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manager is in the hierarchy, the less available lie or she seems to be to others. Rank or
status can make others timid and hesitant to communicate, or willing to communicate good
news only. Some people in high positions begin to imagine that they are something special,
an attitude that leads them to avoid listening to what subordinates have to offer.
7. Managers' Interpretations Managers, like everyone else, are people with biases,
stereotypes, values, needs, morals, and ethics. How they perceive their world determines
how they will react to it. Managers will communicate where, when, what, and to whom they
believe they must. As an example, consider the manager who is facing a crisis and asks for
emergency funding for additional overtime. He needs the approval quickly. But the Finance
manager who receives the request is in no hurry. She wants to defer the request until next
year's budget kicks in, in about two months. When pressured for a decision, she responds:
8. "You'll get the money you requested when I decide to give it." Both managers have different
needs and agendas. Both have differing perspectives, priorities—and levels of courtesy.
9. Electronic Noise Modern electronics have added yet more noise to the work environment.
Breakdowns, overloads, static on tlie line, and Ill-trained operators are barriers to
organizational communication. Voice-mail systems can be barriers to communicating,
especially for people unaccustomed to them. Managers should remain aware of potential
difficulties and take steps to smooth or eliminate them where possible.

Improvement of Communication
Being adept at communicating involves individual skills as well as organizational
frameworks and aids. Both the sender and the receiver have distinct responsibilities in the
communication process. Meeting those responsibilities can help both parties avoid or
overcome barriers to communication.

Responsibilities of Senders
Those who send messages must shape them and be aware of how they are received.
1. Be Certain of Intent The sender's first task is to be clear about the intent of the message.
Exhibit 11.8 lists some typical goals of communication. As the exhibit shows, the goals
often vary according to the receiver. One goal common to all messages is that the receiver
understand them.
2. Know the Receiver and Construct the Message Accordingly. The sender should acquire as
much information as possible about the individual or group that is to receive the message.
Senders need to know the receiver's job, experience, personality, perceptions, and needs.
If the sender and receiver use different native languages, are from different cultures, or
have had significantly different experiences, the sender must be aware of the barriers these
differences could pose. For instance, pictures and charts may be the best way to
communicate when senders and receivers do not speak the same native languages.
3. Senders must choose words with receivers' vocabularies in mind, not their own While
composing a message, senders should try to imagine themselves as the receiver and ask
themselves if they would understand it. One basic goal of all communication is to help the
receiver view the content of the message as the sender does. The sender should
emphasize aspects of the message that relate to the receiver. If the message announces a
change, the sender should point out the advantages that will result for the receiver. If the
purpose is to ask for assistance, the sender should cite what the receiver will gain by
providing it.
4. Select the Proper Medium The choice of a medium to carry the message depends in part