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Business communication full ppt @ bec doms

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Babasab Patil
Babasab Patil

The document discusses business communication and different communication styles. It begins by outlining the objectives of business communication and the basic communication model. It then discusses common problem areas in communication like sending unclear messages or environmental noise. It also covers perception problems on the receiving end. The document then describes four personal styles - direct vs indirect and supporting vs controlling. It provides examples of typical behaviors for each style. Finally, it discusses applying this knowledge to analyze communication difficulties and improve skills.

TechnologyBusiness
1 of 223
Business Communication
Objective of the Course ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Basic Communication Model ,[object Object],[object Object],[object Object]
3 V of Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Problem Areas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems in Sending ,[object Object],[object Object],[object Object]
Noise in the environment ,[object Object],[object Object],[object Object]
Perception Problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The importance &difference of business communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Comm. must be ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Four Personal Types ,[object Object],[object Object],[object Object],[object Object],[object Object]
Two Dimensions of the Model indirectness directness supporting controlling
Dimension 1 : Directness versus Indirectness: ,[object Object],[object Object]
Dimension 2 : Supporting versus Controlling: ,[object Object],[object Object],[object Object]
Typical Direct People I ,[object Object],[object Object],[object Object],[object Object]
Typical Direct People II ,[object Object],[object Object],[object Object],[object Object]
Typical Direct People III ,[object Object],[object Object]
Typical Indirect People I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Typical Indirect People II ,[object Object],[object Object],[object Object]
Briefly direct-indirect- Verbal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Briefly direct-indirect- Vocal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Briefly direct-indirect- Visual ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Typical Supporting People I ,[object Object],[object Object],[object Object],[object Object]
Typical Supporting People II ,[object Object],[object Object],[object Object]
Typical Supporting People III ,[object Object],[object Object],[object Object]
Typical Supporting People IV ,[object Object],[object Object]
Typical Controlling People I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Typical Controlling People II ,[object Object],[object Object],[object Object],[object Object]
Typical Controlling People III ,[object Object],[object Object],[object Object],[object Object]
Typical Controlling People IV ,[object Object],[object Object],[object Object],[object Object]
Self assesment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Being open to different styles ,[object Object],[object Object]
Four Behavioural Styles Supporting (relationship-oriented) Controlling (task oriented) Indirect (slowpace) Direct (fast-paced) the socializer style the relater style the thinker style the director style
The Socializer I ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Socializer II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Socializer III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Socializer IV ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Director I ,[object Object],[object Object],[object Object],[object Object]
The Director II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Director III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Director IV ,[object Object],[object Object],[object Object],[object Object]
The Thinker I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Thinker II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Thinker III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Thinker IV ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Relater I ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Relater II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Relater III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Relater IV ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Relater V ,[object Object],[object Object],[object Object]
The Four Style in Business Life ,[object Object],[object Object],[object Object],[object Object]
The Four Style in Social Life ,[object Object],[object Object],[object Object],[object Object]
The Four Style At Glance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Four Style At Glance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Adapting Yourself I If you are a Director ,[object Object],[object Object],[object Object],[object Object]
Adapting Yourself II If you are a Socializer ,[object Object],[object Object],[object Object],[object Object]
Adapting Yourself III If you are a Relater ,[object Object],[object Object],[object Object],[object Object]
Adapting Yourself IV If you are a Thinker ,[object Object],[object Object],[object Object],[object Object]
Communicating with Socializers I ,[object Object],[object Object],[object Object],[object Object]
Communicating with Socializers II ,[object Object],[object Object],[object Object],[object Object]
Communicating with Directors I ,[object Object],[object Object],[object Object],[object Object]
Communicating with Directors II ,[object Object],[object Object],[object Object],[object Object]
Communicating with Thinkers I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Communicating with Thinkers II ,[object Object],[object Object],[object Object],[object Object]
Communicating with Thinkers III ,[object Object],[object Object],[object Object],[object Object]
Communicating with Relaters I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Communicating with Relaters II ,[object Object],[object Object],[object Object],[object Object]
One-Dimensional Adapting ,[object Object]
Increasing Directness I ,[object Object],[object Object],[object Object],[object Object]
Increasing Directness I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Increasing Indirectedness I ,[object Object],[object Object],[object Object],[object Object]
Increasing Indirectness II ,[object Object],[object Object],[object Object],[object Object],[object Object]
Increasing Supportingness I ,[object Object],[object Object],[object Object]
Increasing Supportingness II ,[object Object],[object Object],[object Object],[object Object],[object Object]
Increasing Controllingness I ,[object Object],[object Object],[object Object]
Increasing Controllingness I ,[object Object],[object Object],[object Object],[object Object],[object Object]
We learned that ,[object Object],[object Object],[object Object],[object Object],[object Object]
Next Lesson ,[object Object],[object Object]
Lesson II We will learn ,[object Object],[object Object],[object Object],[object Object],[object Object]
Verbal Communication ,[object Object],[object Object],[object Object],[object Object]
Listening ,[object Object],[object Object],[object Object]
Reasons of Poor Listening I ,[object Object],[object Object],[object Object],[object Object]
Reasons of Poor Listening II ,[object Object]
Reasons of Poor Listening III ,[object Object],[object Object]
Reasons of Poor Listening ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Better Listening ,[object Object],[object Object]
Benefits of Better Listening ,[object Object],[object Object],[object Object],[object Object]
Four Levels of Listening ,[object Object]
Nonlistening I ,[object Object],[object Object],[object Object],[object Object]
Nonlistening II ,[object Object],[object Object]
Marginal Listening I ,[object Object]
Marginal Listening II ,[object Object]
Evaluative Listening I ,[object Object]
Evaluative Listening II ,[object Object]
Active Listening I ,[object Object],[object Object]
Active Listening II ,[object Object],[object Object]
Developing Listening Proficiency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The C ARESS Model I ,[object Object],[object Object],[object Object]
The C ARESS Model I Concentrate ,[object Object],[object Object],[object Object],[object Object]
The C ARESS Model I Concentrate ,[object Object],[object Object],[object Object]
The C ARESS Model I Concentrate ,[object Object],[object Object],[object Object]
The C A RESS Model II ,[object Object],[object Object]
The C ARESS Model II Acnowledge ,[object Object],[object Object],[object Object],[object Object],[object Object]
The CA R ESS Model III ,[object Object],[object Object]
The CA R ESS Model III Research ,[object Object],[object Object],[object Object],[object Object]
The CA R ESS Model III Research ,[object Object],[object Object],[object Object],[object Object],[object Object]
The CA R ESS Model III Research ,[object Object],[object Object],[object Object],[object Object]
The CAR E SS Model IV ,[object Object],[object Object]
The CAR E SS Model IV Exercise Emotional Control ,[object Object],[object Object],[object Object],[object Object],[object Object]
The CAR E SS Model IV Exercise Emotional Control ,[object Object],[object Object],[object Object]
The CAR E SS Model IV Exercise Emotional Control ,[object Object],[object Object],[object Object]
The CARE S S Model V ,[object Object],[object Object]
The CARE S S Model V Sense the Nonverbal Message ,[object Object],[object Object],[object Object]
The CARES S Model VI ,[object Object],[object Object]
The CARES S Model VI Structure ,[object Object],[object Object],[object Object],[object Object],[object Object]
The CARES S Model VI Structure ,[object Object],[object Object],[object Object],[object Object],[object Object]
The CARES S Model VI Structure ,[object Object],[object Object]
The CARES S Model VI Structure ,[object Object],[object Object]
ACTIVE LISTENING ATTITUDE ,[object Object],[object Object]
ACTIVE LISTENING ATTITUDE ,[object Object],[object Object]
The Art of Asking Questions ,[object Object],[object Object],[object Object],[object Object]
The Art of Asking Questions ,[object Object]
The Art of Asking Questions ,[object Object],[object Object],[object Object],[object Object]
Why do we ask questions? ,[object Object],[object Object],[object Object]
Why do we ask questions? ,[object Object],[object Object]
Why do we ask questions? ,[object Object]
The Two Major Types of Questions-Closed ,[object Object],[object Object],[object Object],[object Object]
The Two Major Types of Questions-Closed ,[object Object],[object Object],[object Object],[object Object]
The Two Major Types of Questions-Closed ,[object Object],[object Object],[object Object]
The Two Major Types of Questions-Open ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Two Major Types of Questions-Open ,[object Object],[object Object],[object Object],[object Object]
The Two Major Types of Questions-Open ,[object Object],[object Object],[object Object]
The Two Major Types of Questions-Open ,[object Object],[object Object],[object Object]
The Two Major Types of Questions-Goals ,[object Object]
The Two Major Types of Questions-Goals ,[object Object]
The Two Major Types of Questions-Goals ,[object Object]
The Two Major Types of Questions-Goals ,[object Object]
The Two Major Types of Questions-Goals ,[object Object]
Questioning Strategies I ,[object Object],[object Object]
Questioning Strategies II Some General Strategies ,[object Object],[object Object]
Questioning Strategies III Some General Strategies ,[object Object],[object Object]
Questioning Strategies IV Some General Strategies ,[object Object]
Questioning Strategies V Some General Strategies ,[object Object]
Questioning Strategies VI Some General Strategies ,[object Object]
Making sure with feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Making sure with feedback II ,[object Object],[object Object]
Types of Feedback ,[object Object],[object Object],[object Object]
Types of Feedback-Verbal I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Verbal II ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Verbal III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Verbal IV ,[object Object]
Types of Feedback-Verbal V ,[object Object],[object Object]
Types of Feedback-Verbal VI ,[object Object],[object Object]
Types of Feedback-Verbal VII ,[object Object]
Types of Feedback-Verbal VIII ,[object Object]
Types of Feedback-Verbal IX ,[object Object],[object Object],[object Object]
Types of Feedback-Verbal X ,[object Object]
Types of Feedback-Nonverbal I ,[object Object],[object Object]
Types of Feedback-Nonverbal II ,[object Object],[object Object]
Types of Feedback-Nonverbal III ,[object Object]
Types of Feedback-Nonverbal IV ,[object Object],[object Object]
Types of Feedback-Fact I ,[object Object],[object Object]
Types of Feedback-Fact II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Fact III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Feeling I ,[object Object],[object Object]
Types of Feedback-Feeling II ,[object Object]
Types of Feedback-Feeling III ,[object Object]
Types of Feedback-Feeling IV ,[object Object],[object Object]
Types of Feedback-Feeling V ,[object Object],[object Object]
Types of Feedback-Feeling VI ,[object Object],[object Object]
Types of Feedback-Feeling VII ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Feeling VIII ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Feedback-Feeling IX ,[object Object]
The Keys to Effective Feedback I ,[object Object],[object Object]
The Keys to Effective Feedback II ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Keys to Effective Feedback III ,[object Object],[object Object],[object Object]
The Keys to Effective Feedback IV ,[object Object],[object Object]
The Keys to Effective Feedback V ,[object Object],[object Object]
The Keys to Effective Feedback VI ,[object Object]
Conflict Resolution ,[object Object],[object Object],[object Object]
Nature of Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object]
Common Sources Of Conflict I ,[object Object],[object Object],[object Object]
Common Sources Of Conflict II ,[object Object],[object Object]
Common Sources Of Conflict III ,[object Object],[object Object]
The Four Phases of Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategies For Managing Conflict I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategies For Managing Conflict II ,[object Object],[object Object]
4 Components of Collaboration I ,[object Object]
4 Components of Collaboration II ,[object Object]
4 Components of Collaboration III ,[object Object]
Strategies For Managing Conflict VI ,[object Object]
Details of Confrontation ,[object Object]
Levels of Confrontation I ,[object Object],[object Object]
Levels of Confrontation II ,[object Object],[object Object]
Levels of Confrontation III ,[object Object],[object Object],[object Object]
Levels of Confrontation IV ,[object Object]
Levels of Confrontation V ,[object Object],[object Object],[object Object],[object Object],[object Object]
Levels of Confrontation VI ,[object Object]
Levels of Confrontation VII ,[object Object],[object Object],[object Object],[object Object]
Levels of Confrontation VIII ,[object Object],[object Object],[object Object],[object Object]
Levels of Confrontation IX ,[object Object],[object Object],[object Object]
Some Basic Guidelines on Confrontation I ,[object Object],[object Object]
Some Basic Guidelines on Confrontation II ,[object Object],[object Object]
Confrontation ,[object Object],[object Object]
Strategies to AVOID- Not to do list I ,[object Object]
Strategies to AVOID- Not to do list-II ,[object Object],[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-III ,[object Object],[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-IV ,[object Object]
Strategies to AVOID- Not to do list-V ,[object Object],[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-VI ,[object Object],[object Object]
Strategies to AVOID- Not to do list-VII ,[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-VIII ,[object Object],[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-IX ,[object Object],[object Object],[object Object]
Strategies to AVOID- Not to do list-X ,[object Object]
Strategies to AVOID- Not to do list-XI ,[object Object],[object Object],[object Object]
Conflict Resolution Behaviours I ,[object Object]
Conflict Resolution Behaviours II ,[object Object]
Conflict Resolution Behaviours III ,[object Object]
Conflict Resolution Behaviours IV ,[object Object]
Conflict Resolution Behaviours V ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conflict Resolution Behaviours VI ,[object Object],[object Object],[object Object],[object Object]
Benefits of Conflict Resolution I ,[object Object],[object Object],[object Object]
Benefits of Conflict Resolution II ,[object Object],[object Object]

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Business communication full ppt @ bec doms

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  • 213.
  • 214.
  • 215.
  • 216.
  • 217.
  • 218.
  • 219.
  • 220.
  • 221.
  • 222.
  • 223.

Editor's Notes

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