Date post: | 02-Jun-2018 |
Category: |
Documents |
Upload: | jyotirmoy-nath |
View: | 219 times |
Download: | 0 times |
of 49
8/10/2019 IP Business Communication 1
1/49
How would you define communicat ion?
8/10/2019 IP Business Communication 1
2/49
Definition : Keith Davis(Human Behaviour at Work)
The transfer of information and understanding
from one person to another person. It is a way
of reaching others with facts, ideas, thoughts
and values. It is a bridge of meanings amongpeople so that they can share what they feel
and know.
By using this bridge, a person can cross safely
the river of misunderstanding that sometimes
separates people.
8/10/2019 IP Business Communication 1
3/49
8/10/2019 IP Business Communication 1
4/49
Definition : Rogers & Rogers
The behavior of individuals in organizations
is best understood from a communicationpoint of view.
8/10/2019 IP Business Communication 1
5/49
Why is organizational communication
important?
Work is more complex and requires greater
coordination and interaction among workers
The pace of work is faster
Workers are more distributed
8/10/2019 IP Business Communication 1
6/49
Why is organizational communication
important?
Simultaneous, distributed work processes are
more common
Knowledge and innovation are more critical to an
organizations competitive advantage
Communication technologies and networks areincreasingly essential to an organizations
structure and strategy.
8/10/2019 IP Business Communication 1
7/49
Why is organizational communication
important?
Communication is not only an essential aspect of
these recent organizational changes, but effective
communication can be seen as the foundat ion
of modern organizations.
8/10/2019 IP Business Communication 1
8/49
More recent discussions focus on the growing dependence
on dynamic computer-facilitated communications that are
neither formal nor informal, such as communication within
teams.
It may be that the formal/informal dichotomy of the past is
becoming less salient as many new communication channels
now exist within organizations that are neither formal norinformal.
8/10/2019 IP Business Communication 1
9/49
Vertical Communication.
Vertical communication occurs between hierarchically
positioned persons and can involve both downward andupward communication flows.
Downward communication is more prevalent than
upward communication. Larkin and Larkin (1994)suggest that downward communication is most effective if
top managers communicate directly
with immediate supervisors and immediate supervisors
communicate with their staff.
8/10/2019 IP Business Communication 1
10/49
What matters most is not the supervisors leadership
style but whether the supervisor has power.
One way to give supervisors power is to communicatedirectly with them and to have them provide input to
decisions
8/10/2019 IP Business Communication 1
11/49
Ensuring that supervisors are informed about
organizational issues/changes before staff in general, and
then allowing them to communicate these issues/changesto their staff, helps reinforce their position of
power.
When the supervisor is perceived as having power,employees have greater trust in the supervisor
Donald Pelz (1952)
8/10/2019 IP Business Communication 1
12/49
Although the content priorities of downward communication
have not been definitively demonstrated, there is some level
of certainty with respect to the best approach to downward
communication:
Top managers should communicate directly with
immediate supervisors;
Immediate supervisors should communicate with theirdirect reports; and
On issues of importance, top managers should then follow-
up by communicating with employees directly.
8/10/2019 IP Business Communication 1
13/49
One consistent finding is that employee satisfaction with
upward communication tends to be lower than theirsatisfaction with downward communication
Gibson 1985; Gibson and Hodgetts 1991
8/10/2019 IP Business Communication 1
14/49
Some employee-based reasons why upward communication
tends to be poor:
Fear of reprisalpeople are afraid to speak their minds
Filtersemployees feel their ideas/concerns are modified
as they get transmitted upward
Timemanagers give the impression that they dont have
the time to listen to employees.
McClelland, 1988
8/10/2019 IP Business Communication 1
15/49
Lateral communication involves communication among
persons who do not stand in hierarchical relation to one
another.
While recent trends to flatten organizations have
enhanced the importance of lateral communications,
studies on lateral communication still lag behind those on
vertical communication.
8/10/2019 IP Business Communication 1
16/49
With the greater importance of teams, more attention is
now being directed at communication between team
members.
Lateral communications between workers in different
functional areas is also becoming a bigger concern as
greater attention is being directed at increasing the speed of
production through simultaneous, as opposedto sequential, work processes.
8/10/2019 IP Business Communication 1
17/49
There is greater emphasis on communication across
distributed workers and geographically separated work
groups doing similar kinds of work in an attempt to promote
learning and the sharing of expertise, best practices, and
lessons learned.
8/10/2019 IP Business Communication 1
18/49
Diagonal communication refers to communication
between managers and workers located in different
functional divisions.
Wilson,1992
8/10/2019 IP Business Communication 1
19/49
The concept of diagonal communication was
introduced to capture the new communicationchallenges associated with new organizational forms,
such as matrix and project-based organizations.
8/10/2019 IP Business Communication 1
20/49
1. Dyadic
2. Group
3. Public
4. Organizational
5. Family
8/10/2019 IP Business Communication 1
21/49
Impersonal Communication
Impersonal communication is that which involves
functional short-term exchanges such as might
occur between a shopper and a salesman.
8/10/2019 IP Business Communication 1
22/49
Stages of Interpersonal
Communication
1. Initial encounter: offers a first impression that can be
full of communication data. Likes or dislikes can be
instantaneous.
2. Experimenting: is the second step in interpersonal
communication. In this step, information is
exchanged on a variety of topicsgeneral and safeat first, gradually becoming more personal and more
self-revealing.
8/10/2019 IP Business Communication 1
23/49
Stages of Interpersonal
Communication3. Intensifying: follows when the experimentation leads
to positive mutual conclusions that the
relationship is worth pursuing
4. Integration:in which mutual decisions are
made that the relationship is fulfilling. This is the stage of
intense friendships, close business partnerships etc.
8/10/2019 IP Business Communication 1
24/49
Stages of Interpersonal
Communication
5. Bonding: is the final stage, in which the relationship is
sealed (often formally with contracts or written agreements)and generally is publicized (such as through
announcements).
8/10/2019 IP Business Communication 1
25/49
1. Dyadic communication includes two people, with some
of the elements of interpersonal, but the context is
not face-to-face. Example: Two business colleaguesusing the telephone or e-mail.
2. Group communicationincludes a small group of people.
Example: Teleconference in a distance learning class.
8/10/2019 IP Business Communication 1
26/49
Mass communication is a more public form of communication
between an entity and a large and diverse audience,
mediated by some form of technology.
This may be either real time or on a taped delay basis,
or it may be rooted in the usually recent past.
Examples: Radio and television, newspapers and magazines.
8/10/2019 IP Business Communication 1
27/49
Key functions of Communication
The primary functions of organizational communication:
Implementation of plans
Leading, motivating, and influencing
Public relations
Problem-solving and decision-making
Conflict management, negotiating, and bargaining
8/10/2019 IP Business Communication 1
28/49
Key functions of Communication
Neher, 1997
The primary functions of organizational communication:
Compliance-gaining
Leading, motivating, and influencing
Sense-making
Problem-solving and decision-making
Conflict management, negotiating, and bargaining
8/10/2019 IP Business Communication 1
29/49
1. Arises from social interaction
2. People talk about people
3. People talk about interests that affect them
4. It functions through word of mouth
5. It operates at a fast speed and takes its own course
8/10/2019 IP Business Communication 1
30/49
Official Deliberately planned Part of structure
Directed toward goalsof the enterprise Impersonal Stable and rigid
Slow and structured Few chances of
distortion
Unofficial Unplanned Cuts across
Directed toward goalsof individuals Personal and social Flexible and instable
Fast and unstructured Many chances of
distortion
8/10/2019 IP Business Communication 1
31/49
8/10/2019 IP Business Communication 1
32/49
Communication Networks: Circle
8/10/2019 IP Business Communication 1
33/49
Communication Networks: Chain
8/10/2019 IP Business Communication 1
34/49
Communication Networks: Wheel
8/10/2019 IP Business Communication 1
35/49
Communication Networks:
All Channel
8/10/2019 IP Business Communication 1
36/49
Communication Networks: Y
8/10/2019 IP Business Communication 1
37/49
Encoder/sender
Channel Message Decoder/receiver Noise
8/10/2019 IP Business Communication 1
38/49
Semantic
Organizational
Interpersonal
Individual
Cross cultural
Physical
8/10/2019 IP Business Communication 1
39/49
1. Words having similar pronunciation but multiple meanings
Example: Site, cite, sight
2. Badly expressed message
3. Wrong interpretation
4. Unqualified assumptions
5. Technical language
8/10/2019 IP Business Communication 1
40/49
1. Culture and climate
2. Rules and regulations
3. Status relationships
4. Complex structure
5. Inadequate facilities and opportunities
6. Poor superiorsubordinate relationships
8/10/2019 IP Business Communication 1
41/49
Barriers emanating from Superior
1. Shortage of time for employees
2. Lack of trust
3. Lack of consideration for employee needs
4. Withholding information
5. Fear of losing power and control
6. Information overload
8/10/2019 IP Business Communication 1
42/49
Barriers emanating from Subordinate
1. Lack of proper channel
2. No interest to communicate
3. Lack of cooperation
4. Lack of trust
5. Poor relationship
6. Fear of penalty
8/10/2019 IP Business Communication 1
43/49
1. Style
2. Selective perception
3. Halo effect
4. Status relationship
5. Poor attention and retention
6. Inattention
7. Undue importance to the written words
8/10/2019 IP Business Communication 1
44/49
8. Defensiveness
9. Closed mind
10. State of health
11. Filtering
8/10/2019 IP Business Communication 1
45/49
1. Values
2. Norms of behaviour
3. Social relationships
4. Concepts of time
5. Concepts of space
6. Non verbal communication
8/10/2019 IP Business Communication 1
46/49
1. Noise
2. Environment
(a) External trans-receivers
(b) Number of links in a chain
(c) Circumstantial factors
3. Defects in the medium
8/10/2019 IP Business Communication 1
47/49
1. Fostering good relationships
2. Well focused communication
3. Coordination between superior and subordinate
4. Avoid technical jargon
5. feedback
6. Accuracy
8/10/2019 IP Business Communication 1
48/49
7. Clarity
8. Organization philosophy
9. Flat organization structure
10. Division of labour
11. Organization policies
8/10/2019 IP Business Communication 1
49/49
12. Minimize semantic problems
13. Proper communication channels
14. Accurate feedback