by abdurrahman for soft copy wisted my mail email:abdurrahman53616@gmail.com

2. By
Atif Rahman and his Group
Atif Rahman

3. 3
Group Members
Atif Rahman
Abd-ur-Rahman
Abdul Mateen
M.Shahzad
M.Junaid
Muzzamil Agha
Iqra BiBi
Sania BiBi
d

4. Communication is simply the act of transferring
information from one place to another.
Communication means transfer of message/information
from sender to receiver. But, in communication only
transfer of message is not sufficient. In addition to
this, the message must be properly received and
understood by the receiver in proper sense.
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6. Verbal Communication
(Spoken Words)
Non-verbal
(Communication without words through sign & symbols)
Written Communications
(involves any type of message that makes use of the written word)
Formal &Informal
(Formal communication follows line of authority & is generally used in
organization to achieve organizational objectives)
Visual Communication
(The expression of ideas and information using visual forms or aids)
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8.  Interpersonal communication is the process of face-to-
face exchange of thoughts, ideas, feelings and emotions
between two or more people. This includes both verbal
and non-verbal elements of personal interaction.
 All about working with other people
 An ability to get along with others while performing the
job
 Characteristic traits like
Manners, attitude, courtesy, habits, behavior and appearance which helps
us to communicate and maintain relationship with others.
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9.  Take the relationship viewpoint:
– Effective relationships within the organization
– Effective relationships with suppliers
– Effective relationships with competitors
 Internally
– In Teams
– Across Teams
– Within and between departments and business units
 Externally
– With Suppliers
– With Customers
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10.  To Improve
1)Relationship 2)Productivity
3)Working Environment 4)All Round Success
5)Leadership Skills 6)Liking by Others
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12.  How Do We Communicate?
Did you know that any time that you communicate with another
person, you are using the Communications Process (see figure 1,
below)?
It stands to reason then that understanding this process will help
you to become more aware of what is happening as you
communicate, and the things you can do to ensure that your
message gets received "loud and clear." 12

13. Let's take a look at the seven stages of the process in more detail.
 Source
The "source" is the sender of the message.
 Encoding
This stage involves putting your message into a format
that you can send, and that the receiver will be able to
easily understand or "decode.“
 Decoding
Successfully decoding a message is as much a skill as
encoding it is. To accurately decode a message, you
need to take the time to read through it carefully,
13

14. Receiver
No doubt, you'll want your audience members to
react in a certain way or take a specific action in
response to your message
 Feedback
Your audience will likely give you feedback as soon as it's
seen or heard your message.
 Context
The "context" is the situation in which you deliver your
message.
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15. The Five Communication Styles
 Assertive
 Aggressive
 Passive-aggressive
 Submissive
 Manipulative
The Assertive Style
Assertive communication is born of high self-esteem. It is the healthiest
and most effective style of communication - the sweet spot between
being too aggressive and too passive.
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16. Behavioral Characteristics
 Achieving goals without hurting others
 Protective of own rights and respectful of others‘
rights
 Socially and emotionally expressive
 Making your own choices and taking responsibility for
them
Non-Verbal Behavior
 Voice – medium pitch and speed and volume
 Posture – open posture, symmetrical balance, tall,
relaxed, no fidgeting
 Gestures – even, rounded, expansive
 Facial expression – good eye contact
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17. People on the Receiving end Feel
 They can take the person at their word
 They know where they stand with the person
 The person can cope with justified criticism and accept
compliments
 The person can look after themselves
Language
 "Please would you turn the volume down? I am really
struggling to concentrate on my studies."
 "I am so sorry, but I won't be able to help you with your
project this afternoon, as I have a dentist appointment."
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18. This style is about winning – often at someone else's
expense. An aggressive person behaves as if their
needs are the most important, as though they have
more rights, and have more to contribute than other
people. It is an ineffective communication style as the
content of the message may get lost because people are
too busy reacting to the way it's delivered.
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19. Behavioral Characteristics
 Frightening, threatening, loud, hostile
 Willing to achieve goals at expense of others
 Out to "win"
 Demanding, abrasive
 Confrontational
Non-Verbal Behavior
 Voice – volume is loud
 Posture – 'bigger than' others
 Gestures - big, fast, sharp/jerky
 Facial expression – scowl, frown, glare
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20. People on the Receiving end Feel
 Defensive, aggressive (withdraw or fight back)
 Uncooperative
 Resentful/Unforgiving
 Humiliated/degraded
 Hurt
 Afraid
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21. This is a style in which people appear passive on the
surface, but are actually acting out their anger in
indirect or behind-the-scenes ways. Prisoners of War
often act in passive-aggressive ways in order to deal
with an overwhelming lack of power.
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22. Behavioral Characteristics
 Indirectly aggressive
 Sarcastic
 Devious
 Unreliable
 Complaining
 Sulky
 Patronizing
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23. Non-Verbal Behavior
 Voice – Often speaks with a sugary sweet voice.
 Posture – often asymmetrical – e.g. Standing with hand on
hip, and hip thrust out (when being sarcastic or
patronizing)
 Gestures – Can be jerky, quick
 Facial expression – Often looks sweet and innocent
People on the Receiving end Feel
 Confused
 Angry
 Hurt
 Resentful
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24. This style is about pleasing other people and avoiding
conflict. A submissive person behaves as if other
peoples' needs are more important, and other people
have more rights and more to contribute.
Language
"Please would you turn the volume down? I am
really struggling to concentrate on my studies."
"I am so sorry, but I won't be able to help you with
your project this afternoon, as I have a dentist
appointment."
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25. Behavioral Characteristics
 Apologetic (feel as if you are imposing when you ask for
what you want)
 Avoiding any confrontation
 Finding difficulty in taking responsibility or decisions
 Yielding to someone else's preferences (and discounting
own rights and needs)
People on the Receiving end Feel
 Exasperated
 Frustrated
 Guilty
 You don't know what you want (and so discount you)
 They can take advantage of you. 25

26. Non-Verbal Behavior
 Voice – Volume is soft
 Posture – make themselves as small as possible, head
 down
 Gestures – twist and fidget
Language
 "Oh, it's nothing, really."
 "Oh, that's all right; I didn't want it anymore."
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27. This style is scheming, calculating and shrewd.
Manipulative communicators are skilled at influencing
or controlling others to their own advantage. Their
spoken words hide an underlying message, of which
the other person may be totally unaware.
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28. Behavioural Characteristics
 Cunning
 Controlling of others in an insidious way – for
example, by sulking
 Asking indirectly for needs to be met
Non-Verbal Behaviour
 Voice – patronizing, envious, ingratiating, often high pitch
 Facial expression – Can put on the 'hang dog“ expression
Language
 "You are so lucky to have those chocolates, I wish
I had some. I can't afford such expensive
chocolates." 28

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31. Delegation is the assignment of responsibility or authority
to another person (normally from a manager to a
subordinate) to carry out specific activities.
• It is one of the core concepts of management-leadership.
• The opposite of effective delegation is micromanagement.
Micro-management
Micro-management is a management style whereby
manager closely observes or controls the work of
subordinates or employees.
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32.  Step 1 – Select the Right Task
 • Step 2 – Choose the Right Person
 • Step 3 – Give Clear Directions
 • Step 4 – Monitor Progress
Step 1 – Select the Right Task
• Not every task is an ideal candidate to delegate.
• Tasks that are redundant and well-defined are good
tasks to delegate.
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 can be one of the hardest steps.
 It takes time and effort to find a person who possesses all
the traits and skills required for the job.
 The person not only needs to have the right technical skills
or expert knowledge, but they also need to be trustworthy
and have the time to take on the additional work.
Step 3 – Give Clear Directions
 The directions should be clear, simple, and well
documented.
 If the instructions only reside in the manager’s head, then
the delegation process can be very time consuming and
lengthy.

34.  • To monitor the progress of the knowledge and skill
transfer.
 • Regularly follow-up on how well the person is
completing the work.
 • Take time to check over the work and ensure the
work is correctly done.
 • Remain available for questions and provide feedback
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35.  What is feedback?
 What is its purpose?
 What:
Comments in the form of opinions about or reactions
to something
 Why:
To initiate and improve communication
To evaluate or modify a process or product
To enable improvements to be made
To provide useful information for future decisions and
development
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36.  Ask permission or identify that you are giving feedback.
Examples:
“Can I give you some feedback on that follow-up patient
visit?”
“I’d like to provide some feedback on what I observed during
my visit today.”
Group Discussion
 What were the differences between the two approaches?
 What did the health care worker learn in the 1st scenario?
 The 2nd?
 Other thoughts?
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37.  Give feedback in a “feedback sandwich”
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38.  You can provide feedback any time:
 During a patient encounter
 Immediately afterward a patient encounter
 During a review meeting at the end of the day
 BUT don’t wait too long to give feedback. The closer
the feedback is to the actual event, the more likely the
health care worker will remember the teaching point
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41. Conflict can be considered as an expression of
Hostility(opposition) , negative attitudes , aggression ,
rivalry and misunderstanding .
 Conflict may emerge between different
organizations or within organizations , or
between organizations and their social and
political environments .
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42.  According to Joe Kelly , “Conflict is defined as
opposition or dispute between persons, groups or
ideas ¨.
 According to Follett, “Conflict is the appearance of
difference , difference of opinions, of interests ¨ .
 A conflict is serious disagreement or argument
between two or more persons
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46.  Conflict within an individual.
1.Goal conflict
When a person has to choose between two or more goals.
2.Role conflict
When the expectations of a role are materially different
and the individual can meet one expectation only at the
cost of other expectations.
Inter-personal conflict
 Conflict between individuals
 It may arise due to :
1.Personality differences
2.Perceptions
3.Clash of values and interests
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47. Conflicts between
Groups Most common type of organizational conflict.
Sources of inter-group conflicts:
1)Incompatible goals 2)Task interdependence
3)Resource sharing 4)Joint decision making 5)Attitudinal
sets
7)Introduction of change
Effects of Conflict
 Conflict has both Positive and Negative effect.
 It can be positive when it encourages creativity, new
looks at old, the clarification of points of view, and the
development of human capabilities to handle
interpersonal differences.
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48.  Acts as Motivating Factor : Motivate individuals to do
better and to work harder. One’s talents and abilities come
to the forefront in a conflict situation.
 Acts as Need Satisfier : Satisfy certain psychological needs
like dominance, aggression and ego and thereby provide
an opportunity for the constructive use and release of
aggressive urges.
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49.  Drop in Productivity : Allowing a conflict to continue
means that employee attention becomes more focused on
the conflict and not on productivity.
 Lack of Direction: Conflict can sometimes arise when
management is unable to communicate the direction of the
company to employees. Conflict will erupt as employee are
allowed to interpret changes within the company in their
own way.
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