WHAT IS

COMMUNICATION?
THE COMMUNICATION PROCESS
16-3
Figure 16.1
THE COMMUNICATION PROCESS
Sender person wishing to share information with
some other person
Message what information to communicate
Encoding sender translates the message into
symbols or language
Noise refers to anything that hampers any stage of
the communication process
16-4
THE COMMUNICATION PROCESS
Receiver person or group for which the message is
intended
Medium pathway through which an encoded
message is transmitted to a receiver
Decoding - critical point where the receiver interprets
and tries to make sense of the message
16-5
COMMUNICATION
Communication
The sharing of information between two or more
individuals or groups to reach a common
understanding.
16-6
THE COMMUNICATION
PROCESS
Nonverbal
The encoding of messages by
means of facial expressions,
body language, and styles of
dress.

Verbal Communication
The encoding of messages
into words, either written or
spoken
16-8
ELEMENTS OF PERSONAL COMMUNICATION
10
FACIAL COMMUNICATION
12
BODY LANGUAGE
THE ROLE OF PERCEPTION IN
COMMUNICATION
Perception
process through which people select, organize,
and interpret sensory input to give meaning and
order to the world around them
Influenced by peoples personalities, values,
attitudes and moods as well as their experience
and knowledge
16-
13
14
PERCEPTION..
perception is the process of acquiring, interpreting,
selecting, and organizing sensory information.
THE ROLE OF PERCEPTION IN
COMMUNICATION
Biases
systematic
tendencies to use
information about
others in ways that
can result in
inaccurate
perceptions

16-
15
THE ROLE OF PERCEPTION IN
COMMUNICATION
Stereotypes
simplified and often inaccurate beliefs
about the characteristics of particular
groups of people
can interfere with the encoding and
decoding of messages

16-
16
WE SEE WHAT WE WANT TO SEE
THE IMPORTANCE OF GOOD
COMMUNICATION
Increased efficiency in new technologies and
skills
Improved quality of products and services
Increased responsiveness to customers
More innovation through communication
16-
19
FACE-TO-FACE
COMMUNICATION
Face-to-Face
Has highest information
richness.
Can take advantage of
verbal and nonverbal
signals.
16-
20
FACE-TO-FACE
COMMUNICATION
Management by wandering around
face-to-face communication technique in which
a manager walks around a work area and talks
informally with employees about issues and
concerns.
16-
21
SPOKEN COMMUNICATION
ELECTRONICALLY TRANSMITTED
Spoken Communication Electronically
Transmitted
Has the second highest information richness.
Telephone conversations are information rich with
tone of voice, senders emphasis, and quick
feedback, but provide no visual nonverbal cues.
16-
22
PERSONALLY ADDRESSED WRITTEN
COMMUNICATION
Personally Addressed Written Communication
Has a lower richness than the verbal forms of
communication, but still is directed at a given
person.
Personal addressing helps ensure receiver actually
reads the messagepersonal letters and e-mail
are common forms.
16-
23
IMPERSONAL WRITTEN
COMMUNICATION
Impersonal Written Communication
Has the lowest information richness.
Good for messages to many receivers where little
or feedback is expected (e.g., newsletters,
reports)

16-
24
IMPERSONAL WRITTEN
COMMUNICATION
Information overload
The potential for important information to be
ignored or overlooked while tangential information
receives attention.
16-
25
IMPERSONAL WRITTEN
COMMUNICATION
Social networking site
A Web site that enables
people to communicate
with others with whom they
have some common
interest or connection.
Blog
A Web site on which an
individual, group, or
organization posts
information, commentary,
and opinions and to which
readers can often respond
with their own
commentary and opinions.
16-
26
COMMUNICATION NETWORKS
Communication Networks
The pathways along which information flows in
groups and teams and throughout the
organization.
16-
27
COMMUNICATION NETWORKS
Type of communication network depends on:
The nature of the groups tasks
The extent to which group members need to
communicate with each other to achieve group
goals.

16-
28
COMMUNICATION NETWORKS
IN GROUPS AND TEAMS
16-
29
Figure 16.3
ORGANIZATION
COMMUNICATION NETWORKS
Organization Chart
Summarizes the formal reporting channels in an
organization.
Communication in an organization flows through
formal and informal pathways
Vertical communications flow up and down the
corporate hierarchy.
16-
30
ORGANIZATION
COMMUNICATION NETWORKS
Organization Chart
Horizontal communications flow between
employees of the same level.
Informal communications can span levels and
departments
Grapevine - an informal network carrying
unofficial information throughout the firm.
16-
31
FORMAL AND INFORMAL
COMMUNICATION
NETWORKS IN AN ORGANIZATION
16-
32
Figure 16.4
INFORMATION TECHNOLOGY AND
COMMUNICATION
Intranets
A company-wide system of computer networks for
information sharing by employees inside the firm.
Advantages of intranets
Lies in their versatility as a communication medium
Can be used for a number of different purposes by
people who may have little expertise in computer
software and programming
16-
33
BARRIERS TO EFFECTIVE
COMMUNICATION
Messages that are unclear, incomplete, difficult
to understand
Messages sent over the an inappropriate
medium
Messages with no provision for feedback
Messages that are received but ignored

16-
34
COMMUNICATION SKILLS FOR
MANAGERS AS SENDERS
16-
35
Table 16.2
COMMUNICATION SKILLS FOR
MANAGERS AS SENDERS
Jargon
specialized language that members of an
occupation, group, or organization develop to
facilitate communication among themselves
should never be used when communicating with
people outside the occupation, group, or
organization
16-
36
EXAMPLE NASCAR JARGON
Unless you follow NASCAR, you may not be
familiar with words like loose-in, tight-off, wedge
adjustment, spring rubber, track-bar, catch can
and tunnel turn.
16-
37
COMMUNICATION SKILLS FOR
MANAGERS AS SENDERS
Filtering
Withholding part of a message because of the
mistaken belief that the receiver does not need or
will not want the information.
Information distortion
Changes in the meaning of a message as the
message passes through a series of senders and
receivers.
16-
38
COMMUNICATION SKILLS FOR
MANAGERS AS RECEIVERS
Pay attention
Be a good listener
Be empathetic

16-
39
40
NO ONE WOULD TALK MUCH IN SOCETY IF THEY
KNEW HOW OFTEN THEY MISUNDERSTOOD
OTHERS.

- JOHANN WOLFGANG VON GOETHE
GOOD NIGHT..