ORGANIZATIONAL COMMUNICATION AND INFLUENCING SENIORS

8/2/2019 ORGANIZATIONAL COMMUNICATION AND INFLUENCING SENIORS

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Chapter 1:

COMMUNICATION IN

ORGANIZATION


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COMMUNICATION IN ORGANIZATION

Managers have traditionally spent the majority of their time communicating in one form

or another (meetings, face-to-face discussions, letters, e-mails, etc.). Today, however, more and

more employees find that an important part of their work is communication. In the present

economy, service workers have outnumbered production workers; although new production

processes emphasize greater collaboration and teamwork among workers in different functional

groups. Moreover, a vast change in communication technologies has contributed to the

transformation of both work and organizational structure.

The field of organizational communication is highly diverse and fragmented. It spans

communication at the micro and macro levels; formal and informal communications; and internal

organizational communication practices (newsletters, presentations, strategic communications,

work direction, performance reviews, and meetings) as well as externally directed

communications (public, media, inter-organizational). In addition to its fragmented nature,

organizational communication, perhaps more than any other aspect of organizational theory and

practice, has been subject to dramatic change. During pre-liberalization period in India,

communication in organizations was largely informal. With the emergence of multinationals and

big corporate houses, formal top-down communication became the main concern oforganizational managers.

Organizational communication in todays organizations has not only become far more

complex and varied but more important to overall organizational functioning and success. While

research used to focus on understanding how organizational communication varied by

organizational type and structure, the emphasis has increasingly turned to understanding how

new communication technologies and capabilities can help bring about new and more effective

organizational forms and processes.

Views of organizational communication can be categorized as those that view

organizational communication as one aspect of an organization versus those that see it as the

underlying basis of the organization itself. An example of the former stated by Drenth (1998),

who define communication as the sending and receiving of messages by means of symbols and

see organizational communication as a key element of organizational climate. The latter


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viewpoint is reflected by Myers who defines organizational communication as the central

binding force that permits coordination among people and thus allows for organized behavior.

The organizations have evolved in directions that make the latter view more appropriate.

Changes confronting organizations and the associated changes in organizational forms have

made organizational communication increasingly important to overall organizational functioning

e.g.

Work is more complex and requires greater coordination and interaction among workers

The pace of work is faster

Workers are more distributed

Simultaneous, distributed work processes are more common

Knowledge and innovation are more critical to an organizations competitive advantage

Communication technologies and networks are increasingly essential to an organizations

structure and strategy.

Primary functions of Communication in Organization:

1) Coordination and regulation of production activities In traditional bureaucratic views of theorganization, notices clearly communicating the expectations and consequences associated

with complying or not complying with these expectations and monitoring, were considered to

be the basis of organizational order and control. This function of organizational

communication was seen as involving fairly procedural, rule-oriented, one-way, top-down

communication. Tasks in many organizations have become more complex, less routine and

repetitive, tightly coupled and interactive thus making traditional bureaucratic view of

organizational communication no longer sufficient. Production activities of this nature

require dynamic, reciprocal, lateral communication between production workers and two-

way, vertical communications between production workers and managers.


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2) Socialization The socialization function of communication is stressed in the humanrelations perspective of organizations which asserts that capturing the hearts and minds of

organizational members is necessary to effectively coordinate organizational action in the

pursuit of collective organizational goals. Communicating organizational values and aligning

individual goals with organizational goals. It is directed at establishing an appropriate

organizational culture and climate. This form of communication cannot be one-way or top-

down. It must occur reciprocally between organizational leaders and organizational members.

3) Innovation Communication to promote innovation is associated with strong communicationwithin and beyond the organization. This approach focuses on the functional goals of

organizational communication, rather than on the near-term outcomes of particular acts of

communication, such as to make a decision, to persuade, or to resolve a conflict. The more

specific functions or sets of communication exchange (decision-making, informing,

persuading, negotiating, and problem-solving) are absorbed into each of the three objectives.

Classification of Organizational communication on basis of:

i) Levels

ii) Formal versus informal

iii) Direction (vertical, horizontal, diagonal)

iv) Internal versus external focus.

i) LevelsCommunication is frequently divided into the following levels:

Interpersonal communication

Group level communication

Organizational level communication

Inter-organizational level communication

Mass communication


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Although interpersonal and group level communications reside at a lower level than

organizational communication, they are major forms of communication in organizations. As

organizations became more communication based, greater attention was directed at improving

the interpersonal communication skills of all organizational members.

ii) Formal versus Informal CommunicationIn the past, the concern of managers of large bureaucratic organizations was formal, top to

down communication. Informal communication, generally associated with interpersonal,

horizontal communication, was primarily seen as a potential hindrance to effective

organizational performance. This is no longer the case. On-going, dynamic, and non-formal,

communication has become more important to ensuring the effective conduct of work in modernorganizations.

Most discussions of informal communication emphasize how to prevent informal and formal

communications from being in opposition. DAprix developed a SAY/DO matrix; managers say

one thing but do another, as a key explanation of how informal/formal communication issues can

arise. He locates ideal organizational communication in the High Say/High Do quadrant

indicating that there is sufficient communication and that management actions match their

communications. An organization in the High Say/Low Do quadrant is most likely to have a

culture in which informal and formal communications conflict.


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iii)Vertical, Horizontal, and Diagonal CommunicationsCommunication can also be characterized as vertical, horizontal, or diagonal. Initially greater

emphasis was directed at vertical organizational communication as compared to lateral

communication but that is no longer the case. Diagonal communication is an even more

prevalent in todays organizations.

Vertical Communication: Vertical communication occurs between hierarchically positioned

persons and can involve both downward and upward communication flows.

Downward communication: It is most effective if top managers communicate directly withimmediate supervisors and immediate supervisors communicate with their staff. Many

evidences show that increasing the power of supervisors increases both satisfaction and

performance among employees. One way to give supervisors power is to communicate

directly with them and to have them provide input to management decisions at middle levels.

Ensuring that supervisors are informed about organizational issues/changes before staff in

general, and then allowing them to communicate these issues/changes to their staff, helps

reinforce their position of power. When the supervisor is perceived as having power,

employees have greater trust in the supervisor, greater desire for communication with the

supervisor, and are more likely to believe that the information coming from the supervisor isaccurate.

Upward Communication: It is found that employee satisfaction with upward communicationtends to be lower than their satisfaction with downward communication. Several

management-based reasons for this lack of satisfaction, particularly that these strategies often

do not involve two-way communication are:

a) Fear of reprisal people are afraid to speak their mindsb) Filters employees feel their ideas are modified as they get transmitted upwardc) Time managers give the impression that they dont have time to listen to employees.

Horizontal Communication: Horizontal communication involves communication among

persons who do not stand in hierarchical relation to one another. Recent trends to flatten

organizations have enhanced the importance of lateral communications. Horizontal


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communication is less problematic within a functional area but becomes difficult between

employees belonging to two different functional areas. However, with the greater importance of

cross-functional teams, more attention is now being directed at communication between team

members. These teams aim to increase the speed of production through simultaneous, as opposed

to sequential, work processes.

Diagonal Communication: Diagonal communication refers to communication between

managers and workers located in different functional divisions. Although both vertical and

horizontal communication continue to be important, these terms no longer adequately capture

communication needs and flows in most modern organizations. The concept of diagonal

communication was introduced to capture the new communication challenges associated with

new organizational forms, such as matrix and project-based organizations.

iv) Internally versus Externally Directed CommunicationInternal communication involves the communication that exists within a company and can take

many forms. Key to the success of an organization is communication from within. Such

communications may be carried out by the use of e-mail, posters, staff briefings, documents or

meetings. Internal communication has become more prominent with the use of intranet, which

can only be accessed by staff and members.

External communication covers how a provider interacts with those outside their own

organization. As organizations increase the range and centrality of their interactions with

customers, suppliers, and the public preparing for and managing the communication

competencies and resources of the organization becomes ever more important. This may be with

the public, employers, community organizations, local authorities, job centers, careers offices,

funding bodies, specialist agencies and other training providers.


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SUPERIOR - SUBORDINATE COMMUNICATION

Superior-subordinate communication refers to the interactions between organizational

leaders and their subordinates and how they work together to achieve personal and

organizational goals. Satisfactory upward and downward communication is essential for a

successful organization because it closes the gap between superior and subordinates by

increasing the levels of trust, support, and the frequency of their interactions.

In a workplace environment, orders given from superiors to subordinates are the most

basic form ofDownward communication. These are usually done via manuals and handbooks,

oral communication or written orders. In order for downward communication to be effective, the

superior should remain respectful and concise when giving orders, they should make sure the

subordinate clearly understands instructions, and they should give recognition for admirable

performance.

Upward communication is the process of transmitting information from the bottom

levels of an organization to the top levels. It includes judgments, estimations, propositions,

complaints, grievance, appeals, reports, etc. from subordinates to superiors. It is very important

because it serves as the response on the success of downward communication. Management

comes to know how well its policies, plans, strategies and objectives are adopted by those

working at lower levels of the organization. Upward information flow can be very beneficial for

an organization, especially when it is encouraged by the management. When a manager is open

to upward communication, they help foster cooperation, gain support, and reduce frustration.

The channel of communication is a very significant variable in the upward

communication process. Channel refers to the means of which messages are transported. It can

be face-to-face, over the telephone, written, etc. Communication channel affects subordinate's

overall satisfaction with upward communication. Certain channels are easily ignored, which can

leave subordinates less satisfied with upward communication. A subordinate who is satisfied

with his/her upward communication will be less apprehensive about communicating upward than

a subordinate who is unsatisfied with his/her upward communication


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Major Barriers to Upward Communication

Upward communication channels may face significant barriers for employees attempting to send

feedback or other communication to higher-level management. Some of them are:

a) Communication MediumUpward communication channels may be crippled by the communication mediums available to

lower-level employees. Directors or managers often use multiple communication channels, such

as telephones, letters, memos, meetings and other methods. However, employees may not have

as many mediums at their disposal to send messages to directors or managers. Limited

communication mediums can force employees to deliver messages using potentially ineffective

methods. Inappropriate upward communication mediums can create confusion for individuals

receiving the messages.

b) FilteringFiltering occurs when messages pass through an intermediary in the communication channel.

Filtering often can alter the original message, limit its effectiveness or make it incomprehensible.

Upward communication filtering occurs when employees pass a message intended for upper-

level management through an immediate supervisor. The employees immediate superior may

change information in the message to reflect the supervisors opinion or understanding of the

situation. Filtering also occurs when the message's recipient allows the message to pass through

multiple individuals before reaching its final, intended party.

c) Education or ExperienceUpward communication faces barriers when lower-level employees have different educational

backgrounds than the individual requesting feedback. Lower-level employees also may lack the

specific business experience to allow them to reply with terms that are readily understood by the

receiving parties. Employees also may have misunderstood the original message from a lack of

understanding, education or experience. Misinterpreting the original message allows incorrect or

unnecessary information to flow through the upward communication channel.


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d) Cultural DifferencesBusiness organizations face cultural differences when sending messages through the companys

communication channels. Cultural differences can affect the language in messages flowing

through upward channels to managers. This barrier can be more prevalent in companies with

global operations, large international work forces or diverse local economic labor markets.

Companies may need to employ managers who have an understanding of cultural differences and

can translate messages through the upward communication channel to higher-level managers.


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Chapter 2:

WAYS TO INFLUENCE

SENIORS IN

ORGANIZATION


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Positive Attitude

An efficient employee needs to have a positive attitude and a clear mind. His voice is

extremely important when he talks to his boss. It has to be polite and it has to show him the

respect that is kept for him. On the other hand, if an employee is asking for a personal favor,

such as a few days off, his boss needs to know the reasons he has for such a necessity but will

also be requiring some details. The employee must honestly answer to all his questions because

if the boss feels that his subordinates absence wont affect the functioning of work, he will

allow. If he cannot replace the junior with someone, the junior must keep a positive attitude and

not try being impolite to him. It would be healthy if the discussion is ended in a positive manner.

One should never look down on his or focus on his negative aspects. He might be a great

person but probably an employees negative attitude may keep him from seeing his good

qualities and virtues. The subordinate must try to understand his senior and his manner of

working and make an attempt to adjust accordingly. It is better to find about aspects of work

which the boss is particular about and pay extra attention to those. When an employee wins

confidence and trust of his boss, he learns many things from him and gain from his experience

and exposure to work. A positive minded employee is proactive and is always willing to help his

boss to make his current project successful. The boss will definitely value an offer which makes

his task easier without him having to ask his junior to help him out. On the other front, if a

subordinate thinks that he won't be able to accomplish a project in the given time frame, he

shouldnt surprise his boss by letting him find out that commitment to a deadline is not met. He

should say that he is close to getting it put together, but it looks like he won't be able to complete

this by given time. So he requires an extension with his permission.

A junior must think of his boss not as "the boss," but as a person. Once both build an

understanding, the employee will be able to work better and communicate more effectively. The

junior will have to make ongoing adjustments to the needs and moods of his boss. Bosses can

have bad days; know when to give him/her space until the storm clouds clear. Its like doing a

weather check. Ask the boss how the day is going. If it is not a sunny day, ask if he needs help

but respect the closed door when a storm is brewing.


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Listening to Seniors

The two way nature of communication; so that both sides understand each other is widely

ignored. Listening techniques are vital in organization, since how a subordinate listen conveys

meaning to his boss and helps to make the exchange successful. When an employee is in search

of information or being assigned a project, the more obviously he listen attentively, the better.

Before entering the bosss cabin, the juniors mind must not be preoccupied with other tasks.

When the junior enters the cabin, he should wait for his turn if the boss is busy with his stuff.

During conversation, the subordinate may need to speak to get a response, but must not interrupt

the boss while he is speaking. After the boss finishes his part, the junior can ask open questions,

which may lead to discussion but he should keep his responses brief. The junior can use

analytical questions to discover the reasons behind the boss's statements, especially if he needs to

understand a sequence of facts or thoughts. He should ask questions carefully, so that he can pick

up clues from the answers and use the responses to help him frame his next set of questions. One

effective way to remember whatever the boss said is to repeat key words silently as you hear

them and note it down somewhere whenever you leave his cabin. Some of the practices which

should be avoided while listening to seniors are:

a. Interrupting the seniorb. Not looking at him.c. Rushing the conversation and making him feel that he or she is wasting the listener's time.d. Showing interest in something other than the conversation.e. Getting ahead of the boss and finishing his thoughts.f. Not responding to the speaker's requests.g. Saying, "Yes, but... indicates partial disagreement before the speaker has completed his or

her statement.

h. Topping the speaker's story with "that reminds me..." or "that's nothing, let me tell youabout..."

i. Forgetting what was talked about previously.j. Asking too many questions about details.


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When to speak up; when to keep quiet

Sometimes the subordinate manager knows best despite what senior management may

think. Whatever the issue the go/no-go decision on a project, a budget issue, a personnel

assignment or any conversion, junior managers is typically well versed on the details of a project

and are in the best position to make the right decision. But there are times when the decision-

makers above don't agree with their strategies and propose an alternative solution that could put

their efforts in vain.

There are a number of areas where a seniors mistake legitimately opens the door for a

subordinate to comment. Before getting excited to correct him, the subordinate must ask himself

following three questions:

2) Is there a down-line consequence to seniors decision, involving my department or work,which negatively affects the bottom line?

3) Does this mistake have a negative impact on my department or the works productivity?4) Does it somehow obstruct me from pursuing my work agenda?

He should step in if the answer to any of these three questions is yes. These scenarios put him in

a position where he has a legitimate interest in the decision or action because of the negative

effect the directive may have on his work. He must then work to persuade his senior to choose

another course. However in other cases, the subordinate should not press the issue. He shouldhold it back if:

1) Seniors decision is centered on a shift in company mission.2) The decision represents a decisive change in operational philosophy and affects more

than the department.

In these situations, the junior should offer input only if asked. Changes or decisions motivated by

shifts such as these in a companys direction or mode of operation generally should be

accommodated, not only by junior, but also by the managers who are lateral to him, even if it

means coping with inconvenience.


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Delivering a persuasive message

The message itself has an effect on the extent to which persuasion occurs. Both the form

and content of the message is important. In terms of form, research has revealed the relative

merits of one sided versus two sided messages, the effect of sequencing on different parts of the

persuasive message, and the value of repetition. Under most circumstances, the boss will obtain

greater effect with a two sided message, that is, one that mentions arguments both for and against

the conclusion the subordinate is advocating e.g. If you are trying to persuade your boss to

consider another supplier for raw materials, then you probably should mention both the

advantages and disadvantages which could be faced with new supplier. Most people in

organization today are relatively well educated and well informed and not likely to be convinced

by a simplistic one sided argument. An added advantage of two sided argument is that they tend

to immunize the seniors against subsequent counter arguments, since the original persuasive

message has taken opposing views into account.

In terms of sequencing, the research on the topic offers some suggestions about the

placement of supporting and refuting arguments in a two sided message, whether to present

problems or solutions first, and where to place points of common agreement. Researchers

suggest that positive arguments be given first, followed by denial of opposing arguments. This

tends to establish the senior on the side of subordinate before they discuss counter arguments.When a persuasive message proposes a solution to a problem, the persuader should first

state the problem then the solution. This sequence is usually more interesting to the listener who

having first heard the problem described can better understand the proposed solution. In most

cases, the junior agrees with his boss in some respects and disagrees in some. Research indicates

that it is best to first agree with the point of agreement and then move onto disagreement. If all

goes well, discussing agreed on points will heighten the bosss evaluation of the persuader,

making him more receptive to juniors claims in disputed area.

Repetition increases the receivers opportunity to consider a messages persuasive content.

Varying the content of message should make repetition more effective. However, while

repetition helps strong arguments by allowing the senior to process them more fully, it can hurt

weak arguments by expressing their flaws.


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In terms of message content, one factor that almost always aids persuasion is novelty.

The superior is more willingly to change when given facts that they have are not considered

before. Even if information is not new, it is more persuasive if the employee can make it seem

new. Another content factor concerns the discrepancy of message. Generally more discrepant the

message, greater the change in attitude up to a point beyond which increased discrepancy results

in less change. Greater credibility of source should allow subordinate to advocate more

discrepant message. By the same token, a lower credibility source should make it easier for the

boss to reject the message causing his change in attitude to peak at a lower level of discrepancy.

A final point about the message is that an employee who states a conclusion is almost certain to

be more successful than one who simply presents the facts and leaves the conclusion up to the

seniors.


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While asking questions

The right questions open the door to knowledge and understanding. The art of

questioning lies in knowing which questions to ask and when to ask them. The junior should

address his question to himself first. The answer will help him compose the right questions. If he

is planning a meeting, he should prepare a list of all answers needed to obtain. As the meeting

progresses, he should check off the answers he receives. If a new question occurs, the junior

should not abruptly raise his query and interrupt others. He can note it down and raise it later.

When preparing questions in advance, one should always look at the type of question that best

meets his aims. When asking prepared questions, the junior can watch out for clues in the

answers that he can follow-up later with a new set of questions.

People naturally become defensive of their point of view. This situation is the last thing a

junior may think if its against the senior management. The junior may feel that a bad decision

has been implemented or he is aware that it might come. In the meeting, the question should be

presented for discussion, along with various alternatives, including both senior managements

proposed course and employees solution. It is important to remain neutral on the decision in a

moment like this, however. And the focus should be on the flaws of a proposal and not on the

merits of his alternative. If no definite conclusion occurs, then junior can follow up his verbal

argument with a written one in formal report form or as an informal e-mail. He mustnt get intoany competition but simply offer an analysis that objectively looks at both benefits and

consequences in a way that clearly identifies the strengths and weaknesses of the options under

review. The boss may review it better and if it satisfies him, he will surely acknowledge it.

When a junior faces a complex situation whose solution he doesnt know, he will surely

consider going to his senior and asking him what to do. Instead of it, the subordinate should

think about the problem and try to find at least two solutions even if they seem impractical to

him. When he states the problem before his senior, he should also tell him about what solutions

he has thought of. The senior will feel that the junior has really worked upon the solution but he

still needs his sincere guidance. So the senior would willingly answer his queries and guide him.


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Appreciating people

Giving credit to boss

All human beings like to be recognized for their performance and need psychological

strokes. Bosses are prone to self-doubt, lack of assertiveness, insecurity, fear, confusion, and

paranoia, just like everyone else in the organization. Positive feedback alters behavior more

consistently and more reliably than negative feedback. Positive feedback must recognize very

specific behaviors that are expected (such as clear directions, good listening, thoughtfulness,

effective decisions, etc.) Credit shared is credit multiplied. It may well have been a subordinates

work, his decisions, his creativity, and his efforts that brought the project to a successful

conclusion, but he is never a total solo act. The subordinate should make the boss look good by

speaking highly of him, supporting him and showing respect. When a junior talk good about his

boss it raises his status among his peers. Even if he is not getting along with his boss talking like

he does, is good move to prevent any future troubles.

Taking others help

If a subordinate has any contractors or consultants on board who are in a position to offer

supporting comment, he must add their views to the written assessment. Some senior managers

put more value on a consultant's opinion than they do on the opinions of their in-house staff.

Adding view of such people certainly pleases the boss. Collecting success stories from other

industry players will lend credence to our alternatives. Here again, senior management often

places an exaggerated emphasis on what seems to work elsewhere. Copying the other guy

doesnt bother most executives if what the other guy is doing has him pulling ahead of the pack.

If the junior can offer some model that demonstrates success, and it supports his thesis, by all

means he must offer it.


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Non Verbal communication signals

Our body language is a huge range of unconscious physical movements which can either

strengthen communication or damage it. Even if we are sitting completely still, even

unknowingly, we are communicating powerful message about our real feelings. Because of its

subtlety and range, body language is difficult to read and to control. However a broad

understanding of body language is one route to understanding the real opinions of others. For

instance, if people are inwardly feeling uncomfortable because they are lying, their awkward

body language will reflect their lie.

Body Posture

Posture is all-important in body language. The positive posture might have the best effect

on the outcome by encouraging open communication, while a negative one would make

communication difficult. The nervousness subordinates feel before making a presentation before

a senior is very natural. Their minds prepare them for action via their nervous system, so

nervousness is experienced due to the hormone adrenaline into their blood. They can appear

more confident than they feel by making a conscious effort to smile and relax their arms. They

should look their senior confidently in his eyes while they are talking or listening to them, keep

their posture comfortably straight and not fiddling with hands.

Maintaining a fair distance

Leaving an acceptable distance is essential when a subordinate is talking to his senior. He

should stand around 30 40 inches away from his senior thus respecting his privacy. Standing

face to face with the boss is what should be his posture and not standing sideways unless he has

something to clarify if he is showing him any report. The subordinate should never try to peep

into bosss cellphone when he is using it. But he should not stand at such a distance which could

affect his audibility. Controlling the decibels is also an important factor as a loud voice may

irritate the boss straight away.


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POSITIVE NEUTRAL NEGATIVE

Body facing front and open

posture show confidenceDirect gaze shows attention Indirect gaze is evasive

Hands on hips indicate

determination and ability totake control

Relaxed arms & legs show

lack of tensionEar pulling indicates doubt

Direct gaze and broad smile

show friendly attention

Body turned away signifiesrejection of what other person

is saying

Slight slumping shows lack of

confidence

Creating a daily impression

First interaction for every day between boss and junior is very important. Greeting boss

every morning creates a special place in mind of the boss for junior. He will always give him

priority than other subordinates whenever he makes any decision. In an organization grooming,

appropriate clothing, dynamic posture catches everyones praise including the boss. A neat

appearance always makes an employee presentable before his senior. The visitors coming to

office can sense the culture of organization when they look at the employees. The look should be

subtle but not too eye catchy as it could become a problem if things dont go in favor.

Giving Body Signals

Supportive gestures, such as making eye contact, and nodding while the boss is talking can

create empathy. Everyone can control his or her body language to an extent, but not totally. One

should choose the words with care, being as honest as possible; otherwise, his body language

may contradict him.


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Some of the body signals are mentioned as follow.

Open palms: sincerity, openness, receptivity Leaning closer: interest, comfort Leaning away: discomfort with the facts being presented by boss Nodding: interest, agreement and understanding A relaxed posture: openness to communication Arms crossed over chest: defensiveness, guardedness, resistance Gesturing warmly or talking with hands: interest and involvement in the conversation Hand to cheek: evaluating, considering Hands clasped behind back: frustration , anxiety Tapping or drumming fingers: impatience, annoyance Fidgeting: boredom, nervousness or impatience Hand over mouth: generally negative; often denotes disapproval or reluctance to speak

openly

Clutching objects tightly: anxiety, nervous anticipation Pen biting: Fear and lack of confidence Closed eyes and nose pinching: reveal inner confusion and conflict about what is being

heard.

Indirect gaze: suspicion, sense of uncertainty.These gestures may seem insignificant, but they can actually be quite important. That's because

while juniors strategically watch their seniors or colleagues body signals, they may be keeping

just as close an eye on him.


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References:

1. Dalmer Fischer, Communication in organization (2006)2. K.A. Baker, Organizational Communication (2002)3. Merna Skinner, Communicating Better With Your Boss,Public Relations Tactics (2000)4. Scott Robinson, How to influence senior management , Tech republic articles (2003)5. Julie Barrett, Communicating in Style: Discover How to Communicate with Everyone

,PinnacleOne (2003)

6. Alexia Oppegaard, Tips for Communicating Effectively With Your Boss, CignaBehavioral Health (2005)

7. Polly Schneider Traylor, Enhance your listening skills and your management success,Tech Republic articles (2003)

8. http://www.melbabenson.com/articles.html July 2005 E-Newsletter9. http://findarticles.com/p/articles/mi_m1608/is_n7_v14/ai_20946890/

ORGANIZATIONAL COMMUNICATION AND INFLUENCING SENIORS

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