ip business communication 1

8/10/2019 IP Business Communication 1

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How would you define communicat ion?


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Definition : Keith Davis(Human Behaviour at Work)

The transfer of information and understanding

from one person to another person. It is a way

of reaching others with facts, ideas, thoughts

and values. It is a bridge of meanings amongpeople so that they can share what they feel

and know.

By using this bridge, a person can cross safely

the river of misunderstanding that sometimes

separates people.


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Definition : Rogers & Rogers

The behavior of individuals in organizations

is best understood from a communicationpoint of view.


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Why is organizational communication

important?

Work is more complex and requires greater

coordination and interaction among workers

The pace of work is faster

Workers are more distributed


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important?

Simultaneous, distributed work processes are

more common

Knowledge and innovation are more critical to an

organizations competitive advantage

Communication technologies and networks areincreasingly essential to an organizations

structure and strategy.


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important?

Communication is not only an essential aspect of

these recent organizational changes, but effective

communication can be seen as the foundat ion

of modern organizations.


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More recent discussions focus on the growing dependence

on dynamic computer-facilitated communications that are

neither formal nor informal, such as communication within

teams.

It may be that the formal/informal dichotomy of the past is

becoming less salient as many new communication channels

now exist within organizations that are neither formal norinformal.


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Vertical Communication.

Vertical communication occurs between hierarchically

positioned persons and can involve both downward andupward communication flows.

Downward communication is more prevalent than

upward communication. Larkin and Larkin (1994)suggest that downward communication is most effective if

top managers communicate directly

with immediate supervisors and immediate supervisors

communicate with their staff.


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What matters most is not the supervisors leadership

style but whether the supervisor has power.

One way to give supervisors power is to communicatedirectly with them and to have them provide input to

decisions


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Ensuring that supervisors are informed about

organizational issues/changes before staff in general, and

then allowing them to communicate these issues/changesto their staff, helps reinforce their position of

power.

When the supervisor is perceived as having power,employees have greater trust in the supervisor

Donald Pelz (1952)


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Although the content priorities of downward communication

have not been definitively demonstrated, there is some level

of certainty with respect to the best approach to downward

communication:

Top managers should communicate directly with

immediate supervisors;

Immediate supervisors should communicate with theirdirect reports; and

On issues of importance, top managers should then follow-

up by communicating with employees directly.


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One consistent finding is that employee satisfaction with

upward communication tends to be lower than theirsatisfaction with downward communication

Gibson 1985; Gibson and Hodgetts 1991


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Some employee-based reasons why upward communication

tends to be poor:

Fear of reprisalpeople are afraid to speak their minds

Filtersemployees feel their ideas/concerns are modified

as they get transmitted upward

Timemanagers give the impression that they dont have

the time to listen to employees.

McClelland, 1988


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Lateral communication involves communication among

persons who do not stand in hierarchical relation to one

another.

While recent trends to flatten organizations have

enhanced the importance of lateral communications,

studies on lateral communication still lag behind those on

vertical communication.


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With the greater importance of teams, more attention is

now being directed at communication between team

members.

Lateral communications between workers in different

functional areas is also becoming a bigger concern as

greater attention is being directed at increasing the speed of

production through simultaneous, as opposedto sequential, work processes.


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There is greater emphasis on communication across

distributed workers and geographically separated work

groups doing similar kinds of work in an attempt to promote

learning and the sharing of expertise, best practices, and

lessons learned.


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Diagonal communication refers to communication

between managers and workers located in different

functional divisions.

Wilson,1992


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The concept of diagonal communication was

introduced to capture the new communicationchallenges associated with new organizational forms,

such as matrix and project-based organizations.


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1. Dyadic

2. Group

3. Public

4. Organizational

5. Family


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Impersonal Communication

Impersonal communication is that which involves

functional short-term exchanges such as might

occur between a shopper and a salesman.


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Stages of Interpersonal

Communication

1. Initial encounter: offers a first impression that can be

full of communication data. Likes or dislikes can be

instantaneous.

2. Experimenting: is the second step in interpersonal

communication. In this step, information is

exchanged on a variety of topicsgeneral and safeat first, gradually becoming more personal and more

self-revealing.


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Communication3. Intensifying: follows when the experimentation leads

to positive mutual conclusions that the

relationship is worth pursuing

4. Integration:in which mutual decisions are

made that the relationship is fulfilling. This is the stage of

intense friendships, close business partnerships etc.


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Communication

5. Bonding: is the final stage, in which the relationship is

sealed (often formally with contracts or written agreements)and generally is publicized (such as through

announcements).


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1. Dyadic communication includes two people, with some

of the elements of interpersonal, but the context is

not face-to-face. Example: Two business colleaguesusing the telephone or e-mail.

2. Group communicationincludes a small group of people.

Example: Teleconference in a distance learning class.


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Mass communication is a more public form of communication

between an entity and a large and diverse audience,

mediated by some form of technology.

This may be either real time or on a taped delay basis,

or it may be rooted in the usually recent past.

Examples: Radio and television, newspapers and magazines.


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Key functions of Communication

The primary functions of organizational communication:

Implementation of plans

Leading, motivating, and influencing

Public relations

Problem-solving and decision-making

Conflict management, negotiating, and bargaining


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Key functions of Communication

Neher, 1997

The primary functions of organizational communication:

Compliance-gaining

Leading, motivating, and influencing

Sense-making

Problem-solving and decision-making

Conflict management, negotiating, and bargaining


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1. Arises from social interaction

2. People talk about people

3. People talk about interests that affect them

4. It functions through word of mouth

5. It operates at a fast speed and takes its own course


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Official Deliberately planned Part of structure

Directed toward goalsof the enterprise Impersonal Stable and rigid

Slow and structured Few chances of

distortion

Unofficial Unplanned Cuts across

Directed toward goalsof individuals Personal and social Flexible and instable

Fast and unstructured Many chances of

distortion


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Communication Networks: Circle


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Communication Networks: Chain


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Communication Networks: Wheel


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Communication Networks:

All Channel


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Communication Networks: Y


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Encoder/sender

Channel Message Decoder/receiver Noise


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Semantic

Organizational

Interpersonal

Individual

Cross cultural

Physical


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1. Words having similar pronunciation but multiple meanings

Example: Site, cite, sight

2. Badly expressed message

3. Wrong interpretation

4. Unqualified assumptions

5. Technical language


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1. Culture and climate

2. Rules and regulations

3. Status relationships

4. Complex structure

5. Inadequate facilities and opportunities

6. Poor superiorsubordinate relationships


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Barriers emanating from Superior

1. Shortage of time for employees

2. Lack of trust

3. Lack of consideration for employee needs

4. Withholding information

5. Fear of losing power and control

6. Information overload


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Barriers emanating from Subordinate

1. Lack of proper channel

2. No interest to communicate

3. Lack of cooperation

4. Lack of trust

5. Poor relationship

6. Fear of penalty


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1. Style

2. Selective perception

3. Halo effect

4. Status relationship

5. Poor attention and retention

6. Inattention

7. Undue importance to the written words


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8. Defensiveness

9. Closed mind

10. State of health

11. Filtering


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1. Values

2. Norms of behaviour

3. Social relationships

4. Concepts of time

5. Concepts of space

6. Non verbal communication


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1. Noise

2. Environment

(a) External trans-receivers

(b) Number of links in a chain

(c) Circumstantial factors

3. Defects in the medium


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1. Fostering good relationships

2. Well focused communication

3. Coordination between superior and subordinate

4. Avoid technical jargon

5. feedback

6. Accuracy


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7. Clarity

8. Organization philosophy

9. Flat organization structure

10. Division of labour

11. Organization policies


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12. Minimize semantic problems

13. Proper communication channels

14. Accurate feedback

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