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Communication Levels Dr. Eduardo Bustos Farías
Communication Levels ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Formal and Informal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why is language so difficult? ,[object Object],Type of grammar Theoretical machine Type 0: All formal languages ,[object Object],[object Object],Bounded Turing machine Type 2: Context-free Non-deterministic push-down automaton Type 3: Regular languages Finite state machine
FACTOID The average employee receives about 190 communications a day by paper, voicemail, email, phone, etc. from a Pitney-Bowes survey
Communication  Within Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication Networks Adapted from  Exhibit 9-2:  Communication Networks Y Network Wheel Network All Connected Network Circle Network Centralized Networks Decentralized Networks
Direction of  Organizational Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Direction of  Organizational Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Direction of  Organizational Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Interpersonal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication Media ,[object Object],[object Object],[object Object],[object Object],Face-to-face Formal numerical text Formal written text Personal written text Electronic messaging Telephone Do you know which media are richer? Least rich Richest
Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FACE-TO-FACE ,[object Object]
The Benefits   (face-to-face) ,[object Object],[object Object],[object Object]
The Challenges ( face-to-face ) ,[object Object],[object Object],[object Object],[object Object]
The Do’s and Don’ts (face-to-face) ,[object Object],[object Object],[object Object]
Face-to-Face  cont….. ,[object Object],[object Object],[object Object]
Face-to-Face  cont... ,[object Object],[object Object]
Nonverbal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Nonverbal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
What  is Business Communication? ,[object Object]
Communication and Organizations ,[object Object],[object Object],[object Object]
Unique Perspectives on Communication in Organizations ,[object Object],[object Object],[object Object],[object Object]
Communication Flows ,[object Object],[object Object],[object Object],[object Object],[object Object]
Communication Flows ,[object Object],[object Object],[object Object],[object Object],[object Object]
Communication Flows ,[object Object],[object Object],[object Object],[object Object]
Strategic Forces Influence Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Examples ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why Does It Happen? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Framework for Analyzing Ethical Dilemmas ,[object Object],[object Object],[object Object]
Legal and Ethical The Pagano Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Diversity Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object]
Culture and Communication ,[object Object],[object Object],[object Object],[object Object]
Cross-Culture Communication ,[object Object],[object Object],[object Object]
Legal and Ethical Implications of Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication Types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Interpersonal vs. Mass Communication ,[object Object],[object Object],[object Object],[object Object]
Relationship Aspect in Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Changes in Audience Sizes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional Dimensions: Available Information & Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More Borders Falling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Aside: Do Computers Reduce Costs? ,[object Object],[object Object],[object Object],[object Object]
Assumption - 1 ,[object Object],[object Object]
Assumption - 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Levels of Interactivity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Interactivity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ Key Ingredients” Applied to Multimedia - 1 ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ Key Ingredients” Applied to Multimedia - 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ Key Ingredients” Applied to Multimedia - 3 ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conversational Management - 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conversational Management - 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Aside: What is a Computer? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conversational Management - 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Goals of Interaction in Multimedia ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Another Definition of Interactivity: Steuer (1992) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Speed & Related Terms ,[object Object],[object Object],[object Object],[object Object],[object Object]
Telepresence as a Metaphor for Interactivity ,[object Object],[object Object],[object Object],[object Object]
Dimensions of Interactivity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship to Instructional Design ,[object Object]
Innovative Applications ,[object Object],[object Object],[object Object]
Types of Meetings  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Let’s Meet patrocinador
Why Meet? ,[object Object]
Making Meetings Work ,[object Object],[object Object],[object Object]
Making Meetings Work  cont.… ,[object Object],[object Object],[object Object],M. En C. Eduardo Bustos Farías
Making Meetings Work  cont…. ,[object Object],[object Object],[object Object],[object Object]
Meeting “Killers” -- why they fail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
WRITTEN COMMUNICATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Benefits (written) ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Challenges (written) ,[object Object],[object Object],[object Object],sincero
DO’s and DON’Ts (written) ,[object Object],[object Object],[object Object]
Do’s and Don’ts… (written)  cont...  ,[object Object],[object Object],[object Object]
Do’s and Don’ts (written)  cont... ,[object Object],[object Object]
Is it clear?  Have you hit your target? ,[object Object],[object Object]
THE PROBLEM  WITH COMMUNICATION  IS “the illusion that it has been accomplished”    George Bernard Shaw
EMAIL ,[object Object]
But it could be a time-bomb USE   WITH CARE….
The Benefits  (email) ,[object Object],[object Object],[object Object],[object Object],[object Object]
4 communication levels
The Benefits  (email)   cont ... ,[object Object],[object Object],[object Object]
The Challenges  (email) ,[object Object],[object Object],[object Object]
The Challenges  (email)   cont... ,[object Object],[object Object]
The Challenges (email)  cont... ,[object Object],[object Object]
The Challenges  (email) cont... ,[object Object],[object Object]
Do’s and Don’ts  (email) ,[object Object],[object Object],[object Object]
Do’s and Don’ts   (email) cont... ,[object Object],[object Object],[object Object],[object Object]
Do’s and Don’ts  (email)   cont... ,[object Object],[object Object],[object Object]
Do’s and Don’ts   (email)   cont... ,[object Object],[object Object]
The biggest difference in the quality of your email messages is made by you
Telephone and Voicemail ,[object Object],[object Object]
Benefits  (telephone/voicemail) ,[object Object],[object Object],[object Object],[object Object]
Challenges  (telephone/voicemail) ,[object Object],[object Object],[object Object],[object Object]
Tips for telephone & voicemail ,[object Object],[object Object],[object Object]
Tips  (telephone/voicemail)  cont... ,[object Object],[object Object],[object Object]
Tips  (telephone/voicemail)  cont... ,[object Object],[object Object]
FACTOID ,[object Object],[object Object],[object Object]
Interpersonal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
M. En C. Eduardo Bustos Farías Interpersonal  Communication  Options
Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Skills and Best Practices: Advice to Improve Nonverbal Communication Skills ,[object Object],[object Object],[object Object],[object Object],[object Object],Positive  Nonverbal Actions Include:
Advice to Improve Nonverbal Communication Skills (cont) ,[object Object],[object Object],[object Object],[object Object],[object Object],Negative  Nonverbal Actions Include:
Communication Rights and Responsibilities ,[object Object],[object Object],[object Object],[object Object],[object Object],RESPONSIBILITIES 1. You have the responsibility to treat others with respect. 2. You have the responsibility to listen to the opinions of others. 3. You have the responsibility to acknowledge and address the needs of others. 4. You have the responsibility to respect the limits and boundaries of others.
Grapevine ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Listening Styles Results-style:   Interested in the bottom line or result of a message. Reasons-style:   Interested in hearing the rationale behind a message. Process-style:   Likes to discuss issues in detail.
“ Harry always was a poor listener.”
The Keys to Effective Listening M. En C. Eduardo Bustos Farías Sources: Derived from N Skinner, “Communication Skills,”  Selling Power,  July/August 1999, pp 32-34; and G Manning, K Curtis, and S McMillen,  Building the Human Side of Work Community  (Cincinnati, OH: Thomson Executive Press, 1996), pp 127-54. Keys to Effective Listening The Bad Listener The Good Listener 1.  Capitalize on thought  speed Tends to daydream Stays with the speaker, mentally summarizes the  speaker, weighs evidence, and listens between the lines 2.  Listen for ideas Listens for facts Listens for central or overall ideas 3.  Find an area of interest Tunes out dry speakers or subjects Listens for any useful information 4.  Judge content, not  delivery Tunes out dry monotone speakers Assesses content by listening to entire message before making judgments 5.  Hold your fire Gets too emotional or worked up by something said by the speaker and enters into an argument Withholds judgment until comprehension is complete
The Keys to Effective Listening (cont) Keys to Effective Listening The Bad Listener The Good Listener 6.  Work at listening Does not expend energy on listening Gives the speaker full attention 7.  Resist Distractions Is easily distracted Fights distractions and concentrates on the speaker 8.  Hear what is said Shuts our or denies unfavorable information Listens to both favorable and unfavorable information 9.  Challenge yourself Resists listening to presentations of difficult subject manner Treats complex presentations as exercises for the mind 10.  Use handouts, overheads,  or other visual aids Does not take notes or pay attention to visual aids Takes notes as required and uses visual aids to enhance understanding of the presentation
Selecting Communication Media Low Lean Richness of Communication Medium Rich Complexity of Problem/Situation High Zone of effective communication Overload zone (medium provides more information than necessary) Oversimplification zone (medium does not  provide necessary information) Impersonal static media Personal static media Interactive media Face-to-face
Key Terms Associated with Information Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],Organizations are increasingly using information technology to improve productivity and customer satisfaction.
Key Terms Associated with Information Technology (continued) ,[object Object],[object Object],[object Object],[object Object]
Body language ,[object Object],[object Object],[object Object],[object Object],[object Object]
Body language includes… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Body language - face ,[object Object],[object Object],[object Object],[object Object],[object Object]
Body language - figure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Body language - focus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Body language - territory ,[object Object],[object Object],[object Object]
Body language - tone ,[object Object],[object Object],[object Object],[object Object],[object Object]
Body language - time ,[object Object],[object Object],[object Object],[object Object],[object Object]

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4 communication levels

  • 1. Communication Levels Dr. Eduardo Bustos Farías
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  • 5. FACTOID The average employee receives about 190 communications a day by paper, voicemail, email, phone, etc. from a Pitney-Bowes survey
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  • 7. Communication Networks Adapted from Exhibit 9-2: Communication Networks Y Network Wheel Network All Connected Network Circle Network Centralized Networks Decentralized Networks
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  • 76. THE PROBLEM WITH COMMUNICATION IS “the illusion that it has been accomplished” George Bernard Shaw
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  • 78. But it could be a time-bomb USE WITH CARE….
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  • 90. The biggest difference in the quality of your email messages is made by you
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  • 99. M. En C. Eduardo Bustos Farías Interpersonal Communication Options
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  • 105. Listening Styles Results-style: Interested in the bottom line or result of a message. Reasons-style: Interested in hearing the rationale behind a message. Process-style: Likes to discuss issues in detail.
  • 106. “ Harry always was a poor listener.”
  • 107. The Keys to Effective Listening M. En C. Eduardo Bustos Farías Sources: Derived from N Skinner, “Communication Skills,” Selling Power, July/August 1999, pp 32-34; and G Manning, K Curtis, and S McMillen, Building the Human Side of Work Community (Cincinnati, OH: Thomson Executive Press, 1996), pp 127-54. Keys to Effective Listening The Bad Listener The Good Listener 1. Capitalize on thought speed Tends to daydream Stays with the speaker, mentally summarizes the speaker, weighs evidence, and listens between the lines 2. Listen for ideas Listens for facts Listens for central or overall ideas 3. Find an area of interest Tunes out dry speakers or subjects Listens for any useful information 4. Judge content, not delivery Tunes out dry monotone speakers Assesses content by listening to entire message before making judgments 5. Hold your fire Gets too emotional or worked up by something said by the speaker and enters into an argument Withholds judgment until comprehension is complete
  • 108. The Keys to Effective Listening (cont) Keys to Effective Listening The Bad Listener The Good Listener 6. Work at listening Does not expend energy on listening Gives the speaker full attention 7. Resist Distractions Is easily distracted Fights distractions and concentrates on the speaker 8. Hear what is said Shuts our or denies unfavorable information Listens to both favorable and unfavorable information 9. Challenge yourself Resists listening to presentations of difficult subject manner Treats complex presentations as exercises for the mind 10. Use handouts, overheads, or other visual aids Does not take notes or pay attention to visual aids Takes notes as required and uses visual aids to enhance understanding of the presentation
  • 109. Selecting Communication Media Low Lean Richness of Communication Medium Rich Complexity of Problem/Situation High Zone of effective communication Overload zone (medium provides more information than necessary) Oversimplification zone (medium does not provide necessary information) Impersonal static media Personal static media Interactive media Face-to-face
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