Communication in the Workplace Flashcards
1
Q
The Communication Process
A
- The passage of information between one person or group to another person or group.
- Sender: Originator of communication (encoder).
- Receiver: Recipient of communication (decoder).
- Encoding: Preparation of message for transmission.
- Channel Selection: Choosing method (verbal, written) to convey message.
- Decoding: Receiver translates message to understand sender’s meaning.
- Feedback: Receiver’s response to sender, indicating message comprehension.
2
Q
Breakdowns in Communication
A
- Difficulty in encoding or decoding messages.
- Poor choice of communication channel.
- Environmental distractions or noise.
- Psychological noise affecting perception and understanding.
3
Q
Factors That Influence Communication
Source Factors
A
- Characteristics of the sender that influence the effectiveness of a communication.
- Higher organizational status increases likelihood of message attention and action.
- Messages from top executives receive top priority.
- Trusted sources, especially supervisors or leaders, garner proper attention.
- Sender’s ability to translate abstract messages into shared code (verbal or written).
- Clear speaking and writing, appropriate channel selection are critical.
- Better encoding skills lead to smoother and more effective communication flow.
4
Q
Factors That Influence Communication
Channel Factors
A
- Characteristics of the vehicle of transmission of a message that affect communication.
- Expertise, knowledge, and reliability contribute to sender credibility.
- Encoding skills determine clarity and effectiveness of message transmission.
- Channel factors influence the choice and impact of communication medium.
- Proper channel selection is crucial for accurate and impactful communication.
- Semantic problems arise from differing interpretations of words.
- Jargon and technical language can obscure message meaning.
- Channel selection affects job satisfaction and work performance.
- Face-to-face communication is linked to higher job satisfaction.
5
Q
Factors That Influence Communication
Audience Factors
A
- Characteristics of the receiver that influencethe effectiveness of a communication.
- Consideration of audience perception and attention span is crucial.
- Attention span varies among different audience groups.
- The relationship between the receiver and the sender affects message reception.
- Subordinates may pay more attention to messages from superiors.
- Active listening enhances comprehension, mutual understanding, and participant satisfaction.
6
Q
Non-Verbal Communication
A
- Messages sent and received through means other than the spoken or written word.
- It encompasses facial expressions, gestures, tone of voice, body language, posture, dress style, touching, and physical distance.
- Nonverbal cues can substitute for verbal communication or enhance verbal messages.
- In electronic communication like emails, the absence of nonverbal cues can be compensated with emoticons.
- Nonverbal cues convey impressions, emotions, and expectations, influencing interactions in organizations.
- They can subtly communicate underlying feelings and expectations, affecting team performance (Pygmalion effect).
- From the receiver’s perspective, nonverbal cues provide additional information and aid in person perception.
- Subtle nonverbal cues like dress style, physical attractiveness, and dominance indications also influence perceptions in work settings.
- Accurate decoding of nonverbal cues is essential for supervisors to understand messages and build rapport with employees.
- Misinterpretation of nonverbal cues can lead to confusion and disrupt work operations.
7
Q
Communication in the Workplace
Downward Communication
A
- Messages flowing downward in an organizational hierarchy, usually from superiors to subordinates.
- Despite its importance, many organizations lack sufficient downward communication, often because superiors overestimate subordinates’ knowledge and underestimate their desire for information.
- Specific types of downward communication, such as feedback on job performance, may be limited, particularly in organizations without regular performance appraisals or adequate training and orientation.
- Effective downward communication requires supervisors to maintain fairness, consistency, supportiveness, confidence, and precision in their interactions with subordinates.
8
Q
Communication in the Workplace
Upward Communication
A
- Messages flowing upward in an organizational hierarchy, usually taking the form of feedback.
- This feedback is crucial for managers to make informed decisions, and it may include complaints and suggestions for improvement from lower-level workers, giving them a voice in organizational functioning.
- Supervisors are more receptive to feedback when they perceive it as motivated by a desire for better performance or productivity.
- Research suggests that the upward flow of suggestions for improvement increases when workers feel highly engaged in their jobs and have a sense of self-efficacy.
- However, many organizations lack sufficient upward communication due to various factors, such as fear of negative repercussions, neglect from managers, or subordinates’ skepticism about management’s responsiveness to their suggestions and concerns.
9
Q
Communication in the Workplace
Lateral Communication
A
- Messages between two parties at the same level in an organizational hierarchy.
- It is crucial for coordinating activities among coworkers to achieve common goals and objectives.
- Facilitates the sharing of news, information, and resources between departments, fostering the development and maintenance of interpersonal relationships at work.
- While beneficial for productivity through coordination, excessive “unauthorized” lateral communication, such as excessive socializing, can hinder effective job performance.
10
Q
Communication in the Workplace
Upward Communication
A
- Messages flowing upward in an organizational hierarchy, usually taking the form of feedback.
- This feedback is crucial for managers to make informed decisions, and it may include complaints and suggestions for improvement from lower-level workers, giving them a voice in organizational functioning.
- Supervisors are more receptive to feedback when they perceive it as motivated by a desire for better performance or productivity.
- Research suggests that the upward flow of suggestions for improvement increases when workers feel highly engaged in their jobs and have a sense of self-efficacy.
- However, many organizations lack sufficient upward communication due to various factors, such as fear of negative repercussions, neglect from managers, or subordinates’ skepticism about management’s responsiveness to their suggestions and concerns.
11
Q
Barriers of Communication
Filtering
A
- The selective presentation of the content of a communication.
- In downward communication, information is often filtered because it may be deemed unimportant or potentially disruptive to lower-level employees.
- Upper management may filter information to avoid negative reactions from employees, such as anticipating layoffs.
- In upward communication, filtering can occur when the communicator fears repercussions from superiors for conveying unfavorable information.
- In lateral communication, filtering may occur when employees perceive themselves in competition for organizational rewards.
12
Q
Barriers of Communication
Exaggeration
A
- The distortion of information by elaborating, overestimating, or minimizing parts of the message.
- In downward communication, supervisors may exaggerate the consequences of poor performance to motivate subordinates.
- In upward communication, workers may exaggerate problems to prompt quick action from management.
- Factors influencing distortion in communication include the medium used (spoken vs. written), the status of the sender, and the trust between sender and receiver.
13
Q
Centralized Networks
Chain Communication
A
- Represents a hierarchical structure where messages flow up or down through each link of the hierarchy.
- It’s direct but relatively slow.
- Example: Message from HR director to payroll clerk passes through payroll manager, assistant manager, and supervisor.
14
Q
Centralized Networks
Y Communication
A
- Similar to the chain but involves communication to multiple people at the last link.
- Represents a pyramid-shaped organization.
- Example: President communicates to chief of operations who communicates to work supervisor, who then relays the message to frontline workers.
15
Q
Centralized Networks
Wheel Communication
A
- Involves a hub (higher-status member) through which all communication passes.
- Lower-level members have no direct communication links with each other, only through the hub.
- Example: Sales manager as the hub communicates with four salespersons who don’t directly interact but relay information through the manager.
