Sppt chap016 (2)
15
Promoting Effective Communication chapter sixteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Transcript of Sppt chap016 (2)
Promoting Effective
Communication
chapter sixteen
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Learning Objectives
1. Explain why effective communication helps an organization gain a competitive advantage.
2. Describe the communication process, and explain the role of perception in communication.
3. Define information richness, and describe the information richness of communication media available to managers.
16-2
Learning Objectives (cont.)
4. Describe the communication networks that exist in groups and teams.
5. Explain how advances in technology have given managers new options for managing communications.
6. Describe important communication skills that managers need as senders and receivers of messages and why it is important to understand differences in linguistic styles
16-3
Communication and Management
Communication The sharing of
information between two or more individuals or groups to reach a common understanding.
16-4
The Communication Process
16-5
Figure 16.1
The Role of Perception in Communication
Biases systematic tendencies
to use information about others in ways that can result in inaccurate perceptions
16-6
Information Richness of Communication Media
Figure 16.2
16-7
Face-to-Face Communication
Face-to-Face Has highest
information richness. Can take advantage of
verbal and nonverbal signals.
16-8
Impersonal Written Communication
Impersonal Written Communication Has the lowest information richness. Good for messages to many receivers where little
or feedback is expected (e.g., newsletters, reports)
16-9
Communication Networks in Groups and Teams
Figure 16.3
16-10
Formal and Informal Communication Networks in an Organization
Figure 16.4
16-11
Groupware and Collaboration Software
Groupware Computer software that enables members of
groups and teams to share information with each other to improve communication and performance
16-12
Communication Skills for Managers as Senders
Table 16.2
16-13
Communication Skills for Managers as Senders
Jargon specialized language that members of an
occupation, group, or organization develop to facilitate communication among themselves
should never be used when communicating with people outside the occupation, group, or organization
16-14
Communication Skills for Managers as Senders
Filtering Withholding part of a message because of the
mistaken belief that the receiver does not need or will not want the information.
Information distortion Changes in the meaning of a message as the
message passes through a series of senders and receivers.
16-15
