COMMUNICATIONS and HUMAN BUSINESS STRATEGU MATRIX

COMMUNICATION

1. Presented by: Kenneth L. Sanido,MBM

2. VIDEO

3. LEARNING OBJECTIVES : 1.Define the communications. 2.Elaborate the two way communication process. 3.Enumerate the factors leading to effective communication. 4. Define the 3 types of communications. 5. To enumerate the communication barriers 6. To define the other forms of communications

4. QUOTE: Constantly talking isn’t necessarily communicating.. Joel in Eternal Sunshine of the Spotless Mind

5. Scenario : Members of a hospital’s board of directors were listening to an appeal to send substantial capital funds to upgrade a CT scanner. “But why do we need all of these extra features?” asked one board member. “Because,” explained physician, “it will allow us to re-examine the CT scans for a patient from a different set of perspectives after he or she is gone.” “But why would you care to analyse the scans after a patient is dead?” Innocently asked another board member (who happened to be a funeral director). Only after widespread laughter did the physician realize that his use of the word “gone” had two very different meanings among his audience—departed from the health care facility versus departed from world.

6. COMMUNICATIONS

7. What is communications Communication is the transfer of information and understanding from one person to another. It is a way of reaching others by transmitting ideas, facts, thoughts, feelings, and values. Its goal is to have the receiver understand the message as it was intended and (often) to act upon that information. When communication is effective, it provides a bridge of meaning between the two people so they can each share what they feel and know.

8. Just like Just as people may develop arteriosclerosis, a hardening of the arteries that restricts the flow of blood and the nutrients it carries, so may an organization develop similar problems with its information arteries. The result is the same—unnecessarily reduced efficiency due to key information being blocked or restricted at various points throughout the organization. And just like the medical ailment, preventing the problem is usually easier than trying to find a cure.

9. What is communications Communications always involves at least two people- a sender and a receiver. One person alone cannot communicate. Only one or more receivers can complete the communication act. A manager may send a hundred messages, but there is no effective communications until each one is received , read and understood. Communication is what the receiver understands, not what the sender says.

10. FUNCTIONS OF COMMUNICATIONS

11. Functions of Communications Communication serves four major functions within group or organization: control, motivation, emotional expression, and information . 1. Communication acts to control member behavior in several ways. Organizations have authority hierarchies and formal guidelines employees are required to follow. When employees must communicate any job-related grievance to their immediate boss, follow their job description, or comply with company policies, communication is performing a control function.

12. Functions of Communications 2. Communication fosters motivation by clarifying to employees what they must do, how well they are doing it, and how they can improve if performance is subpar.

13. Functions of Communications 3. Their work group is a primary source of social interaction for many employees. Communication within the group is a fundamental mechanism by which members show their satisfaction and frustrations. Communication, therefore, provides for the emotional expression of feelings and fulfillment of social needs.

14. Functions of Communications 4. The final function of communication is to facilitate decision making. Communication provides the information individuals and groups need to make decisions by transmitting the data needed to identify and evaluate choices.

15. Functions of Communications If there is no communication, employees cannot know what their co-workers are doing, management cannot receive information inputs, and supervisors and team leaders cannot give instructions. Coordination of work is impossible, and the organization will collapse for lack of it.

16. Scenario Management in one firm persuaded production employees to bring their own coffee and have coffee breaks at their machines instead of taking a regular lost-time coffee break in the cafeteria. The company had dealt directly and frankly with them. It presented to employee group meetings a chart of electricity use for the plant, showing how power use was less than half of normal for 15 minutes before and after a coffee break, plus the normal production loss during the break. The company made a sound case for the fact that this long period of inactivity and partial activity prevented profitable operation. The power-use charts were convincing, and employees readily accepted the new coffee-break policy.

17. TWO WAY COMMUNICATION PROCESS

18. TWO WAY COMMUNICATION PROCESS The two-way communication process is the method by which a sender reaches a receiver a message. The process always require eight steps, whether the two parties talk, use hand signals, or employ some advanced-technology means of communication.

19. TWO WAY COMMUNICATION PROCESS

20. TWO WAY COMMUNICATION PROCESS 1. Develop an Idea is to develop an idea that the sender wishes to transmit. This is the key step, because unless there is a worthwhile message, all the other steps are somewhat useless. This step is represented by the sign, sometimes seen on office or factory walls that read. “Be sure brain is engaged before putting mouth in gear.”

21. TWO WAY COMMUNICATION PROCESS

22. TWO WAY COMMUNICATION PROCESS 2. Encode (convert) the idea into suitable words, charts, or other symbols for transmission. At this point, the sender determines the method of transmission so that the words and symbols may be organized in suitable fashion for the type of transmission.

23. TWO WAY COMMUNICATION PROCESS

24. TWO WAY COMMUNICATION PROCESS 3. Transmit When the message finally is developed, this step is to transmit it by the method chosen, such as by memo, phone call, or personal visit. The sender also chooses a certain channel, such a bypassing or not bypassing a co-worker, and communicates with careful timing.

25. Communication process T he sender may decide that today may not be the right day to talk to the manager about that pay raise. The sender also tries to keep the communication channel free of barriers, or interference, so that the message has a chance to reach the receiver and hold his or her attention. In employment interviewing or performance appraisals, for example, freedom from distraction is highly desirable.

26. TWO WAY COMMUNICATION PROCESS

27. TWO WAY COMMUNICATION PROCESS Receive Transmission allows another person to receive a message, which is step 4. In this step, the initiative transfers to the receiver, who tunes in to receive the message? If it is oral, the receiver needs to be a good listener, a skill that is discussed shortly. If the receiver does not function, the message is lost.

28. TWO WAY COMMUNICATION PROCESS

29. TWO WAY COMMUNICATION PROCESS Decode Step 5 is to decode the message so it can be understood. The sender wants the receiver to understand the message exactly as it was sent. For example, if the sender transmits the equivalent of a square and the decoding step produces a circle, then a message has been sent, but not much understanding has taken place.

30. TWO WAY COMMUNICATION PROCESS

31. TWO WAY COMMUNICATION PROCESS Accept Once the receiver has obtained and decoded a message, that person has the opportunity to accept or reject it, which is step 6. The sender, of course, would like the receiver to accept the communication in the manner intended so activities can progress as planned. Acceptance, however, is a matter of choice and degree, such that the receiver has considerable control over whether or not to embrace all the message or just parts of it.

32. TWO WAY COMMUNICATION PROCESS

33. TWO WAY COMMUNICATION PROCESS Use Step 7 in the communication process is for the receiver to use the information. The receiver may discard it, perform the task as directed, store the information for the future, or do something else. This is a critical action step, and the receiver is largely in control of what to do.

34. TWO WAY COMMUNICATION PROCESS

35. TWO WAY COMMUNICATION PROCESS Provide Feedback When the receiver acknowledges the message and responds to the sender, feedback has occurred. Feedback completes the communication loop, because there is a message flow from the sender to the receiver and back to the sender.

36. Scenario Consider the process that must go on in the mind of one of its powerful young stars, Venus Williams. As Venus serves the ball, she cannot tell herself, “My next shot will be a crosscourt forehead.” Her next shot, to be effective, must depend on feedback from the receiver—that is, on where and how her opponent returns the serve. Venus undoubtedly has an overall strategy for the match, but each of her shots must be contingent on the way the ball is returned to her—its force, spin, and placement—and on the position of her opponent on the opposite side of the court.

37. DIRECTION OF COMMUNICATION

38. Direction of Communication Upward Downward Lateral

39. DIRECTION OF COMMUNICATION 1. Downward Communication that flows from one level of a group or organization to a lower level. Group leaders and managers use it to assign goals, provide job instructions, explain policies and procedures, point out problems that need attention, and offer feedback about performance.

40. DIRECTION OF COMMUNICATION 2. Upward Communication flows to a higher level in the group or organization. Its used to provide feedback to higher ups, inform them of progress toward goals and relay current problems.

41. Note: Upward Communication Given the manager’s job responsibilities have expanded, upward communication is increasingly difficult because manager’s are overwhelmed and easily distracted. To engage in effective communication, try to reduce distractions , communicate in headlines not paragraphs , support your headlines with actionable items .

42. DIRECTION OF COMMUNICATION 3. Lateral communication when communications takes place among members of the same work group, members of work groups at the same level, managers at the same level, or any other horizontally equivalent workers.

43. Example : Ann-Marie Campbell demonstrates the text concept of downward communication when speaking with the manager and employees of a store in St. Petersburg, Florida. Serving as a member of Home Depot’s senior leadership team, Campbell oversees 100,000 workers at 640 stores in 15 states, Puerto Rico, and the Virgin Islands. During her store visits, Campbell communicates the retailer’s goals of focusing on clean warehouses, stocked shelves, and excellent customer service. Her personal, face-to-face meetings with employees give her the opportunity to solicit upward communication from them.

44. Note : Why is lateral communication needed if a group or an organization’s vertical communications are effective? Lateral communication saves time and facilitates coordination. Some lateral relationships are formally sanctioned. More often, they are informally created to short-circuit the vertical hierarchy and expedite action. S

45. INTERPERSONAL COMMUNICATIONS

46. INTERPERSONAL COMMUNICATION Oral Communication The chief means of conveying messages is oral communication. Speeches, formal one-on-one and group discussions, and the informal rumor mill or grapevine are popular forms of oral communication. The advantages of oral communication are speed and feedback. We can convey a verbal message and receive a response in minimal time. If the receiver is unsure of the message, rapid feedback allows the sender to quickly detect and correct it. As one professional put it, “Face-to-face communciation on a consistent basis is still the best way to get information to and from employees.”

47. INTERPERSONAL COMMUNICATION 2. Written communications include memos, letters, fax transmissions, e-mail, instant messaging, organizational periodicals, notices placed on bulletin boards (including electronic ones), and any other device that transmits via written words or symbols.

48. Note : Why would a sender choose written communication? It’s often tangible and verifiable. Both the sender and receiver have a record of the communication; and the message can be stored for an indefinite period. If there are questions about its content, the message is physically available for later reference. This feature is particularly important for complex and lengthy communications.

49. INTERPERSONAL COMMUNICATION 3.Non verbal communication Every time we deliver a verbal message, we also impart a nonverbal message. Sometimes the nonverbal component may stand alone. In a singles bar, a glance, a stare, a smile, a frown, and a provocative body movement all convey meaning. No discussion of communication would thus be complete without consideration of nonverbal communication —which includes body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver.

50. Note : Non verbal body language: We lift one eyebrow for disbelief We rub our noses for puzzlement We clasp our arms to isolate ourselves We shrug our shoulders for indifference Wink for intimacy Tap our fingers for impatience Slap our head for forgetfulness

51. ORGANIZATIONAL COMMUNICATION

52. ORGANIZATIONAL COMMUNICATION 1. Grapevine is any informal communication network in a group or organization. Although the rumors and gossip transmitted through the grapevine may be informal, it’s still an important source of information.

53. ORGANIZATIONAL COMMUNICATION Advantage: Grapevine channels carry information rapidly. As soon as an employee gets to know some confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other. Thus, it spreads hastily. The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication. The grapevine creates a sense of unity among the employees who share and discuss their views with each other. Thus, grapevine helps in developing group cohesiveness. The grapevine serves as an emotional supportive value. The grapevine is a supplement in those cases where formal communication does not work.

54. ORGANIZATIONAL COMMUNICATION Disadvantage: 1.The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depicts the complete state of affairs. The grapevine is not trustworthy always as it does not follows official path of communication and is spread more by gossips and unconfirmed report. The productivity of employees may be hampered as they spend more time talking rather than working. The grapevine leads to making hostility against the executives. The grapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization.

55. ORGANIZATIONAL COMMUNICATION 2.Electronic Communications about 71 % of cases the primary-medium of communication in today’s organizations is electronic.

56. ORGANIZATIONAL COMMUNICATION Email uses the internet to transmit and receive computer generated text and documents. Its growth has been spectacular and its use is now so pervasive its hard to imagine life without it. Email messages can be quickly written, edited and stored, They can be distributed to one person or thousands with a click of mouse. Problem : Drawbacks for communicating negative messages Time consuming nature

57. ORGANIZATIONAL COMMUNICATION B. Instant Messaging and Text messaging have become pervasive. IM is usually sent via computer whereas TM is transmitted via cellphones .

58. scenario : Malaysia airline Air asia is taking advantage of the flexibility of text messaging to make it more convenient for travellers to book flights.

59. ORGANIZATIONAL COMMUNICATION B. Social Networking nowhere has communication been more transformed than in the rise of social networking. You are doubtless familiar with and perhaps a user of social networking platforms such as facebook and Linkedin .

60. ORGANIZATIONAL COMMUNICATION C. Blogs ( web log ) is a web site about a single person or company. Experts estimate that more than 156 million blogs now exist. Millions of U.S workers have blogs. And of course, many organizations and organizational leaders have blogs that speak for the organization. Twitter is a hybrid social networking service that allows users to post “ micro blog” entries to their subscribers about any topic, including work. Many organizational leaders send twitter messages ( tweets ) but they can also come from any employee about any work topic.

61. ORGANIZATIONAL COMMUNICATION Video conferencing permits employees in an organization to have real time meetings with people at different locations. Live audio and video images let participants see, hear and talk with each other without being physically in the same location.

62. scenario : Sunita Williams, a NASA astronaut commander and woman who has spent the longest time in space used videoconferencing to speak to students and journalists at the American center in Kolkata India. The video conferencing technology allowed the students and journalists to interact with williams as she discussed her experiences aboard the Space Station A tlantis.

63. CHOICE OF COMMUNICATION CHANNEL

64. ORGANIZATIONAL COMMUNICATION Why do people choose one channel of communication over another-say a phone call instead of a face to face talk? A model of media richness helps explain channel selection among managers.

65. © 2005 Prentice Hall Inc. All rights reserved. 10– 65 Information Richness of Communication Channels Low channel richness High channel richness Routine Nonroutine

66. ORGANIZATIONAL COMMUNICATION Face to face conversations scores highest in channel richness because it transmits the most information per communication episode-multiple information cues ( words, postures, facial expressions, gestures) immediate feedback ( both verbal and nonverbal) and the personal touch of being present. Impersonal written media such as formal reports and bulletins rate lowest in richness.

67. BARRIERS TO EFFECTIVE COMMUNICATION

68. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. Filtering refers to senders purposely manipulating information so the receiver will see it more favorably . The more vertical levels in the organization’s heirarchy , the more opportunities there are for filtering. Factors such as fear of conveying bad news and the desire to please the boss often lead employees to tell their superior what they think they want to hear, thus distorting upward communications.

69. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 2.Selective perception where the receivers in the communication process selectively see and hear based on their needs, motivations, experience,background and other personal characteristics.

70. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 3.Information overload means that individuals have a finite capacity for processing data. When the information we have to work with exceeds our processing capacity, the result is information overload.

71. Barrier in communication process What happens when individuals have more information than they can sort and use? They tend to select, ignore,passover or forget.

72. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 4.Emotions individuals in positive moods are more confident about their opinions after reading a persuasive message so well crafted arguments have stronger impacts on their opinions. People in negative moods are more likely to scrutinize messages in greater detail, whereas those in positive moods tend to accept communications at face value.

73. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 5.Language even when we’re communicating in the same language, words mean different things to different people. Age and context are two of the biggest factors that influence such differences.

74. Example: When Michael Schiller a business consultant was talking with his 15 year old daughter about where she was going with her friends, he told her “ you need to recognize your KPI’S and measure against them . Schiller said that in response, his daughter “looked at him like he was from outerspace ”

75. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 6.Silence (one survey found that more than 85 percent of managers reported remaining silent about at least one issue of significant concern. Employee silence means managers lack information about ongoing operational problems. And silence regarding discrimination, harassment,corruption means top management cannot take action to eliminate this behavior .

76. BARRIERS EFFECTIVE COMMUNICATION A number of barriers can retard or distort effective communication. 7 . Lying is the final barrier to effective communication is outright misrepresentation of information or lying. Compounded across a large organization, this is an enormous amount of deception happening every single day! Evidence also shows that people are more comfortable lying over the phone than face to face and more comfortably lying in emails than when they have to write with pen and paper.

77. Cultural barriers

78. Global Implications Cross cultural factors clearly create the potential for increased communication problems. A gesture that is well understood and acceptable in one culture can be meaningless or lewd in another.

79. Barrier in communication process Did you know that: Only 18 percent of companies have documented strategies for communicating with employees across cultures and only 31 percent require that corporate messages be customized for consumption in other cultures. Ex: Proctor and Gamble

80. Global Implications Language difficulties in cross cultural communications: Barriers caused by semantics. Barriers caused by connotations. Barriers caused by tone differences. Differences in tolerance for conflict and methods for resolving conflicts

81. © 2005 Prentice Hall Inc. All rights reserved. 10– 81 Hand Gestures Mean Different Things in Different Countries

82. © 2005 Prentice Hall Inc. All rights reserved. 10– 82 Hand Gestures Mean Different Things in Different Countries (cont’d)

83. Politically Correct” Communication

84. “Politically Correct” Communication Certain words stereotype, intimidate, and insult individuals. In an increasingly diverse workforce, we must be sensitive to how words might offend others. Removed: handicapped , blind , and elderly Replaced with: physically challenged , visually impaired , and senior . Removing certain words from the vocabulary makes it harder to communicate accurately. Removed: death , garbage, quotas , and women . Replaced with terms: negative patient outcome , postconsumer waste materials , educational equity , and people of gender .

85. Discussions:

86. Q uote: Good communication is as stimulating as black coffee, and just as hard to sleep after.. Anne Morrow

87. Q uote: The art of communication is the language of leadership. James Homes

88. Thank you 