Lecture 6A:

Communication (Chp 10)

Maryam Niazi
OB / HRM (MGT 302)

Lecture
Outline
Describing

the communication process

Differentiating formal & informal
communication channels
Contrasting upward, downward & lateral
communication
Contrasting oral, written & non verbal
communication
Contrast formal communication networks &
grapevine
Identify common barriers to effective
communication
OB/HRM - Maryam Niazi

Communicati
on
The

transfer and understanding

of meaning from one person to
the other is defined as
communication

OB/HRM - Maryam Niazi

Elements of the
Communication Process
The

sender

Encoding
The

message

The

channel

Decoding
The

receiver

Noise
Feedback
OB/HRM - Maryam Niazi

The Communication Process

Model

Communication Process
The steps between a source and a receiver that
result in the transference and understanding of
meaning
OB/HRM - Maryam Niazi

The Communication
Process

The

sender initiates a message by encoding a

thought
The message is the actual physical product from
the senders encoding
The channel is the medium through which the
message travels
- Formal channels are established by the
organization to transmit messages related to
the professional activities of members e.g
emails from managers to employees
- Informal channels emerge as a response to
individuals personal or social communication
needs e.g facebook
OB/HRM - Maryam Niazi

The Communication
Process

The

receiver is the object to whom the

message is directed
The receiver must decode the message;
message translation into an understandable
form
Communication barriers that distort the
clarity of the message are defined as noise.
E.g information overload, cultural differences
The final link in the communication process
is the feedback loop; a check to ensure the
message has been received and understood
by the receiver
OB/HRM - Maryam Niazi

Direction
Direction of
of Communication
Communication

Upward

Downward Lateral

OB/HRM - Maryam Niazi

Communication Direction
Downward
-

Communication:
Between one level of an organization to a
lower level
E.g managers assigning goals to employees
Is not necessarily face to face e.g using
emails
Managers must explain the reasons why a
decision was made to gain employee support
They must also solicit upward
communication from the employees

OB/HRM (MGT 302) - Maryam Niazi

Communication Direction
Upward
-

Communication:
Flows to a higher level in the group or
organization
E.g employees giving feedback to managers

Lateral

Communication:
- Communication among members of same
work group, managers at the same level or
any other horizontally equivalent personnel
(+) Used to save time and facilitate
coordination
OB/HRM (MGT 302) - Maryam Niazi

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Interpersonal Communication
1. Oral Communication:
- Chief means of conveying messages e.g speeches,
meetings, grapevine
(+) Speed and immediate feedback
(-) Potential distortion if the number of message
recipients is large
2. Written Communication:
- Transmitted through written words e.g letters, emails
(+) Tangible and verifiable, Important for lengthy
communications e.g sending a marketing plan to
team
(-) Time-consuming, No immediate feedback, Careful
drafting of message is needed
OB/HRM (MGT 302) - Maryam Niazi

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Interpersonal Communication
3. Non Verbal Communication:
- Includes body movements, facial expressions,
physical distance between the sender and
receiver
- Body language conveys the a) extent of
individual liking for another person b)the
relative perceived status
Advantages: Supports other communications
and provides observable expression of
emotions and feelings
Disadvantage: Misperception of body
language or gestures can influence receivers
interpretation of message
OB/HRM (MGT 302) - Maryam Niazi

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Three Common Formal Small-Group

Networks

EEXXH
HIIBBII
TT113
113

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Organizational Communication
1. Formal Small-Group Networks:
- 3 networks: the chain, wheel and all channel
a) Chain: rigidly follows the formal chain of command
b) Wheel: relies on a central figure
c) All-Channel: all group active communication with each
other & characterized by self-managed teams
2. The Grapevine:
- Message transmission through rumours, used by 75%
employees
a. Not controlled by management
b. Perceived as being more believable & reliable by most
employees
c. Serves the self interests of people within it
3. Electronic Communication:
- Primary medium of communication today is electronic e.g
email, internet, video conferencing
OB/HRM (MGT 302) - Maryam Niazi

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Suggestions for Reducing the

Negative Consequences of
Rumors
1. Announce timetables for making
important decisions
2. Explain decisions and behaviors that
may appear inconsistent or secretive
3. Emphasize the downside, as well as the
upside, of current decisions and future
plans
4. Openly discuss worst-case possibilities
it is almost never as anxiety-provoking
as the unspoken fantasy
Source: Adapted from L. Hirschhorn, Managing Rumors, in L. Hirschhorn
(ed.), Cutting Back (San Francisco: Jossey-Bass, 1983), pp. 5456. With
permission.

EEXXH
HIIBBII
TT115
115

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Barriers to Effective Communication

Filtering:
-

Sender purposely manipulates information

so it will be seen favourably by the receiver
e.g. Telling boss what he would like to hear

Selective

Perception:
- Receivers selectively see and hear based on
their needs, motivations, experience,
background e.g thinking that female
applicants prefer family to work

OB/HRM (MGT 302) - Maryam Niazi

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Barriers to Effective Communication

Information
-

Overload:
Occurs when the information to work with
exceeds an individuals processing capacity
e.g simultaneously handling mails, meetings,
messages and phone calls
Some information tends to get selected,
ignored or even forgotten

Emotions:

- Receivers feelings at the time of

communication influences his / her
interpretation e.g same message interpreted
differently when you are angry than happy
OB/HRM (MGT 302) - Maryam Niazi

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Barriers to Effective Communication

Language:
-

Words mean different things to different

people e.g skeds used for schedules

Communication
-

Apprehension:
Refers to communication anxiety
Communicators prefer to use, e.g oral
communication than written communication

OB/HRM (MGT 302) - Maryam Niazi

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Silence as Communication
Absence

of Speech or Noise

Powerful form of communication

Can indicate:
Thinking
Anger
Fear

Watch for gaps, pauses, and

hesitations in conversations

OB/HRM - Maryam Niazi

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ConcepTest: Communication
Joe has a comment to
give to his boss, so he
sends him an email. This
is an example of
___________
communication.

1) Lateral
2) Nonverbal
3) Downward
4) Upward
5) Not sure

The answer is upward communication. Joe is sending a comment or

feedback upward to his boss.

ConcepTest: Communication
Yikes! Youre talking to a
group, presenting all of the
latest research on the drug
youre responsible for selling,
and you see their eyes glazing
over. Youre very energetic--you know youre not boring to
listen to. Yet, you feel as
though your facts are not
soaking in to your audiences
brains. You suspect they are
suffering from _______ .

1) Language differences
2) A bad day
3) Information overload
4) Filtering
5) Not sure

Information overload is one of the most common barriers to effective

communication. Our brains can only absorb so much, and literally they
get too full to process or absorb any more information.

ConcepTest: Communication
Just yesterday, Lisa had to
deliver some very sensitive
and ambiguous news to her
colleagues. Rather than
putting it in a memo, she
decided to deliver it face to
face. Lisa chose the
appropriate _______.

1. Day
2. Words
3. Channel
4. Encoding
5. Receivers

Lisa chose the appropriate channel to deliver her message. A

channel is the medium through which communication travels.

ConcepTest: Communication
The person at the end of the
communication model is
called the:

1. Receiver
2. Sender
3. Messenger
4. Noisemaker
5. Channel

The person at the end of the communication process is called the

receiver.

ConcepTest: Communication
When you spoke to Henry
the other day, he kept
looking away and playing
with his pen. Henry,
through his ___________
communication, didnt
seem interested in your
thoughts.

1. Written
2. Verbal
3. Nonverbal
4. Oral
5. Not sure

Henry was displaying nonverbal communication that

indicated he wasnt interested in the conversation.

ConcepTest: Communication
When Helen offers
feedback to a
teammate, she is
engaging in __________
communication.

1. Lateral
2. Upward
3. Downward
4. System
5. Objective

Because the person receiving the feedback is a peer of

Helens (her teammate), the communication is considered
lateral.

ConcepTest: Communication
Melissa is a supervisor
who periodically asks her
subordinates what they
like about her leadership,
what they dislike, and if
they have any suggestions
for her. She is seeking
__________ feedback.

1. Lateral
2. Upward
3. Downward
4. System
5. Objective

Melissa is seeking upward feedback from her

subordinates.

ConcepTest: Communication
The grapevine in an
organization is what kind
of organizational channel
of communication.

1. Formal channel
2. Upward channel
3. Downward channel
4. Informal channel
5. Written channel

The grapevine is an informal channel, or network, of

communication in organizations.

ConcepTest: Communication
When someone hears
only what they want to
hear, it may be due to:

1. Selective perception
2. A bad attitude
3. Impaired hearing
4. Encoding
5. Channels

We tend to hear only what we want to hear due to our selective

perception which filters away things that dont seem relevant to us.

Lecture 6B :
Leadership (Chp 11)

Maryam Niazi
OB / HRM

Lecture Outline
Leadership versus Management
Theories of Leadership:
a.Trait
b.Behavioural
c.Contingency
d.Contemporary Approaches

OB/HRM - Maryam Niazi

30

What Is Leadership?
Leadership
The ability to influence a group
toward the achievement of goals
Can be formal or informal

Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
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Leadership Versus
Management

Organizations need both; strong

leadership & strong management
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Paradigms for Leadership

Research have changed over
the years

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Paradigms for Leadership

Research have changed over
the years

OB/HRM - Maryam Niazi

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Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social, physical,
or intellectual traits to
differentiate leaders from
non leaders

Leadership Traits
Extraversion
Conscientiousness
Openness
Emotional
Intelligence
(Qualified)

Agreeableness

OB/HRM - Maryam Niazi

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Trait Theories
Limitations
No universal traits found that predict
leadership in all situations
Better predictor of the appearance of
leadership than distinguishing effective and
ineffective leaders

OB/HRM - Maryam Niazi

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Trait Theories
Traits

(examples)

Extraversion
Conscientiousness
Openness

Assumption: Leaders
Goal: Select leaders
Problems

are born

Traits do not generalize across situations

Better at predicting leader emergence
than leader effectiveness

OB/HRM - Maryam Niazi

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Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from non-leaders

Behavioral Theory
Leadership behaviors can be
taught.

vs.
Trait Theory
Leaders are born, not made.
OB/HRM - Maryam Niazi

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Behavioral Approach
Ohio

State Studies/University of
Michigan
Initiating Structure/Production
Orientation
Consideration/Employee Orientation

Assumption:

Leaders can be trained

Goal: Develop leaders
Problem: Effective behaviors do not
generalize across situations.
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Ohio State Studies

Initiating Structure (Task Behaviour)
The extent to which a leader is likely to define
and structure his or her role and those of
subordinates in the search for goal attainment

Consideration (Relationship Behaviour)

The extent to which a leader is likely to have job
relationships characterized by mutual trust,
respect for subordinates ideas, and regard for
his/her feelings
OB/HRM - Maryam Niazi

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University of Michigan
Studies

Employee-oriented Leader

Emphasizing interpersonal relations; taking a

personal interest in the needs of employees and
accepting individual differences among members

Production-oriented Leader
One who emphasizes technical or task aspects
of the job

OB/HRM - Maryam Niazi

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The Managerial Grid

(Blake and Mouton)

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Contingency Theories
All

Consider the Situation

o Leader Member Exchange Theory

(LMX)

OB/HRM - Maryam Niazi

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Leader-Member Exchange
Theory
Leader-Member Exchange (LMX) Theory
Leaders select certain followers to be in
(favourites) based on competence and/or
compatibility and similarity to leader
Exchanges with these in followers will be
higher quality than with those who are out
Result: In subordinates will have higher
performance ratings, less turnover, and greater
job satisfaction.

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Leader-Member Exchange
Theory

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Charismatic Leadership
Followers

make attributions of
heroic or extraordinary leadership
abilities in leaders
They possess qualities such as:
a.Vision
b.Personal Risk
c.Sensitivity to Follower Needs
d.Unconventional Behaviour
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Transactional vs
Transformational Leadership
Transactional

leaders motivate
followers in the direction of
established goals by clarifying task
requirements
Transformational leaders inspire
followers to transcend their own selfinterests for the good of the
organization
Both complement each other
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Key Takeaways

Communication is a vital component of

organizational behaviour.

Many forms of communication exist.

Barriers to communication must be avoided.

Leadership and management are not the

same thing.

Charismatic leaders inspire followers.

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Mid Exam
Exam

Pattern:
Obj (MCQs, T/F)
Subj (Terminology, Q/A)

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Case Presentation
Presentations

of CS_05

Glossary

Communication Process
Sender
Encoding
Decoding
Noise
Channel
Feedback
Formal/ Informal
communication
Upward, downward,
lateral communication
Filtering
Selective Perception
Information Overload
Communication
Apprehension

Leadership
Management
Trait Theories
Behavioural Theories
Transactional Leadership
Transformational
Leadership
Charismatic Leadership