978-1305502215 Chapter 13

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CHAPTER 13

MANAGING COMMUNICATION

CHAPTER OUTLINE

New Manager Self-Test: Do You Focus on What Others Say?

I. Communication Is the Manager’s Job

A. What Is Communication?

B. A Model of Communication

II. Communicating among People

A. Open Communication Climate

B. Communication Channels

C. Communicating to Persuade and Influence Others

D. Communicating with Candor

E. Asking Questions

F. Listening

G. Nonverbal Communication

III. Workplace Communication

A. Social Media

B. Personal Communication Channels

New Manager Self-Test: Are You Building a Personal Network?

C. Formal Communication Channels

D. Crisis Communication

ANNOTATED LEARNING OUTCOMES

After studying this chapter, students should be able to:

1. Explain why communication is essential for effective management.

Communication is defined as the process by which information is exchanged and understood by

2. Describe the model of communication.

Communication is usually complex, with many opportunities to send or receive the wrong

3. Explain how an open communication climate and choice of a communication channel

influence the quality of communication.

Open communication means sharing all types of information throughout the organization, across

functional and hierarchical boundaries. In an open communication environment, people know

4. Clarify how communicating with candor, asking questions, listening, and nonverbal

communication affect communication between a manager and an employee.

To influence and persuade, managers also have to be frank and straightforward about what they

want and need from others. Communicating with candor means being direct, honest, and clear

Listening involves the skill of grasping both facts and feelings to interpret a message’s genuine

meaning. Only then can the manager provide the appropriate response. Listening requires

attention, energy, and skill. A good listener finds areas of interest, is flexible, works hard at

listening, and uses thought speed to mentally summarize, weigh, and anticipate what the speaker

says. The listener is responsible for message reception, which is a vital link in the

communication process.

Nonverbal communication refers to messages sent through human actions and behaviors rather

than through words. Managers are watched and their behavior, appearance, actions, and attitudes

are symbolic of what they value and expect of others. Major parts of the shared understanding

from communication come from the nonverbal messages of facial expression, voice,

mannerisms, posture, and dress. Nonverbal messages convey thoughts and feelings with greater

force than do our most carefully selected words. When verbal and nonverbal messages are

contradictory, the receiver will usually give more weight to the nonverbal than to the verbal

message.

5. Describe the manager’s role in using social media to improve organizational

communication.

Social media is a group of Internet-based applications that allow the creation and exchange of

user-generated content. It covers a broad number of applications including wikis, blogs, micro-

6. Explain the role of personal communication channels, including networks and the grapevine,

in enhancing organizational communication.

Smart managers consciously develop personal communication networks and encourage others to

Finally, written communication skills are becoming increasingly important in today’s

collaborative workplace. Managers who are unable to communicate in writing will limit their

opportunities for advancement.

7. Compare and contrast formal and informal organizational communications.

Formal communication channels are those that flow within the chain of command or task

8. Summarize strategies for managing communication during a crisis.

A manager’s skill at communicating becomes even more crucial during times of rapid change,

LECTURE OUTLINE

NEW MANAGER SELF-TEST: DO YOU FOCUS ON WHAT OTHERS SAY?

Managers face many distractions, which makes it hard to pay attention when someone is

speaking. Listening attentiveness prevents many communication mistakes. In addition, effective

managers learn the habit of inquiry, which means to ask questions to learn more about something

or to confirm their understanding. A combined score of 8 or higher suggests an excellent focus

on what others are saying.

I. COMMUNICATION IS THE MANAGER’S JOB Exhibit 13.1

Managing Communication •

Managers spend at least 80 percent of every working day in direct communication with others.

The other 20 percent of their time is spent doing deskwork, most of which is communication in

the form of reading and writing. Managers have the crucial role of being communication

champions. They gather information from inside and outside the organization and distribute it to

others who need it. Managers’ communication is purpose-directed; it directs everyone’s attention

toward the vision, values, and desired goals and influences people to achieve the goals.

Managers facilitate strategic conversations by using open communication, actively listening to

others, applying the practice of dialogue, and using feedback for learning and change. Strategic

conversation refers to people talking across boundaries and hierarchical levels about the team or

organization’s vision, critical strategic themes, and the values that help achieve important goals.

Managers use many communication methods depending on the purposes of the communication

and the audience.

A. What Is Communication?

1. Communication is defined as the process by which information is exchanged and

understood by two or more people, usually with the intent to motivate or influence

behavior.

2. Surveys of mangers show that they consider communication as their most critical skill

and one of their top responsibilities. However, most managers revealed they need to

improve their communication effectiveness. Also, without feedback, managers can’t

respond adequately to problems or opportunities; their plans and decisions may be out

of alignment with employee perceptions and interests.

B. A Model of Communication Exhibit 13.2

1. Communication is usually complex, with many opportunities to send or receive the

wrong message. Communication is not just sending information, but sharing

information in a planned way. A manager who has the ability to deliver a rousing

speech or write brilliant commentary, but who does not know how to listen, is not an

effective communicator. Two common elements in every communication are the

sender and receiver. The sender wishes to convey an idea or seek information from

others, or to express an emotion or thought. The receiver is the person to whom the

message is sent. The communication process consists of the following four steps.

a. The sender encodes the idea by selecting symbols to represent the message,

which is the tangible formulation of the idea that is sent to the receiver.

b. The message is sent through a channel, which is the communication carrier.

c. The receiver decodes or translates the symbols to interpret the meaning of the

message.

d. Feedback occurs when the receiver responds to the sender’s communication with

a return message. It enables the sender to determine whether the receiver correctly

Managing Communication •

interpreted the message. Without feedback, the communication is one-way; with

feedback, it becomes two-way.

Discussion Question #2: Describe the elements of the communication model in Exhibit 13.2.

Give an example of each part of the model as it exists in the classroom during communication

between teacher and students.

NOTES________________________________________________________________________

______________________________________________________________________________

II. COMMUNICATING AMONG PEOPLE

Communications can break down if the sender and receiver do not encode or decode language in

the same way. Managers must understand how factors such as open communication climates,

communication channels, the ability to persuade, communicating with candor, asking questions,

nonverbal behavior, and listening work to enhance or detract from communication.

A. Open Communication Climate Exhibit 13.3

1. Open communication means sharing all types of information throughout the

organization, across functional and hierarchical boundaries. In an open

communication environment, people know where they stand and what rules they need

to play by. Open communication helps people accept, understand, and commit to

goals. People can see how their actions interact with and affect others in the

organization. And when people have access to complete information, they are more

likely to come up with creative solutions to problems and make decisions that are

good for the company.

2. Managers can build an open communication climate by breaking down conventional

hierarchical and department boundaries that may be barriers to communication. Also,

they can take care to communicate honestly with subordinates; keep people posted

when things change in either a positive or negative direction; and help people see the

financial impact of their decisions and actions.

3. To achieve the advantages of open communication, managers should use the type of

communication network that maximizes employee performance and job satisfaction.

Centralized and decentralized networks are two types that managers can make use of.

a. In a centralized network, team members must communicate through one

individual to solve problems or make decisions. This type of network can be

effective for large teams because it limits the number of people involved in

decision making. The result is a faster decision involving fewer people.

b. In a decentralized network, individuals can communicate freely with other team

members. Members process information equally among themselves until all agree

on a decision. Decentralized communication is best for complex, difficult work

environments where teams need a free flow of communication in all directions.

Managing Communication •

B. Communication Channels Exhibit 13.4

1. The Hierarchy of Channel Richness. Managers have a choice of many channels

through which to communicate. Research shows that channels differ in their capacity

to convey information. Channels can be classified in a hierarchy based on information

richness. Channel richness is the amount of information that can be transmitted

during a communication episode. Channel richness is influenced by the following

three characteristics:

a. The ability of the channel to handle multiple cues simultaneously

b. The ability of the channel to facilitate rapid, two-way feedback

c. The ability of the channel to establish a personal focus for the communication.

2. Face-to-face communication is the richest medium because it permits direct

experience, multiple information cues, immediate feedback, and personal focus.

Telephone conversations are next in the richness hierarchy, and standard computer

reports are the lowest in richness.

3. Electronic messaging, such as e-mail, instant messaging, and text messaging, is

increasingly used for messages once handled via telephone. Because e-mail messages

lack both visual and verbal cues and don’t allow for interaction and feedback,

messages can sometimes be misunderstood. Managers often use this medium to avoid

the emotional discomfort of a real-time conversation, hiding behind their computers

to send rebukes or criticisms that they would never deliver in person. It is advisable

for managers to never use e-mail in the following circumstances:

a. When you are angry.

b. When your message may be misunderstood.

c. When you are cancelling or apologizing.

d. When you are rebuking or criticizing.

Discussion Question #1: What are the characteristics of an open communication climate?

Describe the organizational benefits of managers cultivating an open communication climate.

NOTES________________________________________________________________________

______________________________________________________________________________

4. Selecting the Appropriate Channel. It is important for managers to understand that

each communication channel has advantages and disadvantages, and that each can be

used to communicate effectively if used appropriately. Channel selection depends

upon the message being routine or nonroutine.

a. Nonroutine messages typically are ambiguous, concern novel events, and have

great potential for misunderstanding. They are often characterized by time

Managing Communication •

pressure and surprise. Channels high in richness should be used for transmission

of nonroutine messages.

b. Routine messages convey information managers already agree on and understand,

such as data or statistics. They are simple and straightforward. They can be

communicated through a channel low in richness.

5. The key is to select a channel to fit the message. The choice of a communication

channel can also convey a symbolic meaning to the receiver. In a sense, the medium

becomes the message. For example, face-to-face communication can signal that

managers care about their employees.

C. Communicating to Persuade and Influence Others

1. Communication is used not only to convey information, but also to persuade and

influence people. For managers today the ability to persuade and influence others is

even more critical than communication skills, although it is important. Key points for

practicing the art of persuasion include the following:

a. Establish credibility.

b. Build goals on common ground.

c. Connect emotionally.

d. Use multiple media to send important messages.

2. To persuade and influence, managers must communicate frequently and easily with

others. Yet, some people find interpersonal communication difficult.

Communication apprehension is an individual’s level of fear or anxiety associated

with real or anticipated communication. With training and practice, managers can

overcome their communication apprehension and become more effective

communicators.

D. Communicating with Candor

1. To influence and persuade, managers also have to be frank and straightforward about

what they want and need from others. Communicating with candor means being

direct, honest, and clear about what employees need to do to meet objectives, while

also expressing respect for others and not making people feel slighted, controlled, and

exploited.

2. Communicating with candor is a confident, positive approach that lets others know

exactly where you stand and what you are asking of them. The appropriate use of

candid communication acknowledges the other person’s perspective and opinion, yet

is very specific about what the manager wants and why. Some valuable techniques for

communicating with candor include:

a. Use “I statements”

b. Stick to facts rather than judgments

c. Be clear, specific, and direct in your request.

3. Communicating with candor is an important part of creating an open communication

climate. When managers communicate with candor, they encourage others to do the

same. In an organization where such communication is the norm, everything works

faster and better. When everyone feels free to open up and speak frankly, more people

get involved in the organization conversations, leading to more ideas and faster

learning. Candid communication leads to genuine ongoing conversations and limits

common problems such as meaningless meetings, workplace incivility, and rancorous

silence.

E. Asking Questions

1. The traditional top-down, command-and-control approach to organizational

communication is giving way to a more dynamic form of communication that is

characterized by organizational conversations involving a give-and-take exchange of

information. To have successful organizational conversations, managers need to learn

to ask questions. Asking questions can benefit both managers and employees in

numerous ways, including:

a. Building trust and openness between them

b. Building critical thinking skills

c. Stimulating the mind and giving a chance to make a difference.

F. Listening Exhibit 13.5

1. Listening involves the skill of grasping both facts and feelings to interpret a

message’s genuine meaning. Listening requires attention, energy, and skill. Good

listening means shifting from thinking about self to empathizing with the other person

and thus requires a high degree of emotional intelligence. Some organizations have

created a culture that emphasizes active manager listening.

G. Nonverbal Communication

1. Nonverbal communication refers to messages sent through human actions and

behaviors rather than through words. It represents a major portion of the messages we

send and receive and consists of items such as facial expression, voice, mannerisms,

posture, and dress. Nonverbal messages convey thoughts and feelings with greater

force than do our most carefully selected words.

2. Nonverbal communication occurs mostly face to face. One researcher found three

sources of communication cues during face-to-face communication: the verbal, which

are the actual spoken words; the vocal, which include the pitch, tone, and timbre of a

person’s voice; and facial expressions.

3. When verbal and nonverbal messages conflict, the receiver will be confused and more

apt to believe the nonverbal. Nonverbal messages and body langue often convey our

real thoughts and feelings with greater force than do our most carefully selected

Managing Communication •

words. Managers can learn to coordinate their verbal and nonverbal messages and be

sensitive to what peers, subordinates, and supervisors are saying nonverbally.

III. WORKPLACE COMMUNICATION

A. Social Media

1. Social media is a group of Internet-based applications that allow the creation and

exchange of user-generated content. It covers a broad number of applications

including wikis, blogs, micro-blogs (e.g., Twitter), content communication (e.g.,

YouTube), social networking sites (e.g., Facebook), and virtual social networks. It is

reinventing how people in organizations communicate.

2. Social media has been used for only two or three years for most companies, largely

for communicating with customers and enhancing employee collaboration.

Discussion Question #10: Describe specific ways that you might incorporate Twitter into an

organization’s crisis communication plan for customers. How about for employees?

NOTES_______________________________________________________________________

______________________________________________________________________________

B. Personal Communication Channels Exhibit 13.6

1. Personal communication channels exist outside the formally authorized channels.

They coexist with formal channels but may skip hierarchical levels, cutting across

vertical chains of command to connect virtually anyone in the organization. Three

types of informal channels used in many organizations are personal networks, the

grapevine, and written communication

2. Developing Personal Communication Networks: Personal networking refers to the

acquisition and cultivation of personal relationships that cross departmental,

hierarchical, and organizational boundaries. Smart managers consciously develop

personal communication networks and encourage others to do so. The value is that

people who have more contacts have greater influence in the organization and get

more accomplished. Tips from one networking expert include:

• Build it before you need it. Managers should not wait until they need something

to start building a network of personal relations.

• Never eat lunch alone. Those who excel at networking are visible and connect

with as many people as possible.

• Make it win-win. Successful networking isn’t just about getting what you want;

it’s also about making sure other people in the network get what they want.

Managing Communication •

• Focus on diversity. The broader your base of contacts, the broader your range of

influence.

3. The Grapevine

a. The grapevine is an informal, person-to-person communication network of

employees that is not officially sanctioned by the organization. The grapevine

links employees, at all levels, in all directions. The grapevine will always exist in

an organization and tends to be more active during times of change, excitement,

anxiety, or sagging economic conditions.

b. About 80 percent of grapevine communications pertain to organization-related

topics, and 70 to 90 percent of the messages in the grapevine are accurate. Smart

managers understand the company’s grapevine. They recognize who’s connected

to whom and which employees are key players in the informal spread of

information.

NEW MANAGER SELF-TEST: ARE YOU BUILDING A PERSONAL NETWORK?

Personal networks may help a new manager in the workplace. This exercise will help students

learn something about their networking skills.

Discussion Question #6: During times of significant organizational change, such as downsizing

and layoffs, the grapevine becomes more active as anxious employees share organizational news

and rumors. As a manager, what communication strategies would you employ during a time of

uncertainty in the workplace? What are the advantages and disadvantages of gossip during a

time of uncertainty?

NOTES_______________________________________________________________________

______________________________________________________________________________

4. Written Communication

a. Written communication skills are becoming increasingly important in today’s

collaborative workplace. Managers who are unable to communicate in writing

will limit their opportunities for advancement.

b. Managers can improve their writing skills by following the four guidelines below.

● Respect the reader. The reader’s time is valuable; don’t waste it with a

rambling, confusing memo or e-mail that has to be read several times to be

understood. Pay attention to grammar and spelling—sloppy writing indicates

that you think your time is more important than that of your readers.

• Know your point and get to it. To write effectively, know what your central

point is and write to support it.

Managing Communication •

• Write clearly rather than impressively. The goal of good writing for business is

to be understood the first time through. State your message as simply and as

clearly as possible.

• Get a second opinion. Ask someone you consider to be a good writer to read

formal communications before you send them. In all cases, read and revise

memos and e-mails a second and third time before you send them.

Discussion Question #5: Some senior managers believe they should rely on written information

and computer reports because these yield more accurate data than do face-to-face

communications. Do you agree? Why or why not?

NOTES________________________________________________________________________

______________________________________________________________________________

C. Formal Communication Channels Exhibit 13.7

1. Formal communication channels are those that flow within the chain of command

or task responsibility defined by the organization. Within organizations,

communications flow mainly downward and upward; however, many organizations

emphasize horizontal communication.

2. Electronic communication such as e-mail and instant messaging have made it easier

than ever for information to flow in all directions.

a. Downward communication refers to messages and information sent from top

managers to subordinates in a downward direction. Common methods of

downward communication include speeches, videos, blogs, podcasts, and

company intranets. The major problem with downward communication is

information drop-off, the distortion or loss of message content. Information drop-

off can be reduced by using the right communication channel, consistency

between verbal and nonverbal messages, and active listening. Downward

communication encompasses these topics:

• Goals and strategies

• Job instructions and rationale

• Procedures and practices

• Performance feedback

• Indoctrination

b. Upward communication includes messages that flow from the lower levels to

the higher levels in the organization. Employees need to air grievances, report

progress, and provide feedback to management. Mechanisms for upward

communication include suggestion boxes, employee surveys, open-door policies,

MIS reports, and face-to-face conversations between workers and managers.

Barriers to accurate upward communication exist. Managers may resist hearing

about employee problems, or employees might not trust managers to push

Managing Communication •

information upward. Innovative companies look for ways to ensure that

information gets to top managers without distortion. Information communicated

upward includes:

• Problems and exceptions

• Suggestions for improvement

• Performance reports

• Grievances and disputes

• Financial and accounting information

c. Horizontal communication is the lateral or diagonal exchange of messages

across peers or coworkers. The purposes of horizontal communication are to

inform, to request support, and to coordinate activities. Horizontal communication

is particularly important in learning organizations, where teams of workers are

continuously solving problems and searching for new ways of doing things.

Horizontal communication includes:

• Intradepartmental problem solving

• Interdepartmental coordination

• Change initiatives and improvements

D. Crisis Communication

1. Recently, the sheer number and scope of crises has made communication a more

demanding job for managers. Organizations face small crises every day such as

charges of racial discrimination, a factory fire, or a flu epidemic. Acts of intentional

evil such as bombings and kidnappings continue to increase in frequency. Managers

can develop four skills for communicating in a crisis.

a. Stay calm, listen hard. Good crisis managers don’t allow themselves to be

overwhelmed by the situation.

b. Be visible. A manager’s job is to step out immediately, both to reassure

employees and to respond to public concerns.

c. Get the awful truth out. Getting the truth out quickly prevents rumors and

misunderstandings.

d. Communicate a vision for the future. People need to feel that they have something

to work for and look forward to.

SUGGESTED ANSWERS TO END-OF-CHAPTER DISCUSSION

QUESTIONS

1. What are the characteristics of an open communication climate? Describe the organizational

benefits of managers cultivating an open communication climate.

Managing Communication •

Open communication means sharing all types of information throughout the organization, across

functional and hierarchical boundaries. In an open communication environment, people know

2. Describe the elements of the communication model in Exhibit 13.2. Give an example of each

part of the model as it exists in the classroom during communication between teacher and

students.

The communication process begins with the encoding of an idea into a message, which is then

3. Lana Lowery, a regional manager for a 100-person inside-sales team, notices that its best

performer is struggling. Her sales are down 20 percent from a year ago, and she frequently

arrives late for work, looking upset. Lowery needs to find out why her performance is

suffering. What advice would you give Lowery for communicating with this employee? Which

communication channel should she use? What would be the relative importance of candor,

listening, and asking questions? Explain.

Managing Communication •

A face-to-face conversation seems to be the most ideal channel for Lowery to use to

communicate with her subordinate. Personal, individual feedback, whether positive or negative,

4. One small business owner said that he had to teach his young employees what a “dial tone”

was. Do you have phone aversion? Do you think it is possible to build a solid business

relationship with customers using only text messaging, e-mail, and social media?

5. Some senior managers believe they should rely on written information and computer reports

because these yield more accurate data than do face-to-face communications. Do you agree?

Why or why not?

6. During times of significant organizational change, such as downsizing and layoffs, the

grapevine becomes more active as anxious employees share organizational news and

rumors. As a manager, what communication strategies would you employ during a time of

uncertainty in the workplace? What are the advantages and disadvantages of gossip during a

time of uncertainty?

7. Assume you manage a small online business that sells herbal supplements. Without your

knowledge, a disgruntled employee has posted damaging information about your company to

the company’s public blog, including false information about dangerous ingredients in your

best-selling supplement. What specific steps would you take to minimize the impact of this

crisis?

Managers can develop four skills for communicating in a crisis. First, managers should stay calm

and listen hard. Good crisis managers don’t allow themselves to be overwhelmed by the

8. If you were asked to design a training program to help managers become better

communicators, what would you include in the program?

open-door policies, and other techniques for enhancing organizational and personal

communication.

9. Suppose that you manage an employee who is spending too much time using social media at

work. The result is that he has missed three important deadlines in one week. You are

planning a face-to-face conversation to address this performance problem, and your goal is

to communicate with candor. Using “I statements” as described in this chapter, how would

you begin this conversation?

Students’ responses can vary. However, the statements or responses should focus on the specific

10. Describe specific ways that you might incorporate Twitter into an organization’s crisis

communication plan for customers. How about for employees?

The rapidly changing digital environment is bringing sweeping changes to workplace

APPLY YOUR SKILLS: SELF-LEARNING

Personal Assessment of Communication Apprehension

If students are honest with themselves as they respond to this questionnaire, many if not most

will find they can assess their communication apprehension. Since communication is such a big

part of everyone’s life, it is easy to identify which situations produce communication

apprehension—public speaking, meetings, group discussions, and interpersonal conversations.

With awareness and practice, it is possible to improve communication and reduce

communication apprehension.

APPLY YOUR SKILLS: GROUP LEARNING

Listen Like a Pro

Students are asked to form groups and, within their groups, form pairs of two. They then sit face

to face and each gazes into his or her partner’s left eye. Once they’re comfortable with eye

contact, one should describe an annoying experience to the other, while the first maintains eye

contact but does not respond verbally. Then, students switch roles, and finally discuss their

feelings during that part of the exercise. Students select another partner and repeat the exercise,

except that they now paraphrase the speaker’s story of annoyance. Finally, they select a third

Managing Communication •

partner and repeat the exercise, this time asking five questions during the speaker’s story. Then,

all students in the group discuss their experiences in the three scenarios.

APPLY YOUR SKILLS: ETHICAL DILEMMA

On Trial

1. Agree with Cathy Putnam. Despite your personal feelings, accept that Firoz Bahmani is not

capable of carrying out the accountant assistant’s responsibilities. Make the break now, and

give him his notice on the grounds that he cannot carry out one of the key stated job

requirements. Advise him that a position that primarily involves paperwork would be a better

fit for him if he doesn’t improve his speaking skills.

2. Place Firoz with a more sympathetic account manager who is open to finding ways to help

him improve his English and has the time to help him develop his assertiveness and

telephone skills. Send Cathy Putnam to diversity awareness training.

3. Create a new position at the firm that will allow Firoz to do the reports and reconciliations

for several account managers, freeing the account assistants to concentrate on public contact

work. Make it clear that he will have little chance of future promotion unless his English

improves markedly.

Managing Communication •

APPLY YOUR SKILLS: CASE FOR CRITICAL ANALYSIS

E-mail Adventure

1. What is the underlying communication mistake in this case? Why do you think Howard

Tannenbaum sent those e-mails?

2. How do you think Tannenbaum should have communicated his concerns about the

information link? Why?

3. What should Tannenbaum do now to try to recover from the negative impact of his e-mails?

Suggest specific steps.

Managing Communication •

ON THE JOB VIDEO CASE ANSWERS

Intermountain Healthcare: Managing Communication

1. Intermountain Healthcare is a very large organization with thousands of employees. List at

least four methods it uses to communicate with employees. Why do you think this organization

feels the need to use so many different methods to communicate?

2. In the video, Fritz Grohn says that communicating with patients as they are being released

from the hospital is not always successful at first. Use this situation (a nurse discharging a

patient from the hospital after a surgery or illness) to describe the communication model, and

explain where the communication breaks down and why. How do Intermountain’s employees

overcome this problem to successfully complete the communication process with patients?

3. How is Intermountain using technology to improve internal communication? Include at least

two examples described in the video in your answer.