Week 10A Communication Part2

8/2/2019 Week 10A Communication Part2

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Jill Baldwin MA,MCIPD, FHEA, PGCESenior Lecturer Work Based Learning

Ashcroft International Business School

Communication

(2)

Introduction to People,Organisations and Management:

Part A


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Lecture Objectives:

By the end of this lecture you will be ableto:

Interpret expectations for the communicationassessment question

Recognise the importance of organisationalcommunication mechanisms

Identify the aspects of an open and closedcommunication climate

Plan effective use of weeks 11 and 12


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Communication barriers recap

4 key barriers to communication:Process BarriersDistortion of meaning anywhere along the communication process

from sender to receiver.

Personal BarriersInterpersonal skills, Verbal and non verbal communication,

stereotypes, gender differences, cultural diversity, emotions, egos,active listening

Physical Barriers

Distance, Geographical location, office design and layout, computerand telephone equipment

Semantic BarriersWords, Encoding and decoding errors because of phrases of

communication and misinterpretation, Jargon, Mixed messages,language variations,


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Communication Assessment

Question 4

Under each of the 4 key barrier areas,there are numerous barriers to effective

communicationDo not choose the 4 key areas

themselves, BUT choose 4 actual barriers

from within these areas, ideally one fromeach, to explore in your answer


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Organisational Communication

A recent study by the CIPD (Cannell,2007) in Britain found that just over half of

employees surveyed felt that they werebeing informed about what their companywas doing and only 65% said they were

given enough information to enable themto work effectively

Cited in Buchanan & Huczynski, 2010


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4 key objectives for organisational

internal communications:

Engaging employees to achieve businessgoals (85% of respondents)

Understanding organisational goals andstrategy (81% or respondents)

Supporting culture change (52%)

Creating an open environment fordialogue across the organisation (50%)


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How can employee behaviour be

channelled in the right direction?

Management cannot change individualbehaviour directly, or by attempting to

alter peoples personalities. It is moreeffective and practical to influence thepremises on which people make their own

decisions about how they behave

March & Simon (1958)


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Mechanisms for communicating

with employeestop down

Management chain of command Regular meetings with managers In-house newspapers/magazines

Company Intranet NoticeboardsVideos and in house tv Conferences and seminars Employee reports Team briefings Email, intranet, blogs, podcasts

Buchanan & Huczynski, 2010


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Mechanisms for communicating

with employees: 2-way exchanges

Web 2.0 interactive systems

speak out programmes

Suggestion or bright ideas schemes

Open door policiesAppraisal system

Quality circles

Attitude surveys

Interactive email

Buchanan & Huczynski, 2010


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Grapevine Patterns

Source: Davis, K. and Newstrom, JW., Human Behaviour at Work: Organisational Behaviour, 7thEd. New York: McGraw-Hill, p317.


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Open & Closed

communication climates

Open, supportive communication climate Closed, defensive communication climate

Descriptive: informative rather than evaluativecommunication

Judgemental: emphasis on apportioning blame, makepeople feel incompetent

Solution-oriented: focus on problem-solving rather thanon what is not possible

Controlling: conformity expected, inconsistency and changeinhibited

Open and honest: no hidden messages Deceptive: hidden meanings, insincerity, manipulativecommunication

Caring: emphasis on empathy and understanding Non-caring: detached and impersonal, little concern forothers

Egalitarian: everyone valued regardless of role or status Superior: status and skill differences emphasised in

communication

Forgiving: errors and mistakes recognised as inevitable,focus on minimizing

Dogmatic: little discussion, unwillingness to accept views ofothers or compromise

Feedback: positive, essential to maintaining performanceand relationships

Hostile: needs of others given little importance

(Gibb, 1961)


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What next? Weeks 11 and 12

Summary sessions:

Week 11: Personality & Learning

Week 12: Motivation & Communication

Bring with you, to lecture and seminar, your answers tothe assessment questions relevant to the topics for theweek

Expect to undertake discussions and activities toevidence your learning to date and apply this to yourpersonal reflective practice and career management


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What next? Weeks 11 and 12

Summary sessions: Week 11: Personality & Learning Week 12: Motivation & Communication

Lecture: Key Points in OB literatureSeminar: Work on assessment, Q&A with tutor, student led

Lecture & Seminar: reflections on and activities for personalreflective practice and career development, in the context of the 4topics

(This will only be effective if you attempt the assessment questions,do the reading and come with your questions)


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This weeks seminar:

No structured seminar activity sheet:

2 hours of seminar time for your tutor toindividually look at your work so far

Prepare for the coming 2 weeks, chaptersummaries for the 4 topics

Group/Discussions/Presentations on the topics

Work on assessment questions

Week 10A Communication Part2

Documents

Transcript of Week 10A Communication Part2