Understanding Organizational Behaviour

Oxford University Press Malaysia, 2009

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Ch8: 1

Communication
CHAPTER

Learning Objectives
In this chapter, you will understand:

What is communication?
Communication process.
How managers influence others through
communication
Organizational communication.
Barriers to organizational communication.
Communication in global organizations.
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8.1 What is Communication?

Communication refers to the exchange of
information and ideas between two parties.
It is not limited to only verbal communication
but entails all forms of communication
including non-verbal.
Communication can be broken down into
several phases linking the sender and
receiver.
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8.2 The Communication

Process
Basically, there are six phases in the
communication process.
Sender has
an idea

Sender
Encodes idea

Sender
transmits

Receiver
gives
feedback

Receiver
decodes
message

Receiver
gets
message

Source: Adapted from Thill, JV and Bovee, CL (2005),

Excellence in Business Communication, 6th ed., New York: McGraw-Hill.
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8.3

Types of Communication

8.2.1 Interpersonal Communication

8.2.2 Formal and Informal Communication
8.2.3 Internal and External Communication
8.2.4 Non-verbal Communication
8.2.5 Active Listening

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8.4

Influencing Others
Through Communication

Using communication wisely enable managers

to influence others to adopt their suggested
ideas.
Managers need to know the importance of
listening, speaking and interpersonal
communication.
Effective managers are able to use a wide
variety of media and strategies to communicate.
Informal listening, speaking and working in
groups are as important as writing formal
documents and giving oral presentations.
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8.4

Influencing Others Through

Communication (cont.)

Networking is also another important part of an

individuals life to be successful.
When managers learn to listen to their
employees, they will be able to act in
accordance and thus will eventually gain the
trust of these employees and it would be much
easier to work with these employees and gain
their support.

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8.5
Organizational
Communication
Organizational communication flows typically
in three directions: downward, upward and
horizontally.
It takes both the forms of formal and informal
communication.
Formal communication: Flow within the chain of
command, and normally, follows the
organizational chart.
Informal communication: Exists outside the
formally authorized channels and do not adhere
to organizations hierarchy.
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8.5.1

Communication Flows in
Organizations

Upward Communication
Problems and exceptions
Suggestions for
improvement
Performance reports
Grievances and disputes
Financial and accounting
information

Coordinate

Downward
Communication
Implementation of goals
and strategies
Job instructions and
rationale
Procedures and practices
Performance and feedback
Indoctrination

Horizontal Communication
Intra-departmental problem solving
Interdepartmental coordination
Change initiatives and improvements

Interpret

Influence

Source: Adapted from Richard L Daft and Richard M Steers, Organizations: A Micro/Macro Approach,
538.
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8.6 Communication Barriers

The communication process is complete only
when the receiver receives and understands the
message.
Anywhere along the process, the message can
be distorted due to the interruptions or noise.
These barriers include perceptual and language
differences, restrictive environment,
distractions, deceptive communication tactics
and information overload.
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8.6.1 Overcoming
Communication Barriers
Adopt an audience-centered approach
Foster an open communication climate
Commit to ethical communication
Create efficient messages

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8.8

Building Trust

To build trust, managers need to be open

by practising:
Open communication
Having dialogue sessions
Welcoming feedback from employees as well
as the public

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8.9

Communication Strategies
in Global Organizations

Open communication
Dialogue
Crisis communication
Feedback

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8.9.1

Open Communication

Open communication, according to Daft (2006),

means sharing all types of information
throughout the company, across functional and
hierarchical levels.
Open communication helps break down
conventional hierarchical barriers to
communication and thus organization can gain
benefit from employees ideas.

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8.9.2

Dialogue

One trend that is catching up all over the world is

having dialogue sessions between the top
management and the employees. Dialogue as Daft
(2006) explains, is a group communication process in
which people together create a stream of shared
meaning that enables them to understand each other
and share a view of the world.
Dialogue is different from a discussion in the sense
that the intent of a discussion is to deliver ones point
of view and persuade others to adopt it, while a
dialogue asks participants to suspend their
attachments to a particular point of view so that a
deeper understanding can take place within the
group.
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8.9.3
Crisis
Communication
With the repeated occurrences of crisis in
organizations, managers should develop skills
on how to communicate in times of crisis. Four
skills required:
Maintain your focus
Be visible
Tell the truth
Communicate a vision for the future
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8.9.4

Feedback

Feedback occurs when managers evaluate

employees and communicate back to help them
learn and improve in areas where they are
inadequate.
Successful managers focus their feedback to help
individuals develop their capacities, and teach them
how to better reach organizational goals.
By implementing the feedback system, employees
are able to learn from their mistakes and thus
improve their work.
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