Communication in Organisations

Question 1

communication

Answer 1

the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour

Question 2

a model of communication

Answer 2

a manager who wants to communicate with an employee encodes a thought or idea by selecting symbols with which to compose a message. The message is the tangible formulation of the thought or idea sent to the employee, and the channel is the medium by which the message is sent. The channel might be a telephone call, an email message, a formal report or a face-to-face conversation. The employee decodes the symbols to interpret the meaning of the message. Feedback occurs when the employee responds to a manager’s communication with a return message

Question 3

open communication

Answer 3

sharing all types of information throughout the organisation, across functional and hierarchical boundaries

Question 4

centralised network

Answer 4

a team communication structure in which team members communicate through one individual to solve problems or make decisions

Question 5

decentralised network

Answer 5

a team communication structure in which team members can communicate freely with each other and arrive at decisions together

Question 6

circumstances in which email should not be used

Answer 6

• when you are angry
• when your message may be misunderstood
• when you are cancelling or apologising
• when you are rebuking or criticising

Question 7

key points to persuade and influence others

Answer 7

• establish credibility
• build goals on common ground
• connect emotionally

Question 8

communicating with candour

Answer 8

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 or exploited

Question 9

valuable techniques for communicating with candour

Answer 9

• use ‘I’ statements
• stick to facts rather than judgements
• be clear, specific and direct in your requests

Question 10

benefits of asking questions

Answer 10

• asking questions builds trust and openness between managers and employees
• asking questions build critical thinking skills
• questions stimulate the mind and give people a chance to make a difference

Question 11

listening

Answer 11

the skill of grasping facts as well as feelings to interpret a message’s genuine meaning

Question 12

non-verbal communication

Answer 12

a communication transmitted through actions and behaviour rather than words

Question 13

elements of workplace communication for managers to master

Answer 13

• using social media to improve internal and external communication
• using informal, personal communication channels
• establishing formal communication channels
• developing strategies or crisis communication

Question 14

social media

Answer 14

a group of internet-based applications that allow the creation and exchange of user-generated content

Question 15

applications of social media

Answer 15

• can be used to listen to customer
• can be used to communicate corporate news quickly to customers
• can be used to enable people to connect with one another easily across organisational and geographical boundaries based on professional relationships, shared interests, problems or other criteria

Question 16

personal communication channels

Answer 16

communication channels that exist outside the formally authorised channels and do not adhere to the organisation’s hierarchy of authority

Question 17

types of personal communication channels

Answer 17

• personal networks
• the grapevine
• written communication

Question 18

personal networking

Answer 18

the acquisition and cultivation of personal relationships that cross departmental, hierarchical and even organisational boundaries

personal networking is an important skill for managers because it enables them to get things done more smoothly and rapidly than they could do in isolation. People who have more contacts have greater influence in the organisation and get more accomplished.

Question 19

grapevine

Answer 19

an informal, person-to-person communication network of employees that is not sanctioned by the organisation

the grapevine will always exist in an organisation but it can become a dominant force when formal channels are closed. In such cases, the grapevine is actually a service because the information that it provides helps make sense of an unclear or uncertain situation. Employees use grapevine rumours to fill in information gaps and clarify management decisions

Question 20

written communication

Answer 20

involves the use of written language and is usually accessed visually

it creates a permanent record of exactly what information is exchanged, and is easily disseminated and tracked. However, written communication is time consuming to prepare and receive feedback on. It can also be inflexible and not easily adapted to suit an individual situation or receiver

Question 21

formal communication channels

Answer 21

involve written and verbal ways of exchanging information among people who have recognised status in the organisation

Question 22

types of formal communication channels

Answer 22

• downward communication
• upward communication
• horizontal communication

Question 23

downward communication

Answer 23

messages and information sent from top management to subordinates in a downward direction

Question 24

what downward communication usually encompasses

Answer 24

• goals and strategies
• jon instructions and rationale
• procedures and practices
• performance feedback
• coaching and training

Question 25

issues associated with downward communication

Answer 25

- distortion: the loss of content/meaning as the message travels downward through multiple people - Information overload/ambiguity: from sending too many (possibly contradictory) or too vague messages - filtering: management withholding valuable information from employees and potentially communicating low regard for them

Question 26

upward communication

Answer 26

messages that flow from the lower to the higher levels of the organisation's hierarchy

Question 27

types of information communicated upward

Answer 27

- problems and exceptions - suggestions for improvement - performance reports - grievances and disputes - financial and accounting information

Question 28

issues associated with upward communication

Answer 28

- managers may resist hearing about employee problems or react defensively - employees may not trust managers sufficiently to push information upward due to fear of being ignored, embarrassed or punished for speaking up

Question 29

horizontal communication

Answer 29

the lateral or diagonal exchange of messages among peers or co-workers. It may occur within or across departments

Question 30

categories of horizontal communication

Answer 30

- intradepartmental problem solving - interdepartmental coordination - change initiatives and improvements

Question 31

issues associated with horizontal communication

Answer 31

- not enough time or opportunities for horizontal communication - cultural barriers: people from different functions unwilling or incapable of effectively communicating with one another.

Question 32

primary skills for managers to follow when communicating in a crisis

Answer 32

- stay calm, listen hard - be visible - get the awful truth out - communicate a vision for the future

Question 33

common barriers to communication

Answer 33

- filtering - selective perception - information overload - emotions - interruptions and noise - physical environment

Question 34

filtering

Answer 34

the deliberate manipulation of a message to make it appear more favourable to the receiver by deleting undesirable pieces of information, often out of fear or a desire to please

Question 35

selective perception

Answer 35

occurs when the receiver selectively interprets transmitted information on basis of interests, background, experience, and attitudes

Question 36

information overload

Answer 36

when information inflow exceeds an individual’s processing capacity information is ignored or lost

Question 37

emotions

Answer 37

how a receiver is feeling at the time of receiving a message will influence how it will be interpreted

Question 38

interruptions and noise

Answer 38

these may hinder a message being received or passed on. Work environments such as open-plan offices or noisy factories can make it difficult to conduct conversations, particularly if they are confidential in nature

Question 39

physical environment

Answer 39

this can extend to how welcoming or uninviting the design of the working environment may be

Question 40

improving interpersonal communication effectiveness

Answer 40

sender’s responsibilities: - establish credibility by displaying symbols of expertise - emphasise common ground and mutual benefits by thinking about the values, interests and experience that you share so you can reference them in your dialogue - connect emotionally using personal stories - use multiple media to spread the message - choosing the right medium receiver’s responsibilities: - effective listening