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Business Communication
Communication Concepts
Communication Process Model
Communication process model breaks down communication into parts
Receiver/ Sender
Sender/ Receiver
Message
Feedback
Encodes Decodes
EncodesDecodes
Shannon-Weaver Model
Communication Process Model
Sender: originates a communication message
Receiver: destination of the communication
Encoding: sender changes thoughts into symbols
Decoding: receiver assigns meaning to symbols
Communication Process Model
Message: idea, thought, feeling or opinion to be communicated (clear or unclear)
Channel: medium through which the message travels from sender to receiver
Feedback: receiver’s response to the message/indicates the message is seen, heard and understood
Communication Process Model
1. Sender (Encoder) Initiates the communication If both good and bad news will be
given, the good news should be given first
If both a simple and a complex message will be given, the simple one should be given first
Communication Process Model
2. Message Verbal (part of the message that is
heard) and nonverbal (body language and the surrounding environment)
Communication Process Model
3. Channel Means used to convey the message
– Oral communication channels– Written communication channels
Communication Process / Channel
Types of channels within an organisation
a. Downward Channels: passing information from superior to subordinate to;
• give job instructions• bring about understanding of the job• provide information about procedures• provide feedback about performances of subordinates
LOSS OF INFORMATIONLOSS OF INFORMATION
Loss of information between 6 hierarchical levels
Level Percentage of information received
Board
Vice presidents 63
General supervisors 56
Plant managers 40
General foremen 30
Workers 20
Communication Process / Channel
b. Upward Channels: provides subordinates to convey information to their superiors to;
• gain feedback and learn about problems that affect efficiency,
• evaluate employee attitudes and perceptions
SUBORDINATES FEEL THEIR SUBORDINATES FEEL THEIR SUPERIORS ARE NOT THAT OPEN ANDSUPERIORS ARE NOT THAT OPEN AND
ENCOURAGINGENCOURAGING
Communication Process / Channel
c. Lateral Channels: conveying information between individuals and units on the same hierarchical level for;
• the coordination of tasks• sharing of information,• problem solving• conflict resolution
This type of communication is persuasive and suggestive rather than directive or authoritative
Communication Process / Channel
d. Informal Channels: grapevine
Single-strand: Each person recieves information from one person and passes it on to one more
Gossip: one individual passesthe news to all others
BB
CC
AA
messagemessage
messagemessage messagemessage
AA
BB CC DD
Communication Process / Channel
d. Informal Channels:
Probability: Information is passed on randomly
Cluster: Channel members selectively choose their informal communication links
COMMUNICATION BARRIERS IF THEY COMMUNICATION BARRIERS IF THEY CARRY RUMOR, GOSSIP, INACCURATE CARRY RUMOR, GOSSIP, INACCURATE
INFORMATIONINFORMATION
Communication Principles
Communication occurs within a context (when, where, why and with whom)– Chronological context: time a which
communication occurs
– Physical context: location or setting of your communication
Communication Principles
– Functional context: purpose of the communicationPractical: job, apartment, health and safetySocial: establish connections, building tiesDecision-making: how to dress for the weather,
where to live– Relational context: person(s) with whom you
communicate and your relationship– Cultural context: race, ethnicity, gender, age, sexual
preference, disabilities, etc.
Barriers to Communication / Problems caused by the sender
The amount of information the individual has about the subject of the message
Not much information Too much knowledge Indecission regarding how to present the
information Lack of familiarity with the audience Lack of experience in speaking or writing
Barriers to Communication / Problems in reception
The surrounding environmentReceiver’s physical conditionReceiver’s failure to pay attention to the
message– Simultaneous receipt of two or more
messages– Receiver is bored
Barriers to Communication / Problems in receiver comprehension
Receiver may not understand some of the words used
Personal interestsEmotional responses
Business Communication
Perception
A Perception Model
Selective attention– We are bombarded by so many messages– Impossible to pay attention to them all– You make decisions to pay attention to some
more than others– We pay attention to message that are:
Thrust at us (ex. Loud noises, dazzling colors, pungent smells)
Interesting to usRelated to us specifically (ex. Name)
Perception Check
Describe the behaviour you have noticed Name at least two interpretations of the
other’s behaviour Request for clarification about how to
interpret behaviour
Business Communication
Effective Listening
Process of Listening
Signal Attending Interpreting
Evaluating Responding
Remembering
Introduction
WRONG!!!WRONG!!!Listening is easyListening comes naturallyHearing and listening are the same
Listening Response Modes
Directing / Judgemental Advising / Solving / Evaluating Interpreting Supportive / Smoothing Questioning / Probing Empathic / active
Listening Response Modes
Judging: Values as good or bad, right or wrong. Passes judgement (that was stupid, only a fool would..)
Advising, solving: Shares solution, offers advice (why don’t you, if i were you..)
Listening Response Modes
Interpreting: Explains reasons for feelings or behaviours. Teach the sender about the cause of his/her concern. Explain why stg happens or states a cause for action and feelings by adding information not stated in the original problem. (you may feel that way because, she probably did that because,)
Listening Response Modes
Supporting: Reassures, pacifies. Reduces intensity of feelings. Can be false or genuine (everybody has bad days. No you didn’t gain weight. I’m sure things will be better..)
Questioning: Gains more information, clarifies meaning. Selects open or closed. (when did that happen, what did you do then?)
Listening Response Modes
Paraphrasing: Summarizes, restates or reflects. Restating in your own words what you think the speaker meant( “So what you are saying is…” “You mean you’re feeling…)
Using Response Styles
80% of your feedback will use 1 of 5 styles Advising / Solving / Evaluating
– Doesn’t help unless sender asks for advice
Interpreting– Works best when your intention is to offer insight into
the problem’s causes
Supporting– Works best when the sender has determined the
problem and needs encouragement
Business Communication
Nonverbal Communication
Proxemics – the study of the use of space to communicate
Personal space– Intimate – 0 to 18 inches– Personal – 18 inches to 4 feet– Social – 4 to 12 feet– Public – 12 feet and beyond
Proxemics:Teritories and Zones
Business Communication
Conflict Resolution
Conflict Management Styles
Avoiders– See conflict as hopeless and useless– Are impersonal or distant– Remove self mentally or physically– Lack commitment to finding solutions (time, energy,
confidence or skills)– Be an Avoider: to buy time, to defuse strong emotions,
if the conflict isn’t worth it
Conflict Management Styles
Accommodators– Believe conflict is destructive– Overvalue maintaining relationships – Undervalue own needs– Don’t make waves – Want peace at any price– Be an Accommodator: when the issue isn’t that
important to you or when conceding is easier
Conflict Management Styles
Forcers– Believe winning is the only thing– Love challenge and achievement– Express anger when others don’t agree– Are willing to sacrifice others who don’t agree– Typically use emotional appeals, strong deliveries and
persistence– Be a Forcer: when decisions have to be made quickly,
crisis
Conflict Management Styles
Compromisers– Believe half is better than none– Want each side to gain something– Use voting or bargaining to decide– Avoid the real issues – Typically use maneuvering, negotiating and trading– Be a Compromiser: disagreement isn’t vital
Conflict Management Styles
Collaborators– Believe both parties can meet their needs– See conflict as a natural way to meet needs– Want to hear the needs of others– View the other as equal in conflict – Be a Collaborator: when there is time, if both parties
are willing to work together
Business Communication
Emotional Intelligence
IQ vs EQ
IQ EQGets you through school Gets you through life
Comes by genes, can not be developed
Can be developed
Measurable Hard to measure
Wonders ‘what’ Wonders ‘how & why’
Appeals to reason Appeals to emotions
Components of EQ
Self-Self-awareness: recognizing a feeling as it happens, knowing your strengths & weaknesses
Self- regulation: Handling your emotions rather than letting the emotions handle you.
Motivation: Channeling emotions to reach a goal; better when comes from inner self; don’t stop when faced with setbacks and frustrations.
Abilities involved in EQ con’t..
Empathy: Sensitivity to others’ feelings and concerns and taking their perspective; compassion; appreciating the differences in how people feel about things.
Social Skills: Ability to accurately read social situations and interact smoothly with others.