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CHAPTER 3 MANAGING COMMUNICATIONS COMMUNICATION BARRIERS

1. PERSONAL BARRIERS
COMMUNICATION - Arise from human emotions, values and poor listening habits
- transfer of information and understanding from one person to Psychological Distance a feeling of being emotionally
another. separated
- involves atleast 2 people sender and receiver 2. PHYSICAL BARRIERS
TWO WAY COMMUNICATION PROCESS - Occur in environment in w/c the communication takes place
- method by w/c a sender reaches a message from a receiver
- E.g. Noise, distance
Proxemics study of spatial separation
COMMUNICATION PROCESS 3. SEMANTIC BARRIERS
1. Develop an Idea key step; represented by sign - Semantic science of meaning
2. Encode convert ideas into words Jargon specialized language of a group
3. Transmit choosing a channel
4. Receive - initiatives transfer to the R 3 TYPES OF SYMBOLS
5. Decode R understand the message 1. WORDS
6. Accept accept or reject - main communication used at work
7. Use Context environment surrounding the use of a word
8. Feedback R acknowledge the message and respond to S Social bits positive or negative bits of info. that influence how
people react to a communication
Defensive Reasoning Readability process of making writing and speech more
- Blame others, selectively gather and use data, seek to remain understandable
control and suppress negative feelings. 2. PICTURES
Cognitive Dissonance - used to clarify word communication; can provide powerful
- What you feel vs what you think
visual images
- Occurs when people receive info incompatible w/ their value 3. ACTION (Nonverbal Communication)
systems, prior decisions, or other info. they may have. Credibility gap exist when there is a differnce between what
Face-Saving
someone says and does
- An attempt to preserve or enhance our valued self-concept Body language impt. Part of NV Communication; people
when it is attacked communicate meaning to others w/ their bodies in
interpersonal interaction
3 TYPES OF FORMAL COMMUNICATION 3. LATERAL COMMUNICATION (CROSS-COMMUNICATION)
1. DOWNWARD COMMUNICATION - communication across chains of commands
- from higher to lower levels of authorithy Boundary Spanners employees who play a major role in
Communication Overload employees receive more lateral communication
communication inputs than they can process or more than they Network group of people who develop and maintain contact
need. to exchange information informally, usually about a shared
Performance Feedback leads to both improved performance interest.
and improved attitudes. Networking employees who said to be active in a group
Social Networking Internet sites and software programs that
2. UPWARD COMMUNICATION allow people to link together into some form of a virtual social
- from lower to higher levels of authorithy community
Delay unnecessarily slow movement of info. up to higher Wikis web pages that enable their users to add or modify
levels content
Filtering partial screening out of info; occurs bec. Of natural Electronic Mail computer-based comm. sysytem that allows
tendency for an employee to tell a superior only what the you to send a message to someone
employee thinks the superior wants to hear. Blogs online diaries or journals created and updated
o Organizational Silence - conscious or unconscious frequently by individuals
withholding of info. abt. Potential problems or issues on Telecommuting working electronically from ones home
the part of the employees.
Distortion willful modification of a message intended to INFORMAL COMMUNICATION
achieve ones personal objectives. Grapevine an informal communication system; gossip
Open Questions introduce broad topic and give others an o Cluster Chain - pattern that grapevine information
opportunity to respond in many ways usually follows
Closed Questions focus on a norrower topic & invite the o Liaison Individuals active communicators on the
receiver to provide a specific response. grapevine for any specific unit of info.
Active Listening - requires the use of the ears and the mind Rumor - grapevines major problem; gives grapevine a poor
Open-door policy - a statement that encourages employees to reputation
come to their supervisor or to higher management w/ any - unverified and untrue part of grapevine; destroys the
matter that concerns them. character of a person
Elaborating Adding new details, often making the
story worse, in order to include their own strong
feelings, judgement and reasoning.

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