ORGANISATIONAL COMMUNICATION Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar...
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Transcript of ORGANISATIONAL COMMUNICATION Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar...
ORGANISATIONAL COMMUNICATION
Falkné dr. Bánó Klára
BGF Külkereskedelmi Főiskolai Kar
Communication – definition
COMMUNICATION CONSISTS OF ALL
THE PROCESSES BY WHICH
INFORMATION IS TRANSMITTED
AND RECEIVED.
A general model of the communication process: (based on Shannon and Weaver’s model)
The importance of communications for the organisation
Communication is the lifeblood of theenterprise which coordinates all the activitiesof the organisation.
The form of communication, or whether communication takes place at all, can considerably effect theattitudes of the employees and the degree towhich they understand and support managementpolicies.
Types of Communication Systems
• FORMAL systems – arranged or approved by management
• INFORMAL systems – unofficial and unplanned methods
• ONE WAY – sender makes no provision for reaction from the receiver; fast, preserves management authority.
• TWO WAY – response from the receiver is provided for and encouraged; much slower, indicates a more participative approach to decision making and leadership style.
Types of Communication
VERBAL - dominates formal communications
NON VERBAL – important in informal
communications (Body Language)• Facial expression• Gestures• What is not said• Who is present or who is not invited to a
meeting
Direction of Communication
Barriers to Effective Communication
• Distortion of messages• Communication overload• Transmitting messages unsuitable for the audience• Using vague or meaningless words• Inability to listen
Communication involves active listening. Many managers make good talkers but poor listeners. It takes as much concentration (if not more) to listen as to talk.
Barriers to Effective Communication
• Perceptions of the sender/receiver In communicating we internally encode or decode messages by our past experience of the other person. (halo-horns effect)
A simple message can prompt wrong feelings in the receiver
Communication methods
FORMAL METHODS• Written instructions and announcements – one way,
downwards, permanent
• Broadcast messages over P.A. systems – one way,
downwards, not permanent
• Large meetings addressed by senior managers – mostly one way, downwards, not permanent – unless followed by written confirmation
Communication methods
FORMAL METHODS• Interdepartmental and team meetings –
encouraging two way and lateral communication; need written follow up to become permanent
• Interviews – provide a review of performancee.g. appraisal
• Joint committees of management and employee representatives – two way, up- and downwards, lateral, followed by minutes, therefore permanent, e.g. appeals against dismissal
Communication methods
FORMAL METHODS
• Suggestion schemes – mainly one way upwards, permanent
• Employee attitude surveys – mainly two way, permanent
• New technologies
Communication methods
INFORMAL METHODSat all levels in the organisation
• Casual conversations• Private networks• ‘Subversive ‘ material/information• Secret signs and gestures• Rumours – the Grape-vine
Main types of communication networks
Comparing the performance of centralized and decentralized communication networks
The process of communication