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Canada (161,641)
MGHB02H3 (269)
Chapter 10

Chapter 10 Notes

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Management (MGH)
Julie Mc Carthy

Chapter 10 Communication Notes What is Communication? N communication the process by which information is exchanged between a sender and a receiver N the simplest prototype for interpersonal communication is a one-on-one exchange between two individuals N the simplest communication model is valuable because it points out the complexity of the communication process and demonstrates a number of points at which errors can occur, which can lead to a lack of correspondence between the senders initial thoughts and the receivers understanding of the intended message N effective communication communication whereby the right people receive the right information in a timely manner N violating any of these 3 conditions results in a communication episode that is ineffective Basics of Organizational Communication Communication by Strict Chain of Command N chain of command lines of authority and formal reporting relationships N under this system, three necessary forms of communication can be accomplished N downward communication information that flows from the top of the organization toward the bottom N upward communication information that flows from the bottom of the organization toward the top N horizontal communication info that flows between departments or functional units, usually as a means of coordinating effort N within a strict chain of command, such communication would flow up to and then down from a common manager Deficiencies in the Chain of Command N managers recognize that sticking strictly to the chain of command is often ineffective N the chain of command obviously fails to consider informal communication between members N getting the right information to the right people is often inhibited by filtering N filtering the tendency for a message to be watered down or stopped during transmission N the potential for filtering increases with the number of links in the communication chain N for this reason, organization establish channels in addition to those revealed in the formal chain of command N open door policy opportunity for employees to communicate directly with manager without going through chain of command N such a policy should decrease the upward filtering of sensitive information if subordinates trust the system N to prevent downward filtering, many firms attempt to speak directly with potential receivers, bypassing chain of command N even when the chain of command transmits information faithfully, it can be painfully slow N the chain of command can be even slower for horizontal communication between departments, and it is not a good mechanism for reacting quickly to customer problems; therefore, cross-functional teams and employee empowerment are used instead N in summary, informal communication and the recognition of filtering and time constraints guarantee that organizations will develop channels of communication beyond the strict chain of command Manager-Employee Communication N manager-employee communication consists of the one-to-one exchange of information between a boss and an employee N perceptions that managers are good communicators tend to be correlated positively with organizational performance How Good Is Manager-Employee Communication? N extent to which managers and employees agree about work-related matters and are sensitive to others point of view is one index N research indicates that managers and employees differ in their perceptions of issueshow employees should and do allocate time; how long it takes to learn a job; importance employees attach to pay; amount of authority employee has; employees skills and abilities; employees performance and obstacles to good performance; and managers leadership style Barriers to Effective Manager-Employee Communication N in addition to basic differences in personality and perception, conflicting role demands and mum effect have been implicated N many managers have difficulties balancing task and social-emotional functions N mum effect the tendency to avoid communicating unfavourable news to others N employees with strong aspirations for upward mobility are likely to encounter communication difficulties with their bosses The Grapevine Characteristics of the Grapevine N grapevine an organizations informal communication network that exists in any organization N as such, the grapevine often cuts across formal lines of communication that are recognized by management N observation suggests several distinguishing features of grapevine systems: o not only is information communicated by word of mouth, but also by written notes, emails, and fax messages o organizations often have several grapevine systems, some of which may be loosely coordinated o the grapevine can transmit information relevant to the performance of the organization as well as personal gossip N only a proportion of those who receive grapevine news pass it on, with the net effect that more know than tell Who Participates in the Grapevine? N extraverts might be more likely to pass on information than introverts N similarly, those who lack self-esteem might pass on information that gives them a personal advantage N the nature of the information might also influence who chooses to pass it on N finally, the physical location of organizational members is related to their opportunity to both receive and transmit news www.notesolution.com
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