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