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CHAPTER ELEVEN
Communication
CHAPTER SUMMARY
This chapter discusses various aspects of communication. Managers spend a majority of
their time in communication with others. Interpersonal communication allows
employees at all levels of an organization to interact with others, to secure desired
results, to request or extend assistance, and to make use of and reinforce the formal
design of the organization. The basic communication model is presented, where a
communicator encodes a message and a receiver decodes the message. Feedback is
provided, and the process begins again with roles reversed.
Oral, written, and nonverbal communication examples are explained. Regardless of the
type of communication involved, the nature, direction, and quality of interpersonal
communication processes can be influenced by several factors; including social
influences, perception, interaction involvement, and organizational design.
Power, status, purpose, and interpersonal skills affecting workplace communications are
discussed based on the interpersonal, decisional, and informational roles managers play.
The major channels of managerial communication are talking, listening, reading, and
writing; with talking being the predominant method of communication.
The chapter concludes by presenting management challenges to communications. A
manager’s greatest challenge is for a manager to admit to flaws in his/her skill set and
work to improve them. Managers must develop the confidence needed to succeed as a
manager, particularly under conditions of uncertainty, change, and challenge.
LEARNING OUTCOMES
16.1 The Process of Managerial Communication
1. Understand and describe the communication process.
The basic model of interpersonal communication consists of an encoded
message, a decoded message, feedback, and noise. Noise refers to the
distortions that inhibit message clarity.
, Organizational Behavior
16.2 Types of Communications in Organizations
2. Know the types of communications that occur in organizations.
Interpersonal communication can be oral, written, or nonverbal. Body language
refers to conveying messages to others through such techniques as facial
expressions, posture, and eye movements.
16.3 Factors Affecting Communications and the Roles of Managers
3. Understand how power, status, purpose, and interpersonal skills affect
communications in organizations.
Interpersonal communication is influenced by social situations, perception,
interaction involvement, and organizational design. Organizational
communication can travel upward, downward, or horizontally. Each direction of
information flow has specific challenges.
16.4 Managerial Communication and Corporate Reputation
4. Describe how corporate reputations are defined by how an organization
communicates to all of its stakeholders.
It is important for managers to understand what your organization stands for
(identity), what others think your organization is (reputation), and the
contributions individuals can make to the success of the business considering
their organization’s existing reputation. It is also about confidence—the
knowledge that one can speak and write well, listen with great skill as others
speak, and both seek out and provide the feedback essential to creating,
managing, or changing their organization’s reputation.
16.5 The Major Channels of Management Communication Are Talking,
Listening, Reading, and Writing
5. Describe the roles that managers perform in organizations.
There are special communication roles that can be identified. Managers may
serve as gatekeepers, liaisons, or opinion leaders. They can also assume some
combination of these roles. It is important to recognize that communication
processes involve people in different functions and that all functions need to
operate effectively to achieve organizational objectives.
LECTURE OUTLINE
I. The Process of Managerial Communication > Learning Outcome 1
May 12, 2019 2
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER ELEVEN
Communication
CHAPTER SUMMARY
This chapter discusses various aspects of communication. Managers spend a majority of
their time in communication with others. Interpersonal communication allows
employees at all levels of an organization to interact with others, to secure desired
results, to request or extend assistance, and to make use of and reinforce the formal
design of the organization. The basic communication model is presented, where a
communicator encodes a message and a receiver decodes the message. Feedback is
provided, and the process begins again with roles reversed.
Oral, written, and nonverbal communication examples are explained. Regardless of the
type of communication involved, the nature, direction, and quality of interpersonal
communication processes can be influenced by several factors; including social
influences, perception, interaction involvement, and organizational design.
Power, status, purpose, and interpersonal skills affecting workplace communications are
discussed based on the interpersonal, decisional, and informational roles managers play.
The major channels of managerial communication are talking, listening, reading, and
writing; with talking being the predominant method of communication.
The chapter concludes by presenting management challenges to communications. A
manager’s greatest challenge is for a manager to admit to flaws in his/her skill set and
work to improve them. Managers must develop the confidence needed to succeed as a
manager, particularly under conditions of uncertainty, change, and challenge.
LEARNING OUTCOMES
16.1 The Process of Managerial Communication
1. Understand and describe the communication process.
The basic model of interpersonal communication consists of an encoded
message, a decoded message, feedback, and noise. Noise refers to the
distortions that inhibit message clarity.
, Organizational Behavior
16.2 Types of Communications in Organizations
2. Know the types of communications that occur in organizations.
Interpersonal communication can be oral, written, or nonverbal. Body language
refers to conveying messages to others through such techniques as facial
expressions, posture, and eye movements.
16.3 Factors Affecting Communications and the Roles of Managers
3. Understand how power, status, purpose, and interpersonal skills affect
communications in organizations.
Interpersonal communication is influenced by social situations, perception,
interaction involvement, and organizational design. Organizational
communication can travel upward, downward, or horizontally. Each direction of
information flow has specific challenges.
16.4 Managerial Communication and Corporate Reputation
4. Describe how corporate reputations are defined by how an organization
communicates to all of its stakeholders.
It is important for managers to understand what your organization stands for
(identity), what others think your organization is (reputation), and the
contributions individuals can make to the success of the business considering
their organization’s existing reputation. It is also about confidence—the
knowledge that one can speak and write well, listen with great skill as others
speak, and both seek out and provide the feedback essential to creating,
managing, or changing their organization’s reputation.
16.5 The Major Channels of Management Communication Are Talking,
Listening, Reading, and Writing
5. Describe the roles that managers perform in organizations.
There are special communication roles that can be identified. Managers may
serve as gatekeepers, liaisons, or opinion leaders. They can also assume some
combination of these roles. It is important to recognize that communication
processes involve people in different functions and that all functions need to
operate effectively to achieve organizational objectives.
LECTURE OUTLINE
I. The Process of Managerial Communication > Learning Outcome 1
May 12, 2019 2
