Managing Communication

Managing Communication

1. Communication: The process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.

   • Communication Process
     • Sender: Anyone to wishes to convey an idea or concept to others, to seek information, or to express a thought or emotion.
     • Receiver: The person to whom the message is sent.
     • Encodes: Select symbols with which to compose a message.
     • Message: The tangible formulation of an idea to be sent to a receiver.
       • Drop Off: The distortion or loss of message content.
     • Channel: The carrier of a communication.
     • Decode: Translate the symbols used in a message for the purpose of interpreting its meaning.
     • Feedback: A response by the receiver to the sender’s communication. Enables the sender to determine whether the receiver correctly interpreted the message.
   • Face-to-face Communication
     • Verbal: Spoken words.
     • Vocal: Include the pitch, tone and timbre of a person’s voice.
     • Facial expressions.
   • Downward Communication: Refers to the messages and information sent from top management to subordinates in a downward direction.
     • Implementation of goals and strategies.
     • Job instructions and rationale.
     • Procedures and practices.
     • Performance feedback.
     • Indoctrination.
   • Formal Communication Channels: A communication channel that flows within the chain of command or task responsibility defined by the organization.
   • Nonverbal Communication: Refers to messages sent through human’s actions and behaviors rather than through words.
     • Customer Quarterbacks: Job that consist on read nonverbal messages of customers as they entered to a store.
       • Occurs mostly face-to-face.
   • Upward Communication: Messages transmitted from the lower to the higher levels in the organization’s hierarchy.
     • Problems and Exceptions.
     • Suggestions for Improvement.
     • Performance Reports.
     • Grievances and Disputes.
     • Financial and Accounting Information.
   • Horizontal Communication: The lateral or diagonal exchange of messages among peers or coworkers.
     • Interdepartmental Problem Solving: These messages take place among members of the same department and concern task accomplishment.
     • Interdepartmental Coordination: Interdepartmental messages facilitate the accomplishment of joint projects or tasks.
     • Change Initiatives and Improvements: Messages designed to share information among teams and departments that can help the organization change, grow and improve.
     • Strategic Conversation: Refers to people talking across boundaries and hierarchical levels about the team or organization’s vision, critical strategic themes, and the values that help achieve important goals.
   • Team Communication Channels: Team members work together to accomplish tasks, and the team’s communication structure influences both team performance and employee satisfaction.
     • Centralized Network: Team members must communicate through one individual to solve problems or make decisions.
     • Decentralized Network: A team communication structure in which team members freely communicate with one another and arrive at decisions together.
   • Personal Communication Channels: Communication channels that exist outside the formally authorized channels and do not adhere to the organization’s hierarchy of authority.
     • Personal Networking: Refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical, and even organizational boundaries.
       • Personal networking is an important skill for managers because it enables them to get things done more smoothly and rapidly than they could do in isolation.
     • Grapevine: Informal person-to-person communication network to employees that is not officially sanctioned by the organization.
   • Written Communication: Communication skills are becoming increasingly important in today’s collaborative workplace.
     • Respect the reader.
     • Know your point and get to it.
     • Write clearly rather than impressively.
     • Get a second opinion.

2. Listening: The skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning.

   • Attention
   • Energy
   • Skill
   • Good Listening: Means shifting from thinking about self to empathizing with the other person and thus requires a high degree of emotional intelligence.
     • Concerns the organization as a whole.
   • Purpose-Directed: Directs everyone’s attention toward the vision, values, and desired goals of the team or organization and influences people to act in a way to achieve the goals.

3. Comunicating Among People

   • Channel Richness: The amount of information that can be transmitted during a communication episode.
     • The ability to handle multiple cues simultaneously.
     • The ability to facilitate rapid, two-way feedback.
     • The ability to establish a personal focus for the communication.
   • Instant Messaging (IM): Allows users to see who is connected to a network and share short-hand messages or documents with them instantly.
     • Helps people get responses faster and collaborate more smoothly.
   • Channel Selection
     • Nonroutine Messages: Are ambiguous, concern novel events, and involve great potential for misunderstanding.
     • Routine Messages: Are simple and straightforward. They convey data or statistics or simply put into words what managers already agree on and understand.
     • Communication Apprehension: An individual’s level of fear or anxiety associated with interpersonal communications.
   • How Does Gender Affect Communication Style?
     • Women use their unique conversational style to show involvement, connection, and participation, such as by seeking similarities and matching experiences with others.
       • Women tend to build rapport and relationships in their communications by sharing information.
       • Women tend to use more submissive gestures.
     • Help managers maximize every employee’s talents and encourage both men and women to contribute more fully to the organization.
     • Men tend to negotiate hierarchy and gather information to make decisions.
       • Men tend to stare more, point more, take up more space, keep their heads straight, and use larger, more sweeping gestures.
       • Men tend to use verbal language to exhibit knowledge and skill, such as by telling stories, joking, or passing on information.

4. Innovations in organizational communication.

   • Dialogue: Group communication process in which people to gather create a stream of meaning that enables them to understand each other and share a view of the world.
   • Discussion: Consist on deliver one’s point of view and persuade others to adopt it.
   • Crisis Communication
     • Maintain your Focus: Managers learn to tailor their communications to reflect hope and optimism at the same time they acknowledge the current difficulties.
     • Be visible: Face-to-face communication with employees is crucial for letting people know that managers care about them and what they’re going through.
     • Get the Awful Truth Out: Managers get the truth out quickly to prevent rumors and misunderstandings.
     • Communicate a Vision for the Future: Moments of crisis present opportunities for managers to communicate a vision of a better future and unite people toward common goals.
     • Feedback: occurs when managers use evaluation and communication to help individuals and the organization learn and improve.
       • Climate of Trust and Openness: Subordinates feel free to transmit negative as well as positive messages without fear of retribution.
       • Formal Communication Channels.
       • Multiple Channels.
       • Fit Communication Needs.

5. Referencia: Daft, R. (2010). Management. Mason, OH, South-Western Cengage Learining. (novena edición).

6. Código de Honor: Doy mi palabra de que he realizado este trabajo con integridad académica.

7. Ana Lorena Ruiz Zorrilla Sánchez 000594460

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