Chapter 10 - Chapter10 I.WhatisCommunication .Thesender .

Info icon This preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 10 I. What is Communication? Communication  is the process by which information is exchanged between a sender and a receiver. The sender  must encode his or her thoughts into some form that can be transmitted to the receiver. The receiver must perceive  the message and accurately decode it to achieve understanding. Feedback involves yet another communication  episode that tells the original sender whether the receiver received and understood the message.  Effective  communication  occurs when the right people receive the right information in a timely manner. II. Basics of Organizational Communication There are a number of basic issues about organizational communication. A. Communication by Strict Chain of Command When communication flows in accordance with an organization chart, we say that communication follows along  the  chain of command  or lines of authority and formal reporting relationships. In  downward communication , information flows from the top of the organization toward the bottom. In  upward  communication , information flows from the bottom of the organization toward the top.  Horizontal  communication  refers to information that flows between departments or functional units, usually as a means of  coordinating effort. A lot of organizational communication follows the formal lines of authority shown on organizational charts. However,  the reality of organizational communication shows that the formal chain of command is an incomplete and sometimes  ineffective path of communication. B. Deficiencies in the Chain of Command Sticking strictly to the chain of command is often ineffective. Informal Communication. The formal chain of command fails to consider informal communication between members.  This type of communication might not benefit the organization since inaccurate rumours might be spread across the  organization. Filtering. At times, effective communication using the chain of command is inhibited by  filtering , which is the  tendency for a message to be watered down or stopped altogether at some point during transmission. Employees use  upward filtering to keep negative performance information out of their supervisor's hands. Supervisors use downward  filtering to play the "information is power" card. To prevent filtering, some organizations have an  open-door policy  in which any organizational member can  communicate directly with a manager without going through the chain of command. Managers may also wish to go  outside normal channels if information has broad applications.
Image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern