Lecture 1: Foundations of Business and Organizational Communication

1. Lecture 1: Foundations of Business and Organizational Communication

2. Foundations of Business and Organizational Communication I. The Communication Connection A. Communication B. Organizational Communication II. The Nature of Communication A. Critical Components of Communication B. Functions of Communication in Organization

3. Foundations of Business and Organizational Communication III. Organizational Communication Networks A. Formal Communication Networks 1. Three Types of Communication Flow • Downward information flow • Elements that flow downward • Best bets to improve downward communication • Upward information flow • Factors that allow upward communication to be effective • Best bets to improve upward communication • Horizontal information flow

4. Foundations of Business and Organizational Communication A. Formal Communication Networks 2. Limitations for Formal Communication Network • Limit Lower-level employees’ access to decision makers • Each link in the communication chain is a potential source of blockage or distortion B. Informal Communication Networks 1. Grapevine Communication 2. Management by Walking Around (MWA)

5. Foundations of Business and Organizational Communication IV. Factors Affecting Communication Effectiveness A. Communication Climate • Supportive Climate vs. Defensive Climate B. Management Styles • Theory X • Theory Y • Theory Z

6. Foundations of Business and Organizational Communication • Barriers to Effective Communication • Ways to Overcome Barriers

7. Communication Communication: is a process by which information is exchanged between or among individuals through a common system of symbols, signs, and behavior -- resulting in shared meanings between sender and receiver (Source: Richardmond V., & McCroskey, J., 1992, p19)

8. Organizational Communication Organizational Communication: • Communication which originates within organization • Communication: A process through which peopleact together, create, sustain, and manage meanings through the use of verbal and non-verbal signs and symbols within a particular context. • Interpersonal & Organizational Dimensions Source: Conrad, C. (1994). Strategic organizational communication: Toward the twenty-first century. (3rd ed.)., p.3.

9. Critical Components of Communication • Source • Message • Channel • Receiver • Feedback

10. Barriers Source (Encoder) Receiver (Decoder) Message Channel(s) Feedback Critical Components of Communication

11. Assessment of Communication Channel

12. Assessment of Communication Channel (cont’d)

13. Functions of Communication in Organization

14. Functions of Communication in Organization (cont’d) (Sources: Richmond & McCroskey, pp. 24 - 25)

15. Three Types of Communication Flow

16. Downward Information Flow Five Elements that Generally Flow Downward in All Organizations: 1. Job instruction 2. Rationale - explanation of a duty or assignment 3. Ideology - encourages employees to “buy into the organization”  loyalty 4. Information; regulations; changes in benefits 5. Feedback - performance appraisal Source: Katz and Kahn (1978)

17. Downward Information Flow (cont’d) Best Bets for Improving Downward Communication: 1. Small group meetings that permit exchange of information 2. Company publications 3. Supervisory meetings between managers and direct subordinates 4. Mass meetings of employees 5. Other methods: bulletin boards, inserts in pay envelopes, public address announcements, posters, audiovisual presentations

18. Upward Information Flow Four Factors that Are Most Likely to Influence Upward Communication: 1. Positive tone 2. Appropriate time 3. Messages that support current policy 4. Right person (Sources: Koehler and Huber, 1974)

19. Upward Information Flow (cont’d) Best Bets for Improving Upward Communication: 1. Informal discussions with one or a few employees 2. Discussions between higher management and first-level supervisors 3. Attitude surveys 4. Outside counseling 5. Discussions with union representatives 6. Suggestion systems 7. Internal publications with complaint or question / answer columns

20. Limitations for Formal Communication Network 1. Limits lower-level employees’ access to decision makers 2.Each link in the communication chain is a potential source of blockage or distortion

21. Limitations for Formal Communication Network (cont’d) Example: The amount of information loss Board of Directors 100% ò Vice Presidents 63% ò General Supervisors 56% ò Plant Managers 40% ò General Foremen 30% ò Workers 20%

22. Informal Communication Networks Grapevine communication • Contains a mix of business and personal messages • FACTS + ASSUMPTIONS + OPINIONS • Enables the organization to function efficiently

23. Communication Climates:Supportive (Open) Vs Defensive (Close)

24. Management Styles 1. Theory X (McGregor) Workers are viewed as lacking motivation, requiring control through fear; closed communication climate 2. Theory Y (McGregor) Workers are viewed as motivated and responsible, deserving encouragement and support; open communication climate 3. Theory Z (Ouchi) Workers are viewed as part of a family or team; open communication climate; participative management

25. Barriers to Effective Communication A. Climate control – closed or inadequate communication climate B. Emotional interference C. Information overload D. Defensiveness E. Poor listening skills F. Cultural differences

26. Ways to Overcome Barriers • Foster an open communication climate • Avoid defensive reactions • Facilitate feedback from others by listening with open mind • Understand intercultural communication

27. ~ The End ~