This document provides an overview of a seminar presentation on strategic communication. It discusses a model of strategic communication that involves four components: situational knowledge, goal setting, communication competence, and anxiety management. Each component is then defined and explained in further detail. For example, situational knowledge involves understanding organizational values, structure, learning, training, politics, and communication climate. The document also discusses goal setting, internal and external communication messages and channels, and managing communication anxiety. Overall, the presentation provides a framework for developing strong communication skills within a business environment using this model of strategic communication.

1. BUSINESS COMMUNICATION
SEMINAR PRESENTATION
ON
STRATEGIC COMMUNICATION:A MODEL FOR
COMMUNICATION IN THE INFORMATION
AGE
MEGHA SUNNY
1ST SEM MBA
ROLL NO:23
DCMS

2. INTRODUCTION
The information age demands that communication be planned carefully
because there are so many new options to consider in the creation and the
transmission of messages
To succeed in this age we need to know how to integrate technology with
communication skills and how to communicate with people who have diverse
back ground and a wide range of goals and expectations
To make the most of our business career we need to present our selves as a
competent communicator because our communication skills will be our best
selling point in job interviews, sales meetings, and the company presentations
To be an effective communicator or for fruitful communication we need.........

3. STRATEGIC
COMMUNICATION

4. MEANING
• Strategic Communication refers to policy-making and guidance
for consistent information activity within an organization and
between organizations.
• It teaches you the ways in which organizations communicate in
order to accomplish a goal and includes courses that examine
communication through public relations, marketing
communication, advertising, persuasion and public theory, and
communication campaigns.
• Corporations, non-profit agencies and government agencies use
significant resources to communicate effectively with
employees, publics and other audiences.

5. Model of strategic communication
Model of strategic communication involves
FOUR components, they are;
• Situational knowledge
• Goal setting
• Communication competence
• Anxiety management

6. Models of
strategic
communication
Situational
knowledge
Communication
competence
Anxiety
management
Goal setting
These 4 components
provides a basis for
developing solid
communication skills
within a business
environment

7. 1.SITUATIONAL KNOWLEDGE

8. Situational knowledge is the information or facts
we use in devising an effective communication
strategy
In the organisational context, situational
knowledge also refers to employees awareness of
the communication issues involved in their jobs
We can increase our communication
effectiveness by gathering a thou rough knowledge
of the person or people with whom you are
communicating

9. BUILDING PILLARS OF SITUATIONAL
KNOWLEDGE
1.Values and ethics
2.Organisational structure
3.Organisational learning
4.On the job training
5.politics
6.Communication climate

10. VALUES AND ETHICS
Values are the principles and the ideas that
people or the organizations strongly believe in
and consider important.
When people are in doubt about decisions,
they frequently rely on deep seated values to
help them make the right choice
VALUES

11. Organisational values vary depending on the nature of business
or profession. Values found in a large number of organisation
include
Primacy of the customer
Honesty and integrity
Respect for others
Importance of every person
Maintenance of high professional standards
Fair treatment
Innovative thinking
Quality service
creativity
Reliance on ethical standard
Profitable returns to share holders

12. ETHICS
Ethics is the code of behaviour that that is
expected from the people/organisation
while communicating with others

13. ETHICAL GUIDELINES
Maintain candor
Keep messages accurate
Avoid deception
Behave consistently
Keep confidences
Ensure timeliness of communication
Confront unethical behaviour
Cultivate empathic listening

14. ORGANISATIONAL STRUCTURE
• Each organisations ability to respond to
challenges depends on its structure
• Organisational structure consist of actual
environment where the organisation is
located.
• An organisation’s physical structure has a
strong effect on its communication style

15. THREE TYPES OF ORGANISATIONAL
STRUCTURE
• TALL ORGANISATION
• FLAT ORGANISATION
• VIRTUAL ORGANISATION

16. Tall organisation

17. flat organisation

18. Virtual organisation

19. ORGANISATIONAL LEARNING
• To communicate effectively, people in the
business have traditionally thought it best to
know as much as possible about the organisation
and its environment
• Employees who monitor the organisation and
environment for new information are in the best
position to make informed decisions about the
communication but the demands of the
information age have altered how such
monitoring takes place.

20. DIFFERENT WAYS FOR
ORGANISATIONAL LEARNING
Adaptive learning
Understanding organisational values
Developing specific knowledge of the organisation
Observing success and failures

21. ON THE JOB TRAINNING
• Communication can also be developed by the
time of engaging in the work

22. WAYS OF DEVELOPING COMMUNICATION
THROUGH ON THE JOB TRIANNING
• Chain of command
• Brain storming session
• Annual business meetings
• Relationship among the departments
• Seminars and work shops
• Informal meeting with immediate supervisor
• Performance appraisal interviews

23. POLITICS
• Knowledge of an organisation is incomplete
without the awareness of the organisation as a
political entity.
• All the organisation are political system
because they organise and distribute
powers,resources,and rewards in the pursuits
of specific goals.
• organisational politics is usually described as
the exercise or negotiation of power

24. PERSPECTIVES OF POLITICS
As negative and destructive
behaviours that should be
avoided
As important aspect of
communication that must be
accounted for in a strategic
communication plan

25. POLITICAL STRATEGIES APPLIED IN
THE WORK PLACE
Controlling agenda of meeting
Coalitition building
Trading favours
Policies adheration
Sensitivity to dress
Right associations
Appearing at official function
Assuming seating positions

26. COMMUNICATION CLIMATE
• It is one of the aspect of character
• Climate is the function of interactions and the
social process that occur in the work place.
• Climate may change depending on how
communication changes in the organisation

27. FIVE DIMENSIONS OF AN IDEAL
COMMUNICATION CLIMATE
supportiveness
Participative decision making
Trust, confidence and credibility
Openness and candor
High performance goal

28. ADVANTAGES OF SITUATIONAL
KNOWLEDGE
Achievement of personal and the
organisational plan
Evaluation of ideas
coordination
Employee development

29. 2.GOAL SETTING

30. MEANING
• It is one of the four parts of strategic model of
communication
• Once we feel knowledgeable about the
organisation’s values, we will be able to work on
the appropriate goals for our communication.
• it is not enough simply to set positive sounding
goals, particular goal must be set with particular
criteria in mind
• Setting specific and high goals in our best
interest when you anticipate a communication
encounter

31. GOAL SETTING PROCESS
Identify the problem
Map out a strategy
Set a performance goal
Identify resources
Recognize contingencies
Obtain feedback

32. BENEFITS OF GOAL SETTING
High performance level
Useful in mobilising the effort you need to
perform at peak levels
Helps to persist in our effort overtime
Holds us to specific goals/results within
specific time
Helps in developing relevant and innovative
strategies

33. 3.COMMUNICATION COPETENCE

34. MEANING
• It is the ability to communicate both appropriately
and effectively with other people.
• Communication strategies can be effective
without being appropriate

35. FOUR FACTORS OF
COMMUNICATION COMPETENCE
messages
Internal communication
External communication
channel

36. 1.MESSAGES
• Messages are the ideas we wish to communicate,
whether instructive, informative, persuasive,
houmourous,complementory, or critical, a
message must be effective and appropriate to be
competent

37. 2.INTERNAL COMMNICATION
• Messages that are sent and received within the boundaries of
company are called internal communication
Three types of
internal
communication
Downward
communication
Horizontal
communication
Informal
networks

38. DOWNWARD COMMUNICATION
• Downward communication consists of
messages from superiors to subordinates
• Types of downward communication
Job instructions
Job rationale
Procedures and practices
feedback
Indoctrination of goals

39. HORIZONTAL COMMUNICATION
• Horizontal communication consist of the messages
that are exchanged at same hierarchical level in an
organisation
• Functions of horizontal communication
Facilitate problem solving
Allows information sharing across different
work group
Promotes task coordination between
department or teams
Enhances morale
Affords a means for resolving conflicts

40. INFORMAL NETWORKS
• Informal networks frequently open up outside
of official path of communication.
• Often called grapevine, informal networks are
a substitute for formal downward,upward,or
horizontal communication

41. 3.EXTERNAL COMMUNICATION
• Messages that are exchanged between the
organization and its environment are called
external communication
• Examples:
News letters
Annual reports
advertising
goodwill
speeches
Notices of corporate
sponsorship

42. 4.CHANNEL
• Channels are the media that carry messages to
the receivers.
• channel richness is the ability of the
communication channel to handle
information or convey the meaning contained
in a message

43. FACTORS IN SELECTING THE PROPER
CHANNEL
• Speed
• Accuracy
• accountability
• feedback
• Selectivity
• acceptability
• appropriateness
• cost

44. 4.ANXIETY MANAGEMENT

45. MEANING
• Anxiety management is the ability to control
nervousness, fears, stress and worries
associated with a communication event.
• Each person handles the anxiety associated
with communication episodes differently

46. CAUSES OF COMMUNICATION
ANXIETY
novelty
formality
Subordinate status
conspicuousness
Large groups
Lack of skills
Past experience
evaluation

47. EFFECTS OF COMMUNICATION ANXIETY
Anxious communicators have
• Fewer leadership opportunity
• Less likely to be chosen for leadership position
• Take less initiative
Anxious communicators are
• Granted fewer job interviews
• Receive lower pay
• Granted fewer promotions
• Enjoy less job satisfaction
• Do not retain their job
Anxious communicators are also perceived as less attractive

48. MANAGING COMMUNICATION ANXIETY
• Management of anxiety depends an the
managers/employees by converting their
threats and anxiety and to an opportunities
and use that opportunity to increase their
effectiveness and succeed in their work

49. CONCLUSION
The model of strategic communication presents a
practical perspective on communicating in the
organization. It also offers tools for dealing
with the effects on the business of globalisation
and the dependence on information

50. THANK YOU........