Mc Unit-I
-
Upload
jitendra-kumar -
Category
Documents
-
view
8 -
download
0
description
Transcript of Mc Unit-I
![Page 1: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/1.jpg)
Management Communication Management Communication
![Page 2: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/2.jpg)
UNIT-I• Foundations of Business Communication • Nature and Scope • Communication Process • Communication Networks • Barriers to Communication
![Page 3: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/3.jpg)
UNIT-II• Oral Communication• Importance • Business Presentations and Public Speaking• Effective Listening• Meetings and Conferences• Group Discussions and Team Presentations• Types of interviews• Preparing for interviews.
![Page 4: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/4.jpg)
UNIT-III• Written Communication• Importance• Reading and Writing Skills• Business Letters• Business Reports and Proposals• Resume Building• E-mail • Circulars and Notices• Speed Reading, and • Time Management.
![Page 5: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/5.jpg)
UNIT-IV• Non-Verbal Communication• Significance• Types of Non-verbal Communication• Interpersonal Communication: Transactional
Analysis – Johari Window • Group Communication
![Page 6: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/6.jpg)
UNIT-V• Corporate Communication• Ethics in Business Communication• Technology based Communication Tools• Cross Cultural Communication• Business Etiquette.
![Page 7: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/7.jpg)
References• Bovee C.L., Thill J.V. and Chatterjee A: “Business
Communication Today” (Pearson)• Meenakshi Raman and Prakash Singh: “Business
Communication” (Oxford)• Lesikar V.R., and Flatley M.E. : “Basic Business
Communication” (Tata McGraw Hill)• Krizan et al.: “Business Communication” (Thomson)• Scot Ober: “Contemporary Business Communication”
(Biztantra)
![Page 8: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/8.jpg)
8th March 2010To,The Principal, SKIIMS,Srikalahasthi. Respected Sir,
I am Prashanth studying in III year Information Technology in your college. My Student ID number is IT20070934. I am writing this letter to inform you that I am going to undergo a small surgery this 12th March, 2010 to remove stones formed in my kidney. In addition, doctors advised to take complete bed rest for one week after surgery.
So, I kindly request you to understand my situation and grant me leave for two weeks from 10th March 2010. If I wish to attend college soon, I will inform you earlier or if I want to extend my leave, I will inform you the same earlier. Thanking you,
Yours Sincerely,
Prashanth
![Page 9: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/9.jpg)
Sir,
I shall be grateful if you kindly grant me leave for three days with effect from Monday next, because I shall have to go to Delhi to attend the marriage ceremony of one of my cousins there, with my family.
Yours faithfully,
![Page 10: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/10.jpg)
Introduction
• The word communicate has been derived from the Latin word “Communis” or “Communicare” that means to “Share” or “Participate”
• Communication is the process of sending and receiving message.
![Page 11: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/11.jpg)
Definition:1. Communication may be defined as giving, receiving or exchanging information, opinions or ideas by writing, speech or visual means, so that the message communicated is completely understood by the recipient.
2. Communication is a process of passing information and understanding from one person to another
-Keith Davis
3. Communication is any behaviour that results in an exchange of meaning
-The American management Association
![Page 12: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/12.jpg)
Business
An organization or economic system where goods and services are exchanged for one another or for money. Every business requires some form of investment and enough customers to whom its output can be sold on a consistent basis in order to make a profit.
![Page 13: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/13.jpg)
Business Communication
• The process of establishing a common understanding between or among people within a business environment
![Page 14: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/14.jpg)
Benefits of Effective Communication
• Stronger decision making and problem solving• Upturn in productivity• Convincing and compelling corporate
materials• Clearer, more streamlined workflow• Enhanced professional image• Sound business relationship• Successful response ensured
![Page 15: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/15.jpg)
Characteristics of Effective Business Message
• Provide practical information.• How to do some thing, explain why procedures was
changed, highlight the cause of a problem or possible solution, discuss the status of the project etc.
• Give facts rather than impressions.• Information must be clear, convincing, accurate and
ethical.
• Clarify and condense information.• Use tables, charts, photos or diagrams.
• State precise responsibilities.• Business messages are directed specific audience. What
is expected of , or what you can do.
• Persuade others and offer recommendations.• Persuade employers, customers, or clients etc.
![Page 16: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/16.jpg)
Need for Communication
“The need for communication arises from their desire to express themselves in a meaningful manner”
“Desire for communication varies from person to person and from time to time”
![Page 17: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/17.jpg)
Evolution of Communication
![Page 18: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/18.jpg)
Factors responsible for growing importance of communication
(or)Communication in Changing Workplace
(or)Communication Challenges in Today’s Workplace
• Advancing Technology• Global Communication• The information age• Team based business environments• Growth in size of business or organization• Growth of trade unions• Public Relations
![Page 19: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/19.jpg)
Forms ofCommunication
According to structure of Organization
According to direction of flow
According to Way of
expression
![Page 20: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/20.jpg)
• Formal Communication• Informal Communication
According to structure of Organization
![Page 21: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/21.jpg)
According to direction of flow
• Upward Communication • Downward Communication• Horizontal Communication• Diagonal Communication
![Page 22: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/22.jpg)
Chairman
BOD
Vice-Chairman
Managing Director
Managers
Plant Production Finance
Marketing
HR
Operational Level Workers
Upward Channel of Communication
![Page 23: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/23.jpg)
Chairman
BOD
Vice-Chairman
Managing Director
Managers
Plant Production Finance
Marketing
HR
Operational Level Workers
Downward Channel of Communication
![Page 24: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/24.jpg)
Horizontal flow of Communication
ADMINISTRATION
PRODUCTION
PURCHASE
ACCOUNTS
SALES
PUBLIC RELATIONS
![Page 25: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/25.jpg)
Diagonal Communication Channel
TOP MANAGEMENT
MANAGER MANAGER MANAGER
Horizontal
Diagonal
Dow
nw
ard
Upw
ard
![Page 26: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/26.jpg)
According to
Way of expression
Oral Communication
Non-verbal Communication
Visual Communication
Audio-Visual Communication
Silence Communication
Written Communication
![Page 27: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/27.jpg)
Other types of Communication
• Personal communication & Business communication
• Internal Communication & External Communication
• Mass Communication• Global Communication• Interactive Communication• Grapevine
![Page 28: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/28.jpg)
Communication in Organizational Setting
Planned communication among insiders (letters, reports, memos, e-mail) that follows the company’s chain of command
Planned communication with outsiders (letters, reports, memos, speeches, websites, and news release)
Casual communication among employees (e-mail, face-to-face conversations, and phone calls that do not follow the company’s chain of command)
Casual communication with suppliers, customers, investors and other outsiders (face-to-face conversations, e-mail and phone calls)
Internal External
Form
al
Info
rmal
![Page 29: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/29.jpg)
Elements Of Communication
• Message – The actual message that is sent
• Sender - The information or idea the sender wants to give the receiver
• Encoding- Changing the message into symbols
• Channel – letter, fax, phone call, E-mail etc.
• Receiver - The information the receiver gets
• Decoding – converts the symbols into message
• Acting – Interpret the message
• Feedback – The receiver’s response to the message
![Page 30: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/30.jpg)
The Communication ProcessThe Communication Process
ChannelAnd Medium
Six-PhaseProcess
ChannelAnd Medium
Six-PhaseProcess
Phase 1:Sender Has
an Idea
Phase 1:Sender Has
an Idea
Phase 3:Sender Transmits
Message
Phase 3:Sender Transmits
Message
Phase 2:Sender Encodes
Idea
Phase 2:Sender Encodes
Idea
Phase 6:Receiver
Sends Feedback
Phase 6:Receiver
Sends Feedback
Phase 4:Receiver Gets
Message
Phase 4:Receiver Gets
Message
Phase 5:Receiver Decodes
Message
Phase 5:Receiver Decodes
Message
Situation
![Page 31: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/31.jpg)
Sender’s Role
• Selecting the type of message• Analyzing the receiver• Using the you-viewpoint• Encouraging feedback• Removing communication barriers
![Page 32: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/32.jpg)
Receiver’s Role
• Listening or reading carefully• Being open to different types of senders and to
new ideas• Making notes when necessary• Providing appropriate feedback to the sender• Asking questions to clarify the message
![Page 33: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/33.jpg)
Communication Process
Sender MessageReceived Message
ReceiverDecodingMediu
mEncoding
Feedback
![Page 34: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/34.jpg)
Goals of Business Communication
1. Receiver understanding
2. Receiver response
3. Favorable relationship
4. Organizational goodwill
![Page 35: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/35.jpg)
Formal Communication• Under formal communication, the message
flows according to a fixed and prescribed way. Communication having official backing and sanction. (Through Proper channel)
![Page 36: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/36.jpg)
Characteristics of Formal Communication
• Objectives well defined
• Authority• Fixed channel• Job specification• Conversion
• Delay• Correct
information• Official Backing• Rigid• Applicability
![Page 37: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/37.jpg)
Merits of Formal Communication
• Correct information• Official Backing• Existence of
authority• Message handling• Absence of leader
• Effective communication
• Support from top• Organizational
efficiency• Uniformity in
transmission• No Grapevine
![Page 38: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/38.jpg)
• Delay• Absence of outside
interface• Information overload• Slow transmission• Downward Channel• Absence of feedback• No public relations
Demerits of Formal Communication
![Page 39: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/39.jpg)
Informal Communication
• It arises on account of informal relationship between the person concerned.
• Informal Communication grows spontaneously from personal and group interest.
• Small informal groups are formed on the basis of work and social relationships
![Page 40: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/40.jpg)
Formation of Informal groups
• Informal Groups are formed because of the following reasons• Physical Location• Common Interest• Common Purpose
![Page 41: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/41.jpg)
• Origin• Purpose• Size• Nature of group• Conversion• Number of groups• Authority• Rules and Procedure• Channel and media of communication• Abolition
Characteristics of Informal Communication
![Page 42: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/42.jpg)
• Saves Time• Speed• Immediate response• Public relation• Feedback• Creation of ideas• Tools of management• Accurate information• Avoids Misunderstandings• Morale uniting force
Merits of Informal Communication
![Page 43: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/43.jpg)
• Rumors • Distort• Inadequate• Improper communication• No authority• No overload of work• Overlooking superiors• Interpretation Changes
Demerits of Informal Communication
![Page 44: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/44.jpg)
Difference between Formal Communication and Informal Communication
• It is based on formal organizational relationships
• The channels of communication are prescribed.
• It is rigid as deviations are not allowed.
• The speed of message travel is slow because of formalization.
• Chances of message distortion are low.
• It is treated as authentic
• It emerges out of social interactions among the people.
• Channels of communication depend on individuals relationships.
• It is quite flexible because nothing is prescribed
• Message travels faster
• Message is often distorted
• It is not authentic even if the message is correct.
![Page 45: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/45.jpg)
Four Functions of Four Functions of CommunicationCommunication
Functions ofFunctions ofCommunicationCommunication
Functions ofFunctions ofCommunicationCommunication
ControlControlControlControl MotivationMotivationMotivationMotivation
EmotionalEmotionalExpressionExpression
EmotionalEmotionalExpressionExpressionInformationInformationInformationInformation
![Page 46: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/46.jpg)
Functions of CommunicationFunctions of Communication
• ControlControl• Formal and informal communications act to Formal and informal communications act to
control individuals’ behaviors in organizations.control individuals’ behaviors in organizations.
• MotivationMotivation• Communications clarify for employees what is to Communications clarify for employees what is to
done, how well they have done it, and what can done, how well they have done it, and what can be done to improve performance.be done to improve performance.
![Page 47: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/47.jpg)
Functions of CommunicationFunctions of Communication
• Emotional ExpressionEmotional Expression• Social interaction in the form of work group Social interaction in the form of work group
communications provides a way for employees communications provides a way for employees to express themselves.to express themselves.
• InformationInformation• Individuals and work groups need information to Individuals and work groups need information to
make decisions or to do their work.make decisions or to do their work.
![Page 48: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/48.jpg)
• Getting jobs you want• Gaining promotions• Providing leadership• Being productive on the job• Relating positively to others• Assuring success of your
organization
The Importance of Communicating Effectively
![Page 49: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/49.jpg)
Communication Network
• A network is a structured fabric of the organization, made up of system of lines, or channels, which are interconnected. Communication networks are those network channels or lines used to pass information serially from one person to another.
• Organizational communication is made up of two types of channels which are formal and informal.
![Page 50: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/50.jpg)
Formal Communication Network
ChainWheel
Circular Free FlowInverted
![Page 51: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/51.jpg)
Formal Communication Network
• Single Chain: • Single chain communication network exists
between a superior and his subordinate. • Communication flows downward or upward
through each successive level. • Communication flow through the chain may
be orderly and easy to control but it is very time consuming.
Chain
![Page 52: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/52.jpg)
Formal Communication Network
Wheel
• Wheel: • In wheel network, all subordinates
under one superior communicate through him only as he is hub of the wheel
• In this network, problem of co-ordination is main drawback.
![Page 53: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/53.jpg)
Formal Communication Network
Circular
• Circular:• In circular network, the communication
moves circle. Each person can communicate with his adjoining two persons.
• In this network communication flow is slow.
![Page 54: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/54.jpg)
Formal Communication Network
Free Flow
• Free Flow: • In this network, each person can
communicate with others freely.• In this network, communication flow is
fast but problem of co-ordination exists. • This is followed in free-form organization.
![Page 55: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/55.jpg)
Formal Communication Network
Inverted
• Inverted: • In this network, an individual is allowed to
communicate with his immediate superior as well as his superior's superior
![Page 56: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/56.jpg)
Informal Communication Network
Single Strand Gossip Probability Cluster
![Page 57: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/57.jpg)
Informal Communication Network
Single Strand
• Single Strand: • The individual communicates with other
individuals through intervening persons.
![Page 58: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/58.jpg)
Informal Communication Network
Gossip
• Gossip Network: • The individual communicates non
selectively.
![Page 59: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/59.jpg)
Informal Communication Network
Probability
• Probability Network:• The individual communicates randomly with
other individuals according to the law of probability.
![Page 60: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/60.jpg)
Informal Communication Network
Cluster
• Cluster Network: • The individual communicates with only those individuals
whom he trusts. • Out of these informal networks, the cluster is the most
popular.
![Page 61: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/61.jpg)
Barriers to Communication
• Physical Barriers• Noise• Time and distance
• Lack of planning• Semantic Problems• Cultural Barriers• Wrong assumptions
• Selective Perception• Filtering• Information Overload• Poor Listening• Goal Conflict• Offensive style of
communication• Insufficient period for
adjustment
![Page 62: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/62.jpg)
Noise
• Noise in a factory• Poor telephone line• Faulty TV cable• Adverse weather conditions interfering
transmission• Technical problems in public address
system
![Page 63: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/63.jpg)
Time & Distance• Telecom and network facilities are not
available• Different shifts/meeting at wrong time,
phone call at wrong time affect the communication
• Faulty sitting arrangement at office may create communication gaps
![Page 64: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/64.jpg)
Lack of Planning
• Not properly organized/composed• Transmitted through a wrongly chosen
medium• Wrong choice of time• Wrong choice of place
![Page 65: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/65.jpg)
• Interpretation of words- Variety of meaning• E.g.: What is the meaning of word value?
• What is the value of this ring?• What is the value of learning about
communication?• I value my good name.• I got good value for my money.
Semantic Problems
• Bypassed instructions• E.g. An office manager handed to a new
assistant one letter with the instruction, ”Take it to our stockroom and burn it.”
![Page 66: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/66.jpg)
Cultural Barriers
Same category of words, symbols, actions, colors mean different things to people of different countries/cultural backgrounds
![Page 67: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/67.jpg)
• All communications are made under some assumptions, which are never communicated
• They may turn out wrong & cause communication failure
• E.g. we often assume that others – See the situation as we do Should feel about the situation as we do Think about the matter as we do Understand the message as we understand it
Wrong assumptions
![Page 68: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/68.jpg)
• Receivers selectively see and hear depending upon their needs, motivations, background, experience and other personal characteristics
Selective Perception
![Page 69: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/69.jpg)
• Sender manipulates information in such a way that it will be seen more favorably by the receiver
• The more vertical levels in the hierarchical system, the more chances for filtering
Filtering
Information Overload
Availability of huge amounts of data which the receiver is unable to handle effectively
![Page 70: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/70.jpg)
• Poor listening and hasty evaluation is a major problem
• Reason is mostly people are too much involved in their own problems, so we should keep our eyes, ears and mind open.
Poor Listening
Goal Conflicts• Various units and sub units in an organization internalize
their own goals, leading to splitting or bifurcation of interests
• Goal Conflicts act as communication-reduction mechanism.
![Page 71: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/71.jpg)
When a manager sends a message in such a way that the juniors become defensive he/she contributes to negative factor of poor interpersonal relationship.
Offensive Style of Communication
Insufficient Period for Adjustment• Change in shifts in time, transfer to another department, change in profile,
…• People respond to change in different ways and require their own time to
think about full meaning, implications and consequences of the message
![Page 72: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/72.jpg)
• Socio-Psychological barriers• Attitudes and opinions• Emotions• Closed Mind• Status-Consciousness• The Source of information• Inattentiveness• Faulty Transmission• Poor retention• Unsolicited communication
Barriers to Communication
![Page 73: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/73.jpg)
Attitudes and opinions
• We react favorably or are hostile according as the information is to our personal advantage
Emotions
• We can neither transmit nor receive anything correctly if our mind is agitated.
• Anger is the worst enemy of communication
![Page 74: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/74.jpg)
Closed mind
• We hold our opinion so rigidly that we just refuse to listen.
Status-consciousness
• We are over-conscious of our lower or higher rank and do not express ourselves candidly.
![Page 75: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/75.jpg)
The Source of information
• We react according to the trust we repose in the source from which the communication originates.
Inattentiveness• Unconsciously we become inattentive if the
communication contains a new idea and our mind refuses to respond to it.
![Page 76: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/76.jpg)
Faulty transmission• Part of the message is lost in transmission.
Poor retention• Oral message in particular are lost due to poor human retention.
Unsolicited communication
• We are unresponsive if the communication is unsolicited.
![Page 77: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/77.jpg)
• Lack of Planning• Wrong choice of
Medium/Channel• Choice of wrong language• Different perception of reality
Barriers at Sender Level
![Page 78: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/78.jpg)
• Poor listening• Inattention• Mistrust• Lack of interest• Attitudinal clash with the sender• Not in a fit physical states
Barriers at Receiver Level
![Page 79: Mc Unit-I](https://reader035.fdocuments.net/reader035/viewer/2022062420/55cf9935550346d0339c33f5/html5/thumbnails/79.jpg)
How to Overcome from Communication Barriers
• Orientation• Suitable language usage• Good listening• Clarity in message• Knowing the receiver• Interpersonal communication• Feedback