Toward More Effective Communication

Describe the communication model and the roles of senders and receivers.

     The communication model comprises four components: encoding,  channel selection, decoding, and feedback. It is the responsibility of a sender to encode information, selecting words, symbols, phrases, or appropriate gestures to form a clear message. Then a channel is chosen to transmit the message. This channel may be a telephone, memo, conversation, computer printout, or other medium. Next, a receiver must decode the message, interpreting what he or she hears or sees and giving meaning to the message. Finally, a receiver provides recognition&-feedback to the sender acknowledging that what was sent was received and understood.

Identify and discuss communication problems in organizations.

     Organizations have two categories of communication problems. The first stems from "interpersonal " relationships in which managers and their employees  share information about work, objectives, and activities. Interpersonal problems result from poor semantics, physical and perceptual noise, stereotyping, filtering, obfuscation, polarization, jaundiced viewpoints, and divergent attitudes. The second category of problem originates in "organizational" relationships and the patterns that emerge between strata and among different departments and functions. When formal communication channels are vague or when managers misuse them, crucial information about company activities is ineffectively communicated or not communicated at all. Poorly defined horizontal channels between departments and peers or staff and line managers also lead to communication problems.

Explain how perceptions and attitudes mold communications.

     Communication is more than words. Communication enhancements, such as body language, give clues that help listeners interpret the words. People have perceptual barriers that prevent them from hearing and interpreting messages correctly a different perspective from that of the communicator, internal distractions and preoccupations, a tendency to filter out unpleasant information. Attitudes, or predispositions to respond in certain ways to certain people and ideas, also affect people's interpretations of communications. Managers who communicate clearly and identify and adapt to the attitudes of their employees will develop in their subordinates a willingness to listen and cooperate toward attaining mutual goals.

Explain how communication problems occur for managers working in a cross&-cultural environment.

     Language differences present obvious difficulties in exchanging messages, and sometimes the same words have different meanings in different cultures. Encoding and decoding messages can also be difficult because the nonverbal information associated with communication significantly affects how  meanings are conveyed by senders and interpreted by receivers, and this type of information&-gestures, eye movements, facial expressions, voice inflections, and physical touching&-differs from culture to culture. Managers working overseas face these issues daily and become effective communicators only if they come to understand them. Managers who work from a domestic base and only trade or travel overseas have even greater difficulties because they are seldom able to gain an appreciation of foreign cultures and the difficulties of communicating to the people from those cultures.

Describe barriers to effective communication and how they affect organizational performance.

     There are several important barriers to effective communication including semantic differences, physical noise, perceptual noise, and screening. People also polarize information and have frozen evaluations. Stereotyping is the belief that certain people have attributes based on group characteristics such as sex, race, and ethnic backgrounds that make communication strained. Biases often 

lead to deliberate blocking of information, filtering, or manipulation of meanings.

Describe how managers can ensure more effective communications.

     From an interpersonal perspective, managers can become more empathic toward their employees by recognizing differences in attitudes, values, and personalities. By being active listeners and repeating messages, clarifying meanings, and giving constructive feedback, managers enhance their relationships with employees. Organizational communications can be improved through programs such as employee surveys, exit interviews, "managing by wandering around, " employee suggestion systems, and training and development efforts. Management can also enrich company media with newsletters, meetings, social gatherings, and innovations such as simulation games.