Quản trị kinh doanh - Chapter 17: Communication

CommunicationChapter 171CommunicationIn today’s turbulent environment, crisis communication is at the top of everyone’s needed-skills list.Effective communication, both within the organization and with people outside the company, is a major challenge and responsibility for managersManager’s Challenge: Griffin Hospital2CommunicationHow manager’s job require communicationCommunication process modelInterpersonal aspects of communicationOrganization as a wholeKeeping channels openManager’s role - keeping open; turbulent timesBarriers to communicationTopics Chapter 173What is Communication?Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviorManager = 80% every working day in direct communication with others – 48 min/hourManager = 20% every work day in communication in the form of reading and writing -12 min/hour4The Manager as Communication ChampionSource: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.External InformationInternal InformationManager as Communication ChampionPurpose-Directed Direct attention to vision, values, desired outcomes Influence employee behaviorStrategic Conversations Open communication Listening Dialogue FeedbackMethods Rich channels Upward, downward, & horizontal channels Nonverbal communicationPersonal networks 5Communication Process ModelNoiseSender Encodes MessageReceiver Decodes MessageChannelFeedback Loop(Return message decoded)(Return message encoded)Channel6Channel RichnessInformation amount can be transmitted during communication episode7Persuasion and InfluenceBusinesses are run largely by cross-functional teams who are actively involved in making decisionsAbility to persuade and influence others is even more critical today than ever beforeTo persuade and influence, managers have to communicate frequently and easily with othersExperiential Exercise: Personal Assessment of Communication Apprehension 8Nonverbal CommunicationsMessages transmitted human actions and behaviors rather than through wordsOccurs mostly face-to-faceVerbal Impact = 7 %Vocal Impact = 38 %Facial Impact = 55 %Most nonverbal communication is unconscious or subconscious9ListeningOne of the most important tools of manager communication – both to employees and to customersListening = skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning75% of effective communication is listening – most people spend only 30-40% listening10Keys to Effective Listening Listen activelyFind areas of interestResist distractionsCapitalize on the fact that thought is faster tan speechBe responsiveJudge content, not deliveryHold one’s fireListen for ideasWork at listeningExercise one’s mind11Formal Channels of CommunicationSource: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, and Company. Used by permission.12Downward CommunicationMessages sent from top management down to subordinates...1. Implementation of goals and strategies2. Job instructions and rationale3. Procedures and practices4. Performance feedback5. IndoctrinationMost familiar and obvious flow of formal communication13Downward Communications ProblemDrop OffDistortionLoss of message contentDealing with Drop OffUse right communication channelConsistency between verbal and nonverbal messagesActive listening14Upward CommunicationMessages transmitted from the lower to the higher levels in the organization’s hierarchy1. Problems and exceptions2. Suggestions for improvement3. Performance reports4. Grievances and disputes5. Financial and accounting information15Upward Communication ProblemMany organizations make a great effort to facilitate upward communicationDespite these efforts, barriers to accurate upward communication existManagers may resist hearing about employee problemsEmployees may not trust managers sufficiently to push information upward 16Horizontal CommunicationsLateral or diagonal exchange of messages among peers or coworkersHorizontal communications categories1. Intradepartmental problem solving2. Interdepartmental coordination3. Change initiatives and improvementInform and request support as well as coordinate activitiesParticularly important in learning organizations17Team Communication ChannelsTeam communication characteristics to considerThe extent to which team communication is centralizedThe nature of the team’s taskSpecial type of horizontal communication18Team Communication ChannelsOrganizational Implications With complex and difficult team activities, all members should share information in a decentralized structure – all information with all membersWith simple problems, centralized communication structure – communicating through one individual to solve problems or make decisions19Personal Communication ChannelsExist outside formal authorized channelsDo not adhere to organization’s hierarchy of authorityPrimary way information spreads and work gets accomplishedCoexist with formal communication channels20Personal Communication ChannelsThree important types of channelsPersonal NetworksManagement By Wondering AroundGrapevine21Developing Personal Communication NetworksBuild it before you need itNever eat lunch aloneMake it win-winMake it win-winFocus on diversity22Two Grapevine ChainsSource: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).23Open CommunicationSharing all types of information throughout the company, across functional and hierarchical levelsRecent trend - reflects manager’s increased emphasis onEmpowering employeesBuilding trust and commitmentEnhancing collaboration24Dialogue and Discussion: The DifferencesSource:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.ConversationLack of understanding, disagreement, divergent points of viewDialogueDiscussionResultResultReveal feelings Explore assumptions Suspend convictions Build common groundLong-term, innovative solutions Unified group Shared meaning Transformed mind-sets State positions Advocate convictions Convince others Build oppositionsShort-term resolution Agreement by logic Opposition beaten down Mind-sets held onto25Crisis CommunicationPrimary SkillsMaintain your focusBe visibleGet the awful truth outCommunicate a vision for the future26Feedback and LearningFeedback – Enables managers to determine whether they have been successful in communicating with othersIs often neglectedGiving & receiving feedback is typically difficult –both for managers & employeesSuccessful managers focus their feedbackTo help develop the capacities of subordinatesTo teach the organization how to better reach its goalsManagers use evaluation & communication to help individuals27Ways to OvercomeCommunication BarriersActive listeningSelection of appropriate channelKnowledge of other’s perspectiveMBWAClimate of Trust, dialogueDevelopment and use of formal channelsChanging organization or group structure to fit communication needsEncouragement of multiple channels, formal and informalIndividualInterpersonal dynamicsChannels and mediaSemanticsInconsistent cuesOrganizationalStatus and power differencesDepartmental needs and goalsCommunication network unsuitedLack of formal channelsHow to Overcome Barriers28SemanticsMeaning of words and the way they are usedEthical Dilemma: The Voice of Authority29