Communicatingatworkchapter1 10061Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College 0160844-phpapp01
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Communicatingatworkchapter1 10061Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College 0160844-phpapp01

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Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College

Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College

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Communicatingatworkchapter1 10061Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College 0160844-phpapp01 Communicatingatworkchapter1 10061Lecture notes Training for Trainers in General Wingate Technical Vocational Education and Training Cluster College 0160844-phpapp01 Presentation Transcript

  • •Lecture note Individual assignment On Subject Area Methods Topic Business Communicating at Work Chapter 1
  • • Lecture note Lecture note Individual Assignment On Subject Area Individual Assignment On Subject Methods Area Methods • Module Title pedagogy Module code CTPD 601 • By Berhanu Tadesse • Submitted to: Instructors Girma Zewede Associate Professor •
  • Learning Objectives/ Learning Outcome: • Identify changes in the workplace and the importance of communication skills • Describe the process of communication • Discuss barriers to interpersonal communication and the means of overcoming those barriers • Analyze the functions and procedures of communication in organizations • Assess the flow of communication in organizations including barriers and methods of overcoming those barriers • List the goals of ethical business communication and describe important tools for doing the right thing
  • COMMUNICATION
  • Definition of Communication. Communication is a complex process often involving reading, writing, speaking and listening. It may be verbal and non-verbal (or a mixture of both), and it uses a variety of media (language, mass media, digital technology, etc.). Broadly speaking, communication is a transfer and reconstruction of information. More specifically, we may define communication as the transmission and reception of ideas, feelings and attitudes – verbal and non-verbal – that produce a response.
  • You cannot not communicate! You cannot un-communicate!
  • HUMAN COMMUNICATION: ACTION
  • HUMAN COMMUNICATION: INTERACTION
  • HUMAN COMMUNICATION: TRANSACTION
  • The Communication Process Basic Model 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 6. Possible additional feedback to receiver 4. Receiver decodes message
  • The Communication Process Expanded Model
  • Barriers to Interpersonal Communication • Bypassing • Limited frame of reference • Lack of language skills • Lack of listening skills • Emotional interference • Physical distractions
  • Understanding is shaped by • Communication climate • Context and setting • Background, experiences • Knowledge, mood • Values, beliefs, culture
  • Barriers That Block the Flow of Information in Organizations • • • • • Closed communication climate Top-heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards
  • Additional Communication Barriers • • • • • Fear of reprisal for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement Turf wars
  • A Classic Case of Miscommunication In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: “Hello Walter, Hello Walter!”
  • A Classic Case of Miscommunication As his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: “Low water, low water!”
  • Analysis of Flawed Communication Process Sender has idea Sender encodes message Channel carries message Receiver decodes message Warn boater “Low water!” Message distorted “Hello Walter!”
  • Barriers That Caused Cronkite Miscommunication • Frame of reference • Receiver accustomed to acclaim and appreciative crowds. • Language skills • Main accent makes "water" and "Walter" sound similar. • Listening skills • Receiver more accustomed to speaking than to listening.
  • Barriers That Caused Cronkite Miscommunication • Emotional interference • Physical barriers • Ego prompted receiver to believe crowd was responding to his celebrity status. • Noise from boat, distance between senders and receivers. Which of these barriers could be overcome through improved communication skills?
  • Overcoming Communication Barriers • • • • • Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback.
  • Changes Affecting the Workplace • Heightened global competition • Flattened management hierarchies • Expanded team-based management • Innovative communication technologies • New work environments • Increasingly diverse workforce
  • Changes Affecting the Workplace • Heightened global competition
  • Changes Affecting the Workplace • Flattened management hierarchies
  • Changes Affecting the Workplace Expanded teambased management
  • Changes Affecting the Workplace Innovative communication technologies
  • Changes Affecting the Workplace tehnical environments
  • Changes Affecting the Workplace Increasingly diverse workforce
  • The Age of Knowledge
  • Success for YOU in the new global and diverse workplace requires excellent communication skills!
  • Organizational Communication • Functions: internal and external • Form: oral and written • Form: channel selection dependent on • • • • • Message content Need for immediate response Audience size and distance Audience reaction Need to show empathy, friendliness, formality • Flow: • Formal: down, up, horizontal • Informal: grapevine
  • Communication Flowing Through Formal Channels Downward Horizontal Upward Management directives Job plans, policies Company goals Mission statements Task coordination Information sharing Problem solving Conflict resolution Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline
  • Forms of Communication Flowing Through Formal Channels Written Oral Electronic Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Telephone Face-to-face conversation Company meetings Team meetings E-mail Voicemail Instant Messaging Intranet Videoconferencing
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors Amount of message 100%
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors received by vice-president Amount of message 100% 63%
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors Amount of message 100% received by vice-president 63% received by general supervisor 56%
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors Amount of message 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40%
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors Amount of message 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader 30%
  • Message Distortion Downward Communication Through Five Levels of Management Message written by board of directors Amount of message 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader 30% received by worker 20%
  • Communication goes bad VP to Deans: By order of the President, next Thursday Halley’s comet will appear over the athletic field. If it rains, cancel classes and report to the gym with your professors and students where you will be shown a film, a phenomena which occurs only once every 75 years.
  • Communication goes bad President to VP: Next Thursday, Halley’s Comet will appear over this area. This is an event that occurs only once every 75 years. Call the division heads and have them assemble their professors and students on the athletic field and explain this phenomena to them. If it rains, cancel the observation and have the classes meet in the gym to see a film about the comet.
  • Communication goes bad Deans to Professors: By order of the Phenomenal President, next Thursday Halley’s Comet will appear in the gym. In case of rain over the athletic field, the President will give another order, something which occurs once every 75 years.
  • Communications goes bad Professors to Students: Next Thursday, the President will appear in the gym with Halley’s Comet, something which occurs every 75 years. If it rains, the President will cancel the comet and order us all to our phenomenal athletic field.
  • Communications goes bad Student writing to parents: When it rains next Thursday over the school athletic field, the phenomenal 75 year-old President will cancel all classes and appear before the whole school in the gym accompanied by Bill Halley and the Comets.
  • Surmounting Organizational Barriers • Encourage open environment for interaction and feedback. • Flatten the organizational structure. • Promote horizontal communication. • Provide hotline for anonymous feedback. • Provide sufficient information through formal channels.
  • ETHICAL CHALLENGES • Ethical Practices make good business sense. • 80’s era – Greed is good… NO MORE • 500 fortune companies + Many small Businesses
  • Pressure felt by employees to act unethically 56% Those who admitted to conducting unethical behavior – 48% Common ethical violations: • Cutting corners on quality • Covering up incidents • Abusing or lying about sick days • Deceiving customers • Lying to supervisor or underling • Taking credit for a colleague’s idea
  • 4 COMPONENTS of ETHICAL BEHAVIUR • • • • Honesty Integrity Fairness Concern for others. “ Doing the Right Thing Given the Circumstances”
  • Five Common Ethical Traps • The false-necessity trap (convincing yourself that no other choice exists) “I know its wrong but I don’t have a choice “ • The doctrine-ofrelative-filth trap (comparing your unethical behavior with someone else’s even more unethical behavior) “What I am doing is nothing compared to what others are doing”
  • Five Common Ethical Traps • The rationalization trap (justifying unethical actions with excuses) “I’ll be in working late anyways, I deserve a longer lunch break now.” • The self-deception trap (persuading yourself, for example, that a lie is not really a lie) “I was running the whole show, without me the company would have collapsed” • The ends-justify-the-means trap (using unethical methods to accomplish a desirable goal) “So what if I had to bribe the supplier… I saved the company money in the long run!”
  • Goals of Ethical Business Communication • Telling the truth • Labeling opinions • Being objective • Communicating clearly • Giving credit
  • Accomplishing These Goals • • • • Think before you act Being in other person’s shoe There must be a different solution Discuss your dilemma with a trust worthy or an experienced person • Imagine the shame if your friends and family found out about what you had been upto!!
  • STRENGTHENING YOUR COMMUNICATION SKILLS • Know how to figure out a solution • Realize what the problem is • Communication skills are not inherent, they must be learnt • Therefore BE WILLING TO LEARN • Tips, techniques, models and exercises in this book will help us. • Sit back and enjoy the ride.
  • Initiate Prepare Execute & Control Close Track & Control Startup Definition / Scope / Requirements Planning and Resource Allocation •Scope Managem ent •Workplan Managem ent • Resource Manageme Review nt (Time, Cost, People) • Deliverable Mgmt Risk & Issue• Management Quality Management Sponsor Management • Transition Plan Reporting Completion & Assessment
  • End
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