Chapter 2- The Model of Strategic Communication

4 ways to determine whether a channel is high or low in richness

- the capacity for obtaining immediate feedback from the receiver - the ability to transmit multiple communication cues such as facial expressions, body language, appearance, and dress - the shaping or tailoring of messages for the specific situation - language variety, or the ability to use a wide range of word choices

steps of goal setting

-identify the problem -map out a strategy -set a performance goal -identify the resources necessary to achieve goals -recognize contingencies that may arise -obtain feedback

surveys of business people suggest that these are the most effective modes of communication

1. presenting information through both oral and written channels 2. presenting information to a group of orally 3. presenting information to each member of a group in written form 4. posting information on a bulletin board 5. making no presentation of information in either oral or written form but instead allowing informal channels to pick up the slack

virtual organization

a physical structure of this organization doesn't exist in one location-- the organization is structured through telecommunications or remote locations

openness

a receiver-oriented concept: it focuses on being receptive and responsive to information from others. an open organization promotes communicative responsiveness among people at different levels of authority and responsibility.

horizontal communication

consists of messages exchanged at the same hierarchal level in an organization that is typically focused on relationships

upward communication

consists of messages from subordinates to superiors

downward communication

consists of messages from superiors to subordinates

organizational structure

consists of the actual environment where the organization is located.

goal setting

each communication situation can be approached as a goal-setting activity. You will be more likely to succeed in your communication if you set clear and appropriate goals for yourself

values

the principles and ideas that people or organizations strongly believe in and consider important

informal networks

frequently open up outside of official paths of communication. often called the grapevine, informal networks are a substitute for formal downward, upward or horizontal communication.

tall organizations

have a large number of hierarchal levels. a good example of this is banks.

flat organizations

have few hierarchal levels. they place a large number of employees at the same level and do not rank most jobs as being "above" or "below" other jobs in the organization.

situational knowledge

information that you have (or can collect) about the requirements for successful communication in a particular context

external communication

messages that are exchanged between the organization and its environment

causes of communication anxiety

novelty, formality, subordinate status, conspicuousness, large groups, lack of skill, past experiences, evaluation

communication climate

one aspect of character. climate is a function of the interactions and social processes that occur in the workplace. climate can change depending on how communication changes in the organization.

4 aspects of the strategic communication model

situational knowledge goal setting communication competence anxiety management

problems of horizontal communication

territoriality, specialization, and lack of motivation

channel richness

the ability of a communication channel to handle information or convey the meaning contained in a message,

anxiety management

the ability to control nervousness, fear, stress, and worries associated with a communication event.

messages

the ideas you wish to communicate. whether instructive, informative, persuasive, humorous, complimentary, or critical, a message must be effective and appropriate to be competent.

channels

the media that carry messages to receivers

communication competence

when you plan communication strategically, you choose a number of factors-- such as type of message, type of channel and style of delivery-- that demonstrate your understanding of the organization's values and needs. this is also a component of adapting to situational demands