02-Communication Process (2)

7/29/2019 02-Communication Process (2)

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Communication Skills for Managers

Dr. Ravi Shanker

Communication Process


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Objectives

u Discuss the basic purpose of communication

u Describe a basic model for communication

u Explain the communication hierarchy

u Explain various barriers to communication

and suggest ways to overcome them


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Changes Affecting the

Workplace

u Heightened global competition

u Flattened management hierarchies

u Expanded team-based managementu Innovative communication technologies

u New work environments

u Increasingly diverse workforce

Success in the new workplace requires excellent

communication skills.


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Encoding: process

by which the

sender translatesthe idea to be

communicated

into a message


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Channel: vehicle

through which a

message is sent

Examples:

u Magazines

u TVu Radio


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Decoding: processwhere receiverinterprets themessage



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The Communication Process

CLAUDE SHANNON MODEL-1948

1.Senderhas idea

THE PROCESS OF COMMUNICATION STARTS IN THE

MIND OF THE SENDER


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2.Senderencodesidea inmessage

1.Senderhas idea

TO DO SO, HE TRANSLATES HIS THOUGHTS

FROM RANDOM INPRESSIONS INTO MESSAGES/

WORDS THAT WILL ACCURATELY CONVEY HIS

THOUGHTS.


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3.Messagetravelsoverchannel

1.Senderhas idea

SINCE HUMANS ARE NOT TELEPATHIC, THE

THOUGHTS OF THE SENDER REMAIN AS

IMAGES/IDEAS IN HIS/HER MIND.

PERHAPS THE SENDER REALISES IF HE WANTHELP TO SOLVE A PROBLEM, HE MUST

COMMUNICATE THESE THOUGHTS TO THE

OTHER i.e. THE RECEIVER.


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1.Senderhas idea

4.Receiverdecodesmessage

THEN HE CHOOSES A CHANNEL TO TRANSMIT HIS

THOUGHTS: VERBAL/WRITTEN, SIGN/ SYMBOLIC

THE RECEIVER DECODES IT BASED ON KNOWLEDGE,EXPERIENCE. i.e. THE RECEIVER ASSIGN

MEANING TO THE SOUND/SIGNS AND ARRIVES AT

THE THOUGHT BEHIND THE WORDS


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1.Senderhas idea


5.Feedback travelsto sender

THE RECEIVER ALSO RECOGNISES THAT

HE/SHE IS BEING CALLED ON TO RESPOND.


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1.Senderhas idea


6.Possible additionalfeedback to receiver

5.Feedback travelsto sender


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IN SUM:

THE SENDER HAS AN IDEA

THE IDEA BECOMES A MESSAGE

THE MESSAGE IS TRANSMITTED

THE RECEIVER GETS THE MESSAGE

THE RECEIVER REACTS AND SENDS FEEDBACK TO

THE SENDER.


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Systems Approach to Communication

Source Encoding Message Channel Decoding Receiver

Feedback

Noise Noise

COMMUNICATION IS A MULTIVARIABLE,

DYNAMIC INTERPLAY OF NUMEROUS ELEMENTS


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u Communication climate

u Context and setting

u Background, experiencesu Knowledge, mood

u Values, beliefs, culture

Systems Approach Suggests that

Understanding is Shaped by:


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A Simple Communication Model

Sender(S)

Message(M)

Receiver(R)


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Stimulus

(S)

Message

(M)

Response

(R)


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Hierarchy of Effects

Attention

Desire

Interest

ILL ACCEPT

IT!

Action


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Hierarchy of Communications

Effects

ignorance

Awareness

Knowledge

Liking

Preference

Conviction

Action


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MYTHS ABOUT COMMUNICATION

1. I CAN DECIDE WHEN TO COMMUNICATE AND

WHEN NOT TO.

2. ITS A ONE WAY PROCESS.

3. WE COMMUNICATE PRIMARILY THROUGHWORDS.

4. THE MESSAGE WHICH ARE RECEIVES FROM

WHAT YOU COMMUNICATE IS IDENTICAL.

5. BODY LANGUAGE IS A SILENT LANGUAGE.

6. YOU CANNOT LOAD TOO MUCH INFORMATION

ON SOME ONE.


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UNDERSTANDING BARRIERS

HOW SHARED EXPERIENCE AFFECT UNDERSTANDING

LITTLE SHAREDEXPERIENCE

MEANING

DISSIMILARMISUNDERSTAN

DING

AVERAGE SHAREDEXPERIENCE

MEANING ABOUT

SIMILARAVG.

UNDERSTANDING

LARGE SHAREDEXPERIENCE

MEANING

IDENTICAL

HIGHUNDERSTANDING


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MIS-COMMUNICATION IN

COMMUNICATION


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Message DistortionDownward Communication

Through Five Levels of Management

Message Amount of message

written by board of directors 100%


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received by vice-president 63%


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received by general supervisor 56%


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received by plant manager 40%


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received by team leader 30%

i i


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received by team leader 30%received by worker 20%


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MEANINGORGANISATIONAL

INTERPERSONAL

INDIVIDUAL

ECO, GEO

MEDIA & CHANNEL

TECHNOLOGICAL

EMOTIONAL

LANGUAGE

Barriers to Communication


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TENDENCY TO BE JUDGEMENTAL & TO TAKEMENTAL EXCURSIONS

LACK OF INTEREST

BIAS, PREJUDICE APPEARANCE & PERSONALITYINDIVIDUAL DIFFERENCES

KNOWLEDGE

PERCEPTION

CULTURE

NOISE & DISTRACTIONS

Barriers to Communication


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A Classic Case of

Miscommunication

In Center Harbor, Maine, local legend recalls

the day when Walter Cronkite steered his boat

into port. The avid sailor was amused to see in

the distance a small crowd on shore wavingtheir arms to greet him. He could barely make

out their excited shouts of"Hello Walter,

Hello Walter."


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As his boat sailed closer, the crowd grew

larger, still yelling, "Hello Walter, Hello

Walter." Pleased at the reception, Cronkite

tipped his white captain's hat, waved back,

even took a bow. But before reaching

dockside, Cronkite's boat abruptly jammedaground. The crowd stood silent. The

veteran news anchor suddenly realized what

they'd been shouting: "Low water, lowwater."


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Analysis of Communication

Process


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Process

Sender

has

idea

Warn

boater


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Process

Sender

has

idea

Warn

boater

Sender

encodes

message

Low

water!


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Process

Sender

has

idea

Warn

boater

Sender

encodes

message

Low

water!

Channel

carries

message

Message

distorted


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Process

Sender

has

idea

Warn

boater

Sender

encodes

message

Low

water!

Channel

carries

message

Message

distorted

Receiver

decodes

message

Hello

Walter!


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u Frame of reference Receiver accustomed to acclaim and

appreciative crowds.

u Language skills Maine accent makes "water" and "Walter"

sound similar.

u Listening skills Receiver more accustomed to speaking

than to listening.u Emotional interference Ego prompted receiver to believe crowd

was responding to his celebrity status.

u Physical barriers Noise from boat, distance between

senders and receivers.

Which of these barriers could be overcome through improved

communication skills?

What barriers helped create the miscommunication here?

Addi i l C i i


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Additional Communication

Barriers

u Fear of reprisal for honest communication

u Differing frames of reference among

communicatorsu Lack of communication skills

u Ego involvement

u Turf wars

B i I l


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Barriers to Interpersonal

Communication

u Bypassing

u Limited frame of reference

u Lack of language skills

u Lack of listening skills

u Emotional interferenceu Physical distractions

B i Th Bl k h Fl f


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Barriers That Block the Flow of

Information in Organizations

u Closed communication climate

u Top-heavy organizational structure

u Long Lines of communicationu Lack of trust between management and

employees

u Competition for power, status, rewards

O i C i i


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Overcoming Communication

Barriers

u Realize that communication is imperfect.

u Adapt the message to the receiver.

u Improve your language and listeningskills.

u Question your preconceptions.

u Plan for feedback.


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Organizational Communication

u Functions: internal and externalu Form: oral and written

u Form: channel selection dependent onv Message content

v Need for immediate response

v Audience size and distance

v Audience reaction

v Need to show empathy, friendliness, formality

u Flow:v Formal: down, up, horizontal

v Informal: grapevine

S i O i i l


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Surmounting Organizational

Barriersu Encourage open environment for

interaction and feedback.

u Flatten the organizational structure.

u Promote horizontal communication.u Provide hotline for anonymous

feedback.

u Provide sufficient information throughformal channels.

Forms of Communication Flowing


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Forms of Communication Flowing

Through Formal Channels

Written

Executive memos, letters

Annual reportCompany newsletter

Bulletin board postings

Orientation manual

Electronic

E-mail

VoicemailIntranet

Videotape

Videoconferencing

Oral

Telephone

Face-to-face conversation

Company meetings

Team meetings

Communication Flowing


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Communication Flowing

Through Formal Channels

Downward

Management directives

Job plans, policies

Company goalsMission statements

Upward

Employee feedback

Progress reports

Reports of customer

interaction, feedback

Suggestions for

improvement

Anonymous hotline

Horizontal

Task coordination

Information sharing

Problem solvingConflict resolution


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UPWARD CHANNELS: (TYPES OF INFORMATION)

WHAT THE EMPLYEE HAS DONE

WHAT THOSE UNDER THE EMPLOYEE HAVE DONE

WHAT THE EMPPLOYEES PEERS HAVE DONE

WHAT THE EMPLOYEES PROBLEMS ARE, AND THAT

OF HIS DEPARTMENT

WHAT HE THINKS NEEDS TO BE DONE

HIS PERCEPTIONS OF JOB PERFORMANCE

WHAT ORGANISATIONAL POLICIES & PRACTICES

NEEDS ADJUSTING


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DOWNWORDC CHANNELS: (TYPES OF COMMUNICATION)

JOB INSTRUCTIONS

JOB RATIONALE

POLICY & PROCEDURES

FEED BACK

INDOCTRINATION

SOURCE: KATZ & KAHN,

THE SOCIAL PSYCHOLOGY OF ORGANISATIONS


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HORIZONTAL CHANNELS: (MAJOR PURPOSES)

TASK COORDINATION

PROBLEM SOLVING

SHARING INFORMATION

CONFLICT RESOLUTION


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Tools for Doing the Right Thing

u Is the action you are considering legal?

u How would you see the problem if you were on

the other side?

u What alternate solutions are available?u Can you discuss the problem with someone

you trust?

u How would you feel if your family, friends,employer, or co-workers learned of your

action?


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Five Common Ethical Traps

u The false-necessity trap(convincing yourself that no other choice exists)u The doctrine-of-relative-filth trap

(comparing your unethical behavior with someone elseseven more unethical behavior)

u The rationalization trap(justifying unethical actions with excuses)

u The self-deception trap

(persuading yourself, for example, that a lie is not really a lie)u The ends-justify-the-means trap

(using unethical methods to accomplish a desirable goal)


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REVIEW

u Discuss the basic purpose of communication

u Describe a basic model for communication

u Explain the communication hierarchy

u Explain various barriers to communicationand suggest ways to overcome them

Documents

02-Communication Process (2)