Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
here you will find some basic applications of shortcuts which will help you to understand the behavior of your employees within the organization with the brief description in the conclusion, these are of 3 types:
1.Employment interview.
2.Performance expectation.
3.Performance evaluation.
Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
here you will find some basic applications of shortcuts which will help you to understand the behavior of your employees within the organization with the brief description in the conclusion, these are of 3 types:
1.Employment interview.
2.Performance expectation.
3.Performance evaluation.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)Yamini Kahaliya
This contains the notes on Perception In organisation Behavior.
it covers details about following points:-
1. Introduction
2. Nature
3. Process
4. Importance
5. Factors Influencing Perception
{Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categories this information and how to interpret it within the framework of existing knowledge.
For e.g. – Yami goes to a restaurant and likes their customer service, so she will perceive that it is a good place to hang out and will recommend it to her friends, who may or may not like it. Yami’s perception about the restaurant is good.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Notes on Perception in organisation Behavior (Notes for BBA/B.com Students)Yamini Kahaliya
This contains the notes on Perception In organisation Behavior.
it covers details about following points:-
1. Introduction
2. Nature
3. Process
4. Importance
5. Factors Influencing Perception
{Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categories this information and how to interpret it within the framework of existing knowledge.
For e.g. – Yami goes to a restaurant and likes their customer service, so she will perceive that it is a good place to hang out and will recommend it to her friends, who may or may not like it. Yami’s perception about the restaurant is good.
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
Adwords Seminar 3: PLAs - How to do and Optimiseindiumonline
1. Layers recap
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a. The Feed
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c. Optimisation
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a. Keywords Budget Seesaw
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A chaper of OB.cvccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccbhgfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrfrgtrdfgtggggggggd
Communication definition is - a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior; also : exchange of information. How to use communication in a sentence.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. COMMUNICATION
• “Constantly talking is not necessarily
communicating.”
• Poor communication is most probably the most
common source of interpersonal conflict.
• Individuals spend nearly 70% of their waking
hours communicating –
Writing, reading, speaking, listening.
• Recruiters rank Communication skills at the top of
their list of desired characteristics.
3. COMMUNICATION
• Communication is the Transfer and the
Understanding of meaning.
• What would perfect communication be?..
• When a thought or idea was transmitted so
the receiver perceived exactly the same
mental picture as the sender.
• Is perfect communication ever achieved?..
4. COMMUNICATION – Functions of
Communication
• 4 major functions within a group or
organisation :
• 1. Control
• 2. Motivation
• 3. Emotional expression
• 4. Information
5. COMMUNICATION - Functions of
Communication
• 1. Control :
• Organisations have authority hierarchies and formal
guidelines employees are required to follow.
• When employees are required to communicate any
job-related grievance to their immediate boss, to
follow their job description, or to comply with
company policies, communication is performing a
control function.
• Does Informal communication also control behaviour?
• When work groups harass a member who produces too
much..?..
6. COMMUNICATION - Functions of
Communication
• 2. Motivation :
• Communication motivates by clarifying what
needs to be done, how well they are
doing, and how to improve performance if it is
below par.
7. COMMUNICATION - Functions of
Communication
• 3. Emotional expression :
• For many employees, their work group is a
primary source of social interaction.
• The communication within the group is a
fundamental mechanism by which members
show their satisfaction and frustration.
8. COMMUNICATION - Functions of
Communication
• 4. Information :
• Communication provides the information
needed for decision making.
• All these 4 functions are equally important.
9. COMMUNICATION – The
Communication Process.
• Communication Process : The steps between a source and a
receiver that result in the transfer and understanding of meaning.
• The key parts of this process model are:
• 1. Sender – encodes the thought.
• 2. Encoding
• 3. Message – speech, writing, movements of arms, expression on
our faces.
• 4. Channel – Formal or Informal
• 5. Decoding -
• 6. Receiver
• 7. Noise – communication barriers
• 8. Feedback – tells us how successful we have been in transferring
our messages as originally intended.
11. COMMUNICATION –
Direction of Communication
• Direction of Communication :
• 1. Downward communication.
• 2. Upward communication.
• 3. Lateral communication.
12. COMMUNICATION –
Direction of Communication
• 1. Downward communication :
• Used by group leaders and managers communicating
with employees to assign goals, provide job
instructions, explain policies and procedures, point
out problems that need attention and offer feedback
about performance.
• As managers, one must explain why a decision was
made.
• Employees are twice as likely to be committed to
changes when the reasons behind them are fully
explained.
• It is one-way in nature. Managers inform employees
but rarely solicit their advice or opinions.
13. COMMUNICATION –
Direction of Communication
• 2. Upward communication :
• Feedback to higher ups, inform them about progress
towards goals, relay current problems.
• Keeps managers aware of how employees feel about
their jobs, co-workers, and the organisation in
general; how conditions can be improved.
• For effective upward communication, remove
distractions : Meet in a conference room rather than
the boss’s cubicle; Communicate in headlines;
Support your headlines with actionable items.
14. COMMUNICATION –
Direction of Communication
• 3. Lateral communication :
• Communication taking place among menbers of the
same work group, members of work groups at the
same level, managers at the same level, or any
horizontally equivalent workers.
• Saves time, facilitates communication.
• Some lateral relationships are formal, most are
informal.
• When done with management’s support, it can be
beneficial.
• When formal vertical channels are breached, it can
create dysfunctional conficts.
16. COMMUNICATION –
Interpersonal communication
• 1. Oral communication :
• The chief means of conveying messages.
• Speeches, formal one-on-one and group
discussions, and the grapevine.
• Advantages : Speed, feedback.
• Rapid feedback allows sender to quickly detect
and correct it.
• Disadvantage : The more people the message has
to pass through, the greater the distortion.
17. COMMUNICATION –
Interpersonal communication
• 2. Written communication :
• Memos, letters, faxes, e-mail, instant messaging, organisational
periodicals, notices placed on bulletin boards.
• Tangible and verifiable.
• Both the sender and the receiver have a record of the communication.
• The message can be stored for an indefinite period.
• Physically available for later reference.
• Particularly relevant for lengthy communication.
• Eg. : The Marketing plan for a new product may contain a number of
tasks spread over several months.
• Writing something down makes you think about it more, think
logically, and clearly.
• Disadvantages : Time-consuming, eg. Written exam vs Viva.
• No built-in feedback mechanism.
18. COMMUNICATION –
Interpersonal communication
• 3. Non verbal communication :
• The 2 most important messages body language
conveys are :
• 1. The extent to which we like another and are
interested in his or her views. – We are more likely to
position ourselves closer to people we like.
• 2. The perceived status between a sender and
receiver. – If you feel you are of a higher status than
another, you are more likely to adopt a casual
approach- sit slouched or with crossed legs.
• Facial expessions, intonations, physical distance.
19. COMMUNICATION –
Organisational communication
• Formal small group networks :
• 1. Chain – rigidly follows the formal chain of command.
Eg. Rigid 3 level organisation.
• 2. Wheel – Central figure to act as the conduit for the
entire group’s communication. Eg. Team with a strong
leader.
• 3. All-channel – All group members to actively
communicate with each other. Eg: Self managed teams.
• Grapevine
21. COMMUNICATION –
Organisational communication
• The Grapevine :
• It is the informal communication network in a
group or organisation.
• A survey found it is where 75% of employees
hear about matters first.
• Word-of-mouth has important effects on
whether job applicants join an organisation.
22. COMMUNICATION –
Organisational communication
• 3 main characteristics :
• 1. Not controlled by management.
• 2. Most employees perceive it as more
believable and reliable than formal
communication from top management.
• 3. It is largely used to serve the interests of
the people within it.
23. COMMUNICATION –
Organisational communication
• One interesting study:
• When on executive decided to resign, 81% of the
others knew about it, but only 11% had transmitted
the information to someone else.
• Research suggests about 75% of information that flows
along the grapevine is acurrate.
• As widely believed,
• Rumours do not arise because they make good gossip.
• Rumours arise when there is ambiguity in situations
that are important to us, when there is anxiety.
24. COMMUNICATION –
Organisational communication
• As managers, it can give you a feel for the morale of your organisation
and identify issues your employees consider important.
• For employees, small talk creates a sense of closeness and friendship
among those who share information.
• As managers, try to minimise the negative consequences of rumours.
How?
• 1. Provide information.
• 2. Explain actions and decisions that may appear inconsistent, unfair, or
secretive.
• 3. Refrain from shooting the messenger – rumors are a natural byproduct
– respond calmly, rationally, respectfully.
• 4. Maintain open communication channels – encourage employees to
come to you with concerns and suggestions.
25. COMMUNICATION –
Electronic communication
• Electronic communication – Advantages and
challenges :
• 1. E mail.
• 2. Instant messaging and short messaging
service.
• 3.Networking software.
• 4. Blogs.
• 5. Video Conferencing.
26. COMMUNICATION –
Electronic communication
• 1. Email :
• Advantages :
• Can be quickly written, edited, stored.
• They can be distributed to one person or
thousands with the click of a mouse.
• Recipients can read them at their own
convenience.
• Cost is minimal.
27. COMMUNICATION –
Electronic communication
• Drawbacks :
• 1. Misinterpreting the message.
• 2. Communicating negative messages.
• 3. Time consuming nature of e-mail.
• 4. E-mail emotions.
• 5. Privacy concerns.
28. COMMUNICATION –
Electronic communication
• 1. Misinterpreting the message :
• One research team at New York university found we can
accurately decode an e mail’s intent and tone only 50% of
the time.
• 2. Communicating negative messages :
• Email may not be the best way to communicate negative
messages.
• 3. Time consuming nature of e mail :
• An estimated 62 trillion e mails are sent every year.
60%, i.e. 36 million are non spam.
• A survey of Canadian managers revealed that 58% of them
spent 2-4 hours per day reading and responding to e mails.
29. COMMUNICATION –
Electronic communication
• Strategies to deal with email overload:
• 1. Don’t check e mail in the morning. Take care of
other important tasks which might otherwise never get
done.
• 2. Check e mail in batches. Maybe twice a day. Don’t
log in 50 times a day.
• 3. Unsubscribe from newsletters and subscriptions that
you do not need.
• 4. Stop sending e mail that you do not need to send.
Shorter e mails get shorter responses.
• 5. Declare e-mail bankruptcy. Wipe out your entire
inbox and start over.
30. COMMUNICATION –
Electronic communication
• 4. E mail emotions. The lack of visual and vocal cues means
emotionally positive messages, including praise, will be
seen as more emotionally neutral than the sender
intended.
• Without real time feedback from the receiver, senders
write things they would never be comfortable saying in
person.
• When writing an e mail when angry and upset, save it as a
draft and look at it again later.
• When others send flaming messages, remain calm and do
not respond in kind.
• Try to see the message from the other party’s point of view.
31. COMMUNICATION –
Electronic communication
• 5. Privacy concerns :
• 2 privacy issues with e-mails:
• 1. E mails may be monitored.
• 2. You can’t always trust the recipient of the e-
mail to keep it confidential.
• Never write anything that you would not want
made public.
32. COMMUNICATION –
Electronic communication
• 2. Instant messaging and short messaging service :
• Pros:
• Flexible, one can be reached anywhere, anytime.
• Preferable for 1 or 2 line messages that would
otherwise clutter up an e-mail inbox.
• Cons:
• Can disturb concentration and focus. Eg. During
meetings.
• Security risk:Can be intercepted.
• Informality of text messaging may spill over into
business e mails. Eg.: omg, wth..
33. COMMUNICATION –
Electronic communication
• 3. Networking software :
• Facebook, Myspace.
• To get the most out of social networks and to
avoid irritating your contacts, use them for
high-value items only.
• A prospective employer might check your
Facebook or Myspace profiles.
34. COMMUNICATION –
Electronic communication
• 4.Blogs:
• A website where entries are written, and generally displayed in reverse
chronological order, about news, events and personal diary entries.
• 112 million blogs and 350 million blog entries are written everyday.
• Millions of employees have blogs.
• Many organisations and organisational leaders have blogs that speak for
the organisation.
• TWITTER : A free blogging and networking service where users send and
read messages known as tweets, may of which concern OB issues.
• “Micro-blog”
• Tweets can come from any employee about any work topic, with
organisations having less control over it.
• Can invite action against employees.
35. COMMUNICATION –
Electronic communication
• 5. Video Conferencing :
• Permits employees in an organisation to have
meetings with people at different locations.
• Travel savings.
• Important for everyone to be informed of the
agenda beforehand and equal time to be
provided to people at all locations, or remote
participants can feel left out.
37. COMMUNICATION –
Managing information
• 1. Dealing with information overload :
• Intel designed an 8 month experiment to see how
limiting information overload might aid
productivity.
• One group of employees was told to limit both
digital and in-person contact for 4 hours on
Tuesdays, while another group followed its usual
routine.
• The first group was more productive and 75% of
its members suggested the program be
expanded.
38. COMMUNICATION –
Managing information
• 2. Always on call :
• Some business travellers were disappointed when
airlines began offering wireless internet
connections in flight because they could no
longer use their time in flight as a rare
opportunity to relax without a constant barrage
of organisational communications.
• Both workers and their spouses relate the use of
electronic communication technologies outside
work to higher levels of work-life conflict.
• Risk of burnout from being on call 24 hours a day.
39. COMMUNICATION –
Managing information
• 3. Information security :
• A Merrill Lynch survey of 50 executives found 52% rated leaks
of company information as their number one information
security concern, topping viruses and hackers.
• In response, most companies actively monitor employee
internet use and e mail records, and some even use video
surveillance and record phone conversations.
• Such practices may seem invasive to employees.
• As managers, you can address their concerns by involving
them in the creation of information-security policies and
giving them some control over how their personal information
is used.
40. COMMUNICATION –
Choice of Communication channel
• Channel richness : The amount of information
that can be transmitted during a
communication episode.
• Why do people choose one channel of
communication over another-say a phone call
instead of a face to face talk?
• A model of media richness helps explain
channel selection among managers.
41. COMMUNICATION –
Choice of Communication channel
• Home work : Diagram : Information richness
of Communication channels.
42. COMMUNICATION –
Choice of Communication channel
• Channels differ in their capacity to convey information.
Some are rich in that they can
• 1. Handle multiple cues simultaneously.
• 2. Facilitate rapid feedback.
• 3. Be very personal.
• Others are lean in that they score low on these factors.
• Face to face conversation scores the highest in channel
richness, because it transmits the most information per
communication episode – multiple information cues
(words, postures, facial
expressions, gestures, intonations), immediate
feedback(both verbal and nonverbal), and the personal
touch of being present.
43. COMMUNICATION –
Choice of Communication channel
• The choice of channel depends on whether the message is
routine or non routine.
• Routine messages tend to be straightforward and have
minimal ambiguity;channels low in richness can carry them
efficiently.
• Non-routine communications are likely to be complicated
and have the potential for misunderstanding. Managers can
communicate them effectively only by selecting rich
channels.
• Evidence indicates high performing managers tend to be
more media sensitive than low performing managers.
• They are better able to match appropriate media richness
with the ambiguity level in the message.
44. COMMUNICATION –
Barriers to Effective communication
• 1. Filtering
• 2. Selective perception
• 3. Information overload
• 4. Emotions
• 5. Language
• 6. Silence
• 7. Communication Apprehension
• 8. Gender differences
• 9. “Politically correct” communication
45. COMMUNICATION –
Barriers to Effective communication
• 1. Filtering :
• A sender’s manipulation of information so that it
will be seen more favourably by the receiver.
• Eg: A manager who tells his boss what he feels his
boss wants to hear.
• The more the levels, the more the filtering.
• Status differences increase filtering.
• Fear, eagerness to please.
46. COMMUNICATION –
Barriers to Effective communication
• 2. Selective perception :
• Receivers in the communication process
selectively see and hear based on their
needs, motivations, experience, background, inte
rests and expectations.
• Eg: An interviewer who expects a female job
applicant to put her family ahead of her career is
likely to see that in all female
applicants, regardless of whether they actually
feel that way.
• We do not see Reality
• We interpret what we see and call it reality.
47. COMMUNICATION –
Barriers to Effective communication
• 3. Information overload :
• When the information we have to work with exceeds
our processing capacity, the result is information
overload.
• When this condition strikes, what do individuals do?
• They tend to select, ignore, pass over, or forget
information.
• Or they may put off further processing until the
overload situation is over.
• The result is lost information and less effective
communication.
48. COMMUNICATION –
Barriers to Effective communication
• 4. Emotions :
• You may interpret the same message
differently when you are angry or distraught
than when you are happy.
• Extreme emotions such as jubilation or
depression are most likely to hinder effective
communication.
• The rational and objective thinking process is
disregarded.
49. COMMUNICATION –
Barriers to Effective communication
• 5. Language :
• Words can mean different things to different
people.
• Age and context are the 2 biggest factors.
• Our use of language is far from uniform.
50. COMMUNICATION –
Barriers to Effective communication
• 6. Silence :
• Absence of information.
• One survey found over 85% of managers reported remaining silent on
atleast one issue of significant concern.
• Employee silence means managers lack information about ongoing
operational problems.
• Silence regarding discrimination, harassment, corruption and misconduct
means top management cannot take action to eliminate this behaviour.
• Employees who are silent may also experience psychological stress.
• As managers, you must make sure you behave in a supportive manner
when employees voice divergent opinions or express concerns.
• One act of ignoring or belittling an employee for expressing concerns
may well lead the employee to withhold important future
communication.
51. COMMUNICATION –
Barriers to Effective communication
• 7. Communication Apprehension :
• 5 to 20 % of the population.
• Also called Social anxiety.
• Undue tension and anxiety in oral
communication, written comunication, or both.
• May rely on faxes or memos when a phone call would
be faster and more appropriate.
• As managers, be aware that oral communication
apprehensives may severely limit their oral
communication and rationalise this practice by telling
themselves it is not necessary for them to do their job
effectively.
52. COMMUNICATION –
Barriers to Effective communication
• 8. Gender differences :
• Research shows men tend to talk to
emphasize status.
• Whereas women tend to use it to create
connections.
• Men – status, power, independence.
• Women – connection, intimacy.
53. COMMUNICATION –
Barriers to Effective communication
• Men frequently complain that women talk on and on about
their problems.
• Women criticise men for not listening.
• What’s happening is that when men hear a poblem, they
assert their desire for independence and control by offering
solutions. Many women, on the other hand, view telling a
problem as a means to promote closeness and gain support
and connection, not to get advice.
• Mutual understanding is symmetrical. But giving advice is
asymmetrical. Its sets up the advice giver as more
knowledgeble, more reasonable, and more in control. This
creates distance.
54. COMMUNICATION –
Barriers to Effective communication
• 9. “Politically correct” communication :
• Communication that is so concerned with being
inoffensive, that meaning and simplicity are lost or free
expression is hampered.
• Eg:
• 1. The Los Angeles times allows its journalists to use the
term “old age” but cautions that the onset of old age varies
from “person to person”, so individuals in a group of 75
year olds are not necessarily all old.
• 2. CNN has fined its broadcasters for using the word
“foreign” instead of “international”.
• 3. The Little People of America (LPA) association prefers the
term “little people” to “dwarfs” or “midgets”.
55. COMMUNICATION –
Barriers to Effective communication
• Downside :
• It can complicate our vocabulary and make it
harder to communicate accurately.
• Garbage – Postconsumer waste materials
• Quotas – Educational equity
• Women – People of gender