Textbook Notes (363,452)
Canada (158,372)
MGHB02H3 (268)
Chapter 10

Chapter 10 Notes

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University of Toronto Scarborough
Management (MGH)
Julie Mc Carthy

Chapter 10 Communication Notes What is Communication? communication the process by which information is exchanged between a sender and a receiver the simplest prototype for interpersonal communication is a one-on-one exchange between two individuals 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 effective communication communication whereby the right people receive the right information in a timely manner violating any of these 3 conditions results in a communication episode that is ineffective Basics of Organizational Communication Communication by Strict Chain of Command chain of command lines of authority and formal reporting relationships under this system, three necessary forms of communication can be accomplished downward communication information that flows from the top of the organization toward the bottom upward communication information that flows from the bottom of the organization toward the top horizontal communication info that flows between departments or functional units, usually as a means of coordinating effort 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 managers recognize that sticking strictly to the chain of command is often ineffective the chain of command obviously fails to consider informal communication between members getting the right information to the right people is often inhibited by filtering filtering the tendency for a message to be watered down or stopped during transmission the potential for filtering increases with the number of links in the communication chain for this reason, organization establish channels in addition to those revealed in the formal chain of command open door policy opportunity for employees to communicate directly with manager without going through chain of command such a policy should decrease the upward filtering of sensitive information if subordinates trust the system to prevent downward filtering, many firms attempt to speak directly with potential receivers, bypassing chain of command even when the chain of command transmits information faithfully, it can be painfully slow 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 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 manager-employee communication consists of the one-to-one exchange of information between a boss and an employee perceptions that managers are good communicators tend to be correlated positively with organizational performance How Good Is Manager-Employee Communication? extent to which managers and employees agree about work-related matters and are sensitive to others point of view is one index 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 in addition to basic differences in personality and perception, conflicting role demands and mum effect have been implicated many managers have difficulties balancing task and social-emotional functions mum effect the tendency to avoid communicating unfavourable news to others employees with strong aspirations for upward mobility are likely to encounter communication difficulties with their bosses The Grapevine Characteristics of the Grapevine grapevine an organizations informal communication network that exists in any organization as such, the grapevine often cuts across formal lines of communication that are recognized by management 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 www.notesolution.com
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