Leading,lesson4 communication

Definition of Terms

Communication-the exchange of Information and understanding

Verbal communication-refers to oral and written communication

Non-verbal communication -refers to communication through body movements, gestures, facial expressions, eye contact, or body contact

Elements of Communication Process

1. Input

2. Sender

3. Code

4. Channel

5. Noise

6. Receiver

7. Output

8. Feedback

Communication applies to all management functions and its general purpose for the organization to bring positive changes that influence activities leading to the firm's welfare.

The communication process starts with the sender who has an idea or a message, which is then transmitted through a selected channel to the receiver, who in turn has to be ready for the reception of the message, so that it could be decoded into thoughts. Accurate communication occurs when the sender and the receiver understand one another, according to Hobbins and Coulter (2009).

Types of Communication

Communication may be verbal (through the use of oral and written words) or non-verbal (through body movements, gestures, facial expressions, eye contact, and by touching).

It may also be classified as formal, if communication takes place within prescribed, routine organizational work arrangements, or informal, if communication is not defined by an organization's hierarchical struc ture. Communication is formal when the manager gives an assignment to a subordinate and informal when employees talk to their friends in the office about a weekend party or a vacation which they plan to take

Direction and Flow of Communication

Communication flows in different directions within an organization, Communication may be vertical, upward, downward, horizontal/lateral, or diagonal

Vertical commanication involves communication flow between people belonging to different organizational levels. Upward communication is the flow of information from an employee who belongs to a lower hier- archical level to the boss/manager who belongs to a higher hierarchical level. Employees/subordinates may communicate upward regarding their personal problems, requests that they would like the boss to approve, issues with coworkers, and others. Downward communication is the flow of information from the manager, who belongs to a higher hierarchical level, to the subordinates/employees, who belong to lower hierarchical levels. Examples are when the boss gives orders to subordinates to finish certain tasks, communicates organizational policies and practices, and comments about work performance among others.

Horizontal/lateral communication takes place among employees belonging to the same hierarchical level. Members of cross-functional teams who belong to different units/departments but occupy the same organizational level make use of this type of communication in order to save time and facilitate coordination. Diagonal communication entails communicating with someone or others who belong to different depart- ments/units and different hierarchical levels. For example, an employee belonging to the company's financial management department commu- nicates directly with the head of the human resource department about his personal complaint against a marketing department employee. Take note of the different departments and different organizational levels of the persons communicating with each other. Diagonal communication is said to be beneficial because of its efficiency and speed; however, it may also cause some confusion.

Communication Networks in Organizations

Communication networks are varied patterns of combined horizontal and vertical flows of organizational communication. Types of communication networks include the following:

Chain network-where communication flows according to the usual formal chain of command, downward and upward.

Wheel network-where communication flows between a leader and other members of their group/team.

All-channel network where communication flows freely among all members of a team.

It has been observed by communication researchers that there is no single network that could be considered applicable or fit for all circum- stances in an organization.

Organization members also communicate through other networks and means such as the grapevine and computer networks.

The grapevine is an informal communication network in an orga nization. An example is gossip/rumor which could quickly disseminate information. Managers must stay aware of the grapevines flow and pat. terns, and could use it to transmit important information. They, however, should also be conscious of the negative effects of gossip as these may cause conflicts in their company. Negative effects of rumors may be minimized by practicing transparency and communicating openly with employees.

Meanwhile, computer networks present another means of commu nication among organization members. Information technology has made it possible for managers to communicate with each other and with subordinates and for employees to communicate with each other anytime, regardless of distance. Examples of computer communication applications are e-mail, blogging, teleconferencing, and intranet.

Barriers to Communication

Organization members may encounter various types of barriers that can alter the meaning of communications that they receive. These barriers include filtering, emotions, information overload, defensiveness, language, and national culture.

Filtering -the shaping of information communicated in order to make it look good or advantageous to the receiver.

For example, a sales agent may report to his manager the big amount of sales that he was able to make with one of their customers, but fails to report the complaints he received from other customers regarding their products.

Emotions- the interpretation of communications which may be influenced by extreme emotions felt by the receiver.

For example, a manager who is in a very bad mood and receives good news may not see the positive aspect of it because his rational thinking process is affected by his emotional judgment.

Information overload - another barrier to good communication since there are too many pieces of information received by an individual may have a negative effect on a person's processing capacity.

For example, the hundreds of job applications received by human resource managers through e-mail may be too many for them to read fully and respond to accurately.

Defensiveness - the act of self-protection when people are threatened by something or someone.

Due to this feeling, people may resort to communicating lies in order to protect themselves or to interpret communications differently to defend their interests, thus, reducing mutual understanding.

Language-could also hamper good communications because words used may have different meanings to different people belonging to dif- ferent age, educational background, or cultural group.

Diversity of background of organization members may influence the language or the words that they use. For example the word "hello" may just be an ordinary greeting to the older members of an organization; but the same word, "hello" may have a negative connotation to the younger group of employees depending on the context.

National culture - just like language, the prevailing national cul- ture may also cause problems in communication among members of an organization, especially if it is multinational company.

Certain office practices, like sending formal memoranda to employ ees, may be negatively interpreted by employees coming from another country with a different culture that values face-to-face interpersonal communication. Such negative interpretation may, in turn, cause employee dissatisfaction and less motivation to perform their work well.

Overcoming Communication Barriers

To avoid conflicts resulting from communication problems, managers try to overcome communication barriers though the following means:

Using feedback-This is usually done by asking questions about a memo sent to subordinates or by asking them to give their comments or suggestions. In doing so, they are able to determine whether the commu- nication they sent out was understood the way they originally intended.

Using simple language-This is done by avoiding uncommon terms and flowery words that may just cause misinterpretation. Language used must fit the level of understanding of the intended recipients of the com- munication. Effective communication is achieved when the message is understood by those who received it.

Active listening-This means listening well in order to grasp the full meaning of the communication. Hearing without giving full attention to what others seek to communicate usually results in misinterpretations and communication distortions.

Controlling emotions - This is another method of overcoming com- munication misinterpretation. When the receiver is affected by extreme anger, his interpretation of a message received may not be accurate. On the other hand, when the sender is affected by extreme emotions, he/ she may also send or transmit inaccurate information. Therefore, it is important to practice emotional restraint.

Observing body language -This also influences how communication is interpreted. Actions of the message receiver, like throwing away a letter delivered to him, betrays his negative feelings regarding its message, even if he says "yes" or "okay" to what is requested. Nonverbal cues must always be watched because, as the saying goes, actions speak louder than words.