02 Communication Process

Managerial Communication 1

Changes Affecting the Workplace

Heightened global competition Flattened management hierarchies Expanded team-based management Innovative communication technologies New work environments Increasingly diverse workforce

Success in the new workplace requires excellent communication skills.

Communication

The term communication is derived from Latin word communicare means ‘to share’, ‘to impart’, or ‘to commune’, its literal meaning is ‘giving or sharing information’.

Therefore, communication is a process of sharing information, which is both dynamic and interactive, and results in an exchange of meaning and understanding.

Communication Process


Encoding: Process by which the sender translate the idea to be communicated in a message


Channel: Vehicle through which a message is sent.Examples • Magazine •TV•Radio


Decoding: process where receiver interprets the message

The Communication ProcessCLAUDE SHANNON MODEL-1948

1.Sender has idea

The process of communication starts in the mind of the sender

The Communication Process

2.Sender encodes idea in message

1.Sender has idea

To do so, he translates his thoughts from random impressions into messages/ words that will accurately convey his thoughts.



3.Message travels over channel

1.Sender has idea

Since humans are not telepathic, the thoughts of the sender remain as images/ideas in his/her mind.

Perhaps the sender realizes if he want help to solve a problem, he must communicate these thoughts to the other i.e. the receiver.




1.Sender has idea

4.Receiver decodes message

Then he chooses a channel to transmit his thoughts: verbal/written, sign/ symbolic

The receiver decodes it based on knowledge, experience……. i.e. the receiver assign meaning to the sound/signs and arrives at the thought behind the words




1.Sender has idea


5.Feedback travelsto sender

The receiver also recognizes that he/she is being called on to respond.




1.Sender has idea


6.Possible additional feedback to receiver

5.Feedback travelsto sender

Conclusion:

1.The sender has an idea

2.The idea becomes a message

3.The message is transmitted

4.The receiver gets the message

5.The receiver reacts and sends feedback to the sender.

Systems Approach to Communication Systems Approach to Communication

SourceSource EncodingEncoding MessageMessage ChannelChannel DecodingDecoding ReceiverReceiver

FeedbackFeedback

NoiseNoise NoiseNoise

Communication is a multivariable, dynamic interplay of numerous elements

Systems Approach Suggests that Understanding is Shaped by: Communication climate Context and setting Background, experiences Knowledge, mood Values, beliefs, culture

Hierarchy of Effects

Attention

Desire

Interest

I’LL ACCEPT IT!

Action

Hierarchy of Communications Effects

ignoranceignorance

AwarenessAwareness

KnowledgeKnowledge

Liking Liking

PreferencePreference

ConvictionConviction

Action Action

MYTHS ABOUT COMMUNICATION

1. I can decide when to communicate and when not to.

2. It’s a one way process.

3. We communicate primarily through words.

4. The message receives and what you communicate is identical.

5. Body language is a silent language.

6. You cannot load too much information on some one.

UNDERSTANDING BARRIERS

How shared experience affect understanding ?

little shared experience

meaning dissimilar

misunderstanding

average shared experience

meaning about similar

avg. understanding

large shared experience

meaning identical

high understanding

MIS-COMMUNICATION IN COMMUNICATION

Message DistortionDownward CommunicationThrough Five Levels of Management

Message Amount of message

written by board of directors 100%




received by vice-president 63%





received by general supervisor 56%






received by plant manager 40%







received by team leader 30%







received by team leader 30%

received by worker 20%

• Meaning

• Organizational

• Interpersonal

• Individual

• Media & channel

• Technological

• Emotional

• Language

Barriers to Communication

• Tendency to be judgmental & to take mental excursions

• Lack of interest

• Bias, prejudice appearance & personality

• Individual differences

• knowledge

• perception

• culture

• Noise & distractions

Barriers to Communication

A Classic Case of miscommunication

In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts of "Hello Walter,

Hello Walter."

As his boat sailed closer, the crowd grew larger, still yelling, "Hello Walter, Hello Walter." Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: "Low water, low water."

Analysis of Communication Process


Sender has idea

Warn boater


Sender has idea

Warn boater

Sender encodes message

“Low water!”


Sender has idea

Warn boater


“Low water!”

Channel carries message

Message distorted


Sender has idea

Warn boater


“Low water!”

Channel carries message

Message distorted

Receiver decodes message

“Hello Walter!”

Frame of reference Receiver accustomed to acclaim and appreciative crowds.

Language skills Maine accent makes "water" and "Walter" sound similar.

Listening skills Receiver more accustomed to speaking than to listening.

Emotional interference Ego prompted receiver to believe crowd was responding to his celebrity status.

Physical barriers Noise from boat, distance between senders and receivers.

Which of these barriers could be overcome through improved

communication skills?

What barriers helped create the miscommunication here?

Additional Communication Barriers

Fear of reprisal for honest communication Differing frames of reference among

communicators Lack of communication skills Ego involvement Turf wars

Barriers to Interpersonal Communication

Bypassing Limited frame of reference Lack of language skills Lack of listening skills Emotional interference Physical distractions

Barriers That Block the Flow of Information in Organizations

Closed communication climate Top-heavy organizational structure Long Lines of communication Lack of trust between management and

employees Competition for power, status, rewards

Overcoming Communication Barriers

Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback. Encourage Open Feedback Use Simple Language Be a Good Listener

Model of communication

Communication theorists create models Model- a simplified representation of

complex interrelationships among elements of communication processes that allow us to visually understand a sometimes complex process.

Linear Model - Communication as Action Source Message Receiver Channel Physical or Psychological Noise

Interactive Model

Listeners respond to speakers Key feature - feedback Personal fields of experience Limitations

Transaction Model

Simultaneously sending and receiving of messages in a communication episode

Cooperative process Influenced by past experience Includes both verbal and non-verbal elements Meanings negotiated Meanings contextual

Organization Communication

Organization communication is the process of establishing a common understanding between or among people within a business environment.

Goals of Organization Communication Receiver understanding – as the sender

meant it to be understood Receiver response – receiver responds to

the message Favorable relationship – establishes a

strong business relationship Organizational goodwill – the receiver feels

a good feeling toward the organization

Organizational Communication Functions: internal and external Form: oral and written Form: channel selection dependent on

○ Message content○ Need for immediate response○ Audience size and distance○ Audience reaction○ Need to show empathy, friendliness, formality

Flow:○ Formal: down, up, horizontal○ Informal: grapevine

Surmounting Organizational Barriers Encourage open environment for

interaction and feedback. Flatten the organizational structure. Promote horizontal communication. Provide hotline for anonymous feedback. Provide sufficient information through

formal channels.

Forms of Communication Flowing Through Formal Channels

WrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual

Electronic E-mail Voicemail Intranet Videotape Videoconferencing

OralTelephoneFace-to-face conversationCompany meetingsTeam meetings

Communication Flowing Through Formal Channels

DownwardManagement directivesJob plans, policiesCompany goalsMission statements

UpwardEmployee feedbackProgress reportsReports of customer interaction, feedbackSuggestions for improvementAnonymous hotline

HorizontalTask coordinationInformation sharingProblem solvingConflict resolution

•What the employee has done

•What those under the employee have done

•What the employee's peers have done

•What the employee’s problems are, and that of his department

•What he thinks needs to be done

•His perceptions of job performance

•What organizational policies & practices needs adjusting

UPWARD CHANNELS: (TYPES OF INFORMATION)

•Job instructions

•Job rationale

•Policy & procedures

•Feed back

•Indoctrination

DOWNWORD CHANNELS: (TYPES OF COMMUNICATION)

HORIZONTAL CHANNELS: (MAJOR PURPOSES)

•Task coordination

•Problem solving

•Sharing information

•Conflict resolution

02 Communication Process

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