Business Communication - Horizontal & Vertical Communication
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This is a presentation on Horizontal and Vertical Communication, the two type of communications in an organization.
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The document discusses communication in the workplace. It defines communication as the process of sending and receiving messages through various channels. Effective communication provides clear and concise information while barriers include distractions, overload, and deception. Formal communication flows through organizational hierarchies while informal communication spreads through unofficial networks known as "the grapevine." The document outlines factors influencing workplace communication and models for the communication process.
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Upward communication refers to information flowing from lower to upper levels in a hierarchy. It allows feedback and ideas to be shared from subordinates to managers. While traditional hierarchies separate ranks, upward communication encourages freedom of communication between levels and helps managers understand employee perspectives. However, there is a risk of lost or delayed information with upward communication.
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There are 5 main types of communication flows in an organization: downward, upward, lateral/horizontal, external, and diagonal. Downward communication flows from higher to lower levels and is used by managers to transmit work information to employees. Upward communication flows from lower to higher levels and provides feedback and allows employees to share ideas. Lateral communication occurs at the same levels and coordinates work between departments. External communication occurs between an organization and outside entities. Diagonal communication bypasses vertical/horizontal channels and allows direct communication between different departments.
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Communication is the sharing of information between individuals or groups to reach a common understanding. There are formal and informal styles of communication that are each appropriate depending on the situation. Formal communication follows official rules and includes downward, upward, and horizontal messages within an organization. Informal communication occurs spontaneously between people of varying statuses and helps indicate employee concerns and satisfaction. Both formal and informal communication are necessary for effective information sharing in organizations.
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Chapter 1 Communication in the workplace
The document discusses communication in the workplace. It defines communication as the process of sending and receiving messages through various channels. Effective communication provides clear and concise information while barriers include distractions, overload, and deception. Formal communication flows through organizational hierarchies while informal communication spreads through unofficial networks known as "the grapevine." The document outlines factors influencing workplace communication and models for the communication process.
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Upward communication refers to information flowing from lower to upper levels in a hierarchy. It allows feedback and ideas to be shared from subordinates to managers. While traditional hierarchies separate ranks, upward communication encourages freedom of communication between levels and helps managers understand employee perspectives. However, there is a risk of lost or delayed information with upward communication.
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The document discusses formal and informal communication networks in organizations. It identifies techniques to encourage informal communication such as emphasizing informality, maintaining intense communication, and providing physical support. It also discusses the different directions of communication - upward, downward, and horizontal. The HR department establishes internal communication policies and provides an employee handbook to communicate policies, rules, benefits and ensure consistent application of HRM policies. Key aspects of communication are also defined, including exchange of information, noise, feedback, encoding and decoding.
types of communication
There are 5 main types of communication flows in an organization: downward, upward, lateral/horizontal, external, and diagonal. Downward communication flows from higher to lower levels and is used by managers to transmit work information to employees. Upward communication flows from lower to higher levels and provides feedback and allows employees to share ideas. Lateral communication occurs at the same levels and coordinates work between departments. External communication occurs between an organization and outside entities. Diagonal communication bypasses vertical/horizontal channels and allows direct communication between different departments.
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*Barriers in communication process
*Principles of Effective communication
*7 C's of Communication
Presentation on formal vs informal communication
Communication is the sharing of information between individuals or groups to reach a common understanding. There are formal and informal styles of communication that are each appropriate depending on the situation. Formal communication follows official rules and includes downward, upward, and horizontal messages within an organization. Informal communication occurs spontaneously between people of varying statuses and helps indicate employee concerns and satisfaction. Both formal and informal communication are necessary for effective information sharing in organizations.
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This document discusses different types of communication. It begins by defining communication and identifying that languages are codes for communication. There are two main types of communication discussed - verbal and non-verbal. Verbal communication can be formal or informal, with formal including downward communication from higher to lower levels and upward from lower to higher levels. Informal communication includes lateral communication between peers and diagonal communication across departments. Non-verbal communication conveys messages through body language, proximity, paralanguage, signs and symbols. Barriers to effective communication are also outlined, including semantic, organizational, interpersonal, individual, cross-cultural and technical barriers. Overcoming barriers involves fostering relationships, clear focused messaging, coordination, avoiding jargon, feedback and
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Communication is a process of passing information and understanding from one person to another. Watch this presentation on basic elements of communication. Soumit Ranjan Jena
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Organizational communication flows through an organization's structure and impacts behavior, human relations, and performance. There are formal communication channels like vertical and horizontal communication as well as informal communication through the grapevine. Communication flows can be upward, downward, lateral, and multidirectional. The communication process involves a sender, transmission, and receiver, but there can be barriers at each stage that disrupt the process, including personal, physical, and semantic barriers. An organization's communication style is influenced by its leaders' personal styles like assertive, aggressive, or non-assertive.
Types of communication
This document discusses different types and classifications of communication. It covers interpersonal, intrapersonal, group, and mass communication classified by number of people involved. Verbal, non-verbal, and meta communication are classified by medium. Formal and informal communication are classified by organizational structure. Downward, upward, horizontal and diagonal communication are classified by direction of information flow. Oral and written communication are discussed as verbal modes. Non-verbal communication includes kinesics, haptics, proxemics, chronemics, silence, paralanguage and signs.
External communication
External communication refers to communication between an organization and outside groups or individuals not within its formal structure. It typically involves formal channels like press releases, advertisements, and product orders to control the organization's image and maintain good relationships. The main goals of external communication are to present a favorable image, promote the organization, advertise to customers, and provide information about products and services to facilitate cooperation with external groups.
What is communication
Communication involves sharing ideas, thoughts, and feelings between people so they can be understood. It can be both verbal through speaking and writing, and nonverbal through body language and signals. There are various barriers that can interfere with effective communication, such as lack of clarity, noisy environments, differences in perception, and cultural differences. Formal communication in organizations follows defined downward and upward channels from superiors to subordinates. Informal communication spreads rapidly through the grapevine network in any direction without set channels.
Communication
This document discusses the key aspects of communication including its meaning, definition, characteristics, cycle and types. Communication is defined as the process of exchanging ideas, opinions and information between two or more people. It has certain characteristics like involving at least two people, being a two-way process, and having the goal of eliciting a response. The communication cycle involves a sender, encoding a message, transmitting through a channel, decoding by the receiver, and providing feedback. There are different types of communication like oral, written, vertical, horizontal, grapevine, object, intra-personal, inter-personal, group and mass communication.
Effective communication
Effective communication requires understanding emotions and combining skills like listening, managing stress, and recognizing emotions. It involves verbal and non-verbal communication to share ideas and information between people. Key aspects of effective communication include listening attentively, using body language and tone, managing stress through deep breathing, and increasing emotional awareness to improve relationships and problem-solving. Effective communication is important for organizations as it helps share information, build understanding, and manage change.
Channels Of Communication
The document discusses various channels of communication within organizations. It defines communication and identifies the basic elements as the sender, message, and receiver. It then describes different types of internal communication channels including formal vertical communication up and down the hierarchy, horizontal communication between peers, and informal grapevine communication. External communication channels with customers, investors, and other external stakeholders are also covered. The key channels of communication discussed are vertical, horizontal, diagonal, formal, informal grapevine, internal, and external.
Formal communication in an organization
Formal communication in an organization involves the sharing of official information through approved channels. It can flow downward from managers to employees, upward from employees to managers, or horizontally between employees. Common forms of formal communication include written methods like emails, memos, letters, and notices, as well as verbal methods like presentations, meetings, and conferences. While email provides a fast and inexpensive way to communicate, it also poses risks like errors, misinterpretation, inconsistent messaging, and questions of authentication and liability that organizations must address.
2 Channels of Communication
This document discusses the different channels of communication in an organization. It describes formal channels as the official paths determined by the organizational structure, like meetings and emails. Informal channels arise outside the formal structure through personal contacts. Communication can flow downward from superiors to subordinates, upward from subordinates to superiors, and laterally between peers. Both formal and informal channels are important for an efficient flow of information in an organization.
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2. It provides tips for improving written, oral, and nonverbal communication skills and highlights the importance of establishing trust and understanding cultural differences.
3. Guidelines for effective communication include clarifying the purpose, considering the receiver's needs and emotions, and obtaining feedback.
Organizational communication
This document discusses organizational communication and its importance. It defines an organization as a group of people working together to achieve common objectives. Effective communication is essential for proper coordination between employees. Communication acts as the "nervous system" and "lifeblood" of an organization by integrating human efforts. The document outlines different types of communication based on direction, structure, and medium. It also discusses barriers to communication like semantic issues, psychological factors, organizational policies, and personal attitudes. Lastly, it presents the 7C's and 4S's of effective communication.
Types of communication
This document discusses different types of communication and the role of language in verbal communication. It notes that human language is learned rather than inherited biologically and that the ability to acquire any language is innate. The document also covers the importance of language and differences in verbal and nonverbal communication between genders and cultures. Specifically, it states that language represents social identity and shapes thoughts and perceptions of reality. It provides examples of how "yes" can mean different things in different cultures and tips for improving nonverbal communication skills.
Interpersonal communication
This document discusses interpersonal communication methods between two individuals, including face-to-face meetings, farm/home visits, and farmer's calls. Face-to-face communication allows for immediate feedback but is time consuming. Farm/home visits provide first-hand information to farmers but can be expensive if not all homes are visited. Farmer's calls provide information to farmers seeking assistance but only limited information can be exchanged. The document outlines objectives, advantages, and limitations of each method.
POM_COMMUNICATION IN ORGANISATION
The document discusses different aspects of communication in organizations. It defines communication and describes how effective communication can benefit an organization. It then explains the communication process, including elements like the message, sender, receiver, encoding, decoding, feedback, and noise. It also discusses factors that influence organizational communication, such as formal communication channels, authority structure, job specialization, and information ownership.
Organizational communication
The document discusses organizational communication within companies. It defines organizational communication as the patterns, networks, and systems of communication that exist within an organization. It also describes different types of communication such as formal communication from managers to employees, informal communication like employee conversations, and different directions of communication flow including downward, upward, lateral, and diagonal. The document outlines how workplace design can impact communication networks within a company.
Barriers to Communication
Communication barriers can occur at any stage of the communication process. There are four main types of barriers: physical barriers which include noise and distractions, semantic or language barriers caused by differences in terminology or language, cultural barriers due to differing values or traditions between groups, and psychological or attitude barriers stemming from emotions, biases, or lack of attention. Overcoming communication barriers requires understanding other perspectives, using clear language, and creating a comfortable environment for sharing information.
Upward & downward communication
This presentation will be helpful to understand the upward and downward communication. All the necessary information is given in this presentation . I hope this will be helpful for all.
Thanks...
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This power point explains what physical, language, cultural,perceptual and gender barriers are and how they can overcome.
communicationnetwork.pptx
The document discusses different types of communication networks, including external, internal, vertical, horizontal, and diagonal communication. Vertical communication includes both downward communication from high-level to low-level managers as well as upward communication from low-level to high-level. Horizontal communication occurs between individuals of equal rank. Diagonal communication incorporates aspects of both vertical and horizontal flows across different levels of the organization.
Understanding Social Communication at Workplace
Communication is a two way process instead of what most people make of it, that is outgoing for the extroverts and the incoming for the introverts and the workplace consists of both types of personality types. Hence , the effective communication should involve the maximum participation between everyone. It should have an optimum balance of the downward communication with the usual formality as well as the informal nature to formulate a friendly environment and equal proprtion of the upward communication which should be a feedback indicator. Transsmission of messages should be flawless and the problems encountered in the process should be effectively managed at the grassroot level.The subordinates should be instructed properly about the procedures without any excess overload that may hamper the progression.In the same way there should be upward transmission of the problems as well as accurate evaluation of the performance and encouragement should be done to boost productivity and build loyalty.
The effective communicable environment is an important asset of a company and the benefits are manifold and ever increasing , this concludes the very importance and the basic need of communication at any workplace.
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Organizational communication flows through an organization's structure and impacts behavior, human relations, and performance. There are formal communication channels like vertical and horizontal communication as well as informal communication through the grapevine. Communication flows can be upward, downward, lateral, and multidirectional. The communication process involves a sender, transmission, and receiver, but there can be barriers at each stage that disrupt the process, including personal, physical, and semantic barriers. An organization's communication style is influenced by its leaders' personal styles like assertive, aggressive, or non-assertive.
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This document discusses different types and classifications of communication. It covers interpersonal, intrapersonal, group, and mass communication classified by number of people involved. Verbal, non-verbal, and meta communication are classified by medium. Formal and informal communication are classified by organizational structure. Downward, upward, horizontal and diagonal communication are classified by direction of information flow. Oral and written communication are discussed as verbal modes. Non-verbal communication includes kinesics, haptics, proxemics, chronemics, silence, paralanguage and signs.
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Communication involves sharing ideas, thoughts, and feelings between people so they can be understood. It can be both verbal through speaking and writing, and nonverbal through body language and signals. There are various barriers that can interfere with effective communication, such as lack of clarity, noisy environments, differences in perception, and cultural differences. Formal communication in organizations follows defined downward and upward channels from superiors to subordinates. Informal communication spreads rapidly through the grapevine network in any direction without set channels.
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Effective communication requires understanding emotions and combining skills like listening, managing stress, and recognizing emotions. It involves verbal and non-verbal communication to share ideas and information between people. Key aspects of effective communication include listening attentively, using body language and tone, managing stress through deep breathing, and increasing emotional awareness to improve relationships and problem-solving. Effective communication is important for organizations as it helps share information, build understanding, and manage change.
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The document discusses various channels of communication within organizations. It defines communication and identifies the basic elements as the sender, message, and receiver. It then describes different types of internal communication channels including formal vertical communication up and down the hierarchy, horizontal communication between peers, and informal grapevine communication. External communication channels with customers, investors, and other external stakeholders are also covered. The key channels of communication discussed are vertical, horizontal, diagonal, formal, informal grapevine, internal, and external.
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Formal communication in an organization involves the sharing of official information through approved channels. It can flow downward from managers to employees, upward from employees to managers, or horizontally between employees. Common forms of formal communication include written methods like emails, memos, letters, and notices, as well as verbal methods like presentations, meetings, and conferences. While email provides a fast and inexpensive way to communicate, it also poses risks like errors, misinterpretation, inconsistent messaging, and questions of authentication and liability that organizations must address.
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This document discusses the different channels of communication in an organization. It describes formal channels as the official paths determined by the organizational structure, like meetings and emails. Informal channels arise outside the formal structure through personal contacts. Communication can flow downward from superiors to subordinates, upward from subordinates to superiors, and laterally between peers. Both formal and informal channels are important for an efficient flow of information in an organization.
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2. It provides tips for improving written, oral, and nonverbal communication skills and highlights the importance of establishing trust and understanding cultural differences.
3. Guidelines for effective communication include clarifying the purpose, considering the receiver's needs and emotions, and obtaining feedback.
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This document discusses interpersonal communication methods between two individuals, including face-to-face meetings, farm/home visits, and farmer's calls. Face-to-face communication allows for immediate feedback but is time consuming. Farm/home visits provide first-hand information to farmers but can be expensive if not all homes are visited. Farmer's calls provide information to farmers seeking assistance but only limited information can be exchanged. The document outlines objectives, advantages, and limitations of each method.
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The document discusses different aspects of communication in organizations. It defines communication and describes how effective communication can benefit an organization. It then explains the communication process, including elements like the message, sender, receiver, encoding, decoding, feedback, and noise. It also discusses factors that influence organizational communication, such as formal communication channels, authority structure, job specialization, and information ownership.
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Communication involves the exchange of ideas through various means. It can be verbal, non-verbal, written, or oral. Effective communication in business requires a sender, medium, and receiver. It allows for the exchange of information, opinions, and understanding between parties. Communication can flow upward from lower to higher levels, downward from higher to lower, or horizontally between the same levels. Barriers to communication include perceptual differences, information overload, and complex organizational structures. The 7 C's model outlines keys to effective communication such as completeness, conciseness, clarity, and correctness.
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The document discusses business communication and provides guidelines for effective communication. It covers topics such as the definition of communication, the communication cycle, elements of communication like sender, receiver, message and feedback. It also discusses the objectives of communication including getting information, advice, counseling, orders, instructions and persuasion. The document outlines different types of communication channels like written, oral, formal, informal and barriers to communication. Lastly, it provides general principles and guidelines for effective communication such as clarity, completeness, conciseness, courtesy and correctness.
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The document discusses different types of communication within organizations, including downward, upward, diagonal/crosswise, vertical, and horizontal communication. It provides details on the definition, purpose, advantages, and disadvantages of each type. Downward communication flows from higher to lower levels in the hierarchy. Upward communication allows lower levels to provide feedback to higher levels. Diagonal communication occurs across reporting lines. Vertical communication flows up and down the hierarchy. Horizontal communication occurs between the same organizational levels.
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Some key points include:
- Communication is vital for school administrators and the lifeblood of the organization.
- The communication process involves developing an idea, encoding a message, transmitting it, receiving it, decoding it, and acting on it.
- Downward communication is used to clarify goals and policies but can be distorted or selective. Upward communication provides feedback but may be filtered.
- Barriers include different frames of reference, filtering, information overload, semantics issues, and status
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Upward communication refers to the flow of information from lower levels to upper levels in an organizational hierarchy. It allows employees to express their requirements, ideas, and feelings to management. For managers, upward communication provides important information for decision-making and alerts them to potential issues or needed changes in the organization. When used effectively, it can improve employee engagement, coordination, and relations between managers and subordinates.
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The document discusses different types of communication flows within an organization:
- Downward flow is from higher to lower levels like managers informing employees.
- Upward flow provides feedback from lower to higher levels.
- Horizontal or lateral flow is across similar levels.
- Grapevine is informal communication that spreads throughout in all directions.
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The document discusses various channels of communication in organizations. It describes internal communication within an organization and external communication with outside entities. It explains that communication follows hierarchical lines of authority, flowing downward from directors to managers to supervisors to employees. Upward communication provides feedback to management and a way for employees to voice complaints or suggestions. Methods of upward communication include open-door policies, suggestion boxes, meetings, and reports. While important, upward communication faces limitations like employees reluctance to share problems. The document also discusses downward, horizontal, and grapevine communication channels.
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DIRECTIONS OF ORGANIZATIONAL COMMUNICATION - UPWARD AND DOWNWARD
DIRECTIONS OF ORGANIZATIONAL COMMUNICATION - UPWARD AND DOWNWARD
Communication Process, Types and Models of Communication
Communication Process, Types and Models of Communication
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Presentation on Horizontal and Vertical Communication
This document discusses different types of corporate communication: horizontal, downward, and upward. Horizontal communication occurs between peers or coworkers and aims to coordinate functions, share information, solve problems, and resolve conflicts, but can be hindered by increased specialization, lack of recognition, suppression of differences, and ego clashes. Downward communication involves information flowing from top leadership down through managers to employees, allowing for organizational discipline, efficiency, and goal communication, but can lead to distortion, slowness, low morale, and lack of motivation. Upward communication comprises information moving from employees to managers and directors, enabling feedback but potentially facing issues with attitudes, skipping ranks, and organizational structure.
E-Commerce and M-Commerce - BAF
This document defines e-commerce as shopping online using the internet. It discusses the different types of e-commerce transactions including business to consumer, business to business, and consumer to consumer. The document also defines m-commerce as electronic commerce capabilities delivered directly to consumers via wireless technology. Finally, it outlines the key components of infrastructure that support e-commerce such as energy, transportation, banking, communication services, and labor supply.
Organic farming - BAF
Organic farming is a method of agriculture that uses organic fertilizers and biological pest control rather than chemical pesticides and fertilizers. It aims to improve soil health, conserve water, and provide habitats for wildlife while remaining low-cost, profitable, and environmentally sustainable. Organic farming also produces food that is considered more natural, healthy, and safe.
Bank assurance - BAF
Bank assurance refers to a bank acting as a guarantor for commercial and non-commercial transactions, providing an important function in letter of credit transactions and export financing. Banks must verify that clients are account holders before acting as a guarantor and providing status inquiry reports on creditworthiness or standing as a guarantor for dealings with government departments.
Marketing of services - BAF
This document discusses service marketing and defines key terms. It notes that the service sector consists of service industries and self-employed professionals that provide services like water, gas, electricity, transportation and more. The American Marketing Association defines a service as activities, benefits or satisfaction offered for sale or in connection with goods. The document outlines features of service marketing such as perishability, intangibility, inseparability from production and customers, heterogeneity, changing demand, and lack of ownership. It also lists strategies for service firms like developing customer relationships, using the internet, and holistically marketing services.
Commercial terms - BAF
The document discusses four economic concepts introduced in India in 1991: privatization, which involves transferring state-owned enterprises to private ownership; liberalization, which removed licenses, permits and regulations to allow a free market; outsourcing, which involves obtaining goods and services externally to enjoy lower costs and flexibility; and innovation, which is the process of developing new products and processes for consumers to adopt.
Air pollution module 3 (Effects and Control) - BAF
The document discusses various effects of air pollution on human health and vegetation. It notes that air pollution can cause both acute and chronic health effects in humans. High-risk groups like the elderly and children are more susceptible. Both gaseous and particulate pollutants can negatively impact the lungs. The document also discusses several methods for controlling air pollutant emissions from stationary sources, including particulate control devices like cyclones and baghouses, as well as technologies for controlling gaseous pollutants like absorption, adsorption, condensation, and incineration.
RTI Act (Right To Information)
The Right to Information Act was passed in 2005 to replace the Freedom of Information Act of 2002. It aims to promote transparency and accountability in governance by giving citizens the right to access information held by public authorities. This allows people to inspect documents, take notes, and obtain information to understand how the government functions and encourage participation in democracy. The RTI applies to all bodies constituted under the Constitution or created by legislation and funded by the government. Citizens can now seek information from public offices, universities, public sector companies, and statutory authorities to scrutinize their work and address issues like corruption.
Business ethics - BAF 2
Business ethics has become a greater public concern over the past few decades. There are many ethical issues that can arise in business relationships between employees, employers, customers, shareholders, and the community. While business ethics were once considered acceptable, societal norms have changed so that some practices are no longer viewed as ethical. There are descriptive and normative approaches to business ethics, and ethical standards may exceed legal minimums. Managers can take one of three approaches: immoral management that disregards ethics, moral management that conforms to high ethical standards, or amoral management that is unintentionally or intentionally careless about ethics.
Business ethics - BAF
The document discusses Indian values and ethics, as well as concepts like total quality management from an Indian perspective. It provides definitions of ethics and different views on ethics like utilitarianism. It also covers Indian models of management, parameters like delegation of authority, and concepts such as work ethos and heritage views on production and consumption. Total quality management principles including continuous improvement and customer orientation are explained.
Retailing - BAF
This document defines retailing, wholesaling, and logistics. Retailing involves selling goods directly to consumers for personal use and includes activities like assembling, storing, packing, advertising, selling, and granting credit. There are different levels of retailers from self-service to full service. Retail management decisions include targeting markets, product mix, store image, pricing, promotion, and place. Wholesaling involves selling goods to businesses for resale and includes assembling, warehousing, transporting, financing, risk bearing, grading, packing, advertising, selling, and providing market information and services. Logistics involves planning and controlling the flow of materials and goods from origin to use to meet customer needs profitably and includes functions like
Indian Ethos and Values (Business Ethics) - BAF
The document discusses Indian ethics and values, as well as total quality management from an Indian perspective. It defines ethics and different views on ethics. It also discusses Indian models of management in socio-political environments. It then covers Indian heritage perspectives on production, consumption, and other economic activities. Finally, it outlines the principles and guiding factors of total quality management from an Indian insight.
Cooperative Companies (Cooperatives) - BAF
This document discusses the concept, definitions, principles, objectives, characteristics, types and formation process of cooperatives. It defines cooperation as people voluntarily working together to achieve common economic goals. The key principles include democratic member control, member economic participation, autonomy and independence. Cooperatives can be classified based on their objectives like agricultural marketing, banking, housing etc. or their legal structure. The document outlines the registration process and requirements for cooperative societies under the law.
Cooperative Banks - BAF
This document discusses different types of co-operative banks and societies in India. It describes urban co-operative banks that cater to credit needs in urban areas, and credit co-operative societies that are generally confined to a small area like a village and emphasize a person's character. It also outlines the objectives and functions of employees' co-operative credit societies and housing co-operative societies. Finally, it lists different types of co-operatives and some common problems faced by co-operatives like lack of finance and increasing costs.
Joint venture - BAF
A joint venture is a temporary partnership between two or more companies for a specific purpose, such as an international business deal. It allows companies to combine resources like capital and technology in a way that benefits both partners and facilitates industrial growth. Joint ventures require government approval.
Causes and Effects of Unemployment - BAF
Unemployment refers to people who are available and willing to work but do not have paid employment. There are several causes of unemployment including recessions which cause companies to downsize or move abroad, reduced demand for goods and services, low wages, automation and new technologies, and seasonal variations in work. Unemployment negatively impacts individuals, families, and society. For individuals, it can result in loss of income and status, social isolation, health problems like depression, and a sense of guilt. Families of the unemployed may experience declines in living standards, poverty, strained relationships, and children suffering emotionally. At a societal level, unemployment is associated with increased anti-social behavior, costs to the state in social welfare,
Social responsibility of Business - BAF
This document discusses the social responsibility of business. It defines social responsibility as the obligations of businesses towards social groups according to Howard Bowen, and as understanding public consensus and cooperating to achieve it according to George Steiner. The need for social responsibility is to avoid excessive government interference, misuse of natural resources, class conflicts, and to establish a better public image and long term self-interest. Factors that have grown social responsibility include increasing expectations from social groups and the desire for a positive social image.
Marketing Information System (MIS) - BAF
A marketing information system (MIS) is a formal system that provides management with necessary information for effective decision making. It facilitates the decision making process and enables organizational planning, control, and operational functions. An MIS continuously operates with speed and accuracy, requiring cooperation across departments. It aids prompt and correct decision making by assembling, processing, analyzing, and disseminating relevant collected data and introducing updated information technology. Within marketing management, an MIS plays an essential role by helping with decision making, providing information feedback, and supplying accurate and timely data on the business environment.
Corporate Social Responsibility presentation - BAF 2
This chapter discusses corporate social responsibility and related concepts. It defines corporate social responsibility as consisting of economic, legal, ethical and discretionary responsibilities. It differentiates social responsibility, which is about obligations, from social responsiveness, which is about taking action. Corporate social performance refers to the outcomes and results of corporate social activities. The chapter outlines the historical development of corporate social responsibility and provides arguments both for and against it. It also discusses the relationships between social performance and financial performance.
Corporate Social Responsibility presentation - BAF
This document discusses perspectives on best practices of sustainable corporate responsibility. It defines CSR and identifies drivers such as values, strategy, and public pressure. Key components of CSR best practices include strategic partnerships, stakeholder engagement, and public sector support. Examples provided are Starbucks' partnership with Conservation International to promote sustainable coffee farming, and Statoil's human rights-focused CSR program developed after issues in Venezuela.
More from Jay Mehta (20)
Presentation on Horizontal and Vertical Communication
Presentation on Horizontal and Vertical Communication
Air pollution module 3 (Effects and Control) - BAF
Air pollution module 3 (Effects and Control) - BAF
Corporate Social Responsibility presentation - BAF 2
Corporate Social Responsibility presentation - BAF 2
Corporate Social Responsibility presentation - BAF
Corporate Social Responsibility presentation - BAF
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Business Communication - Horizontal & Vertical Communication
- 1. PRESENTATION ON Horizontal and Vertical Communication
- 2. INTRODUCTION ON CORPORATE COMMUNICATION • TAKES PLACE EVERYWHERE • FOCAL POINT OF ANY TRANSACTION OR COMMERCIAL ACTIVITY • SUCCESSFUL BUSINESS DEPENDS ON EFFECTIVE COMMUNICATION • LIFEBLOOD OF EVERY ORGANISATION
- 4. Horizontal Communication Communication between equals in an organization Lateral or diagonal exchange of messages among peers or coworkers.
- 5. Objectives of Horizontal Communication To coordinate functions throughout the organisation To share information To solve problems To resolve conflicts
- 6. Drawbacks of Horizontal Communication Increased specialization Lack of recognition and reward Suppression of Differences Ego clashes
- 7. Drawback of Horizontal Communication Horizontal Communication Increased in Specialization Lack of recognition and reward Suppression of Difference Ego Clashes
- 8. Downwards Communication Occurs when information flow down through an organization's formal chain of command Rules and mandates come down from the top leadership Trickling down to the managers and eventually reaching the employees
- 9. Transfer of information from top to bottom in Downwards Communication • CEO/ Directors • Managers and other supervisors • Assistant managers and other employees
- 10. Advantages of Downward Communication Organizational discipline Efficiency Effective communication of goals Ease of delegation
- 12. Upward Communication Flow of information from front line employees to managers, supervisors, and directors.
- 13. Advantages of Upward Communication Managers can get feedback from employees that can help improve organizational development. Mutual trust brings employees and managers closer to each other. Employees can be instrumental in forming new policies or changing those that are outdated.
- 14. DISADVANTAGES OF UPWARD COMMUNICATION ATTITUDES OF SUBORDINATES ATTITUDES OF SUPERIOR ORGANISATIONAL STRUCTURE SKIPPING RANKS
- 16. CEO/ Directors Managers and other supervisors Assistant managers and other employees