Communication The Communication Process

Communication and Management • Sender – person wishing to share information

with some other person
Communication • Message – what information to communicate
 The sharing of information between two or • Encoding – sender translates the message into
more individuals or groups to reach a common symbols or language
understanding. • Noise – refers to anything that hampers any
• Communication is the transfer and receipt of stage of the communication process
information from one person to another (or • Receiver – person or group for which the
from one point to another). message is intended
• It is always between at least two people –sender • Medium – pathway through which an encoded
and receiver – and the roles will change message is transmitted to a receiver
frequently. • Decoding - critical point where the receiver
• But the message must be understood for interprets and tries to make sense of the
communication to be considered complete. message
Importance of Good Communication • Feedback phase is initiated by the receiver
• Receiver decides what message to send to the
– Increased efficiency in new technologies and original sender
skills • Feedback eliminates misunderstandings,
– Improved quality of products and services ensures that messages are correctly
– Increased responsiveness to customers interpreted
– More innovation through communication Verbal & Nonverbal Communication
The Communication Process • Verbal Communication
– The encoding of messages into words,
• Phases of the Communication Process:
either written or spoken
– Transmission phase in which information is • Nonverbal
shared by two or more people. – The encoding of messages by means
of facial expressions, body language,
– Feedback phase in which a common and styles of dress.
understanding is assured. Key Communication Elements
The Method:
 Verbal
 Non-verbal
 Written
 Electronic

The Situation:
 Distance
Understanding occurs only in the mind of the receiver.
 Speed
 Attitude
They are responsible for completing the communication process.  Different cultures
What part of the communication process has the sender translating the The Receiver:
message into symbols or language?
 Could be known or unknown
A.Message, B. Encoding, C. Decoding, D. Feedback  Sender must imagine being the receiver
The correct answer is “B” – encoding. Nature of Content:
 Must be clear and understandable
 Unacceptable content should be avoided
 respond in ways that retard effective
communication
The Role of Perception in Communication
(One example of defensive listening is to hear a
• Perception general statement and to personalize it.
– process through which people select, When a friend says, "I'm not a big fan of people
who are fake," a defensive listener may infer that
organize, and interpret sensory input to
the friend is indirectly calling the defensive listener
give meaning and order to the world fake.
around them Personalizing impersonal statements is a very
• Biases common form of defensive listening.)
– systematic tendencies to use information  Language – even within a language words can
about others in ways that can result in mean different things to different people.
inaccurate perceptions Barriers to Effective Communication
– Bias means that a person prefers an idea
and possibly does not give equal chance to –
Messages that are unclear, incomplete,
a different idea. “Pagkiling” difficult to understand
• Stereotypes – Messages sent over the an inappropriate
medium
- often inaccurate beliefs about the – Messages with no provision for feedback
characteristics of particular groups of – Messages that are received but ignored
people – Messages that are misunderstood
- can interfere with the encoding and – Messages delivered through automated
decoding of messages systems that lack the human element
Ang stereotyping ay ang pagtukoy ng tao ayon sa Effective communication
panlabas na anyo nito madalas ito ginagamit
panghusga ng mga tao katulad ng: nakasalamin-ay • Need to look out for barriers and ways to
matalino ... overcome them.
The Dangers of Ineffective Communication
– catch and put right early,
• When managers and other members of an
organization are ineffective communicators, – if not can lead to one or more people
organizational performance suffers and any feeling alienated and thus a failure to
competitive advantage the organization might communicate.
have is likely to be lost  When using electronic methods of
Barriers that hinder effective communication communication use careful, thoughtful planning.

 Filtering – sender manipulates information so Ten Considerations of Effective Communication

that it will be seen more favourably by the  Seek to clarify your ideas before
receiver.
communicating
 Selective Perception –receiver selectively sees
 Examine the true purpose of communication
and hears based on his/her needs, motivations,
experiences, background and other personal  Consider the total physical and human setting
characteristics.
 Consult with others in planning communication
(Selective perception is a form of bias that
causes people to perceive messages and  Be mindful of the overtones as well as the
actions according to their frame of reference. basic content of your message

Using selective perception, people tend to  Take the opportunity to convey something of
overlook or forget information that help or value to the receiver
contradicts their beliefs or expectations.)
 Follow-up your communication
 Defensiveness – when individuals interpret
 Be sure your actions support your
another’s message as threatening, they often
communication
  Seek not only to be understood but to – Telephone conversations are information
understand – be a good listener rich with tone of voice, sender’s emphasis,
and quick feedback, but provide no visual
nonverbal cues.
What is the amount of information that a communication
• Personally Addressed Written Communication
medium can carry? A. Channel capacity, B. Information
richness, C. Bandwidth, D. Message capacity –
Has a lower richness than the verbal forms
The correct answer is “B” – of communication, but still is directed at a
Information Richness given person.
• The amount of information that a – Personal addressing helps ensure receiver
communication medium can carry actually reads the message—personal
• The extent to which the medium enables the letters and e-mail are common forms.
sender and receiver to reach a common – Does not provide instant feedback to the
understanding sender although sender may get feedback
Information Richness and Communication Media later.
– Excellent media for complex messages
• Managers and their subordinates can become requesting follow-up actions by receiver.
effective communicators by: E-Mail Dos and Don’ts
– Selecting an appropriate medium for each
message—there is no one “best” medium. • E-mail allows telecommuting employees to work
– Considering information richness from home and keep in contact.
• A medium with high richness can • The use of e-mail is growing rapidly and e-mail
carry much more information to aid etiquette is expected:
understanding.
– Typing messages in all CAPITALS is seen
as “screaming” at the receiver.
– Punctuate your messages for easy
reading and don’t ramble on.
– Pay attention to spelling and treat the
message like a written letter.
Communication Media
• Impersonal Written Communication
–Has the lowest information richness.
Communication Media –Good for messages to many receivers
• Face-to-Face where little or feedback is expected
(e.g., newsletters, reports)
– Has highest information richness. • Many managers do not have time to read all
– Can take advantage of verbal and the electronic work-related information
nonverbal signals. available to them
– Provides for instant feedback.
– Management by wandering around takes • Problem with information overload is the
advantage of this with informal talks to potential for important information to be
workers. ignored or overlooked
– Video conferences provide much of this • Can result in lost productivity
richness and reduce travel costs and
meeting times. Communication Networks
• Spoken Communication Electronically
• Communication Networks
Transmitted
– Has the second highest information
richness.
 – The pathways along which information
flows in groups and teams and throughout
the organization.
Formal and Informal Communication Networks in an
Organization
• Type of communication network depends on:
– The nature of the group’s tasks
– The extent to which group members need
to communicate with each other to
achieve group goals.
Communication Networks in Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.

Chain Network Members communicate only with the people next

to them in the sequence.

Wheel and chain networks provide little interaction.

Circle Network Members communicate with others close to them

in terms of expertise, experience, and location.

All-Channel Networks found in teams with high levels of

Network communications between each member and all
others. Technological Advances in Communication
• Internet
– Global system of computer networks
that is easy to join and is used by
employees to communicate inside and
outside their companies
• World Wide Web (WWW)
– “Business district” with multimedia
capabilities
• Intranets
– A company-wide system of computer
networks for information sharing by
employees inside the firm.
Organization Communication Networks • Advantages of intranets
• Organization Chart – Lies in their versatility as a
– Summarizes the formal reporting channels communication medium
in an organization. – Can be used for a number of different
– Communication in an organization flows purposes by people who may have
through formal and informal pathways little expertise in computer software
– Vertical communications flow up and and programming
down the corporate hierarchy. • Microsoft OUTLOOK
– Horizontal communications flow between Communication Skills for Managers as Senders
employees of the same level.
– Informal communications can span levels – Send clear and complete messages.
and departments—the grapevine is an – Encode messages in symbols the receiver
informal network carrying unofficial understands.
information throughout the lab.
 –
Select a medium appropriate for the message –
Will help make you well understood in
and, importantly, one that is monitored by the group
the receiver. – Will promote good relationships
– Avoid filtering (holding back information) and Active listening
distortion as the message passes through
Empathising and identifying with the speaker
other workers.
– Include a feedback mechanism in the – Help you to understand their points better,
message. faster, as a whole; gives you better grasp on
– Provide accurate information to avoid entire issue.
rumors. – allow you to put your own points in a way
Communication Skills for Managers as Senders which is attainable and poignant to the
listener.
• Jargon
Be responsive
– specialized language that members of an
–
Maintain a high level of eye contact.
occupation, group, or organization develop
to facilitate communication among –
Use body language to show interest and
openness.
themselves
– should never be used when communicating – Show your understanding using paraphrasing
and short utterances, be careful to encourage
with people outside the occupation, group,
or organization not interrupt.
Listening and understanding points being made
– JARGON : special words or expressions that
are used by a particular profession or group –
Listen openly to the other person
and are difficult for others to understand. –
Make sure you understand the point and the
synonyms: specialized point of view before you form an opinion
language, slang, cant, idiom, argot, patter; a – Judge the content, not the messenger or
form of language regarded as barbarous, delivery
debased, or hybrid. – Ask the other person for as much detail as
What is the most important communication skill for managers? he/she can provide
A. Be a good listener: don’t interrupt
B. Be empathetic Active listening
C. Ask questions to clarify your understanding
D. Understand linguistic styles
• Listening between the lines
There is no one best answer. Students should be familiar with all
of the important communication skills.
– Pay attention to verbal and nonverbal
cues about how the speaker feels about
Communication Skills For Managers as Receivers their points
– Pay attention to what is sent as a message. – Understanding the speaker’s feelings will
– Be a good listener: don’t interrupt. allow you to respond sensitively and avoid
– Ask questions to clarify your understanding. problems such as defensiveness.
– Be empathetic: try to understand what the  Pay attention
sender feels.
– Understand linguistic styles: different people – Fight distractions, especially thinking
speak differently. ahead to what you are going to say back!
– Speed, tone, pausing all impact communication Your retort may not be relevant.
Listening skills  Testing for understanding (Feedback)
– Do not make assumptions –ask questions
• Holds as much importance and responsibility as to verify your understanding.
speaking and should be pursued actively. – Use multiple techniques to fully
comprehend
• Good listening:
– Ask open friendly questions such as “If I
– Promotes good understanding of other’s have understood correctly you are saying
points that…?”
– Ask them to repeat themselves if
– Promotes good understanding of how necessary
your own points are being perceived
 – Ask them to rephrase things if you feel you • … and behavior which the receiver can do
are misunderstanding something about..
It must be presented as your opinion
Speaking skills
• Leaves individual free to use it or not to use it
• Don't totally control conversation • It must not be evaluative - cause
– acknowledge what has been said and defensiveness.
incorporate it into your discourse • Be descriptive about the action, message and
how you perceive it.
• Ask the other for other’s views or suggestions
• State your position openly
– Be specific, not global, make your point as It must always be solution oriented
your own
– Be clear in what you are saying but not • Never provide critical feedback for the sake of
damning of other opinions   criticizing
• Be validating, not invalidating ("You wouldn't • Must be for improvements sake
understand") • Must include possible solutions and
alternatives - which must in turn be open to
– Acknowledge other’s uniqueness, criticism.
importance. It must include praise
 Don't react to emotional words, interpret their
purpose • Points that impressed you as well as those
that did not.
–
Important not to allow personal feelings to • By pointing these out you reinforce what you
derail the focus of the discussion. want from them by showing them which path
– Respond in a way that acknowledges the to follow.
emotion but eliminates it from the topic. It must be well focused and clear
Constructive Feedback
• Be as specific and detailed as possible
• Providing constructive feedback is a key part of • Be completely clear before you start
training. Receiving it is key to the learning • Misunderstandings and generalisations during
process. feedback can be damaging
It must benefit the receiver (not the giver)
• We are now on ideas providing constructive
feedback. give some • Given to help, not to hurt. Feedback is not to
make us feel better or give a psychological
• When reading them think about two the
advantage.
principles of adult learning:
• Must be an amount of information that the
– Autonomous, participants make receiver can use. Overload will reduce the
decisions for themselves; you are there possibility that receiver can use what he
to guide not tell them. receives effectively.
It must be appropriately timed
– Experience, participants’ past
experience has provided them with a • Feedback presented at inappropriate time
strong sense of self. They know more may do more harm than good.
about themselves than you do. • If time has past need to rethink whether you
need to give the feedback. It is only to help
Constructive Feedback the recipient and they may now have helped
It must not be focused on the person themselves.
It must not be presumptuous
• Avoid accusations
• Focus on the behavior/message not the • It concerns what is said and done, or how, not
person. why.
• …Think of feedback as sharing of information
rather than giving advice.
Constructive Feedback
It is part of the communication process.
– it can not start until you fully understand the
point you are providing feedback on.
– it is not finished until they understand what
you are explaining to them.
– It does not finish with your inputs; your
feedback must be open to further feedback.
All the principles of communication covered earlier
apply to feedback sessions too!.