Post on 05-Apr-2018
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Jill Baldwin MA,MCIPD, FHEA, PGCESenior Lecturer Work Based Learning
Ashcroft International Business School
Communication
(2)
Introduction to People,Organisations and Management:
Part A
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Lecture Objectives:
By the end of this lecture you will be ableto:
Interpret expectations for the communicationassessment question
Recognise the importance of organisationalcommunication mechanisms
Identify the aspects of an open and closedcommunication climate
Plan effective use of weeks 11 and 12
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Communication barriers recap
4 key barriers to communication:Process BarriersDistortion of meaning anywhere along the communication process
from sender to receiver.
Personal BarriersInterpersonal skills, Verbal and non verbal communication,
stereotypes, gender differences, cultural diversity, emotions, egos,active listening
Physical Barriers
Distance, Geographical location, office design and layout, computerand telephone equipment
Semantic BarriersWords, Encoding and decoding errors because of phrases of
communication and misinterpretation, Jargon, Mixed messages,language variations,
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Communication Assessment
Question 4
Under each of the 4 key barrier areas,there are numerous barriers to effective
communicationDo not choose the 4 key areas
themselves, BUT choose 4 actual barriers
from within these areas, ideally one fromeach, to explore in your answer
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Organisational Communication
A recent study by the CIPD (Cannell,2007) in Britain found that just over half of
employees surveyed felt that they werebeing informed about what their companywas doing and only 65% said they were
given enough information to enable themto work effectively
Cited in Buchanan & Huczynski, 2010
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4 key objectives for organisational
internal communications:
Engaging employees to achieve businessgoals (85% of respondents)
Understanding organisational goals andstrategy (81% or respondents)
Supporting culture change (52%)
Creating an open environment fordialogue across the organisation (50%)
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How can employee behaviour be
channelled in the right direction?
Management cannot change individualbehaviour directly, or by attempting to
alter peoples personalities. It is moreeffective and practical to influence thepremises on which people make their own
decisions about how they behave
March & Simon (1958)
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Mechanisms for communicating
with employeestop down
Management chain of command Regular meetings with managers In-house newspapers/magazines
Company Intranet NoticeboardsVideos and in house tv Conferences and seminars Employee reports Team briefings Email, intranet, blogs, podcasts
Buchanan & Huczynski, 2010
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Mechanisms for communicating
with employees: 2-way exchanges
Web 2.0 interactive systems
speak out programmes
Suggestion or bright ideas schemes
Open door policiesAppraisal system
Quality circles
Attitude surveys
Interactive email
Buchanan & Huczynski, 2010
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Grapevine Patterns
Source: Davis, K. and Newstrom, JW., Human Behaviour at Work: Organisational Behaviour, 7thEd. New York: McGraw-Hill, p317.
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Open & Closed
communication climates
Open, supportive communication climate Closed, defensive communication climate
Descriptive: informative rather than evaluativecommunication
Judgemental: emphasis on apportioning blame, makepeople feel incompetent
Solution-oriented: focus on problem-solving rather thanon what is not possible
Controlling: conformity expected, inconsistency and changeinhibited
Open and honest: no hidden messages Deceptive: hidden meanings, insincerity, manipulativecommunication
Caring: emphasis on empathy and understanding Non-caring: detached and impersonal, little concern forothers
Egalitarian: everyone valued regardless of role or status Superior: status and skill differences emphasised in
communication
Forgiving: errors and mistakes recognised as inevitable,focus on minimizing
Dogmatic: little discussion, unwillingness to accept views ofothers or compromise
Feedback: positive, essential to maintaining performanceand relationships
Hostile: needs of others given little importance
(Gibb, 1961)
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What next? Weeks 11 and 12
Summary sessions:
Week 11: Personality & Learning
Week 12: Motivation & Communication
Bring with you, to lecture and seminar, your answers tothe assessment questions relevant to the topics for theweek
Expect to undertake discussions and activities toevidence your learning to date and apply this to yourpersonal reflective practice and career management
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What next? Weeks 11 and 12
Summary sessions: Week 11: Personality & Learning Week 12: Motivation & Communication
Lecture: Key Points in OB literatureSeminar: Work on assessment, Q&A with tutor, student led
Lecture & Seminar: reflections on and activities for personalreflective practice and career development, in the context of the 4topics
(This will only be effective if you attempt the assessment questions,do the reading and come with your questions)
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This weeks seminar:
No structured seminar activity sheet:
2 hours of seminar time for your tutor toindividually look at your work so far
Prepare for the coming 2 weeks, chaptersummaries for the 4 topics
Group/Discussions/Presentations on the topics
Work on assessment questions