Communication in a companyIn todays turbulent environment, crisis communication is at the top of everyones needed-skills list.Effective communication, both within the organization and with people outside the company, is a major challenge and responsibility for managers1

Managers Challenge: Griffin Hospital1CommunicationHow managers job require communicationCommunication process modelInterpersonal aspects of communicationOrganization as a wholeKeeping channels openManagers role - keeping open; turbulent timesBarriers to communication2Topics2What 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/hour33The Manager as Communication Champion4Source: 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 4Communication Process Model5

NoiseSender Encodes MessageReceiver Decodes MessageChannelFeedback Loop(Return message decoded)(Return message encoded)Channel5Channel Richness6Information amount can be transmitted during communication episode

6Persuasion 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 others

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Experiential Exercise: Personal Assessment of Communication Apprehension 7Nonverbal CommunicationsMessages transmitted human actions and behaviors rather than through wordsOccurs mostly face-to-faceVerbal Impact = 7 %Vocal Impact = 38 %Facial Impact = 55 %8Most nonverbal communication is unconscious or subconscious8ListeningOne 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% listening

99Keys to Effective Listening Listen activelyFind areas of interestResist distractionsCapitalize on the fact that thought is faster tan speechBe responsiveJudge content, not deliveryHold ones fireListen for ideasWork at listeningExercise ones mind1010Formal Channels of Communication11Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright 1986 by Scott, and Company. Used by permission.

11Downward CommunicationMessages sent from top management down to subordinates...1. Implementation of goals and strategies2. Job instructions and rationale3. Procedures and practices4. Performance feedback5. Indoctrination12Most familiar and obvious flow of formal communication12Downward Communications ProblemDrop OffDistortionLoss of message contentDealing with Drop OffUse right communication channelConsistency between verbal and nonverbal messagesActive listening1313Upward CommunicationMessages transmitted from the lower to the higher levels in the organizations hierarchy1. Problems and exceptions2. Suggestions for improvement3. Performance reports4. Grievances and disputes5. Financial and accounting information

1414Upward 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 1515Horizontal CommunicationsLateral or diagonal exchange of messages among peers or coworkersHorizontal communications categories1. Intradepartmental problem solving2. Interdepartmental coordination3. Change initiatives and improvement16Inform and request support as well as coordinate activitiesParticularly important in learning organizations16Team Communication ChannelsTeam communication characteristics to considerThe extent to which team communication is centralizedThe nature of the teams task17Special type of horizontal communication17Team 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 decisions1818Personal Communication ChannelsExist outside formal authorized channelsDo not adhere to organizations hierarchy of authorityPrimary way information spreads and work gets accomplished19Coexist with formal communication channels19Personal Communication ChannelsThree important types of channelsPersonal NetworksManagement By Wondering AroundGrapevine2020Developing Personal Communication NetworksBuild it before you need itNever eat lunch aloneMake it win-winFocus on diversity2121Two Grapevine Chains22Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).

22Open CommunicationSharing all types of information throughout the company, across functional and hierarchical levelsRecent trend - reflects managers increased emphasis onEmpowering employeesBuilding trust and commitmentEnhancing collaboration

2323Dialogue and Discussion: The Differences24Source: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 onto24Crisis CommunicationPrimary SkillsMaintain your focusBe visibleGet the awful truth outCommunicate a vision for the future2525Feedback 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 goals26Managers use evaluation & communication to help individuals26Ways to OvercomeCommunication Barriers27Active listeningSelection of appropriate channelKnowledge of others perspectiveMBWA management by walking aroundClimate 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 Barriers27SemanticsMeaning of words and the way they are used2828