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Chapter 10


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Chapter 10I What is CommunicationCommunication is the process by which information is exchanged between a sender and a receiver The sender must encode his or her thoughts into some form that can be transmitted to the receiver The receiver must perceive the message and accurately decode it to achieve understanding Feedback involves yet another communication episode that tells the original sender whether the receiver received and understood the message Effective communication occurs when the right people receive the right information in a timely manner II Basics of Organizational CommunicationThere are a number of basic issues about organizational communication A Communication by Strict Chain of Command When communication flows in accordance with an organization chart we say that communication follows along the chain of command or lines of authority and formal reporting relationships In downward communication information flows from the top of the organization toward the bottom In upward communication information flows from the bottom of the organization toward the top Horizontal communication refers to information that flows between departments or functional units usually as a means of coordinating effort A lot of organizational communication follows the formal lines of authority shown on organizational charts However the reality of organizational communication shows that the formal chain of command is an incomplete and sometimes ineffective path of communication B Deficiencies in the Chain of Command Sticking strictly to the chain of command is often ineffective Informal Communication The formal chain of command fails to consider informal communication between members This type of communication might not benefit the organization since inaccurate rumours might be spread across the organization Filtering At times effective communication using the chain of command is inhibited by filtering which is the tendency for a message to be watered down or stopped altogether at some point during transmission Employees use upward filtering to keep negative performance information out of their supervisors hands Supervisors use downward filtering to play the information is power card To prevent filtering some organizations have an opendoor policy in which any organizational member can communicate directly with a manager without going through the chain of command Managers may also wish to go outside normal channels if information has broad applications
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