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ORGANISATIONAL COMMUNICATION
Falkné dr. Bánó Klára
BGF Külkereskedelmi Főiskolai Kar
[email protected]
[email protected]
Communication – definition
COMMUNICATION CONSISTS OF ALL
THE PROCESSES BY WHICH
INFORMATION IS TRANSMITTED
AND RECEIVED.
A general model of the communication process:
(based on Shannon and Weaver’s model)
The importance of communications for the
organisation
Communication is the lifeblood of the
enterprise which coordinates all the activities
of the organisation.
The form of communication, or whether communication
takes place at all, can considerably effect the
attitudes of the employees and the degree to
which they understand and support management
policies.
Types of Communication Systems
• FORMAL systems – arranged or approved by
management
• INFORMAL systems – unofficial and unplanned methods
• ONE WAY – sender makes no provision for reaction from
the receiver; fast, preserves management authority.
• TWO WAY – response from the receiver is provided for
and encouraged; much slower, indicates a more
participative approach to decision making and leadership
style.
Types of Communication
VERBAL - dominates formal communications
NON VERBAL – important in informal
communications (Body Language)
• Facial expression
• Gestures
• What is not said
• Who is present or who is not invited to a
meeting
Direction of Communication
Barriers to Effective Communication
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Distortion of messages
Communication overload
Transmitting messages unsuitable for the audience
Using vague or meaningless words
Inability to listen
Communication involves active listening. Many managers
make good talkers but poor listeners. It takes as much
concentration (if not more) to listen as to talk.
Barriers to Effective Communication
• Perceptions of the sender/receiver
In communicating we internally encode or decode
messages by our past experience of the other person.
(halo-horns effect)
A simple message can prompt wrong feelings in
the receiver
Communication methods
FORMAL METHODS
• Written instructions and announcements – one way,
downwards, permanent
• Broadcast messages over P.A. systems – one way,
downwards, not permanent
• Large meetings addressed by senior managers –
mostly one way, downwards, not permanent – unless followed
by written confirmation
Communication methods
FORMAL METHODS
• Interdepartmental and team meetings –
encouraging two way and lateral communication; need
written follow up to become permanent
• Interviews – provide a review of performance
e.g. appraisal
• Joint committees of management and employee
representatives – two way, up- and downwards, lateral,
followed by minutes, therefore permanent, e.g. appeals
against dismissal
Communication methods
FORMAL METHODS
• Suggestion schemes – mainly one way upwards,
permanent
• Employee attitude surveys – mainly two way,
permanent
• New technologies
Communication methods
INFORMAL METHODS
at all levels in the organisation
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Casual conversations
Private networks
‘Subversive ‘ material/information
Secret signs and gestures
Rumours – the Grape-vine
Main types of communication networks
Comparing the performance of centralized and
decentralized communication networks
The process of communication