1. •What is Communication?
•Importance of Effective Communication
•Communication Process
•Types of Communication
•Barriers to Effective Communication
•Recommendations on How to Improve
Communication
2. Transfer of messages from sender to
receiver
Information being understood by the
receiver
Means to unify an organized activity
Through transfer of information
Exchange of feelings, ideas and
information
By speaking,writing,signals or behaviors.
3. Quicker problem solving
Stronger decision making
Increased productivity
Steadier work flow
4. Stronger business relationships
Clearer promotional materials
Enhanced professional image
Improved stakeholder response
5. Nonverbal Communication
Verbal Communication
7. Nonverbal communication is
made up of the following
parts:
Visual Vocal
Tactile Use of space and
(Physical) image
8. Consists of words arranged in
meaningful patterns.
Takes less time
Needs no composing
But, can't be revised
Not used when permanent record required
or
Audience is geographically dispersed and
interaction is unimportant
9. Includes internal and external structure
Messages pass through these structures
Consists of formal and informal forms
10. Official Structure The Grapevine
Formal Chain Informal
of Command Networking
Up, Down, Across Unofficial Lines
Formal Power Lines of Power
12. Establish and disseminate goals
Develop plans for their achievement
Organize human and other resources
effectively
Select, develop and appraise members
of the organization
Control all the activities
13. Formal Contacts Informal Contacts
Marketing Employees
Public Relations Managers
14. External communication helps be
aware of:
•Need of customers
•Availability of suppliers
•Claims of stockholders
•Regulations of government
•Concerns of communities
•Create a favorable impression
17. Provide practical information
Give facts rather than impressions
Clarify and condense information
State precise responsibilities
Persuade others and offer
recommendations
18. Advances
Globalization
in Technology
Workforce Team-Based
Diversity Organizations
19. Businesses reach across international
borders.
Difference in age, gender, culture, etc.
Technology can help or hinder
communication.
Tall structures restrict flow of information.
Flat and flexible structures make
communication easy.
Working in team makes effective
communication necessary
20. Noise
Sender Receiver
Receiver
Sender
Start with aa Receive
Receive
Start with message
meaning/
meaning/ Communication message
message to send message Communication
message to send Channels Decode and
Channels Decode and
Encode (verbal Report/Phone/
Convert to
Convert to
Encode (verbal Report/Phone/ Meaning
(and nonverbal
(and nonverbal
Meeting/Computer
Meeting/Computer Meaning
Send message Respond
Respond
Send message
Interact with
Interact with
feedback
feedback
Feedback
Feedback
21. Elements of Communication Process
Channel. The message is
sent via a channel, which
can be made of a variety
Noise. The channel is
of materials. In acoustic
subjected to various sources
Input. The sender has an communication it consists
of noise. One example is
intention to communicate of air, in written
telephone communication,
with another person. This communication of paper
where numerous secondary
intention makes up the or other writing materials.
sounds are audible.
content of the message.
Receiver. The receiver
Sender. The sender decodes the incoming Output. This is
encodes the message, message, or expression. the content
e.g. the idea of "piece He "translates" it and thus decoded by the
of furniture to sit on." receives the output receiver.
Thus he gives
expression to the
content.
22. Sender: Initiate meaning, encode, send, interacts with
feedback.
Message: meaning that sender transmits
Encoding: put the meaning in codes including
words, voice and body language.
Noise or Interference: Things which change the
meaning intended.
• Physical: external noise or distracting behavior of the speaker.
• Mental: mental modes impact or block the meaning of the
message.
• Linguistic: the different interpretations of words.
• Technical: noise in communication channels such as telephone
or GSM.
23. Channel: medium by which the message is
transmitted, includes sound and light waves, books,
newspapers, magazines, movies, radio and TV
broadcast, cassettes, photos, phones and computers.
Receiver: Analyzes and translates it to meaning.
Basically receives message, decodes and responds.
Feedback: response that receiver sends to the sender.
It shows if the message has been received and
understood as intended to be.
25. Interpersonal Barriers
Perception
Interpersonal Relationships: affected by the past
experience with the individual or the
How to minimize this barrier?
organizational relationship.
Assumptions-assuming others see situation
improve our self-awareness
same as you, has same feelings as you affects
the communication.
our understanding of, and sensitivity to,
Receiver distortion: selective hearing, ignoring
others
non-verbal cues.
avoid stereotyping
improve listening skills.
the supplier of information has to be
more aware and empathic.
26. Interpersonal Barriers
Semantics/ Language:
Semantics is the study of the meaning of
words How to minimize this barrier?
or other symbols.
Words can be used imprecisely or
inaccurately. attention to the choice of
pay careful
words and language so that confusion
The choice of is avoided. language will
or offence words or
influence the quality of communication.
27. Interpersonal Barriers
Channel Selection
Attention should be given to how to send
How to minimize this barrier?
the message, or the selection of a channel
match characteristics of the message to
(oral or channel media)..
the written
For example, we know that emotional or
clear vs ambiguous
complex messages are usually most
effectively communicated face-to-face.
rational vs emotional
routine vs non-routine
28. Interpersonal Barriers
Inconsistent verbal and
non-verbal communication
Inconsistent verbal and non-verbal
communication can lead to a
communication breakdown.
How to minimize this barrier?
Minimize any inconsistencies between
words and manner of speaking, facial
expressions, and posture.
29. Organizational Barriers
Physical distractions
Information overload
Technical and in-group language
Absence of formal communication channels
30. Organizational Barriers
Physical distractions
Physical distractions include interruptions,
noise, and equipment breakdowns.
How to minimize this barrier?
Try to minimize distractions instead of
eliminating them altogether.
advise supervisors to minimize these
distractions whenever possible.
31. Organizational Barriers
Information overload
Can be a by-product of the volume of
information and data that managers deal
with. How to minimize this barrier?
Large part thea manager's job is that
Reduce of amount of information
information-processing to develop time-
requires processing or
management skills to cope with higher
Managers spend up to 80 per cent of
amounts.
every day communicating
32. Organizational Barriers
Technical and in-group
language
When organizational subunits are highly
differentiated or members are highly
professionalized.
How to minimize this barrier?
Technical and professional vocabularies
Simplify terms and consider the
make it hardlevel one individual or group to
technical for when communicating.
communicate with another.
33. Minimize distractions
Have an audience centered approach
Fine tune your business communication skills
Constructive Feedback
Using technology
Making Ethical choices
34. Create lean,efficient messages
Minimize physical distractions
Minimize emotional distractions
Reduce number of messages
35. Facilitate feedback
It is a constant barometer
Taps basic human needs to improve,
compete and be accurate.
Can be reinforcing
Is motivating and appreciated
Realize how critical feedback can be and
overcome our difficulties.
36. Specific
Timely: Give feedback as soon as possible.
Descriptive: Give facts and observations.
Impersonal: Focus on the behavior not the
person.
Sensitive: When emotions run high, allow a
cooling-off period.
Understanding: When feedback is negative,
explore alternatives for improvement.
37. Redefining the office
Collaborating
Sharing latest information
Interacting
Communicating with customers
Communicating about products
and services
38. Observing Business
Communication Ethics
Unethical practices
• Plagiarism
• Selective misquoting
• Misinterpreting numbers
• Distorting visuals
39. Ethical
Ethical Recognize
Communication
Communication Ethical Choices
Make
Ethical Choices
Motivate
Ethical Choices
Business Principles
Business Principles
Editor's Notes
Internal communication refers to the exchange of information and ideas within an organization. Internal communication helps employees do their jobs, develop a clear sense of the organization’s mission, and identify and react quickly to potential problems. The official structure (formal communication network) is typically shown as an organization chart that summarizes the lines of authority; each box represents a link in the chain of command; each line represents a formal channel for the transmission of official messages. Information can flow in three directions. Downward flow. Organizational decisions are usually made at the top and then flow down to the people who will carry them out. Upward flow. To solve problems and make intelligent decisions, managers must learn what’s going on in the organization. Horizontal flow. Communication also flows from one department to another, either laterally or diagonally. The grapevine (informal communication network) supplements official channels. People have casual conversations at work. Most deal with personal matters, but about 80 percent of the information on the grapevine pertains to business. Some executives are wary of the grapevine, possibly because it threatens their power to control the flow of information. Savvy managers tap into the grapevine, using it to spread and receive informal messages.
External communication carries information into and out of the organization. Formal communication is the first step in creating a favorable impression. Carefully constructed letters, reports, memos, oral presentations, and websites convey an important message about the quality of your organization. Messages such as statements to the press, letters to investors, advertisements, price increase announcements, and litigation updates require special care because of their delicate nature. Such documents are often drafted by a marketing or public relations team—a group of individuals whose sole job is creating and managing the flow of formal messages to outsiders. Informal contacts with outsiders are important for learning about customer needs. As a member of an organization, you are an important informal conduit for communicating with the outside world. Many outsiders may form their impression of your organization on the basis of the subtle clues you transmit through your tone of voice, facial expression, and general appearance. Top managers rely heavily on informal contacts with outsiders to gather information that might be useful to their companies, either by networking with fellow executives or talking with customers and frontline employees.
Effective business messages have a number of common characteristics: Provide practical information. Business messages usually describe how to do something, explain why a procedure was changed, highlight the cause of a problem or a possible solution, discuss the status of a project, or explain why a new piece of equipment should be purchased. Give facts rather than impressions. Business messages use concrete language and specific details. Information must be clear, convincing, accurate, and ethical. You must present hard evidence (not just opinion) and present all sides of an argument before you commit to a conclusion. Clarify and condense information. Business messages frequently use tables, charts, photos, or diagrams to clarify or condense information, to explain a process, or to emphasize important information. State precise responsibilities. Business messages are directed to a specific audience. Therefore, you must clearly state what is expected of, or what you can do for, that particular audience. Persuade others and offer recommendations. Business messages frequently persuade employers, customers, or clients to purchase a product or service or adopt a plan of action. To be effective, persuasive messages must show readers just how a product, service, or idea will benefit them.
The changing workplace has brought the following communication challenges: Advances in Technology. The Internet, e-mail, voice mail, faxes, pagers, and other wireless devices have increased the speed, frequency, and reach of communication. People from opposite ends of the world can work together seamlessly, 24 hours a day. Moreover, people can work away from the office . Technology showcases communication skills—writing skills are revealed in every e-mail message; verbal skills are revealed in audio and video teleconferences. Team-Based Organizations. Traditional management structures are ineffective in today’s fast-paced, e-commerce environment. Instead, organizations use teams and collaborative work groups to make the fast decisions required to succeed in a global and competitive marketplace. Globalization. Businesses today are crossing national boundaries to compete globally. Workforce Diversity. A growing percentage of the U.S. workforce is made up of people with diverse cultural and ethnic backgrounds. Employees must understand laws, customs, and business practices of many countries and be able to communicate with people who speak other languages.
Ethics are the principles of conduct that govern a person or a group. Ethical communication includes all relevant information, is true in every sense, and is not deceptive in any way. By contrast, unethical communication can include falsehoods and misleading information (or withhold important information). Every company has responsibilities to various groups. However, what’s right for one group may be wrong for another. When people must choose between conflicting loyalties and weigh difficult trade-offs, they are facing a dilemma. An ethical dilemma involves choosing among alternatives that aren’t clear-cut (perhaps two conflicting alternatives are both ethical and valid, or perhaps the alternatives lie somewhere in the vast gray area between right and wrong). An ethical lapse is making a clearly unethical or illegal choice. How do you decide between what’s ethical and what is not? You might ask yourself: Is this message legal? Is this message balanced? Is it a message you can live with? Is this message feasible? Some companies lay out an explicit ethical policy by using a written code of ethics to help employees determine what is acceptable. In addition, many managers use ethics audits to monitor ethical progress and to point up any weaknesses that need to be addressed.
