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Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
Comunication
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Comunication

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  • 1. Importance of Communication
    • The five most important skills recruiters look for when hiring college and university students.
        • #5 – Teamwork
        • #4 – Critical thinking & leadership
        • #3 – Interpersonal/social
        • #2 – Computer literacy
        • #1 – Oral and written communication
  • 2. Learning Objectives slide 1 of 2
    • Explain the role of communication in the organization and why it is so complex for managers to understand.
    • Define communication and explain how to achieve high-quality communication.
    • Describe the components of the communications process.
    • Identify the primary categories of interpersonal communication.
    • Discuss the role of technological communication and information use in the workplace.
  • 3. Learning Objectives slide 2 of 2
    • Address the primary reasons why managers communicate.
    • Explain the barriers that interfere with effective communication.
    • Discuss the types of formal communication channels.
    • Describe the principles for effective feedback.
    • Specify the guidelines for becoming a good listener.
  • 4. Communication Complexity
    • Communication is complicated and dynamic with many factors influencing its effectiveness.
      • Senders, messages, channels, and receivers do not remain constant or static.
      • Even a simple two-person interactions involving multiple variables.
      • Communication is symbolic with the meaning of most of our words and signs changing over time.
  • 5. Communication Defined
    • Communication stems from the Latin root word communicare , which means “to make common.”
    • A process in which one person or group evokes an identical meaning in a second person or group.
    • Defining communication is relatively simple, but achieving high-quality communication is both complicated and difficult.
  • 6. Communication Process Components Context /Sender
  • 7. Social Context and Sender
    • Social Context
      • The setting in which the communication takes place.
    • Sender
      • The sender initiates the communication process by encoding his or her meaning and sending the message through a channel.
      • Encoding translates the sender’s ideas into a systematic set of symbols or a language expressing the communicator’s purpose.
  • 8. Communication Process Components Message/Channel
  • 9. Messages and Channel
    • Messages
      • The tangible forms of coded symbols that are intended to give a particular meaning to the information or data.
    • Channel
      • The carrier of the message or the means by which the message is sent.
  • 10. Communication Process Components Receiver/Feedback
  • 11. Receiver and Feedback
    • Receiver
      • The receiving person or group must make sense of the information received.
      • Decoding the translation of received messages into interpreted meanings.
    • Feedback
      • The process of verifying messages and the receiver’s attempts to ensure that the message he or she decoded is what the sender really meant to convey.
  • 12. Communication Process Components Noise
  • 13. Noise
    • Any internal or external interference or distraction with the intended message that can cause distortion in the sending and receiving of messages.
  • 14. Interpersonal Communication Categories
    • Oral Communication …….
    • Written Communication ……
    • Nonverbal Communication …..
    • Technological Communication…………
  • 15. Oral and Written Communication
    • Oral Communication
      • All forms of spoken information; by far the most preferred type of communication used by managers.
    • Written Communication
      • Letters, memos, policy manuals, reports, forms, and other documents used to share information in an organization.
  • 16. Nonverbal Communication
    • Kinesic behavior, or body motion, such as gestures, facial expressions, and eye behavior.
    • Physical characteristics, such as body shape, physique, posture, height, and weight.
    • Paralanguage, such as voice quality, speech rate, pitch, and laughing.
    • Environment, such as building and room design, furniture, light, noise, and cleanliness.
    • Time, such as being late or early, keeping others waiting.
    • Proxemics, such as the way people perceive space, seating arrangements, and conversational distance.
  • 17. Technological Communication
    • Telecommuting or “telework”
      • The practice of working at a remote site by using a computer linked to a central office or other employment location.
    • Electronic mail (e-mail)
      • Sending messages through computerized text-processing and communication networks.
    • Video conferencing
      • An umbrella term for technologies that use live video to unite widely dispersed company operations.
    • The Internet
      • Essentially, “everything” can be done on the internet.
  • 18. Why Managers Communicate
    • To motivate
    • To inform
    • To control
    • To satisfy social needs
  • 19. Sources of Communication Barriers
    • Cross-cultural diversity
    • Trust and credibility
    • Information overload
    • Language characteristics
    • Gender differences
    • Other factors
  • 20. Communication Channels
    • Formal Communication Channels
      • Formal communication follows the chain of command and is recognized as official.
    • Direction of Flow
      • One way to view formal communication within organizations is to examine how it flows - vertically and horizontally.…………
  • 21. Formal Communication Flows
  • 22. Spontaneous Communication Channels
    • Opportunistic and informal paths for communication that arise from the social relationships that evolve in the organization.
    • The Grapevine
      • An informal method of transmitting information depicted as the wandering of messages throughout the organization
  • 23. Communication Competency Challenges
    • Expect to be misunderstood by at least some listeners and readers.
    • Expect to misunderstand others.
    • Strive to reduce the degree of such misunderstandings, but never expect total elimination of them or the ability to anticipate all possible outcomes.
  • 24. Principles of Effective Feedback
    • Give feedback that is specific rather than general.
    • Give feedback when the receiver appears ready to accept it.
    • Focus feedback on behavior rather than the person, and focus it on behavior that can be changed.
    • Provide feedback using descriptive information about what the person said or did.
    • Avoid feedback using evaluative inferences about motives, intent, or feelings.
  • 25. Advanced Listening Skills
    • Listen for message content.
    • Listen for feelings.
    • Respond to feelings.
    • Be sensitive to both the nonverbal and the verbal content of messages.
    • Reflect back to the sender, in your own words, what you think you are hearing.
    • Be attentive and listen to understand, not to reply.
    • Be patient. Don’t interrupt the speaker. Take time to digest what has been said before responding.
  • 26. Implications for Leaders: Communication Points slide 1 of 2
    • You spend most of your time at work communicating.
    • Your success is based on strong communication skills.
    • Communication is becoming increasingly important in view of recent trends, such as increased globalization, diversity, and workplace specialization.

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