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THE QUALITY OF YOUR LIFE
IS THE QUALITY OF YOUR COMMUNICATION ~
BOTH WITH YOURSELF & OTHERS
25 May 2017
2
Rebuild Your Life
Through
Effective Communication
Dr Ali Sajid, PhD,
PEC,
ISLAMABAD
Don’t curse the
darkness light a
candle
Chinese Proverb
Sharing of Resources
"A candle loses
nothing by
Lighting
another candle"
If you have your sight,
you are blessed.
If you have insight, you
are a thousand times
blessed.
7
Words Are Energy
 Never use words like defeats, failure &
problem. Always talk of “Hope, Belief,
Faith, Victory & Success.”
 When you use a Positive word, a wave of
Positive word, engulfs you, raising your
Energy Levels & Putting you in a
“Winning Frame of Mind.”
 Words are Energy use
them in your favour!!
To be conscious that you
are ignorant is a great
step to knowledge.
- Benjamin Disraeli
Doing is Believing
"I hear and I forget. I
see and I remember.
I do and I understand."
(Confucius 551-479 BC)
Communication
 "He who wishes to talk
well must first think
well.”
 "When you speak, your
speech should be better
than your silence would
have been." (Origin unknown)
New Style?
"I praise loudly.
I blame softly.“
 (Catherine the Great, 1729-1796.)
Test of Intellect
"Whoever in debate
quotes authority uses
not intellect, but
memory."
 (Leonardo Da Vinci)
Good Writing
"What is written without effort
is in general read without
pleasure."
(Samuel Johnson.)
Bad Attitude of Employee
Don’t waste your time
trying to change
employees,
Who have bad attitudes
 Inn Pareen a Kaleesa koo Kaleesa say
hatta doon
"Great speakers are not born, they're
trained."
-- Dale Carnegie
"Perhaps you will forget
tomorrow the kind words you
say today, but the recipient may
cherish them over a lifetime.“
Dale Carnegie
Conversation with Wise Man
“A single conversation
with a wise man is better
than ten years of study.”
--Chinese Proverb
Light
 Be a light, not a judge.
 Be a model, not a critic.
- Stephen Covey
"Communication skills are the lifeblood of a
successful life...if you plan on spending any
time there..."
-- Doug Firebaugh
"Communication is really all anyone ever
gets paid for ultimately...and if you cannot
effectively communicate...you will PAY...not
get paid..."
-- Doug Firebaugh
"Little deeds of kindness, little words of
love, help to make earth happy like the
heaven above."
Julia A. Fletcher Carney
Of all the things you wear, your
expression is the most important
"You are not only
responsible for what
you say, but also for
what you do not say."
– Martin Luther
"Kind words can be
short and easy to
speak, but their
echoes are truly
endless."
- Mother Theresa of Calcuta
Challenge
EFFECTIVE COMMUNICATION
Planning
Organizing
Management Process
Leading
Communication
External
Environment
 Customers
 Suppliers
 Stockholders
 Governments
 Community
 others
Purpose & Function of Communication
Controlling
Mgrl Effectiveness Through
Communication
 You Spend Most of Your Time at Work
Communicating.
 Your Success- Based on Strong Communication
Skills.
 Communication Is Becoming in Increasingly
Important In Increased Globalization, Diversity
Workplace Specialization.
 Communication Tech Offers New Opportunities of
Communicate More Often & More Efficiently Than
Ever Before.

Managerial Function of Communication
 Managers have three basic jobs.
 Collect Information : Collect relevant info from
conversations, phone calls, memos, office memo,
Reports, databases, & internet.
 Convey Info & Decision : To inside & outside org
through speeches, press releases, videos, memos,
letters.
 Promote Interpersonal Unity :
Motivate people through speeches, conversations on
lunch & on ceremonies & through walking around.
( garmoo ghamoo ka lahoo zooq a yaqan say)
.
Toward Effective Communication
Org goal
Goals-related
behavior
Communication
network objectives
Communication
activities
Communication
policies
Relationship of Communication Factors to Org Goals
Mgr as nerve centre in
Info Processing Network
Manager as monitor
Gathers external info
(through liaison role) form
contacts, informers, peers,
& experts
Manager as monitor
Gathers internal info
(through leader role)
Form subordinates
Manager as nerve center in information-processing network
Mgr as disseminator
Distributes information
to subordinates
Mgr as spokesperson
Need for Communication
• Very strong in Human beings
• Considered as a basic need,
as in the case of eating, sleeping, etc.
• Established as both a social &
individual need
Interpersonal Communication
Three Broad Types
Oral, Written, Nonverbal
Oral Communication: Consists of all forms of spoken info\
Most preferred type of communication used by mgrs.
Mgrs prefer face-to-face & telephone communication to
written communication because it permits immediate
feedback.
Written Communication: letters, memos, policy manuals,
reports, forms, & other documents used to share info in org.
Nonverbal Communication Involves all messages non
language responses. Anything that sends message.
Mgrs often underestimate its importance. Hidden messages & can
influence process & outcomes of face-to-face communication.
The Importance of Communication Skills as
Expressed by Business Authorities
“Top executives from Fortune 500 companies rate
communications skills as the most important quality
for business leaders.”
New York Times
Business Section
“There may be no single thing more important in our
efforts to achieve meaningful work and fulfilling
relationships than to learn and practice the art of
communication.”
The Art of Leadership
Max De Pree, Author
Evidence of Communication Weakness in Business
“I’m surprised how so many
people struggle
with communication.”
--Michael Rook, Production Manager
Hewlett Packard, San Diego, CA
“The first thing the H R
Department did was give me a
writing book.”
--Sam Reeves, IT Consultant
AMS, Denver, CO
Cost of Correspondence
 One page business letter that took 10
minutes to dicate cost between $13.60
and $20.52 in 1996.
 Poor writing costs even more since it
 Waste Time.
 Wastes Effort.
 Jeopardizes goodwill.
)
Communication is shared
feelings/shared understanding.
If you can honestly achieve that
goal, you are communicating.
Who Is Responsible?
 The Communicator.
How Much Is The
Communicator Responsible?
 60 Percent!
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Think > listen > talk
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Why is
communication
important ?
•
•
•
•
•
Inspires confidence
Builds respect
Helps make friends
Reveals your ability to others
Develops a distinct personality
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We need to
improve communication... as
70 % of our communication efforts are:
 misunderstood
 misinterpreted
 rejected
 distorted or
 not heard
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Communication in Organizations
Chief Executive Officer
Sales
Manage
r
Legal
Plant
Manager
Production
Plant
Manager
Financal
Enginering
HR
Plant
Manager
Diagonal communication
Horizontal or lateral
communication
Upward and downward
communication
Copy Rights Dr Sajid
25 May 2017
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43
25 May 2017
PEOPLE ARE INFLUENCED,
PROBLEMS ARE SOLVED,
CHANGES ARE FACILITATED,
EXCELLENT RELATIONSHIPS ARE DEVELOPED,
DESIRED RESULTS ARE ACHIEVED, AND
SUCCESS IS ENSURED.
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PLAYS A VITAL ROLE
IN DISCOVERING OURSELVES &
THE WORLD AROUND US
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IS NOT JUST GETTING
THE MESSAGE ACROSS
BUT ITS ACCEPTANCE
FROM ITS INTENDED RECEIVERS
WHICH CAUSES
THE EXPECTED BEHAVIOUR
FROM THE RECEIVERS
OF THE MESSAGE
ONLY THEN, THE RECEIVERS
WILL BE WILLING TO
CONVERT THE COMMUNICATION
INTO ACTION
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LISTEN TO,
OBSERVE &
INTERPRET
ALL FORMS OF LANGUAGE
IS ESSENTIAL FOR
EFFECTIVE COMMUNICATION
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Communication
is a two-way process
of giving and receiving info
through one or more
number of channels.
Communication
Communication
is the process of sending and
receiving
messages
Importance Of Communication
 Organizational / Functional: greater info access &
awareness
 Improves coordination: reduces logical gaps
 Encourages cooperation: helps bring everyone in th
mainstream
 Gives a direction: to tasks and activities
 Morale and empowerment
 Decision making aid
 Speeds up orgal processes
 Better focus on customer requirements
 Generates a greater sense of orgal commitment
& involvement
 A Problem Solving Tool: by clarity, preciseness &
feedback
What needs to be communicated
Information/data
+
Attitudes
Values
Moods
Emotions
Communication is a process through
which mgrs coordinate, lead, &
influence their subordinates.
Ability to communicate effectively –
considered by most mgrs critical in
determining managerial success.
Ability involves broad array of activities,
“Reading, listening, managing &
interpreting info, serving clients, writing,
speech-making, & use of symbolic
gestures”.
Communication relates, directly to basic
mgt functions.
Delegation, Coordination, & Org change &
Development also Entail Communication.
 Essential Tool for People Who Want to Stay
in Touch With Rest of World.
Developing
“Reward systems &
interacting with subordinates”
as part of Leading function etc –
Impossible w/o some form of
communication
Essential to: Establishing standards,
Monitoring performance, & Taking
corrective actions. Pervasive part of
virtually all managerial activates.
The bridge between our
separate realities is
communication . . .
To communicate is to relate."
-- Layne and Paul Cutright
Communication in Org
 In Enterprises, info must flow faster.
 Short stoppage on fast-moving production line costly - lost output.
 Production Problems communicated quickly for
corrective action
 Info increased - frequently causing info overload.
 Need more relevant info.
 Necessary to have for effective decision making.
 Getting info from mgrs’ superiors &
subordinates - from depts & people elsewhere org.
Communication
skills can make or
break career of
org.
Elements of Communication
Encoding
Perception &
Interpretation
Message
Nonverbal
Communication
s
Channel
Communicator
COMMUNICATION PROCESS
Stimulus
Feedback
Destination
Filter
Message
Medium
Communication Process
Social Context
Sender
Encodes
Medium
Decodes
Receiver
Feedback
Noise
Basic Element in Communication Process
Noise
Original Message
Percentage of Understanding lost in communication
100 Percent
Top mgt’s understanding
63 percent
VP Understanding
56 percent
General mgr’s understanding
Average
40 percent
Division mgr’s understanding
Average
Information
30 percent
Unit mgr’s understanding
Information
Loss
20 percent
Employee’s understanding
Loss
 FEEDBACK:
Process of verifying messages &
receiver’s attempts to ensure message be decoded is what
sender really meant to convey.
 Through feedback,
communication becomes
dynamic, two-way Process
rather than just event.
 Meant To avoid
communication failure as it
provides preliminary info to
sender.
Key to Understand
MgrListening:
must avoid
interrupting
subordinates
& putting them on defensive.
To elicit honest feedback,
mgr should develop atmosphere
of trust & confidence
& Supportive Leadership Style,
With de-emphasis on status.
Characteristics of Effective &
Ineffective Feedback
Effective Feedback
Ineffective Feedback
1. Intended to help the employee.
1. Intended to belittle the employee.
2. Specific.
2. General.
3. Descriptive.
3. Judgmental.
4. Useful.
4. Inappropriate.
5. Timely.
5. Untimely.
6. Willingly heard by employee.
6. Makes the employee defensive.
7. Clear.
7. Not understandable.
8. Valid.
8. Inaccurate.
Dr. Sajid, Communication, Oct 2k8
Noise
Internal or external interference with
or distraction form intended
message.
Can cause distortion in sending &
receiving of messages. In addition to
physical
conditionsmake
communication more difficultEmotional states can also create
noise.
 Some Basic Truths about
Communication
 Meanings sent are not always
received.
Meaning is in the mind.
Symbols of communication imperfect.
Elements of Good Talking
 Voice Quality
 Talking Style
 Word Choice & Vocabulary
 Listening: Key to Understand
Rushed, Never-listening mgr will
Seldom Get Objective View of
Function of Org.
How to overcome
Communication Roadblocks ?
• Effective Listening
• Reading body language
• Effective Speaking
• Skill Training
The Process of
Listening
Types of Listening
 Active vs. Passive
 Positive vs. Negative
 What Kind is it?




Appreciative
Empathic
Discriminative
Analytical
Effective Listening
Behaviors that support
effective listening
Behaviors that hinder
effective listening
Effective Listening
Behaviors that support effective listening
• Maintaining relaxed body posture
• Leaning slightly forward if sitting
• Facing person squarely at eye level
• Maintaining an open posture
• Maintaining appropriate distance
• Offering simple acknowledgements
• Reflecting meaning (paraphrase)
• Reflecting emotions
• Using eye contact
• Providing non-distracting environment
Effective Listening
Behaviors that hinder effective listening
• Acting distracted• No response
• Invalidating response, put downs
• Interrupting
• Criticizing
• Judging
• Diagnosing
• Giving advice/solutions
• Changing the subject
• Reassuring without acknowledgment
Importance of Listening
"There is none so
blind as those who
will not listen."
(William Slater)
Test of Listening
"If you don't agree with
me it means you
haven't
been listening.“
(Sam Markewich.)
When people talk,
listen completely.
Most people never
listen.
Franklin Delano Roosevelt
"Listening looks easy, but it's
not that simple. Every head is
a world."
---Cuban proverb
"Do
not save your loving speeches
for your friends till they are dead;
do not write them on their
tombstones, speak them rather
now instead."
--- Anna Cummins
Time, Empathy, &
Concentration on
communicator's
messages are
Prerequisites for understanding.
People want to be heard,
want to be taken seriously,
want to be understood.
"Effective communications
starts with listening."
--Robert Gately
Importance of Listening
 Exists as first verbal skill people learn
 Accounts for most of communication
time
 Ranks hi in business
 Requires high in business
 Requires clear thinking, patience
motivation, & hard work
 Often overestimated in effectiveness
 Truly listening to someone is one of the greatest
gifts we give to each other.
 Listening from our hearts- open and waiting for
the other to speak what is truly in their heart - is
a ministry of hospitality.
 It is holy work.
 Speaking from the heart takes courage –
 to risk & be vulnerable with another."
Kay Lindahl
Nature of Listening
 Sensing
 Filtering
 Remembering
"How often could things be
remedied by a word. How
often is it left unspoken."
-- Norman Douglas
"Silence is the training ground
for the art of listening."
-- Linda Douty,
"Remember that
silence is
sometimes the
best answer."
- Dalai Lama
"Responsible Listening is speaking we do to
prove to the other person that we
understand what his or her total message
said.
saves us from attacking & defending.
allows for no judgment of the other person's
character.
Its only function is to present, what speaker
meant at this moment, in this conversation.
Listening is suspension of judgmentsuntil we gain new info"
Peter deLisser
The Listening Process
 Begins with symbols - entering receiver’s sensory
world
 Involves process of selective perception
 Depends upon listener’s
(a) sensory limitations,
(b) degree of alertness,
(c) conditioning
 Entails Nervous system & filtering by the mind
 Continues with search for ways to express meaning
 Ends by sending message
More & Less Effective Listening Skills
Active, focused
Passive, laid back
Pays attention
Easily distracted
Asks questions
Asks no question
Keeps open mind
Has preconceptions
Assimilates
information
Disregards
information
Comparison of Non-listening & Active
Listening
Non-listening
Orientation toward self
Little use of mind (thinking)
Lack of etiquette
Inattention to principles of effect
No consideration of alternate
messages
Little empathy
Casual attention to meaning
Emphasis on winning
Little personal involvement
Inattention to nonverbal
communication
Results in conflict
Active Listening











Orientation toward others
Significant use of mind
Good application of etiquette
Effective use of principles of
effect
Consideration of alternate
messages
Much empathy
Intense attention to meaning
Emphasis on understanding
Much personal involvement
Focus on nonverbal
communication
Results in rapport
Improving Listening Ability





Commit to improve
Focus attention
Cultivate accuracy of filtering
Concentrate on remembering
Apply techniques
 Our first responsibility as effective
listeners is to understand ourselves
as communicators.
 Just as the sources of the
communication message should be
trained in self-intra personal
communication, so, too, should
listeners know themselves."
--- Carolyn Coakley
The Ten Commandments of Listening










Stop talking
Put talker at ease
Show talker you want to listen
Remove distractions
Empathize with talker
Be patient
Hold your temper
Go easy on argument and criticism
Ask questions
Stop talking
“Writing is thinking
on paper. Anyone
who thinks clearly
should be able to
write clearly about
any subject at all.”--William Zinsser, Author
On Writing Well
Some Tips for Improving Written
Communication
Many people fall into habit of using
technical jargon that can be understood
only by experts in same field.
Common problems in written
communications are that writers omit
conclusion or bury it in report, are too
wordy, & use poor grammar, ineffective
sentence structure, & incorrect spelling.
Some Tips for Improving Written
Communication
Use simple words & phrases.
Use short & familiar words
Use personal pronouns (such as “you”)
whenever appropriate.
Give illustrations & examples; use charts.
Use short sentences & paragraphs.
Use active verbs, as in “Mgr plan…”
Avoid unnecessary words.
Orgl Skills
Three orgl skills - Enhance comm effectiveness for both
sender & receiver –
a. Follow up
b. Regulating info flow
c. Understanding richness of different media.
Following up simply involves checking at later time
to be sure that message received & understood.
Regulating information flow –sender or receiver takes steps to
ensure that overload does not occur.
Managing Communication Within Diverse Orgs
Communication permeates every org.
Some messages are clear effective; others cause
confusion & errors.
some messages sent throughout org contain misinfo or
secret info- impede org processes.
Formal communication follows chain of command & is
recognized as official.
Vertical Info: Flow of info both up & down chain of
command. Involves exchange of message b/w two or
more levels in org.
 The more elaborate our means of
communication, the less we
communicate. Kin Hubbard
Flow of communication
At the workplace
* Upward
From subordinates to superior
* Downward
From superiors to the subordinates
* Lateral
From one employee to another
Types of communication
Formal
Informal
COMMUNICATION NETWORKS
 Formal communication network :
follows the hierarchical structure
of the organization,
or the "chain of command."
 Informal communication network:
involves communication
that follows the "grapevine."
Formal Communication
Information
Managers
Workers
Managers
Workers
Workers
Efforts at coordination
Workers
Instructions and directives
HEAD
Formal Communication Channels.
Official structure of an org.
 Typically shown by org chart of any org.
 A box -link in the Chain of Command.
 A line-for formal channel for transmission.
 Type of Communication
Communicating among members of
an org.
Formal communication channels.
Informal communication channels.
Formal Communication
Channels.
 Downward information flow.
 Upward information flow.
 Horizontal information flow.
DIRECTION OF COMMUNICATION FLOW
Downward communication
flows from upper management down
to the employees at lower ranks.
Job instruction
Ideology
Information
Feedback
Upward communication
is initiated by those at the lower levels of the organization
positive
timely
support current policy
Downward Communication
 Flows from people at hi to lower levels in org hierarchy.
 Esp. in org with “Authoritarian Atmosphere”.
 Media for oral downward communication- instructions,
speeches, meetings, telephone, loudspeakers, even
grapevine.
 Memo, letters, handbooks, pamphlets, policy statements,
procedures, electronic news displays.
 Info lost/distorted -comes down chain of command.
 Top mgt issuance of policies- does not ensure
communication.
 Directives -not understood or read.
 Feedback essential for finding out whether info perceived
as intended.
 Downward flow of info through org- time-consuming.
 Delays - frustrating - top mgrs insist info sent directly to
person requiring it.
Upward Communication
 From subordinates to superiors - continues up
hierarchy.
Hindered by mgrs in communication chain - filter messages
- transmit info- unfavorable news to bosses.
 Objective transmission of info essential for control.
Upper mgt needs to know production performance,
marketing info, financial data, what lower-level
employees thinking.
 Primarily nondirective - found in participative democratic orgs.
 Suggestion systems- appeal - grievance procedures,
complaint Systems,
 Counseling sessions, joint setting of objectives,
 Grapevine, group meetings, practice open-door policy,
oral Questionnaires, exit interviews, ombudsperson.
Upward Communication
 Ombudsman-. Originated in Sweden, - civil servant to
investigate complaints about fed bureaucracy.
 Companies established position for person - investigates
employees’ concerns.
 Anheuser-Busch, Control Data, GE, McDonnell Douglas & AT&T
few companies using ombudsperson in 1986, suggesting
workers trust person.
 Position provide “Valuable Upward Communication Link” front-page scandals & legal costs by grinning improprieties attention of appropriate person before problems.
 Effective communication requires environment subordinates feel to communicate.
 Org climate influenced by upper mgt, creating free flow
communication rests with superiors.
CHANNELS OF COMMUNICATION
Face to Face
Interactive TV - high speed connections (two way)
Video-Voice / Data Channel (one way)
Telephone
E-mail
Personal written correspondence
Formal written message
Public speaking
Data Reports
Broadcast e- mails / reports
Formal & Informal Commun networks in a
Div of a Small Mnfg Company
Department
Manager
Supervisor
Supervisor
Navy Solid Lines = Formal Network
Coral Dashed Lines = Informal Network (at a moment in time, for they change often)
Formal Communication Channels.
 Distortion: misunderstanding or communication
errors at different communication links in the chain.
 To reduce distortion reduce number of levels in
the structure.
 Flat structure & wide span of control.
 Fragmented info. (isolated), Less flexibility.
 Informal Communication Channels.
 Grapevine: Supplements formal channels.
 80% of info that travels around through grapevine is
business related & 75_95% is accurate.
 Informal channels increase as organization has closed
formal channels.
Common Grapevine Chains Found in Org
Gossip Chain
(One person tells many)
Cluster Chain
(Many people tell few)
COMMUNICATION PATTERNS
Vertical:
Downward
• rationale for doing jobs
• organization’s policies, practices
• performance appraisals
• sense of mission
Vertical: Upward
• reports on work, progress
• unsolved problems requiring managerial assistanc
• Suggestions and ideas
• Subordinates’ feelings about jobs, co-workers,
the organization
Horizontal
• task coordination
• information sharing
• problem solving
• conflict resolution
• peer support
TM 14-6
CENTRALIZED COMMUNICATION NETWORKS
Y
X
x
Chain
X
x
DECENTRALIZED COMMUNICATION NETWORKS
Circle
All-channel
External Communication Network.
 Communication in and out of an organization.
Types:
 Formal contacts with outsiders
 Informal contacts with outsiders.
 Devolution of responsibility.
 Performance based reward system.
 Quality teams.
 Suggestion schemes.
 Special newsletters.
Mgt by Wandering Around-Informal Commn
Popular form of informal communication
Basic idea -some mgrs keep in touch with what’s going
on by wandering around & talking with people –
immediate subordinates, subordinates far down orgl
hierarchy, delivery people, customers, or anyone else
who is involved with company in some way.
Bill Marriott, frequently visits kitchens, loading docks,
& custodial work areas when-ever he tours Marriott
hotel. Claims that by talking with employee throughout
hotel, he gets new ideas & has better feel for entire
company.
CHANNELS OF COMMUNICATION
VOCAL
NON-VOCAL
VERBAL
SPOKEN WORDS
WRITTEN WORDS
NONVERBAL
SIGH
FACIAL EXPRESSION
GRUNT
POSTURE /
GESTURE
INFLECTION
SPATIAL
RELATIONSHIP
Non-Verbal Communication:
People send messages to each other
without talking.
They communicate through
facial expressions,
head positions,
arm and hand movements,
body posture,
positioning of legs & feet, and
the way people use “space”
Body Language
• Interpreting body language is vital
in any communication process
• Observe the body movements and postures
• Match the other person’s body language,
if appropriate and if required.
Types of Nonverbal
Communication






Body Language
Space
Time
Para language
Color
Layout and Design
Types of Nonverbal Communication:
Kinesic behavior,-body motion such as gestures, facial
expressions, eye behavior, touching,- Body movement.
Physical characteristics- body shape, physique, posture,
height, weight, hair, & skin color.
Paralanguage- Voice quality, volume, speech rate, pitch, &
laughing.
Environment- Building & room design, furniture & interior
decorating, light noise, & cleanliness.
Time-Being late or early, keeping others waiting, & other
relationships between time & status.
Reading Body Language
Unspoken message
Behavior
“ I’m nervous
Clearing throat
Expelling air (such as “Whew!”)
Placing hand over mouth while speaking
Hurried cigarette smoking
“I’m superior to you.”
Peering over tops of eyeglasses
Pointing a finger
Standing behind a desk & leaning palms
down on it
Holding jacket leaps while speaking
Interpersonal Communication
From
Advantages
Oral
1.
2.
Promotes feedback
& interchange.
It easy to use
Disadvantages
1.
2.
3.
Written
1.
2.
Tends to be more
accurate.
Provides record of
communication.
1.
2.
May
suffer
form
inaccuracies.
Leaves no permanent
record.
Seldom
time
for
thoughtful response.
Inhibits feedback &
interchange.
Is more difficult & time
consuming.
Communication Audit
One way to improve communication in org is to
conduct communication audit.
Such audit is tool for examining
communication policies, networks & activities.
Organizational communication is viewed as
group of communication factors related to
organizational goals.
Communication Audit
One way to improve communication in org is to
conduct communication audit.
Such audit is tool for examining
communication policies, networks & activities.
Organizational communication is viewed as
group of communication factors related to
organizational goals.
COMMUNICATING THORUGH TECHNOLOGY
E-mail.
Electronic meeting software.
Video conferencing software.
Whiteboard software.
Group scheduling software.
The Internet
Internet is a network of networks.
Network is a group of computers that are connected to share
the information.
LAN-WAN.
Concept of a PAPERLESS ORGANIZATION.
Barriers to Effective Communication
Despite its apparent simplicity, communication
process rarely operates flawlessly.
Barriers interfere with organizational
excellence.
Consequently, info transmitted form one party
to another -Distorted, & communication
problems -result.
Communication -Barriers
Process Barrier
 Every Step in Communication process is necessary
for effective communication.
 Blocked steps become barriers.
 Following situations:
Sender barrier. A management trainee with unusual
new idea fails to speak up at meeting for fear of
criticism.
Encoding barrier. A Boluchi-speaking factory worker
cannot get Sindahi-speaking supervisor to
understand grievance about working conditions.
Process Barriers
Medium Barrier. After getting no answer three times &
busy signal twice, customer concludes that a store’s
consumer hot line is waste of time.
Decoding Barrier. A restaurant mgr does not understand unfamiliar
computer jargon during a sales presentation for laptop computers.
Receiver barrier.
A mgr who is preoccupied with preparation of budget asks clerk to repeat
earlier statement.
Feedback barrier.
During on-the-job training, failure of trainee ask any
questions causes mgr to wonder if any real understanding
what is being taken place.
Choosing appropriate medium is especially important for
mgrs who must overcome physical barriers.
A mgr with a soft voice can reach hundreds of people by
using a sound system.
Physical Barriers
Sometimes physical object blocks effective
communication.
For example, a Factory worker, who wears
ear protectors probably could not hear
someone yelling : “Fire!” Distance is
another physical barrier.
Thousand of miles between New York &
Islamabad & time-zone difference can
complicate communication in a global org.
Semantics is study of meaning of words.
Words are indispensable, thought they can sometimes cause a
great deal of trouble.
Mgrs in such fields as accounting, computer science, or
advertising may become so accustomed to their own
technical language that they forget that people outside
their field may not understand them.
Unexpected reactions or behavior by others may signal a
semantic barrier.
Psychological . & social barriers are probably responsible for
more blocked communication than any other type of
barrier.
People’s backgrounds, racial prejudice, distrust of opposite
sex, or lack of self-confidence
Distrust, Threat & Fear
Undermine communication.
In climate with forces, any message will be viewed
with skepticism.
Distrust can be result of inconsistent behavior by
superior, or it can be due to past experiences subordinate
punished for honestly reporting
unfavorable, but true, information to boss.
In light of threats – whether real or imagined – people
tend to tighten up, become defensive, & distort
information.
Inadequate
knowledge
Conflicting
signals
V
E
R
B
A
L
Differences
in interpretations
Language
differences
Inappropriate
Use of expressions
Differences in
perception
Inappropriate
emotions
Ambiguity
Distraction
Polarization
N
O
N
V
E
R
B
A
L
Barriers Within Organizations.











Info overload.
Message complexity.
Message competition.
Differing status.
Lack of trust.
Inadequate structures.
Closed communication climate.
Unethical communication.
Inefficient communication.
Physical distraction.
Incorrect choice of medium.
 Media richness
Info Overload
Occurs when amount of info -process is
exceeded.
Mgr’s responsibility in disseminator role is to filter large volumes of info &
distribute it appropriately.
Info overloaded lead to:
Failing to process or ignoring some of info.
Processing info incorrectly.
Delaying processing of info until info overload abates.
Searching for people to help process some of info.
Lowering quality of info processing.
Withdrawing from info flow.