OBM Ch. 11

Communication

The transfer and understanding of meaning

• Sender: the person giving the message

• Receiver: the person getting the message

• The channel, noise, and feedback can impact how the message is sent or received.

Chain

Follows a strict hierarchical, top-down or linear path (e.g., A → B → C); it is slower as there is one person who is the main sender and receiver of all information in an organization (top manager, mid-level, low).

• e.g.) If you are at the lowest level in the chain, you have to contact a mid-level manager, and then they take what you’ve said and relay it to the top manager, and then the information comes back down to you through the ranks.

Wheel

Highly centralized, where a central leader communicates directly with all team members, ensuring rapid, fast, and centralized decision-making

Channel Richness

The amount of information that can be transmitted during a communication episode.

• Rich: handle multiple cues simultaneously, facilitate rapid feedback, very personal (e.g., face-to-face)

• Lean: score low on all rich factors listed above (e.g., memos/letters)

• The choice of channel depends on whether the message is routine. Routine messages tend to be straightforward and have a minimum of ambiguity. Choose face-to-face communication when you need to gauge the receiver’s receptivity.

High-Context Cultures

Cultures that rely heavily on nonverbal and subtle cues in communication.

• e.g.) Japan, Kenya, Saudi Arabia, and India

• Implies more trust by both parties

• Oral agreements imply strong commitments

• Who you are is highly valued and heavily influences your credibility.

Low-Context Cultures

Cultures that rely heavily on words to convey meaning in communication.

• e.g.) U.S., Australia, Germany, and Denmark

• Contracts are written and precisely worded and highly legal.

• Value directness–managers must be explicitly and precise in conveying what they mean.