Communication Nsa

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Channels of

Communication


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Channels of Communication

Vertical

i. Downward

ii. Upward Horizontal

Diagonal

LateralLateral

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Vertical Communication

Occurs between the hierarchically positioned persons

Status andpowerare not equal among participants in

vertical communication

The flow of information both up and down the chainof command

Downward comm is more prevalent than upward


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Formal communication

Recognized as official


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Downward Communication

flows from upper to lower (such as manager to employer or

superior to subordinate).

Types of messages:

job instructions, job rationales, procedures and

practices information, feedback, and indoctrination.

Pro- efficient (fast)

Con- managerial control


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Upward Communication

Transmission of messages from lower to higher levels

of the organization ( comm initiated by subordinates

with their superiors)

Types of messages: performance on the job, jobrelated problems, fellow employees and their

problems, subordinates perceptions of org policies

and practices, tasks and procedures


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Pro: managers learn whats going on

employees gain from the opportunity to

communicate upward

promotes morale among all employees

facilitates downward communication

Con: not enough superiors encourage subordinate


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Horizontal Communication

Flow of messages is across the functional areas at a given level of

an organization (this permits people at the same level to comm

directly).

The flow of information between colleagues andpeers

Trend of flatten org have enhance its importance

Informal communication

Does not follow the chain of command

Not recognized as official


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Diagonal Communication

Communication that cuts across both work

areas (functions) and organizational levels.

in the interest of efficiency and speed.

Important when members cannot communicate

through upward, downward, or horizontal

channels.


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Grapevine

The Social network of informal communication through

which messages flow throughout the organization.

Flows quickly and haphazardly among people at all

hierarchical levels

The message is distorted as it speeds along


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Interpersonal

communication

/ Modes of

Communication


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Interpersonal communication /

Modes of Communication

According to how group members transfer

meaning between and among each other

Oral / Face-to-face communication

Written communication

Nonverbal communication

Telephone communication


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Oral communication / Face-to-Face

communication

This is the chief means of conveying ofmessages.

Eg., speeches, group discussions, face to face

commucations or grapevine Advantages are speed and feedback.

Disadvantages surface when message has topass through a number of people. Greater the

number of people greater the distortion.


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Written communication

Memos, letters, fax transmissions, electronic mail, instant

messaging, organizational periodicals, notices placed on

bulletin boards any other device transmitted via written

symbols or words, SMS

They are tangible and verifiable. When printed, both the sender and receiver have a

record of communication

Message can be stored for indefinite period.


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Important for complex and lengthy

communication

The draw backs It is time consuming.

No built in feedback mechanism.


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Nonverbal communication

Every time we verbally give a message to

some one, we also impart a non verbal

message.

Every bodys movement has a meaning

and no movement is accidental.


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Telephone communication

Is rapid and allow receiver to clarify the

message at the time it is given.

Does not allow the receipt of nonverbal

messages for either the receiver or sender

Accents maybe difficult to understand as

well in a multicultural workforce


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Important tool of todays time for managers

but have limits as an effective

communication device


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VerbalCommunication

Skills


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A Challenge

Please write a One SentenceDefinition of

A S S E R T I V E N E S S.


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Assertive Behavior


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Defi iti f ssertiveness

An honest, direct, and appropriate

expression of one's feelings,thoughts, and beliefs.

-one of the most important

communication skills


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Test Your Asserti eness (1 of 3)

Can you express negative feelings

about other people andtheir behaviors

without using abusive language?

Are you able to exercise and express

your strengths?

Can you easily recognize andcompliment other peoples

achievements?


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Do you have the confidence to ask

for whatis rightfully yours?

Can you accept criticism withoutbeing defensive?

Do you feel comfortable accepting

compliments?

Are you able to stand up for

your rights?


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Are you able to refuse unreasonable

requests from friends, family, or co-

workers?

Can you comfortably startand carry

ona conversation with others?

Do you ask for assistance whenyou needit ?

A yes response to the questions

indicates an assertive approach.


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Why Asserti eness Is Important?

Effective communicationbrings

aboutthe achievement of

individual and/or shared goals.

Assertiveness increases your ability

to reachthese goals while

maintaining your rights anddignity.


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An Asserti e Person

Asserti e people usually:

Asserts his or her own rights ina positive,open, honest, and self-confident manner.

Speak calmly and confidently.

Notify other people of their feelings

with

stat

ement

s sta

rtin

g with

Ithin

kand I feel.

Maintain eye contact, have goodposture andare poisedandin control.


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Whats Keeping You From Being

Asserti e? Fear of change.

Refusal to admittheir submissiveness.

Fear of ruining relationships if you speak

your mind.

Lack confidence in your ability.


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Ha e You E er Felt

guilty about saying no?

that others regard you as a pushover?

thatits better to be well likedthan wellrespected?

that outbursts of anger are appropriate?

thatintimidationis the only way you can

get what you want?


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Sound Familiar?

If any of these things sound like

you, it means you are probably

exhibiting non-assertive

behavior.

Realize that you are notalone. Non-

assertive behavior is very common

inthe workplace.


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Aggressive Behavior


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Aggressi eness

( Inappropriately expressing yourthoughts, feelings, andbeliefs ina waythatviolates other peoples rights.

( Achieving your goal by notallowingothers the freedom to choose.

( Completely disrespecting otherswhether itbe in anactive orpassive method.


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Are You Aggressi e? (1 of 3)

Do you become abusive, whether itbe verbal or physical, whencriticizing others?

Do you purposely make others feellike they are incompetent orunimportant?

Do you make unreasonabledemands of other people?

A yes answer to any of the questionsmay indicate aggressive behavior.


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Are You Aggressi e? (2 of 4)

Do you brag or exaggerate yourachievements?

Do you ignore the rights and

feelings of other people?

Do you aim to get your way atall costs?

Do you oftendominateconversations with others?


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An Aggressi e Person

Raise their voices whenthey losecontrol.

Shoutand use accusatory language like

You should and You must. Stare people downand may invade

other peoples personal spacephysically.

Infringes on others rights, using fear andintimidationto get whathe or she wants.

Aggressive people often:


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Passive Behavior


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Acting Unasserti eness Is

Acting inanindirect or passivemanner.

Permitting others to take advantage

of you by violating your rights. Thinking that you and your needs

are inferior to others andtheirneeds.


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Are You Unasserti e? (1 of 4)

Do you feel guilty standing up foryour fights or expressing yourfeelings?

Are you unable to recognize andacknowledge your strengths?

Are you uncomfortable with starting

or ca

rryin

g on

a

conv

ersati

on

? Do you rarely stand up for yourself?


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Are You Unasserti e? (2 of 3)

Do you have trouble saying no topeople?

Are you unable to ask other people to

perform reasonable requests for you? Do you feel that you let other people

take advantage of you?

A yes answer to any of the questionsmay indicate unassertive behavior.


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A Passi e Person

Passive people usually:

Speak softly andhesitantly.

Use fillers like uh and um.

Avoid eye contact.

Allow other people intheirpersonal space.


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There is no one way to be assertivecorrectly, butthere are things to

avoid.


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Se eral Tips

Be cognizant of your expression.

Do notacthastily or inanger.

Remain calm, cool, courteous &collected.

Avoid making mountains out ofmolehills.

Following these simple suggestions will present you assomeone who is confident & optimistic -- as opposed tosomeone who is hostile and angry.


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Keys to More Power!

Increased asserti eness leads to

increased powerful erbal

communication.

The Keys to Communication:

Verbal

Non-verbal

Written


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Verbal Communication

Avoid fillers like uh and umanddiminutives like little, only

and just.

Dont use Im sorry if youre notsincere or if the situationdoesnt call

for it.

Always keep in mind your tone andvolume, andhow think abouthow

they may be perceivedby others.


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Non-Verbal Communication

Be aware of gestures andbody

language.

Make sure to allow for comfortable

personal space between you andtheperson youre communicating with.

Always maintain good posture.


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Written Communication

Be concise and clear.

Use the active voice when writing,

and remember to be inclusive and

aware of your audience.

Use specific and simple language.


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When under

attack by anaggressive

person, an

assertive person

can do severalthings


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Reflect

Reflect the speakers message back. This helps the

aggressor to evaluate whether the intensity of his or her

feelings is appropriate to the specific situation or event.

Ex: A mad employee enters a managers office and

begins to complain about a newly posted staff schedule.The manager might use reflection by saying, I

understand that you are very upset about your schedule.

This is an important issue and we need to talk about it.


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Repeat the Assertive Message

Repeated assertions focus on the

messages objectivity content. They are

especially effective when the aggressor

over generalizes or seems fixated on arepetitive line of thinking.


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Ex.

If the manager requests that an angry employee step into

his office to discuss a problem and the employee

continues his tirade in the hallway, the manager might

say, I am willing to discuss this issue with you in my

office, the hallway is not the appropriate place for thisdiscussion

P i t t th i li it


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Point out the implicit

assumptions

This involves listening closely and letting

the aggressor know that you have heard

him or her. In these situations, managers

might repeat major points or identify keyassumptions to show that they are

following the employees line of reasoning.

Restate the message b sing


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Restate the message by using

assertive language

Rephrasing the aggressors language will

defuse the emotion.

Remember the use of I


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Question

When the aggressor uses nonverbal clues

to be aggressive, the assertive person can

put this behavior in the form of a question

as an effective means of helping the otherperson become aware of unwarranted

reaction.


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Ex.

The desperate, angry employee imply

threats about quitting or transferring to

another unit. The manager could

appropriately confront the employee abouthis implied threat to see if it is real or

simply a reflection of the employees

frustration.


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ListeningSkills


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Listening Skills

It is important that the leader-manager

approach listening as an opportunity to

learn

The leader who actively listens givesgenuine time and attention to the sender,

focusing on verbal and non verbal

communication


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GroupCommunication


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Group Communication

Managers must communicate with large and

small groups as well as with individual

employees. A group communicates differently

than individuals, thus, managers shouldunderstand group dynamics including the

sequence that each group must go through

before work can be accomplished.

STAGES OF GROUP


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STAGES OF GROUP

FORMATION

STAGE -I

FORMING: CONFUSION- People are

introduced into work groups. They are not

certain about purpose, task andleadership.


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STAGEII

STORMING:conflict and confrontation(disagreements).


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STAGEIII

NORMING: settling down, collaboration,designing of work


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STAGEIV

PERFORMING: group is fully functional,devoted to task at hand.


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STAGEV

TERMINATIONOR CLOSURE: leaderguides members to summarize, express

feelings and come to closure.


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Group TaskRoles


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Group Task Roles

Team task roles are those roles that

members assume, either consciously or

unconsciously, that move the team forward

in accomplishing its tasks and mission.These roles are of vital importance in good

team functioning.


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1. Initiator- suggests new

ideas to the group

2. Information Seeker-

seeks clarification of issues

in terms of their factualadequacy

3. Opinion Seeker- seeks

clarification of the values

pertinent to the issue,

rather than facts4. Information Giver-

offers facts or other

"authoritative" information

5. Opinion Giver- offers

beliefs or other value-

based ideas


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6. Elaborator- spells out

suggestions in terms of

examples or developed

meanings

7. Summarizer- pullstogether ideas, concepts,

and group decisions to

help the group identify

where it is in its thinking

8. Coordinator-Integrator

- clarifies and integrates

relationships between

various ideas, suggestions,

and people9. Orienter- defines the

position of the group with

respect to its goals

10. Disagreer- takes a

different point of view,argues against, and

implies error in fact or

reasoning


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11. Evaluator-Critic -

subjects the

accomplishment of the

group to some set of

standards. Questions

the "practicality," the

"logic," the "facts," or

the "procedure"

12. Energizer- prods

the group to action

13. Procedural

Technician - performs

routine tasks related to

group functioning

14. Recorder- keeps

a written record of thegroups work


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Group

Building andMaintenance

Roles

Group Building and


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Group Building and

Maintenance Roles

Team building roles are those carried out

by members, either consciously or

unconsciously, that tend to build the team's

interpersonal relationships, cohesiveness,and spirit. They are vitally needed roles

that play a large part in maintaining team

performance over the long term.


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1. Encourager- praises other

members' contributions to the

team

2. Harmonizer- mediates

differences between other

members

3. Compromiser- offers a

compromise during

disagreement or conflict by

yielding position or admitting

error

4. Gatekeeper-regulates the

flow of communication,

particularly in meetings, by

encouraging the participation of

those less inclined to participate

and quieting those who areoverly talkative

5. Standard Setter- expresses

standards for the team regarding

its operation

6. Group Observer- observesand reports back to the team on

its group dynamics


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Individual

Roles ofGroup

Members

Individual Roles of Group


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Individual Roles of Group

Members

Members of a group obviously have their own individual

desires, needs, and agendas, some of which may be in

harmony with the group's purpose and some not. In any

case, these must be recognized and dealt with, and

either explicitly brought into the group's process orconsciously set aside. Ignoring or suppressing these

needs often result in individual as well as group

frustration. This frustration is frequently expressed

through behaviors that tend to block the effective

functioning of the group. For example:


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The PLAYBOY-PLAYGIRL makes display of his/her lack of

involvement in the group's processes. This may take the form of

cynicism, nonchalance, horseplay, and other more or less studied

forms of "out-of-field" behavior.

The DOMINATOR tries to assert authority or superiority in

manipulating the group or certain members of the group. Thisdomination may take the form of flattery, of asserting a superior

status or right to attention, giving directions authoritatively,

interrupting the contributions of others, etc.


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The HELP-SEEKER attempts to call forth a "sympathy" response

from other group members or from the whole group, whether through

expressions of insecurity, personal confusion or depreciation of

him/herself beyond "reason."

The SPECIALINTERESTPLEADER speaks for the "small businessman," the "grass roots" community, the housewife, "labor," etc.,

usually cloaking her/his own prejudices or biases in the stereotype

which best fits his individual needs.


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THANK YOU

Communication Nsa

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