Management Class Homework

How Do Managers Communicate Effectively?

1 3-1 Describe what managers need to know about communicating effectively.

WHAT

Communication can be thought of as a process or flow Communication problems occur when deviations or blockages disrupt that flow. Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a source (the sender) and a receiver. The message is encoded (converted to symbolic form) and is passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is communication, which is a transfer of understanding and meaning from one person to another.2

Exhibit 13-1 depicts the communication process. This model has seven parts: (l) the communication source or sender, (2) encoding, (3) the message, (4) the channel, (5) decod- ing, (6) the receiver, and (7) feedback.

I and 2. The sender initiates a message by encoding a thought. Four conditions affect the encoded message: skill, attitudes, knowledge, and the social cultural system. Our message in our communication to you in this book depends on our writing skills; if we don't have the requisite writing skills, our message will not reach you in the form desired. Keep in mind that a person's total communicative success includes speaking, reading, listening, and reasoning skills as well. As we discussed in Chapter 9, our attitudes influence our behavior. We hold pre- disposed ideas on numerous topics, and our communications are affected by these attitudes. Furthermore, we're restricted in our communicative activity by the extent of our knowledge of the particular topic. We can't communicate what we don't know, and should our knowledge be too extensive, it's possible that our receiver will not understand our message. Clearly, the amount of knowledge the source holds about his or her subject will affect the message he or she seeks to transfer. And, finally,just as attitudes influence ourbehavior, so does our position

communication A trans{er of understanding and meaning from

one person to another

communication process The seven'part process ol transferring and

understanding of meaning

encoding Converting a message in10 symbolic form

I

CHAPTER 13 . Managing Communication and lnformation 395

--Pa* a"***irrtrr" ar, a*t

a business up to $5,000 per employee each year!1

The importance of effective communication for managers cannot be overemphasized for one specific reason: Evunvrnrxc A MANAGER DoES INvoLvEs coMMUNrcATrxc. Not some things but everythingt

A manager can't formulate strategy or make a decision without information. That informa- tion has to be communicated. Once a decision is made, communication must again take place. Otherwise, no one will know that a decision has been made. The best idea, the most creative suggestion, or the finest plan cannot take form without communication. Managers, therefore, need effective communication skills. We're not suggesting, of course, that good communication skills alone make a successful manager. We can say, however, that ineffective communication skills can lead to a continuous stream of problems for a manager.

O Write lt 1! If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete BCOMM 3: Importance of Communication.

Communication Process Work?

Ideas, Instructions

396 Part4. Leading

m6asagc A purpose for communicating thats t0 be conveyed

channel Tl're medium by which a message travels

decoding Translating a received message

feedback Checking to see how successfully a message has

heen transfetred

Participaiing in a meetrng at company headquarters, these employees of Ahbaba, China's largest e-commerce firm, illustrate the channel part of the communication process. The meeting is a formal channel established by Alibaba dudng which employees transmit messages that pertain

to theil job-re]ated activities.

Exhibit L3-L The Communication Process

in the social cliltural system in which we exist. Your beliefs and values, all part of your cultu act to influence you as a communication source.

3. The ltress{r$e is the actual physical product from the source that conveys some pl pose. When we speak, the words spoken are the message. When we write, the writing is t message. When we paint, the picture is the message. When we gesture, the movements of c

arms and the expressions on our faces are the message.3 Our message is affected by the co or group of symbols we use to transfer meaning, the content of the message itself, and t decisions that we make in selecting and arranging both codes and content.4

4. The channel is the medium through which the message travels. It's selected by t source, who must determine whether to use a formal or an informal channel. Formal chann, are established by the organization and transmit messages that pertain to the job-related acti ties of members. They traditionally follow the authority network within the organization. Otl forms of messages, such as personal or social, follow the informal channels in the organizati<

5 and 6. The receiver is the person to whom the message is directed. However, before t message can be received, the symbols in it must be translated into a form that can be und, stood by the receiver-the decoding of the message. Just as the encoder was limited by his her skills, attitudes, knowledge, and social cultural system, the receiver is equally restrict( Accordingly, the source must be skillful in writing or speaking; the receiver must be skill: in reading or listening; and both must be able to reason. A person's knowledge, attitudes, a cultural background influence his or her ability to receive, just as they do the ability to ser

7. The final link in the communication process is a feedback loop. "If a communicati source decodes the message that he encodes, if the message is put back into his system, we ha

feedback."5 Feedback is the check on how success

we've been in transferring our messages as origina intended. It determines whether understanding t been achieved. Given the cultural diversity that exi in our workforce today, the importance of effecti feedback to ensure proper communications cannot overstated.6

Ar* Writte n Isrnmu nic ati*ns Mlore Effective Than Verha! fines? Written communications include memos, lette e-mail and other forms of digital communicati< organizational periodicals, bulletin boards, or a other device that transmits written words or sy bols. Why would a sender choose to use writl communications?

Message transferred successfully?

Steven Shi/Reuters

I

CHAPTER 13 , Managing Communication and lnformation 397

Advantuges: Well. they're tangible, verifiable, and more permanent than oral commu- nication. Typically, both sender and receiver have a record of the communication. The mes- sage can be stored fbr an indefinite period of time. If questions arise about the content of the message, it's physically available for later reference. This feature is particularly important for complex or lengthy communications. For example, the marketing plan for a new product is likely to contain a number of tasks spread out over several months. By putting it in writ- ing. those who have to carry out the plan can readily refer to the document over the life of the plan. A frnal benefit of written communication comes from the process itself. Written communications are more likely to be well thought out, logical, and clear. Except in rare instances. such as when presenting a formal speech. more care is taken with the written word than with the spoken word. Havin-e to put something in writing forces a person to think more carefully about what he or she wants to convey.

Drov,backs: Of course, rvritten messages have their drawbacks. Writing may be more precise, but it also consumes a great deal of time. You could convey far more infbrmation to your colle-ee instructor in a one-hour oral exam than in a one-hour written exam. In fact, you could probably say in 10 to 15 minutes what it takes you an hour to write. The other major disadvantage is the lack of feedback. Oral communications allow receivers to respond rapidly to what they think they hear. However, written communications don't have a built-in feedback mechanism. Sendin-e a memo is no assurance that it will be received and, if it is received. no

-quarantee that the recipient will interpret it as the sender meant. The latter point

is also relevant in oral communication, but it's easier in such cases merely to ask the receiver to summarize what you have said. An accurate summary presents feedback evidence that the message has been received and understood.

ff Watch lt 1! If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete the video exerci se titled C H 2 M H ill : C o mm unic atio n.

The Grapevine: Fruitful or Not?

The grapevine is the unofficial way that communication takes place in an organization. It's neither authorized nor supported by the organization. Rather, information is spread by word of mouth-and even through electronic means. Ironically, good information passes among us rapidly, but bad information travels even faster.T The grapevine gets information out to organizational members as quickly as possible.

The biggest question raised about the grapevine. however, focuses on the accuracy of the rumors. Research on this topic has found somewhat mixed results. In an organization characterized by openness, the grapevine may be extremely accurate. In an authoritative culture, the rumor mill may not be accurate. But even then, although the information flowing is inaccurate, it still contains some element of truth. Rumors about major layoffs, plant clos- ings, and the like may be filled with inaccurate information regarding who will be affected or when it may occur. Nonetheless, the reports that something is about to happen are probably on target. (See the From the Past to the Present box on p. 398 for more about the grapevine.)

How ila F.,lonverbal Iues Affcct Coinmunicatian? Some of the most meaningful communications are neither spoken nor written. They are nonverbal communications. A loud siren or a red light at an intersection tells you something without words. A college instructor doesn't need words to know that students are bored; their eyes get glassy or they begin to read the school newspaper during class. Similarly, when papers start to rustle and notebooks begin to close, the message is clear: Class time is about over. The size of a person's offlce and desk or the clothes he or she wears also convey

grapevine An unofficial channel of communication

398 Par| 4 . Leading

One of the most famous studies of the grapevine was conduct- ed by management researcher Keith Davis who investigated the communication patterns among 67 managerial personnel.s

The approach he used was to learn from each communication recipient how he or she first received a given piece of infor- mation and then trace it back to its source. lt was found that, while the grapevine was an important source of information, only '10 percent of the executives acted as liaison individuals (that is, passed the information on to more than one other person). For example, when one executive decided to resign to enter the insurance business, 81 percent of the executives knew about it, but only 11 percent transmitted this information

However, what was noticeably interesting about this study was that it found that employees who have strong communi- cation ties with their managers tend to bring in more money than those who steer clear of the boss.

What managers can learn from both of these studies is that ifb important to understand the social and communi- cation networks that employees use as they do their work.

Know who the key contact points are so that if you ever need to find out or relay information, you know who to go to.

lf your professor has assigned this, go to the Assignments section of mymanagementlab.com to com- plete these discussion questions.

The Grapevine: An important source

of information to others. At the time, this study was interesting because of what it found, but more importantly because of what it showed about how the communication network worked.

Recent research by IBM and the Massachusetts lnstitute of Technology using a similar type of analysis focused more on people's social networks of contacts at work rather than on how information flowed through the organizational grapevine.

0 tatt About lt 1: Why is it lmportant for managers to un- derstand social and communication networks employees use?

0 talt< About lt 2: What have been your experiences with the grapevine and what did you learn from those experiences about dealing with the grapevine as a source of communication?

messages to others. However, the best-known areas of nonverbal communication are body language and verbal intonation.

Body language refers to gestures, facial configurations, and other movements of the body.g A snarl, for example, says something different from a smile. Hand motions, facial expressions, and other gestures can communicate emotions or temperaments such as aggres- sion, fear, shyness, arrogance, joy, and anger.l0

It's not WHAT you say but HOW you say it.

Verbal intonation refers to the emphasis someone gives to words or phrases. To illustrate how intonations can change the meaning of a message, consider the student who asks the instructor a question. The instructor replies, "What do you mean by that?" The student's reac- tion will vary, depending on the tone of the instructor's response. A soft, smooth tone creates a different meaning from one that is abrasive with a strong emphasis on the last word. Most of us would view the first intonation as coming from someone who sincerely sought clarification, whereas the second suggests that the person is aggressive or defensive. The adage, "it's not what you say but how you say it," is something managers should remember as they communicate.

The fact that every oral communication also has a nonverbal message cannot be overemphasized.ll Why? Because the nonverbal component is likely to carry the greatest impact. Research indicates that from 65 to 90 percent of the message of every face-to-face conversation is interpreted through body language. Without complete agreement between the spoken words and the body language that accompanies it, receivers are more likely to react to body language as the "true meaning."l2

What Barriers Keep Communication from Being Effectirre? A number of interpersonal and intrapersonal barriers affect why the message decoded by t receiver is often different from what the sender intended. We summarize the more prominen barriers to effective communication in Exhibit l3-2 and briefly describe them here.

body language Nonverbal communication cues such as facial

expressions, gestures, and other body movements

verbal intonation An emphasis given to words or phrases that

conveys meaning

( ( ( From the Past to the Present ) > >

CHAPTER 13 Managing Communication and lnformation 399

HOW DOES FILTERING AFFECT COMMUNICATION? Filtering refers to the way that a sender manipulates information so that it will be seen more favorably by the receiver. For example, when a manager tells his boss what he feels that boss wants to hear, he is filtering information. Does filtering happen much in organiza- tions? Sure it does. As information is passed up to senior executives, it has to be condensed and synthesized by subordinates so upper management doesn't become overloaded with information. Those doing the condens- ing filter communications through their own personal interests and perceptions of what's important.

The extent of filtering tends to be the function of the organization's culture and number of vertical levels in the organization. More vertical levels in an organization mean more opportunities for filtering. As organizations become less dependent on strict hierar- chical arrangements and instead use more collabora- tive, cooperative work arrangements, information filtering may become less of a problem. In addition, the ever-increasing use of e-mail to communicate in organizations reduces filtering because communication is more direct as intermediaries are bypassed. Finally, the organizational culture encourages or discourages filtering by the type of behavior it rewards. The more that organizational rewards emphasize style and appearance, the more managers will be motivated to filter communications in their favor.

HOW DOES SELECTIVE PERCEPTION AFFECT COMMUNICATION? The second bar- rier is selective perception. We've mentioned selective perception before in this book. We discuss it again here because the receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics. Receivers also project their interests and expectations into communications as they decode them. The employment interviewer who expects a female job applicant

Exhibit 1,3-Z Barriers to Effective Communication

filtering Deliberately manipulatjng in{0rmalion to make it

appear more favorable to the receiver

selective perception Selectively perceiving or hearing a communrcation

based on your own needs, m0t;vations, experrences,

or other personal character;stics

Employees gesture during a conversation in the break room at ihe offices of Facebook in Pans, France. Body language, which includes gestures such as hand motions, and facial expressions are areas of nonverbal communication that can express fear, shyness, arrogance, joy, anger, and other emotions and temperaments.

Tomas van Houtryve/y'1 l/Corbis

BABBIER DESCBIPTION

Filtering The deliberate manipulation of information to make it appear more favorable to the receiver.

Selective Perception Receiving communications on the basis of what one selectively sees and hears depending on his or her needs, motivation, experience, background, and other persona I characteristics.

lnformation Overload When the amount of information one has to work with exceeds one's processing capacity.

Emotions How the receiver feels when a message is received. Language Words have different meanings to different people.

Receivers will use their definition of words being communicated.

Gender How males and females react to communication may be different, and they each have a different communi- cation style.

National Culture Communication differences arising from the different languages that individuals use to communicate and the national culture of which they are a part.

I t.

E

fl Y

t

400 Part 4 Leading

information overload What results when information exceeds processing

capacity

iargon Technical language specific to a discipline or

industry

to put her family ahead of her career is likely to see that tendency in female applicants, regardless of whether the applicants would do so or not. As we said in Chapter 9, we don't see reality; rather, we interpret what we see and call it reality.

HOW DOES INFORMATION OVERLOAD AFFECT COMMUNICATION? Individuals have a finite capacity for processing data. For instance, consider an international sales representative who returns home to find that she has more than 600 e-mails waiting for her. It's not possible to fully read and respond to each one of those messages without facing information overload. Today's typical executive frequently complains of information overload.l3 The demands of keeping up with e-mail, phone calls, faxes, meetings, and professional reading create an onslaught of data that is nearly impossible to process and assimilate. What happens when you have more information than you can sorl out and use? You're likely to select out, ignore, pass over, or forget information. Or you may put off further processing until the overload situation is over. In any case, the result is lost information and less effective communication.

HOW DO EMOTIONS AFFECT COMMUNICATION? How a receiver feels when a message is received influences how he or she interprets it. You'll often interpret the same message differently, depending on whether you're happy or distressed. Extreme emotions are most likely to hinder effective communications. In such instances, we often disregard our ratio- nal and objective thinking processes and substitute emotional judgments. It's best to avoid reacting to a message when you're upset because you're not likely to be thinking clearly.

HOW DOES LANGUAGE AFFECT COMMUNICATION? Words mean different things to different people. "The meanings of words are not in the words; they are in us."la Age, education, and cultural background are three of the more obvious variables that influence the language a person uses and the definitions he or she applies to words. Columnist George F. Will and rapper lggy Azalea both speak English. But the language one uses is vastly different from how the other speaks.

Forty percent of empioyees say that buzzwords ar_e very- prevalent in normal conversations at work.15

In an organization, employees usually come from diverse backgrounds and, therefore, have different patterns of speech. Additionally, the grouping of employees into departments creates specialists who develop their own iargon or technical language.16 In large organiza- tions, members are also frequently widely dispersed geographically-even operating in dif- ferent countries-and individuals in each locale will use terms and phrases that are unique to their area.lT And the existence of vertical levels can also cause language problems. The lan- guage of senior executives, for instance, can be mystifying to regular employees not familiar with management jargon. Keep in mind that while we may speak the same language, our use of that language is far from uniform. Senders tend to assume that the words and phrases they use mean the same to the receiver as they do to them. This assumption, of course, is incorrect and creates communication barriers. Knowing how each of us modifies the language would help minimize those bariers.

HOW DOES GENDER AFFECT COMMUNICATION? Effective communication between the sexes is important in all organizations if they are to meet organizational goals. But how can we manage the various differences in communication styles? To keep gender differences from be- coming persistent bariers to effective communication, individuals must strive for acceptance, understanding, and a commitment to communicate adaptively with each other. Both men and women need to acknowledge differences are present in communication styles, that one style isn't better than the other, and that it takes real effort to talk successfully u,ith each other.18

HOW DOES NATIONAL CULTURE AFFECT COMMUNICATION? Finally, communi- cation differences can also arise from the different languages that individuals use to

CHAPTER 13 " Managing Communrcation and lnformation

communicate and the national culture of which they're a part. l9 For example, let's compare countries that place a high value on individualism (such as the United States) with coun- tries where the emphasis is on collectivism (such as Japan).20

In the United States, communication patterns tend to be oriented to the individual and clearly spelled out. Managers in the United States rely heavily on memoranda, announce- rnents. position papers, and other fbrmal fbrms of communication to state their positions on issues. Supervisors here may hoard information in an attempt to make themselves look good (filtering) and as a way of persuading their employees to accept decisions and plans. And for their own protection, lower-level employees also engage in this practice.

In collectivist countries, such as Japan, there's more interaction for its own sake and a more infbrmal manner of interpersonal contact. The Japanese manager, in contrast to the U.S. manager. engages in extensive verbal consultation with employees over an issue first and draws up a fbnnal document later to outline the agreement that was made. The Japanese value decisions by consensus, and open communication is an inherent part of the work setting. Aiso. face-to-face communication is encouraged.2l

Cultural dift-erences can afTect the way a manager chooses to communicut".22 Ard th.r. differer.rces undoubtedly can be a barrier to efTective communication if not recognized and takerr into consideration.

& Write lt 2! If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete B C O M M 4 : Multic ultural C o mmu nic atio n.

Given these barriers to communication, what can managers do to overcome them? The following suggestions should help make communication more effective (see also Exhibit l3-3).

WHY USE FEEDBACK? Many communication problems are directly attributed to misun- derstanding and inaccuracies. These problems are less likely to occur if the manager gets feedback. both verbal and nonverbal.

A manager can ask questions about a message to determine whether it was received and understood as intended. Or the manager can ask the receiver to restate the message in his or her own words. If the manager hears what was intended, understanding and accuracy should improve. Feedback can also be more subtle as general comments can give a manager a sense of the receiver's reaction to a message.

Feedback doesn't have to be verbal. If a sales manager e-mails information about a new monthly sales report that all sales representatives will need to complete and some of them don't turn it in, the sales manager has received feedback. This feedback suggests

Exhibit t3-3 0vercoming Barriers to Effective Communication

401

Use Feedback

Simplify Language

Listen Actively

Constrain Emotions

Watch Nonverbal Cues

Check the accuracy of what has been communicated-or what you think you heard.

Use words that the intended audience understands.

Listen for the full meaning of the message without making premature judgment or interpretation-or thinking about what you are going to say in response.

Recognize when your emotions are running high. When they are, don't communicate until you have calmed down.

Be aware that your actions speak louder than your words. Keep the two consistent.

402 Part 4 . Leading

Ana Botin, executrve chairman of Spain's Banco Santander, is respected as an empathetic [stener and a good communicator and consensus bulder. Shown here communicatmg \ /ith employees at a bank in London, Botin asks questions and listens io feedback from employees, customers, and shareholders that helps her plan the compary's srrategry.

Anthony Devlln/PAWire URN:1 1384241/AP lmages

it's used within a group that knows outside that group.

that the sales manager needs to clarify the initial communication. Similarly, managers can look for nonverbal cues to tell whether someone's getting the message.

WHY SHOULD SIMPLIFIED LANGUAGE BE USED? Because language can be a barrier, man- agers should consider the audience to whom the message is directed and tailor the language to them. Remember, effective communication is achieved when a message is both received and understood. For example, a hospital administrator should always try to communicate in clear, easily understood terms and to use language tailored to different employee groups. Messages to the surgical staff should be purposefully different from those directed to the marketing team or office employees. Jargon can facilitate understanding if

what it means, but can cause problems when used

active listening Listening for full meaning without making premature judgments or interpretations

Do you really listen OR do you just hear?

WHY MUST WE LISTEN ACTIVELY? When someone talks. we hear. But too often we don't listen. Listening is an active search for meaning, whereas hearing is passive. In listen- ing, the receiver is also putting effort into the communication.

Many of us are poor listeners. Why? Because it's difficult, and most of us would rather do the talking. Listening, in fact, is often more tiring than talking. Unlike hearing, active Iistening, which is listening for full meaning without making premature judgments or interpretations, demands total concentration. The average person normally speaks at a rate of about 125 to 200 words per minute. However, the average listener can comprehend up to 400 words per minute.23 The difference leaves lots of idle brain time and opportunities for the mind to wander.

Active listening is enhanced by developing empathy with the sender-that is, by pur ting yourself in the sender's position. Because senders differ in attitudes, interests, needs, and expectations, empathy makes it easier to understand the actual content of a message. An empathetic listener reserves judgment on the message's content and carefully listens to what is being said. The goal is to improve one's ability to get the full meaning of a com- munication without distorting it by premature judgments or interpretations. Other specific behaviors that active listeners use include making eye contact, exhibiting affirmative nods and appropriate facial expressions, avoiding distracting actions or gestures that suggest boredom, asking questions, paraphrasing using your own words, avoiding interrupting the speaker, not talking too much, and making smooth transitions between being a speaker and a listener.

WHY MUST WE CONSTRAIN EMOTIONS? It would be naive to assume that managers always communicate in a rational manner. We know that emotions can cloud and distort communication. A manager who's upset over an issue is more likely to misconstrue incom- ing messages and fail to communicate his or her outgoing messages clearly and accurately. What to do? The simplest answer is to calm down and get emotions under control before communicating.

WHYTHE EMPHASIS ON NONVERBAL CUES? If actions speak louder than words, then it's important to make sure your actions align with and reinforce the words that go along with them. An effective communicator watches his or her nonverbal cues to ensure that they convey the desired message.

IT 13-2 Explain how technology affects managerial communication.

lnformation technology (lT) has radically

changed the way organizational members

work and communicate.

- lmproves manager's abilityto monitor indi- vidual and team performance

- Allows employees to have more complete information to make faster decisions

- Provides employees more opportunities to collabo- rate and share information

- Allows employees to be fully accessible 2417

have had a significant effect on managerial communication . . .

Networked Gommun ication

Organizational computers are linked through

compatible hardware and software, creating an

integrated organizational network.

Employees communicate with each other and get

information wherever they are.

Technology and Managerial Gommunication

T

1

* xstock/Shutterstock

Networked Communication Applications . E-mail-instantaneous transmission of messages on networked computers.

$ Messages read at receiver's convenience Q Stow and cumbersome 0 fast, cheap, efficient, and convenient O Print documents, if needed

lnstant messaging (lM)-interactive, realtime communication among computer users who are logged on to the computer network at the same time.

$ lnstantaneous communication without Q Users must be logged on at the same time waiting for colleagues to read e-mail Q Potential network and data security breaches

Voice mail-a system that digitizes a spoken message, transmits it over the network, and stores it for a receiver to retrieve later.Za

$ lnformation transmitted without receiver O ttlo immediate feedback being physically present

$ Message can be saved, deleted, or re-routed

Fax machines-transmit documents containing both text and graphics

ordinary telephone lines.

QPrinted form of information easily and Q Privacy can be quickly shared by organization members compromised

Electronic data interchange (EDl)-organizations exchange business transaction documents

such as invoices or purchase orders, using direct computer-to-computer networks.

$ Saves time and money by eliminating printing and handling of paper documents ltIt

rS

Teleconference and videoconference meetings-confer simultaneously I by telephone, e-mail, or video screens.

@ Participants don't need to be in same physical location to share information and collaborate

Q Saves travel money

0 rg a n ization a I intranet-an organizationa I commun ication network using lnternet technology that's

accessible only to organizational employees.

O Share information and collaborate 0n Q Possible network and data security documents and projects

O Amr company policy manuals and

=fl -',(i l'

Arekmalang/Fotolia

I

employee-specific materia ls25

breaches

0rganizational extranet-an organizational communication network using lnternet technology that allows authorized organizational users to communicate with certain outsiders such as customers or vendors.

,i Faster and more convenient communication Q Concerns about network and data security breaches

lnternet-based voice/video communication-lnternet based communication services (such as Skype,

Vibet FaceTime, Vonage, Yahool).

) Fast and convenient communication Q Concerns about network and data security breaches

xumnj--------.-ruF*ffrn Monkey Business/Fotolia

Wireless Communication Applications ' People don't have to be physically "atthe office" in orderto communicate, collaborate,

and share information with managers and colleagues.26 . Managers and employees "keep in touch" using smart-

phones, tablet computers, notebook computers, and mobile

pocket communication devices. r And wireless communication works-anywhere. People

can send and receive information from the summit of

Wireless Communication

Wi reless communication systems

have benefits.

. Employees can be connected without being physically "plugged

in" at workl . Mobile technology is extremely

popular!

' lmproving the way you work is the payoffl

Mt. Everest to the remotest locations on the planet.

O eks y Mark/Fotolia

Vr'

406 ParI 4, Leading

The office of tomorrow is still likely to resemble in some ways the

office of today. There probably won't be mail delivery by robots

on hovercraft nor any teleportation devices. Most of the changes,

however, will likely be in the waywe communicate.2T Employees will rely on multiple channels of communication with heavy reli-

ance 0n social networks, text messaging,

instant messaging, mobile technology,

and dashboard apps that allow employ-

ees to message each other directly.

Smartphones will be as powerful as

today's mainframes, meaning employees

will be able to d0 heavy c0mputing 0n

Over 83 percent of managers are using mobile technology to improve communiqation

wrttr employees.zs

via voice commands. lt's also likely notto be handheld but rather

something akin to combining reading glasses and an earpiece. You'll

read documents through the lenses of what look Iike normal read-

ing glasses and the earpiece/microphone will make it hands-free.

Google Glass is an example of this wearable technology.2e As this

type of technology becomes more com-

mon, organizations will have to address

usage issues regarding information secu-

rity and possible legal dilemmas.

Another outcome made possible by

technology will be a significant decrease

in business travel. lmprovements in

the go. Software will be able to track where employees are and blend that data with information ab0ut current projects and sug- gest potential collaborators. E-mail is likely to decline in popular-

ity, largely because other channels are faster, more f luid, and

more immediate.

Accurately forecasting tomorrow's technology is impossrble. But

several patterns seem to be evolving. For instance, the combining

of functions in a single device is likelyto result in employees having

a single product that will combrne phone, text messaging, lnternet

access, video camera, teleconferencing, and language translator. lt

will allow people to read proposals, legal papers, news, or almost

any document digitally. lt won't need a keyboard and will operate

computer-mediated groupware will allow individuals to conduct

meetings in environments that closely simulate face-to-face inter-

actions. ln these settings, real-time translations will be transcribed

and displayed 0n screen and teleconferencers will be able to hear and see the words.

lf your professor has assigned this, go to the Assignments section of

mymanagementlah.com to complete these discussion questions.

O fnLK AB0UT lT 3: Do you view communicating using technol- ogy as more of a help or a hindrance? Explain.

0 fnm AB0UT lT 4: What issues does wearable technology present in the workplace? What do you think managers will need to do to deal with these issues?

o Try lt! If your professor has assigned this, go to the Assignments section of mymanagementlab.com to complete the Simulation: Communication.

What Communication lssues D0 Managers Face Today? "Pulse lunches." That's what managers at Citibank's offices throughout Malaysia used to address pressing problems of declining customer loyalty and staff morale and increased em- ployee turnover. By connecting with employees and listening to their concerns-that is, tak- ing their "pulse"-during informal lunch settings, managers were able to make changes that boosted both customer loyalty and employee morale by more than 50 percent and reduced employee turnover to nearly ,ero.30

Being an effective communicator in today's organizations means being connected- most importantly to employees and customers, but in reality, to any of the organization's

stakeholders. In this section, we examine five communication issues of particular significance to today's managers: managing communication in an Internet world, managing the organiza- tion's knowledge resources. communicating with customers, getting employee input, and communicating ethically.

I 3-3 Discuss c0ntemp0rary issues in communication.

Technology and the Manager's Job : OFFICE OF TOMORROW

CHAPTER 13 Managlng Communication and lnf ormation 407

Lars Dalgaard, founder and chief executive of SuccessFactors, a human resource manage- ment software company, recently sent an e-mail to his employees banning in-house e-mail for a week. His goal? Getting employees to "authentically address issues amongst each other."31 And he's not alone. Other companies have tried the same thing. As we discussed earlier, e-mail can consume employees, but it's not always easy for them to let go of it, even when they know it can be "intexticating." But e-mail is only one communication challenge in this Internet world. A recent survey found that 20 percent of employees at large compa- nies say they contribute regularly to blogs, social networks, wikis, and other Web services.3z Managers are learning, the hard way sometimes, that all this new technology has created spe- cial communication challenges. The two main ones are (l) legal and security issues, and (2) lack of personal interaction.

s is BIG!

LEGAL AND SECURITY ISSUES. Chevron paid $2.2 million to settle a sexual harass- ment lawsuit stemming from inappropriate jokes being sent by employees over company e-mail. UK firm Norwich Union had to pay f450,000 in an out-of-court settlement after an employee sent an e-mail stating that its competitor, Western Provident Association, was in financial difficulties. Whole Foods Market was investigated by federal regulators and its board after CEO John P. Mackey used a pseudonym to post comments on a blog attacking the company's rival Wild Oats Markets.33

Although e-mail, blogs, tweets, and other forms of online communication are quick and easy ways to communicate, managers need to be aware of potential legal problems from inap- propriate usage. Electronic information is potentially admissible in court. For instance, dur- ing the Enron trial, prosecutors entered into evidence e-mails and other documents they say showed that the defendants defrauded investors. Says one expert, "Today, e-mail and instant messaging are the electronic equivalent of DNA evidence."34 But legal problems aren't the only issue; security concerns are an issue as well.

A survey addressing outbound e-mail and content security found that 26 percent of the companies surveyed saw their businesses affected by the exposure of sensitive or embarrass- ing information.3s Managers need to ensure that confidential information is kept confidential. Employee e-mails and blogs should not communicate-inadvertently or purposely-proprie- tary information. Corporate computer and e-mail systems should be protected against hackers (people who try to gain unauthorized access to computer systems) and spam (electronic junk mail). These serious issues must be addressed if the benefits of communication technology are to be rcalized.

PERSONAL INTERACTION. It may be called social media. but another communication chal- lenge posed by the Internet age we live and work in is the lack of personal interaction.36 Even when two people are communicating face-to-face, under- standing is not always achieved. However, it can be especially challenging to achieve understanding and collaborate on getting work done when com- munication takes place in a virtual environment. In response, some companies have banned e-mail on certain days, as we saw earlier. Others have sim- ply encouraged employees to collaborate more in person. Yet, sometimes and in some situations, per- sonal interaction isn't physically possible-your colleagues work across the continent or even across the globe. In those instances, real-time collabora- tion software (such as private workplace wikis,

Intemai social media enable these IBM employees in Dublin, Ireland, to communicate and collaborate with colleagues at IBM offices ttuoughout the world. They use IBM Connections, a social network platform,

and Sametime 8.5.2,IBM'S intemal instant messagmg system, to share knowledge, unprove decision making, and accelerate innovation.

Artur WidakfzUMA Press/Newscom

408 Parr4 " Leading

knowledge management Cult;vating a learning culture in which organiza-

tional members systematically gather knowledge

and share it with others

blogs, instant messengers, and other types of groupware) may be a better communication choice than sending an e-mail and waiting for a response.3T Instead of fighting it, some companies are encouraging employees to utilize the power of social networks to collabo- rate on work and to build strong connections. This trend is especially appealing to younger workers who are comfortable with this communication medium. Some companies have gone as far as to create their own in-house social networks. For instance, employees at Starcom MediaVest Group tap into SMG Connected to find colleague profiles that outline their jobs, list the brands they admire, and describe their values. A company vice president says, "Giving our employees a way to connect over the Internet around the world made sense because they were doing it ary*ay."38

EMPLOYEES AND SOCIAL MEDIA 77 percent say they use social media to connect with colleagues. 35 percent say that social media has damaged a work relationship. 61 percent say that social media has led to new or better work relationships. 32 percent say they use social media to enhance work-related projects or solve problems.3e

H ow., ff * es Kn mwi e d g e lrrl a n a q c nr e nt Aff e ci il * in m u n i,; ati o n ? Part of a manager's responsibility in fostering an environment conducive to learning and effective communications is to create leaming capabilities throughout the organization. These opportunities should extend from the lowest to the highest levels in all areas. How can man- agers create such an environment? An important step is recognizing the value of knowledge as a major resource, just like cash, raw materials, or office equipment. To illustrate the value of knowledge, think about how you register for your college classes. Do you talk to others who have had a certain professor? Do you listen to their experiences with this individual and make your decision based on what they have to say (their knowledge about the situation)? If you do, you're tapping into the value of knowledge. But in an organization, just recognizing the value of accumulated knowledge or wisdom isn't enough. Managers must deliberately manage that base of knowledge. Knowledge management involves cultivating a learning culture in which organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.40 For instance, accountants and consultants at Ernst & Young document best practices that they've developed, unusual problems they've dealt with, and other work information. This "knowledge" is then shared with all employees through computer-based applications and through community-of-interest teams that meet regularly throughout the company. Many other organizations, including General Electric, Toyota, and Hewlett-Packard, have recognized the importance of knowl- edge management within a learning organization (see Chapter 6, pp. 182-183). Today's technologies are helping improve knowledge management and facilitating organizational communications and decision making.

What's lnvcivsd with Managins the Grpl*nizaiion's Kni:rruledg* Resou rc *s? Kara Johnson is a materials expert at product design firm IDEO. To make finding the right materials easier, she built a master library of samples linked to a database that explains their properties and manufacturing processes.al What Johnson is doing is managing knowledge and making it easier for others at IDEO to learn and benefit from her knowledge. That's what today's managers need to do with the organization's knowledge resources-make it easy for employees to communicate and share their knowledge so they can learn from each other ways to do their jobs more effectively and efficiently. One way organizations can do this is to build online information databases that employees can access. For example, William Wrigley Jr. Co. launched an interactive Web site that allows sales agents to access marketing data and other product information. The sales agents can question company experts about products or search an online knowledge bank. In its first year, Wrigley estimates that the site cut research

I CHAPTER 13 Managing Communication and Information 409

time of the sales force by 15,000 hours, making them more efficient and effective.42 This one example, among many others, shows how managers can use communication tools to manage this valuable organizational resource called knowledge.

In addition to online information databases for sharing knowledge, companies can create communities of practice, which are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis. To make these communities of practice work, however, it's important to maintain strong human interactions through communication using such essential tools as interactive Web sites, e-mail, and videoconferencing. In addition, these groups face the same communication problems that individuals face-filtering, emotions, defensiveness, overdocumentation, and so forth. However, groups can resolve these issues by focusing on the same suggestions we discussed earlier.

What Role Does ilonirn,;nicaiion Play in Custom*r Service? You've been a customer many times; in fact, you probably find yourself in a customer ser- vice encounter several times a day. So what does a customer service encounter have to do with communication? As it turns out, a lot! What communication takes place and how it takes place can have a significant impact on a customer's satisfaction with the service and the likelihood of being a repeat customer. Managers in service organizations need to make sure that employees who interact with customers are communicating appropriately and effectively with those customers. How? By first recognizing the three components in any service delivery process: the customer, the service organization, and the individual service provider.a3 Each plays a role in whether communication is working. Obviously, manag- ers don't have a lot of control over what or how the customer communicates, but they can influence the other two.

An organization with a strong service culture already values taking care of customers- finding out what their needs are, meeting those needs, and following up to make sure that their needs were met satisfactorily. Each of these activities involves communication, whether face-to-face, by phone or e-mail, or through other channels. In addition, commu- nication is part of the specific customer service strategies the organization pursues. One strategy that many service organizations use is personalization. For instance, at Ritz-Carlton Hotels, customers are provided with more than a clean bed and room. Customers who have stayed at a location previously and indicated that certain items are important to them-such as extra pillows, hot chocolate, or a certain brand of shampoo-will find those items waiting in their room at arrival. The hotel's database allows service to be personalized to customers' expectations. In addition, all employees are asked to communicate information related to service provision. For instance. if a room attendant overhears guests talking about celebrat- ing an anniversary, he or she is supposed to relay the information so something special can

communities of practice Groups of people who share a concern, a set 0f problems, or a passion about a topic and who

deepen their knowledge and expertise in that area

by interacting on an ongoing basis

be done.44 Communication plays an important role in the hotel's customer personalization strategy.

Communication also is important to the individual service provider or contact employee. The quality of the interpersonal interaction between the customer and that contact employee does influence customer satisfaction, especially when the service encounter isn't up to expecta- tions.45 People on the front line involved with those "criti- cal service encounters" are often the first to hear about or notice service failures or breakdowns. They must decide how and what to communicate during these instances. Their ability to listen actively and communicate appro- priately with the customer goes a long way in whether the situation is resolved to the customer's satisfaction or spirals out of control. Another important communication concern for the individual service provider is making sure that he or she has the information needed to deal with cus- tomers efficiently and effectively. If the service provider

Communication is an important part of the customer service strategy of Metro Bank in London. Recogmzrng that low communication takes place has a great

impact on customer satisfaction, the bank expects all employees to greet guests wrth a smile and a fnendly greeting and teaches them how to treat gruests with warmth, courtesy, and respect.

Facundo Arrizabalaga/EPA,/Newscom

410 Parr 4 Leading

Want to vent about your boss or your company?

Now, there are apps to do just that: Yik Yak, Whisper and Memo, among others.aT ln these

apps, users post anonymous messages about

their employers. Giving and receiving feedback

can be a significant challenge for employees and managers. Yes, providing the opportunity for

employees to offer honest feedback about their managers and workplace is commendable. But

are apps that provide a platform for employees

to do just that, but anonymously, the answer?

lf your professor has assigned this, go to the As-

signments section of mymanagementlab.com

to complete these discussion questions.

S fatt About lt 5: How do these apps that let employees post anonymous feedback benefit employees? Managers?

iJ fatt About tt 6: What ethical dilemmas might arise because of these apps?

doesn't personally have the information, there should be some way to get the information easily and promptly.a6

How Can We Get Employee lnput Nokia's intranet soapbox, known as Blog-Hub, is open to employee bloggers around the world. There, employees have griped about their employer, but rather than shutting it down, Nokia managers want them to "fire away." They feel that Nokia's growth and success can be attributed to a "history of encouraging employees to say whatever's on their minds, with faith that smarter ideas will result."48

In today's challenging environment, companies need to get input from their employees. Have you ever worked somewhere that had an employee suggestion box? When an employee had an idea about a new way of doing something- such as reducing costs, improving delivery time, and so forth-it went into the suggestion box, where it usually sat until someone decided to empty the box. Businesspeople frequently joked about the suggestion box and cartoonists lam- basted the futility of putting ideas in the employee suggestion box. Unfortunately, this attitude about suggestion boxes still persists in many organizations, but it shouldn't. Managers do business in a world today where you can't afford to ignore such potentially valuable information. Exhibit 13-4 lists some suggestions for letting employees know that their opinions matter.

Why Should Managers Be C ted

F'

It's particularly important today that a company's communication efforts be ethical. li-.*irrr;rr: r;or*nri:nir;etion "includes all relevant infbrmation, is true in every sense, and is not decep- tive in any way."'50 On the other hand. unethical communication often distorts the truth or manipulates audiences. What are some ways that companies communicate unethically? It could be by omitting essential information. For instance. not telling employees that an impending merger is going to mean some of them will lose their jobs is unethical. It's also unethical to plagiarize, which is "presenting someone else's words or other creative product as your o*n."51 It would also be unethical communication to selectively misquote.

Exhibit 13-4 How to Let Employees Know Their lnput Matters

Hold town-hall meetingswhere information is shared and input solicited.

Provide informationabout what's going on, good and bad.

lnvest in training so that employees see how they impact the customer experience.

An alyze problems together- ma na gers a nd em ployees.

Make it easy toremployees to give input by setting up different ways for them to do so (online, suggestion box, preprinted cards, and so forth).

Source; Robbins, Stephen P, Coulter, Mary, Management, 13th Ed., O 2016, p.42'1. Reprinted and electronically reproduced by permission of Pearson Education, lnc., NewYork, NY

and Whv St

ethical communication Presented material that contains all relevant

information, is true in every sense, and is not

deceptive in any way

A 0uestion of Ethics

with Communicating Ethically?

would improve their communication skr.l]s, especially in clarity and transparency.+v

CHAPTER 13 . Managing Communication and Information 411

misrepresent numbers, distort visuals, and fail to respect privacy or information security needs. For instance, although British Petroleum attempted to communicate openly and truth- fully about the Gulf Coast oil spill, the public felt that much of the company's communica- tion had some unethical elements to it.

So how can managers encourage ethical communications? One thing is to "establish clear guidelines for ethical behavior, including ethical business communication."S2 In a global survey by the International Association of Business Communicators, 70 percent of communication professionals said their companies clearly define what is considered ethical and unethical behavior.s3 If no clear guidelines exist, it's important to answer the following questions:

Has the situation been defined fairly and accurately? Why is the message being communicated? How will the people who may be affected by the message or who receive the message be impacted?

. Does the message help achieve the greatest possible good while minimizing possible harm? Will this decision that appears to be ethical now seem so in the future? How comfortable are you with your communication effort? What would a person you admire think of it?sa

Remember that as a manager, you have a responsibility to think through your communication choices and the consequences of those choices. If you always remember that, you're likely to have ethical communication.

MyManagementLab@ Go to mymanagementlab.com to complete the problems marked with this icon Q.