2) PEOPLE IN BUSINESS, PG 126-200

Communication Barriers

Obstacles and problems that prevent effective communication(e.g. language barriers).

Communication Breakdown

Failure to communicate accurately and effectively.

External Communication

Sending/receiving of messages and information to/from individuals or organisations outside a business.

Horizontal Communication

Messages and information relayed between different departments of an organisation.

Internal Communication

Messages and information passed between people within an organisation.

Open Communication

Messages and information that can be read or listened to by anyone

Restricted Communication

Messages and information intended to be received by a selected person or group of people.

Two-way Communication

Communication that requires direct feedback from the receiver to the sender of the information or message.

Verbal Communication

Spoken messages(e.g. meetings, telephone calls)

Vertical Communication

Messages and information passed up and down a chain of command.

Visual Communication

Seen messages(e.g. pictures, charts)

Written Communication

Handwritten or electronically-typed messages(e.g. letters, e-mails).

Why is effective communication vital to businesses?

• To motivate people

• To clearly instruct people on what to do in situations

• To control performance

• To establish the goals/objectives/aims of the business

• To organise human resources in the most effective and efficient way

Benefits of Verbal Communication

• Information and messages are communicated instantly to a wide group of people simultaneously

• Messages can be reinforced using body language and facial expressions

• Feedback can be immediate

Limitations of Verbal Communication

• Can be hard to determine if receivers understood the message or are listening to the message being transmitted

• Internet speeds and telephone signal quality fluctuate, making verbal communication via internet difficult

• Rely on the sender and receiver being able to speak the same language at the same level to understand each other

• Don't provide reference for later use

Benefits of Visual Communication

• Can be used to reinforce verbal or written communication

• Attractive

• (Sometimes) more interesting way of presenting information to a large group of people

Limitations of Visual Communication

• Hard to determine if receivers understood the message/information transmitted

• Charts and diagrams may be difficult to understand, especially if they contain financial and/or technical information

• Costly to produce

Benefits of Written Communication

• Provide record of messages and information for reference

• Useful for detailing long and complex messages and information(e.g. laws, instructions)

• Can be stored easily

• Can be copied easily to send to others

• (for e-mail) less costly and faster

Limitations of Written Communication

• Difficult to determine if receiver understood the message/information

• Technicality of language may be difficult for receivers to understand

• Immediate and direct feedback may be impossible, unless communication was done via text or e-mail

• Leaks of restricted communication is possible and undesired

How Do Communication Barriers Arise? (Sender)

• Technicality of language may be difficult for the receiver to understand

• For verbal communication: sender may be speaking too fast

• Message may be too long and lose focus

• Sender may have a wrong perception of the receiver and may not send the message effectively

How Do Communication Barriers Arise? (Receiver)

• Receiver may not be paying attention and the message may lose impact

• The receiver may not trust the sender and misinterpret the message

• Receiver may not have the necessary skills to comprehend the message

How Do Communication Barriers Arise? (Medium)

• Message may be lost during transmission

• Inappropriate medium = less effective communication

• Longer channel of communication = distortion of the message

• Physical disturbance in channel of communication

How Do Communication Barriers Arise? (Feedback)

• Distortion

How Can Businesses Overcome Communication Barriers?(Receiver)

• Feedback should be asked from the receiver

• Trust between sender and receiver

• Receiver should pay attention

How Can Businesses Overcome Communication Barriers?(Sender)

• Message should be brief, clear and direct

• Main points of the message should be highlighted

• Language should be easy to understand for the receiver

• Avoid using technical jargon

• For verbal communication: use of facial expression and body language

How Can Businesses Overcome Communication Barriers?(Medium)

• Select the appropriate channel for communication

• Medium should have as little distortions as possible

• Use the shortest channel of communication to avoid distortion

Motivation

A need or desire that energizes and directs behaviour

Maslow's Hierarchy

description of the needs that motivate human behaviour. Each level needs to be fulfilled before being able to move up the hierarchy.

Physiological needs

the most basic human needs to be satisfied- water, food, shelter, and clothing

Safety needs

A basic need for the sense of security, this can be achieved through long term contracts of employment

Belonging/Social needs

The needs for social interaction and development of relationships, this can be achieved through team work and group tasks within work.

Self-actualisation

The need to fulfil one's potential, the ultimate sense of achievement when a goal is fulfilled.

Taylor's Scientific Management

Taylor believed that managers could identify the 'best way' to complete a job through observing, experiment and calculation. He fundamentally believed in paying workers a "fair day's pay for a fair day's work": piece rate.

Herzberg's Two Factor Theory

Herzberg believed that there were two factors that were both important in motivating workers for different reasons, these are hygiene factors and motivators.

Piece rate

employees are paid according to how much output they produce.

Time rate

A payment system based on the amount of time employees spend at work.

Salary

Fixed amount of pay for a certain period of time, usually a month or a year

Bonus

Anything good that is received over and beyond what was expected (usually money)

Performance-related pay (PRP)

Financial reward to an employee for meeting agreed, individual targets. It is closely linked with appraisal of staff.

Profit share

Employees are offered a share in the business annual profit. It encourages workers to work collectively to increase the business profits.

Share ownership

Where shares in the company are given to employees so that they become part owners in the company.

Fringe benefits

Non-financial reward as part of an employee's payment; company car, medical insurance, free schooling, access to leisure facilities.

Job rotation

Changing from one task to another to alleviate boredom

Job enlargement

increasing the number of different tasks that a worker performs within one particular job

Job enrichment

A motivation technique that provides employees with more variety and responsibility in their jobs

Empowerment

Delegating power to employees so that they can make their own decisions

Organisational structure

Refers to the levels of management and divisions of responsibilities within an organisation.

Chain of command

The structure in an organisation which allows instructions to be passed down from senior management to lower levels of management.

Organisational chart

Visual representation of a businesses organisational structure.

Span of control

The number of subordinates working directly under a manager.

Planning

Setting aims or targets for the business.

Organising

Making sure people and resources are used effectively, as well as delegating tasks.

Coordinating

Bringing together - making sure everything and everyone works in the right way to achieve the aims and objectives.

Commanding

Making sure people are aware of what needs to be done through guiding, leading, supervising or telling them what to do.

Controlling

Measuring and evaluating the work of individuals and groups to make sure they are on target.

Delegation

Giving a subordinate the authority to perform particular tasks.

Autocratic

The manager expects to be in charge and have their orders followed.

Democratic

Employees are involved in the decision making process.

Laissez faire

To leave alone - employees are free to make their own decisions and organise their own work as they try to achieve the organisations aims and objectives.

Trade unions

A group of workers who have joined together to form an organisation to ensure their interests are protected.

Recruitment

This is the process of identifying the business needs to employ someone up to the point at which applications have arrived at the business.

Job analysis

This identifies and records the responsibilities and tasks relating to a job.

Job description

This outlines the responsibilities and duties to be carried out by someone employed to do a specific job.

Job (person) specification

This is a document which outlines the requirements, qualifications, expertise, physical characteristics, etc for a specified job.