management-mba-l7-190302060102.pdf

Computer People 2000
Computer People 2000 1
1
Lecture # 7
Lecture # 7
Communication
Communication

2
What is Communication?
Communication is the
Communication is the transfer and
transfer and
understanding
understanding of meanings.
of meanings.
Transfer
Transfer means information or ideas have
means information or ideas have
been conveyed, communication has taken
been conveyed, communication has taken
place.
place.
Next thing is the
Next thing is the understanding
understanding of meaning
of meaning
about the information that has been passed.
about the information that has been passed.
Good communication means others are
Good communication means others are
accepting the ideas that are presented to
accepting the ideas that are presented to
them.
them.
When a conflict has gone on a long time,
When a conflict has gone on a long time,
people says it’s because the parties aren't
people says it’s because the parties aren't
communicating effectively.
communicating effectively.

3
There are two types of managerial
There are two types of managerial
communication.
communication.
– Interpersonal Communication:
Interpersonal Communication:
Communication between two or more
Communication between two or more
persons.
persons.
– Organizational Communication:
Organizational Communication: All the
All the
patterns, network and system of
patterns, network and system of
communication within an organization.
communication within an organization.

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Understanding Managerial
Understanding Managerial
Communication
Communication
Anything a manager does involve
Anything a manager does involve
communicating.
communicating.
A manager cannot make decision without
A manager cannot make decision without
communication.
communication.
Once a decision is made, communication
Once a decision is made, communication
must again take place.
must again take place.
The best ideas, suggestions, the best
The best ideas, suggestions, the best
plans or the most effective job redesign
plans or the most effective job redesign
can’t take shape without communication.
can’t take shape without communication.
Managers need effective communication
Managers need effective communication
skills.
skills.

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The Process of Interpersonal
Communication:
Communication:
Before communication can take place, a
Before communication can take place, a
purpose expressed as a
purpose expressed as a message
message to be
to be
conveyed must exist.
conveyed must exist.
The message passes between a
The message passes between a source
source
(the sender) and a
(the sender) and a receiver
receiver.
.
The message is converted to symbolic
The message is converted to symbolic
from
from (encoding)
(encoding) and passed by way of
and passed by way of
some medium
some medium (channel)
(channel) to the receiver,
to the receiver,
who retranslates the sender’s message
who retranslates the sender’s message
(decoding).
(decoding).
The result is the transfer of meaning from
The result is the transfer of meaning from
one person to another.
one person to another.

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Communication
Communication
Message Medium Receiver
Message
Sender
Feedback
Decoding
Encoding
Noise

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Communication
Communication
A
A Sender
Sender initiates a message by encoding
initiates a message by encoding
a thought.
a thought.
– Four conditions influence the
Four conditions influence the
effectiveness of that encoded message:
effectiveness of that encoded message:
The skills, Attitudes, and knowledge of
The skills, Attitudes, and knowledge of
the sender and the sociocultural system
the sender and the sociocultural system.
.
The
The Message
Message itself can distort the
itself can distort the
communication process, regardless of the
communication process, regardless of the
kinds of supporting tools or technologies
kinds of supporting tools or technologies
used to convey it.
used to convey it.
The
The Channel
Channel chosen to communicate the
chosen to communicate the
message also has the potential to be
message also has the potential to be
affected by noise.
affected by noise.

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Communication
Communication
The
The Receiver
Receiver is the individual to whom the
is the individual to whom the
message is directed.
message is directed.
Before the message can be received, it
Before the message can be received, it
must be translated into a form that the
must be translated into a form that the
receiver can understand. (
receiver can understand. (Decoding
Decoding)
)
The final link in the communication is a
The final link in the communication is a
Feedback loop.
Feedback loop.
Feedback
Feedback returns the message to the
returns the message to the
sender and provides a check on whether
sender and provides a check on whether
understanding of message has been
understanding of message has been
achieved.
achieved.

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Method of Communicating
Interpersonally
Interpersonally
There are 12 things available that help
There are 12 things available that help
managers to evaluate the various
managers to evaluate the various
communication methods.
communication methods.
Feedback, Complexity capacity, Breadth
Feedback, Complexity capacity, Breadth
potential, Confidentially, Encoding ease,
potential, Confidentially, Encoding ease,
Decoding ease, Time-Space Constraint,
Decoding ease, Time-Space Constraint,
Cost, Interpersonal Warmth, Formality,
Cost, Interpersonal Warmth, Formality,
Scan ability, Time of consumption.
Scan ability, Time of consumption.
Which method a manager chooses should
Which method a manager chooses should
reflect the need of sender, the attributes
reflect the need of sender, the attributes
of the message, the attributes of the
of the message, the attributes of the
channel, and the need for receiver.
channel, and the need for receiver.

10
Interpersonally
Interpersonally
Nonverbal Communication:
Nonverbal Communication: communication
communication
transmitted without words.
transmitted without words.
Some of most meaningful communication are
Some of most meaningful communication are
neither spoken nor written. For example:
neither spoken nor written. For example:
Loud Siren , red light.
Loud Siren , red light.
The best-know types of nonverbal
The best-know types of nonverbal
communication are body language and
communication are body language and
verbal intonation.
verbal intonation.
– Body Language:
Body Language: refers to gesture, facial
refers to gesture, facial
expressions, and other body movement
expressions, and other body movement
that convey meanings.
that convey meanings.
– Verbal intonation:
Verbal intonation: refers to the emphasis
refers to the emphasis
someone gives to words or phrases that
someone gives to words or phrases that
conveys meaning.
conveys meaning.

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Barrier to Effective Interpersonal
Communication
Communication
Filtering:
Filtering: the deliberate manipulation of
the deliberate manipulation of
information to make it appear more
information to make it appear more
favorable to the receiver.
favorable to the receiver.
Selective Perception:
Selective Perception: When people
When people
selectively interpret what they see or hear
selectively interpret what they see or hear
on the basis of their interests,
on the basis of their interests,
background, experience and attitude.
background, experience and attitude.
Emotions:
Emotions: How a receiver feels when a
How a receiver feels when a
massage is received influences how he or
massage is received influences how he or
she interprets it
she interprets it.
.

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Communication
Communication
Information Overload:
Information Overload: the information
the information
we have to work with exceeds our
we have to work with exceeds our
processing capacity.
processing capacity.
Other barriers are Defensiveness,
Other barriers are Defensiveness,
Language and National culture.
Language and National culture.

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Overcoming Barrier to Effective
Overcoming Barrier to Effective
Interpersonal Communication
Interpersonal Communication
Use Feedback:
Use Feedback:
– Many communication problems can be
Many communication problems can be
directly to misunderstanding and
directly to misunderstanding and
inaccuracies.
inaccuracies.
– These problems are less likely to occur if
These problems are less likely to occur if
the manager uses the feedback loop in the
the manager uses the feedback loop in the
communication process.
communication process.
Simplify Language:
Simplify Language:
Listen Activity:
Listen Activity: Listening for full meaning
Listening for full meaning
without making premature judgments or
without making premature judgments or
interpretation.
interpretation.
Constrain Emotions & Watch Nonverbal cues
Constrain Emotions & Watch Nonverbal cues

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Organizational Communication
Communication within an org. is often
Communication within an org. is often
describes as formal or informal.
describes as formal or informal.
Formal Com.:
Formal Com.: that follows the official chain
that follows the official chain
of command or is part of the com. required
of command or is part of the com. required
to do one’s job.
to do one’s job.
Informal Com.:
Informal Com.: com. That is not defined by
com. That is not defined by
the org.’s structural hierarchy.
the org.’s structural hierarchy.
This com. Fills two purposes in org.
This com. Fills two purposes in org.
It permits employee to satisfy their need
It permits employee to satisfy their need
for social interaction.
for social interaction.
It can improve an org. performance by
It can improve an org. performance by
creating alternatives, and frequently
creating alternatives, and frequently
faster, and more efficient, channels of
faster, and more efficient, channels of
communication.
communication.

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Directions of Communication Flow
Directions of Communication Flow
Org. com. Can flow downward, upward,
Org. com. Can flow downward, upward,
laterally, or diagonally.
laterally, or diagonally.
Downward Com:
Downward Com: that flows downward
that flows downward
from a manager to employees.
from a manager to employees.
Upward Com:
Upward Com: that flows upward from
that flows upward from
employees to manager.
employees to manager.
Lateral Com:
Lateral Com: that takes place among
that takes place among
any employees on the same org. level.
any employees on the same org. level.
Diagonal Com:
Diagonal Com: that cuts across work
that cuts across work
areas and org. level.
areas and org. level.

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Network
Network
The vertical and horizontal flow of org.
The vertical and horizontal flow of org.
com. Can be combined into verity of
com. Can be combined into verity of
pattern called
pattern called Communication Network
Communication Network.
.
Chain Network:
Chain Network: com. flows according to
com. flows according to
the formal chain of command, both
the formal chain of command, both
downward, upward.
downward, upward.
Wheel Network:
Wheel Network: Com. flowing between
Com. flowing between
clearly identifiable and strong leader and
clearly identifiable and strong leader and
others in a work group or team.
others in a work group or team.
All Channel:
All Channel: Com. Flows freely among all
Com. Flows freely among all
members of a work team.
members of a work team.

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How Technology Affects
How Technology Affects
Managerial Communication
Managerial Communication
Technology and more specifically IT, has
Technology and more specifically IT, has
radically changed the way org. members
radically changed the way org. members
communicate.
communicate.
Two developments in IT are most
Two developments in IT are most
important.
important.
Networked Computer Systems:
Networked Computer Systems:
– Email, Instant messaging (IM), Voice mail,
Email, Instant messaging (IM), Voice mail,
Fax, Electronic data interchange,
Fax, Electronic data interchange,
Teleconferencing, Videoconferencing, Internet
Teleconferencing, Videoconferencing, Internet
and Extranet.
and Extranet.
Wireless Capabilities
Wireless Capabilities

Using Communication Skills
Negotiation to Manage Conflicts
Conflicts:
Conflicts: Disagreement about the
Disagreement about the
allocation of resources
allocation of resources
OR
OR
Clashes regarding Goals, Value and so
Clashes regarding Goals, Value and so
on, Can occur on the interpersonal or
on, Can occur on the interpersonal or
Organizational Level.
Organizational Level.
Negotiation:
Negotiation: The use of communication
The use of communication
skills and bargaining to manage conflicts
skills and bargaining to manage conflicts
and reach mutually satisfying outcomes.
and reach mutually satisfying outcomes.
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Negotiation situation are defined by
Negotiation situation are defined by
three characteristics.
three characteristics.
1.
1.There is
There is conflict of interest
conflict of interest between
between
two or more parties.
two or more parties.
2.
2.Either there is
Either there is no fixed or established
no fixed or established
rules and procedures
rules and procedures, or the parties
, or the parties
prefer to work
prefer to work outside of a set of rules
outside of a set of rules.
.
3.
3.The parties prefer to
The parties prefer to search of
search of
agreement
agreement rather than to fight openly.
rather than to fight openly.
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The success of negotiation process
The success of negotiation process
depends upon the following factors.
depends upon the following factors.
1.
1. Parties
Parties interest dependence
interest dependence on each
on each
other.
other.
2.
2. Trust & Distrust
Trust & Distrust between parties.
between parties.
3.
3. Parties ability to
Parties ability to Communicate or
Communicate or
Persuade
Persuade other party.
other party.
4.
4. The
The Personality of Peoples
Personality of Peoples involved in
involved in
negotiation.
negotiation.
5.
5. The
The goals and interest
goals and interest of the parties.
of the parties.
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Stability of Negotiations Outcome
When two parties interact through
When two parties interact through
negotiation to resolve conflict, both
negotiation to resolve conflict, both
parties have an idea about what they
parties have an idea about what they
want to gain from conflict.
want to gain from conflict.
Capable negotiators are interested in the
Capable negotiators are interested in the
stability of the outcome that they jointly
stability of the outcome that they jointly
shape.
shape.
Satiability is not the feature of successful
Satiability is not the feature of successful
negotiation, but it is necessary one.
negotiation, but it is necessary one.
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Linda Putman has distinguished two
Linda Putman has distinguished two
generic kinds of negotiation processes
generic kinds of negotiation processes
that differ in their relative prospects
that differ in their relative prospects
for stability.
for stability.
Integrative Process:
Integrative Process: Negotiation
Negotiation
Process in which the prospects of both
Process in which the prospects of both
parties' gains are encouraging: also
parties' gains are encouraging: also
known as
known as win-win situation
win-win situation.
.
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Distributive Process:
Distributive Process: Negotiation
Negotiation
Process in which each parties tends
Process in which each parties tends
to seek
to seek maximum gains
maximum gains and wants to
and wants to
impose
impose maximum losses
maximum losses to the other
to the other
: also known as a
: also known as a win-loss situation
win-loss situation
or zero sum
or zero sum.
.
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Relations Between Labor &
Relations Between Labor &
Management
Management
Stability in negotiations process is a
Stability in negotiations process is a
major concern of union leaders and
major concern of union leaders and
their management counterparts.
their management counterparts.
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