Marketing Manager Course - Chapter 15
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McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
15
Managing Communication
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should be able to:
Understand the process of communication.
Eliminate barriers that distort the meaning of information.
Analyze the basic patterns of organizational
communication.
Develop the skills of organizing and running effective
meetings.
Master electronic forms of communication such as e-mail
and know when to use them.
Work with an organization’s informal communication.
Improve assertive communication, presentation, nonverbal,
and listening skills.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Process of Communication
Communication is a process that
involves the transmission of
meaningful information from one
party to another through the use of
shared symbols.
Communication is successful when
meaning is understood.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Process of Communication
(continued)
Two forms of information are sent and received in
communication:
Facts – bits of information that can be objectively measured
or described.
Feelings – an individual’s emotional responses to decisions
made or actions taken by other people.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Skills for Managing Communication
A ssertve
i
C om m uni i Skil
caton ls
Present i Skil
aton ls
Li eni Skil
st ng ls
N onverbal
C om m uni i Skil
caton ls
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Communication Process
C om m uni i
caton Noise
C hannel
Sender R ecei
ver
(encodes m essage) (decodes m essage)
Feedback
Noise
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Communication Process:
Feedback
Feedback allows the sender to clarify the message if its
true meaning is not received.
Two-way Communications – communication channels that provide for
feedback.
One-way Communications – communication channels that provide no
opportunity for feedback.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Communication Process:
Barriers to Effective Communication
Barriers can disrupt the accurate transmission of
information.
These barriers take different forms:
Sender barrier
Encoding barrier
Communication channel barrier
Decoding barrier
Receiver barrier
Feedback barrier
Noise barrier
Perception barrier
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Patterns of Organizational
Communications
Communications in organizations can be complex.
Possible barriers to communication includes:
Differences in employee status and power
Diversity
Differences in interests
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Patterns of Organizational
Communications
Downward Communication
Upward Communication
Horizontal Communication
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Constructive Feedback
Focus your feedback on specific behaviors that
were successful or that were unsuccessful.
Keep personality traits out of your feedback by
focusing on what rather than who.
Investigate whether the employee had control over
the results before giving feedback about
unsuccessful behaviors.
Feedback should be given as soon as possible.
Ensure privacy when giving feedback about
negative behaviors.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Communication Channels Ranked
by Information Richness
Richest Channel Leanest Channel
Physical Interactive Personal static Impersonal static
presence (face- channels channels (memos, channels (fliers,
to-face, (telephone, letters, reports bulletins,
meetings) electronic media, tailored to generalized
voice mail, e-mail) receiver) reports)
Best for non-
Best for routine,
routine,
clear, simple
ambiguous,
messages
difficult messages
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Managing Organizational
Communications
Face-to-Face Electronic
Communication Communication
Written Informal
Communication Communication
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Steps you can take to make
meetings more productive
Ask yourself if it’s important even to schedule a
meeting.
Schedule the meeting for an appropriate place.
Create an agenda for the meeting and distribute
it ahead of time.
Establish rules for participation.
Follow the agenda’s time limits for each topic.
Leave some open time for topics not on the
agenda.
End the meeting with a plan of action.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Informal Communication
Also called the grapevine – informal communication
that takes place at the workplace.
can be about promotions and other personnel decisions
can be about company events (new products, downsizing)
must be managed so that negative rumors do not hurt
morale
Management by Wandering Around (MBWA) –
dropping in unannounced for spontaneous
conversations
builds levels of trust
stops harmful rumors
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Assertive Communication Skills
Assertive communication skills—communicate in ways
that meet one’s own needs while at the same time respecting the
needs and rights of others
Several less effective styles people tend to use
because they are indirect or not mindful of needs:
Passive communication – an individual does not let others know
directly what he or she wants or needs.
Aggressive communication – a forceful approach that expresses
dominance or anger.
Passive-aggressive communication – avoids giving direct
responses but rather tries to “get even” with others.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Presentation Skills
Basic guidelines
Prepare objectives
Organize the presentation
Structure the presentation
Tailor the presentation
Establish credibility
Speak in a responsive and conversational style
Use visual aids
Practice presentation skills
Restate key ideas
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Nonverbal Communication Skills
Nonverbal communication is sending and decoding
messages with emotional content.
Dimensions of nonverbal communication:
Body movements and gestures
Eye contact
Touch
Facial expressions
Physical distance
Tone of voice
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Listening Skills
Help create understanding between both parties
Are an active rather than passive activity
Use of nonverbal indicators, like eye contact, tone
of voice, or touch
Are an invaluable skill for managers
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
