Areas of communication competence:  Organizational communication;  Networks communication;  Public speech;  Technical writing;  Television production;  Web productions;  Generating ideas and shearing knowledge

1. Knowledge and communication competency
Rusi Marinov
Knowledge management / knowledge management / often described as a
process of "obtaining accurate information from specific experts at the
appropriate time." However, it is possible that some of the professionals
to leave the organization and knowledge, which have left them.
Sometimes it is a valid rule that people despite his knowledge, difficulty
defining problems and discuss their ideas publicly. Collective forms of
knowledge for use in today's dynamic world are also unsuitable. That is,
from an economic point of view, knowledge is more useful when it is
distributed freely on the market.
To solve these problems, it is possible to use three basic
approaches:
 Focus on improving educational practices, not technology
 Understand the nature of the organization.
 Directing with examples of successfully imposed in practice.
New interactive networks as a concept is more oriented towards
services and not packaged software, and architecture, built on
participation and collective intelligence. The perfect management
system, knowledge-based interactive technologies, such as an end in
itself, does not help to solve complex problems, but rather allows for
their fixation and determination. It is therefore recommended practices
that enable people to learn more about the process, briefings, meetings

2. and informal discussions. Understanding the true nature of the
organization, either with the help of modern research methods.
The important factor that contributed to the success of high-
performing organizations was the level of trust and openness in various
key interfaces: between leaders and employees, between managers and
direct reports, within teams, and even between the business and its
customers. In a business with effective interfaces, employees can ask for
information and receive honest, useful answers. A retailer we studied
was highly successful in its culture change program, partly because it
arranged for both formal and informal interactions to achieve its goals. It
planned events such as brainstorming groups, training workshops and
feedback sessions as well as setting up informal support networks.
Information sharing is effective when systems and networks enable
managers and employees to have the right information at the right time
to do their jobs, to share opinions and discuss ideas, and to circulate best
practices and learn from each other. Again, several companies
successfully addressed this issue through a mixture of formal structures
such as knowledge sharing databases and print campaigns and informal
initiatives such as networking events and job-swap schemes. Consistent
communication behavior of leaders needs to be consistent with what
they are saying, both formally and informally. Their actions must
support the "business story." Leaders must also be good communicators
themselves, so they can tell the business story convincingly.
Gustav Friedrich, for example, offers communication competence
to define as situations ability to formulate realistic and appropriate goals
and to maximize their implementation by using knowledge about
myself, context, communication theories and generate as a consequence
adequate communication performance. Communication competency can
be measured very easily by checking whether the objectives /
information, media, interactive/ are achieved.
Scientists like Larson, Philip Backlund, and Redmond defined the
communication competence as "the ability of people to demonstrate

3. knowledge of proper communication behavior in a situation". A key
concept in the case is a demonstration of proper behavior. Backlund and
Weimann, on the other hand, define communication competence as
choices of behavior in an interactive environment with the intention of
achieving certain objectives. The focus here is on a successful
realization of information purposes, as a critical component for
communicators.
Competence research reveals a number of "dimensions" or
components of competence, the most clearly defined being empathy,
behavioral flexibility, and interaction management. With a basic
knowledge of which communication abilities are necessary for adequate
functioning in society, educators are then challenged to devise
educational strategies to give people the knowledge and experiential
learning necessary to achieve competence in this vital area of their lives.
Realization of the objectives is related to performance of the
communication managers.
Communication competence is the ability of an individual to
demonstrate knowledge of the appropriate communicative behavior in a
given situation. Skills are related to opportunities for personal
demonstration of appropriate behavior.
Areas of communication competence:
 Organizational communication;
 Interpersonal communication;
 Public speech;
 Technical writing;
 Television production;
Quite different is the concept of "intercultural communication
competence". Since one of its topics is intercultural effectiveness, it
cannot be based on the power of societal norms. It has to deal with the
merging of these norms and the creation of new ones. Here the success
which might be of importance would be on level .

4. According to the database Knowledge center IABC four main factors
influencing communications for the successful performance of
companies:
... Clearly defined objectives and programs;
... Effective interface;
... Actively sharing information and management organization;
.... Consistently leadership behavior and communications