MANAGER &COMMUNICATION
MANAGER
COORDINATINGAND
OVERSEEING(WORKING ACTIVITIES)
OF
SUBORDINATESEMPLOYEES
TO
ACHIVE ORGANIZATIONAL
OBJECTIVES/GOALS
EFFICIENTLY AND
AFFECTIVELY
MANAGER & STAFFCOMMUNICATION
COMMUNICATION
STAFFEMPLOYEE
SWORKERS
MANAGER
WHAT IS COMMUNICATION?PROCESS
OF
SHARING INFORMATIONFACT/OPINION
ONE PERSON TO ANOTHERPERSON
WITH A PURPOSE? TO SAY? TO SAY
TO CREATEUNDERSTANDING
BY CONVEYING
MEANINGSSOMETHING IN MIND
ENCODINGMEANING TO
SYMBOLSSENDER
DECODING SYMBOLS IN MEANINGS
RECEIVER
IMPORTANCE OF COMMUNICATION TRANSMISSION OF MESSAGE MESSAGE IT SELF MUTUAL UNDERSTANDING
› DIRECTING AND CONTROLING THE STAFF MAKE COMMUNICATION EFFECTIVE
› ELIMINATE COMMUNICATION GAP MAKE COMMUNICATION TWO WAY
› COMMUNICATION WAS LIMITED THROUGH PAPER-WORK & TELEPHONE CALLS
› USE NEW TECHNOLOGY HAVE CELL PHONES VIDEO CONFERENCING, E-MAIL, SATELLITE COMMUNICATION (TO SUPPORT BUSINESS COMMUNICATION)
RULES, REGULATIONS AND POLICIES TO BE COMMUNICATED› WITHIN & OUTSIDE THE ORGANIZATION
BASIC FUICTIONS OF MANAGEMENT› PLANNING › ORGANIZING› LEADING› CONTROLING
TYPES OF COMMUNICATION
ORAL COMMUNICATION› CAN BE FORMAL OR INFORMAL› USE FORMAL COMMUNICATION
MEETINGS INTERVIEWS GROUP DISCUSSIONS SPEECHES
WRITTEN COMMUNICATION AGENDA OF ORGANIZATION REPORTS CIRCULARS MEMOS NOTICES
BODY LANGUAGE› ACTION SPEAKES LOUDER THAN WORDS
GESTURE ,POSTURE
COMMUNICATION
ORAL COMMUNICATION
WRITTEN COMMUNI-CATION
BODY LANGUAGE
FLOW OF COMMUNICATION &MANAGER
ORGANIZATION
WHY MANAGER USES DOWNWARD COMMUNICATION ?
TO TELL RULES AND REGULATIONS› TO REGULATE AND CONTROL THE STAFF
INSPIRING YOUR EMPLOYEES› IMPORTANCE OF EMPLOYEES› ENGAGE STAFF› REDUCE TURNOVER
FEEDBACK TO EMPLOYEES› WELL PERFORMER› STAFF LOYALTY› BOOST MORALE › SHOW CAUSE NOTICES
COMMUNICATE WELLA CHALLANGE FOR MANAGER
CRITICAL ASPECT OF LEADERSHIP› DIFFERENT LEVEL OF UNDERSTANDING› IGNORE FEELINGS
FAIL TO GAIN EMPLOYEES RESPONSE› ONE WAY COMMUNICATION› EMOTIONS ARE HIGH( STYLE IS ACCORDING TO THE SITUATION ? )
POLITE TONE HARSH TONE
FAIL TO ACHIVE BUSINESS GOALS› IN TEAM SITUATIONS› CLASSICAL APPROACH› TURNOVER INCREASES
FAIL AS LEADERS STAFF SCARCITY HIDING FACTS
COMMUNICATION SKILLS› TO OVERCOME ALL THE CHALLANGES
MANAGER & COMMUNICATION COMMON ERRORS
EVER GIVING NEGATIVE FEEDBACK› DISCOURAGING EMPLOYEES
SANDWICHING NEGATIVE FEEDBACK› HIDING WEAK POINT› ONLY HEAR THE GOOD
STORING UP FEEDBACK› DIFFICULT TO EXPLAIN› MISS SOME IMPORTANT POINTS› DUMPING ON EMPLOYEES
OVER LOOK POSITIVE FEEDBACK› BEING INSINCERE WHEN GIVING POSITIVE FEEDBACK
UNBALANCED DETACHMENT› NOT BEING DIRECT ARROUND ISSUES› LACK OF TRUST INCREASES
LACK OF LISENING› YELLING, SCREAMING OR GETTING EMOTIONAL
INAPROPRIATE FORUMS TO COMMUNICATE› E.g. E-MAIL, PUBLICALY
LOST OF TRANSLATION / MEANINGS› NAGATIVE ASPECTS (CO. IN CRISIS)
WITHDRAWAL OF INVESTMENT BEING UNPREPARED
› DON’T HAVE ENOUGH INFORMATION› WHAT TO SAY ?› HOW TO SAY ?
EMERGENCY / URGENT MEETING CALL
HOW CAN ERADICATE COMMUNICATION ERRORS AS A MANAGER ?
BEING BALANCED IN GIVING POSITIVE & NEGATIVE FEEDBACK GIVE FEEDBACK WHEN ITS DUE
BE DIRECT AND HONEST GIVE FEEDBACK TRUTHFULLY DON’T HIDE FEEDBACK POSITIVE OR NEGATIVE
BE TIMELY IN YOUR COMMUNICATION DON’T PUT IT OFF (FEEDBACK,NOTICES,CIRCULARS,INSTRUCTIONS)
PRACTICE AND PREPARE YOUR SELF WHAT TO SAY? HOW TO SAY? BE SPECIFIC (DON’T FLY ERROS IN AIR)
DO NOT MUCH BEHAVIOUR DON’T BE SO POLITE/HUMBLE DON’T BE SO ARROGANT/RUDE
COMMUNICATE FACE TO FACE LOST OF TRANSLATION (E-mail, letters)
FOCUSE ON FACTS CONVEY ACCURATE INFORMATION
COMMUNICATE WITH PLAN BE INFORME THE STAFF SHOULD HAVE ENOUGH INFORMATIN DATE , TIME AND VENUE
SPECIFIC EXAMPLE, GUIDELINE &TOOLS
CONSTANT LATENESS EMPLOYEES CONSTANTLY LATE TO WORK TELL THEM INFORMALLY NEED TO USE FORMAL WAY ?
GUIDELINES TO SOLVE THE PROBLEM ORGANIZE A MEETING WITH EMPLOYEES GO THROUGH THE ACTUAL DATES AND TIME THEY WERE LATE (BE
SPECIFIC ) ASK THEM IF THERE IS ANY REASON (GIVE THEM CHANCE TO SPEAK) DOCUMENT THE CONVERSATION AND PLACE IN THEIR FILE GIVE THEM A COPY OF CONVERSATION ASK THEM TO AGREE TO TRY TO BE ON TIME IN FUTURE
THEEFFORT
NEVER
DEMAND END HO GYAAAA