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Jones, George, Haddad, Essentials of Contemporary Management, 5thCE Instructor Manual
CHAPTER SIX
MANAGING COMMUNICATION AND INFORMATION TECHNOLOGY
INSTRUCTOR MANUAL
OVERVIEW OF THE CHAPTER
In this chapter, we describe the nature of communication and the communication process and
explain why it is so important for all managers and their subordinates to be effective
communicators. We describe the communication skills that help individuals be effective senders
and receivers of messages and how barriers that create ineffective communication can be
overcome. We describe the communication networks available to managers, and the factors
that managers need to consider in selecting a communication method for each message they
send. Next we discuss the utilization of information technology (IT) and how management
information systems (MIS) are changing the way managers collect, interpret, and communicate
information. Finally, we discuss the ways that managers and organizations are using social
media to communicate with employees and with external stakeholders. By the end of this
chapter, you will have an appreciation of the nature of communication and the steps that all
organizational members can take to ensure that they are effective communicators.
LEARNING OUTCOMES
LO1 Explain why effective communication helps an organization gain a competitive advantage.
LO2 Describe the communication process and communication styles.
LO3 Describe the organizational communication networks and channels available to managers.
LO4 Explain how the use of information technology (IT) can be vital to organizational
communication.
LO5 Describe how managers are using social media in communication.
KEY TERMS
applications software management information systems (MIS)
communication medium
decoding message
encoding networking
filtering noise
grapevine nonverbal communication
information distortion operating system software
information overload perception
information richness receiver
jargon rumours
management by wandering around sender
(MBWA) verbal communication
LECTURE OUTLINE
Opening Case: Hootsuite Connects Business to Social Media

Hootsuite’s vision is to revolutionize the way people and businesses communicate. The
company connects individuals and businesses to over 35 social media networks and provides
hosting services to engage and monitor user activity.
After reading and understanding the concepts in this chapter, you should be able to
answer the following questions:
1. Describe Hootsuite’s social media strategy.
2. How did the company achieve such success?
Answers are located on page 241 and in the Wrap-up To Opening Case at the end of this
document.
I. THE IMPORTANCE OF COMMUNICATION IN ORGANIZATIONS
A. Communication is the sharing of information between two or more individuals or

groups to reach a common understanding.
1. Good communication is essential for an organization to function
effectively.
2. Managers spend most of their time communicating—by some estimates
85% of their time.
Chapter 6 Communication and Information Technology 2

3.When all members of an organization are able to communicate

effectively, the organization is more likely to gain a competitive
advantage, by:
a. Increasing efficiency: Good communication is necessary for
managers to learn about new technologies, implement them in
their organizations, and train workers in how to use them.
b. Quality: Managers need to communicate to all members of an
organization the meaning and importance of high quality and the
routes to attaining it.
c. Responsiveness to customers: When the organizational members
who are closest to customers, such as salespeople in department
stores and tellers in banks, are empowered to communicate
customers’ needs and desires to managers, managers are better
able to respond to these needs.
d. Innovation, which often takes place in cross-functional teams, also
requires effective communication.
II. THE COMMUNICATION PROCESS and COMMUNICATION STYLES.
1. The communication process consists of two phases.
a. In the transmission phase, information is shared between two or
more individuals or groups.
b. In the feedback phase, a common understanding is reached.
2. The Transmission Phase:
a. The sender, the person or group wishing to share information with
some other person, decides on the message, what information to
communicate.
b. The sender translates the message into symbols or language, a
process called encoding.
c. Noise refers to anything that hampers any stage of the
communication process.
d. Once encoded, a message is transmitted through a medium to the
receiver, the person or group for which the message is intended.
e. A medium is the pathway through which a message is transmitted
to the receiver.
f. At the next stage, the receiver interprets and tries to make sense
of the message, a process called decoding.
3. The feedback phase is begun by the receiver.
a. The receiver decides what message to send to the original
sender, encodes it, and transmits it.
b. The original sender decodes the message and makes sure that a
common understanding has been reached.
c. Feedback eliminates misunderstandings, ensures that messages
are correctly interpreted, and enables senders and receivers to
reach common understanding.
Lecture Enhancer 12.1: “BODY LANGUAGE”

4. The Role of Perception in Communication.

Perception is the process through which people select, organize, and
interpret sensory input to give meaning and order to the world
around them.
a. Perception is inherently subjective and influenced by people’s
personalities, values, attitudes, moods, experience, and
knowledge.
b. When senders and receivers communicate with each other, they
are doing so based on their own subjective perceptions.
c. Perception affects both transmission and feedback.
d. Perceptual biases can also hamper effective communication.
e. Biases are systematic tendencies to use information about others
in ways that result in inaccurate perceptions.
f. For example, stereotypes, simplified and often inaccurate beliefs
about the characteristics of particular groups of people, can
interfere with the encoding and decoding of messages.
g. Accurate perceptions contribute to effective communication.
5. Communication Styles.
a. Communication styles differ along the lines of how reserved or
open one is to relationships and the pace at which they interact
with others. Other dimensions includes whether one tends to use
emotions versus using information/data to make a point and
whether one’s thinking is linear/logical or based more on free
association. These elements combine to form four communication
styles: See Table 6.1 for tips on how to communicate with each
style.
i. Analytical Communicator
a. relies on concrete data and logical thinking
b. somewhat reserved impatient and short
tempered
ii. Intuitive Communicator
a. Big picture thinking
b. may jump to the end game quickly
c. impatient with step-by-step linear thinking
iii. Functional Communicator
a. pays attention to details in procedures and
data analysis
b. following a step-by-step process is
imperative
c. gets irritated with illogical thinking
iv. Personal Communicator
a. Feelings are important as is open communication
b. high level of emotional intelligence
c. gets upset when labelled “warm and fuzzy”
6. Verbal and Non-verbal Communication
a. The encoding of messages into words, written or spoken, is
verbal communication.

b. Nonverbal communication shares information by means of facial

expressions, body language, and even style of dress.
c. Similarity between verbal and nonverbal communication helps
ensure that a common understanding is reached.
d. Nonverbal cues, such as the intense look being exchanged by
these people, can provide managers and employees with vital
information that helps them make better decisions.
e. People have less control over nonverbal communication.
f. Sometimes nonverbal communication is used to send messages
that cannot be sent through verbal channels.
g. It is important to be aware of nonverbal aspects of communication,
as well as the literal meaning of the words. You should particularly
be aware of contradictions between the messages.
h. When managers and other members of an organization are
ineffective communicators, organizational performance suffers,
and any competitive advantage the organization might have is
likely to be lost.
7. Developing Communication Skills
1. There are various kinds of barriers to effective communication in
organizations.
a. Some barriers have their origins in senders, such as messages
that are unclear or difficult to understand.
b. Other barriers have their origins in receivers, such as when
receivers pay no attention or do not listen to messages.
c. To overcome these barriers, managers must possess or develop
certain communication skills.
2. Communication Skills for Senders.
a. Send Clear and Complete Messages.
i. A message is clear when it is easy for the receiver to
understand and interpret.
ii. It is complete when it contains all the information that the
sender and receiver need to reach a common
understanding.
iii. Managers must learn to anticipate how receivers will
interpret messages and adjust messages to eliminate
misunderstanding.
b. Encode Messages in Symbols the Receiver Understands.
i. When managers encode messages, they should use
symbols or language that the receiver understands.
ii. Jargon is specialized language that members of an
occupation, group, or organization develop to facilitate
communication among themselves.
iii. Jargon should never be used to communicate with people
outside the occupation or organization.
3. Select a Medium Appropriate for the Message.
a. Managers can choose from a variety of communication media.

b. When choosing among media, managers need to take into

account the level of information richness required, time
constraints, and the need for a paper trail.
c. A primary concern is the nature of the message.
4. Select a Medium That the Receiver Monitors.
a. People differ in the communication media they pay attention to.
b. Many people select the medium that they themselves use the
most, but this can often lead to ineffective communication.
c. A related consideration is whether receivers have disabilities that
limit their ability to decode certain kinds of messages.
5. Avoid Filtering and Information Distortion.
a. Filtering occurs when senders withhold part of a message
because they think that the receiver does not need the information
or will not want to receive it.
b. Filtering can occur at all levels in an organization and in both
vertical and horizontal communication.
c. Information distortion occurs when the meaning of a message
changes as the message passes through a series of senders and
receivers.
i. Some information distortion is accidental.
ii. Other information distortion is deliberate when senders
alter a message to make themselves look good.
d. Managers should avoid filtering and distorting information by
establishing trust throughout the organization.
6. Include a Feedback Mechanism in Messages.
a. Managers should build a feedback mechanism into the messages
they send.
b. Building feedback mechanisms into messages ensures that they
get heard are received and are understood.
7. Provide Accurate Information.
a. Rumours are unofficial pieces of information of interest to
organizational members but with no identifiable source.
b. Rumours spread quickly and usually they concern topics that
organizational members think are important, interesting, or
amusing.
c. Rumours, however, can be misleading and can cause harm to
individual employees and to an organization when they are false,
malicious, or unfounded.
d. Managers can halt the spread of misleading rumours by providing
accurate information.
8. Giving Feedback.
a. Focus on specific behaviours
b. Keep feedback impersonal by describing the behaviour, rather
than judging or evaluating the person.
c. Keep feedback goal oriented, such as improving performance.
d. Make feedback well timed, shortly after the behaviour occurs.

e. Direct negative feedback toward behaviour that the receiver can

control and can fix.
9. Communication Skills for Receivers.
Managers must possess or develop communication skills that allow them
to be effective receivers of messages.
a. Pay Attention.
b. Individuals are often overloaded, and sometimes do not pay
sufficient attention to the messages they receive.
c. Individuals should always pay attention to messages they receive,
no matter how busy.
d. When individuals are reading written forms of communication,
they should focus their attention on understanding what they are
reading.
10. Be a Good Listener.
a. Part of being a good communicator is being a good listener, an
essential communication skill for all organizational members.
b. It is important to engage in active listening, which requires paying
attention, interpreting, and remembering what was said.
c. Active listening involves the following skills:
i. Make eye contact. Eye contact lets the speaker know that
you’re paying attention, and it also lets you pick up
nonverbal cues.
ii. Exhibit affirmative head nods and appropriate facial
expressions. By nodding your head and making
appropriate facial expressions you further show the
speaker that you are listening.
iii. Avoid distracting actions or gestures. These actions
suggest to the speaker that you’re bored or uninterested
and probably aren’t paying full attention to what’s being
said.
iv. Ask questions. Asking question provides clarification, and
reduces ambiguity, leading to greater understanding. It
also assures the speaker that you’re listening.
v. Paraphrase. Paraphrasing means restating what the
speaker has said in your own words. Paraphrasing is a
check on whether you’re listening carefully and accurately.
vi. Avoid interrupting the speaker. Interruptions can cause the
speaker to lose their train of thought and cause the listener
to jump to wrong conclusions based on incomplete
information.
vii. Don’t overtalk. Most of us prefer talking to listening. It is
important to take turns in a conversation.
viii. Make smooth transitions between the roles of speaker and
listener. It’s important to listen rather than planning what
you are going to say next.
11. Be Empathetic.

a. Receivers are empathetic when they try to understand how the

sender feels and interpret a message from the sender’s
perspective.
III. ORGANIZATIONAL COMMUNICATION NETWORKS AND CHANNELS
1. Typically, we find five communication networks available to managers,
illustrated in Figure 6.3.
A. The Wheel network has a manager at the centre who plays the role of
liaison and is responsible for integrating other work groups by
controlling the information communicated from the central source.
B. The Circle network is generally used among work groups and teams
who may collaborate using file sharing and reply-all email.
C. The All-Channel network allows information to flow freely among and
between members of a department or work unit.
D. The Chain symbolizes either formal horizontal or lateral
communication among people at the same level of the organization or
formal top-down or bottom-up vertical networks.
E. The “Y” network branches out to reach others from a chain network.
F. The grapevine is the informal way of communicating information
throughout an organization that is based on a gossip network or
cluster network. Surprisingly, much of the information that is sent and
received through the grapevine is seldom distorted. Not only is the
information accurate, it is also remarkably fast.
2. Choosing a Communication Network and Channel
A. There is no one best communication network or medium. The most

appropriate depends on variables such as time constraints, the
sensitivity of the information and the need for a permanent record to
be kept.
i. The level of information richness that is needed. Information
richness is the amount of information a communication
medium can carry and the extent to which the medium enables
sender and receiver to reach a common understanding.
ii. The time needed for communication. Managers’ and other
organizational members’ time is valuable, and this affects the
way messages should be sent.
iii. The need for a paper or electronic trail. An individual may want
written documentation that a message was sent and received.
B. Four Channels examined.
1. Face-to-face communication has the highest
information richness.
a. When individuals communicate face-to-face, they take
advantage of verbal communication and also can interpret
each other’s nonverbal signals.
b. Face-to-face communication also enables managers to
receive instant feedback.
i. Management by wandering around (MBWA)
is a face-to-face communication technique that is
effective for many managers at all levels in an
organization.

ii. Rather than scheduling formal meetings with

subordinates, managers walk around work areas
and talk informally with employees about issues
and concerns that both employees and managers
may have.
c. These informal conversations provide managers and
subordinates with important information and at the same
time foster the development of positive relationships.
2. Face-to-face communication should not always be the
medium of choice
a. It takes a large amount of time and lacks a paper or
electronic trail.
b. For messages that are important, personal, or likely
to be misunderstood, one should use face-to-face
communication and supplement it with some form
of written communication.
3. Many organizations are using videoconferences to capture
some of the advantages of face-to-face communication for
less time and money.
a. Videoconferences can speed up decisions, shorten
new product development time, and lead to more
efficient meetings.
C. Spoken Communication Electronically Transmitted.
1. After face-to-face communication, spoken communication
electronically transmitted over phone lines is second
highest in information richness.
a. Individuals speaking over the telephone have
access to the tone of voice and general spoken
manner, in addition to the actual words.
b. Individuals also can get quick feedback over the
telephone and answer questions.
2. Voice mail systems and answering machines also allow
people to send and receive verbal electronic messages.
a. Such systems are a necessity when managers are
frequently out of the office.
D. Personally Addressed Written Communication.
1. Lower in information richness is personally addressed
written communication.
a. Personally addressed written communication, such
as memos or letters also has the advantage of
demanding attention.
b. The sender can write the message in a way that the
receiver is most likely to understand.
c. Written communication does not enable a receiver
to have his or her questions answered immediately.
2. Even if managers use face-to-face communication, a
follow-up in writing is often needed.

3.Email, Twitter, Facebook and Blogs also fits into this

category because senders and receivers are
communicating through personally addressed written
words.
a. Short forms of written words and symbols are often
used when space is limited as it is on Twitter.
b. Text messages in capital letters are often perceived
as being shouted.
c. Many individuals complain of “email overload,” and
being unable to keep up with all the email and texts
that arrive.
Lecture Enhancer 12.2: “E-MAIL ETIQUETTE”
4. While the increasing use of e-mail and texting enabled
better communication within organizations, not all benefits
have been positive.
a. Some employees sexually harass coworkers
through e-mail.
b. Employees find their e-mail is clogged with junk
mail.
5. To avoid these forms of e-mail abuse, managers need to
develop a clear policy specifying what company e-mail can
and should be used for and what is out of bounds.
6. There are also ethical concerns as e-mail is not
always private.
E. Impersonal Written Communication.
1. Impersonal written communication is lowest in information
richness and is suited for messages that need to reach a
large number of receivers.
2. Feedback is unlikely, so managers must make sure that
messages are written clearly in language that all receivers
will understand.
3. Managers can use impersonal written communication for:
a. Rules, regulations, and policies.
b. Newsworthy information, and announcements of
changes in procedures or the arrival of new
organizational members.
c. Communicate instructions about how to use
machinery or how to process work orders.
4. The paper trail left by this communication medium can be
invaluable.
5. Impersonal written communication can be delivered and
retrieved electronically, as with personal written
communication.
6. The danger is that individuals rarely have time to read all
electronic work-related information available to them.

7. The problem with such information overload—a

superabundance of information—is the potential for
important information to be ignored or overlooked while
tangential information receives attention.
a. information overload can result in
thousands of hours and millions in
dollars in lost productivity.
IV. THE USE OF INFORMATION TECHNOLOGY (IT) AND ORGANIZATIONAL

COMMUNICATION
A. Advances In Information Technology
1. Computer-based information technology can greatly facilitate and improve

the communication process.
2. The link between information systems, communication, and competitive
position may determine the success or failure of organizations in an
increasingly competitive global environment.
3. Wireless Communications
a. Wireless communication technologies have experienced rapid
growth
b. Wireless communication facilitates linking together people and
computers. This greatly increases decision-making ability.
c. The tumbling price of computing power has facilitated networking,
which is the exchange of information through a group or network of
interlinked computers.
B. Software Developments
1. Computer software has also been developing rapidly.
a. Operating system software tells the computer hardware how to
run.
b. Applications software, such as programs for word processing or
database management, is software developed for a specific task
or use.
c. The increase in the power of computer hardware has allowed
software developers to write increasingly powerful programs that
are, at the same time, user friendly.
2. Management information systems (MIS) are electronic systems of
interconnected components designed to collect, process, store, and
disseminate information to facilitate management decision making,
planning, and control.
a. Four types of computer-based management information systems
can be particularly helpful in providing managers with the
information they need to make decisions and to coordinate and
control organizational resources: transaction-processing systems,
operations information systems, decision support systems, and
expert systems. See Figure 6.6
3. Limitations of information systems
a. A serious potential problem is that in all the enthusiasm for MIS,
electronic

communication a means of a computer network and the like, a vital

human element of communication might be lost.
b. Some types of information cannot be summarized on an
MIS report.
c. The importance of information richness is a strong argument in
favour of using electronic communication to support face-to-face
communications, not to replace it.
Lecture Enhancer 12.3: “LEARNING CORPORATE LANGUAGE”
V. HOW MANAGERS ARE USING SOCIAL MEDIA IN COMMUNICATION

A. A social media strategy includes three important elements and has three
interrelated functions.
1. Elements of a social media strategy.
a. spend time identifying the target audience
b. craft a well-thought-out message
c. choose the correct outlet
2. Functions of a social media strategy
a. It communicates the brand or identity of the organization—telling
the potentially massive audience who they are and what they stand for with very
little investment.
b. It allows rapid and real-time engagement with peers, suppliers,
employees, customers, communities, and anyone else in an easy, accessible,
and direct way.
c. It provides the opportunity to learn from instant feedback and
gather statistics and data on the users.
3. Being able to track data from users, known as analytics, does not guarantee
the social media strategy will be successful.
4. Overcoming Social Media Mistakes.
a. every goal established in the social media strategy should follow
from the vision and mission of the organization.
b. to be successful, a social media campaign needs to have
consistency in the usefulness of the information and the frequency of
communication.
c. many managers may lump all social media outlets into the same
category, often not recognizing their differences.
d. effectiveness comes from engaging the customer, not from
constantly pushing products or promotions.
e. A fifth type of mistake managers make is putting out sales pitches
and promotions all the time, rather than listening to customers to find out
what they really want to read and share.
f. monitoring and measuring the effectiveness of social media
outlets will help managers determine if their social media strategy is
working. If you don’t know which networks your customers are using, you
can’t reach them.
LECTURE ENHANCERS

LECTURE ENHANCERS
Lecture Enhancer 12.1: BODY LANGUAGE
Your inner feelings and personality are often revealed by the way you move your body,
experts are determining. Confidence or insecurity is telegraphed very well by nonverbal
behaviour. Take the simple handshake. If a person’s hand is cold and clammy, there’s a good
chance he or she is very tense and nervous. A confident person moves about with a certain
steadiness, while an insecure or nervous person is characterized by quick movements. People
who stand erect are probably more confident and more comfortable than people who slouch or
shift their body weight from one foot to the other.
Even the position of a person’s eyebrows when he or she speaks or looks at another can
reveal something about that person’s mood or feelings. If you say a perfectly innocuous
sentence to someone but you say it without any sign of a smile on your face and with your
brows lowered, you will convey a hostile impression. Stares accompanied by lowered brows
show anger, aggression, or assertiveness, while raised brows show fear, surprise, questioning,
or retreat.
Body language is also important in the business world. When a respected executive talks to
a subordinate, the lower-ranking person will listen intently with his eyes riveted on the
executive’s face. To look around would be a sign of disrespect. On the other hand, when the
subordinate is speaking, it is considered perfectly appropriate if the boss looks about or glances
at his or her watch.
The high-status person might also take the liberty of patting the low-status person on the
back or shoulder, something the subordinate would never do. The high-status person always
takes the lead. If he or she is standing, the other person will stand. If he sits, then perhaps the
other will feel free to sit.
And, of course, the high-status person directs the topics of conversation and how long the
talk will last. It’s the same with office visits. The higher-ranking person can exert his or her
status by simply dropping into a subordinate’s office without notice. The subordinate, of course,
calls for an appointment.
Lecture Enhancer 12.2:

E-MAIL ETIQUETTE
Many of us are awash in e-mail. There’s no question that E-mail helps us be more efficient. But
misuse can hurt. Some compare e-mail to the Interstate highway system: it works well because
motorists observe common rules and courtesies—like staying out of the left lane when not
passing—that allow for faster, more efficient travel. Those common rules and courtesies for e-
mail are evolving slowly.
Bill Howard, columnist for PC Magazine, knows the frustration first hand. By his own
estimate, he gets 50 to 100 messages a day. Howard recently outlined a proposal for e-mail
etiquette.
Good e-mail starts with a useful subject line and a short message. The subject line should
make sense to both the sender and the recipient. For instance, a subject line “Meeting” may
make perfect sense to the sender, but the recipient may go to half a dozen meetings a day—
which meeting does it refer to?
Short messages are best, even—maybe especially—the important ones. Keep them so the
message and header fit on one screen.
Keep the typesetting clean. The Internet dutifully reduced most e-mail to a single font, but in-
house electronic mail systems allow senders to use multiple fonts, colors, and clip art. How can

you claim to have a lean organization when the annual notice-of-carpet-shampooing memo
includes purple headlines and a clip art of a guy in a blue, zip-up service jacket?
Bill Howard suggests a special place in e-mail purgatory for people who send messages
longer then “OKAY” in all caps. It is the Internet equivalent of shouting.
Finally, unless the matter is really urgent, don’t respond too quickly. People who respond to
every message within five or ten minutes probably are paying more attention to their e-mail than
to their job. A hasty reply can also be dangerous because you may be too passionate, forceful,
or hostile. Let the draft response cool off for an hour or so before sending it.
Lecture Enhancer 12.3

LEARNING CORPORATE LANGUAGE
Despite the best efforts of English professors, business-communication consultants, and

other horrified bystanders, obfuscation in business lingo appears to be a growing and
troublesome phenomenon. This may mean big trouble for inexperienced or naive employees
who take business talk at face value. Those relatively new to management sometimes fail to
comprehend the overstatement, understatement, and evasion that characterize much business
talk.
“You won’t succeed if you don’t pick up the language,” says Felice Schwartz, president of
Catalyst, a New York resource center for career women. Subordinates, the counselors say,
should pay especially close attention to management “suggestions.” When the boss says,
“Please finish that job when you have a chance,” more often than not he or she really means,
“Do the job now, or else.” Analysts of business language say executives often disguise orders
as suggestions to avoid seeming tyrannical.
An assistant office manager at an auto-parts manufacturer discovered the perils of
understatement. She was told by her boss of “an impromptu meeting at 4 o’clock—but it’s
nothing to worry about.” She passed up the meeting to learn afterward that it dealt with the
reorganization of her department and the cutting back of her staff and responsibilities.
One consultant says a good rule to follow is that when the boss says, “Don’t worry,” then do
worry. “Management deals with change with studied casualness,” she says. “The bigger things
are, the more people try to speak of them casually.”
Recruits are often misled from the beginning by such observations as, “We don’t punch the
clock around here.” That’s probably true. Who needs a time clock when employees always
come in early and work late? When employees are told of “challenges” or “opportunities,” should
they expect high adventure and the heights of achievement? No, the counselors say. They
should expect a lot of headaches and no spare Excedrin.
Lecture Enhancer 12.4

CAUGHT IN THE CROSSFIRE
The conflicts involved in managing a working group composed of relatives is familiar to

Dennis Miller. As chief operating officer of a small electrical-supplies distributor, Miller normally
would have plenty to say about the departure of key executives. But when two top managers
resigned, Miller stayed out of the discussions. His reason: The executives who left were the
chairman’s children.
Three sons of Chairman Abraham Brand worked at Standard Electric Supply Co. when
Miller joined the Wilmington, Mass., firm in 1988. One son quit in 1990, and another left in 1995.
Both times, Miller says, he carefully avoided entangling himself in the matter.

Why the reticence? Miller says he knew a nonfamily manager at another family business
who took sides and paid dearly for his mistake. A family member had privately solicited the
manager’s opinion in a dispute he was having with his kin, Miller says. The manager sided with
the family member who sought his view, assuming the conversation would remain confidential.
But, in the heat of a contentious meeting that the manager attended, the family member passed
on the manager’s comments to his relatives to prove that other employees backed him. The
manager’s “relationship with the family was never the same,” Miller says.
Getting caught in the crossfire of a family feud is a daily peril for many employees of small
family firms. Big corporations controlled by families also have their share of such intrigue, of
course—but a small company’s size and informality sharply increase workers’ vulnerability to
the fallout from family rivalries.
Even outsiders who are big fans of family businesses say they can create trying work
environments. Cornell Diamond has worked for the past seven years as financial director of
family-owned Knighton Optical Inc., a manufacturer and retailer of optical lenses in Ogden,
Utah. He gets along so well with the Knighton family members that he takes mountain-biking
and pheasant-hunting trips with them. He also attended graduate school with one of the
Knightons.
Yet Diamond recalls the tense period when the family bought out one of the three Knighton
brothers. His siblings felt “he was not carrying his share of the load,” Diamond says. And
although he tried to distance himself from the decision, “I became part of it,” Diamond says.
“This brother viewed me as being on the team against him.”
His dealings with the brother become highly strained. Among the problems, according to
Diamond: The brother began to ignore Diamond’s requests for financial information related to
Knighton Optical operations, and, at meetings preceding the brother’s departure, “he treated
with sarcasm anything I tried to initiate,” Diamond says.
As a chief financial officer for two family businesses, Mark Larsen says he frequently found
himself in the middle of family dramas. “I’d spend 50 percent of my time doing things not directly
related to the traditional role of a CFO,” says Larsen, now a Beverly, Mass., family-business
consultant.
At one former employer, Larsen recalls, generational differences between family members
disrupted the company. It took hours of heated meetings over several days to decide whether
the business should buy company cars made in Germany, with a younger family member
strongly at odds with one who had lived through World War II. During such disagreements,
“sometimes I’d take on the role of referee,” Larsen says. Were there shouting matches?
“Sometimes,” he says.
Larsen continues to believe small businesses are still good places to work, partly because of
the access executives have to company owners. But on some of the days when he had to
mediate disputes, he says, he would “go home wondering, ‘Why have I chosen to work with
these people?’”
Karen Toney was asking herself the same question when she worked for a small family-
owned apparel maker in Boston. A father, his sons, and their cousins “were always fighting over
the business, doing things behind each other’s backs,” Toney says. “It was very uncomfortable.”
One relative’s suspicions about his kin grew into a distrust of all workers, Toney says: The
family member began accusing employees of stealing inventory. “He was always lurking
around, watching everyone,” she adds. After a few years, she says, “it really became impossible
for me to stay there.”
Toney has since worked for two more family firms, including her current employer, Agar
Supply Co. She joined the Boston wholesale food distributor in 1992 as an administrative
assistant to the founder’s son, Alan Bressler, who is the company’s president. Bressler’s
daughter Karen runs a company division.

In contrast to the clothing manufacturer, Agar reminded Toney of the virtue of working for a
business owned by relatives. Even for outsiders such as herself, “it feels like a big family,” she
says. Indeed, a paternalistic culture fosters high levels of job security and a sense of well-being
at many family-owned companies, authorities say.
But the family atmosphere can create problems, too. Becoming an adopted family member
may create expectations that outsiders, like kin, put in long hours for only modest pay. On top of
that, nonfamily employees often don’t receive stock as compensation—giving them less of a
stake in the company.
Without equity or a shot at the presidency, a post usually reserved for the founder’s son or
daughter, “nonfamily employees often leave after reaching a certain management level,” says
W. Gibb Dyer Jr., a professor of entrepreneurship at Brigham Young University in Provo, Utah.
The parting may be bitter for managers who have watched family members of lesser ability
ascend to the top, Dyer says. In cases where the boss’s child is perceived as “getting a free
ride, it creates resentment and jealousy,” Dyer adds. “It can demoralize the nonfamily work
force.”
For outside executives, perhaps the touchiest predicament is having to manage heirs
apparent on their way up. “That’s a tough one,” says Joseph Astrachan, a principal at Family
Business Consulting Group Inc. in Marietta, Ga. “How can you criticize them without worrying
that they’ll go back to the owners?”
Of course, problems don’t always materialize in that area. As vice president of Mazon
Associates Inc., a family-owned commercial-finance firm in Irving, Texas, Kathie Schroeder
served as a mentor for the two daughters of company founder Helma Mazon. Schroeder says
Mazon and her husband, who is the company’s president, “really wanted their daughters to be
treated just like the other employees”—a potentially daunting commission for an outsider.
But Schroeder’s strong social ties with Mazon—which predated their business relationship—
made the task much easier. The women had met and become friends 12 years earlier, when
both served as officers of a local branch of the American Association of University Women.
END OF CHAPTER CONTENT
SUMMARY AND REVIEW
LEARNING OBJECTIVES REVISITED
LO1 The Importance of Communication in Organizations Effective communication is

the sharing of information between two or more individuals or groups to reach a
common understanding. Good communication is essential for attaining increased
efficiency, quality, responsiveness to customers, and innovation—the four goals for
gaining a competitive advantage.
LO2 The Communication Process and Communication Styles Communication takes
place in a cyclical process that has two phases: transmission and feedback. The
communication loop is successful only when the sender can confirm that the receiver
understands the intent of the message. Communication styles differ along the lines of how
reserved or open one is to relationships and the pace at which they interact with others,
yielding four distinct approaches to communication. Communication occurs verbally and
nonverbally. Managers can learn skills that make them better senders and receivers of
messages.

LO3 Organizational Communication Networks and Channels Communication

networks are established mechanisms by which communication flows throughout
the organization. They can be formal or informal. Typically, we find five
communication networks available to managers: the wheel, the circle, the all-
channel, the chain, and the “Y.” Four important categories of communication
channels are face-to-face communication (includes videoconferences), spoken
communication electronically transmitted (includes voice mail), personally
addressed written communication (includes email and texting), and impersonal
written communication. Each channel varies in the extent to which it enables the
sender and receiver to reach a common understanding.
LO4 Advances in Information Technology Information technology (IT) can be vital to
organizational communication. Computer-based information gathering and
processing systems are central to the operation of most organizations today.
Management information systems (MIS) are electronic systems of interconnected
components designed to collect, process, store, and disseminate information to
facilitate management decision making, planning, and control.
LO5 Social Media As social media continues to change the way people communicate, it is
an increasingly important tool for managers. A social media strategy includes three
important elements and has three interrelated functions.
WRAP-UP TO OPENING CASE
Hootsuite Connects Business to Social Media

After reading and understanding the concepts in this chapter, you should be able to
answer the following questions:
1. Describe Hootsuite’s social media strategy.
ANSWER: Any social media strategy must flow from the company’s vision, mission, and
goals (see Chapter 4). Hootsuite’s vision is to revolutionize the way people and businesses
communicate. The company connects individuals and businesses to over 35 social media
networks and provides hosting services to engage and monitor user activity. Their target
audience began with individuals and expanded to small and medium businesses, agencies,
and larger enterprises. They attracted the bulk of their users initially by offering basic
services free of charge with the option for organizations to upgrade to paid services as they
grew, a low-cost strategy called freemium economics. Without a marketing budget,
Hootsuite gained over 5 million users in the first three years of operation. To expand
globally, the company used another low-cost strategy based on community engagement:
volunteers helped them translate their services into multiple languages. The use of
volunteers instead of paid employees, called crowdsourcing, enabled Hootsuite to tap into a
target audience that did the work for the sheer love of creating and building technological
solutions to communication.
2. How did the company achieve such success?
ANSWER: Hootsuite was successful because its values and vision were reflected in its
process and strategy. The company created and engaged a community of creators and
innovators around the globe who volunteered their labour in translation. Hootsuite increased
its offerings to suit the changing social media needs of individuals, organizations, and
businesses as they grew and expanded. The company understood its customers’ needs and
catered to those needs, demonstrating the three elements of a social media strategy: (1)

identify the target audience; (2) engage a loyal audience with a well-thought-out message;
and (3) choose the appropriate outlets for promotion, in this case word of mouth and
crowdsourcing. This approach has led to Hootsuite being named one of the best social
media management companies in the world.
MANAGEMENT IN ACTION
TOPICS FOR DISCUSSION AND ACTION
Level 1: Knowledge and Comprehension
1. Describe the communication process. Why is perception important?

Answer:
The communication process consists of two phases.
› In the transmission phase, information is shared between two or more individuals
or groups.
 The sender decides on the message then translates the message into
symbols or language, a process called encoding.
 The message is transmitted through a medium to the receiver, then the
receiver interprets and tries to make sense of the message, a process called
decoding.
› In the feedback phase, a common understanding is assured when the receiver
decides what message to send to the original sender, encodes it, and transmits it.
When senders and receivers communicate with each other, they are doing so based on their
own perceptions.
› Perception affects both transmission and feedback.
› Perceptual biases can also hamper effective communication.
2. Describe the communication skills for senders and receivers of messages.

Answer:
Since managers fulfill multiple roles and tasks they are often overloaded with information. This
makes it difficult for them to stay focused on the conversation. Managers like most people would
rather hear themselves talk rather than listen to others. To improve communication, managers
can learn skills for senders and as receivers of messages. As senders, they should:
1.Send messages that are clear and complete.
2. Encode messages in symbols that the receiver understands.
3. Select a medium that is appropriate for the message.
4. Select a medium that the receiver monitors.
5. Avoid filtering and information distortion.
6. Ensure that a feedback mechanism is built into messages.
7. Provide accurate information to ensure that misleading rumours are not spread
As receivers, they should:
1. Pay attention.
2. Be a good listener.
3. Be empathetic.
3. Explain the communication styles outlined in the chapter.

Answer:
Communication styles differ along the lines of how reserved or open one is to
relationships and the pace at which they interact with others. Other dimensions includes
whether one tends to use emotions versus using information/data to make a point and
whether one’s thinking is linear/logical or based more on free association. These
elements combine to form four communication styles:
1. Analytical Communicator
a. relies on concrete data and logical thinking
b. somewhat reserved impatient and short tempered
2. Intuitive Communicator
a. Big picture thinking
b. may jump to the end game quickly
c. impatient with step-by-step linear thinking
3. Functional Communicator
a. pays attention to details in procedures and data analysis
b. following a step-by-step process is imperative
c. gets irritated with illogical thinking
4. Personal Communicator
a. Feelings are important as is open communication
b. high level of emotional intelligence
c. gets upset when labelled “warm and fuzzy”
Level 2: Application and Analysis
4. Explain why ineffective communication occurs..

Answer:
Filtering is a barrier to effective communication which occurs when senders withhold part of a
message because they (mistakenly) think the receiver doesn’t need the information or won’t
want to receive it. Subordinates might filter information about problems when communicating
with their bosses because they fear that they will be blamed.
Information distortion occurs when the meaning of a message changes as it passes
through a series of senders and receivers. Subordinates might distort information in hopes of
making themselves or their groups look good.
5. Which type of communication network is suitable for a large bureaucratic organization

and why?
Answer:
Overcoming some common Social Media mistakes by making sure:
a. that every goal established in the social media strategy should follow from the
vision and mission of the organization.
b. to be successful, a social media campaign needs to have consistency in the
usefulness of the information and the frequency of communication.
c. many managers may lump all social media outlets into the same category, often
not recognizing their differences. Target the outlet to the market.
d. effectiveness comes from engaging the customer, not from constantly pushing
products or promotions.
e. A fifth type of mistake managers make is putting out sales pitches and
promotions all the time, rather than listening to customers to find out what they really
want to read and share.

f. monitoring and measuring the effectiveness of social media outlets will help
managers determine if their social media strategy is working. If you don’t know which
networks your customers are using, you can’t reach them.
6. Which medium (or media) do you think would be appropriate for a manager to use when
sending the following messages to a subordinate:
a. Getting a raise
b. Not receiving a promotion
c. Disciplining an employee for being consistently late
d. Adding job responsibilities
e. Creating the schedule for company holidays for the upcoming year.
Explain your choices.
Answers:
a. A raise should be communicated face-to-face and then followed up in writing
b. Not receiving a promotion should be communicated face-to-face.
c. Disciplining an employee for being consistently late should be communicated face-to-face
to ensure understanding and with a written letter, a copy of which should go into the
employee’s file as a permanent record and paper trail
d. Additional job responsibilities should be originally communicated face-to- face to ensure
that the subordinate understands the change and then followed up in writing.
e. The holiday schedule should be sent to employees by a memo enabling them to keep for
further reference.
Level 3: Synthesis and Evaluation
7. Explain how best to deal with each communication style and why it would be effective.
Answer:
Tips for dealing with each communication style are outlined in Figure 6.1 on page 223
reproduced here:
Tips for Communicating with Different Styles
The Analytic The Intuitive The Functional The Personal
Communicator Communicator Communicator Communicator
Get to the point Use less intense eye Be more formal in Make direct eye
quickly in a clear and contact your speech and contact
succinct manner manner
Speak in a fast pace Speak in a moderate Don’t speak in a loud Speak in an
pace with a softer or fast paced voice energetic and fast
voice and moderate paced manner
tone
Be specific and don’t Seek their opinions Present the pros and Support your ideas
over-explain or and ideas: then cons of an idea with the opinions of
repeat yourself listen along with options people they respect
Make direct eye Try not to counter Follow up in writing Confirm any
contact their ideas with agreements made;
logical arguments follow up with a brief
“to do” list so they
remember what they
agreed to do
Minimize small talk Allow time for them Be punctual Allow some

to make a decision to socializing time in

reduce pressure meetings
Be organized and Encourage them to Present information Talk about
well prepared express their in an organized, experiences, people,
concerns without planned and opinions and facts
getting upset with comprehensive
them manner
Focus on results to Aim for mutual Accept that options Ask about their “gut”
be achieved agreement on work requiring risk-taking feel
goals and options are generally
completion date not welcomed
Be punctual and stick to guidelines
8. Evaluate the advances in information technology and discuss their limitations for the
manager who wants to communicate effectively.
Answer:
Computer-based information technology can greatly facilitate and improve the communication
process. It has allowed managers to develop computer-based management information
systems that provide timely, complete, relevant, and high-quality information. IT allows
companies to improve their responsiveness to customers, minimize costs, and thus improve
their competitive position. The link between information systems, communication, and
competitive position is an important one that may determine the success or failure of
organizations in an increasingly competitive global environment.
Despite their usefulness, information systems have some limitations. A serious potential
problem is the one noted at the beginning of this chapter. In all of the enthusiasm for
management information systems, electronic communication by means of a computer network,
and the like, a vital human element of communication may be lost. Some kinds of information
cannot be aggregated and summarized on an MIS report because of issues surrounding
information richness. Very rich information is often required to coordinate and control an
enterprise and to make informed decisions, far beyond that which can be quantified and
aggregated.
9. How can managers overcome some common errors that lead to social media strategy
failure?
Answer:
Managers often make several social media mistakes, which a good strategy can overcome.
First, every goal established in the social media strategy should follow from the vision and
mission of the organization. The values of the business and the target market are reflected in
which platforms are chosen. The social media network has to match the values of your
organization and your customers.
Second, to be successful, a social media campaign needs to have consistency in the usefulness
of the information and the frequency of communication. Companies like Hootsuite profiled in the
opening case offer the service of scheduling and hosting reoccurring, regular communications
with users that are developed well in advance. Regular status updates are important and can be
kept track of in an electronic file, like a spreadsheet that contains a deadline, target keywords,
the format of the content, call to action, and status.
Third, many managers may lump all social media outlets into the same category, often not
recognizing their differences. While Pinterest is appropriate for a restaurant to use as a channel
to reach foodies who love to look at images of meals, it may not be very effective for an
insurance company. Facebook has the most users of any network, and for that reason alone the
chances of reaching your target market are good. Each network has specific demographics that
it appeals to; choose the ones your customers use.

Fourth, effectiveness comes from engaging the customer, not from constantly pushing products
or promotions. Managers must ask themselves why users would want to like, share, or
comment on their content and not the content of others. Developing unique content tailored to
the organization’s customers is a challenge for social media managers.
A fifth type of mistake managers make is putting out sales pitches and promotions all the time,
rather than listening to customers to find out what they really want to read and share.
Finally, monitoring and measuring the effectiveness of social media outlets will help managers
determine if their social media strategy is working. If you don’t know which networks your
customers are using, you can’t reach them.
Self Reflection Exercise

Consider a person with whom you have had difficulty communicating. Using the communication
skills for senders as a start, analyze what has gone wrong with the communication process with
that person. What can be done to improve communication? To what extent did sender and
receiver problems contribute to communication breakdown?
Answer: Students should identify the 7 communication skills for senders and the three for
receivers. They should discuss the concepts of distortion, information overload, noise and other
barriers to effective communication.
SMALL GROUP BREAKOUT EXERCISE

Assume you are a team assigned the task of creating a social media strategy for an
organic food store in Halifax. The store specializes in sustainable fishery products and sells to
the growing local population of discerning consumers with high enough incomes to afford good
quality fish, meat, and vegetables.
Answer:
A social media strategy has three important elements and three important functions. The store
specializes in sustainable fishery products and sells to the growing local population of
discerning high income consumers. Research should be done on which social media outlets are
used by the target market and those should be the focus of the campaign. The well-crafted
message should reflect the values and vision and mission of the organic fishery products in
order to appeal to this target audience and the outlets used should be popular with the target
market. Analytics should be used to track the success of the strategy. Promotions should be
used sparingly. Feedback mechanisms should be embedded in the strategy so the company
can listen to the interests/needs of the customers.
BUSINESS PLANNING EXERCISE
Note to Instructors: See Connect Online. At the end of each chapter a business planning
exercise will help students apply what they have learned to the exercise of writing a business
plan. All the answers are based on the case of writing a business plan for a new
restaurant.
After reading this chapter you and your team realize that you will have to negotiate with many
different people when operating your venture.
1. Make a list of all the parties you will have to negotiate with in order to operate the
venture.

Answer: In operating the venture of a restaurant, the management will negotiate with
the following:
 Suppliers of food, equipment such as utensils, appliances, cutlery, tables
and chairs, linens
 Customers
 Employees
 Competitors
 Landlords
 Inspectors and government bodies
2. Which negotiation strategy will you use with each of the parties and why?
Answer: Integrative bargaining is a more effective way of resolving differing interests

than distributive negotiation because it is preserves the relationship while providing
mutually beneficial solutions to a conflict. In integrative bargaining, the two parties
perceive that they can both benefit by devising a creative solution to the conflict. They do
not see the conflict as a win-lose situation, but one in which both parties stand to gain. In
distributive negotiation, it is a win-lose situation, characterized by competition and
adversity. The parties see the resources as finite, and are out to gain as much as
possible, without consideration of the future of the relationship. Integrative bargaining
allows the parties to resolve the conflict, achieve their goals, and maintain their
relationship. For these reasons, integrative bargaining would be appropriate to use with
all stakeholders the students identify.
MANAGING ETHICALLY
Responses to this set of questions will differ, based upon the varying experiences of students.
What is your opinion of web surfing? To what extent should it be allowed? When does
internet use at work become unethical? To what extent should it be monitored? When
does monitoring become unethical?
Employees often feel that they should be allowed to use company resources such as
personal computers for personal reasons they deem legitimate, as long as it does not
detract from their productivity as a worker and they are not engaging in inappropriate or
immoral behaviour. Employee behaviour becomes unethical when job responsibilities are
being neglected, computers are being used to harass other employees or otherwise
detract from organizational effectiveness, or employees are visiting socially unacceptable
websites.
Although it may seem unethical, companies are within their legal boundaries when reading
employee-mail or monitoring the websites they have visited. The most ethical approach to
this matter is for companies to engage in such monitoring only when it has good grounds
for suspecting that there has been abuse. Also, companies should make employees
explicitly aware of their policy regarding the use of corporate computing resources for
personal reasons.
MANAGEMENT CHALLENGE EXERCISE

Assume you are a middle-level manager at a data processing company. After monitoring the
online user statistics, it is evident that several employees are using company time to send
personal emails. You have been asked by your boss to create a company policy on personal
emails at work and send a memo to the employees describing it. Share your thoughts with two
other students, and consolidate everyone’s thoughts on the policy into one memo.
Answer: Answers will vary, however, the policy will likely contain limited tolerance for personal
emails on work time.
VIDEO CASE
Could You Go Without Technology for a Week?
In this NBC feature, Forbes editor Dennis Kneal tries to go a week without his cell phone,
Blackberry, and email and finds it nearly impossible to do his job, communicate with his family,
and manage personal business.
1. How do cell phones and email rank on the information richness scale? When would
making a phone call be more effective than sending an email, and vice versa?
Answer:
Email is personally written communication and as such, it is 2nd lowest on the information
richness scale. Email does not give the sender and receiver the immediate feedback that
face-to-face or teleconferencing allows. Cell phone allows the sender and receiver to hear
voice intonation and verbally check out perceived meanings to ensure that communication is
effective. While email leaves a paper trail, cell phone use does not.
2. What are the advantages and disadvantages of using email to communicate?
Answer:
The advantages of electronic communications are the speed at which messages can be sent
and received. The disadvantages are that people expect immediate responses.
3. What are some indications—from Dennis Kneal’s experience and your observations—
that people may be too dependent on communications technology?
Answer:
Dennis Kneal was unable to manage his job, his personal business (banking) or
communicate with his family without email and cell phone. For him and many others, wireless
electronic communication has become the tool of the trade and without it, people are literally
cut off from communication. Relying on landlines, such as pay phones proved difficult- difficult
to find one that worked and hard to find these days. The most dramatic illustration of Kneal's
dependence on wireless devices and email was that the only way he had to communicate
with his daughter, through his cell phone was taken away from him, resulting in physical
anxiety, tears and even hearing phantom ringing.
MANAGEMENT CASE
Canadian Drug Maker Goes Social to Help Supply Chain Crisis

A few years ago, a Canadian pharmaceutical company found that it was in constant crisis
mode, and its way out of the chaos lay in getting everyone to communicate.

The company, Ratiopharm Canada, was having a hard time being flexible enough to meet
changes in demand. For example, the supply chain unit might not know for as long as four
months that there had been a slowdown in production because of a manufacturing snafu or a
quality control issue.
Ratiopharm found the answer was to get everyone to communicate. The generic drug
manufacturer made that happen by using social collaboration tools. “When the entire operation
is stressed, it reverts to crisis mode,” said Antonio Martins, who was vice-president of supply
chain in 2005 when he first introduced social collaboration tools at Ratiopharm. “We were in
constant crisis mode. When the stress is lifted, suddenly things can be more orderly. . . . The
entire operation becomes much more efficient.”
Martins, who is the former vice-president of supply chain at Teva Canada, which bought
Ratiopharm in 2010, said the problem stemmed from a lack of communication in the supply
chain. If something went wrong anywhere in the supply chain process, it might be two to four
months before the people who needed to know found out about it.
So how do you bridge such a chasm of communication? Martins turned to Web 2.0 technology
and social collaboration tools, starting with Microsoft’s SharePoint, then switching to tools from
Strategy-Nets and later Moxie Software, which is what the company uses today.
Martins said collaboration tools fixed the communication problems employees were having, and
the improvement in communication fixed Ratiopharm’s supply chain problem. Addressing those
issues ultimately fixed the company’s service problems and eventually saved jobs and enabled
the company to survive during rocky times in the pharmaceutical industry.
Martins explained that back around 2005, Ratiopharm was having trouble because it took so
long to find out that there had been a snafu somewhere along the supply chain. For instance, if
unsightly black specks from a foreign substance suddenly appeared in the ingredients used to
make a batch of tablets, the manufacturing process would have to be stopped and the tainted
tablets would have to be removed.
“That batch that’s sitting in barrels—we’re waiting for them and we don’t know something is
wrong,” he said. “We have to detect what’s going on as soon as possible. . . . We didn’t want the
situation to go through a hierarchy because that takes too long for bosses to talk to bosses.”
Martins noted that at that point the company had started using SharePoint, so he got his
employees to use the software’s message board. “Individuals would post the problem and other
individuals would solve the problem,” he explained. “We went from it taking two to four months
to find out there was a problem, to two to four weeks, and then to a few hours or a couple of
days.”
SharePoint had worked well, but Ratiopharm wanted more social tools, so in 2007 Martins
moved to Strategy-Nets software and extended the collaboration program beyond the supply
chain to include customer service, sales, and marketing.
From Strategy-Nets, Ratiopharm moved to Moxie Software, which includes tools for real-time
conversations, blogs, wikis, and document sharing. Martins said he also liked Moxie’s offering
because it has a sound architecture and is based on an open-source platform. Once people in
different departments were connected, they could make better market predictions and “react
before business flash-floods hit,” Martins said.
The expanded use of collaboration software, and the move to richer and more varied tools,
helped the company achieve a service level of 98 percent for three years in a row. Moreover,
Ratiopharm was able to manufacture its products three times faster, improving its ability to meet
demand—even surprise spikes in demand.
“You establish environments in which employees can declare there’s a problem,” Martins said.
“Collaboration allows us to see what’s going on in-house. If you’re talking about how your
company produces, you have a core that makes everything faster.”
1. In what ways was communication at Ratiopharm Canada ineffective?
Answer:

Effective communication occurs when both the sender and the receiver of the message
have the same understanding in a timely manner. Barriers to effective communication
may stem from messages being unclear, incomplete, or difficult to understand, when
they are sent over an inappropriate medium, or when no provision for feedback is made.
In this case, the problem stemmed from a lack of communication in the supply chain. If
something went wrong anywhere in the supply chain process, it might be two to four
months before the people who needed to know found out about it.
2. How did going “social” help Ratiopharm Canada solve its communication problems?
Answer:
Using social collaboration tools such as Web 2.0, SharePoint, Strategy-Nets and Moxie
Software fixed Ratiopharm`s communication problems. These social tools allowed
employees to communicate and solve problems anywhere along the supply chain, and
eventually in customer service, sales and marketing. Using message board technology,
employees would post the problem and others would solve it, cutting the detection and
fixing time down from four months to a few hours. The expanded use of collaboration
software, and the move to richer and more varied tools, helped the company achieve a
service level of 98 per cent for three years in a row. Ratiopharm was also able to
manufacture its products three times faster, improving its ability to meet demand.
3. What degree of information richness is achieved through social media channels?

Answer:
Information richness is the amount of information a communication medium can carry
and the extent to which the medium enables sender and receiver to reach a common
understanding. Using social media channels such as tools for real-time conversations,
blogs, wikis and document-sharing, allows employees at Ratiopharm have a high level of
richness. Media high in information richness are able to carry a lot of information and
generally enable receivers and senders to come to a common understanding and solve
problems quickly.

Another random document with
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Ellen Asker kääntyi lausuen matalalla äänellä:
— Puhu nyt vähän hiljenpää, sinä keijunen siellä, tai muuten on

koko juttu huomenna sanomalehdissä! — Hän pisti kätensä Berthan
kainaloon ja he kiirehtivät edelle.
Kun perhe tuokion jälkeen pysähtyi Askerin talon portille, sanoi

Maria toisille hyvää yötä.
— Etkö tule meidän puolelle juomaan teetä? kysyi rouva Asker.
— En, kiitos! Olen niin väsynyt ja päätäni kivistää. Tarvitsen lepoa

ja aionkin heti käydä nukkumaan.
Tultuaan omaan eteiseen pääsi hänen rinnastaan helpotuksen

huokaus. Hän avasi oven ja astui salonkiin. Milloinkaan ennen ei sen
komeus ollut hänelle niin pistänyt silmään kuin nyt — ehkäpä sen
vuoksi, että hän vastikään lähti rouva Fosserin yksinkertaisista
huoneista.
Karl Asker ei ollut säästänyt tehdessään kotinsa niin komeaksi ja

hienoksi kuin mahdollista. Maria rakasti kaikkea tätä loistoa ja sehän
se juuri oli hänen onnensa ollutkin. Hän heittäysi divaaniin, selaili
muuatta kirjaa ja soitti sen jälkeen flyygelillä pari kappaletta. Mutta
pian sisäinen levottomuus pakotti hänet nousemaan ja kävelemään
huoneessa. Hän oli hermostunut, tietämättään miksi, aavisti jotakin
ennen pitkää tapahtuvan, mikä tuottaisi muutoksia tähän elämään.
Tuokion kuluttua oli hän jälleen heittäytynyt sohvaan ja purskahtanut
rajuun itkuun. Hän itki kuin lapsi, koko ruumiinsa vapisi ja hiukset
avautuivat. Tauottuaan oli hänen kasvoillaan kivuloinen rauha. Taas
käveli hän edestakaisin ja alkoi selvitellä ajatuksiaan. Miksi ikävöi
hän niin suuresti rouva Fosserin huvilaan Maryhillissä? Senkö
vuoksi, että Erik Bohrman oli siellä? Ei hän voinut sitä sanoa
varmaan, mutta mahdollisesti. Jos niin oli, tahtoisi hän matkustaa
sinne yksin ja antautua kiusaukseen — hän, toisen miehen vaimo —
— oliko se oikein! Hän kierteli nenäliinaa käsissään. Oliko se oikein?
Mitä oli tehtävä? Toinen ääni kohosi hänen rinnastaan: Mitä
pelkäämistä siinä oli? Eikö hän ollut varma itsestään? Oli, oli, oli! No,
miksi sitte nuo epäilykset? Ja hän ikävöi reipasta meri-ilmaa ja
saariston rauhaa — ei muuta mitään.
— Ja jos tuo ikävä keskittyi yhteen ainoaan paikkaan sen vuoksi,

että hän oli siellä, niin mitä pahaa siinä? olihan hän Norlannista —
hänen ihanasta Norlannistaan — ja voisi epäilemättä kertoa paljon
kotiseudun asioita. Hän oli kun lähettiläs sieltä pohjoisesta — ja
vaikka hän olisi ventovieraskin ollut, olisi Maria sittenkin yhtä
innokkaasti halunnut saada puhutella häntä… Olisi, olisi! Onhan
kaikki entinen haudattua, hänen ja Erik Bohrmanin välillä ei ollut
enää muuta kuin tahraton muisto, selvä ja kirkas kuin talvinen päivä.
Maria oli nyt varma itsestään ja tunsi taas itsensä. Hän tulisi
kohtelemaan hra Bohrmania kuin lapsuuden ystäväänsä — ei mitään
muuta. Hän tulisi puhuttelemaan häntä vapaasti ja luonnollisesti
samoinkuin muitakin ja jos Maria oikein käsittää Erikin luonteen, on
hän saava samanlaisen vastakohtelun.
Niin, niin! Niin se on. Ja hän voi matkustaa turvallisena. Tähän

ajatukseen hän vähitellen rauhoittui. Kunpa maanantai pian tulisi!
Pian laimeni kuitenkin jälleen iloinen mieliala ja epäilykset

palasivat hiipien hänen sieluunsa. Oli kuin lehti olisi jälleen kääntynyt
Marian sydämen kirjassa. Ja askel askeleelta lähenivät jälleen nuo
koettelevat vanhat kysymykset. Mistä oli kotoisin tämä omituinen
kaipaus ja ilo, jotka eivät antaneet hänelle hetkeäkään rauhaa.
— Oliko se oikein vai väärin? Oikein — väärin! Hän toisteli
koneellisesti noita sanoja itsekseen. — Oi, ken voi määritellä, mikä
tässä tapauksessa on oikean ja väärän raja…!
Sisällisen taistelun ja epätoivon murtamana painautui hän vihdoin

nojatuoliin ja sulki silmänsä.
Eteisen ovikello soi. Maria nousi kiireesti ja loi säikähtyneenä

katseen ovelle päin.
— Kukahan se oli? — Kaarlo? Oh, ei, sillä eihän hän milloinkaan

näin aikaiseen tule; Maria voi olla huoleton. Mutta jos se sittekin olisi
hän — Maria tunsi väkisinkin vastenmielisyyttä. — Ei, ei, hän ei saa
tulla nyt, Maria ei tahdo tänä iltana kohdata häntä. Silloinhan hänen
täytyisi teeskennellä iloisuutta ja tämä yksinäisyys on niin
rauhoittavaa…
— Alma, muista ettei rouva tänä iltana ota ketään vastaan,

huomautti hän palvelustytölle, joka huoneen läpi kiirehti avaamaan.
Maria istui edelleen liikkumatonna ja kuunteli. Ei se ollut Kaarlo,

hän olisi tuntenut askeleista. Hyvä oli.
Silmänräpäyksen kuluttua ilmausi palvelijatar ovelle.
—Se on rouva Fraenkel. Hän tulisi sanomaan hyvästi.
— Vai niin. Käskekää hänet sisään! — Maria nousi ja Ellen

Fraenkel tuli huoneeseen. Hänkin oli Norlannista, Marian
lapsuudenystävä ja koulutoveri, nyt naimisissa erään
kaartinluutnantin kanssa.
— Anteeksi, että tulen näin kutsumatta, sanoi rouva Fraenkel ja
tervehti herttaisesti Mariaa. — Mutta kun kuulin sinun olevan yksin,
en voinut olla pyytämättä terveisiä mukaani Norlantiin, ja samalla
ottaisin jäähyväiset.
— Olitpa kiltti kun tulit, — Maria tarttui ystävättärensä vyötäisiin ja

suuteli hellästi hänen punaisia huuliaan. — Sinä matkustat siis
Norlantiin? Onnen lemmikki!
— Niinpä niinkin… oi, jos tietäisit… Ruskeat silmät säteilivät

puhdasta iloa ja onnea, kun hän terveyden ja nuoruuden esikuvana
seisoi Marian edessä. — Mutta eihän se sitä ollut kuin minun piti
sanoa. Muistatko, miten ennen pensionissa istuimme illat pitkät ja
usein yötkin puhellen toistemme kanssa, rakennellen tuulentupia ja
suunnitellen tulevaisuuttamme.
— Muistan kyllä vastasi Maria äänellä, jossa eli kaihoa ja ikävää,

— ne olivat onnellisia aikoja. Sitä elämää kaipaan usein.
— Ni — iin! — Rouva Fraenkel siirtyi etäämmäksi Mariasta ja

katseli häntä syvälle silmiin sellaisella osanotolla, jota ainoastaan
nainen voi uskollisimmalle ystävättärelleen osoittaa. — Pikku Mari,
miten on laitasi? Sinä et ole niinkuin ennen. Olet kalpea ja kärsivän
näköinen, pikku raukka.
— Ei… oh… en tiedä. — Maria kiersi kätensä rouva Fraenkelin

kaulaan ja painoi päänsä hänen olkapäätään vasten. —Joskus vaan
iltasin olen hiukan huonolla tuulella, en milloinkaan muulloin.
— Ei, sinä olet muulloinkin. — Nuori upseerinrouva puhui hiljaa,

kauniilla sointuvalla äänellä ja silitellen valkoisella kädellään Marian
otsaa. — Sinuun on viime aikoina ilmaantunut jotakin kärsivää —
eikö totta? Minä en yksin ole sitä pannut merkille, niin ettei se voi olla
minun luulottelujani. Minä pidän niin paljon sinusta ja olen suruissani
tähtesi. Sano — kerro minulle kaikki.
— Kiitos… Elli rakas… kiitos! Jos tietäisit, miten lääkitsevää

balsamia sanasi ovat kaipaavalle ja kiusatulle mielelleni! — Maria
painautui lapsuudenystävänsä rinnalle. Hän itki hiljaa.
— Kas niin… niin… se on oikein… Se lieventää surua… tiedän

sen kokemuksesta.
— Rouva Fraenkelin äänessä oli sama osanottava, lempeä sointu

kuin äsken. Hän avasi suunsa sanoakseen jotain — mutta huulet
sulkeutuivat heti jälleen. Sen sijaan katsoi hän Mariaa puhuvin
silmäyksin — ne puhuivat enemmän kuin sanat. Maria ei onneksi
huomannut sitä ja jos olisikin huomannut, olisi hän tuskin
ymmärtänyt… Eikö Maria sitte tiennyt, millaista elämää hänen
miehensä vietti? Kyllä, tietysti — eihän toisin saattanut olla. Siitähän
puhuttiin yleisesti seurapiireissä ja Askerin kodissakin. Tiedettiin, että
Karl Asker viime aikoina oli alkanut viettää nuorenmiehen elämää
kaikissa suhteissa. Eikä hänen entinen elämänsä ole ollut sekään
nuhteetonta, mikäli rouva Fraenkel oli mieheltään kuullut. Oh, sehän
on alhaista kauheaa! Kuinka voi Maria sentään olla tyyni? Miksi ei
hän vaikka karannut — minne; hyvänsä — miehensä luota, joka ei
ansaitse viattoman naisen uhrautuvaa lempeä. Ei hän, rouva
Fraenkel, — hetkeäkään viihtyisi kodissa, joka ei ole todellinen koti.
Tokkohan Maria tiesikään kaikkea! Ei, olihan hän lukenut sen niin
selvästi ystävättärensä silmistä ja koko hänen olennostaan. Kuinka
paljon lienee sitte otaksumisissa oikeaa…
Lukemattomia samanlaisia kysymyksiä risteili rouva Fraenkelin

aivoissa hänen pitäessään sylissään lapsuutensa ystävää. Hän
hehkui halusta saada tietää Marian ajatukset ja tunteet ja jotenkin
lohduttaa häntä.
— Pikku Mari raukkani! — Rouva Fraenkel painoi hellän

ystävättären suudelman Marian otsalle ja hiuksille.
— En tiedä miksi itken. — Maria nousi ja järjesti tukkaansa.
— Oh, kyllä, kyllä sinä tiedät, kultaseni.
—. En tiedä, vakuutan sen… ei se ole mitään… ei yhtään mitään.

— Hän kätki taas kasvonsa ystävättärensä helmaan. — Ehkä johtuu
kaikki siitä, että minulla on ikävä, niin sanomattoman ikävä
Norlantiin.
Maria oli oikeassa. Tällä hetkellä tunsi hän todellakin hurjan

kaipauksen kotiseudun metsäisille maille. Kaikki hänen
kaipauksensa, lempensä ja kaihonsa keskittyi tällä kertaa vain
yhteen ainoaan — saada matkustaa sinne ylämaahan, humisevien
honkien keskeen.
Mutta Ellen Fraenkel oli katsonut syvälle hänen sieluunsa. Hän

tunsi niin hyvin ystävättärensä jo tämän lapsuuden päiviltä asti.
Maria oli kuin ruusu. Se tahtoo kasvaa ja elää viimeiseen asti —
kunnes syksyn myrskyt tulevat ja kuolettavat sen. Se ei voi elää
ilman päivänpaistetta ja lämpöä. Niin oli Maria Askerin laita. Hän oli
niin nuori ja kuumaverinen, hänen sydämensä ei tahtonut eikä voinut
lemmettömyyden kahleihin puristua. Mutta ilman lemmen
lämmittäviä säteitä oli hänen mahdotonta elää — ja sen vuoksi oli
hänen sydämensä nyt paleltumaisillaan. Kaiken tämän tiesi rouva
Fraenkel.
— Tule mukaani Norlantiin! — Hän tiesi itsekin, että tämä ehdotus
oli vain lausetapa ilman sisältöä.
Maria pudisti päätään ja hymyili kärsivästi.
— Ei, ei se käy päinsä. Kaarlo ei kuitenkaan tahtoisi — ja muuten,

ketä minä siellä tervehtisin nyt? Omaiseni ovat kuolleet ja ystäväni
hajonneet sinne tänne.
— Eivät kaikki. Tiedän ainakin yhden — rouva Bohrmanin. Hän

puhui niin ystävällisesti ja osanottavasti sinusta. Ja hänen äänensä
oli niin kaunis ja lempeä. En tiedä, mutta väkisinkin tuntui kuin olisi
hänellä jotakin katumista, jotakin, jota hän ei ole saanut pois
mielestään, vaan toivoisi nähdä sinut, sanoa sen sinulle ja sitte
unohtaa… Ehkä se on vain luulottelua, mutta aina hänen
puhuessaan jää sama vaikutus. Hän on niin yksinäinen nyt,
rouvaparka, sittenkuin miehensä syksyllä kuoli. — Rouva Fraenkel
katseli salavihkaa Mariaa. Tämän kasvoilla veri vuoroin kohosi ja
poistui, mutta muuten hän istui liikkumatonna kädet ristissä
polvillaan. Vihdoin avasi hän huulensa ja soinnuton ääni lausui:
— Vai niin… vai kuoli hän syksyllä.
Rouva Fraenkel ymmärsi koskettaneensa Marian sydämen

hellimpiä kieliä, mutta ajatukset tanssivat hillitsemättöminä hänen
aivoissaan. Hänen täytyi mennä vapaaseen ilmaan selvittämään
niitä ja nousi sen vuoksi lausuen hyvästi.
— Joko sinä lähdet? — Maria lausui tämän luonnollisella

äänellään ja pakotti itsensä hymyilemään. Tällaisenkin hymyilyn
tunsi rouva Fraenkel jo Marian lapsuuden ajoilta.
— Kuules, Maria, ethän sinä kai aio koko kesää istua täällä
kaupungissa kuivumassa?
— En, luojan kiitos! Jo ensi maanantaina muutan saaristoon

erääseen kesähuvilaan ja nautin siellä meri-elämästä, kylvyistä ja
vapaudesta ja kaikesta, mitä kesä tarjota voi. Oi, jos tietäisit, miten
ikävöin sinne.
— Saatko Askerin koko perheen seuratovereiksesi?
— Ei, muutan sinne vallan yksin — ja tiedätkös, mitä se tahtoo

sanoa?
— Kyllä kyllä! Mutta tuleehan toki kai miehesi mukaan?
— Ei, ikävä kyllä. Hänen täytyy olla kaupungissa ja käy hän vain
sunnuntaisin tervehtimässä minua. Olinkin sen vuoksi ajatellut ensin,
etten matkustaisi minäkään. Käy sääliksi häntä.
— Se nyt vielä olisi puuttunut. — Rouva Fraenkel naurahti. Hän oli

jälleen entisellä iloisella tuulellaan. — Älä vain rupea sen vuoksi
kärsimään erikoisia omantunnon vaivoja.
Matkusta sinä vain iloisena maalle. Miehesi kyllä kai pian oppii
yksinään olemaan, sillä muutenkin kuuluu hän jo olevan jälleen
rakastunut nuorenmiehen elämään. — Heti tuon lausuttuaan katui
hän sanojaan. Marian kasvot punastuivat voimakkaasti ja hän katsoi
ystävättärensä silmiin kuin uhrikaritsa, mutta ei löytänyt sanoja
vastatakseen. He menivät eteiseen. Katkaistakseen painostavan
äänettömyyden rouva Fraenkel lausui: — Minä toivoin nyt, että kun
uudelleen näemme toisemme, on kasvoillasi noiden kalpeitten
ruusujen paikalla entinen puna. Se ilahuttaisi minua niin
sanomattomasti. — Hän taputti Marian poskea.
— Kiitos, kiitos! — Maria pakotti taas itsensä hymyilemään. —

Terveisiä
Norlantiin. Syksyllä tapaamme jälleen. — Ovi sulkeutui ja rouva
Fraenkel oli mennyt.
Eriskummallinen oli mieliala, mikä valloitti Marian yksin jäätyään.

Hän ajatteli ystävättärensä sanoja ja miehensä viime-aikaista
elintapaa. Hänellä oli niin omituinen pelko. Hän tiesi kyllä, että
miehensä viihtyi hurjissa huveissa ja että hän usein vasta aamulla
tuli kotiin, mutta kertaakaan ei hän voinut itselleen tunnustaa, että
Kaarlo olisi saattanut olla huonoilla teillä… Sehän oli kuolettavaa
ajatellakin! Kaarlohan oli häntä kohtaan niin hellä ja hyvä; Maria ei
tahtonut eikä saanut ajatella mitään huonoa miehestään. Mutta hän
vihasi sitä "toveri-elämää", joka Kaarlon iltasin houkutteli vaimonsa
luota tuntemattomille matkoille. Ensin oli hän monella tavoin
koettanut saada miehensä olemaan kotona, mutta huomasi pian
yrityksensä turhiksi. Karl Asker oli heikko ja taipuva luonne.
Pääkaupungin elämä tarjosi niin paljon viehättävää…
Nyt antoi Maria kaiken olla niinkuin se on. Hän tottui

yksinäisyyteen. Mutta miehensä tuntematonta elämää hän vihasi —
oli hetkiä, jolloin hän vihasi Kaarloakin ja olisi saattanut vihan
vimmassa työntää hänet luotaan. Mutta juuri tuollaisina hetkinä olikin
hän aina yksin…
Tänä iltana yksinäisyys jälleen huvitti Mariaa. Hän käyskeli

huoneissa ja tarkasteli mielihyvällä kaikkea. Hän istui flyygelin
ääreen ja alkoi soittaa intohimoisia säveleitä. Hän soitti ja soitti, eikä
tahtonut osata lopettaa. Kello oli kaksitoista, kun hän meni
makuuhuoneesensa.
3.
Kun vihdoin maanantai valkeni, oli Maria aikaiseen valveilla

matkavalmistuksia viimeistelemässä. Hän veti ikkunaverhon puoleksi
ylös ja hyräili jotakin laulua auringon ensi säteiden virratessa
huoneeseen. Kaarlo ei vieläkään ollut kotona; niin kauvan ei
milloinkaan ollut viipynyt poissa. Mutta Maria ei nyt joutanut sitä
ajattelemaan. Hän oli niin iloinen ja mieli tuntui kevyeltä. Missähän
lienee Kaarlo viettänyt koko yön? Jossakin "toverien" kanssa tietysti.
Ja nyt saisi hän vapauden "huvitella" — hän ajatteli tuota sanaa
iroonisesti hymyillen — miten paljon tahtoi. Maria lähtee nyt pois
Luojan vapaaseen luontoon, pääsee ikävyydestä ja kaikista
vastenmielisistä ajatuksista miehensä elintapojen vuoksi.
Oi, miten ihanaa on joskus elämä! Ei mikään voisi tänään hänen

iloaan häiritä.
Hän kuuli eteisessä lukon rapinaa, sitte askeleita lattian poikki —

se oli Kaarlo. Epämiellyttävä väristys tuntui Marian ruumiissa, mutta
nähdessään miehensä väsyneen ja surkean olennon, tuntui se
vallan koomilliselta. Maria ei voinut olla tahtomattaan hymyilemättä,
ja vaikka siinä hymyilyssä ei ollut hiluistakaan lämpöä, tuli miehensä
suoraan hänen luokseen ja lausui yhtä iloisena kuin
kummastuneena:
— Se on oikein, pikku Mari — niin pitää aina olla. Meitä oli vain
muutamia hyviä ystäviä koolla, jotka…
Maria keskeytti sukkelaan.
— Rakkaani, anna minun olla kuulematta, missä olette olleet — se

ei minua ollenkaan huvita. — Hänen äänensä oli hermostunut.
Kaarlon alakuloinen käytöstapa saattoi hänet aavistamaan miehensä
salaavan huolellisesti jotakin… Sitä ei voinut ajatella.
Koko aamupäivän oli hänen asunnossaan tavaton kiire ja hyörinä.

Mamma Asker toimitti lukemattomia asioita ja lähetti milloin yhden
milloin toisen sanan ja hänen tyttärensä juoksentelivat portaissa.
Maria oli äärimmilleen hermostunut, toivoi jo ettei milloinkaan olisi
koko matkalle ajatellutkaan eikä saanut hetkenkään rauhaa ennen
päivällistä.
Mutta kun hän kello kolmen aikaan seisoi eteisessä matkapuku

päällään, säteili koko hänen olennostaan salaamatonta iloa. Nyt oli
kaikki ohi — pian on höyryvene vievä hänet Tukholman saaristoon.
Tätä ajatellessaan saattoi hän ystävällisesti hymyillä kaikille, puhua
sydämellisesti ja ottaa iloisena vastaan omaisten onnentoivotukset ja
varoitukset. Ja kun hänen anoppinsa vihdoin tuli alas, meni Maria
erityisen hellästi hänen luokseen ja taputti olalle.
— Kun mamma lähetti Agnesin sanomaan, että tulette itse

luokseni, en tullut ottamaan jäähyväisiä.
Mutta mamma Asker ei ollut kovinkaan hyvällä tuulella. Tuntui niin

omituiselta, että hänen nuori miniänsä saattoi noin iloisella mielellä
jättää heidät kaikki — ei ollut tästä vaikea arvata, mitä tunteita hän
povessaan heitä kaikkia kohtaan kantoi.
— Mutta sen minä sinulle sanon, että en koskaan ole nähnyt sinua
noin keveänä kuin nyt, jolloin koko kesäksi käännät selkäsi
miehellesi ja omaisillesi.
Rouva Asker oli oikeassa — sitä ei käynyt kieltäminen. Senpä

vuoksi Maria ei vastannut mitään; hän ainoastaan hymyili. Mutta
tämä hymyily harmitti anoppia vielä enemmän.
— Vaikka nyt todella olisi miten viehättynyt matkaansa, ei pitäisi

sitä noin julkisesti näyttää. Luulin sinun edes tuntevan jonkun verran
kaipausta erotessasi hyvästä, kiltistä miehestäsi. Mutta sinähän et
tiedä kuinka olisit tuossa kaikessa mielihyvässäsi. — Rouva Askerin
äänessä oli pyhää suuttumusta.
— Mamma rakas, mitä johtopäätöksiä nuo nyt ovat, kuului Kaarlon

ääni viereisestä huoneesta.
— Sinuahan juuri, poikani, hänen sydämettömyytensä pitäisi

ennen kaikkea haavoittaa. Kun niin vapaasti…
Karl Asker keskeytti äitinsä kärsimättömänä.
— Sydämettömyytensä… tyhmyyksiä! Älkää huoliko yhtään. Hän

sanoi juhlallisesti kovemmalla äänellä: — Tunnen itseni
onnellisemmaksi kuin muulloin nähdessäni ettei vaimoni teeskentele.
— Hän puristi lujasti Marian kättä ja he lähtivät.
Isollakadulla hetken äänettöminä käveltyään kumartui Kaarlo

sanomaan hiljaa vaimolleen:
— Pikku Mari, sinä et vaan saa ajatella pahaa mammasta; ei hän

tarkoita niinkuin sanoo. Hänhän on vanha ja kivuloinen. Hän pitää
sinusta kuitenkin; tässähän on vain se vanha juttu, että anopit eivät
koskaan voi antaa anteeksi miniöilleen sitä, että nämä vievät heiltä
heidän poikansa. Mutta siitähän ei tarvitse välittää. Älä ole ollenkaan
pahoillasi!
— En, Kaarlo, näethän sen itsekin. — Maria kääntyi hymyillen

mieheensä.
— Niin näenkin. Sinä olet niin hyvä ja alttiiksi antava. — Kaarlo

puristi hänen vartaloaan itseään vasten.
Laivasillalla vilisi kansaa kaikennäköistä, eikä höyryveneissä

näyttänyt olevan enää olenkaan tilaa. Kaarlo oli kuitenkin väsymätön
hankkiakseen vaimolleen mukavan istumapaikan. Se onnistuikin.
Laivan reunalla, kaidetangon vieressä, löysi hän vihdoin vapaan
paikan ja tiesi Marian juuri siitä erityisesti pitävän. Hän ei tiennyt
muuten, miten olisi oikein palvellut pikku rouvaansa, ja Mariasta
tuntui kaiken aikaa kun olisi miehensä tahtonut jotakin hyvittää,
jotakin katua.
Höyrytorvi soi ja Kaarlo kumartui suutelemaan Marian kättä.
— Mutta eikö totta, Mari, miten paljon sinulla onkaan käyttörahoja?

Ehkä ne eivät riitä, niin että… Hän otti povitaskustaan lompakkonsa.
Avatessaan sen putosi lehtien välistä punaisella silkkinauhalla
solmittu vaalea hiuskiehkura Marian syliin. Aviopuolisot katsoivat
toisiaan silmiin ja se katse oli erilainen kuin milloinkaan ennen.
Kumpainenkaan ei lausunut yhtään sanaa.
— Kiitos, Kaarlo, minulla on niin paljon kuin tarvitsen. — Maria

kääntyi katselemaan kuninkaallista linnaa.
Minuutin kuluttua lähti höyryvene rannasta.

Marian koko tunne-elämä riehui ilmi kapinassa Kenen oli se
hiuskiehkura, jota hänen miehensä kantoi sydämellään? Ja kaikki
kysymykset ja ihmettelyt, jotka hän viime päivinä oli urhokkaasti
torjunut takaisin, myrskysivät esteettöminä uudelleen esiin. Hänen
joka jäsenensä oli herpoutunut ja vaivoin saattoi hän olla
purskahtamatta itkuun. Mielen liikutuksesta kalpeana istui hän
kumarassa ja katseli aaltojen tyyntä leikkiä. Kuka oli hän, se nainen,
joka oli sytyttänyt hänen miehensä sydämen, kuunnellut hänen
imartelujaan ja antanut hänelle lemmen muiston, hiuskiehkurasta
solmitun kahleen? Kuka oli hän? Oli kuin hienoinen harso olisi
vetäisty pois Marian silmien edestä. Hän näki kaikki niin
toisenlaisessa valossa kuin ennen. Ja hän ymmärsi… hän ymmärsi,
mitä Ellen Fraenkel oli sanonut, että Kaarlo on mielissään hänen
poismenostaan ja nyt tiesi hän syyn niihin salaperäisiin puheihin,
mitä oli kuullut, että nimittäin miehensä oli jälleen alkanut viettää
täydellistä nuorenmiehen elämää. Nyt ymmärsi hän… Niinmuodoin
ei hän näiden neljän vuoden kuluessa ollut muuta kuin ajankuluke,
leikkikalu, johon Kaarlo jo oli kyllästynyt. Hän oli kai miehelleen
jotakin liian tavallista — liian vanhanaikaista. Kaarlo halusi kai
vaihtelua — uutta ja aina uutta hän halusi. Ja se nainen, jonka
hiuskiehkuraa hän kantoi sydämellään, se kai oli Kaarlon lemmen
esine. Hän — tuo valkotukkainen olento — oli työntänyt Marian
syrjään. Hän ehkei koskaan vanhene. Varmaankin on hän nuori —
hyvin nuori ja kaunis, sillä Kaarlo rakasti nuoruutta yhtä paljon kuin
vaihtelua. Millainen vaikutusvoima hänellä mahtaakaan olla! Onko
hän tämän vaikutusvoimansa vuosien kuluessa kehittänyt? Niin,
Maria melkein uskoi sen. Kaarlo, joka ei ollut varma itsestään, tietää
ei olevansa iäksi kahlittu ja siksi voi suhde olla hetken leimuava. On
luonteita, jotka eivät voi sietää ikuista valaa, sellaista, jota ei voida
purkaa. Ja tällainen luonne oli nyt Karl Asker.
Mutta hän — tuo nainen — saattoi ehkä kauvankin pitää heidän
välisen suhteensa kukoistavana, sillä heidän välilläänhän ei ollut
mitään kaavamaista eikä sitovaa. Kaarlo pitäisi tuota valkokiharaista
jonakin kiellettynä hedelmänä ja siinä on juuri tämän houkutteleva
viehätys. Ei mitään edesvastuuta koskaan, eikä nuhteita ja
pahastuvia silmäyksiä. Niin — hänen, tuon tuntemattoman
kaunottaren luona, Kaarlo siis oli istunut kaikki ne illat, mitkä Maria
kotona oli viettänyt ikävässä ja aika ajoin levottomuudessa; hänen
luotaan palasi hän aamusin hiipimällä syrjäkatuja myöten kotiin
skandaalia välttääkseen. Hänen tähtensä Kaarlo oli riistänyt omalta
vaimoltaan yörauhan, ryöstänyt seuran ja tehnyt hänet niin
pettyneeksi ja surulliseksi, jollainen hän viime aikoina useimmiten oli
— hänen tähtensä Kaarlo ehkä vihdoin on uhraava kaikki.
Maria oli vähitellen, vastoin tahtoaan, kiihoittunut äärimmilleen;

hänen kasvonsa vaihtoivat alituiseen väriä. Hän painoi otsansa
lujasti kylmiä käsiään vasten. — Kuinka oli se mahdollista — kuinka
saattoi hän! Kuinka voi olla niin kovasydäminen ja
armahtamattomasti pettää? Ja miten hän kuitenkin toisinaan oli
petollisen ystävällinen ja rakastettava? Huu! — Mariaa oikein
värisytti sitä kaikkea ajatellessaan. Kaarlo oli ollut tänään niin
huomaavainen ja ystävällinen vaimolleen ja sellainen tulisi hän aina
olemaan — sen tiesi Maria. Karl Asker ei ollut ollenkaan paha luonne
— kaukana siitä! Hän oli aina sydämellinen ja huomaavainen ja täytti
kaikki vaimonsa pienimmätkin toivomukset arki-elämässä. Hän oli
väsynyt vaimoonsa, hänellä ei milloinkaan olisi ollut sydäntä hyljätä
puolisoaan, mutta hän oli ollut kai ainoastaan leikkikalu ja siinä
kaikki.
Raitis meri-ilma viihdytti kuitenkin vähitellen Marian särkyneet

hermot. Hän peitti toisella kädellään silmänsä ja itki hiljaa. Rauha ja
tyyneys palasivat jälleen koko hänen olentoonsa. Hän saattoi taas
nauttia kauniista luonnosta, seurata silmillään aaltojen leikkiä ja
vaipua unelmien maailmaan.
Ehkei se kaikki sentään ollutkaan niin vaarallista kuin hän oli

kiihoittuneessa mielessään kuvitellut…
Lindalsalmen rantaan päästyä oli hän täydelleen entisellään. Hän

lähti astelemaan samaa metsäpolkua kuin muutama päivä sitte
käydessään täällä miehensä omaisten kanssa. Oli herttaista olla
yksin, antaa katseen levätä hongikon tummassa varjostossa, jonka
läpi kuitenkin siellä täällä päivänsäde pilkahti, nähdä auringon
vaipuvan yhä alemmas puitten latvojen taa ja kuunnella aaltojen
kohinaa… Maria nautti kaikesta niinkuin ainoastaan viljelemätön
kaunomieli voi nauttia. Ja kävellessään yksinäistä kiemurtelevaa
metsäpolkua ei hän mitään toivonut niin sydämellisesti kuin saada
nähdä hänet — ensi lempensä — Erik Bohrmanin. Tämä tunne
kasvoi ja kasvoi — se täytti hänen sielunsa kokonaan. Surulle ja
vaikutuksille altis mieli ei voinut häiritä milloinkaan sitä tunnetta —
siksi syvällä olivat sen juuret. Peittää ne sen hetkeksi saattoivat,
mutta sammumaton liekki hehkui tuhkankin alla.
— Oi, jos hän nyt juuri tulisi, jos kohtaisin hänet tässä metsässä!
— ajatteli Maria. Hän hiljensi askeleitaan ja katseli tarkasti
ympärilleen; hän oli melkein varma, että Erik Borhman tulee… Mutta
hän ei tullut.
Tultuaan huvilan luo näki hän läheisellä rinteellä erään hongan

juurella huopavaatteen ja siinä hänet. Hän nukkui. Toinen käsi
suojasi silmiä ilta-auringon paahteelta. Hattu oli vieressä ja
päivettyneeltä otsalta kohosi tukka muodostaen pari tummaa aaltoa.
Piirteet olivat samat kuin ennen, sama sopusuhtaisuus ja… niin,
vuodet eivät olleet pystyneet häneen. Maria katsoi ja katsoi, salainen
voima hänen silmiään kiinnitti siihen yhteen paikkaan. Tietämättään
ja tahtomattaan hiipi hän lähemmäksi. Ei yhtään ihmistä ollut
saapuvilla. Hän pysähtyi lähelle. Nyt hän näki hänet selvään —
piirteet olivat samat, mutta kasvojen ilme toisenlainen kuin ennen.
Hän oli kalpeampi, eikä enää niin nuorekas kuin ennen. Mutta hän oli
kuitenkin… Oi, Jumala!… Sisällisten taistelujen ja mielenliikutuksen
masentamana laskeutui hän istualleen ja nojasi hongan sammaleista
runkoa vasten.
Silloin näki hän Erik Bohrmanin liikuttelevan ja heräävän. Maria ei

tiennyt, mistä hän sai voimia, mutta silmänräpäyksessä oli hän
noussut ja sukkelaan paennut, katumuksen ja pelon pakottamana.
Mitä olikaan hän tehnyt?
Pian senjälkeen rouva Fosser yksinkertaisessa salissaan otti

ystävällisesti vastaan uuden kesävieraansa.
— Ei, mutta kas, pikku rouva! Tulittepa odottamatta. Olemme

olleet vastassa aamulaivalla. Mutta rouva Asker tuleekin parhaaksi
päivälliselle.
Maria viipyi kauvan omassa huoneessaan ennenkuin uskalsi

päivälliselle kaikkien uteliaisuuden esineeksi. Oli vallan mahdotonta
hänen tuntea itsensä täysin tyyneeksi ja turvalliseksi — tuon
tuostakin kävi kummallinen vavahdus koko ruumiin läpi.
Päivälliskello soi toisen kerran — aivan varmaan hänen tähtensä, ja
nyt täytyi hänen mennä. Hän oli levoton siitä miten käyttäytyisi ensi
kohtauksessa ja toivoi jo hetkisen, että olisi valinnut toisen
suviasunnon, mutta vain hetkisen. Hän astui vakavin, vaikka hitain
askelin päivälliselle. Ruokasaliin olivat jo kokoontuneet rouva Fosser
ja kaikki hänen kesävieraansa. Herrat puhelivat voileipäpöytien
ympärillä ja naiset olivat siellä täällä ahkerassa syöntihommassa
hekin. Verannalla, selin toisiin, seisoi Erik Bohrman — yksin. Tiesikö
hän, että Maria oli täällä? Pitkän esittelyn loppupuolella tuli hän
huoneeseen. Vaaleanruskeissa silmissä oli muuttumaton katse. Hän
teki miellyttävän, arvokkaan kumarruksen.
— Hyvää päivää, rouva Asker, lausui hän enemmän luonnollisella

kuin sydämellisellä äänellä. — Onpa siitä aikaa, kun…
Maria tunsi itsensä täysin tyyneksi ja olisi mielellään vastannut

kiitollisella katseella, mutta ei uskaltanut. Hän oli sydämestään
iloinen — Erik Bohrman oli sittekin sama kuin ennen, ja silloin ei
Marian tarvinnut pelätä seurustelua hänen kanssaan. Herra
Bohrmanin käytöstapa ensi kohtauksessa puhui enemmän kuin
Maria tahtoi itselleen tunnustaakaan.
— Tunteeko herrasväki toisensa? — kysyi rouva Elfving hieman

kummastuneesti.
— Oh, mehän olemme molemmat Norlannista ja samalta

paikkakunnalta.
Tietystihän me tunnemme.
Päivällispöydässä he innokkaasti puhelivat kaikenlaisista

jokapäiväisistä asioista. Mutta Maria puheli myöskin muitten
päivällisvieraiden kanssa ja pian oli keskustelu vilkkaassa vauhdissa.
Puheltiin leikkiä laskien yhdestä ja toisesta asiasta, eikä tuossa
pienessä kesähuvilassa ennemmin ollut milloinkaan vietetty niin
hupaista päivällishetkeä. Päivällisen jälkeen meni kukin
lepopaikalleen puutarhaan tai rinteelle. Erik käveli Marian rinnalla ja
puheli yhtä ja toista kesävieraista. Maria oli äänetönnä ja hymyili;
hän tunsi itsensä nyt niin kummallisen rohkeaksi tietämättä syytä.
— Helkkarin sievä ja hauska olento tuo rouva Asker, virkkoi
tukkukauppias Elfving rouvalleen, joka oli mukavasti sijoittunut
verannalla olevaan nojatuoliin.
Rouva Elfving katsoi miestään pikaisesti silmiin.
— Ei minun mielestäni, vastasi hän jotenkin terävällä äänellä,

mutta herroillahan on aina oma makunsa. Minusta naineen naisen
tulisi paljon arvokkaammin esiintyä varsinkin ensi tutustumisessa
vieraiden ihmisten kanssa.
— No herran nimessä, saahan nyt toki nainutkin nainen olla

iloinen ja puhella semminkin noin viattomista asioista, vastusti
tukkukauppias ja istuutui paremman puoliskonsa rinnalle.
— Luulen tulevani täällä viihtymään oikein hyvin, lausui Maria Erik

Bohrmanille heidän yhdessä kävellessään rinnettä pitkin alas.
— Oo — ho, sepä hauskaa… Ruskeat silmät loistivat

ystävällisesti. — Sittepä on tehtävä joitakin valmistuksia. Teillä ei
vielä ole valittu lepopaikkaa niinkuin meillä kaikilla muilla. Jos
tahtoisitte tyytyä minun vaatimattomaan seuraani, olisin
sanomattoman onnellinen. He saapuivat paikalle, missä Maria
tänään ensi kerran kohtasi Erikin. Huopavaate oli vieläkin levällään
maassa.
— Olkaa niin hyvä! — Erik teki kohteliaan kumarruksen. — Tästä

todistavat kaikki olevan ihanimman näkö-alan ja muuten kadehtitaan
minulta lepopaikkaani. Sallitteko minun istua juttelemaan kanssanne
hetkisen menneistä ajoista ja Norlannista.
— Kiitos, mielelläni! Niin, puhukaamme Norlannista! Minä rakastan
vielä humisevien honkien ja kuohuvien virtojen maata; tuletteko
suoraan sieltä? Maria katsoi herra Bohrmanin ohi merelle ja sen
tuolla puolen kohoavaan metsänreunaan.
Mutta tuomari Bohrman ei huomannut hänen sanojaan. Hän

katseli kiinteästi edessään huopavaatteella istuvaa hentoa olentoa.
Vaaleansininen leninki suhtausi kauniiseen vartaloon ja eroittausi
jyrkästi tummasta sammaleisesta taustasta.
— Nyt tunnen teidät jälleen, vaikken äsken ollut tuntea. Meidän

välillemme on tullut jotakin vierasta, mutta se on poissa nyt. Juuri
tuossa asennossa, tuo uneksiva katse silmissänne olette sama kuin
ennen. — Hän katseli Mariaa hiukan surullisin silmäyksin, mutta
huulillaan oli edelleen yhtä herttainen hymyily kuin muinoin.
Maria oli todellakin hurmaava. Tummat hiukset kiehkuroivat

kauniisti valkeaa otsaa ja suuria silmiä varjostivat mustat
kulmakarvat. Iho oli tervettä ja hienoa, purppuraisilla huulilla leikitteli
ihastuttava hymyily. Kädet olivat ristissä niskan taa kohotettuna ja
katse suuntausi unelmoivana kauvas. Hän tunsi tällä hetkellä
olevansa onnellinen ja oli kuin joitakin nukkuneita tunteita olisi jälleen
herännyt hänen rinnassaan. Hän kuunteli Erik Bohrmanin
kertomuksia ja muisteli jokaista hänen äänensä sointua. Hän ei
uskaltanut kauvemmin katsella lapsuutensa ystävää, mutta loi tuon
tuostakin silmäyksiä häneen. Ja hän olisi voinut kiitollisuudesta itkeä
siitä, että Erik vielä oli sama kuin ennen, ettei mitään uutta ja
vierasta ollut häneen vuosien kuluessa ilmestynyt. Entäs sitten tuo
pieni "Te" — sana, jota hän oli alkanut käyttää, miten paljon se
muistutti entisiä aikoja, niitä aikoja, jolloin he koulujen lupa-ajoilla
silloin tällöin kohtasivat toisensa.

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OVERVIEW OF THE CHAPTER

Opening Case: Hootsuite Connects Business to Social Media

I. THE IMPORTANCE OF COMMUNICATION IN ORGANIZATIONS

A. Communication is the sharing of information between two or more individuals or

Chapter 6 Communication and Information Technology 2

3.When all members of an organization are able to communicate

Lecture Enhancer 12.1: “BODY LANGUAGE”

Chapter 6 Communication and Information Technology 2

4. The Role of Perception in Communication.

Chapter 6 Communication and Information Technology 3

b. Nonverbal communication shares information by means of facial

Chapter 6 Communication and Information Technology 4

b. When choosing among media, managers need to take into

Chapter 6 Communication and Information Technology 5

e. Direct negative feedback toward behaviour that the receiver can

Chapter 6 Communication and Information Technology 6

a. Receivers are empathetic when they try to understand how the

A. There is no one best communication network or medium. The most

Chapter 6 Communication and Information Technology 7

ii. Rather than scheduling formal meetings with

Chapter 6 Communication and Information Technology 8

3.Email, Twitter, Facebook and Blogs also fits into this

Chapter 6 Communication and Information Technology 9

7. The problem with such information overload—a

IV. THE USE OF INFORMATION TECHNOLOGY (IT) AND ORGANIZATIONAL

A. Advances In Information Technology

1. Computer-based information technology can greatly facilitate and improve

Chapter 6 Communication and Information Technology 10

communication a means of a computer network and the like, a vital

Lecture Enhancer 12.3: “LEARNING CORPORATE LANGUAGE”

V. HOW MANAGERS ARE USING SOCIAL MEDIA IN COMMUNICATION

Chapter 6 Communication and Information Technology 11

Lecture Enhancer 12.2:

Chapter 6 Communication and Information Technology 12

Lecture Enhancer 12.3

Despite the best efforts of English professors, business-communication consultants, and

Lecture Enhancer 12.4

The conflicts involved in managing a working group composed of relatives is familiar to

Chapter 6 Communication and Information Technology 13

Chapter 6 Communication and Information Technology 14

END OF CHAPTER CONTENT

SUMMARY AND REVIEW

LEARNING OBJECTIVES REVISITED

LO1 The Importance of Communication in Organizations Effective communication is

Chapter 6 Communication and Information Technology 15

LO3 Organizational Communication Networks and Channels Communication

WRAP-UP TO OPENING CASE

Hootsuite Connects Business to Social Media