2019-04-01

MANAGEMENT CONCEPTS II

COMMUNICATING AT WORK (A)

2018 W Sem 2 Barbara Jacennik MC II 1

Based on

Adler, R.B., Elmhorst, J., Lucas, K. (2013).

Communicating at work. New York:
McGraw-Hill. (Part 1, Section 1)

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Choice of a communication channel

• The choice of a communication channel influences

the effects of communication
– is the message delivered fully as intended
– is the message delivered efficiently, or is
consuming a lot of resources, requiring large
investment of time and other resources

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Choice of a communication channel

• What is the right channel given a specific purpose,

target audience, and context?
• https://www.youtube.com/watch?v=XZb6eHdi_os
• 10 min

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Choice of a communication channel

• Factors that influence the effectiveness of a message

– Channel characteristics
– Desired tone of a message
– The organization’s culture
– Choice of one or multiple channels

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Channel characteristics

• Traditional means of communication

– In-person, telephone, written memo
• New technology means of communication
– E-mail, voice mail, faxes, instant messaging, video
conferencing, cell phones, pagers, texting, and
other
– Social media platforms: Facebook, Twitter,
Instagram, Snapchat, Whatsapp, Viber, Google
duo, Wkontaktie, Weibo (Chinese microblogging
website), Wechat, Hike

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Channel characteristics

• Richness of communication channel – amount of

information available in a given channel: facial
expression, tone of voice, eye and body movement
Face-to-face – rich channel
E-mail – lean channel
• Lean channels are efficient means of communication
(i.e. require low investment), but not effective when
a vocal tone and emotions are important aspects of a
message

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Channel characteristics

• Speed of communication channel

– How quickly the exchange of messages takes place
– Is there a time lag between the transmission and
reception of messages
– Is there a possibility of immediate feedback
• High speed, instantaneous channels
= synchronous communication
E.g. Face-to-face conversation, video chat,
telephone conversations
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Channel characteristics

• Low speed, a lag between the transmission and

reception of messages = asynchronous
communication
E.g. e-mail, interoffice memos, voice mail
• These channels are effective for less urgent messages
and messages that require more thoughtful
reflection on the part of the receiver

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Channel characteristics

• Control of communication process

– the degree to which one can manage the
communication process
• Different channels offer different type of control

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Channel characteristics

• Written channels – better control over the form of

expression of a message – spelling check and editing;
especially important if the content of a message is
very sensitive, and may cause a negative reaction
• In written channels the sender may have little control
over the way how the receivers read the message
and if they read them at all

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Channel characteristics

• In face-to-face channels the speaker has much more

control over the listener’s attention
• In a face-to-face channel one can interpret nonverbal
signals of understanding, or ask the conversation
partner to rephrase a message or answer questions

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Desired tone of a message

• Oral communication preffered

– when messages require a personal dimension – a
chance to enhance business relationship
– whenever visual support is needed
e.g. demonstration, photos, slides
– when there is a need for immediate feedback
e.g. question-and-answer sessions

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Desired tone of a message

• Written communication preferred
– when a formal tone is needed
– when precise and careful choice of words is
necessary
– when complicated ideas are being conveyed
– when one wants to conclude a conversation and
send a message that is a final word of the
discussion

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Desired tone of a message

• Written communication prefered
– when having a record of a message is useful, e.g.
sending confirming e-mails, creating minutes of a
meeting
– if one wants to express thoughtfulness or add a
personal touch – then a handwritten note of
thanks or sympathy can be used

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The organization’s culture

• The culture of an organization may favor some

communication channels over others
– E.g. preference of e-mails, voice mail, instant
messaging, or phone calls to the help desk
– One should consider the preference of
departments or individuals

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Choice of one or multiple channels

• Sometimes it is best to send a message using more

than one channel
• The redundancy adds up the best features of each
channel and increases the chances of a message
getting accross
• E.g. following-up a face-to-face exchange with an e-
mail that included extra information is more
persuasive than using a single channel
communication; a follow-up e-mail also enhances
the sender’s credibility

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Choice of one or multiple channels

• Choice of an optimal channel – one that is most

effective
– E.g. traveling across town to have a face-to-face
interaction is not efficient
– Video-chat or e-mail exchange is more efficient
and may be more effective if there is a time
pressure

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Communicating in and beyond organizations

• Communication networks – patterns of contact

created by the flow of messages among
communicators through time and space
• Two kinds of networks
– formal
– informal

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Formal communication networks

• Systems designed by management regulating who

should talk to whom to get a job done
– in small organizations simple networks
– in large organizations – complex networks
• Organizational charts
– Guidelines of who is reponsible for a given task
and which employees are responsible for others’
performance
– Visual presentation of optimal flows of
communication: downard, upward, and horizontal

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Downward communication

• Whenever superiors initiate messages to their

subordinates
– Job instructions (what to do)
– Job rationale (why to do it)
– Feedback (evaluation of performance)
– Indoctrination (company mission, values)
• Clear and direct downward communication – one of
te most important factors in job satisfaction

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Upward communication

• Messages flowing from subordinates to superiors

• Openness to employee opinions – a problem in many
companies
• Sam Walton, the founder of Walmart – „our best
ideas come from clerks and stockboys”

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Upward communication

Content
– Types of messages
– What subordinates are doing
– Unsolved work problems
– Suggestions for improvement
– How subordinates feel about each other and the
job

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Upward communication

• The most satisfied subordinates feel free to express

dissent (dissatisfactioin, critique) to their bosses
• Critical to the success of an organization
• Important but risky
• Some organizations have developed special systems
for upward communication, e.g. anonymous voice
mail system

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Upward communication

• The responsibility rests with the managers

• Greater chance that employees would report a bad
news when
– The employees have trust in supervisors
– There is a history in the organization of leaders
resolving problems

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Upward communication

• Methods to facilitate upward messages

– an open-door policy
– grievance procedures
– periodic interviews
– group meetings
– suggestion box
– informal contacts

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Horizontal communication

• Messages between members of an organization with

equal power
e.g. the same division, construction project,
departments of the same organization

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Horizontal communication

• Purposes
– Task coordination
– Problem solving
– Sharing information
– Conflict resolution
– Building rapport

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Informal communication networks

• Patterns of interaction based on friendships, shared

personal or career interests, and proximity
• How things get done in an organization
• Often not mapping the formal organizational chart

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Informal communication networks

• Functions of informal networks within organizations

– Confirming formal messages
– Expanding on formal messages
– Expediting official messages
– Contradicting official messages
– Circumventing formal channels

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Personal networking

• The process of deliberately meeting people and

maintaining contacts to get career information,
advice and leads, and in turn to help others
• E.g. using social media networks (LinkedIn, Facebook,
etc.)

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Your elevator speech

Guidelines
1. State your name and your current job title or position.
2. Describe some personal strenghts or distinguishing
information.
3. Depending on your audience, state what can you do
for others or ask for their help.
4. Indicate how the person can get in touch with you or
how you plan to contact this person.
Source:
• Adler, Elmhorst, Lucas (2013), p. 21

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Your elevator speech

• VIDEO
• https://youtu.be/y1Y02_oZP8U

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Reference

• Adler, R.B., Elmhorst, J., Lucas, K. (2013).

Communicating at work. New York: McGraw-Hill.
(Part 1, Section 1)

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