Basics of communication
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This document discusses the key aspects of communication including communication basics, the importance of communication, manager's roles, communication networks, the grapevine, barriers to communication, and strategies to overcome barriers. It defines communication and describes the communication process. It outlines internal and external communication methods, factors in choosing communication means, and organizational communication channels including vertical, horizontal, and informal channels. It also discusses the grapevine, barriers to communication, and tips for successful communication.
![Informal Communication
information shared without any formally imposed
obligations or restrictions
if an organization’s formal communication
represents its skeleton, its informal communication
constitutes its central nervous system
(Behavior in Organizations, p. 307)
eng. “grapevine“
– An organization’s informal channels of
communication, based mainly on friendship or
acquaintance
– origin: American Civil War [grapevine telegraphs]](https://image.slidesharecdn.com/basicsofcommunication-140903093540-phpapp01/85/Basics-of-communication-23-320.jpg)
Basics of communication
- 1. Nature and Scope of Communication
- 2. • Communication basics • Importance of communication • Manager’s roles • Communication Networks • Grapevine • Barriers • Strategies
- 3. Communication is the process of exchanging information, usually through a common system of symbols. Origin- Latin “communicare” (to make common)
- 7. Purposes of Business Communication
- 8. Communication Basics Functions Information : Decision making , Problem solving Control : Power to influence, Express opinions / grievances Motivation: Foster spirit of motivation, Feedback, Reinforcement Emotional Expression: Expressing satisfaction, dissatisfaction
- 9. Benefits of Effective Communication
- 10. Manager’s Roles
- 11. Methods of Communication • Internal Communication • External Communication
- 12. Internal Communication • ORAL – Telephone – Intercom – Meeting/Conference – Presentation – Face-to-Face Discussion – Messages • WRITTEN – Memo – Report – Graphs/Charts – E-Mail/Fax – Notice – Form/questionnaire – Newsletter – Minutes
- 13. External Communication • ORAL – Meeting – Conference/Seminar – Conversation – Telephone – Presentation • WRITTEN – Brochure – Invitation – Press Release – Advertisement – Report – E-Mail/Fax – Letter
- 14. Factors involved in choosing the Means of Communication • Cost • Confidentiality • Safety and Security • Influence • Urgency • Distance • Resources • Written Record • Recipient
- 15. Communication Flow and Channels
- 16. Organisational Communication Channels 16 Communication channels: • Vertical communication • Horizontal communication • Informal communication
- 17. Communication Flowing Through Formal Channels Downward Management directives Job plans, policies Company goals Mission statements Horizontal Task coordination Information sharing Problem solving Conflict resolution Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline
- 18. Organisational Communication Channels 18 Vertical communication: Message exchange between two or more levels of the organisational hierarchy.
- 19. Organisational Communication Channels 19 Vertical communication: • Downward communication Can be distorted by: – faulty message due to sender error (poor communication skills, difficulties encoding a message clearly, carelessness) – Managers overuse downward communication (one-way communication) have little possible immediate receiver feedback – Deliberately or accidentally filter communications by withholding, screening or manipulating information • Upward communication Can be distorted by ‘only’ favourable messages going up Managers don’t encourage upward flow
- 20. Organisational Communication Channels 20 Horizontal communication: Lateral or diagonal message exchange within work-unit boundaries, involving peers reporting to the same supervisor, or across work-unit boundaries, involving individuals who report to different supervisors. Impeding factors: • Rivalry • Indifference to work of others • Low motivation due to discouragement of horizontal communication
- 21. Forms of Communication Flowing Through Formal Channels Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing Oral Telephone Face-to-face conversation Company meetings Team meetings
- 22. Organisational Communication Channels Informal communication (grapevine): Communication which takes place without regard to hierarchical or task requirements Problems: • Can carry gossip/distorted information Benefits: • Valuable tool for continuation/propagation of culture 22
- 23. Informal Communication information shared without any formally imposed obligations or restrictions if an organization’s formal communication represents its skeleton, its informal communication constitutes its central nervous system (Behavior in Organizations, p. 307) eng. “grapevine“ – An organization’s informal channels of communication, based mainly on friendship or acquaintance – origin: American Civil War [grapevine telegraphs]
- 24. Grapevine Informal communication Benefits : Less expensive, quick, outlet for anxieties / frustrations Limitations: Multi-directional, fast spreading, unreliable, misunderstanding Tips : Identify and verify, don’t ignore, don’t threaten
- 25. Grapevine 1. a secret means of spreading or receiving information 2. the informal transmission of (unofficial) information, gossip or rumor from person-to-person -> "to hear about s.th. through the grapevine" 3. a rumor: unfounded report; hearsay
- 26. Grapevine Characteristics • oral mostly undocumented • open to change • fast (hours instead of days) • crossing organizational boundaries
- 27. Grapevine Characteristics • inaccuracy: – levelling deletion of crucial details – sharpening exaggeration of the most dramatic details while the grapevine generally carries the truth it seldom carries the whole truth
- 28. Factors Influencing Grapevine According to Gordon Allport: • importance of the subject for both listener and speaker • ambiguousness of the facts • Formula: R = i x a “R“: intensity of the rumor “i“: importance of the rumor to the persons “a“: ambiguity of the facts associated with the rumor
- 29. Employees rely on the grapevine when: • they feel threatened, • insecure, • under stress • when there is pending change • when communication from management is limited
- 30. Positive Aspects of the Grapevine • social function • reduction of anxiety • release mechanism for stress • identification of pending problems • early warning system for organizational change • vehicle for creating a common organizational culture • desired information can be circulated quickly to a large group of subordinates (inofficially!)
- 31. Coping or Managing the Grapevine the grapevine cannot be abolished, rubbed out, hidden under a basket, chopped down, tied up, or stopped (Managing the Grapevine, p.222) don‘t try to control or restrict it use it to supplement formal channels
- 32. Preventing Rumors • provide information through the formal system of communication on the issues important to the employees • supply employees with a steady flow of clear, accurate and timely information • present full facts • keep formal communication lines open and the process as short as possible
- 33. COMMON BARRIERS TO COMMUNICATION 1. SEMANTICS Definition of words Choice of words
- 34. COMMON BARRIERS TO COMMUNICATION 2. POOR CHOICE, USE OF CHANNELS When to use certain channel Oral alone: • Simple reprimand • Settle simple dispute Written alone: • Don’t need immediate feedback • Need record
- 35. COMMON BARRIERS TO COMMUNICATION 2. USE OF CHANNELS Both channels: • Commendation • Serious reprimand • Important policy change Nonverbal • Be aware of it.
- 36. COMMON BARRIERS TO COMMUNICATION 3. PHYSICAL DISTRACTIONS 4. NOISE, PHYSICAL, PSYCHOLOGICAL 5. STATUS DIFFERENCE 6. EFFECTS OF EMOTIONS
- 37. COMMON BARRIERS TO COMMUNICATION 7. PERCEPTIONS Stereotypes Halo effects Selective perception • See and hear what we expect • Ignore if conflicts with “what we know.” Projection
- 38. COMMON BARRIERS TO COMMUNICATION 8. FILTERING, SCREENING NEGATIVE INFORMTAION 9. EVALUATING THE SOURCE 10.ABSENCE OF FEEDBACK, POOR FEEDBACK
- 39. COMMON BARRIERS TO COMMUNICATION 11. INFORMATION, DATA OVERLOAD 12. POOR LISTENING LISTEN TO RESPOND LISTEN TO UNDERSTAND
- 40. More Barriers to communication • Non-verbal signals • Language • Listening • Pre-judgment • Relationships • Emotional Responses • System
- 41. TO OVERCOME BARRIERS: Learn to use feedback well. Be sensitive to receiver’s point of view. Listen to UNDERSTAND! Use direct, simple language, or at least use language appropriate to the receiver. Use proper channel(s). Learn to use channels well. Learn to use supportive communication, not defensive communication.
- 42. External Factors Influencing Business Communication LEGAL & ETHICAL • International Laws • Domestic Laws • Code of Ethics • Stakeholder Interests • Ethical Frameworks • Personal Values DIVERSITY • Cultural Differences • Language Barriers • Gender Issues • Education Levels • Age Factors • Nonverbal Differences TEAM ENVIRONMENT • Trust • Team Roles • Shared Goals and Expectations • Synergy • Group Reward • Distributed Leadership TECHNOLOGY • Accuracy and Security Issues • Telecommunications • Software Applications • “High-touch” Issues • Telecommuting • Databases
- 43. Tips for successful Communication Read Listen Intelligently Think and plan Use appropriate language Be open-minded Select appropriate media Timing Obtain feedback Aim high
- 44. Effectiveness in Managerial Communication Communication style (Directive, Supportive, Participative) Audience Good listening Cultural differences Ethics Communication technology Effective flow
- 45. Thank You !