1. EFFECTIVE
ORGANISATIONAL
COMMUNICATION
BY:
DIANA O. AYORKOR ADJEI

2. COMMUNICATION QUIZ
Test Your Communication Skills?

3. OUTLINE OF
PRESENTATION
• Introduction
• Communication Process
• Forms of Communication
• Organizational Communication
• Direction of Communication
• Barriers To Effective Communication
• Conclusion

5. Introduction
Communication is a natural process that involves
at least two living things.
Communication skills are some of the most
important skills that we need to succeed in the
workplace.
Communication in an organization, therefore, is a
process that involves at least two people – a
sender and a receiver. For it to be successful, the
receiver must understand the message in the way
that the sender intended.

6. Communication Process

7. THE SOURCE –
PLANNING YOUR MESSAGE

8. The Source Cont’d
To Plan your communication:
• Understand your objective. Why are you
communicating?
• Understand your audience. With whom are you
communicating? What do they need to know?
• Plan what you want to say, and how you'll send
the message.
• Good communicators use the KISS ("Keep It Simple
and Straightforward") principle. They know that less
is often more, and that good communication should
be efficient as well as effective.

9. ENCODING

10. ENCODING
CREATING A CLEAR, WELL-CRAFTED MESSAGE
 The source/sender initiates the process by
encoding a thought.
When you know what you want to say, decide exactly
how you'll say it. You're responsible for sending a
message that's clear and concise.
 The message is the actual physical product of
the sender’s encoding
PRODUCT – Speech; Written words; Gestures

11. CHOOSING THE RIGHT CHANNEL
Along with encoding the message, it is important to
choose the best communication channel to send it.
You have to be efficient, and make the most of
your communication opportunity.
In determining the best way to send a message, we
should consider the following:
• The sensitivity and emotional content of the subject.
• How easy it is to communicate detail.
• The receiver's preferences.
• Time constraints.
• The need to ask and answer questions.

12. DECODING
RECEIVING AND INTERPRETING A MESSAGE

13. DECODING – RECEIVING AND
INTERPRETING A MESSAGE
 The Recipient/Decoder is the person/people
for whom the message is intended. They
receive the message and decode it. For an
effective communication to take place, it is
necessary that the recipient of the message
understands the message the way the sender
intended.
 Both the sender and the recipient do have
important roles to play in completing the
process of effective communication.

14. FEEDBACK
Feedback is response from the receiver. Without it, you
can't be sure that people have understood your message.
Feedback can be verbal or non-verbal, including body
language .
By watching the facial expressions, gestures, and posture
of the person you're communicating with, you can spot:
• Confidence levels.
• Defensiveness.
• Agreement.
• Comprehension (or lack of understanding).
• Level of interest, e.t.c

15. KEY NOTES
As either a speaker or a listener, or as a writer or a
reader, you're responsible for making sure that the
message is communicated accurately. Pay attention to
words and actions, ask questions, and watch body
language. These will all help you ensure that you say
what you mean, and hear what is intended.
A properly encoded message should be correctly
decoded by the recipient.
A properly decoded message is clear, complete and not
be confusing.
An important aspect of encoding is knowing your
audience.

16. FORMS OF COMMUNICATION
How do group members transfer meaning between and
among each other?(Interpersonal Communication)
How do we communicate?
• We talk to people face to face, and we listen when people
talk to us; oral communication
• We write emails, memos, letters, newsletters and reports,
and we read the documents that are sent to us; written
communication
• Nonverbal Communication

17. DIRECTION OF COMMUNICATON
Communication can flow vertically or laterally.
• Vertical Communication: This is information
flow in a downward or upwards direction
• Lateral Communication: This is information
flow amongst members of the same work group,
managers at the same level, or any other
horizontally equivalent workers.

18. ORGANISATIONAL
COMMUNICATION
The exchange of information may be over formal
and informal channels/network. Formal networks
can however be very complicated, including
hundreds of people and a lot of hierarchical levels
depending on the size of organization.

19. ORGANISATIONAL
COMMUNICATION

20. ORGANISATIONAL
COMMUNICATION
Formal Small-Group Networks
 Chain: this usually follows the formal chain of
command
 Wheel: this relies on a central figure to act as a means
of conveying all group’s communication, usually a team
with a strong leader.

21. ORGANISATIONAL
COMMUNICATION
 All channel: this network permits all group members to
actively communicate with each other
 The Grapevine: this is the informal communication
network in a group or organization Recent studies
shows that word-of-mouth information from peers about
a company has a significant impact on the company.

22. ELECTRONIC COMMUNICATION
Communication in most organizations today is through
electronic means
Electronic communication: E-mail, instant messaging, text
messaging, video-conferencing.
Advantages of e-mail messages
 E-mail messages can be written quickly, edited and stored
 Distributed to one person or thousands of people same time
 Recipients can read at their own convenience
 Relatively cheaper than conventional methods

23. ELECTRONIC COMMUNICATION
E-mail messages has its own drawback and as managers, there
is the need to note the following key limitations
Disadvantages of using e-mail messaging
 Misinterpreting the message
 Communicating negative messages
 Time-consuming nature of e-mails
• Don’t check e-mail in the morning
• Check in batches
• Unsubscribe
• Stop sending email

24. BARRIERS TO COMMUNICATION
• Filtering
• Selective Perception
• Information Overload
• Emotions
• Language
• Silence
• Communication Apprehension
/Social Anxiety
• Complex organizational structure

25. RESULTS OF COMMUNICATION
FAILURE
• Loss of Business/goodwill
• Waste of money and time
• Lowered productivity
• Poor co-ordination and control
• Frustration and hostility
• Dissatisfaction with others
• Lowered morale and loss of team spirit
• Conflict and arguments
• High employee turnover

26. CONCLUSION
Communication Trilogy

27. CONCLUSION
Seven Cs of good information
Clear
Concise
Concrete
Correct
Consistent
Complete
Considered Cross Cultural Factors

28. IS PERFECT COMMUNICATION
ATTAINABLE?

29. References
• Robbins S.P. & Judge T.A. (2012).
Essentials of Organizational Behavior. (11 th
ed.). Edinburgh Gate, Pearson Education
Limited
• www.mindtools.com

30. THANK
YOU