Communication in Management: Modes, Media Richness, and Overcoming Barriers

1. Management,3rd editionHitt/Black/Porter

2. Communication—basic process • Modes • Media richness • Organizational Context • Barriers—overcoming communication and intercultural • Negotiation—basic process Summary: Key Topics

3. Communication—Basic Process Communication: process of transferring information, meaning, and understanding from sender to receiver • Encoding • Medium • Decoding • Noise

4. Communication—Basic Process

5. Communication—Modes Exhibit 11.2 Verbal Modes—language used to convey meaning

6. Communication—Modes Exhibit 11.2 Nonverbal Modes—no words used to convey meaning

7. Communication—Media Media have different sets of characteristics • Personal-impersonal nature • Speed in sending and receiving • Availability of multiple cues to assist receivers • Opportunity to receive immediate and continuing feedback from the receiver Clear communication between dispatchers and crews is imperative to prevent rail accidents Managers need to match message with medium

8. Communication—Media Exhibit 11.3 Factors contributing to media richness

9. Communication—Organizational Context Exhibit 11.4 Direction of Communication within Organizations

10. Organizational Communication Channels Exhibit 11.5 Formal/Informal Communication Channels in Organizations

11. Organizational Communication Channels Exhibit 11.6 Characteristics of Formal/Informal Communication Channels

12. Communication—Networking • Process of building and maintaining contacts—within and outside an organizational unit • Can have positive effects on salary growth and career satisfaction • Provide significant/regular information (formal and informal) • Decide which networks you can and want to be a part • Determine the composition of those networks Patterns can vary based on age, gender, and ethnicity of individuals

13. Communication—Barriers HIGH-CONTEXT CULTURES • More adjustments in messages • Rank of receiver affects message and medium • Nonverbal communication cues may be very important • Medium may be as important as message LOW-CONTEXT CULTURES • Fewer and smaller adjustments in messages • Rank of receiver may or may not affect message or medium • Nonverbal communication cues not as important • Message is more important than medium Exhibit 11.9 Intercultural : High-Context vs. Low-Context Cultures

14. Communication—Barriers High-context Low –context Cultures Cultures Exhibit 11.9 Intercultural : High-Context vs. Low-Context Cultures

15. Communication—Cultural Barriers Intercultural Barriers

16. Communication Skills  Listen rather than talk Be more open-minded Develop empathy Listen actively Observe nonverbal cues Improving Your Listening Skills

17. Communication Skills  Simplify your language Organize your writing Understand your audience Improving Your Sending Skills

18. Communication Skills Gatekeepers  Increase formal communication  Replace some face-to-face communication with electronic communication  Develop networks  Create centralized office to manage communication activities Communication interface between separate organizations or different units Improvements in Organization-Level Communication

19. Communication and Negotiation • Negotiation activities • Day-to-day activities of the managers organizational unit • Part of a formally appointed negotiating team representing unit or organization Process of conferring to arrive at an agreement between different parties each with their own interests and preferences Why Managers Need Good Negotiation Skills

20. Communication and Negotiation Improving Effectiveness of Negotiation Skills

21. Communication and Negotiation People: Key Characteristics for Success in International Negotiations Key Factors: People—Situation—Negotiation Process

22. Communication and Negotiation Key Set of Situational Circumstances for International Negotiations • Location • Physical arrangements • Emphasis on speed and time • Composition of the negotiating teams Key Factors: People—Situation—Negotiation Process

23. Communication and Negotiation Exhibit 11.13 Key Factors: People—Situation—NegotiationProcess

24. Communication and Negotiation • Advance planning and analysis • Background research • Gathering of relevant information • Planning of strategies and tactics • Setting objectives • Predetermining possible concessions Key Factors: People—Situation—NegotiationProcess

25. Communication and Negotiation • Developing trust • Developing personal rapport • Establishing long-term association Key Factors: People—Situation—NegotiationProcess

26. Communication and Negotiation • Learning about the needs and demands of the other set of negotiators • Acquiring and exchanging other information Key Factors: People—Situation—NegotiationProcess

27. Communication and Negotiation • American managers treat as the most important stage • Mixture of approaches • Assertive and straightforward • Warnings or threats • Calculated delays Key Factors: People—Situation—NegotiationProcess

28. Communication and Negotiation • Permit each party to take away something of value • American managers tend to have less leeway for concessions • Some use normative appeals such as “it’s your obligation” Key Factors: People—Situation—NegotiationProcess