communications and decision making

Communications and Decision Making

Chapter 17

John R. Walker

Introduction to Hospitality, 6eand

Introduction to Hospitality Management, 4e

Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker

© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved

Managerial Communication

• Personal face-to-face.

• Telephone.

• Mail/fax.

• Memos, reports, log books, & other internal/external written communication.

• Email, Internet web sites.



Communication

• The definition of communication is the exchange of information & meaning.

• The essence of communication is the exchange of information.

• Another important aspect of communication is understanding the meaning.



Types of Communication

• Interpersonal:– Between two or more people.

• Organizational:– All the different forms, networks, & systems of

communication that occur among individuals, groups, or departments within an organization.



7 Elements: Interpersonal

Communication Process1. The communication source

2. The message

3. Encoding

4. The channel

5. Decoding

6. Receiver

7. Feedback



Noise

• Part of the interpersonal communication process.

• Noise can consist of various activities going on in the background, sounds of machinery or coworkers, or as simple as static in the telephone line or illegible print.

• Noise is considered a constant disturbance in the communications process & the cause of distortions of the message.

Book TitleAuthor name


Communicating Interpersonally• When people are engaged in a conversation,

only a small fraction of the total message they share is contained in the words they use.

• A large part of the message is contained in gestures, postures, facial expressions, vocal elements, etc. (this may = 2/3 of the conversation).– Nonverbal– Body language– Verbal intonation



Barriers to Effective Interpersonal Communication• Perception

• Semantics

• Nonverbal communication:– Misinterpretations– Multicultural issues

• Ambiguity

• Defensiveness



Overcoming Barriers

• Use feedback:– Restate message for clarity.

• Active listening:– Listening for the total meaning.

• Avoid triggering defensiveness.

• Interpersonal Dynamics:– See next slide.



Overcoming Barriers• Interpersonal Dynamics:

– Have a great attitude toward your associates.– Treat them fairly, with respect, & establish a climate of

trust.– Include them in decision making. – Be sensitive to cultural differences.– Learn the best ways to communicate with your

associates. – Make sure that your associates know what is expected.– Actively listen to associates. – Involve your associates. – Train & develop associates so they can reach their full

potential!



Formal vs. Informal Communication

• Formal:– Used by managers to communicate job

requirements.– Follows chain of command.

• Informal:– Discussion may be job related but may not be

essential to performing job duties. – Does not follow chain of command.



Flow of Communication• Upward: takes place when superiors rely on

their subordinates for receiving information. – It flows upward from employees to managers.

• Downward: flows down from supervisor to employee.

• Lateral: takes place between the employees of a company who are on the same hierarchical level in the organization.

• Diagonal: takes place between employees who are on different hierarchical levels & in different departments of the organization.



Communication Networks• Chain: flows according to the existing chain of

command of an organization. – This includes downward as well as upward communication flow.

• Wheel: communication flows between a strong leader & each individual in a group or team. – In this network coworkers communicate solely with their leader.

• All-channel: freely flowing communication between all members of a group or team.

• The grapevine: one survey reported that 75% of employees hear about matters first through rumors on the grapevine!



Decision-Making Process

1. Identify & define problem.

2. Identify decision criteria.

3. Allocation of weights to criteria.

4. Development of alternatives.

5. Analysis of alternatives.

6. Selection of alternative.

7. Installation of alternative.

8. Evaluation of decision effectiveness.



Making Decisions

• Rationality: fully objective & logical.

• Bounded rationality: managers make decisions based on the decision-making process that is bounded, or limited, by an individual’s ability to gain information & make decisions.

• Intuitive decision making is a subconscious process of making decisions on the basis of experience & accumulated judgment. – Values- & ethics-based– Experience-based– Affect initiated-based– Cognitive-based– Subconscious-based



Types of Problems & Decisions

• Programmed: situations that recur on a regular basis.

• Non-programmed: nonrecurring & made necessary by unusual circumstances.

• Conditions under which decisions are made:– Certainty– Risk– Uncertainty



Decision-Making Styles

• Way of thinking: decision makers differ in their way of thinking; some are rational & logical, while others are intuitive & creative.

• Tolerance for ambiguity: managers with a high tolerance for ambiguity save a lot of time while making a decision. – These individuals are able to process many thoughts

at the same time.



Decision-Making Styles• 4 major decision-making styles:

– Directive: low tolerance for ambiguity, rational thinker, usually logical, & efficient.

– Analytical: large tolerance for ambiguity, require more information before making their decisions, & consider more alternatives.

– Conceptual: look at numerous alternatives, are typically very broad in their outlook, & focus is on the long run.

– Behavioral: work well with others, receptive to suggestions, concerned about the achievements of employees, commonly communicate through meetings, & try to avoid conflict.



Trends• Trends such as improving technology to aid

with communication are likely to continue.

• An integral part of management’s decision-making process is the management support system (MSS). – The MSS has two distinctive elements: the

management information system (MIS) & the decision support system (DSS).



The End

communications and decision making

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