Organization Communication ProcessOrganization Communication Process

Organization Communication ProcessOrganization Communication Process

Communication is the transfer of information from one person to another person. Communication is the transfer of information from one person to another person.

It is a way of reaching others by transmitting ideas, facts, thoughts, feelings, values.

Its goal is to have the receiver understand the message as it was intended.

Communication always involves at least two people- a sender and receiver.

It is a way of reaching others by transmitting ideas, facts, thoughts, feelings, values.

Its goal is to have the receiver understand the message as it was intended.

Communication always involves at least two people- a sender and receiver.

Importance of communication Importance of communication

Without communication there can’t be any coordination in an organization and it will collapse.

Without communication there won’t be any cooperation where the employees communicate their needs and feelings to others.

Communication helps accomplish all the management functions –planning, organizing, leading and controlling.

Effective communication tends to encourage better performance and job satisfaction.

Without communication there can’t be any coordination in an organization and it will collapse.

Without communication there won’t be any cooperation where the employees communicate their needs and feelings to others.

Communication helps accomplish all the management functions –planning, organizing, leading and controlling.

Effective communication tends to encourage better performance and job satisfaction.

The positive response of those responses of those employees’ supports one of the basic propositions of organizational behavior- open communication is generally better than restricted communication.

The positive response of those responses of those employees’ supports one of the basic propositions of organizational behavior- open communication is generally better than restricted communication.

Managers not only initiate communications, they pass them on.

Managers need timely useful information to make sound decisions.

Most of the links in the organization’s communication chain are in the management group.

If the communication chain is too long there will be information loss.

Managers not only initiate communications, they pass them on.

Managers need timely useful information to make sound decisions.

Most of the links in the organization’s communication chain are in the management group.

If the communication chain is too long there will be information loss.

The Two -Way Communication ProcessThe Two -Way Communication Process

DevelopIdea

Encode TransmitReceiveUse

Decode Accept

MessageBarriers

MessageBarriers

Develop an Idea: Step-1 is to develop an idea that the sender wishes to transmit. This is the key step. If the message is not worthwhile, all the other steps will be useless.

Develop an Idea: Step-1 is to develop an idea that the sender wishes to transmit. This is the key step. If the message is not worthwhile, all the other steps will be useless.

Encode: Step 2 is encode (convert) the idea into suitable words, charts, or other symbols for transmission.

Encode: Step 2 is encode (convert) the idea into suitable words, charts, or other symbols for transmission.

Transmit: After developing the message Step-3 is to transmit it by the method chosen e.g. memorandum, phone call, or personal visit. The communication is done by careful timing. The sender also tries to keep the communication channel free of barriers or interference, so that the message has a chance to reach the receiver and hold his or her attention.

Transmit: After developing the message Step-3 is to transmit it by the method chosen e.g. memorandum, phone call, or personal visit. The communication is done by careful timing. The sender also tries to keep the communication channel free of barriers or interference, so that the message has a chance to reach the receiver and hold his or her attention.

Receiver controls step 4 to 8.Receiver controls step 4 to 8.

Receive: Transmission allows another person to receive a message, which is step 4. In this step the initiative transfers to the receiver, who tunes in to receive the message. If it is oral, the receiver needs to be a good listener. If the receiver does not function, the message is lost.

Receive: Transmission allows another person to receive a message, which is step 4. In this step the initiative transfers to the receiver, who tunes in to receive the message. If it is oral, the receiver needs to be a good listener. If the receiver does not function, the message is lost.

Decode: Step 5 is to decode the message so that it can be understood. The sender wants the receiver to understand the message exactly as it was sent.

Decode: Step 5 is to decode the message so that it can be understood. The sender wants the receiver to understand the message exactly as it was sent.

Accept: Step 6 is, once the receiver has obtained and decoded the message, the person has the opportunity to accept or reject it. The sender would like the receiver to accept the communication in the manner intended so that activities can progress as planned.

Accept: Step 6 is, once the receiver has obtained and decoded the message, the person has the opportunity to accept or reject it. The sender would like the receiver to accept the communication in the manner intended so that activities can progress as planned.

Use: Step 7 in the communication process is for the receiver to use the information. The receiver may discard it, perform the task as directed, store the information for the future, or do something else. The receiver is largely in control of what to do.

Use: Step 7 in the communication process is for the receiver to use the information. The receiver may discard it, perform the task as directed, store the information for the future, or do something else. The receiver is largely in control of what to do.

Provide feedback: Step 8 is when the receiver acknowledges the message and responds to the sender, feedback has occurred. Feedback completes the communication loop. Two way communication requires feedback.

Provide feedback: Step 8 is when the receiver acknowledges the message and responds to the sender, feedback has occurred. Feedback completes the communication loop. Two way communication requires feedback.

Communication BarrierCommunication Barrier

Even the receiver receives the message and makes a genuine effort to decode it; a number of interferences may limit the receiver’s understanding.

These obstacles acts as noise, or barriers to communication, and may emerge in either the physical surroundings (coworker’s radio overshadows your phone conversation) or within an individuals emotions (the distraction of the receiver’s concern about a sick relative).

Noise may entirely prevent communication, filter out part of it, of give it incorrect meaning.

Even the receiver receives the message and makes a genuine effort to decode it; a number of interferences may limit the receiver’s understanding.

These obstacles acts as noise, or barriers to communication, and may emerge in either the physical surroundings (coworker’s radio overshadows your phone conversation) or within an individuals emotions (the distraction of the receiver’s concern about a sick relative).

Noise may entirely prevent communication, filter out part of it, of give it incorrect meaning.

Three types of barriers

1.personal 2.Physical3.semantic

Personal Barriers Personal Barriers

Human emotions

Values

Poor listening habits

Education

Race

Sex

Socioeconomic status

Psychological distance- a feeling of being emotionally separated

Human emotions

Values

Poor listening habits

Education

Race

Sex

Socioeconomic status

Psychological distance- a feeling of being emotionally separated

Under these conditions, when the sender’s and receiver’s perceptions are reasonably close together, their communication will be more effective.

Under these conditions, when the sender’s and receiver’s perceptions are reasonably close together, their communication will be more effective.

Physical barriers: Physical barriers:

Noise

Distances between people

Walls

Static that interferes with radio message

Noise

Distances between people

Walls

Static that interferes with radio message

Barriers arise from limitations or wrong meaning in the symbols which we communicate.

Words

Pictures

Actions

Words

Pictures

Actions

Semantic BarriersSemantic Barriers

Communication symbols:Communication symbols:

Words: 50%of the time words are used as the mode of communication. Context: context gives the words its actual sense. Social cues are positive or negative bits of information that influence how people react to different communications

Pictures: blue prints, progress charts, fishbone diagrams, causal maps, visual aids in training program.

Action (nonverbal communication): handshake, smiling. Body language.

Words: 50%of the time words are used as the mode of communication. Context: context gives the words its actual sense. Social cues are positive or negative bits of information that influence how people react to different communications

Pictures: blue prints, progress charts, fishbone diagrams, causal maps, visual aids in training program.

Action (nonverbal communication): handshake, smiling. Body language.

Downward Communication Downward Communication

Four prerequisites of downwards communication: Four prerequisites of downwards communication:

Managers need to develop a positive communication attitude.

Managers must continually work to get informed.

Managers need to consciously plan for communication, and they must do this at the beginning of a course of action.

Managers must develop trust: trust between senders and receivers.

Managers need to develop a positive communication attitude.

Managers must continually work to get informed.

Managers need to consciously plan for communication, and they must do this at the beginning of a course of action.

Managers must develop trust: trust between senders and receivers.

Communication overload: employees receive more communication inputs than they can process or more than they need. The key of better communication are timing and quality NOT quantity.

Communication Needs:Communication Needs:

Job instruction: A proper instruction should be given to the employees regarding their job.

Performance feedback: Performance and attitudes are improved by feedback.

News: Downward messages should reach employees as fresh and timely news rather than a stale confirmation. Informations can be distributed by newsletters, posting on bulletin boards, insert in pay envelops, close circuit TV, daily recorded telephone message e-mails.

Social needs: a perception which tells they are cared for, esteemed, and valued

Job instruction: A proper instruction should be given to the employees regarding their job.

Performance feedback: Performance and attitudes are improved by feedback.

News: Downward messages should reach employees as fresh and timely news rather than a stale confirmation. Informations can be distributed by newsletters, posting on bulletin boards, insert in pay envelops, close circuit TV, daily recorded telephone message e-mails.

Social needs: a perception which tells they are cared for, esteemed, and valued

Upward CommunicationUpward Communication

If there is poor upward communication, management loses with employee needs and lacks sufficient information to make sound decisions.

If there is poor upward communication, management loses with employee needs and lacks sufficient information to make sound decisions.

Four problems in upward communication:Delay: unnecessary slow movement of information up to higher levels.

Filtering: partial screening out of informations occur because of the natural tendency for an employee to tell superior only what the employee thinks the superior wants to hear.

Short-circuiting: skip one or more steps in the communication hierarchy. Positive side id it prevents filtering and delay on the negative side is it upsets those who are bypassed- they are discouraged.

Need for response: employees have strong expectations of quick response.

Distortion: a willful modification of a message, e.g. exaggerate self achievement.

Upward Communication PracticesUpward Communication Practices

Questioning: managers can encourage upward communication by asking good questions. Questions can be open questions which provide broad topics or it can be closed questions focused on narrower topics with specific response.Listening: active listening helps receivers to understand both the factual ideas and emotional message the sender intended.Employee Meetings: in meetings with small groups of employees they can encourage talking about job problems, needs and management practices that both help and interfere with job performance. An open door policy: encourage employees to come to their supervisors or higher management with any matter that concerns them.Participation in social groups: informal, casual, recreational events furnish good opportunities for unplanned upward communication.

Questioning: managers can encourage upward communication by asking good questions. Questions can be open questions which provide broad topics or it can be closed questions focused on narrower topics with specific response.Listening: active listening helps receivers to understand both the factual ideas and emotional message the sender intended.Employee Meetings: in meetings with small groups of employees they can encourage talking about job problems, needs and management practices that both help and interfere with job performance. An open door policy: encourage employees to come to their supervisors or higher management with any matter that concerns them.Participation in social groups: informal, casual, recreational events furnish good opportunities for unplanned upward communication.

Lateral CommunicationLateral Communication

Lateral communication is cross communication which is communication across chain of command. It is necessary for job coordination with people in other departments.

Lateral communication is cross communication which is communication across chain of command. It is necessary for job coordination with people in other departments.

Boundary Spanners: boundary spanning employees have strong communication links within their department, with people in other units, and with the external community.

Network: a network is a group of people who develop and maintain contacts to engage information informally, usually about a shared interest.

Ombudsperson: this person is created to receive and respond to inquiries, complaints, requests for policy clarification or allegation of wrong doing from employees who do not feel comfortable going through normal channel.

Boundary Spanners: boundary spanning employees have strong communication links within their department, with people in other units, and with the external community.

Network: a network is a group of people who develop and maintain contacts to engage information informally, usually about a shared interest.

Ombudsperson: this person is created to receive and respond to inquiries, complaints, requests for policy clarification or allegation of wrong doing from employees who do not feel comfortable going through normal channel.

Electronic CommunicationElectronic Communication

E-mail

Telecommuting

Virtual offices

Informal CommunicationInformal Communication

Grapevine: is an informal communication system. Grapevine: is an informal communication system.

The grapevine pattern: The grapevine pattern:

Single strand: each tells one anotherGossips: one tells allProbability: each randomly tells othersCluster: some tells othersLiaison individuals: the people who keep the grapevine active

Single strand: each tells one anotherGossips: one tells allProbability: each randomly tells othersCluster: some tells othersLiaison individuals: the people who keep the grapevine active

The grapevine patternThe grapevine pattern

Grapevines can be accurate as well as inaccurate

Not the whole of grapevine is trueGrapevines are fastGrapevines are influential

Grapevines can be accurate as well as inaccurate

Not the whole of grapevine is trueGrapevines are fastGrapevines are influential

Types of Grapevines

BB

DD

CC

AA

XX

Single strand(Each tells one

other)

Single strand(Each tells one

other)

AB

C

D

E

F

G

I

Gossip(One tells all.)

Gossip(One tells all.)

A

K

DB

H

F

G

CI

E

J

Probability(Each randomly

tells others.)

Probability(Each randomly

tells others.)

J

BI

FD

C

A

Cluster(Some tell others.)

Cluster(Some tell others.)

Types of Grapevines