Chapter 17--Managing Communication

Student: ___________________________________________________________________________

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Managers facilitate strategic conversations by using open communication, actively listening to others, applying the practice of dialogue, and using feedback for learning and change. True False

Managers spend !" percent of every #orking day doing desk #ork. True False

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Communication permeates every management function. True False

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Communication is the process by #hich information is transmitted from the speaker to the listener. True False

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The process by #hich information is e'changed and understood by t#o or more people is the definition of communication. True False

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)ithout feedback, communication is only a t#o-#ay process, sender to receiver and receiver to sender. True False

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The sender must encode the message and select a communication channel after developing the message. True False

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The process of encoding, the selection of a channel, the presence of noise, and the development of feedback are four of the factors involved in the communication process. True False

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Communication can break do#n if sender and receiver do not encode or decode language in the same #ay. True False

1" Face-to-face discussion is the richest channel, in terms of channel richness. . True False

11 For most #omen, talk is primarily a means to preserve independence and negotiate and maintain status . in a hierarchy. True False 1 . Men tend to use more submissive gestures #hen communicating #ith #omen such as tilting their heads #hile talking, lo#ering their eyes, or putting their hands in their laps. True False 1$ To inspire employees to achieve goals in today+s difficult economic environment, some male managers . are shifting to a more female-oriented communication style. True False 1% Team members, in decentrali,ed net#orks, must communicate through one individual to solve . problems or make decisions. True False 1& - decentrali,ed net#ork is a team communication structure in #hich team members freely . communicate #ith one another and arrive at decisions together. True False 1( Channel richness is the number of cues and the level of potential noise in a channel that is selected for . communication. True False 17 .esearch has found that communication channels differ in their capacity to convey information. . True False 1! .outine messages tend to be simple and straightfor#ard, such as conveying data or statistics. . True False 1* .esearch finds that the most effective #ay to persuade and influence others is by issuing directives. . True False " /y selecting rich channels managers can communicate nonroutine messages effectively. . True False 1 0mpersonal #ritten media, including flyers and bulletins, are the lo#est in channel richness. . True False

.outine messages typically are ambiguous, concern novel events and impose great potential for misunderstanding. True False

$ Managers connect #ith others, to persuade and influence, primarily by using impersonal #ritten media such as fliers and bulletins. True False % The choice of a communication channel can convey a symbolic meaning to the receiver.

. True False . & -n individual1s level of fear or an'iety associated #ith interpersonal communications is called communication apprehension. True False ( 0n a lo#-conte't culture such as the 2nited 3tates, disagreeing #ith a superior is considered . disrespectful and even disloyal. True False . 7 Conversation is a group communication process aimed at creating a culture based on collaboration, fluidity, trust, and commitment to shared goals. True False ! Creating a climate of trust and openness is the most important thing managers can do to enhance . organi,ation communication. True False * Forms of nonverbal communication include blushing, perspiring, glancing, crying, and laughing. . True False $" Formulating in your mind #hat you are going to say ne't is an important part of effective listening. . True False $1 /logs, running )eb logs that allo# people to post opinions, ideas, and information, provide a lo#-cost, . al#ays-fresh real-time link bet#een organi,ations and customers, employees, the media, and investors. True False $ . The receiver usually #ill give more #eight to behavioral actions than to verbal messages #hen verbal and nonverbal messages are contradictory. True False $

$$ - good listener is passive and laid back. . True False $% - poor listener listens to central themes. . True False $& - formal communication channel is a communication channel that flo#s #ithin the chain of . command. True False $( The topics covered in up#ard communication are indoctrination and implementation of goals and . strategies. True False $7 -n e'ample of up#ard communication is performance feedback. . True False $! 4erformance reports and suggestions for improvement are t#o types of up#ard communication. . True False $* 0nstant messaging is electronic communication that allo#s users to see #ho is connected to a net#ork . and share information instantly. True False %" 5ori,ontal communication is the lateral or diagonal e'change of messages among peers or co#orkers. . True False %1 The ma6or problem #ith do#n#ard communication is drop off, the distortion or loss of message . content. True False % . Types of information generally communicated up#ards include performance reports, suggestions for improvement, and performance feedback. True False %$ 4rocedures and practices are do#n#ard communication topics that define the organi,ation+s rules, . regulations, benefits, and structural arrangements. True False

%% 0nterdepartmental coordination refers to messages that take place among members of the same . department and concern task accomplishment. True False %& 5ori,ontal communication is particularly important in teaching organi,ations, #here teams of #orkers . are continuously solving problems and searching for ne# #ays of doing things. True False %( Messages that are designed to share information among teams and departments that can help the . organi,ation change, gro#, or improve are called change initiatives and improvements. True False %7 -c7uisition and cultivation of personal relationships that cross departmental, hierarchical, and even . organi,ational boundaries refers to personal net#orking. True False %! 8rapevine is a type of personal channel used in many organi,ations. . True False %* -n informal, person-to-person communication net#ork of employees that is not officially sanctioned . by the organi,ation refers to the grapevine. True False &" 3ocial media does not include blogs and #ikis. . True False &1 Many firms are using social media to connect #ith and listen to customers. . True False & . )hen facing a crisis, prompt and thoughtful communications counter confusion and replace it #ith confidence in the organi,ation1s leaders. True False

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99999 refers to dialogue across boundaries and hierarchical levels about the team or organi,ation1s vision, critical strategic themes, and values that help achieve important goals. -. Tactic al discus sion / 3trategic . conversation C . : . 0ntentional chat Calculated e'change

; :eliberate . talk

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Communication is defined by the te't as the process by #hich information is< -. sh are d. e'chan ged and underst ood by t#o or more people, usually #ith the intent to motivat e or influen ce behavio r. C recei . ved. :transm itted to others. ; store . d.

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99999 is necessary for communication to be considered t#o-#ay. -. M ess ag e Chan nel Feed back =oi se Circ uit

/ . C . : . ; . 7

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The receiver 99999 the symbols to interpret the meaning of the message. -. / . C. : . ; . enco des transmits decodes responds to must ignore

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)hich of the follo#ing, in the communication process, has the responsibility to decode the symbols and interpret the meaning of the message> -. 3end er .eceiver

/ . C Channel . :. Filter ; Middlem . an &!.

99999 and 99999 are potential sources for communication errors, because kno#ledge, attitudes, and background act as filters. -. ;ncodi ng, channe l ;ncoding, noise :ecoding, channel :ecoding, encoding :ecoding, noise

/ . C . : . ; .

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)hat are the key elements of communication> -. ;ncoding, message, and feedback / ;ncoding, noise, and symbols . C Message, circuit, and decoding . : Feedback, message, and . perception ; Feedback, circuit, and . perception

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?enna composes an email from home to her boss to inform him that she #ill be late getting to #ork that day. The act of composing an email involves #hich stage of the communication process> -. 3electing a channel / 3ifting through . noise C 4roviding feedback . : ;ncoding the . message ; :ecoding the . message

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3elina is meeting #ith her subordinate Mike for his annual performance revie#. -t the end of the revie#, Mike tells 3elina that he is confused about some things she said. /y asking 3elina to e'plain certain things in more detail, Mike is engaging in #hich component of the communication process> -. 3electing a channel / 3ifting through . noise C 4roviding feedback . : ;ncoding the . message ; :ecoding the . message

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- manager might use 99999 as a type of communication. -. meetings /. telephone conversations C. talking informally :. all of these ; meetings and telephone . conversations

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)hich communication channel #ould be most successful to inform managers of impending company-#ide layoff> -. Telep hone conve rsatio ns / Face-to-face . contact C . : . ; . ;lectronic media )ritten media =one of these

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@ne of the most important things that a manager can do for the organi,ation, according to the te't, is to< -. talk to their emplo yees. /create a climate of trust and openness. C listen to their employees. :ensure that production remains high. ; none of . these.

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Managers+ communication is 99999-directed, in that it directs everyone+s attention to#ard the vision, values, and desired goals of the team or organi,ation and influences people to act in a #ay to achieve the goals. - i . m a g e / id . ea C pur . pos e :com mun icati on ; ne . ed

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-ccording to M-=-8;.13 35@4T-AB in Chapter 17, some #ays to improve communication #ith a non-native ;nglish speaker include all of the follo#ing ;CC;4T< -. / . C . : . ; . keep your message simple. select your #ords #ith care. cover your mouth #ith your hand. speak slo#ly and carefully. fight the urge to shout.

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Compared to men, #omen tend to< -. use verbal language to e'hibit kno#ledge and skill. /. stare and point more. C en6oy demonstrating their . kno#ledge. : use their uni7ue conversational style to sho# involvement. ; value their position at center . stage.

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)hen intervie#ing prospective employees, 3amuel, a seasoned manager, often observes hand gestures, facial e'pressions, and use of space to gauge individuals+ personalities. These are all e'amples of< -. listening. / nonverbal . communication. C. empathi,ing. : direct . communication. ; nuance . communication.

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The learned behaviors associated #ith being male or female are referred to as< -. racial roles. / ethnocentri . sm. C plurality. . : stereotype . s. ; gender . roles.

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99999 are e'amples of channels #hich managers might choose to use #hen communicating #ith employees. -. =e# slette r, telep hone , and feed back /Telephone, electronic mail, and memo CTelevision, encoding, and letter :=ational ne#spapers and television ; -ll of . these

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)hen a group of #orkers have routine tasks to perform, a 99999 communication structure allo#s more time for the task to be completed. . li n e ar / cent rali ,ed Cdece ntral i,ed : gos . sip ; tea . m

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3haron is a part of a soft#are engineering team. 5er task is to develop a diagnostic program for the medical profession. This is a very comple' task. )hat type of communication structure #ould #ork best for her group> -. Aine ar Centrali, ed :ecentral i,ed Focused

/ . C . : . ; -ll of . these 7$.

99999 refers to a team communication structure in #hich team members freely communicate #ith one another and arrive at decisions. -. :ecent rali,ed net#or k Centrali,ed net#ork Ainear net#ork Circular net#ork 8ossip structure

/ . C . : . ; .

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- centrali,ed net#ork is one in #hich< -. team memb ers are free to intera ct #ith any of the team memb ers.

team members communicate through one individual to make decisions. team members communicate #ith an assigned partner. team members #ork independently and there is no need for communicatio n. ; none of . these. 7&. For comple' problems, aDnE 99999 net#ork is most effective for s#ift, accurate problem resolution. -. linear /. centrali,ed C. decentrali,ed :. all of these ; linear and . centrali,ed

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Aouise, a top-level manager at 0=F 0nc., has the difficult task of informing 1 employees that they are about to be laid off. )hich communication channel should Aouise use to break the ne#s> -. /. C . :. ; . Face-toface ;-mail 0nstant messaging Telephone 5and#ritten letter

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To be effective communicators, managers should< -. focus primarily on enhancing do#n#ard communication in the organi,ation. enhance lateral communication opportunities by encouraging teams. limit use of communication technology. strictly push for face-to-face communication.

/ . C. : . ; encourage the use of multiple channels of . communication. 7!.

99999 refers to the amount of information that can be transmitted during a communication episode. -. Cha nnel rich ness / ;lectron . ic mail C ;ncodi . ng :2p#ard commun ication ; Feedba . ck

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Channel richness refers to the< -. number of messages a channel can carry at one time. / speed in #hich messages can be carried. . C amount of information that can be transmitted during a communication episode. : number of channels available at any one . time. ; profitability potential of a proposed . channel.

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The capacity of an information channel is influenced by all of these e'cept<

-. the ability to es /. the ability to handle multiple cues simultaneously. C. the ability to facilitate rapid, t#o-#ay feedback. :. the ability to minimi,e costs. ; both the ability to establish a personal focus and the ability to . feedback. !1. )hich of these is the richest medium for communication> -. Tele phon e conv ersat ions / Face-toface contact C ;lectroni . c media : )ritten . media ; Foice . mail

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99999 does not focus on a single receiver, uses limited information cues, and does not permit feedback. -. /ulletin s / Telephone . conversations C . : . ; . Fideo conference Face-to-face contact - personal memo

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)hich of the follo#ing comprises the lo#est channel richness> -. ;le ctr oni c ma il / /ulle . tins CFaceto-face talk : Telep . hone ; Mem . os

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99999 referDsE to typically ambiguous, concern novel events, and impose great potential for misunderstanding. -. /. C. :. ; . =onroutine messages Channel richness .outine messages Feedback =onverbal communications

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)hen informing your staff of the date for the company picnic, a 99999 #ould be most practical and successful. -. memo /. telephone C video . conference : face-to-face . contact ; ne#spaper . notice

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Messages that convey data or statistics or simply put into #ords #hat managers already agree on and understand are referred to as< -. nonroutine messages. / routine messages. . C instant messages. . : grapevine . messages. ; 7ualitative . messages.

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The term 99999 is defined as Gan individual1s level of fear or an'iety associated #ith either real or anticipated communication.G -. leadership trepidation /. public consternation C anticipation nervousness . : communication medium . ; communication . apprehension

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)hat percentage of a manager1s time is spent in direct communication> -. / . C . : . ; . " perc ent 1"" percent &" percent !" percent %" percent

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-n e'ample of non-verbal communication is all of these e'cept< -. / . C. : . ; . postur e. facial e'pression. voice. #ritten memo. body language

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=on-verbal communication has the biggest impact #hen using 99999. -. video confere nce /. telephone C. formal letter : face to face . communication ; ne#spaper . article

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99999 is defined as communication transmitted through actions and behaviors rather than through #ords. -. Ferbal comm unicati on

/ @ral . communicati on C )ritten . communicatio n : =onverbal communicatio n ; ;lectronic . mail * . Most e'ecutives no# believe that important information flo#s from the< -. top do#n. /. bottom up. C diagonal level. . : hori,ontal level to diagonal level. ; internal to . e'ternal.

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The skills of 99999 re7uire receiving messages to accurately grasp facts and feelings to interpret the meaning of the message. -. co m m un ic ati on / liste . ning C man . agin g : rece . ption ; telli . ng

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Aistening is 99999 of effective communication. -. / . C . : . ; . 1" perc ent & percent %" percent &" percent 7& percent

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5ighly successful salespeople spend 99999 of a sales call letting the customer talk. . 1 &-

" p er c e nt /%"&" perc ent C("7" perc ent :. a ll ; no . ne *(. Beys to effective listening include all of the follo#ing ;CC;4T< -. /. C. :. ; . find areas of interest. listen for ideas. be responsive. have preconceptions. all of these are keys to effective listening.

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)hich of the follo#ing isDareE part of keys to effective listening> -. Aiste n for facts / Aisten for . ideas C /e passive, laid back : 5ave preconcept ions ; -ll of . these

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Characteristics of a good listener are someone #ho< -. / . C . : . ; . asks 7uestions, listens for facts, and avoids distractions. asks 7uestions, summari,es, and listens to central themes. sho#s interest, 6udges content, and has preconceptions. listens bet#een lines, starts to argue, and #orks hard. sho#s interest, #orks hard, and starts to argue.

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8ood listeners e'hibit all of the follo#ing characteristics ;CC;4T< -. askin g 7uest ions. / having preconcept ions. C tolerates . bad habits. :6udges content, not delivery errors. ; all of . these.

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)hen an electronic mail system is installed as part of the communication system, #hat element of the communication process is changed> -. / . C . :. ; . Cha nne l Messa ge 3ende r Filter .eceiv er

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99999 e'istDsE #hen organi,ations do not provide ade7uate up#ard, do#n#ard and hori,ontal communication. -. 3tat us and po# er diffe renc es :ifference s across departmen ts in terms of needs and goals C-bsence of formal channels :Commun ication flo# ; 3emanti . cs

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)hich of the follo#ing is described by the te't as a communication channel that flo#s #ithin the chain of command or task responsibility defined by the organi,ation> -. / . C . : . ; . Formal communica tion 5ori,ontal communication :o#n#ard communication 2p#ard communication :iagonal communication

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)hich of the follo#ing is the most familiar and obvious flo# of formal communication> -. /. C . : . ; . :o#n#ard communica tion 8ossips 5ori,ontal communication 2p#ard communication Fertical communication

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:o#n#ard communication is usually used to communicate information about all of the follo#ing ;CC;4T< -. indoctrinati on. /. procedures. C performance . feedback. : suggestions for . improvement. ; implementation of . goals.

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0nformation distortion or loss of message content is a ma6or problem #ith< -. up#ard communicati on. / formal communication. . C do#n#ard . communication. : informal . communication. ; hori,ontal . communication.

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Messages that appraise ho# #ell individuals and departments are doing their 6obs are called< -. 6ob instruc tions. / implementati on of strategies. C. practices. : performance . feedback. ; indoctrinatio . n.

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?ay, a divisional vice president of a consumer goods manufacturer, gives a presentation to all divisional employees to outline the company+s goals for the coming year. This is an e'ample of #hat type of organi,ational communication> -. / . C . : . ; . Firtual communica tion 8rapevine communication Aateral communication :o#n#ard communication 2p#ard communication

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3ilvia, a seasoned assembly line #orker at an automobile manufacturer, #ants to demonstrate to -llison, a ne# trainee, ho# her 6ob relates to other organi,ational activities. This encompasses #hich do#n#ard communication topic> -. 8oals /. 4ractices C 4erformance . feedback : . ; . 0ndoctrinatio n ?ob instructions

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)ill e'plains to his boss that his computer has a virus, and needs to be scanned and cleaned. This is an e'ample of #hich topic of up#ard communication> -. 4roblems and e'ceptions 3uggestions for improvement

/ . C. 4erformance reports :. 8rievances and disputes ; Financial and accounting . information 11".

99999 refers to messages designed to motivate employees to adopt the company1s mission and cultural values and to participate in special ceremonies. -. ?ob instru ctions / 0mplementati on of strategies C. 4ractices : 4erformance . feedback ; 0ndoctrinati . on

111.

Many organi,ations use suggestion bo'es, open door policies, and surveys to facilitate< -. / . C . : . ; . up#ard communica tion. do#n#ard communication. formal communication. informal communication. diagonal communication.

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2p#ard communication is usually used to communicate information about all of the follo#ing ;CC;4T< -. suggestion s for improveme nt. / performance reports. . C. indoctrination. : financial and . accounting information. ; grievance and . disputes.

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)hich of these is used for solving intradepartmental problems, interdepartmental coordination, and change initiatives and improvements> -. / . C . : . ; . :o#n#ard communica tion 5ori,ontal communication 2p#ard communication Fertical communication 0nformal communication

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99999 channels are channels that e'ist outside the formally authori,ed channels #ithout regard for the organi,ation1s hierarchy of authority. -. Management by #andering around / 2p#ard communication . C 4ersonal communication . : 5ori,ontal . communication ; :o#n#ard . communication

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:uring breaks at #ork, -lbert and :aphne talk occasionally about the problems that they are #orking on at #ork, in hopes that they can help each other out. This is an e'ample of #hat type of organi,ational communication> -. / . C . : . ; . Firtual communica tion Formal communication Aateral communication :o#n#ard communication 2p#ard communication

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.on, a ne# associate at /arkley and 3ons, is #orking to cultivate personal relationships #ith individuals outside of his department, in hopes that someday these relationships #ill help him succeed professionally. .on is developing #hich of the follo#ing> -. 0nformal channel of communi cation

/ 4ersonal . communication net#ork C @rgani,ational . grapevine :. Focus group ; Career path#ay . team

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99999 is the ac7uisition and cultivation of personal relationships that cross departmental, hierarchical, and even organi,ational boundaries. -. 4erso nal net# orkin g

/ The . grapevine C :ynamic relationshi p : =et#ork . nurturing ; Fundraisi . ng 11!. )hich of the follo#ing links employees in all directions, ranging from the president through middle management, support staff, and line employees> -. Manageme nt by #andering around Fertical communication :iagonal communication The grapevine 2p#ard communication

/ . C . :. ; .

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The grapevine is an important means of communication that e'ists in companies. Most of the information passed through the grapevine is< -. perso nal infor matio n. / vicious . gossip. C business. related. :destructive because it is not accurate. ; none of . these.

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)hat percent of the details passed through a grapevine is accurate> -. 1& to " perce nt / & to $& . percent C %" to (" . percent : 7" to *" . percent ; 1"" . percent

1 1.

-ccording to the te't, all of the follo#ing are #ays managers can improve their #riting skills ;CC;4T< -. #riting lengthy e'planations. /. respecting the reader. C. getting a second opinion. : kno#ing your point and get to it. . ; #riting clearly rather than . impressively.

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)hat kinds of skills are fundamental necessities in every part of a manager1s 6ob> -. @rga ni,ati onal / Communi . cation C. : . ; . M/)-nalysis 4unishme nt

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The four primary skills for communicating in a crisis include all of the follo#ing ;CC;4T< -. staying calm. /. being visible. C. getting the a#ful truth out. : communicating a vision for the future. . ; all of these are skills for communicating in a . crisis.

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)hich of the follo#ing is the best advice for #ritten communication that is highly important> -. 2se technolog y channels to distribute the message / 2se pretentious . language C. Beep it long :. 2se 6argon ; 8et a second . opinion

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Scenario - Amy Holmes @ne of the most talented managers to ever #ork at -/C 0nc. is -my 5olmes. Combining graciousness #ith high intelligence and creativity, -my has been successful in attracting and building a highly committed and competent division of employees. )hen intervie#ed by the national ne#s media for insight into her success, one of the topics that became a primary focus #as the challenge of communicating effectively. 0n selecting the best channel for comple' communication, -my suggests to select the richest channel possible. Characteristics that -my suggests a manager should recogni,e include all of these ;CC;4T #hich one>
a. b. c. d. e.

The channel1s ab The ability to facilitate rapid t#o-#ay feedback The ability to establish a personal focus for the communication The ability to clarify and rapidly reduce communication stereotyping -ll of these are valid characteristics of channel richness.

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Scenario - Amy Holmes @ne of the most talented managers to ever #ork at -/C 0nc. is -my 5olmes. Combining graciousness #ith high intelligence and creativity, -my has been successful in attracting and building a highly committed and competent division of employees. )hen intervie#ed by the national ne#s media for insight into her success, one of the topics that became a primary focus #as the challenge of communicating effectively. -my also agrees #ith the research that suggests that Gnonverbal messages convey thoughts and feelings #ith greater force than do our most carefully selected #ords.G =onverbal messages include all of the follo#ing ;CC;4T #hich one>
a. b. c. d. e. 4osture and dress Foice and mannerisms /lushing and perspiring -ll of these are included.

Facial e'pressio

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Scenario - Amy Holmes @ne of the most talented managers to ever #ork at -/C 0nc. is -my 5olmes. Combining graciousness #ith high intelligence and creativity, -my has been successful in attracting and building a highly committed and competent division of employees. )hen intervie#ed by the national ne#s media for insight into her success, one of the topics that became a primary focus #as the challenge of communicating effectively. -my believes that successful managers solicit and respond to up#ard communication. 0nformation that can be e'pected #ith up#ard communication includes all of the follo#ing ;CC;4T #hich one>
a. b. c. d. e. 4rocedures and 3uggestions for improvement Financial and accounting information 4erformance reports -ll of these are included.

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99999 can be defined as the process by #hich information is e'changed and understood by t#o or more people, usually #ith the intent to motivate or influence behavior. 9999999999999999999999999999999999999999

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99999 occurs #hen the receiver responds to the sender+s communication #ith a return message. 9999999999999999999999999999999999999999

1$ To 99999 a message is to select the symbols used to compose a message. ". 9999999999999999999999999999999999999999 1$ The 99999 is the tangible formulation of the idea that is sent to the receiver. 1. 9999999999999999999999999999999999999999 1$ To translate the symbols used in a message for the purpose of interpreting its meaning is called 99999. . 9999999999999999999999999999999999999999 $7

1$ )ithout 99999, the communication is one-#ay. $. 9999999999999999999999999999999999999999 1$ 99999 refers to messages sent through human actions and behaviors rather than through #ords. %. 9999999999999999999999999999999999999999 1$ -DnE 99999 is a team communication structure in #hich team members communicate through a single &. individual to solve problems or make decisions. 9999999999999999999999999999999999999999 1$ 0n aDnE 99999 net#ork, individuals can communicate freely #ith other team members. (. 9999999999999999999999999999999999999999 1$ The amount of information that can be transmitted during a communication episode is kno#n as 7. 99999. 9999999999999999999999999999999999999999 1$ 99999 is electronic communication that allo#s users to see #ho is connected to a net#ork and share !. information instantly. 9999999999999999999999999999999999999999 1$ 99999 messages are typically ambiguous, concern novel events, and impose great potential for *. misunderstanding. 9999999999999999999999999999999999999999 1% 99999 involves the skill of grasping both facts and feelings to interpret a message1s genuine meaning. ". 9999999999999999999999999999999999999999 1% 99999 channels are those that flo# #ithin the chain of command or task responsibility defined by the 1. organi,ation. 9999999999999999999999999999999999999999 1% 99999 refers to the messages and information sent from top management do#n to subordinates. . 9999999999999999999999999999999999999999 1% The ma6or problem #ith do#n#ard communication is kno#n as communication 99999. $. 9999999999999999999999999999999999999999 1% Formal 99999 includes messages that flo# from the lo#er to the higher levels in the organi,ation1s %. hierarchy. 9999999999999999999999999999999999999999 $!

1% 99999 communication is the lateral or diagonal e'change of messages among peers or co#orkers. &. 9999999999999999999999999999999999999999 1% Messages that take place among members of the same department and concern task accomplishments (. are called 99999. 9999999999999999999999999999999999999999 1% 0nterdepartmental messages that facilitate the accomplishment of 6oint pro6ects or tasks are called 7. 99999. 9999999999999999999999999999999999999999 1% Messages that are designed to share information among teams and departments that can help the !. organi,ation change, gro#, and improve are called 99999. 9999999999999999999999999999999999999999 1% 99999 channels e'ist outside the formally authori,ed channels and do not adhere to the organi,ation1s *. hierarchy of authority. 9999999999999999999999999999999999999999 1& The 99999 is an informal, person-to-person communication net#ork of employees that is not officially ". sanctioned by the organi,ation. 9999999999999999999999999999999999999999 1& Aist the three formal communication channels found in organi,ations. 1.

1& Aist the five types of up#ard communication. .

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1& /riefly describe the communication process. $.

1& :escribe the difference bet#een centrali,ed net#orks and decentrali,ed net#orks. %.

1& :escribe the concept of channel richness, specify the richest channel, and e'plain #hy it is so rich. &.

1& :efine nonverbal communication and briefly discuss its importance to communicating in (. organi,ations.

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1& )hat is do#n#ard communication and #hat are five topics generally included #ith do#n#ard 7. communication>

1& :escribe the three categories of hori,ontal communication. !.

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Chapter 17--Managing Communication Bey

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1$$. feedback 1$%. =onverbal communication 1$&. centrali,ed net#ork 1$(. decentrali,ed 1$7. channel richness 1$!. 0nstant messaging 1$*. =onroutine 1%". Aistening 1%1. Formal communication 1% . :o#n#ard communication 1%$. drop off 1%%. up#ard communication 1%&. 5ori,ontal 1%(. intradepartmental problem solving 1%7. interdepartmental coordination 1%!. change initiatives and improvements 1%*. 4ersonal communication 1&". grapevine 1&1. The three channels are D1E the up#ard communication channel, D E the do#n#ard communication channel, and D$E the hori,ontal communication channel. 1& . The five types of information communicated up#ard are D1E problems and e'pectations, D E suggestions for improvement, D$E performance reports, D%E grievances and disputes, and D&E financial and accounting information. 1&$. The communication process begins #ith the development of a message. The message is encoded into symbols that are then sent through a selected channel. The symbols are then received and decoded into a received message and then the response is sent as feedback and the communication process is completed. 1&%. Centrali,ed net#ork is a team communication structure in #hich team members communicate through a single individual to solve problems or make decisions. 0n a decentrali,ed net#ork, the communication structure allo#s team members to communicate freely #ith one another and arrive at decisions together. 1&&. Channel richness is the amount of information that can be transmitted during a communication episode. This is influenced by the ability to handle multiple cues simultaneously, the ability to facilitate rapid, t#o-#ay communication, and the ability to establish a personal focus for the communication. Face-to-face communication is the richest channel because it permits direct e'perience, multiple information cues, immediate feedback, and personal focus. 1&(. =onverbal communication refers to messages sent through human actions and behaviors rather than #ords. 3ources of nonverbal communication can include facial e'pressions, voice, mannerisms, posture, dress, and even office arrangements. These nonverbal sources can be more important than the actual #ords that are spoken. )hen verbal and nonverbal messages are contradictory, a receiver #ill usually give more #eight to the nonverbals. Managers must be sensitive to nonverbal sources #hen communicating and learn to coordinate their verbal and nonverbal messages. 1&7. :o#n#ard communication is those messages sent from top management do#n to subordinates. 0t normally includes D1E implementation of goals, strategies, and ob6ectives, D E 6ob instructions and rationale, D$E procedures and practices, D%E performance feedback, and D&E indoctrination. 1&!. 0ntradepartmental problem solving is messages that take place among members of the same department and concern task accomplishment. 0nterdepartmental coordination is messages that facilitate the accomplishment of 6oint pro6ects or tasks. Change initiatives and improvements are messages designed to share information among teams and departments that can help the organi,ation change, gro#, and improve.

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