COMMUNICATION SKILLS SYED ANWAR-UL-HASAN BOKHARI DEPUTY CONSULTANT, NRB SECRETARIAT TRAINING...
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Transcript of COMMUNICATION SKILLS SYED ANWAR-UL-HASAN BOKHARI DEPUTY CONSULTANT, NRB SECRETARIAT TRAINING...
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COMMUNICATION COMMUNICATION SKILLSSKILLS
SYED ANWAR-UL-HASAN SYED ANWAR-UL-HASAN BOKHARIBOKHARI
DEPUTY CONSULTANT, NRBDEPUTY CONSULTANT, NRB
SECRETARIAT TRAINING INSTITUTE
NOVEMBER 29, 2004
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INTRODUCTION TO INTRODUCTION TO COMMUNICATIONCOMMUNICATION
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KEY TO SUCCESSKEY TO SUCCESS
WHAT YOU SAYWHAT YOU SAY
HOW YOU SAYHOW YOU SAY
““WORDS ARE THE MOST POWERFUL WORDS ARE THE MOST POWERFUL
DRUG USED BY MANKIND”.DRUG USED BY MANKIND”.
((RUDYARD KIPLING)RUDYARD KIPLING)
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““TO LISTEN CLOSELY AND REPLY TO LISTEN CLOSELY AND REPLY
WELL IS THE HIGHEST PERFECTION WELL IS THE HIGHEST PERFECTION
WE ARE ABLE TO ATTAIN IN THE WE ARE ABLE TO ATTAIN IN THE
ART OF CONVERSATION”.ART OF CONVERSATION”.
““LA ROCHEFOUCAULD”LA ROCHEFOUCAULD”
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CONVERSATION SKILLSCONVERSATION SKILLS
WHEN TO SPEAK AND WHEN TO LISTENWHEN TO SPEAK AND WHEN TO LISTEN HOW TO MOVE A CONVERSATION FROM THE HOW TO MOVE A CONVERSATION FROM THE
PAST TO THE PRESENT AND TO THE FUTUREPAST TO THE PRESENT AND TO THE FUTURE WHY CONVERSATIONAL LINKING IS WHY CONVERSATIONAL LINKING IS
NECESSARYNECESSARY HOW TO DISTINGUISH BETWEEN PARALLEL HOW TO DISTINGUISH BETWEEN PARALLEL
AND SEQUENTIAL CONVERSATIONAND SEQUENTIAL CONVERSATION HOW TO RAISE ENERGY LEVELS IN HOW TO RAISE ENERGY LEVELS IN
DISCUSSIONSDISCUSSIONS HOW TO MOVE BETWEEN PROBLEM-HOW TO MOVE BETWEEN PROBLEM-
CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATIONCENTRED CONVERSATION
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WHAT IS AN WHAT IS AN ORGANIZATION?ORGANIZATION?
““A GROUP OF PEOPLE ASSOCIATED A GROUP OF PEOPLE ASSOCIATED FOR FOR
BUSINESS, POLITICAL, PROFESSIONAL, BUSINESS, POLITICAL, PROFESSIONAL,
RELIGIOUS, RELIGIOUS, ATHLETIC, SOCIAL, OR ATHLETIC, SOCIAL, OR
OTHER PURPOSES”.OTHER PURPOSES”. ITS ACTIVITIES REQUIRE HUMAN BEING ITS ACTIVITIES REQUIRE HUMAN BEING
TO INTERACT, REACT – TO INTERACT, REACT – COMMUNICATECOMMUNICATE.. ORGANIZATIONS FACILITATE TO EXCHANGE ORGANIZATIONS FACILITATE TO EXCHANGE
INFORMATION, IDEAS, PLANS, ORDER NEEDED INFORMATION, IDEAS, PLANS, ORDER NEEDED
SUPPLIES, MAKE DECISIONS, RULES, SUPPLIES, MAKE DECISIONS, RULES,
PROPOSALS, CONTRACTS, AGREEMENTS ETC.PROPOSALS, CONTRACTS, AGREEMENTS ETC.
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ORGANIZATIONAL ORGANIZATIONAL COMMUNICATIONCOMMUNICATION VIRTUALLY EVERY MANAGEMENT FUNCTION AND VIRTUALLY EVERY MANAGEMENT FUNCTION AND
ACTIVITY E.G. PLANNING, CONTROLLING, ACTIVITY E.G. PLANNING, CONTROLLING,
DECISION MAKING, LEADERSHIP AND STAFFING, DECISION MAKING, LEADERSHIP AND STAFFING,
CAN BE CONSIDERED COMMUNICATION.CAN BE CONSIDERED COMMUNICATION.
ORG. PERFORMANCE CORRELATES DIRECTLY ORG. PERFORMANCE CORRELATES DIRECTLY
WITH THE QUALITY OF MANAGERIAL WITH THE QUALITY OF MANAGERIAL
COMMUNICATION.COMMUNICATION.
AN AVERAGE MANAGER SPENDS MORE TIME IN AN AVERAGE MANAGER SPENDS MORE TIME IN
COMMUNICATING THAN DOING ANYTHING ELSE.COMMUNICATING THAN DOING ANYTHING ELSE.
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WHAT IS WHAT IS COMMUNICATION ?COMMUNICATION ?
““COMMUNICATION IS THE PROCESS COMMUNICATION IS THE PROCESS
OF TRANSMITTING INFORMATION OF TRANSMITTING INFORMATION
FROM ONE PERSON TO ANOTHER”.FROM ONE PERSON TO ANOTHER”.
““THE TRANSFER OF INFORMATION THE TRANSFER OF INFORMATION
AND UNDERSTANDING FROM ONE AND UNDERSTANDING FROM ONE
PERSON TO ANOTHER PERSON”.PERSON TO ANOTHER PERSON”.
CONTED
(Keith Davis)(Keith Davis)
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COMMUNICATION IS A SOCIAL COMMUNICATION IS A SOCIAL PROCESS.PROCESS.
COMMUNICATION IS LIKE COMMUNICATION IS LIKE CHAIN PROCESS, MADE UP OF CHAIN PROCESS, MADE UP OF IDENTIFIABLE LINKS.IDENTIFIABLE LINKS.
““A PROCESS OF A PROCESS OF TRANSMITTING AND TRANSMITTING AND RECEIVING VERBAL AND NON-RECEIVING VERBAL AND NON-VERBAL MESSAGES THAT VERBAL MESSAGES THAT PRODUCE A RESPONSE”PRODUCE A RESPONSE”(MURPHY AND HILDEBRANDT)
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““COMMUNICATION REFERS TO COMMUNICATION REFERS TO
THE ACT, BY ONE OR MORE THE ACT, BY ONE OR MORE
PERSONS, OF SENDING AND PERSONS, OF SENDING AND
RECEIVING MESSAGES THAT ARE RECEIVING MESSAGES THAT ARE
DISTORTED BY NOISE, OCCUR DISTORTED BY NOISE, OCCUR
WITHIN A CONTEXT, HAVE SOME WITHIN A CONTEXT, HAVE SOME
EFFECT, AND PROVIDE SOME EFFECT, AND PROVIDE SOME
OPPORTUNITY FOR FEEDBACK”OPPORTUNITY FOR FEEDBACK”(JOSEPH A. DEVITO)(JOSEPH A. DEVITO)
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COMMUNICATION IS REPRESENTED BY:COMMUNICATION IS REPRESENTED BY:
10% WORDS – WHAT WE SAY10% WORDS – WHAT WE SAY
30% SOUNDS – TONE30% SOUNDS – TONE
60% BODY LANGUAGE – HOW WE SAY 60% BODY LANGUAGE – HOW WE SAY
ITIT
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WHY TO COMMUNICATE?WHY TO COMMUNICATE?
COMMUNICATION SATISFACTION COMMUNICATION SATISFACTION
COORELATES WITH JOB SATISFACTION COORELATES WITH JOB SATISFACTION
AND JOB PERFORMANCE.AND JOB PERFORMANCE.
COMMITMENT CORRELATES WITH JOB COMMITMENT CORRELATES WITH JOB
SATISFACTION AND PERCEPTIONS OF SATISFACTION AND PERCEPTIONS OF
GOOD ORGANIZATIONAL CLIMATE.GOOD ORGANIZATIONAL CLIMATE.
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EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION
EFFECTIVE COMMUNICATION OCCURS WHEN EFFECTIVE COMMUNICATION OCCURS WHEN
THE MESSAGE RECEIVED IS AS CLOSE AS THE MESSAGE RECEIVED IS AS CLOSE AS
POSSIBLE AS THE MESSAGE INTENDED TO POSSIBLE AS THE MESSAGE INTENDED TO
BE SENT – MUTUAL UNDERSTANDING.BE SENT – MUTUAL UNDERSTANDING.
COMMUNICATION IS EFFECTIVE ONLY COMMUNICATION IS EFFECTIVE ONLY
IF PEOPLE:IF PEOPLE:
-- UNDERSTAND EACH OTHERUNDERSTAND EACH OTHER
-- STIMULATE OTHERS TO TAKE ACTIONSTIMULATE OTHERS TO TAKE ACTION
-- ENCOURAGE OTHERS TO THINK IN NEW ENCOURAGE OTHERS TO THINK IN NEW
WAYS.WAYS.
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SEVEN “C’s” OF SEVEN “C’s” OF COMMUNICATIONCOMMUNICATION
COMPLETENESSCOMPLETENESS – CONTAINS ALL – CONTAINS ALL FACTS THE READER OR LISTENER FACTS THE READER OR LISTENER NEEDS FOR DESIRED ACTION.NEEDS FOR DESIRED ACTION.
CONCISENESSCONCISENESS CONSIDERATIONCONSIDERATION CONCRETENESSCONCRETENESS CLARITYCLARITY COURTESYCOURTESY CORRECTNESSCORRECTNESS
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ORGANISATIONAL BENEFITS OF ORGANISATIONAL BENEFITS OF EFFECTIVE COMMUNICATIONSEFFECTIVE COMMUNICATIONS
– INCREASE PRODUCTIVITYINCREASE PRODUCTIVITY
– ANTICIPATE PROBLEMSANTICIPATE PROBLEMS
– MAKE DECISIONSMAKE DECISIONS
– COORDINATE WORKFLOWCOORDINATE WORKFLOW
– SUPERVISE OTHERSSUPERVISE OTHERS
– DEVELOP RELATIONSHIPSDEVELOP RELATIONSHIPS
– BETTER UNDERSTANDING IN THE BETTER UNDERSTANDING IN THE WORKPLACE IN GENERALWORKPLACE IN GENERAL
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COMMUNICATION TODAYCOMMUNICATION TODAY
SIGNIFICANT SOURCE IN MANAGING SIGNIFICANT SOURCE IN MANAGING
AND LEADING ORGANIZATIONS.AND LEADING ORGANIZATIONS. OPPORTUNITY TO INVOLVE AND OPPORTUNITY TO INVOLVE AND
MOTIVATE PEOPLE TO COMMON GOALS.MOTIVATE PEOPLE TO COMMON GOALS. OPPORTUNITY TO COOPERATION WITH OPPORTUNITY TO COOPERATION WITH
STAKEHOLDERS.STAKEHOLDERS. CHALLENGE TO CONFIRM THE STATUS CHALLENGE TO CONFIRM THE STATUS
IN SOCIETY.IN SOCIETY.
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COMMUNICATION SKILLS AND AND TOP EXECUTIVESTOP EXECUTIVES
COMMUNICATION SKILLS OCCUPY AS MUCH AS COMMUNICATION SKILLS OCCUPY AS MUCH AS
90% OF A TOP EXECUTIVE’S WORKING DAY.90% OF A TOP EXECUTIVE’S WORKING DAY.
85% OF BUSINESS EXECs. RATED BUSINESS 85% OF BUSINESS EXECs. RATED BUSINESS
COMMUNICATION AS VERY IMPORTANT, WHEREAS COMMUNICATION AS VERY IMPORTANT, WHEREAS
ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF
MANAGEMENT AS VERY IMPORTANT.MANAGEMENT AS VERY IMPORTANT.
FORTUNE 500 EXECs. RANK ORAL FORTUNE 500 EXECs. RANK ORAL
PRESENTATIONS, MEMO WRITING, AND REPORT PRESENTATIONS, MEMO WRITING, AND REPORT
WRITING AS THE TOP 3 NECESSARY WRITING AS THE TOP 3 NECESSARY
COMMUNICATION SKILLS.COMMUNICATION SKILLS.
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HUMAN COMMUNICATIONHUMAN COMMUNICATION
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AREAS OF HUMAN AREAS OF HUMAN COMMUNICATIONCOMMUNICATION
INTRAPERSONALINTRAPERSONAL – TO THINK, REASON, ANALYZE, – TO THINK, REASON, ANALYZE,
REFLECT.REFLECT.
INTERPERSONALINTERPERSONAL – TO DICOVER, RELATE, – TO DICOVER, RELATE,
INFLUENCE, PLAY, HELP.INFLUENCE, PLAY, HELP.
SMALL GROUPSMALL GROUP – SHARE INFORMATION, GENERATE – SHARE INFORMATION, GENERATE
IDEAS, SOLVE PROBLEMS, HELP.IDEAS, SOLVE PROBLEMS, HELP.
ORGANANIZATIONALORGANANIZATIONAL – INCREASE PRODUCTIVITY, – INCREASE PRODUCTIVITY,
RAISE MORALE, INFORM, PERSUADE.RAISE MORALE, INFORM, PERSUADE.
PUBLICPUBLIC – INFORM, PERSUADE, ENTERTAIN – INFORM, PERSUADE, ENTERTAIN
MASSMASS – ENTERTAIN, PERSUADE AND INFORM – ENTERTAIN, PERSUADE AND INFORM
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PURPOSES OF HUMAN PURPOSES OF HUMAN COMMUNICATIONCOMMUNICATION
HUMAN HUMAN COMMUNICATIONCOMMUNICATION
TO DISCOVERTO DISCOVERTO
RELA
TE
TO R
ELATE
TO H
ELP
TO H
ELP
TO PERSUADE
TO PERSUADE
TO
PLA
Y
TO
PLA
Y
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PROCESS AND PROCESS AND CONTEXT OF CONTEXT OF
COMMUNICATIONCOMMUNICATION
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BASIC COMMUNICATION BASIC COMMUNICATION PROCESSPROCESS
SENDERSENDER--------------------
PERCEPTIONPERCEPTION------------------IDEAIDEA
ENCODEENCODE MEDIUMMEDIUM DECODEDECODE
UNDERSTANDINGUNDERSTANDING--------------------
PERCEPTIONPERCEPTION------------------
RECEIVERRECEIVER
FEEDBACKFEEDBACK
NOISENOISE
NOISENOISENOISENOISE
NOISENOISE
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ELEMENTS OF ELEMENTS OF COMMUNICATIONCOMMUNICATION
SENDER / ENCODERSENDER / ENCODER
MESSAGEMESSAGE
MEDIUMMEDIUM
RECEIVER / DECODERRECEIVER / DECODER
FEEDBACKFEEDBACK
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COMMUNICATION COMMUNICATION CONTEXTCONTEXT
PHYSICAL CONTEXTPHYSICAL CONTEXT
CULTURAL CONTEXTCULTURAL CONTEXT
SOCIAL-PSYCHOLOGICAL SOCIAL-PSYCHOLOGICAL
CONTEXTCONTEXT
TEMPORAL (TIME) CONTEXTTEMPORAL (TIME) CONTEXT
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PHYSICAL CONTEXTPHYSICAL CONTEXT
TANGIBLE OR CONCRETE TANGIBLE OR CONCRETE
ENVIRONMENT E.I. ROOM OR ENVIRONMENT E.I. ROOM OR
HALLWAY OR PARK.HALLWAY OR PARK.
EXERT INFLUENCE ON THE EXERT INFLUENCE ON THE
CONTENT (WHAT WE SAY) AS CONTENT (WHAT WE SAY) AS
WELL AS THE FORM (HOW WE WELL AS THE FORM (HOW WE
SAY IT) OF THE MESSAGE.SAY IT) OF THE MESSAGE.
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CULTURAL CONTEXTCULTURAL CONTEXT
REFERS TO THE COMMUNICATORS’ REFERS TO THE COMMUNICATORS’ RULES AND NORMS, BELIEFS AND RULES AND NORMS, BELIEFS AND ATTITUDES THAT ARE TRANSMITTED ATTITUDES THAT ARE TRANSMITTED FROM ONE GENERATION TO FROM ONE GENERATION TO ANOTHER. ANOTHER.
DIRECT EYE CONTECT BETWEEN DIRECT EYE CONTECT BETWEEN CHILD AND ADULT SIGNIFIES CHILD AND ADULT SIGNIFIES DIRECTNESS AND HONEST IN ONE DIRECTNESS AND HONEST IN ONE CULTURE AND DEFIANCE AND LACK CULTURE AND DEFIANCE AND LACK OF RESPECT IN OTHER.OF RESPECT IN OTHER.
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SOCIAL-PSYCHOLOGICAL SOCIAL-PSYCHOLOGICAL CONTEXTCONTEXT
INCLUDE STATUS RELATIONSHIPS INCLUDE STATUS RELATIONSHIPS AMONG THE PARTICIPANTS, THE AMONG THE PARTICIPANTS, THE ROLES AND THE GAMES THE PEOPLE ROLES AND THE GAMES THE PEOPLE PLAY, AND THE CULTURAL ROLE OF PLAY, AND THE CULTURAL ROLE OF THE SOCIETY IN WHICH THEY ARE THE SOCIETY IN WHICH THEY ARE COMMUNICATING.COMMUNICATING.
INCLUDE FRIENDLINESS OR INCLUDE FRIENDLINESS OR UNFRIENDLINESS, FORMALITY OR UNFRIENDLINESS, FORMALITY OR INFORMALITY, AND SERIOUSNESS OR INFORMALITY, AND SERIOUSNESS OR HUMOUROUSNESS OF THE SITUATION.HUMOUROUSNESS OF THE SITUATION.
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TEMPORAL CONTEXTTEMPORAL CONTEXT
TIME OF DAY AS WELL AS TIME OF TIME OF DAY AS WELL AS TIME OF
HISTORYHISTORY
FOR MANY PEOPLE MORNING IS NOT A FOR MANY PEOPLE MORNING IS NOT A
TIME FOR COMMUNICATION; FOR TIME FOR COMMUNICATION; FOR
OTHERS IT IS IDEALOTHERS IT IS IDEAL
APPROPRIATENESS AND IMPACT OF APPROPRIATENESS AND IMPACT OF
MESSAGES DEPEND, IN PART, ON THE MESSAGES DEPEND, IN PART, ON THE
TIME IN WHICH THEY ARE UTTERED.TIME IN WHICH THEY ARE UTTERED.
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TYPES OF TYPES OF COMMUNICATIONCOMMUNICATION
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TYPES OF COMMUNICATIONTYPES OF COMMUNICATION
INTERPERSONAL COMMUNICATIONINTERPERSONAL COMMUNICATION
CORPORATE COMMUNICATIONCORPORATE COMMUNICATION
FORMAL COMMUNICATIONFORMAL COMMUNICATION
NON-FORMAL COMMUNICATIONNON-FORMAL COMMUNICATION
ORAL COMMUNICATIONORAL COMMUNICATION
WRITTEN COMMUNICATIONWRITTEN COMMUNICATION
NON-VERBAL COMUNICATIONNON-VERBAL COMUNICATION
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INTERPERSONAL INTERPERSONAL COMMUNICATIONCOMMUNICATION
ASSERTIVE COMMUNICATIONASSERTIVE COMMUNICATION
NON-ASSERTIVE COMMUNICATIONNON-ASSERTIVE COMMUNICATION
AGGRESSIVE COMMUNICATIONAGGRESSIVE COMMUNICATION
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ASSERTIVE COMMUNICATIONASSERTIVE COMMUNICATION
CONFIDENTLY EXPRESSING WHAT CONFIDENTLY EXPRESSING WHAT YOU THINK, FEEL AND BELIEVE.YOU THINK, FEEL AND BELIEVE.
STANDING UP FOR YOUR RIGHTS STANDING UP FOR YOUR RIGHTS WHILE RESPECTING THE RIGHTS OF WHILE RESPECTING THE RIGHTS OF OTHERS.OTHERS.
CONVEYING MEANING AND CONVEYING MEANING AND EXPECTATIONS WITHOUT HUMILATING EXPECTATIONS WITHOUT HUMILATING OR DEGRADING OTHERS.OR DEGRADING OTHERS.
BASED UPON RESPECT FOR YOURSELF BASED UPON RESPECT FOR YOURSELF AND RESPECT FOR OTHER PEOPLE’S AND RESPECT FOR OTHER PEOPLE’S NEED AND RIGHTSNEED AND RIGHTS
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NON-ASSERTIVE NON-ASSERTIVE COMMUNICATIONCOMMUNICATION
RELUCTANCE OR INABILITY TO EXPRESS RELUCTANCE OR INABILITY TO EXPRESS
CONSISTENTLY WHAT YOU THINK, FEEL AND CONSISTENTLY WHAT YOU THINK, FEEL AND
BELIEVE.BELIEVE.
ALLOWS OTHERS TO VIOLATE YOUR RIGHTS ALLOWS OTHERS TO VIOLATE YOUR RIGHTS
WITHOUT CHALLENGE.WITHOUT CHALLENGE.
REFLECTS LACK OF RESPECT FOR YOUR OWN REFLECTS LACK OF RESPECT FOR YOUR OWN
PREFERENCES.PREFERENCES.
OTHER CAN EASILY DISREGARD YOUR OTHER CAN EASILY DISREGARD YOUR
THOUGHTS, FEELINGS, AND BELIEVES.THOUGHTS, FEELINGS, AND BELIEVES.
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AGGRESSIVE AGGRESSIVE COMMUNICATIONCOMMUNICATION
EXPRESSING YOURSELF IN WAYS THAT EXPRESSING YOURSELF IN WAYS THAT
INTIMIDATE, DEMEAN, OR DEGRADE INTIMIDATE, DEMEAN, OR DEGRADE
ANOTHER PERSON.ANOTHER PERSON.
PURSUING WHAT YOU WANT IN WAYS PURSUING WHAT YOU WANT IN WAYS
THAT VIOLATES THE RIGHTS OF THAT VIOLATES THE RIGHTS OF
ANOTHER PERSON.ANOTHER PERSON.
““THIS IS WHAT I THINK. YOU ARE THIS IS WHAT I THINK. YOU ARE
DUMB FOR THINKING DIFERENTLY”.DUMB FOR THINKING DIFERENTLY”.
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DISTORTION IN PERSONAL DISTORTION IN PERSONAL COMMUNICATIONCOMMUNICATION
IMPRESSION MANAGEMENTIMPRESSION MANAGEMENT – THE PROCESS BY – THE PROCESS BY WHICH A SENDER CONSCIOUSLY ATTEMPTS WHICH A SENDER CONSCIOUSLY ATTEMPTS TO INFLUENCE THE PERCEPTIONS THAT THE TO INFLUENCE THE PERCEPTIONS THAT THE RECEIVERS FORM. COMMONLY USED RECEIVERS FORM. COMMONLY USED IMPRESSION MANAGEMENT STATEGIES ARE: -IMPRESSION MANAGEMENT STATEGIES ARE: -– INGRATIATION:INGRATIATION: USING FLATTERY, SUPPORTING USING FLATTERY, SUPPORTING
THE OPINIONS OF THE OTHER PERSON, DOING THE OPINIONS OF THE OTHER PERSON, DOING FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF THE PERSON ETC.THE PERSON ETC.
– SELF-PROMOTION:SELF-PROMOTION: COMMUNICATING ONE’S COMMUNICATING ONE’S PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND EXAGGERATED WAY.EXAGGERATED WAY.
– FACE SAVING:FACE SAVING: COMMUNICATING APOLOGIES, COMMUNICATING APOLOGIES, MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.
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INTERPERSONAL INTERPERSONAL COMMUNICATION NETWORK COMMUNICATION NETWORK
(ICN)(ICN) ICN REFERS TO PATTERN OVER TIME OF ICN REFERS TO PATTERN OVER TIME OF
COMMUNICATION FLOWS BETWEEN COMMUNICATION FLOWS BETWEEN INDIVIDUAL. INDIVIDUAL.
IT EMPHASIZES COMMUNICATION IT EMPHASIZES COMMUNICATION RELATIONSHIPSRELATIONSHIPS AMONG INDIVIDUALS OVER AMONG INDIVIDUALS OVER TIME, RATHER THAN ON THE INDIVIDUALS TIME, RATHER THAN ON THE INDIVIDUALS THEMSELVES.THEMSELVES.
NETWORK INVLOVES THE ONGOING FLOW OF NETWORK INVLOVES THE ONGOING FLOW OF ORAL, WRITTEN, AND NONVERBAL SIGNALS ORAL, WRITTEN, AND NONVERBAL SIGNALS BETWEEN TWO PEOPLE OR BETWEEN ONE BETWEEN TWO PEOPLE OR BETWEEN ONE PERSON AND ALL OTHER NETWORK PERSON AND ALL OTHER NETWORK MEMBERS SIMULTANEOUSLY.MEMBERS SIMULTANEOUSLY.
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MESSAGES AND MESSAGES AND CHANNELS OF CHANNELS OF
COMMUNICATIONCOMMUNICATION
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MESSAGES AND MESSAGES AND CHANNELSCHANNELS
COMMUNICATION CHANNEL IS THE COMMUNICATION CHANNEL IS THE MEDIUM THROUGH WHICH THE MEDIUM THROUGH WHICH THE MESSAGE PASSES. MESSAGE PASSES.
RARELY TAKES PLACE OVER ONE RARELY TAKES PLACE OVER ONE CHANNEL. MAY USE TWO, THREE, CHANNEL. MAY USE TWO, THREE, FOUR DIFFERENT CHANNELS FOUR DIFFERENT CHANNELS SIMULTANEOUSLYSIMULTANEOUSLY..– VOCAL CHANNELVOCAL CHANNEL: SPEAK & LISTEN: SPEAK & LISTEN– VISUAL CHANNELVISUAL CHANNEL: GESTURE: GESTURE– OLFACTORY CHANNELOLFACTORY CHANNEL: EMITING OR : EMITING OR
DETECTING ODORSDETECTING ODORS– TECTILE CHANNELTECTILE CHANNEL: TOUCHING ANOTHER : TOUCHING ANOTHER
PERSONPERSON
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SPECIAL MESSAGESSPECIAL MESSAGES
FEEDBACK MESSAGESFEEDBACK MESSAGES
FEEDFORWARD MESSAGESFEEDFORWARD MESSAGES
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FEEDBACK MESSAGESFEEDBACK MESSAGES
POSITIVE ----- NEGATIVEPOSITIVE ----- NEGATIVE PERSON-FOCUSED ----- PERSON-FOCUSED -----
MESSAGE FOCUSEDMESSAGE FOCUSED IMMEDIATE ----- DELAYEDIMMEDIATE ----- DELAYED LOW MONITORING ----- HIGH LOW MONITORING ----- HIGH
MONITORINGMONITORING SUPPORTIVE ----- CRITICALSUPPORTIVE ----- CRITICAL
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CONSTRUCTIVE CONSTRUCTIVE FEEDBACKFEEDBACK
BASED UPON TRUST BETWEEN SENDER BASED UPON TRUST BETWEEN SENDER AND RECEIVERAND RECEIVER
SPECIFIC RATHER GENERALSPECIFIC RATHER GENERAL GIVEN AT A TIME WHEN THE RECEIVER GIVEN AT A TIME WHEN THE RECEIVER
APPEARS TO BE READY TO ACCEPT IT.APPEARS TO BE READY TO ACCEPT IT. CHECKED WITH THE RECEIVER TO CHECKED WITH THE RECEIVER TO
DETERMINE WHETHER IT SEEMS VALIDDETERMINE WHETHER IT SEEMS VALID INCLUDES BEHAVIOURS THE RECEIVER INCLUDES BEHAVIOURS THE RECEIVER
MAY BE CAPABLE OF DOINGMAY BE CAPABLE OF DOING DOES NOT INCLUDE MORE THAN THE DOES NOT INCLUDE MORE THAN THE
RECEIVER CAN HANDLE AT ANY RECEIVER CAN HANDLE AT ANY PARTICULAR TIME.PARTICULAR TIME.
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FEEDBACK SKILLSFEEDBACK SKILLS
EMPHASIZE WHAT YOU SEE AND HEAR EMPHASIZE WHAT YOU SEE AND HEAR – – DESCRIPTIVE RATHER EVALUATIVE FEEDBACKDESCRIPTIVE RATHER EVALUATIVE FEEDBACK
CONCENTRATE ON PARTICULAR CONCENTRATE ON PARTICULAR POINTSPOINTS
OUTLINE THE POSITIVE POINTS.OUTLINE THE POSITIVE POINTS. INDICATE WHAT CAN AND SHOULD BE INDICATE WHAT CAN AND SHOULD BE
DONEDONE BUILD ON WHAT PEOPLE WANTBUILD ON WHAT PEOPLE WANT CHOOSE YOUR TIMECHOOSE YOUR TIME REACH AN AGREEMENTREACH AN AGREEMENT
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FEEDFROWARD FEEDFROWARD MESSAGESMESSAGES
OPEN THE CHANNELS OF COMM.OPEN THE CHANNELS OF COMM.
PREVIEW FUTURE MESSAGESPREVIEW FUTURE MESSAGES
ALTERCAST ALTERCAST (PLACE THE RECIVER IN A SPECIFIC ROLE (PLACE THE RECIVER IN A SPECIFIC ROLE
AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE)AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE)
TO DISCLAIMTO DISCLAIM
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COMMUNICATION BARRIERSCOMMUNICATION BARRIERS
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BARRIERS TO BARRIERS TO COMMUNICATIONCOMMUNICATION
PROCESS BARRIERSPROCESS BARRIERS– SENDER BARRIERSENDER BARRIER
– ENCODING BARRIERENCODING BARRIER
– MEDIUM BARRIERMEDIUM BARRIER
– DECODING BARRIERDECODING BARRIER
– FEEDBACK BARRIERFEEDBACK BARRIER
PHSYSICAL BARRIERSPHSYSICAL BARRIERS SEMANTIC BARRIERSSEMANTIC BARRIERS PSYCHOLOGICAL BARRIERSPSYCHOLOGICAL BARRIERS
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NOISENOISE PHYSICALPHYSICAL – – PASSING OF CARS, HUM OF PASSING OF CARS, HUM OF
COMPUTERCOMPUTER
PSYCHOLOGICALPSYCHOLOGICAL – – COGNITIVE OR COGNITIVE OR MENTAL INTERFERENCE I.E. BIASES AND MENTAL INTERFERENCE I.E. BIASES AND PREJUDICES IN SENDER AND RECEIVERS, CLOSED-PREJUDICES IN SENDER AND RECEIVERS, CLOSED-MINDEDNESS.MINDEDNESS.
SEMANTICSEMANTIC – – DIFERENT LANGUAGES, USE OF DIFERENT LANGUAGES, USE OF JARGON OR OVERLY COMPLEX TERMS.JARGON OR OVERLY COMPLEX TERMS.
CULTURALCULTURAL POLITICALPOLITICAL EMOTIONALEMOTIONAL ECONOMICECONOMIC
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INFLUENCE OF ORGANIZATION INFLUENCE OF ORGANIZATION STRUCTURE ON COMMUNICATIONSTRUCTURE ON COMMUNICATION
ORGANIZATION STRUCTUREORGANIZATION STRUCTURE– FORMALLY PRESCRIBED PATTERN OF FORMALLY PRESCRIBED PATTERN OF
INTER-RELATIONSHIPS BETWEEN THE INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS OF AN ORGANIZATIONVARIOUS UNITS OF AN ORGANIZATION
– THE NATURE AND FORM OF THE NATURE AND FORM OF COMMUNICATION VARY GREATLY AS A COMMUNICATION VARY GREATLY AS A FUNCTION OF PEOPLE’S RELATIVE FUNCTION OF PEOPLE’S RELATIVE POSITIONS WITH AN ORGANIZATIONPOSITIONS WITH AN ORGANIZATION
ORGANIZATION CHARTORGANIZATION CHART– DIAGRAM SHOWING THE FORMAL DIAGRAM SHOWING THE FORMAL
STRUCTURE OF AN ORGANIZATION AND STRUCTURE OF AN ORGANIZATION AND INDICATING WHO IS TO COMMUNICATE INDICATING WHO IS TO COMMUNICATE WITH WHOMWITH WHOM
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INTERNAL INTERNAL COMMUNICATIONCOMMUNICATION
DETERMINATION OF TASKS, DETERMINATION OF TASKS,
PRINCIPLES AND OBJECTIVESPRINCIPLES AND OBJECTIVES
ANALYSIS OF THE EMPLOYEES’ ANALYSIS OF THE EMPLOYEES’
KNOWLEDGE AND IMAGE OF THE KNOWLEDGE AND IMAGE OF THE
ORGANIZATIONORGANIZATION
DETERMINATION OF FOCUS AREAS IN DETERMINATION OF FOCUS AREAS IN
DEVELOPING COMMUNICATIONDEVELOPING COMMUNICATION
RESPONSIBILITIES AND RESOURCESRESPONSIBILITIES AND RESOURCES
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EXTERNAL EXTERNAL COMMUNICATIONCOMMUNICATION
REPUTATIONAL REPUTATIONAL
MANAGEMENTMANAGEMENT
REPUTATION CAPITALREPUTATION CAPITAL
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ORGANIZATION CHART AND FORMAL COMMUNICATIONS
SECRETARYSECRETARY
AS Sr. JS/JS
DS DSDSDS
Up
war
d C
omm
uni
cati
on
Information
Dow
nwar
d C
omm
unic
atio
n
Instructionsand Directives
Efforts at Coordination
Horizontal Communication
SO SO
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IMPROVING UPWARD IMPROVING UPWARD COMMUNICATIONCOMMUNICATION
FORMAL GRIEVANCE PROCEDURESFORMAL GRIEVANCE PROCEDURES
EMPLOYEE ATTITUDE AND EMPLOYEE ATTITUDE AND
OPINION SURVEYSOPINION SURVEYS
SUGGESTION SYSTEMSSUGGESTION SYSTEMS
OPEN-DOOR POLICYOPEN-DOOR POLICY
INFORMAL GRIPE SESSIONSINFORMAL GRIPE SESSIONS
TASK FORCESTASK FORCES
EXIT INTERVIEWSEXIT INTERVIEWS
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BECOMING A BETTER BECOMING A BETTER COMMUNICATORCOMMUNICATOR
EFFECTIVE LISTENINGEFFECTIVE LISTENING– TOLERATE SILENCETOLERATE SILENCE– ASK STIMULATING OPEN-ENDED ASK STIMULATING OPEN-ENDED
QUESTIONSQUESTIONS– ATENTIVE EYE CONTACT, ALERT ATENTIVE EYE CONTACT, ALERT
POSTURE AND VERBAL POSTURE AND VERBAL ENCOURAGERSENCOURAGERS
– PARAPHRASEPARAPHRASE– SHOW EMOTIONSHOW EMOTION– KNOW YOUR BAISES AND PREJUDICESKNOW YOUR BAISES AND PREJUDICES– AVOID PREMATURE JUDGEMENTAVOID PREMATURE JUDGEMENT– SUMMERISESUMMERISE
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EFFECTIVE WRITINGEFFECTIVE WRITING
– KEEP WORD SIMPLEKEEP WORD SIMPLE
– DON’T SACRIFICE COMM. DON’T SACRIFICE COMM.
FOR RULES OF COMPOSITIONFOR RULES OF COMPOSITION
– WRITE CONCISELYWRITE CONCISELY
– BE SPECIFICBE SPECIFIC
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CHANGE AND CHANGE AND COMMUNICATIONCOMMUNICATION
UNSUCCESSFUL CHANGE IS MOSTLY UNSUCCESSFUL CHANGE IS MOSTLY
MISSING OR POOR COMMUNICATION.MISSING OR POOR COMMUNICATION.
THE LINEAR (ONE-WAY, TOP-DOWN) THE LINEAR (ONE-WAY, TOP-DOWN)
MODEL DOES NOT WORK ANY MORE.MODEL DOES NOT WORK ANY MORE.
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EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION
WATCH THE LANGUAGEWATCH THE LANGUAGE FOLLOW THROUGHFOLLOW THROUGH DEAL WITH UNCERTAINITYDEAL WITH UNCERTAINITY BE AN ACTIVE LISTENERBE AN ACTIVE LISTENER MANAGE CONFLICTMANAGE CONFLICT RESPOND, DON’T “RE-ACT”RESPOND, DON’T “RE-ACT” GIVE FEEDBACKGIVE FEEDBACK INVITE PARTICIPATIONINVITE PARTICIPATION KEEP YOUR TEAM UP-TO-DATEKEEP YOUR TEAM UP-TO-DATE CONNECT PERSONALLY WITH EMPLOYEESCONNECT PERSONALLY WITH EMPLOYEES TAKE ADVANTAGE OF COMMUNICATION TAKE ADVANTAGE OF COMMUNICATION
RESOURCESRESOURCES
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PROBLEMS/CHALLENGESPROBLEMS/CHALLENGES
TECHNOLOGY SHRINKS INTERACTION TECHNOLOGY SHRINKS INTERACTION
AND DIALOGUE.AND DIALOGUE. TOO MUCH INFORMATION.TOO MUCH INFORMATION. TOO COMPLEX ISSUES.TOO COMPLEX ISSUES. SHORTAGE OF COMMON MEANINGS SHORTAGE OF COMMON MEANINGS
AND INTERPRETATIONS.AND INTERPRETATIONS. EVERYONE MUST BE RESPONSIBLE FOR EVERYONE MUST BE RESPONSIBLE FOR
HIS / HER INFORMATION PURCHASE.HIS / HER INFORMATION PURCHASE.
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THANK YOUTHANK YOU
CONTACT:CONTACT:NATIONAL RECONSTRUCTION BUREAUNATIONAL RECONSTRUCTION BUREAUROOM NO. 3053, CABINET BLCCK, ISLAMABAD.ROOM NO. 3053, CABINET BLCCK, ISLAMABAD.TELE: 9216106TELE: 9216106EMAIL: EMAIL: [email protected]: WEB: www.policy.hu/bokhari