Chapter 9
Communication
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Slides by R. Dennis Middlemist
Knowledge Objectives
1. Explain why communication is strategically important
to organizations.
2. Describe the communication process.
3. Discuss important aspects of communication within
organizations, including networks and the direction of
communication flow.
Knowledge Objectives
4. Define interpersonal communication and discuss the
roles of formal versus informal communication,
communication media, communication technology,
and nonverbal communication in the interpersonal
communication process.
5. Describe organizational and individual barriers to
effective communication.
6. Understand how organizations and individuals can
overcome communication barriers.
Communication Process
Communication
– Sharing information
– Two or more people
– Common understanding
Object
Situation
– Communication medium
– Encoding
– Decoding
– Feedback
Communication Process
Sent Message Received
Encoded
Message Message
Communication
Receiver
Sender
Medium
(e.g., verbal, face-to-
face, or e-mail)
Decoded
Received
Message
Feedback Feedback
Adapted from Exhibit 9-1: Sent Message
Communication
Within Organizations
Organizational communication
– Patterns of communication at the organizational
level
– Purpose is to facilitate achievement of
organizational goals
– Involves the use of
Communication networks
Policies
Structures
Communication Networks
Y Network All Connected
Network
Decentralized
Networks
Wheel Network Circle Network Centralized
Networks
Adapted from Exhibit 9-2: Communication Networks
Direction of
Organizational Communication
Downward
– From supervisor to subordinate
Job instructions
Information on organization policies
Performance feedback
Inform associates about the organization’s goals and
changes
Direction of
Organizational Communication
Upward
– From subordinate to supervisor
Grievance procedures
Departmental meetings
Participation in decisions
And others
– Upward communication may be necessary to
Monitor the effectiveness of decisions
Provide information
Maintain associate morale
Ensure that jobs are being done properly
Direction of
Organizational Communication
Horizontal
– Between associates at the
same level
– Facilitates coordination
among organizational units
– May arise from integrating
positions (boundary-
spanning positions)
– 360-degree performance
feedback
Interpersonal Communication
Direct verbal or nonverbal interaction between
two or more active participants
– Formal vs. informal issues
Informal includes spontaneous interactions
Informal may reach more associates
Informal can help build cohesion and friendship among
associates
Informal may include untrue rumors and gossip
Communication Media
Effective managers use richer
media as Richest
– Message becomes more Face-to-face
equivocal Telephone
– Message is more Electronic messaging
important Personal written text
Formal written text
– They need to
Formal numerical text
present a
positive self-image Least rich
Nonverbal Communication
Communication that takes place without using
language, such as facial expressions or body language
– Body language (kinesics)
Facial expressions
Use of hands, arms, legs and posture
– Paralanguage (How something is said)
Tone and pitch of voice
Use of silence
– Gestures
Hand signals
Shrugging one’s shoulders
Nonverbal Communication
Nonverbal communication provides information
about the
– Person’s attitudes
– Emotional state
– Mental state
Nonverbal behavior may support or conflict
with a person’s verbal communication
Communication Barriers
Communication Communication True
message barriers understanding
Organizational Barriers Individual Barriers
• Information overload • Differing perceptions
• Noise • Semantic differences
• Time pressures • Status differences
• Network breakdowns • Consideration of self-
• Information distortion interest
• Cross-cultural barriers • Personal space
• Poor listening skills
Communication Barriers
Exhibit 9-3 Cultural Communication Differences
Communication In the United States Elsewhere
Eye contact Direct In many Asian Countries, extended
eye contact is unacceptable.
Time orientation Punctual—‖Time is Money‖ Asian and Latin American cultures
have longer time horizons; resolving
issues is more important than being on
time.
Answering questions Direct and factual Many Asian cultures view being direct
as rude and aggressive.
Self-presentation self-promotion rewarded Many other cultures (e.g., Asian,
Russian) find this rude.
Posture Open body posture In Japan, a closed body posture is
(e.g., arms relaxed) preferred (e.g., crossed arms and legs)
Indicating ―no‖ Shaking one’s head from In Bulgaria, the ―no‖ signal means ―I’m
side to side listening,‖ rather than ―I disagree.‖
Adapted from Exhibit 9-3: Cultural Communication Differences
Overcoming
Communication Barriers
Communication audit
– Analysis of an organization’s internal and external
communication to assess communication practices and
capabilities and determine needs
– Methodology
Hold a planning meeting with all major parties to determine a
specific approach and gain commitment to it
Conduct interviews with top management
Collect, inventory, and analyze communication material
Conduct associate interviews
Prepare and administer a questionnaire to measure attitudes
toward communication
Overcoming
Communication Barriers
Individual actions
– Know your audience
– Select an appropriate communication medium
– Encourage feedback
– Regulate information flow and timing
– Listen actively
Overcoming Communication Barriers
Exhibit 9-4 How to Be an Active Listener
1. Stop talking.
Often, we talk more than we should without giving the other person a chance to
respond. If we are thinking about what we will say when we talk, we cannot
focus attention on the person we wish to listen to. Do not interrupt.
2. Pay attention.
Do not allow yourself to be distracted by thinking about something else. Often,
we need to make an active effort to pay attention when others are speaking.
3. Listen empathetically.
Try to take the speaker’s perspective. Mirror the speaker’s body language and
give him or her nonjudgmental encouragement to speak.
4. Hear before evaluating.
Do not draw premature conclusions or look for points of disagreement. Listen to
what the person has to say before jumping to conclusions or judgment.
Adapted from Exhibit 9-4: How to Be an Active Listener
Overcoming Communication Barriers
Exhibit 9-4 How to Be an Active Listener
5. Listen to the whole message.
Look for consistency between the verbal and the nonverbal messages. Try to
assess the person’s feelings or intentions, as well as just facts.
6. Send feedback.
In order to make sure that you have heard correctly, paraphrase what was
heard and repeat it to the person you were listening to.
Adapted from Exhibit 9-4: How to Be an Active Listener