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Chapter 10

Chapter 10 Communication

9 Pages
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Department
Management (MGH)
Course Code
MGHB02H3
Professor
Julie Mc Carthy

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MGTB29 Chapter 10 Communication
What is Communication p.338-339
Communication: process by which info is exchanged b/w sender and receiver
- interpersonal: exchg info b/w ppl
- encoding and decoding prone to more eror when msg inherently ambiguous or
emotional
Effective communication: right ppl recive right info in timely manner
Basics of Organizational Communication p.339-340
Communication by Strict Chain of Command
Chain of Command: lines of authority and formal reporting relationships
3 necessary forms of communication:
1.Downward communication: info that flow from top of organization towards
bottom;
2.Upward communication: info flows from bottom to top
3.Horizontal communication: info flows b/w departments or functional units as
a means of coordinating effort; communication flow up and down from
common manager
- directives and instructions go down, ideas and suggestions pass upward
- chain of command incomplete and ineffective path of communication
Deficiencies in the Chain of Command
=> Informal Communication fails to consider informal b/w members, grapevine
might spread unsavoury and inaccurate rumours across organization
=> Filtering right info to right ppl inhibited
Filtering: tendency for msg to be watered down or stopped during transmission
www.notesolution.com
- upward filtering b/c employees afraid boss use info against them
- downward filtering due to time pressures, lack of attention to detail, or maintain
edge against subordinates
- filtering increases with number of links in communication chain
Open door policy: opportunity for employees to communicate directly with
manager w/o going through chain of command
- decrease upward filtering if subordinates trust system
- upward decreased by communicate directly with potential receivers
=> Slowness not good for reacting quickly to cusomter problems, slower for
horizontal b/w departments; cross functional teams and employee empowerment
short-circuit chain of command
Manager-Employee Communication p.340-342
- key element in upward and downward communication
- such exchg enable boss instruct proper task performance, clarify reward
contingencies, provide social-emo support while employees may ask questions about
work role and make suggestions
How Good is Manager-Employee Communication?
- agree on work-related matter and sensitive to each p.o.v
Differing perceptions on following issues:
How employees should and do allocate time
How long it takes to learn job
Importance employees attach to pay
Amount of authority employee has
Employees skills and abilities
Employees performance and obstacles to good performance
Managers leadership style
www.notesolution.com
- perceptual differences lead to role conflict and ambiguity, reduces job satisfaction
Barriers to Effective Manager-Employee Communication
Conflicting Role Demands
managers must balance task and social-emotional functions
The Mum Effect
Mum effect: tendency to avoid communicating unfavourable news to others
- sender need not be responsible for bad news in order for mum effect to occur
- esp. evident when sender is responsible
- strong aspirations for upward mobility and promotion
- managers withhold bad performance ratings
The Grapevine p. 342-343
Grapevine: organizations informal communication network
- word of mouth, written notes, e-mails, fax msgs
- several grapevine systems in organizations, which may be loosely coordinated
- transmit info relevant to organization performance as well as personal gossip
- proportion of those who receive grapevine news pass it on, more know than tell
Who Participates in Grapevine
- extraverts more likely to pass on info
- those who lack self-esteem might pass on info giving them personal advantage
- nature of info might influence who chooses to pass it on
- physical locations of organizational members to receive and transmit news; jobs
that require movement or work stations that receive a lot of traffic
Pro and Cons of the Grapevine
- keep employees informed about important organizational matters
- test of employee reactions to proposed chgs
- add interest and diversion to work setting
www.notesolution.com

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Description
MGTB29 Chapter 10 Communication What is Communication p.338-339 Communication: process by which info is exchanged bw sender and receiver - interpersonal: exchg info bw ppl - encoding and decoding prone to more eror when msg inherently ambiguous or emotional Effective communication: right ppl recive right info in timely manner Basics of Organizational Communication p.339-340 Communication by Strict Chain of Command Chain of Command: lines of authority and formal reporting relationships 3 necessary forms of communication: 1. Downward communication: info that flow from top of organization towards bottom; 2. Upward communication: info flows from bottom to top 3. Horizontal communication: info flows bw departments or functional units as a means of coordinating effort; communication flow up and down from common manager - directives and instructions go down, ideas and suggestions pass upward - chain of command incomplete and ineffective path of communication Deficiencies in the Chain of Command => Informal Communication fails to consider informal bw members, grapevine might spread unsavoury and inaccurate rumours across organization => Filtering right info to right ppl inhibited Filtering: tendency for msg to be watered down or stopped during transmission www.notesolution.com
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