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MHCM 6330 CAPSTON: BUSINESS STRATEGIES

WEEK 7 LECTURE CHAPTER 14

Week 7 - Practical Considerations

Chapter 14 Communications

Summary Objective

Provide what should be considered a most cursory of introductions to a critical topic

of significance in all aspects of an individual’s relationship with his or her work— interpersonal communication within the context of the work organization, this

introduction to include some practical advice for managers and leadership. Participants should leave this chapter understanding that this topic, although necessarily treated in summary or overview fashion, is probably the most important

element in the manager's and leader's ability to establish and maintain the working relationships that are so important to success on the job.

Specific Objective  Provide a working definition as opposed to a conceptual one of communication.  Address the professional's critical role in employee communication.  Understand the essential components of successful interpersonal

communication.  Understand what I heard VS what you said dilemma.

 Identify and overcoming barriers to individual communications in the organizational setting.

 Understand the fundamentals of organization communication.

A Complex Process

The transfer of meaning (ideas, thoughts or emotions): the intent to take information that exists in a specific form in one person's mind and ensure

that it is duplicated in another's mind. This occurs in one of four fundamental communication modes: talking, writing, reading or hearing (not

listening). One can truly hear without listening. Depending on the situation communication may be face-to-face, telephone, voice mail, text, letters and

memos or e-mail. It is noteworthy that only face-to-face provides the full demotion of communications which includes "body language".

Tools Foster Communication

There are six personal tools that foster interpersonal communication: Authenticity: the ability to be true to one’s own feelings

Acceptance of feelings: people who accept their own feelings can extend this

acceptance to the feelings of others Disclosure: the ability to share feelings, both positive and negative, with

others Empathy: the ability to project one’s own personality onto another person

Caring: the desire to help others on an individual and collective level Humor: the ability to identify situations as ludicrous, comic, or happy

Communication Barriers

Communication can be blocked by internal or external forces. Internal

forces, including both conscious and unconscious thoughts, may preclude listening, sharing, and caring so that the meaning of the exchange is

confused and misinterpreted. Conscious behaviors that limit communication include facial expressions that are perceived as negative, body postures that

are perceived as rejecting or critical of the person, verbalizations that

interrupt the flow of the exchange, and interruption or disruption of the speaker’s thoughts. A number of obstacles can block communication or

distort the goals of the organization. The learner should review these carefully (textbook) and benefit from them. There are special considerations

in regard to directional flow barriers. Communication within a work organization moves downward with far greater ease than it moves upward.

The downward channels of communication are largely controlled by management and tend to be exercised at management’s option. Employees

and all stakeholders can communicate upward effectively only if the manager makes it possible for them to do so.

Barriers to Communication in Organizations

A number of obstacles can block or distort the goals of organizational exchanges:

 Language. The use of slang, jargon, vernacular, or technical language

can create problems.  Unconscious Motives. Personal thoughts and emotions not readily

perceived.  Psychological Factors. Past experiences mistrust, fear, anger,

or indifference.  Status. Perceived differences in rank, socioeconomic status or

prestige.  Organizational Size. The larger the social system, the greater the

number of layers communication must go through.  Logistical Factors. Feedback may be neglected because it is difficult to

collect.  Overstimulation. People who are stressed with overload must be

managed carefully so they do not become the burden.

 Cultural Clashes. Misinterpret another's ideas because of differences in

culture, age, education, region of birth and growth, values.  Organizational Structure. Communications channel specifically required

by the structure of an organization.  Phase in the Life Cycle of the Organization (not to be confused with

the Business Life Cycle).