report for communication
TRANSCRIPT
8/17/2019 Report for Communication
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Objectives of Communication;
Characteristics of Effective BusinessCommunication through
Communication Networks
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What is Communication?
Communication is the art of transmitting information, ideas
and attitudes from one person to another.
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What are the most common ways we communicate?
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Elements of communication
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Levels of Communication
Intrapersonal – within ourselves
Interpersonal – involves two (2) people
Organizational – in an organization
Mass or u!lic – an" t"pes of media that we
used to communicate to mass audiences or
pu!lic speeches that we deliver
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rinci!les of Communication
Clarity
Conciseness
Objectivity
Consistency
Com!leteness"elevancy
#u$ience %nowle$ge
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Barriers to Communication
Can !e define as the aspects or conditions that
interfere with effective e#change of ideas orthoughts.
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&y!es
$ h"sical !arriers
$ %emantic and language !arriers
$ %ocio&ps"chological$ Cross&cultural !arriers
$ Organizational !arriers
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Barrier &y!es
'arge woring areaClosed office doors%eparate areas for
people of differentstatus
It for!ids team
mem!ers from
effectiveinteraction with
each other
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'emantic ( $ifferent meanings of wor$s
or other symbols
%emantic !arrier occurs when the meaning
of a message to the sender differs from
its meaning to the recipient.
unclear message
fault" translation
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Similar Sounding Words
his words are nown as *omophones (sound alie !ut
different meaning and spelling)
+#amples
pale-pail
alter-altar
!u"-!"e-!"
Words have multiple pronounciation
his words are nown as *omographs (spelled
the same !ut different meaning)
+#amples
*e must polish the olish furniture
*e could lead if he would get the lead out
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Similar Sounding Words
his words sounds alie !ut different
meaning
+#ample Close the window !efore the !ee gets too
close
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SOCIO-PSYCHOLOGICALBARRIERS
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Cultural conflict in work!lace
Culture
'anguage
1alues
/esture
%ocial relation
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ORGANIZATIONAL BARRIERS
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Organi*ational barriers+
%tatus relationship
Organizational structure
ules and regulations
uthoritatian attitude of management
'ac of communication polic"
Mechanical !arrier oorl" defined authorit" and responsi!ilit"
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atterns of communication
Circle Chain 6
%tar
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,ra!evine chains
0efinition
& n informal chat !etween people, seen as a
networ through which the information is
relia!l" spread.
& It transmit information ver" rapidl" in all
direction
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&y!es of gra!evine chains
A
B
C
D E
G
H
F
,ossi! chain ( one
person tells man"
D
7
C
B
A
'ingle stran$ - flows
lie a chain
KG
F
A
B
C
D
E H
I
Z
J
robability & information
ma" move from an"!od" to
an"!od"
B
D
C
A
G
I
J
Cluster chain – individuals
communicates with onl" those
individuals he-she trust
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)ow .o We Communicate?
here are two (2) !asic forms of communication
1er!al communication
8on&ver!al communication
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Communication through
/erbal an$ Non-/erbal 1er!al – uses language i.e. words and
grammar
8on&ver!al – attitudes are anal"zed
!ased on !od" language, posture,
gesture. Communication is done
unconsciousl" and natural".
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Listening an$ &hinking in
Communication rocess'istening is a e" component in esta!lishing
effective woring relationships !etween
emplo"ee groups and !etween managementand staff
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'tages of effective listening+
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Why are we listening?
to o!tain information
to evaluate
listening with empath"
listening for en9o"ment
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Critical thinker an$ critical
listener
s listeners we must also evaluate and assess
the information we heard in order to 9udge its
value and utilit" and we do this through critical
thining.
Critical thiner nows how to anal"ze and assess
information.Critical listener nows how to mae connections
!etween messages and issues.
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Communication rinci!les
an$ 'trategy
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'&"#&E,0C CO112N0C#&0ON
$ refers to polic"&maing and guidance for
consistent information activit" within an
organization and !etween organizations.
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'&"#&E,0C L#NN0N,
"OCE''$ 0ecide on the goals
& evaluate e#isting programs and
activities
Identif" the audience (staff, !oard, people who
might use "our service)
Identif" the products to !e delivered
Identif" the staeholders and their needs anda!ilities to contri!ute
Identif" the resources "ou have
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3#C&O"' &O '2CCE''32L
'&"#&E,0C L#NN0N,$ +ngagement & %trategic lanning is a process not an event.
e" element in the process is the engagement of all levels of staff
throughout the organization. %taff engagement generates additional input
and helps !uild their commitment to the end plan. It is essential to involveemplo"ees in the planning of strateg" and direction for the organization.
+mplo"ee4s input will
$ rovide insight into issues, challenges, concerns, and opportunities which
ma" not have !een nown or full" understood.
$ +nsure their :!u"∈ to help e#ecute the strategies.
$ he senior management team will not e#ecute the strategies – staff will.
+ngage them and "our strateg" e#ecution success rate will increase
dramaticall".
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Cont44
3actor to successful strategic !lanning
Communication & %trategic lanning processes are
successful when a !ottom up and top down communication approach is
taen. It starts off with a communication to all levels of emplo"ees
informing them that a %trategic lanning process will !e undertaen. It
includes how the" will !e involved in this process. his is the !ottom up
communication. +mplo"ees will provide input to the strategic planning
process through feed!ac surve"s, focus groups, meetings, etc.
regarding their ideas for organizational direction, etc.
Innovation & strategies for new product development
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Communication 5uote
6&he reason why we have two ears
an$ only one mouth is that we maylisten the more an$ talk the less7
& =eno of Citium &
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"eferences+
Seiler, William J. and Melissa L. Beall. (2002).
Communication making connections. Boston: Alln !
Bacon.
"#$ourke %&, James S. (200'). Management
communication: a case analsis aroac, 2nd ed. *e+
Jerse: earson-rentice all.