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Principles of Management > Communication in Organisations > Flashcards

Communication in Organisations Flashcards

1
Q

communication

A

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

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2
Q

a model of communication

A

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

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3
Q

open communication

A

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

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4
Q

centralised network

A

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

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5
Q

decentralised network

A

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

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6
Q

circumstances in which email should not be used

A
  • when you are angry
  • when your message may be misunderstood
  • when you are cancelling or apologising
  • when you are rebuking or criticising
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7
Q

key points to persuade and influence others

A
  • establish credibility
  • build goals on common ground
  • connect emotionally
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8
Q

communicating with candour

A

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

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9
Q

valuable techniques for communicating with candour

A
  • use ‘I’ statements
  • stick to facts rather than judgements
  • be clear, specific and direct in your requests
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10
Q

benefits of asking questions

A
  • 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
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11
Q

listening

A

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

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12
Q

non-verbal communication

A

a communication transmitted through actions and behaviour rather than words

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13
Q

elements of workplace communication for managers to master

A
  • using social media to improve internal and external communication
  • using informal, personal communication channels
  • establishing formal communication channels
  • developing strategies or crisis communication
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14
Q

social media

A

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

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15
Q

applications of social media

A
  • 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
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16
Q

personal communication channels

A

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

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17
Q

types of personal communication channels

A
  • personal networks
  • the grapevine
  • written communication
18
Q

personal networking

A

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.

19
Q

grapevine

A

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

20
Q

written communication

A

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

21
Q

formal communication channels

A

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

22
Q

types of formal communication channels

A
  • downward communication
  • upward communication
  • horizontal communication
23
Q

downward communication

A

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

24
Q

what downward communication usually encompasses

A
  • goals and strategies
  • jon instructions and rationale
  • procedures and practices
  • performance feedback
  • coaching and training
25
Q

issues associated with downward communication

A
  • 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
26
Q

upward communication

A

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

27
Q

types of information communicated upward

A
  • problems and exceptions
  • suggestions for improvement
  • performance reports
  • grievances and disputes
  • financial and accounting information
28
Q

issues associated with upward communication

A
  • 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
29
Q

horizontal communication

A

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

30
Q

categories of horizontal communication

A
  • intradepartmental problem solving
  • interdepartmental coordination
  • change initiatives and improvements
31
Q

issues associated with horizontal communication

A
  • not enough time or opportunities for horizontal communication
  • cultural barriers: people from different functions unwilling or incapable of effectively communicating with one another.
32
Q

primary skills for managers to follow when communicating in a crisis

A
  • stay calm, listen hard
  • be visible
  • get the awful truth out
  • communicate a vision for the future
33
Q

common barriers to communication

A
  • filtering
  • selective perception
  • information overload
  • emotions
  • interruptions and noise
  • physical environment
34
Q

filtering

A

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

35
Q

selective perception

A

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

36
Q

information overload

A

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

37
Q

emotions

A

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

38
Q

interruptions and noise

A

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

39
Q

physical environment

A

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

40
Q

improving interpersonal communication effectiveness

A

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

Principles of Management (13 decks)

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