1. Importance of Competencies in Hiring Decision 15. Multilingual ability 14. Delegation 13. Creativity 12. Academic performance 11. Written communication 10. Personal appearance 9. Time Management 8. Work experience 7. Teamwork 6. Human Relation 5. Leadership 4. Decision-making 3. Problem-solving 2. Self-Motivation 1. Oral Communication

2. Question 1: Read once and consider very carefully what follows. Then, without lengthy consideration, note down the answer to the question that follows below. Imagine that you are the captain of a ship which is sailing due north in mid-Atlantic at a speed of 12 knots. After steaming at this speed and in this direction for 30 minutes, the captain gives the order to the engine room to alter course through 180 ° and then maintain the same speed on the new course for one hour. After another hour, the captain orders the engine room to change course through 180° back on the ship’s original course of due north, “to avoid a storm”.

3. NOW WRITE THE ANSWER TO THE QUESTION, WHAT’S THE AGE OF THE SHIP’S CAPTAIN?

4. TOPIC 1 INTRODUCTION TO COMMUNICATION FOR MANAGERS WHAT IS COMMUNICATION ? Latin : Communicare – to create similarity. English : Communicate – talk or interact. COMMUNICATION : Interactions within individual or group in order to create Similarity.

5. DEFINITION OF COMMUNICATION Communication takes place when there is information at one place or person, and we want to get it to another place or another person. Miller (1951) Communication is a process involving the sorting, selecting and sending of symbols in such a way as to help a listener perceived and re-create in his own mind the meaning contained in the mind of the communicator. ( Ross,1983) All (of) those processes by which people influence one another…communication involves one person trying to create meaning in another.

12. ELEMENTS IN COMMUNICATION PROCESS SENDER RECEIVER MESSAGE PURPOSE CLIMATE FEEDBACK SOURCE MESSAGE CHANNEL RECEIVER FEEDBACK

13. TOPIC 1 COMMUNICATION PROCESS Harald Lasswell (1948): WHO SAYS WHAT IN WHICH CHANNEL TO WHOM WITH WHAT EFFECTS

14. MODEL LASWELL (1954) who Says what In which channel To whom With what effects

15. SENDER Self-concept Family Culture Skills Feelings Attitudes Values RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values MESSAGE FEEDBACK INTERFERENCE CHANNEL Television/telephone/ Speaking/computer TOPIC 1 COMMUNICATION PROCESS

16. COMMUNICATION MODEL noise Message Source channel RECIEVER FEEDBACK Encod Decode ENVIRONMENT

17. Climate COMMUNICATION MODEL SENDER RECEIVER Purpose Interpersonal Skills Climate Purpose Interpersonal Skills information Verbal/Nonverbal Intention/Unintention Feedback / Noise RM MODEL.

19. PROBLEMS IN COMMUNICATION i. Filtering - Occurs when people intentionally or unintentionally leave out some of the details of a message, such as reluctant to tell our supervisor or negatively leave out negatives associated with our job performance. ii. Distortion. - When messages must travel up or down five to six different hierarchical levels – unavoidable. ` - Distort information intentionally to serve their own purpose…placing his or her own goals ahead of those of the organization.

20. PROBLEMS IN COMMUNICATION iii. Refusal to communicate - Members’ decides that someone else should not have certain information, due to conscientious or conflicts between constraints of hierarchy and the human desires. 2. PROBLEMS WITH THE WRITTEN WORD - Maintaining historical document with written - Written word has become the primary means of communication. - Causing problem if not understood or the only channel of conveying messages.

21. PROBLEMS IN COMMUNICATION 3. PROBLEMS WITH MANAGEMENT FAILURES - Managers who makes decisions or develop policy, but does not adequately communicate information about, or explain the reasons for, these decisions. - 2 reasons why managers’ fail a) They do not think that communication is important, or (b) they do not know how to communicate. SHARING OF INFORMATION, MAINTAINING A RECIPROCAL RELATIONSHIP BETWEEN THE EMPLOYEE AND THE ORGANIZATION AND UNDERSTANDING ROLE DEPENDS ON EFFECTIVE COMMUNICATION.

23. GUIDELINES IN EFFECTIVE COMMUNICATION 3. THE ILLUSION OF COMMUNICATION SOMETIMES HINDERS REAL COMMUNICATION. - The assumptions that communication has taken place when it is not. - Only receiver determine whether or not communication has been achieved. – check by using dialogue and feedback. 4. COMMUNICATION PROBLEMS ARE GOING TO ARISE BECAUSE PEOPLE ARE IMPERFECT COMMUNICATORS. - Do your best to communicate; try to prevent major problems; but expect them to surface. - Lowered expectations and adjustment.

24. GUIDELINES IN EFFECTIVE COMMUNICATION 5. EFFECTIVE COMMUNICATION IS LEARNED THROUGH TRAINING AND EXPERIENCE. - Unrealistic to expect a new manager or employee to communicate effectively during the first days on the job. - can be improve by learning the appropriate techniques, practising and reviewed by experienced communicators. - Organization must encourage good communication; and the employee must be motivated and improve good communication skills.

31. MANAGER SUBORDINATE CLIENT THIRD PARTY

32. MANAGEMENT Who are managers: A manager is responsible for the work performance of one or more people in an organizations. It can be the supervisor, team leader, division head, chief executive, school principal, prime minister, vice chancellor…etc.

33. TOPIC 1 INTRA INTER GROUP PUBLIC COMMUNICATION STAGES in organization out of organization

34. INTRAPERSONAL THE VERY BASIC OF COMMUNICATION INTERPRETATION PROCESS (ENCODING) AND DEVELOPING (DECODING) MESSAGES BEFORE TRANSMITTING TO THE RECEIVER. INTERPERSONAL FACE TO FACE COMMUNICATION ( A DYAD) HAPPENS SIMULTANEOUSLY THE SMALLEST SOCIAL SYSTEM THAT CAN DEMONSTRATE THE DEVELOPMENT OF COORDINATED ACTIVITIES BETWEEN INDIVIDUALS IN AN ATTEMPT TO ACCOMPLISH INDIVIDUAL AND COLLECTIVE GOALS.

35. INTRAPERSONAL COMMUNICATION : *we see something or we read something or we smell something. * as a new stimulus for other communication. INTERPERSONAL COMMUNICATION : communicating with another person motivates us to do or not to do something LEARNING - First hand experience ( trial and error) Formal situation ( lecture and discuss information) Informal Situation ( Conversations with others) Through watching films and television Reading, listening and asking question

40. Chrysler was cutting back on its production of minivans even though they had been one of its best sellers. The decision could have occurred something like this. First, a vice president of marketing could have been reading about the war in the Middle East and growing more concerned about the state of mind of the consumers ( INTRAPERSONAL COMMUNICATION ). Next, the manager could have called a major market analyst to discuss the market forecast ( INTERPERSONAL ). Next, the VP might have called a meeting ( GROUP COMMUNICATION ) of marketing, production, labor and finance managers ti discuss the possibilty of a production cut back. The results of the meeting could have been sent to many employees throughout the organization ( ORGANIZATIONAL ). This communication might have involved employees with a variety of national, ethnic and religious background ( INTERCULTURAL ) The Wall Street Journal, 1991

41. TOPIC 1 WHY COMMUNICATION IMPORTANCE TO MANAGERS ? To delegate task/job. To inform. To persuade. To increased satisfaction. To increased productivity. To get feedback.

42. Accounting Economics Finance Information System Administration Marketing TOPIC 1 COMMUNICATION RESPONSBILITIES FOR BUSINESS PROFESSIONS Profession Examples Communication Responsibilities Communicating financial information for decision making Preparing & delivering income statement, auditing Communicating eco. trends and analyses to business & gov. prof. Developing & communicating Eco. Report to client. Communicating to manage funds, assets, and lending activities. Preparing & delivering income statement, auditing Communicating new methods of information & management. Demonstrate processing system Using reports & presentation. Communicating goals, policies & procedures. Communicating to deliver task & solve problems. Communicating information about the needs and desires of customers. Convincing upper management & customer.

43. COMMUNICATION STYLE Internal Personality that affect: 1. KNOWLEDGE 2. ATTITUDE 3. COMMUNICATION SKILLS 4. CULTURE 5. EMOTIONS 6. STATUS COMMUNICATION STYLE

44. COMMUNICATION STYLE Virginia Satri(1972), 1. THE BLAMING OR AGGRESSIVE STYLE 2. THE NONASSERTIVE STYLE 3. THE COMPUTING OR INTELLECTUAL STYLE 4. THE DISTRACTING OR MANIPULATIVE STYLE 5. THE LEVELING OR ASSERTIVE STYLE.

50. CORPORATE CULTURE COMMUNICATION I N F O R M A T I O N C H A N G E FEEDBACK INNOVATION INTERDEPARTMENTAL CHANNELS “ WHEEL” OF COMMUNICATION EFFECTIVENESS ethics ethics

51. COMMUNICATION ‘ AS A PROCESS THROUGH WHICH PEOPLE, ACTING TOGETHER, CREATE, SUSTAIN, AND MANAGE MEANINGS THROUGH THE USE OF VERBAL AND NONVERBAL SIGNS AND SYMBOLS WITHIN A PARTICULAR CONTEXT.’