Organizational Behaviour - Communication (Chapter 10)

Communication

The process by which information is exchanged between a sender and a receiver in work and general life.

Noise

Any factor that interferes with, gets in the way of, or hinders effective sender-receiver communication.

Thinking (Communication Model)

The sender-side stage where an individual determines their purpose, intent, what they wish to say, and what they hope the receiver will hear.

Encoding

The sender-side process of selecting words, artwork, media forms, and formats to package a message and increase the likelihood of it being understood.

Transmitting

The sender's chosen form of delivery used to convey a message, such as speech, video, email, or an in-person meeting.

Perceiving (Communication Model)

The receiver-side stage where the receiver selectively pays attention to certain incoming inputs or information while filtering out others.

Decoding

The receiver-side process of interpreting and making sense of a message, which is subject to personal errors, biases, and perceptual construction of reality.

Understanding (Communication Model)

The receiver-side stage where meaning is interpreted, encompassing what was fully heard, the takeaway message, and subsequent action taken.

Effective Communication

A state achieved when the right people receive the right information in a timely, efficient manner.

Chain of Command

The formal channels and lines of authority in an organization that dictate reporting relationships and who is supposed to talk to whom.

Organizational Chart

A pictorial diagram representing an organization's chain of command and lines of authority from senior leadership down to shop-floor workers.

Upward Communication

Information flowing from lower to higher levels in the organizational hierarchy, such as an engineer passing a new formula up to an R&D manager.

Horizontal Communication

Communication occurring across departments or between individuals at the same organizational level, such as an R&D manager speaking to a marketing manager.

Downward Communication

Information sent from higher managerial levels to subordinate levels, such as a vice president directing a plant manager to prepare manufacturing operations.

Voice

The constructive expression of disagreement or concern regarding work unit practices or organizational operations.

Psychological Safety

A shared belief within a group that the environment is safe for interpersonal risk-taking.

MUM Effect

The human tendency to avoid communicating bad or unfavourable news to others; stands for Minimizing Unpleasant Messages.

Grapevine

An organization's informal communication network that exists below the formal structure and reflects who actually talks to whom.

Rumour

An unverified belief or piece of information circulating informally across organizational channels.

Jargon

Specialized vocabulary or lingo used by job holders or members of specific occupations.

Nonverbal Language of Work

The transmission of messages through means other than speech or writing, classified into body language, office decor and arrangement, and clothing.

Low-Context Cultures

Cultures where information must be stated explicitly, primarily relying on the literal meaning of words rather than contextual cues.

High-Context Cultures

Cultures where a significant portion of message meaning is drawn from context, non