ORGANISATIONAL COMMUNICATION

Falkné dr. Bánó Klára

BGF Külkereskedelmi Főiskolai Kar

Falkne.dr.BanoKlara@kkfk.bgf.hu

falk.cs@t-online.hu

Communication – definition

COMMUNICATION CONSISTS OF ALL

THE PROCESSES BY WHICH

INFORMATION IS TRANSMITTED

AND RECEIVED.

A general model of the communication process: (based on Shannon and Weaver’s model)

The importance of communications for the organisation

Communication is the lifeblood of theenterprise which coordinates all the activitiesof the organisation.

The form of communication, or whether communication takes place at all, can considerably effect theattitudes of the employees and the degree towhich they understand and support managementpolicies.

Types of Communication Systems

• FORMAL systems – arranged or approved by management

• INFORMAL systems – unofficial and unplanned methods

• ONE WAY – sender makes no provision for reaction from the receiver; fast, preserves management authority.

• TWO WAY – response from the receiver is provided for and encouraged; much slower, indicates a more participative approach to decision making and leadership style.

Types of Communication

VERBAL - dominates formal communications

NON VERBAL – important in informal

communications (Body Language)• Facial expression• Gestures• What is not said• Who is present or who is not invited to a

meeting

Direction of Communication

Barriers to Effective Communication

• Distortion of messages• Communication overload• Transmitting messages unsuitable for the audience• Using vague or meaningless words• Inability to listen

Communication involves active listening. Many managers make good talkers but poor listeners. It takes as much concentration (if not more) to listen as to talk.

Barriers to Effective Communication

• Perceptions of the sender/receiver In communicating we internally encode or decode messages by our past experience of the other person. (halo-horns effect)

A simple message can prompt wrong feelings in the receiver

Communication methods

FORMAL METHODS• Written instructions and announcements – one way,

downwards, permanent

• Broadcast messages over P.A. systems – one way,

downwards, not permanent

• Large meetings addressed by senior managers – mostly one way, downwards, not permanent – unless followed by written confirmation

Communication methods

FORMAL METHODS• Interdepartmental and team meetings –

encouraging two way and lateral communication; need written follow up to become permanent

• Interviews – provide a review of performancee.g. appraisal

• Joint committees of management and employee representatives – two way, up- and downwards, lateral, followed by minutes, therefore permanent, e.g. appeals against dismissal

Communication methods

FORMAL METHODS

• Suggestion schemes – mainly one way upwards, permanent

• Employee attitude surveys – mainly two way, permanent

• New technologies

Communication methods

INFORMAL METHODSat all levels in the organisation

• Casual conversations• Private networks• ‘Subversive ‘ material/information• Secret signs and gestures• Rumours – the Grape-vine

Main types of communication networks

Comparing the performance of centralized and decentralized communication networks

The process of communication