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Eastern International University

 BUS 314 Organisational Behaviour
Topic 9 Communication
Understanding people, processes, and performance in organisations.
 Learning Objectives
1. Explain how communication functions and
processes shape conflict outcomes.
2. Compare directions of communication
(upward, downward, lateral) for resolving
disputes.
3. Evaluate modes of communication (face-to-
face, written, digital, non-verbal) in conflict
contexts.
4. Assess how channel richness guides
method choice in sensitive situations.
5. Identify and address barriers (e.g., cultural,
misinterpretation, emotions) that escalate
conflict.
Once: workplace chats at the water cooler or around a
meeting table.

Now: hybrid work and digital tools (Slack, Trello,

Confluence, Google Drive).

E-mail is fading; apps and instant messaging dominate.

 Workplace Communication
Too Much of a Good Thing?
• The paradox:
• Benefits – speed, engagement,
collaboration, and idea
generation.
• Challenges – overload, stress,
constant disruption, potential
for bullying.
• Key question: Does more
communication always mean better
communication?

(Robbins & Judge, 2019)

Interpersonal
Communication
• Communication = process of sharing
meaning through oral, written, or non-verbal
channels.
• Perceptions, context, and medium can
amplify or distort meaning.
• Example: during COVID-19, hospitals used
digital/remote tools, altering the family’s
experience of critical information.
• Key point: It’s not just about sending
information but ensuring it is understood as
intended. (Robbins & Judge, 2019)
(Robbins & Judge, 2019)
 Directions of Communication

•Downward communication: Managers to employees (e.g.,

instructions).
•Upward communication: Employees to managers (e.g.,
feedback).
•Lateral communication: Among peers (e.g., collaboration).

(Robbins & Judge, 2019)

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 Direction of Communication
Downward communication: Communication
that flows from one level of a group or
organization to a lower level.
▪ Instruction and guidance
▪ Policy dissemination
▪ Performance feedback
▪ Motivation and Recognition
(Robbins & Judge, 2019)
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 Direction of Communication
Upward communication: Communication flows to a
higher level in the group or organization.
• Provide feedback to higher-ups, inform them of progress
toward goals, and relay current problems.
Example: employee satisfaction surveys,
company meetings, suggestion boxes

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 Activity
Rewrite this sentence in a more effective way.
“This is a horrible idea. I don’t think it will work”

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To engage in effective upward communication:
• Headlines not paragraphs
• Actionable terms
• Prepare an agenda to use your boss’s attention well

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 Direction of Communication
Lateral communication: communication occurs between members of the
same work group, members at the same level in separate work groups, or
any other horizontally equivalent

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 Lateral Communication
▪ Collaboration and Coordination
▪ Problem-solving
▪ Information Sharing
▪ Building Relationships
▪ Informal Communication
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 The Grapevine
The informal communication network in a group or
organisation is called the grapevine.

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 Grapevine
• Share
• Explain

• Respond
• Invite

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Managing the Grapevine: A 4-Step Approach
1. Share - Be proactive with information. Regularly update staff about key
decisions, changes, or challenges before the grapevine fills the gap. “We’d like
you to hear it from us first…”
2. Explain - Clarify the ‘why’ behind decisions. Transparency builds trust and
reduces the urge to speculate. “Here’s why this change is happening…”
3. Respond - Acknowledge rumours respectfully and factually. Avoid ignoring
or dismissing informal talk—address concerns directly. “We’ve heard some
confusion about this—let’s clarify…”
4. Invite - Encourage questions and dialogue. Create safe, structured spaces for
employees to voice doubts or ideas. “If you’re unsure about anything, feel free
to ask or speak with your manager.”

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Oral
Communication
❖ Synchronic vs. Asynchronic:
✓ Synchronous = live, immediate interaction (Zoom, face-
to-face).
✓ Asynchronous = delayed response (voicemail, recorded
video, Teams messages).
❖ Advantages: Most common form in organisations
✓ Rich in social cues (tone, emotion, gestures). (meetings, calls, speeches, video
conferences).
✓ Builds trust and engagement.
✓ Useful for persuasion and motivating others.
❖ Disadvantages:
✓ Can be time-consuming.
✓ Vulnerable to interruptions and “listener burnout.”
(Robbins & Judge, 2019)
When would you prefer a face-to-face meeting
instead of a written message?
Conversations & Listening
❑Conversations create shared
understanding and strengthen
group/team cohesion.
❑Listening = most important skill for
effective communication.
❑Active listening: sensing, processing,
responding in ways that show
understanding.
❑Reflective listening: paraphrasing,
clarifying, showing empathy.
❑Poor listening → missed information,
breakdown of trust, potential conflict.
(Robbins & Judge, 2019)
What’s harder in group work – speaking up, or
making sure you really listen? Why?
 Meetings
• Meetings = formal discussions, critical for
coordination, but often seen as wasteful.
• Research:
• 58% of employees report “wasteful” meetings.
• 92% report ineffective meetings harm
productivity.
• Zoom fatigue: constant video meetings cause
exhaustion and lower engagement.
• Yet: effective meetings improve job satisfaction and
team collaboration.
• Best practices:
• Clear agenda.
• Limit attendees to those who add value.
• Time discipline.
• Encourage equal participation. (Robbins & Judge, 2019)
 Written
Communication
• Includes emails, reports, newsletters, instant
messages.
• Strengths: quick, recordable, accessible across
time zones.
• Weaknesses:
• Overload (employees spend 3–5 hrs/day on
email).
• Interruptions → task-switching and reduced
performance.
• Lack of non-verbal cues → greater risk of
misinterpretation.
• Example: Emails can trigger anxiety (“inbox zero
(Robbins & Judge, 2019) pressure”) and disengagement.
 Instant Messaging & AI
❑ IM/texting: faster, more conversational than
email.
❑ Creates expectation of immediate replies,
increasing stress.
❑ Pros: quick updates, stronger sense of
connection.
❑ Cons: intrusive, “always-on” culture, distraction.
❑ AI/NLP (Natural Language Processing):
✓ Monitors email/text tone, mood, stress levels.
✓ Can be used for HR analytics (engagement,
burnout).
✓ Raises privacy/ethics concerns. (Robbins & Judge, 2019)
 Nonverbal
Communication

(Robbins & Judge, 2019)

 Cross-Cultural
Dimensions
• Cultures vary in communication styles:
• High-context (implicit, relational, indirect)
vs. Low-context (explicit, direct).
• Space & time: cultures differ in
perceptions of punctuality and physical
distance.
• Tone and silence: in some cultures, silence
= respect; in others, discomfort.
• Implication for OB: misinterpretations can
damage trust in multicultural teams.
(Robbins & Judge, 2019)
WHAT THE VIETNAMESE WHAT THE AMERICAN
WHAT THE VIETNAMESE MEANS
SAYS UNDERSTANDS
I disagree and do not want to
1.I’ve heard what you say He accepts my point of view
discuss it further
[Link]’s not very good That’s really, really bad That’s not so bad
[Link] is a very brave proposal You are insane He thinks I have courage
4.I was a little bit annoyed
I am very annoyed that It doesn’t really matter
that
[Link] interesting That is clearly nonsense They are impressed
Why do they think it was their
[Link]’s my fault It’s definitely your fault
fault?
It’s not an invitation, I’m just
[Link] must come for dinner He’s so nice! I have to come!
being polite
8.I only have a few minor Please rewrite completely and It was good, he doesn’t have
comments carefully what I’m going to say much to comment.
[Link] we consider some
I don’t like your idea at all They have not yet decided
other options
 Use meetings when…
• Setting structure, assumptions, or
expectations for a team.
• Evaluating group obstacles or brainstorming
solutions.
Choosing • Discussing sensitive issues (emotions,

Communication
misinterpreted messages).
• Reviewing milestones, goals, or behaviour
Methods issues.
• Exchanging ideas with back-and-forth
dialogue.
Example: Team kick-off meeting to align on
project deadlines.
Question: What’s the worst meeting you’ve
ever been in, and why? (Robbins & Judge, 2019)
 Use phone calls when…
▪ You need something urgently (within 30
mins).
Choosing ▪ Clarification requires tone/voice (not just

Communication
text).
▪ Emotional tone matters (e.g., showing
Methods empathy).
Example: Calling a colleague to confirm if a
client proposal has been sent.
Question: Have you ever received a phone
call that should have just been an email?

(Robbins & Judge, 2019)

 Use IM/texts when…
• Sharing quick updates on ongoing tasks.
• Asking short, noncritical questions.
• Sending extra information (“By the way…”).
Choosing • Sharing documents/links in real-time
Communication collaboration.
• Contacting when in-person/phone isn’t
Methods possible.
• Example: Messaging a teammate during
class: “Can you share the file in the group
drive?”
• Question: What happens when instant
messages are overused in group projects?
(Robbins & Judge, 2019)
 Use email when…
• Messaging multiple people at once.
• Confirming formal expectations or

Choosing
agreements.
• Sharing official documents or
Communication endorsements.

Methods
• Outlining procedures, strategies, or next
steps.
Example: Sending a follow-up summary with
action points after a meeting.
Question: Why do you think so many
workplace emails are ignored?
 Media Richness Theory
• Channels differ in ability to convey richness (multiple cues,
immediate feedback, personalisation).
• Richest: face-to-face → video conferencing → live speeches.
• Leanest: memos, reports, emails.
• Choice of medium affects clarity, emotional tone, and
engagement.
• Question: Have you ever seen an email chain that could have
been solved in a 2-minute video call?

(Robbins & Judge, 2019)

 Videoconferencing
• COVID-19 → massive surge in Zoom, Teams, Meet use (+90%).
• Benefits:
• Reduces travel costs.
• Builds team cohesion across distances.
• Enables live sharing of visuals & documents.
• Challenges:
• “Zoom fatigue.”
• Screen dominance (over-focusing on one person).
• Distractions & reduced non-verbal cues.
• Question: What’s the funniest or most awkward thing you’ve seen
happen on a Zoom call?
(Robbins & Judge, 2019)
 E-Collaboration & E-Learning
• Platforms: Google Classroom, Blackboard, Microsoft Teams,
Workplace.
• Functions: project sharing, peer collaboration, virtual teamwork.
• Benefits: flexible, accessible, scalable.
• Challenges:
• Motivation and attention lower online.
• Quality depends on tech access and design.
• Example: MOOCs (Coursera, edX) used by millions worldwide.
• Question: What do you find harder — paying attention in online
classes, or in-person lectures? Why?
(Robbins & Judge, 2019)
References

Robbins, S., & Judge, T. (2019). Organizational Behavior (18th ed.). Upper
Saddle River, N.J: Pearson Prentice Hall.
 • Communication drives understanding, trust, and
performance in organisations.
• Channels: oral, written, non-verbal, digital — each
with strengths & weaknesses.
• Direction: upward, downward, lateral → shapes
how feedback and decisions flow.
Communication • Media richness: match the message to the right
channel.
Summary • Cross-cultural dimension: high-context vs. low-
context styles can lead to misinterpretation.
• Overuse → overload, stress, distraction; underuse
→ silence, disengagement.
• Key takeaway: Effective communication = choosing
the right method, at the right time, for the right
audience.
Thank You
[Link]