Communication and Ination Technology11.ppt

PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,112,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,UnderstandingCommunicationsDifferentiatebetweeninterpersonalandorganizationalcommunication.Discussthefunctionsofcommunication.TheProcessofInterpersonalCommunicationsExplainallthecomponentsofthecommunicationprocess.Listthecommunicationmethodsmanagersmightuse.Describenonverbalcommunicationanhowittakesplace.Explainthebarrierstoeffectiveinterpersonalcommunicationandhowtoovercomethem.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,113,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,OrganizationalCommunicationExplainhowcommunicationcanflowinanorganization.Describethethreecommoncommunicationnetworks.Discusshowmanagersshouldhandlethegrapevine.UnderstandingInformationTechnologyDescribehowtechnologyaffectsmanagerialcommunication.Definee-mail,instantmessaging,voice-mail,fax,EDI,teleconferencing,videoconferencing,intranet,andextranet.Explainhowinformationtechnologyaffectorganizations.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,114,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,CommunicationIssuesinTodaysOrganizationDiscusshowInternetemployeegripesitesaffectcommunications.Explainhoworganizationscanmanageknowledge.Describewhycommunicatingwithcustomersisanimportantmanagerialissue.Explainhowpoliticalcorrectnessisaffectingcommunication.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,115,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportantevenifyoudontplantobeamanager.Describetherewardsandchallengesofbeingamanager.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,116,WhatIsCommunication?,CommunicationThetransferandunderstandingofmeaning.Transfermeansthemessagewasreceivedinaformthatcanbeinterpretedbythereceiver.Understandingthemessageisnotthesameasthereceiveragreeingwiththemessage.InterpersonalCommunicationCommunicationbetweentwoormorepeopleOrganizationalCommunicationAllthepatterns,network,andsystemsofcommunicationswithinanorganization,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,117,FourFunctionsofCommunication,FunctionsofCommunication,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,118,FunctionsofCommunication,ControlFormalandinformalcommunicationsacttocontrolindividualsbehaviorsinorganizationsMotivationCommunicationsclarifyforemployeeswhatistodone,howwelltheyhavedoneit,andwhatcanbedonetoimproveperformance,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,119,FunctionsofCommunication(contd),EmotionalExpressionSocialinteractionintheformofworkgroupcommunicationsprovidesawayforemployeestoexpressthemselves.InformationIndividualsandworkgroupsneedinformationtomakedecisionsortodotheirwork.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1110,InterpersonalCommunication,MessageSource:sendersintendedmeaningEncodingThemessageconvertedtosymbolicformChannelThemediumthroughwhichthemessagetravelsDecodingThereceiversretranslationofthemessageNoiseDisturbancesthatinterferewithcommunications,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1111,DistortionsinCommunications,MessageEncodingTheeffectoftheskills,attitudes,andknowledgeofthesenderontheprocessofencodingthemessageThesocial-culturalsystemofthesenderTheMessageSymbolsusedtoconveythemessagesmeaningThecontentofthemessageitselfThechoiceofmessageformatNoiseinterferingwiththemessage,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1112,DistortionsinCommunications(contd),TheChannelThesenderschoiceoftheappropriatechannelormultiplechannelsforconveyingthemessageReceiverTheeffectofskills,attitudes,andknowledgeofthereceiverontheprocessofdecodingthemessageThesocial-culturalsystemofthereceiverFeedbackLoopCommunicationchanneldistortionsaffectingthereturnmessagefromreceivertosender,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1113,InterpersonalCommunicationMethods,Face-to-faceTelephoneGroupmeetingsFormalpresentationsMemosTraditionalMailFaxmachinesEmployeepublicationsBulletinboardsAudio-andvideotapes,HotlinesE-mailComputerconferencingVoicemailTeleconferencesVideoconferences,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1114,EvaluatingCommunicationMethods,FeedbackComplexitycapacityBreadthpotentialConfidentialityEncodingeaseDecodingease,Time-spaceconstraintCostInterpersonalwarmthFormalityScanabilityTimeconsumption,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1115,InterpersonalCommunication(contd),NonverbalCommunicationCommunicationthatistransmittedwithoutwords.SoundswithspecificmeaningsorwarningsImagesthatcontrolorencouragebehaviorsSituationalbehaviorsthatconveymeaningsClothingandphysicalsurroundingsthatimplystatusBodylanguage:gestures,facialexpressions,andotherbodymovementsthatconveymeaning.Verbalintonation:theemphasisthataspeakergivestocertainwordsorphrasesthatconveysmeaning.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1116,InterpersonalCommunicationBarriers,Defensiveness,NationalCulture,Emotions,InformationOverload,InterpersonalCommunication,Language,Filtering,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1117,BarrierstoEffectiveInterpersonalCommunication,FilteringThedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver.EmotionsDisregardingrationalandobjectivethinkingprocessesandsubstitutingemotionaljudgmentswheninterpretingmessages.InformationOverloadBeingconfrontedwithaquantityofinformationthatexceedsanindividualscapacitytoprocessit.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1118,BarrierstoEffectiveInterpersonalCommunication(contd),DefensivenessWhenthreatened,reactinginawaythatreducestheabilitytoachievemutualunderstanding.LanguageThedifferentmeaningsofandspecializedways(jargon)inwhichsendersusewordscancausereceiverstomisinterprettheirmessages.NationalCultureCultureinfluencestheform,formality,openness,patternsanduseofinformationincommunications.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1119,OvercomingtheBarrierstoEffectiveInterpersonalCommunications,UseFeedbackSimplifyLanguageListenActivelyConstrainEmotionsWatchNonverbalCues,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1120,TypesofOrganizationalCommunication,FormalCommunicationCommunicationthatfollowstheofficialchainofcommandorispartofthecommunicationrequiredtodoonesjob.InformalCommunicationCommunicationthatisnotdefinedbytheorganizationshierarchy.PermitsemployeestosatisfytheirneedforsocialinteractionCanimproveanorganizationsperformancebycreatingfasterandmoreeffectivechannelsofcommunication.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1121,CommunicationFlows,Lateral,Diagonal,Downward,Upward,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1122,DirectionofCommunicationFlow,DownwardCommunicationsthatflowfrommanagerstoemployeestoinform,direct,coordinate,andevaluateemployees.UpwardCommunicationsthatflowfromemployeesuptomanagerstokeepthemawareofemployeeneedsandhowthingscanbeimprovedtocreateaclimateoftrustandrespect.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1123,DirectionofCommunicationFlow(contd),Lateral(Horizontal)CommunicationCommunicationthattakesplaceamongemployeesonthesamelevelintheorganizationtosavetimeandfacilitatecoordination.DiagonalCommunicationCommunicationthatcutsacrossbothworkareasandorganizationallevelsintheinterestofefficiencyandspeed.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1124,TypesofCommunicationNetworks,ChainNetworkCommunicationflowsaccordingtotheformalchainofcommand,bothupwardanddownward.WheelNetworkAllcommunicationflowsinandoutthroughthegroupleader(hub)toothersinthegroup.All-ChannelNetworkCommunicationsflowfreelyamongallmembersoftheworkteam.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1125,TheGrapevine,Aninformalorganizationalcommunicationnetworkthatisactiveinalmosteveryorganization.ProvidesachannelforissuesnotsuitableforformalcommunicationchannelsTheimpactofinformationpassedalongthegrapevinecanbecounteredbyopenandhonestcommunicationwithemployees.,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1126,InformationTechnology,BenefitsofInformationTechnology(IT)IncreasedabilitytomonitorindividualandteamperformanceBetterdecisionmakingbasedonmorecompleteinformationMorecollaborationandsharingofinformationGreateraccessibilitytocoworkers,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1127,InformationTechnology(contd),NetworkedComputerSystemsLinkingindividualcomputerstocreateanorganizationalnetworkforcommunicationandinformationsharing.E-mailInstantmessagingVoice-mailFaxmachinesElectronicDataExchange(EDI)TeleconferencingVideoconferencing,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1128,InformationTechnology(contd),TypesofNetworkSystemsIntranetAninternalnetworkthatusesInternettechnologyandisaccessibleonlytoemployees.ExtranetAninternalnetworkthatusesInternettechnologyandallowsauthorizedusersinsidetheorganizationtocommunicatewithcertainoutsiderssuchascustomersandvendors.Wirelesscapabilities,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1129,HowITAffectsOrganization,RemovestheconstraintsoftimeanddistanceAllowswidelydispersedemployeestoworktogether.ProvidesforthesharingofinformationIncreaseseffectivenessandefficiency.IntegratesdecisionmakingandworkProvidesmorecompleteinformationandparticipationforbetterdecisionsCreatesproblemsofconstantaccessibilitytoemployeesBlursthelinebetweenworkandpersonallives,Copyright2005PrenticeHall,Inc.Allrightsreserved.*,1130,CurrentCommunicationIssues,BeingconnectedversusbeingconcernedManagingInternetgripesitesasavaluableresourceforuniqueinsightsintotheorganization.Employeecomplaints(“hot-button”issues)CustomercomplaintsRespondingtoInternetgripesitesRecognizedthemas