The document discusses various topics related to communication and management including: the importance of good communication; the communication process; the role of perception; communication media such as face-to-face, telephone, email; communication networks in groups, teams, and organizations; and technological advances like the internet and intranets. It provides definitions of key communication concepts and principles as well as guidelines for effective communication and use of different communication channels.
Disciplinary actions aim to ensure employees follow organizational rules and procedures. They can take verbal warnings, written warnings, suspensions, demotions, pay cuts, or dismissal depending on the misconduct. Minor infractions like attendance issues cause little harm but accumulate, while major infractions affect morale. Intolerable offenses seriously harm the organization. Causes of indiscipline include poor job-person fit, relationship issues, unfair evaluations, and improper working conditions. Discipline should be objective, unbiased, and communicated clearly to prevent future issues.
The combination of analytic technology and fraud analytics techniques with human interaction which will help to detect the possible improper transactions like fraud or bribery either before the transaction is done or after the transaction is done
This document defines employee grievances and discipline procedures. It begins by defining grievances as written complaints filed by employees claiming unfair treatment. Grievances can be factual, imaginary, or disguised. Causes include economic, work environment, supervision, and work group factors. Effects include reduced production, employee dissatisfaction, and managerial issues. Grievances are discovered through observation, grievance procedures, suggestion boxes, and exit interviews. Effective grievance procedures must be unambiguous, simple, prompt, involve training, and have follow-up. Steps include identifying, defining, analyzing, solving, and following up on grievances. The document also defines discipline, misconduct, disciplinary actions, punishments, and elements of an effective
The document provides an overview of transaction processing systems (TPS). It discusses that TPS process detailed data to update records of fundamental business operations like orders, inventory, payroll. It also describes different transaction processing methods like batch and online processing. Key activities of TPS include data collection, editing, storage and document production. The document outlines various systems that support order processing, purchasing and accounting functions. It discusses control and management issues for TPS and highlights international challenges for multinational corporations.
The document discusses accounting information systems (AIS). It defines an AIS as consisting of people, procedures, data, software, and IT that perform important functions for an organization, including collecting and storing transaction data, processing data into useful information, and providing adequate controls. The document outlines five learning objectives, which are to explain what an AIS is, why studying AIS is important, how an AIS adds value in a company's value chain, the three basic functions of an AIS, and the types of information an AIS can provide.
Communication is a social process that involves the exchange of symbols to establish meaning between individuals. There are several models of communication:
1) The linear model views communication as a one-way process where a sender transmits a message to a receiver through a channel.
2) The interactional model sees communication as a two-way process between communicators, with the sending and receiving of messages going in both directions.
3) The transactional model emphasizes that communication is a cooperative process, with both the sender and receiver mutually responsible for the effectiveness of the message exchange.
Understanding communication theory helps develop critical thinking, provides context for personal experiences, and fosters self-awareness about how communication works.
This document discusses interpersonal communication and identifies five common methods: written, telecommunications, third party, face-to-face, and gestural. It notes that effective communication is key for employees at all levels as they typically spend 70-90% of their time communicating. The five methods are then described in more detail, with written communication highlighted as ensuring everyone receives the same message but being less effective than face-to-face or telecommunications which allow for feedback. Perceptions, expectations, and building interpersonal skills are also covered.
Disciplinary actions aim to ensure employees follow organizational rules and procedures. They can take verbal warnings, written warnings, suspensions, demotions, pay cuts, or dismissal depending on the misconduct. Minor infractions like attendance issues cause little harm but accumulate, while major infractions affect morale. Intolerable offenses seriously harm the organization. Causes of indiscipline include poor job-person fit, relationship issues, unfair evaluations, and improper working conditions. Discipline should be objective, unbiased, and communicated clearly to prevent future issues.
The combination of analytic technology and fraud analytics techniques with human interaction which will help to detect the possible improper transactions like fraud or bribery either before the transaction is done or after the transaction is done
This document defines employee grievances and discipline procedures. It begins by defining grievances as written complaints filed by employees claiming unfair treatment. Grievances can be factual, imaginary, or disguised. Causes include economic, work environment, supervision, and work group factors. Effects include reduced production, employee dissatisfaction, and managerial issues. Grievances are discovered through observation, grievance procedures, suggestion boxes, and exit interviews. Effective grievance procedures must be unambiguous, simple, prompt, involve training, and have follow-up. Steps include identifying, defining, analyzing, solving, and following up on grievances. The document also defines discipline, misconduct, disciplinary actions, punishments, and elements of an effective
The document provides an overview of transaction processing systems (TPS). It discusses that TPS process detailed data to update records of fundamental business operations like orders, inventory, payroll. It also describes different transaction processing methods like batch and online processing. Key activities of TPS include data collection, editing, storage and document production. The document outlines various systems that support order processing, purchasing and accounting functions. It discusses control and management issues for TPS and highlights international challenges for multinational corporations.
The document discusses accounting information systems (AIS). It defines an AIS as consisting of people, procedures, data, software, and IT that perform important functions for an organization, including collecting and storing transaction data, processing data into useful information, and providing adequate controls. The document outlines five learning objectives, which are to explain what an AIS is, why studying AIS is important, how an AIS adds value in a company's value chain, the three basic functions of an AIS, and the types of information an AIS can provide.
Communication is a social process that involves the exchange of symbols to establish meaning between individuals. There are several models of communication:
1) The linear model views communication as a one-way process where a sender transmits a message to a receiver through a channel.
2) The interactional model sees communication as a two-way process between communicators, with the sending and receiving of messages going in both directions.
3) The transactional model emphasizes that communication is a cooperative process, with both the sender and receiver mutually responsible for the effectiveness of the message exchange.
Understanding communication theory helps develop critical thinking, provides context for personal experiences, and fosters self-awareness about how communication works.
This document discusses interpersonal communication and identifies five common methods: written, telecommunications, third party, face-to-face, and gestural. It notes that effective communication is key for employees at all levels as they typically spend 70-90% of their time communicating. The five methods are then described in more detail, with written communication highlighted as ensuring everyone receives the same message but being less effective than face-to-face or telecommunications which allow for feedback. Perceptions, expectations, and building interpersonal skills are also covered.
This document discusses communication and provides information on:
1) The communication process involving a sender, message, encoding, medium, receiver, decoding, and feedback.
2) Verbal and nonverbal communication methods.
3) Factors that influence perception in communication like biases and stereotypes.
4) Different communication media and their relative information richness, from most to least being face-to-face, telephone, email, impersonal writing.
5) Barriers to effective communication and skills for managers to improve communication.
The document discusses communication and the communication process. It describes communication as the passing of information from one person to another, and notes the importance of clear understanding. The communication process involves a sender, message, encoding, medium, receiver, decoding, and feedback. It also discusses verbal and nonverbal communication, different communication media like face-to-face, telephone, written, email, and their information richness. Technological advances in communication like the internet, intranets, and groupware are also covered.
The document discusses communication and the communication process. It describes communication as the passing of information from one person to another, and notes the importance of clear understanding. The communication process involves a sender, message, encoding, medium, receiver, decoding, and feedback. It also discusses verbal and nonverbal communication, different communication media like face-to-face, telephone, written, email, and their information richness. Technological advances in communication like the internet, intranets, and groupware are also covered.
Managing effective communication network in organisation through diplomacyAquatix Pharma
This document discusses effective communication in organizations. It covers various topics related to communication including what communication is, the stages of communication evolution, the importance of good communication, the communication process, the role of perception, dangers of ineffective communication, and different communication media. The document aims to teach managers how to effectively manage communication networks and develop strong communication skills.
Organizational communication involves the sending and receiving of messages within a company. It is impacted by a company's structure, whether pyramid, entrepreneurial, matrix, or independent. Communication can flow vertically between managers and subordinates, or horizontally between peers. It is important to choose the proper communication channel and medium depending on the situation, such as using email for convenience or meetings for teamwork. Effective communication requires understanding processes like encoding, decoding, feedback, and managing noise.
Here are some common communication ways that project managers and site supervisors in the construction industry use:
- Face-to-face meetings and discussions on site to coordinate work and resolve issues.
- Two-way radios to communicate with workers across loud work sites.
- Written communications like emails, reports, meeting minutes to document instructions, decisions and progress.
- Drawing and schematics to convey design and technical details.
- Online project management software to share schedules, tasks, documents with all stakeholders.
- Teleconferences and video calls to coordinate with remote teams and clients.
- Notice boards to display notices, updates and safety instructions for all on-site workers.
- Using
This document provides an overview of key concepts in managerial communication from a textbook. It defines communication and discusses interpersonal and organizational communication. It describes the communication process and potential barriers. It also outlines formal and informal communication networks in organizations and how new technologies impact communication. The document concludes with a list of important terms related to managerial communication.
Communication involves the transmission of information from one person to another through both verbal and non-verbal means. It is a two-way process that allows for the sharing of information and understanding between individuals. The key components of the communication process are the message, sender, encoding, channel, decoding, receiver, feedback, and noise. Effective communication relies on clear encoding and decoding of messages between a sender and receiver, with feedback to confirm understanding and address any issues caused by noise in the channel.
This document discusses project communication management and interpersonal communication. It defines communication, identifies the four main functions of communication as control, motivation, emotional expression, and information. It describes the communication process, methods of communication, barriers to effective communication, and how to overcome those barriers. It also discusses organizational communication, including formal vs informal communication, direction of communication flows, and communication networks. Key aspects of stakeholder management are outlined such as identifying and prioritizing stakeholders, understanding their interests, and communicating with stakeholders. Project reporting and the characteristics of reports are briefly covered.
Advanced communication skills involve mastering the complex communication process. This process includes elements like the source, message, encoding, channel, decoding, receiver, feedback, and context. At each stage, barriers can arise, so advanced skills are needed to effectively guide communication between individuals or groups to achieve goals. These skills require understanding how communication works and how to best tailor the message based on factors like the audience and situation. With practice, advanced communication skills can be learned and improved.
Communication management is considered essential for successful projects and organizational functions. The five W's of communication management are what information is needed, who needs it, when they need it, what format it should be in, and who is responsible for sharing it. The communication process involves a sender transmitting a message through a channel to a receiver, who then interprets and provides feedback on the message. Effective communication methods choose the best medium, such as written, oral, face-to-face, or online communications, to clearly and cost-effectively share the right message with the intended audience.
This document discusses organizational communication and identifies several key points. It defines communication as the lifeblood of organizations and explains its importance. The communication process is outlined as having eight steps from developing an idea to providing feedback. Barriers to effective communication are also examined, such as differences in frames of reference, information overload, and status. Techniques for overcoming barriers include repetition, empathy, understanding, feedback, and listening. Overall, the document emphasizes the significance of communication for school administrators and provides strategies to improve communication within organizations.
Effective communication is important for organizations to learn new skills, become more responsive to customers, and improve products and services. Communication involves transmission of a message from a sender to a receiver through a medium. It is a two-way process that includes feedback to ensure understanding. Choosing an appropriate communication medium depends on factors like information richness, need for documentation, and whether feedback is required. Managers must develop strong communication skills as both senders and receivers of information to be effective leaders.
1) Communication serves four main functions within organizations: sharing information, persuasion/motivation, emotional expression, and control.
2) The communication process involves a sender encoding a message and transmitting it through a channel to a receiver who decodes the message. Noise can distort the message.
3) Organizations use various channels for downward, upward, lateral, interpersonal, and electronic communication. The informal grapevine network also spreads information.
Communication involves the sharing of information between individuals or groups to reach a common understanding. It is the process of exchanging information from a sender to a receiver. Effective communication improves quality, responsiveness, and innovation in organizations through functions like control, motivation, emotional expression, and information sharing. The communication process involves a sender encoding a message, transmitting it through a channel, and a receiver decoding the message, with potential noise or distortions. Organizations use formal downward, upward, and lateral communication channels as well as informal small group networks and the grapevine. Barriers to effective communication include filtering, selective perception, information overload, emotions, language differences, and cross-cultural differences.
The document discusses key aspects of communication including the communication process, perception, communication networks, and skills for effective communication. It covers the encoding and decoding of messages, factors that can interfere with communication like biases and stereotypes, and the importance of selecting the right communication medium based on its information richness. Managers need strong communication skills as both senders and receivers of messages to ensure clear understanding. Technological advances have provided new options but also risks of information overload.
This document discusses effective organizational communication. It begins by outlining the communication process, including the source encoding a message, choosing a channel to send it through, the receiver decoding the message, and feedback. It then covers forms of communication like oral, written, and nonverbal. Direction of communication in organizations can be vertical or lateral. Organizational communication can occur through formal and informal networks. Barriers to communication and the results of communication failures are also examined. The document concludes with principles for good information and discusses whether perfect communication is attainable.
This document discusses effective organizational communication. It begins by outlining the communication process, including the source encoding a message, choosing a channel to send it through, the receiver decoding the message, and feedback. It then covers forms of communication like oral, written, and nonverbal. Direction of communication in organizations can be vertical or lateral. Organizational communication can occur through formal and informal networks. Barriers to communication and the results of communication failures are also examined. The document concludes with principles for good information and discussing whether perfect communication is attainable.
Communication involves a sender encoding a message and transmitting it through a channel to a receiver. The receiver then decodes and tries to understand the message. For communication to be successful, the sender and receiver must share a common language or symbols so the message is understood as intended. Effective communication is important for organizations as it allows managers to conduct business and make informed decisions, and helps coordination between employees. Barriers like differing interpretations or psychological factors can prevent full understanding if not addressed.
This document discusses communication and provides information on:
1) The communication process involving a sender, message, encoding, medium, receiver, decoding, and feedback.
2) Verbal and nonverbal communication methods.
3) Factors that influence perception in communication like biases and stereotypes.
4) Different communication media and their relative information richness, from most to least being face-to-face, telephone, email, impersonal writing.
5) Barriers to effective communication and skills for managers to improve communication.
The document discusses communication and the communication process. It describes communication as the passing of information from one person to another, and notes the importance of clear understanding. The communication process involves a sender, message, encoding, medium, receiver, decoding, and feedback. It also discusses verbal and nonverbal communication, different communication media like face-to-face, telephone, written, email, and their information richness. Technological advances in communication like the internet, intranets, and groupware are also covered.
The document discusses communication and the communication process. It describes communication as the passing of information from one person to another, and notes the importance of clear understanding. The communication process involves a sender, message, encoding, medium, receiver, decoding, and feedback. It also discusses verbal and nonverbal communication, different communication media like face-to-face, telephone, written, email, and their information richness. Technological advances in communication like the internet, intranets, and groupware are also covered.
Managing effective communication network in organisation through diplomacyAquatix Pharma
This document discusses effective communication in organizations. It covers various topics related to communication including what communication is, the stages of communication evolution, the importance of good communication, the communication process, the role of perception, dangers of ineffective communication, and different communication media. The document aims to teach managers how to effectively manage communication networks and develop strong communication skills.
Organizational communication involves the sending and receiving of messages within a company. It is impacted by a company's structure, whether pyramid, entrepreneurial, matrix, or independent. Communication can flow vertically between managers and subordinates, or horizontally between peers. It is important to choose the proper communication channel and medium depending on the situation, such as using email for convenience or meetings for teamwork. Effective communication requires understanding processes like encoding, decoding, feedback, and managing noise.
Here are some common communication ways that project managers and site supervisors in the construction industry use:
- Face-to-face meetings and discussions on site to coordinate work and resolve issues.
- Two-way radios to communicate with workers across loud work sites.
- Written communications like emails, reports, meeting minutes to document instructions, decisions and progress.
- Drawing and schematics to convey design and technical details.
- Online project management software to share schedules, tasks, documents with all stakeholders.
- Teleconferences and video calls to coordinate with remote teams and clients.
- Notice boards to display notices, updates and safety instructions for all on-site workers.
- Using
This document provides an overview of key concepts in managerial communication from a textbook. It defines communication and discusses interpersonal and organizational communication. It describes the communication process and potential barriers. It also outlines formal and informal communication networks in organizations and how new technologies impact communication. The document concludes with a list of important terms related to managerial communication.
Communication involves the transmission of information from one person to another through both verbal and non-verbal means. It is a two-way process that allows for the sharing of information and understanding between individuals. The key components of the communication process are the message, sender, encoding, channel, decoding, receiver, feedback, and noise. Effective communication relies on clear encoding and decoding of messages between a sender and receiver, with feedback to confirm understanding and address any issues caused by noise in the channel.
This document discusses project communication management and interpersonal communication. It defines communication, identifies the four main functions of communication as control, motivation, emotional expression, and information. It describes the communication process, methods of communication, barriers to effective communication, and how to overcome those barriers. It also discusses organizational communication, including formal vs informal communication, direction of communication flows, and communication networks. Key aspects of stakeholder management are outlined such as identifying and prioritizing stakeholders, understanding their interests, and communicating with stakeholders. Project reporting and the characteristics of reports are briefly covered.
Advanced communication skills involve mastering the complex communication process. This process includes elements like the source, message, encoding, channel, decoding, receiver, feedback, and context. At each stage, barriers can arise, so advanced skills are needed to effectively guide communication between individuals or groups to achieve goals. These skills require understanding how communication works and how to best tailor the message based on factors like the audience and situation. With practice, advanced communication skills can be learned and improved.
Communication management is considered essential for successful projects and organizational functions. The five W's of communication management are what information is needed, who needs it, when they need it, what format it should be in, and who is responsible for sharing it. The communication process involves a sender transmitting a message through a channel to a receiver, who then interprets and provides feedback on the message. Effective communication methods choose the best medium, such as written, oral, face-to-face, or online communications, to clearly and cost-effectively share the right message with the intended audience.
This document discusses organizational communication and identifies several key points. It defines communication as the lifeblood of organizations and explains its importance. The communication process is outlined as having eight steps from developing an idea to providing feedback. Barriers to effective communication are also examined, such as differences in frames of reference, information overload, and status. Techniques for overcoming barriers include repetition, empathy, understanding, feedback, and listening. Overall, the document emphasizes the significance of communication for school administrators and provides strategies to improve communication within organizations.
Effective communication is important for organizations to learn new skills, become more responsive to customers, and improve products and services. Communication involves transmission of a message from a sender to a receiver through a medium. It is a two-way process that includes feedback to ensure understanding. Choosing an appropriate communication medium depends on factors like information richness, need for documentation, and whether feedback is required. Managers must develop strong communication skills as both senders and receivers of information to be effective leaders.
1) Communication serves four main functions within organizations: sharing information, persuasion/motivation, emotional expression, and control.
2) The communication process involves a sender encoding a message and transmitting it through a channel to a receiver who decodes the message. Noise can distort the message.
3) Organizations use various channels for downward, upward, lateral, interpersonal, and electronic communication. The informal grapevine network also spreads information.
Communication involves the sharing of information between individuals or groups to reach a common understanding. It is the process of exchanging information from a sender to a receiver. Effective communication improves quality, responsiveness, and innovation in organizations through functions like control, motivation, emotional expression, and information sharing. The communication process involves a sender encoding a message, transmitting it through a channel, and a receiver decoding the message, with potential noise or distortions. Organizations use formal downward, upward, and lateral communication channels as well as informal small group networks and the grapevine. Barriers to effective communication include filtering, selective perception, information overload, emotions, language differences, and cross-cultural differences.
The document discusses key aspects of communication including the communication process, perception, communication networks, and skills for effective communication. It covers the encoding and decoding of messages, factors that can interfere with communication like biases and stereotypes, and the importance of selecting the right communication medium based on its information richness. Managers need strong communication skills as both senders and receivers of messages to ensure clear understanding. Technological advances have provided new options but also risks of information overload.
This document discusses effective organizational communication. It begins by outlining the communication process, including the source encoding a message, choosing a channel to send it through, the receiver decoding the message, and feedback. It then covers forms of communication like oral, written, and nonverbal. Direction of communication in organizations can be vertical or lateral. Organizational communication can occur through formal and informal networks. Barriers to communication and the results of communication failures are also examined. The document concludes with principles for good information and discusses whether perfect communication is attainable.
This document discusses effective organizational communication. It begins by outlining the communication process, including the source encoding a message, choosing a channel to send it through, the receiver decoding the message, and feedback. It then covers forms of communication like oral, written, and nonverbal. Direction of communication in organizations can be vertical or lateral. Organizational communication can occur through formal and informal networks. Barriers to communication and the results of communication failures are also examined. The document concludes with principles for good information and discussing whether perfect communication is attainable.
Communication involves a sender encoding a message and transmitting it through a channel to a receiver. The receiver then decodes and tries to understand the message. For communication to be successful, the sender and receiver must share a common language or symbols so the message is understood as intended. Effective communication is important for organizations as it allows managers to conduct business and make informed decisions, and helps coordination between employees. Barriers like differing interpretations or psychological factors can prevent full understanding if not addressed.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
2. Communication and
Management
• Topics Covered
– The Importance of Good Communication
– The Communication Process
– The Role of Perception in Communication
– The Dangers of Ineffective Communication
– Information Richness and Communication Media
– Face-to-Face Communication
– Spoken Communication Electronically Communicated
– Personally Addressed Written Communication
3. Communication and
Management
• Topics Covered (cont’d)
– Impersonal Written Communication
• Communication Networks
– Communication Networks in Groups and Teams
– Organizational Communication Networks
– External Networks
• Technological Advances in Communication
– The Internet
– Intranets
– Groupware
4. Communication and
Management
• Topics Covered
• Communication Skills for Managers
– Communication Skills for Managers as Senders
– Communication Skills for Managers as
Receivers
– Understanding Linguistic Styles
5. Communication
Communication - the evoking of a shared or common
meaning in another person
Interpersonal Communication - communication
between two or more people in an organization
Communicator - the person originating the message
Receiver - the person receiving a message
Perceptual Screen - a window through which we
interact with people that influences the quality,
accuracy, and clarity of the communication
6. Communication
Message - the thoughts and feelings that the
communicator is attempting to elicit in the
receiver
Feedback Loop - the pathway that
completes two-way communication
Language - the words, their pronunciation,
and the methods of combining them used &
understood by a group of people
7. Communication
Data - uninterpreted and unanalyzed facts
Information - data that have been interpreted,
analyzed, & and have meaning to some user
Richness - the ability of a medium or channel
to elicit or evoke meaning in the receiver
8. Communication and
Management
• Communication - Definition
– The sharing of information between two or
more individuals or groups to reach a common
understanding.
• Importance of Good Communication
– Increased efficiency in new technologies and
skills
• Learning, Implementing, Training
• Expands workers skills
9. Communication and
Management
• Importance of Good Communication
– Improved quality of products and services
Meaning and importance of quality
How to attain quality
– Subordinates communicate problems and
solutions for increasing quality to superiors
10. Communication and
Management
• Importance of Good Communication
– Increased responsiveness to customers
• Empowered workers lower response time to satisfy
customer wants and needs
11. Communication and
Management
• Importance of Good Communication
– More innovation through communication
• Cross-functional teams communicating effectively
produce higher quality products more efficiently
12. The Communication Process
• Phases of the Communication Process:
– Transmission phase in which information is
shared by two or more people.
– Feedback phase in which a common
understanding is assured.
13. The Communication Process
• Phases of the Communication Process:
– Transmission phase in which information is shared by
two or more people.
• The process starts with a sender (an individual or
group) who wants to share information.
– Senders must decide what information to share and puts
the message into symbols or language (encoding).
• Noise: anything harming the communication process
– Once encoded the message is sent through a medium to
a receiver
14. The Communication Process
• Phases of the Communication Process:
• The receiver interprets or decodes the
message
15. The Communication Process
• Phases of the Communication Process:
– Feedback phase in which a common
understanding is assured.
– The receiver decides what the message means
and communicates it back to the sender.
– The original sender decodes the message and
makes sure that a common understanding has
been reached.
17. The Communication Process
(cont’d)
• Messages are transmitted over a medium to a
receiver.
– Medium: the pathway over which the message is
transmitted (e.g., telephone, written note, email).
– Receiver: the person getting the message.
• The receiver decodes (interprets) the message, allowing the
receiver to understand the message.
• This is a critical point: failure to properly decode the message
can lead to a misunderstanding.
– Feedback by receiver informs the sender that the
message is understood or that it must be re-sent.
18. Communication Issues
• Verbal Communication
– The encoding of messages into words, either
written or spoken
• Nonverbal
– The encoding of messages by means of facial
expressions, body language, and styles of dress.
19. The Role of Perception in
Communication
• Senders and receivers communicate based
on their subjective perceptions.
– Subjective perception can lead to biases and
stereotypes that can interfere with effective
communication.
– Effective managers avoid communications
based on biases and stereotypes.
20. The Role of Perception in
Communication
• Communication relates to senders and receivers
personality, perceptions, and motivations.
– Example: A recently promoted manager communicates
with a rival for the same promotion. The rival feels that
the assignment is beneath them and was given as a
power play by the newly promoted manager.
The newly promoted manager feels that the rival is the
only one capable of carrying out the project.
21. The Role of Perception in
Communication
What is sent
Motivation
Perception
What is sent
Motivation
Perception
Communication
method/media
22. The Dangers of Ineffective
Communication
• Managers and their subordinates can become
effective communicators by:
– Selecting an appropriate medium for each message—
there is no one “best” medium.
– Considering information richness (the amount of
information a medium can carry).
• A medium with high richness can carry much more
information to aid understanding.
– Is there a need for a paper path or electronic trail to
provide documentation of the communication?
24. Communication Media
• Face-to-Face
– Has highest information richness.
– Can take advantage of verbal and nonverbal signals.
– Provides for instant feedback.
• Management by wandering around takes advantage of this
with informal talks to workers.
• Video conferences provide
much of this richness and
reduce travel costs and
meeting times.
25. Communication Media (cont’d)
• Spoken Communication Electronically
Transmitted
– Has the second highest information richness.
• Telephone conversations are information rich with
tone of voice, sender’s emphasis, and quick
feedback, but provide no visual nonverbal cues.
26. Communication Media (cont’d)
• Personally Addressed Written Communication
– Has a lower richness than the verbal forms of
communication, but still is directed at a given person.
• Personal addressing helps ensure receiver actually reads the
message—personal letters and e-mail are common forms.
• Does not provide instant feedback to the sender although
sender may get feedback later.
• Excellent media for complex messages requesting follow-up
actions by receiver.
27. E-Mail Dos and Don’ts
• E-mail allows telecommuting employees to work
from home and keep in contact.
• The use of e-mail is growing rapidly and e-mail
etiquette is expected:
– Typing messages in all CAPITALS is seen as
“screaming” at the receiver.
– Punctuate your messages for easy reading and don’t
ramble on.
– Pay attention to spelling and treat the message like a
written letter.
28. Communication Media (cont’d)
• Impersonal Written Communication
– Has the lowest information richness.
• Good for messages to many receivers where little or
feedback is expected (e.g., newsletters, reports)
29. Ten Commandments of Email
• Don’t use your inbox as a catcall for everything
you need to work on. Read items once, answer
them immediately, delete them if possible or move
them to another folder.
• Set up a five weeks folder that deletes
automatically.
• Use common acronyms to identify important items
• Send group mail only when it is important to all
recipients
30. Ten Commandments of Email
• Ask to be removed from distribution lists you do
not need to be on.
• To cut down on pile up, use out of office
• Send messages that use only the subject line using
EOM to signify end of message
• Use graphics sparingly
• Attachments over 5mb to groups are better put on
company website
• Specify important parts of the attachment Pg 17
and 20
31. Communication Networks
• Communication Networks
– The pathways along which information flows in
groups and teams and throughout the
organization.
– Choice of communication network depends on:
• The nature of the group’s tasks
• The extent to which group members need to
communicate with each other to achieve group
goals.
32. Communication Networks
• Communication Networks
Pathways
– Vertical
• Manager to upper level managers
• Manager to subordinates (direct reports)
– Lateral
• Manager to other managers
33. Communication Networks in
Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.
Chain Network Members communicate only with the people next
to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network Members communicate with others close to them
in terms of expertise, experience, and location.
All-Channel
Network
Networks found in teams with high levels of
communications between each member and all
others.
35. Organization Communication
Networks
• Organization Chart
– A pictorial representation of formal reporting channels
in an organization.
• Communication in an organization flows through formal and
informal pathways
• Vertical communications flow up and down the corporate
hierarchy.
• Horizontal communications flow between employees of the
same level.
• Informal communications can span levels and departments—
the grapevine is an informal network carrying unofficial
information throughout the firm.
37. Nonverbal Communication
Nonverbal Communication - all elements of
communication that do not involve words
Four basic types
– Proxemics - an individual’s perception & use of space
– Kinesics - study of body movements, including posture
– Facial & Eye Behavior - movements that add cues for the
receiver
– Paralanguage - variations in speech, such as pitch,
loudness, tempo, tone, duration, laughing, & crying
38. c
c = social 4-12’
b
b = personal 1.5-4’
Proxemics: Territorial Space
Territorial Space - bands of space extending
outward from the body; territorial space differs
from culture to culture
a
a = intimate <1.5’
dd = public >12’
39. Proxemics: Seating Dynamics
Seating Dynamics - seating people in certain
positions according to the person’s purpose in
communication
Cooperation
X O
Non-
Communication
O X O
Competition
X
O
X
Communication
O
40. Examples of
Decoding Nonverbal Cues
Boss fails to acknowledge
employee’s greeting
No eye contact
while
communicating
Manager sighs deeply
Boss breathes
heavily &
waves arms
He’s
unapproachable!
My opinion
doesn’t count
I wonder what
he’s hiding?
He’s angry! I’ll
stay out of
his way!
41. New Technologies
for Communication
• Informational databases
• Electronic mail systems
• Voice mail systems
• Fax machine systems
• Cellular phone systems
42. Technological Advances in
Communication
• Internet
– Global system of computer networks used by many
firms use it to communicate with their suppliers.
• World Wide Web (WWW)
– Provides multimedia access to the Internet.
• Intranets
– A company-wide system of computer networks for
information sharing by employees inside the firm.
43. Technological Advances in
Communication
• Groupware
– Computer software that enables members of
groups and teams to share information with
each other and improve communication.
• Best used to support team-oriented working
environments.
44. How Do New Technologies
Affect Behavior?
• Fast, immediate access to information
• Immediate access to people in power
• Instant information exchange across
distance
• Makes schedules & office hours irrelevant
• May equalize group power
• May equalize group participation
45. • Communication can become more impersonal--
interaction with a machine
• Interpersonal skills may diminish--less tact, less
graciousness
• Non-verbal cues lacking
• Alters social context
• Easy to become overwhelmed with information
• Encourages polyphasic activity
How Do New Technologies
Affect Behavior?
46. Communication Skills for
Managers
• Barriers to Effective Communication
– Perceptual and attribution biases
– Conflicting assumptions
– Inadequate information
– Semantics
– Emotional Blocks
– Nonverbal communication barriers
– Cultural barriers
– Inadequate communication media
– Technological barriers
47. Communication Skills for
Managers
• Barriers to Effective Communication
– Perceptual and attribution biases
Experience is different and causes wrong interpretation –
Common experiences gives common meaning
– Conflicting assumptions
Sender assumes receiver will use the same code to decode
as intended
Receiver decodes based on wrong assumptions due to
inadequate background information and creates a
misunderstanding
48. Communication Skills for
Managers
• Barriers to Effective Communication
– Codes of past experience
• Facts
• Knowledge
• Beliefs
• Attitudes
• Social Roles
• Values
• Language
• Memories
All blended with
feelings and emotions
How many of these
should overlap to
decode the message
49. Communication Skills for
Managers
• Barriers to Effective Communication
– Inadequate information
• Managers do not provide enough info to decode
50. Communication Skills for
Managers
• Barriers to Effective Communication
– Semantics – Word usage
• You charge someone a fee for service.
• You charge something you purchase to pay later.
• You charge a battery.
• You charge an official with duties to perform.
• You charge a horse into battle.
• You get a charge out of something funny.
• You charge a criminal for crimes committed.
• The navy uses a depth charge.
51. Communication Skills for
Managers
• Barriers to Effective Communication
Emotional Blocks
– Experiences have an emotional / feeling
component.
• A concert
• Wedding Day
• Movie
52. Barriers to Communication
• Physical separation
• Status differences
• Gender differences
• Cultural diversity
• Language
Communication
Barriers -
factors that block
or significantly
distort successful
communication
53. Communication Skills for Managers
• Barriers to Effective Communication
Nonverbal communication barriers
– Body motion – gestures, facial expressions, eye
behavior, touching, and so forth
• Physical characteristics – body shape, physique, posture,
height,weight,hair, and skin color
• Paralanguage – voice quality, volume, speech rate, pitch,
nonfluencies such as yaa, ah or um, laughing.
– Proxemics – ways people use and perceive space
Environment – building and room design, furniture,
decorations
Time – being late or early, keeping others waiting, time v.
status
54. Communication Skills for
Managers
• Barriers to Effective Communication
– Cultural barriers
• Language, native customs, religious customs
– Inadequate communication media
• Use of wrong media to convey message completely
– Technological barriers
• Receiver does not have the ability or technological
capability to decode message
55. Communication Skills for
Managers
• Barriers to Effective Communication
– Messages that are unclear, incomplete, difficult to
understand
– Messages sent over the an inappropriate medium
– Messages with no provision for feedback
– Messages that are received but ignored
– Messages that are misunderstood
– Messages delivered through automated systems
that lack the human element
56. Communication Skills for Managers
• Managers as Senders
– Send clear and complete messages.
– Encode messages in symbols the receiver
understands.
– Select a medium appropriate for the message and,
importantly, one that is monitored by the receiver.
– Avoid filtering (holding back information) and
distortion as the message passes through other
workers.
– Ensure a feedback mechanism is included in the
message.
– Provide accurate information to avoid rumors.
57. Communication Skills For
Managers
• Managers as Receivers
– Pay attention to what is sent as a message.
– Be a good listener: don’t interrupt.
– Ask questions to clarify your understanding.
– Be empathetic: try to understand what the sender feels.
– Understand linguistic styles: different people speak
differently.
– Speed, tone, pausing all impact communication.
• This is particularly true across cultures and managers should
expect and plan for this.
59. Reflective Listening
Reflective Listening - the skill of listening
carefully to another person and repeating
back to the speaker the heard message to
correct any inaccuracies or misunderstandings
This complex
process needs
to be divided to
be understood
What I heard you
say was we will
understand the
process better if we
break it into steps
60. Reflective Listening
• Emphasizes receiver’s role
• Helps the receiver & communicator
clearly & fully understand the message
sent
• Useful in problem solving
61. Reflective Listening
Reflective listening emphasizes
• the personal elements of the communication
process
• the feelings communicated in the message
• responding to the communicator, not leading the
communicator
• the role or receiver or audience
• understanding people by reducing perceptual
distortions and interpersonal barriers
62. Reflective Listening:
4 Levels of Verbal Response
Affirm contact
Paraphrase the expressed
Clarify the implicit
Reflect “core” feelings
63. One-way vs. Two-way Communications
One-Way
Communication - a
person sends a message
to another person and no
questions, feedback, or
interaction follow
Good for giving
simple directions
Fast but often less
accurate than 2-way
communication
Two-Way
Communication - the
communicator & receiver
interact
Good for problem
solving
64. Five Keys to Effective
Supervisory Communication
• Expressive speaking
• Empathetic listening
• Persuasive leadership
• Sensitivity to feelings
• Informative management
65. Defensive Communication
Defensive Communication - communication that
can be aggressive, attacking & angry, or passive
& withdrawing
Leads to
– injured feelings
– communication breakdowns
– alienation
– retaliatory behaviors
– nonproductive efforts
– problem solving failures
67. Two Defensiveness Patterns
Dominant Defensiveness -
characterized by active,
aggressive, attacking behavior
Subordinate Defensiveness -
characterized by passive,
submissive, withdrawing
behavior
68. Defensive Tactics
Defensive Tactic Speaker Example
Power Play Boss “Finish this report by month’s end or
lose your promotion.”
Put-Down Boss “A capable manager would already be
done with this report.”
Labeling Boss “You must be a slow learner. Your
report is still not done?”
Raising Doubts Boss “How can I trust you, Chris, if you can’t
finish an easy report?”
69. Defensive Tactics
Defensive Tactic Speaker Example
Misleading
Information
Employee “Morgan has not gone over with me
the information I need for the report.”
[Morgan left Chris with a copy of the
report.]
Scapegoating Employee “Morgan did not give me input until
just today.”
Hostile Jokes Employee “You can’t be serious! The report isn’t
that important.”
Deception Employee “I gave it to the secretary. Did she lose
it?”
70. Non-defensive Communication:
A Powerful Tool
• Speaker seen as centered, assertive, controlled,
informative, realistic, and honest
• Speaker exhibits self-control & self possession
• Listener feels accepted rather than rejected
• Catherine Crier’s rules to nondefensive
communication
1. Define the situation
2. Clarify the person’s position
3. Acknowledge the person’s feelings
4. Bring the focus back to the facts
71. Strive for
message
completeness
Tips for Effective Communication
Build in
feedback
opportunities
Provide
social
interaction
opportunities
Don’t
assume
immediate
response
Is the
message
really
necessary?
Regularly
disconnect
from the
technology
Provide
social
interaction
opportunities
72. Effective Communication Techniques Ineffective Communication Techniques
Do this more and develop trust: Do this less to avoid conflict and fear:
♦ Active listening, focus on their issues and
how you can better understand them
◊ Interrupting them, focus on your own issues and
prerogatives
♦ Clarifying mutual goals, objectives and
outcomes, allowing different approaches
◊ Being vague about desired outcomes; prescribing what
others should do
♦ Making agreements for mutual advantage;
keeping the agreements or changing them
when necessary; not breaking agreements
◊ Demanding compliance from others; using excuses for
own failures
♦ Releasing energy of people to perform at
their best using all of their talents and skills in
the ways they think best
◊ Controlling energy of people to get them to do exactly
what you want them to do the way you want them to do it
Communication Techniques
73. Communication Techniques
Effective Communication Techniques Ineffective Communication Techniques
Do this more and develop trust: Do this less to avoid conflict and fear:
♦ Describing desired outcomes and
developing agreement and support
◊ Telling people what to do and demanding compliance
♦ Sharing as much information as possible
with everyone and let them decide if they
need it or not (except for confidential
information)
◊ Withholding information from everyone unless there is a
“need to know;” determining for others whether or not
they need information
♦ Accepting and valuing people as they are,
with all the differences they bring to the
organization
◊ Judging people for how they should be and expecting
them to all be the same (e.g. more like you)
♦ Person-centered, sharing of self so that
people see the humanity of all
◊ Authority-centered, impersonal so that people only see
rank and status
74. Communication Techniques
Effective Communication Techniques Ineffective Communication Techniques
Do this more and develop trust: Do this less to avoid conflict and fear:
♦ Attitude of problem-avoidance through
planning; fixing problems as soon as they
occur and learning from them without regard
to blame
◊ Attitude of letting things go until something goes wrong
then focusing on fixing the blame rather than the problem
♦ Shared planning and decision-making ◊ Unilateral planning and decision-making
♦ Problem-centered, focusing on what will
work best
◊ Control-centered, focus on showing who is in charge
75. Communication Techniques
Effective Communication Techniques Ineffective Communication Techniques
Do this more and develop trust: Do this less to avoid conflict and fear:
♦ Rewarding, recognizing, and actively
appreciating excellence
◊ Punishing and blaming for errors, ignoring even
exemplary performance
♦ Emphasis on responsibility and developing
individual initiative
◊ Emphasis on accountability and assigning blame for
errors or failures