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Organizational Behavior: Solutions for Management
Paul D. Sweeney, University of Central Florida
Dean B. McFarlin, University of Dayton
Communicating and Negotiating Successfully

Chapter Objectives


1

Although good communication is important for both firms and individuals, its general quality is poor. There are several reasons for this, including the selective nature of communication itself and the many errors that can occur in passing on messages to others.

2

As a first step to improving communication, it’s important to understand that the medium matters. Accordingly, one needs to carefully choose between written, oral, nonverbal, and electronic methods of communication.

3

Communication can flow not only downward, but also upward and laterally in the organization. Plus, there are many informal channels that managers can use to their advantage (e.g., the grapevine).

4

Given all these different options, what’s the right medium to use? Nonroutine messages (e.g., mergers, layoffs) are best addressed by “rich” communication methods such as face-to-face conversations. More common or routine messages are best addressed by “leaner” methods, such as memos, bulletin boards or newsletters.

5

Interestingly, high-performing managers are able to adapt their communication methods to fit the nature of the message they want to send.

6

Even the best communicators can run into barriers, including both structural and organization barriers (e.g., gender, status) as well as personal obstacles (e.g., poor listening, lying).

7

Firms can improve communication by overcoming communication barriers that exist. Several key characteristics distinguish companies that do an excellent job of communicating – including having a management team that makes communication a top priority.




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