Download Comunnication Skill

COMMUNICATION SKILL
THE QUALITY OF YOUR LIFE
IS THE QUALITY OF YOUR COMMUNICATION ~
BOTH WITH YOURSELF & OTHERS
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Rebuild Your Life
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Don’t curse the
darkness light a
candle
Chinese Proverb
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Sharing of Resources
"A candle loses nothing by
Lighting
another candle"
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If
you have your sight, you are
blessed.
If
you have insight, you are a
thousand times blessed.
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6
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 favor!!
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To be conscious that you are
ignorant is a great step to
knowledge.
- Benjamin Disraeli
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Doing is Believing
"I hear and I forget. I see and I
remember.
I do and I understand."
(Confucius 551-479 BC)
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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."
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New Style?
"I praise loudly. I blame softly.“
 (Catherine the Great, 1729-1796.)
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Test of Intellect
"Whoever in debate quotes authority
uses not intellect, but memory."
(Leonardo Da Vinci)
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Good Writing
"What is written without effort is in general read
without pleasure."
(Samuel Johnson.)
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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
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"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
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Conversation with Wise Man
“A single conversation with a wise man is
better than ten years of study.”
--Chinese Proverb
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Light
Be
a light, not a judge.
Be a model, not a critic.
- Stephen Covey
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"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
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"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
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"You are not only responsible for what
you say, but also for what you do not
say.“
– Martin Luther
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"Kind words can be short and easy to
speak, but their echoes are truly
endless."
- Mother Theresa of Calcutta
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Challenge
EFFECTIVE COMMUNICATION
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Management Process
Organizing
Planning
Leading
Controlling
Communication
External
Environment
 Customers
 Suppliers
 Stockholders
 Governments
 Community
 others
Purpose & Function of Communication
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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.
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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)
.
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Toward Effective Communication
Org goal
Goals-related
behavior
Communication
network objectives
Communication
activities
Communication
policies
Relationship of Communication Factors to Org Goals
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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
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Need for Communication
Need
for
Communication
Need for Communication
• Very strong in Human beings
• Very strong in Human beings
• Very strong in Human beings
• Considered as a basic need,
Considered
as
a basic
need, etc.
as •in
the
case
of
eating,
sleeping,
• Considered as a basic need,
as in the case of eating, sleeping, etc.
as in the case of eating, sleeping, etc.
• Established as both a social & individual need
• Established as both a social & individual need
• Established as both a social & individual need
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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.
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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
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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
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Cost of Correspondence
 One
page business letter that took 10 minutes to
dictate cost between $13.60 and $20.52 in 1996.
 Poor writing costs even more since it
 Waste Time.
 Wastes Effort.
 Jeopardizes goodwill.
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)
Communication is shared feelings/shared
understanding.
If you can honestly achieve that goal, you are
communicating.
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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
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Upward and
downward
communication
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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.
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Communication
Communication
is the process of sending and
receiving messages
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Importance Of Communication

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Organizational / Functional: greater info access & awareness
Improves coordination: reduces logical gaps
Encourages cooperation: helps bring everyone in the
mainstream
Gives a direction: to tasks and activities
Morale and empowerment
Decision making aid
Speeds up oral processes
Better focus on customer requirements
Generates a greater sense of oral commitment &
involvement
A Problem Solving Tool: by clarity, preciseness &
feedback
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What needs to be communicated
Information/data
+
Attitudes
Values
Moods
Emotions
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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
.
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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.
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 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
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Essential to: Establishing standards,
Monitoring performance, & Taking
corrective actions. Pervasive part of
virtually all managerial activates.
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The bridge between our separate realities is
communication . . .
To communicate is to relate."
-- Layne and Paul Cut right
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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.
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Communication
skills can
make or break career of
org.
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Elements of Communication
Encoding
Perception &
Interpretation
Message
Nonverbal
Communication
s
Channel
Communicator
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COMMUNICATION PROCESS
Stimulus
Feedback
Destination
Filter
Message
Medium
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Communication Process
Social Context
Sender
Encodes
Medium
Decodes
Receiver
Feedback
Noise
Noise
Basic Element in Communication Process
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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
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FEEDBACK:
Process of verifying messages &
receiver’s attempts to ensure message be decoded is what sender
really meant to convey.
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 Through
feedback, communication becomes
dynamic, two-way Process rather than just
event.
 Meant
To avoid communication failure as it
provides preliminary info to sender.
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Listening: Key to Understand
Mgr 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.
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Characteristics of Effective & Ineffective Feedback
Effective Feedback
. Intended to help the employee.
Ineffective Feedback
1. Intended to belittle the employee.
Specific.
2. General.
Descriptive.
3. Judgmental.
Useful.
4. Inappropriate.
Timely.
5. Untimely.
. Willingly heard by employee.
7. Clear.
8. Valid.
6. Makes the employee defensive.
7. Not understandable.
8. Inaccurate.
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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 conditions-make communication
more difficultEmotional states can also create noise..
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 Some
Basic Truths about Communication
 Meanings sent are not always received.
Meaning is in the mind.
Symbols of communication - imperfect.
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Elements of Good Talking

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Voice Quality
Talking Style
Word Choice & Vocabulary
Listening: Key to Understand
Rushed, Never-listening mgr. will Seldom Get Objective View
of Function of Org.
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How to overcome
Communication Roadblocks ?
• Effective Listening
• Reading body language
• Effective Speaking
• Skill Training
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The Process of Listening
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Types of Listening
Active
vs. Passive
Positive vs. Negative
 What

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

Kind is it?
Appreciative
Empathic
Discriminative
Analytical
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Effective Listening
Behaviors that support
effective listening
Behaviors that hinder
effective listening
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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
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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
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Importance of Listening
"There is none so
blind as those who
will not listen."
(William Slater)
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Test of Listening
"If
you don't agree with
me it means you haven't
been listening.“
(Sam Markewich.)
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When
people talk, listen
completely. Most people never
listen.
Franklin Delano Roosevelt
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"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
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Time, Empathy, & Concentration on
communicator's
messages are
Prerequisites for understanding.
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People want to be heard,
want to be taken seriously,
want to be understood.
"Effective communications
starts with listening."
--Robert Gately
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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
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 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
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Nature of Listening
Sensing
Filtering
Remembering
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"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,
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"Remember that
silence is
sometimes the
best answer."
- Dalai Lama
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"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
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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
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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
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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

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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
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Improving Listening Ability
 Commit
to improve
 Focus attention
 Cultivate accuracy of filtering
 Concentrate on remembering
 Apply techniques
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 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 Oakley
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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
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“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
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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.
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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.
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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.
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Managing Communication Within Diverse Orgs
Communication permeates every org.
Some messages are clear effective; others cause
confusion & errors.
some messages sent throughout org contain
misinform 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.
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 The
more elaborate our means of
communication, the less we communicate.
-Kin Hubbard
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Flow of communication
At the workplace
*
*
*
Upward
From subordinates to superior
Downward
From superiors to the subordinates
Lateral
From one employee to another
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Types of communication
Formal
Informal
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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."
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Formal Communication
Information
Managers
Workers
Managers
Workers
Workers
Efforts at coordination
Workers
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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.
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Formal Communication
Channels.
 Downward
 Upward
information flow.
information flow.
 Horizontal
information flow.
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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
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Downward Communication
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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.
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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.

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Upward Communication

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
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.
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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
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Formal & Informal Common networks in a
Div of a Small Mfg. Company
Department
Manager
Supervisor
Supervisor
Navy Solid Lines = Formal Network
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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.
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Common Grapevine Chains Found in Org
Gossip Chain
(One person tells many)
Cluster Chain
(Many people tell few)
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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
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TM 14-6
CENTRALIZED COMMUNICATION NETWORKS
Y
X
x
Chain
X
x
DECENTRALIZED COMMUNICATION NETWORKS
Circle
All-channel
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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.


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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 organizational 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.
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CHANNELS OF COMMUNICATION
VOCAL
NON-VOCAL
VERBAL
SPOKEN WORDS
WRITTEN WORDS
NONVERBAL
SIGH
FACIAL EXPRESSION
GRUNT
POSTURE /
GESTURE
INFLECTION
SPATIAL
RELATIONSHIP
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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
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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.
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Types of Nonverbal Communication
 Body
Language
 Space
 Time
 Para language
 Color
 Layout and Design
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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.
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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
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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.
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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.
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Communication Audit
One way to improve communication 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.
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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.
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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.
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Communication -Barriers
Process Barrier
 Every Step in Communication process
necessary for effective communication.
 Blocked steps become barriers.
 Following situations:
is
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.
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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.
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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.
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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
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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.
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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
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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
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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.
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