Chapter 18 => Managing Interpersonal Relations and CommunicationAfter this chapter, one should be able to :Describe the interpersonal nature of organizationsDescribe the role and importance of communication in the manager’s jobIdentify the basic forms of communication in organizationsDiscuss informal communication, including its various forms and typesDescribe how the communication process can be managed to recognize and overcome barriersThe Interpersonal Nature of Organizations :A great deal of what managers do involves interacting with other people, both directly and indirectly and both inside and outside of the organization [Read pgs 514-515]Interpersonal Dynamics -At one extreme interpersonal relations can be personal and positiveThis occurs when two parties know each other, have mutual respect and affection, and enjoy interacting.Two managers who have known each other for years, play golf together on weekends, and are close personal friends will likely interact at work in a positive fashion.At the OTHER Extreme, Interpersonal Dynamics can be personal but NegativeThis is most likely when parties dislike each other, do not have mutual respect, and do not enjoy interactingSuppose a manager has fought openly for years to block the promotion of another manager within the organization; over the objections of the first manager, the other manager eventually gets promoted to the same rank, when the two of them interact, it will most likely be negative.Outcomes of Interpersonal Behaviors –Satisfaction of social needsInterpersonal relations serves as a solid basis for social supportGood Interpersonal Relations throughout an organization can also be a source of synergyPeople who support one another and who work well together can accomplish much more than people who do not support one another and who do not work well togetherAnother outcome, is Conflict – people may leave an interpersonal exchange feeling angry or hostileCommunication and the Manager’s Job :Most activities that a manager does involve communication; in fact managers usually spend more than half of their time on some form of communication;A Definition of Communication – The process of transmitting information from one person to anotherManagers attempt to communicate with subordinates regularlyEFFECTIVE COMMUNICATION -> the process of sending a message in such a way that the message received is as close in meaning as possible to the message intended;The Role of Communication in Management –Each of the ten basic managerial roles would be impossible to fulfill without communicationInterpersonal roles (Figurehead, Leader,Liaison) involve interacting with supervisors, subordinates, peers, and others outside the organizationDecisional roles (Entrepreneur, Disturbance Handler, Negotiator) require managers to seek out information to use in making decisions and then communicate those decisions to others.Informational roles (Spokesperson, Monitor, Disseminator) focus specifically on acquiring and disseminating informationCommunication is a pervasive part of all managerial activitiesThe Communication Process –The process of communication begins when one person (sender) [->] wants to transmit a fact, idea, opinion, or other information to someone else (the receiver) [->]this fact, idea, or opinion has meaning to the sender, whether it be simple or complexThe Next Step -> is to ENCODE the meaning into a form appropriate to the situation; the encoding process is influenced by the content of the message, the familiarity of send and receiver, and other situational factorsAfter the message has been encoded, it is TRANSMITTED through the appropriate channel or medium; the channel by which this encoded message is being transmitted to you is the printed page in the textbookAfter the message is received, it is DECODED back into a form that has meaning for the receiverNoise may disrupt communication anywhere along the way; can be the sound of someone coughing, a truck driving by, two people talking, etc;Forms of Communication in Organizations :Managers need to understand the several kinds of communication that are common in organizations today – these include Interpersonal Communication, Communication in Networks and Teams, Organizational Communication, & Electronic CommunicationInterpersonal Communication – two forms oral and writtenOral Communication – face-to-face conversation, group discussion, telephone calls, and other circumstances in which the spoken word is used to transmit meaningPrimary advantage of oral communication is that it promotes prompt feedback and interchange in the form of verbal questions or agreement, facial expressions, and gesturesOral Communication is also easy all the sender needs to do is talk;However, oral communication also has drawbacks, if speaker chooses wrong choice of words to convey meaning or leaves out pertinent details it may suffer from problems of inaccuracyWritten Communication – memos, letters, reports, notes, and other circumstances in which the written word is used to transmit meaningInformal Personal Communications :Nonverbal Communication – any communication exchange that doesn’t use words, or used words to carry more meaning than the strict definition of the words themselvesFacial ExpressionInflection and tone of voiceOnly a small portion of the message content is due to the words in the messageIt’s 35% Inflection and Tone, 55% Facial Expression, 7% Words in the MessageExample, of ‘Management Speak’ => in the video the manager was asked to state 5 changes he’s made, he never answered the question, there wasn’t any effective communication; he talked and he communicated but it wasn’t effective, there was no mutual understanding from sender to receiver.Management question : Emilia is allowed to approve expenditures under $10,000. If the amount is higher, she needs her boss’s approval this is an attempt to reduce ________ with the boss:A) JargonB) SemanticsC) OverloadD) Status DifferenceE) Power DifferencesChapter 11 => Basic Elements of OrganizingThe Elements of Organizing –Organizing – deciding how to best group organizational activities and resourcesOrganization Structure – The set of building blocks that can be used to configure an organization1) Designing Jobs –Job Design – the determination of an individual’s work-related responsibilitiesJob Specialization (Division of Labor) – the degree to which the overall task of the organization is