Copyright 2012 Pearson Education, Inc.

publishing as Prentice Hall

CHAPTER 15
Influencing and Communication
CHAPTER SUMMARY
Influencing is the process of guiding the activities of organizational members through the
performance of six primary management activities: (1) leading, (2) motivating, (3) considering
groups (4) communicating (5) understanding people, and (6) encouraging creativity and
innovation. Emotional intelligence deals with specific skills that enable managers have more of an
influence on others.
Communication is the process of sharing information with others. The communication activities
of a manager involve interpersonal communication which includes three elements: (1) the
source/encoder, (2) the signal, and (3) the decoder/destination. To increase the probability that
communication will be successful a manager should understand the barriers that inhibit
communication. To minimize communication macrobarriers, managers can: (1) limit the amount
of communication transmitted to subordinates; (2) make messages to subordinates as simple as
possible; (3) encourage subordinates to learn and understand foreign languages and cultures; and
(4) encourage managers to recognize that increased demands placed on them limit their own
communication with others . To minimize communication microbarriers, managers can: (1) be
aware of their attitudes toward destination; (2) try to monopolize their subordinates attention; (3)
be aware of their attitudes toward the source; (4) make messages specific; and (5) define their
words in messages. Feedback is the decoder/destination's reaction to a message. Feedback can be
either verbal or nonverbal. The Ten Commandments of Good Communication can be used to
evaluate personal communication effectiveness. Nonverbal communication may influence the
impact of a message more than verbal communication. Managers must avoid contradictory verbal
and nonverbal messages. Organizational communication is interpersonal communication within
organizations.
In general, there are three types of formal organizational communication: (1) upward, (2)
downward, and (3) lateral. By nature, organizational communication creates patterns of
communication among organizational members. One common pattern is serial transmission.
Informal organizational communication ignores the organization chart. The grapevine is the
network of informal organizational communication. The grapevine usually follows one of four
patterns: (1) the single-strand, (2) the gossip grapevine, (3) the probability grapevine, and (4) the
cluster grapevine. How managers deal with grapevines depends upon the specific organizational
situation in which managers find themselves. Strategies for encouraging formal organizational
communication include listening, sending clear messages, providing access to channels, and using
staff personnel.

LEARNING OBJECTIVES
1. An understanding of the relationship between influencing and emotional intelligence
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2. An understanding of interpersonal communication

3. A knowledge of how to use feedback
4. An appreciation for the importance of nonverbal communication
5. Insights into formal organizational communication
6. An appreciation for the importance of the grapevine
7. Some hints on how to encourage organizational communication

Chapters Target Skill

Communication Skill: the ability to share information with other individuals.
CHALLENGE CASE
JETSTAR AIRWAYS SOARS ON COMMUNICATION
As described in the Challenge Case, Jetstar CEO Bruce Buchanan understands the importance of
information flow within the organization. According to the case, Buchanan wants to build Jetstar
into a high-performing organization that processes information efficiently. This chapter emphasizes
the challenge of improving communication within organizations such as Jetstar and offers some
insight into how this challenge can be accomplished.
See all related teaching notes for Challenge Case in the Management Skill Activities

EXPLORING YOUR MANAGEMENT SKILL: PART 1

CHAPTER OUTLINE
I.

CHALLENGE CASE: JETSTAR AIRWAYS SOARS ON COMMUNICATION

A.

II.

The introductory case shows the importance that Buchanan attaches to

communication at Jetstar.

FUNDAMENTALS OF INFLUENCING
A. Defining Influencing
1. Influencing is the process of guiding the activities of organization members in
appropriate directions, involving six primary management activities: leading,
motivating, considering groups, communicating, encouraging creativity and
innovation and building corporate culture

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B.

C.

III.

The Influencing Subsystem (See Figures 15.1, 15.2)

1. The primary purpose of the influencing subsystem is to enhance the attainment
of management objectives by guiding organization members in appropriate
directions.
Emotional Intelligence
1. Emotional intelligence is the capacity of people to recognize their own feelings
and the feelings of others, to motivate themselves, and to manage their own
emotions as well as the emotions in relationships with others.

COMMUNICATION
A. Communication is the process of sharing information with other individuals.
B. Interpersonal Communication
1. How Interpersonal Communication Works
a. The source/encoder is the person who originates and encodes information to
be shared with another person.
b. The signal is a message that has been transmitted from one person to another.
c. A message is encoded information that the source/encoder intends to share
with others.
d. The decoder/destination is the person or people with whom the
source/encoder is attempting to share information.
e. Decoding is the process of converting messages back into information.
f. In all interpersonal communication situations, message meaning is a result of
decoding.
C. Successful and Unsuccessful Interpersonal Communication
1. Successful communication occurs when the information the source intends
to share and the meaning the destination derives from the transmitted
message are the same.
2. Unsuccessful communication occurs when the information the source
intends to share and the meaning the destination derives from the
transmitted message are different.
3. Barriers to Successful Interpersonal Communication
a. Macrobarriers
1. Communication macrobarriers are those barriers that hinder
successful communication in a general communication situation.
they include:
a. The increasing need for information
b. The need for increasingly more complex information
c. The reality that individuals in the United States are increasingly
coming into contact with non-English speaking individuals
d. The need for learning decreases time available for communication
b. Microbarriers
1. Communication microbarriers are factors that hinder successful
communications in a specific communication situation. They
include:
a. The sources view of the destination
b. Message interference is the stimuli that compete with the
communication message for the attention of the decoder/destination
c. The destinations view of the source
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D.

E.

F.

G.

d. Perception is an individuals interpretation of the message

e. Multimeaning words
Feedback and Interpersonal Communication
1. Feedback is the destinations reaction to a message.
a. Gathering and Using Feedback
1. Feedback can be either verbal or nonverbal.
2. To gather nonverbal feedback watch the destination's nonverbal
response to a message.
Achieving Communication Effectiveness
1. Note the "ten" commandments of communications:
a. Seek to clarify ideas before communicating.
b. Examine the true purpose of each communication.
c. Consider the total physical and human setting.
d. Consult with others when planning communications.
e. Be mindful of communication overtones.
f. Take the opportunity to convey something of value to the receiver.
g. Follow up your communication.
h. Communicate for tomorrow as well as today.
i. Make your actions support your communications.
j. Seek to understand, be a good listener.
Verbal and Nonverbal Interpersonal Communication
1. Verbal communication is communication using either spoken or written
words to share information with others.
2. Nonverbal communication is sharing information without using words to
encode thoughts.
3. When both verbal and nonverbal factors are present, nonverbal factors
may have more influence on the total impact of a message than verbal factors.
Interpersonal Communication in Organizations
1. Formal Organizational Communication
a. Types of Formal Organizational Communication
1. Downward organizational communication flows from one point on
an organization chart downward to another point on the chart.
2. Upward organizational communication flows from any point on an
organization chart upward to another point on the chart.
3. Lateral organizational communication flows from any point on an
organizational chart horizontally to another point on the chart.
b. Patterns of Formal Organizational Communication
1. Serial transmission involves passing information from one individual to
another.
2. Messages tend to become distorted as the length of the serial transmission
increases.
3. Serial transmission can also influence morale, the emergence of a leader,
and the degree to which individuals involved in the transmission are
organized and efficient.
2. Informal Organizational Communication
a. Informal organizational communication is communication that does not
follow the lines of the organizational chart.
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CLASS DISCUSSION HIGHLIGHT

Modern Research and Communication Skill
The Impact of Diversity on Organizational Communication in Foreign Subsidiaries
The authors that their hypothesis was indeed true, in that, diversity discouraged people from
communicating with each other. In particular, the author found that age, gender, and race
were the key diversity variables that prevented effective communication. Interestingly, all
the subjects were employed in sales. One would think that peoples functional loyalty would
help in communication and that fact that they are comfortable with the jargon of their
discipline would help them communicate better. It turns out that age, gender, and race
trumps functional loyalty. So, how would one prepare to communicate better? A key point
here is to be aware that diversity makes communication harder. This awareness should be
factored in while communicating across diverse groups.
3.

Patterns of Informal Organizational Communication

1. The grapevine is the network of informal organizational communication.
2. It springs up and is used irregularly within the organization.
3. It is not controlled by top executives, who may not even be able to
influence it.
4. It is used largely to serve the self-interests of the people within it.
5. The four most common grapevine patterns are (see Figure 15.8):
a.. Single-strand, tends to distort message most
b.
Gossip, informs everyone on grapevine
c.
Probability, random communication
d.
Cluster, only selected individuals get information
4. Encouraging Formal Organizational Communication
a. Listen attentively to messages that come through formal channels.
(See Table 15.2)
b. Support the flow of clear and concise statements through formal channels.
c. Ensure that all organization members have free access to the use of formal
communications channels.
d. Assign specific communication responsibilities to staff personnel who
could assist line personnel in spreading important information throughout
the organization.