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INTRODUCTION
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Downward
Communication that flows from one level of a group or
organization to a lower level is a downward communication. When we
think of managers communicating with employees, the downward pattern
is the one we are usually thinking of. It’s used by group leaders and
managers to assign goals, provide job instructions, inform employees of
policies and procedures, point out problems that need attention, and offer
feedback about performance. But downward communication doesn’t have
to be oral or face-to-face contact. When management sends letters to the
employees’ homes to advise them of the organization’s new sick leave
policy, it is using downward communication. So is an e-mail from a team
leader to the members of her team, reminding them of an upcoming
deadline.
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Upward
Upward communication flows to a higher level in the group or
organization. It’s used to provide feedback to higher-ups, inform them of
progress toward goals, and relay current problems. Upward
communication keeps managers aware of how employees feel about their
jobs, co-workers, and the organization in general. Managers also rely on
upward communication for ideas on how things can be improved.
Lateral
When communication takes place among members of the same
work group, among members of work groups at the same level, among
managers at the same level, or among any horizontally equivalent
personnel, we describe it as lateral communications.
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Diagonal Communication
This occurs when communication occurs between workers in a
different section of the organisation and where one of the workers
involved is on a higher level in the organisation. For example in a bank
diagonal communication will occur when a department manager in head
office converses with a cashier in a branch of the bank based on the high
street.
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Oral Communication
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Written Communication.
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Notice Boards: Notices are often pasted o the factory walls or gates or
placed in glass covered notice boards, and these are hung at appropriate
places in the premises of an organisation, near the canteens or factory
gates. These notices usually depict abstracts as desired under the various
statutes as well as notices of the various institutions in the establishment
such as the sports club.
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Nonverbal Communication
The two most important messages that body language conveys are
(1) The extent to which an individual likes another and is interested in his
or her views and
(2) The relative perceived status between a sender and receiver. For
instance, we are more likely to position ourselves closer to people we like
and touch them more often.
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Similarly, if you feel that you’re higher status than another, you’re
more likely to display body movements-such as crossed legs or a
slouched seating position-that reflect a casual and relaxed manner.
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Internal/Organizational Communication
External communications
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3.7 GRAPEVINE:
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The withdrawn communicator has the least concern, both for him and
for others, and feel that other people in the organisation are not
interested in them. They, therefore, have a life position of “I am not
O.K., You are not O.K.” The withdrawn style is rarely effective in
communication, because it blocks interaction.
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(1) Attention
(2) Perception
(3) Comprehension
(4) Acceptance
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Consider the total physical and human situations whenever you give
instructions.
Do not over communicate but just enough for the purpose in view.
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3.11 LISTENING
Listening can be described as a combination of:
(i) Hearing — the physical reception of sound;
(ii) Comprehending — the interpretation and understanding of the
message; and
(iii) Remembering — the ability to retain what has been heard.
• Nature has given people two ears but only one tongue,
which is
• Gentle hint that they should listen more than they talk.
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• Listening requires two ears, one for meaning and one for
feeling.
• Decision-makers who do not listen have less information
for making sound decisions.
2. people perform better when they know that their opinions and
suggestions are heeded
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10. Supervisors who don’t get all the facts often make poor
decisions.
Empathize with the talker. Try to help yourself see the other
person’s point of view.
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Stop talking. This is first and the last, because all other
guides depend upon it. You cannot do effective listening job
while you are talking.
You get ideas that you might never have thought. (Ideas have
no pride. They are willing to be born to anyone willing to have
them).
You get co-operation from people who know that you value
their thinking and ideas.
You get good listening on the part of others to what you have
to say.
Listening Tips:
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job descriptions.
Self-check — Communication
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14. Do you ask yourself what you can do to help improve your
employees’ performance?
For any questions that you answered “no,” list below things you can
do to increase your interaction with your employees.
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E-Mail:
Electronic mail (or e-mail) uses the Internet to transmit and receive
computer-generated text and documents. Its growth has been spectacular.
Most white-collar employees now regularly use e-mail. In fact, a recent
study found that the average U.S. employee receives 31 e-mail messages
a day. And organizations are recognizing the value of e-mail for all
workers. Ford Motor Company, for instance, recently made a computer,
modem, printer and email account available for $5 a month to all of its
more than 3,00,000 employees worldwide.
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Videoconferencing:
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….we has a problem and we will fix it or will replace you. ..What are you
doing as managers with this companies makes me sick.
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Filtering
Filtering refers to a sender’s purposely manipulating information
so it will be seen mare favorably by the receiver. For example, when a
manager tells his boss what he feels his boss wants to hear, he is filtering
information.
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Factors such as fear of conveying bad news and the desire to please one’s
boss often lead employees to tell their superiors what they think those
superiors want to hear, thus distorting upward communications.
Selective Perception
We have mentioned it earlier. It appears again here because the
receivers in the communication process see and hear based on their needs,
motivations, experience, background and other personal characteristics.
Receivers also project their interests and expectations into
communications as they decode them. The employment interviewer who
expects a women job applicant to put her family ahead if her career is
likely to see that female applicants, regardless of whether the applicants
feel that way or not
Information Overload
Individuals have a fine capacity for processing data. As noted in
our previous discussion of e-mail, when the information we have to work
with exceeds our processing capacity, the result is information
overload .And with e-mails, phone calls, faxes, meetings and the need to
keep current in one’s field, more and more managers and professionals
are complaining that they’re suffering overload.
Emotions
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Language
Words mean different thing to different people. Age, education and
cultural background are three of the more obvious variables that influence
the language a person uses and the definitions he or she gives to words.
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Communication Apprehension
Another major barrier to effective communication is that some
people- an estimated 5-20% of the population-suffer from debilitating.
Although lots of people speaking in front of a group, communication
techniques.
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Weak delivery
A weak delivery is like the very funny joke with the badly-told
punch line --- it is not as funny or as memorable as you remember the
original to be. It's all in the delivery. It is important to not get confused
between delivery and presenter.
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suggested
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A mixed message
1. By using terms and phrases that are 'jargon', the meaning of which are
possibly recognized but probably not fully understood
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A distracting environment
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styles. The essence of the research is that men use talk to emphasize
status, whereas women use it to create connection. The conclusion, of
course, doesn’t apply to every woman. Thus it , means “a larger % of
women or men as a group talk in a particular way, or individual women
and men are more likely to talk one way or the other.
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not vas concerned as men with the status and one-upmanship that
directness often creates.
Finally men often critise women for seeming to apologize all the
time .Men tend to see the phrase “I m sorry” as a weakness because they
interpret the phrase to mean the woman is accepting blame, when he
knows she’s not to blame. The problem is that the women use often “I m
sorry” to express to regret and restore balance to conversations. For many
women “I m sorry “is an expression of understanding and caring about
the other person’s feelings rather than an apology.
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you communicate with a brand new client who is not like you? Your
answers can mean between losing a client, an employee, a lawsuit, a
harassment claim or a job.
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Cultural barriers:
One author has identified 4 specific problems related to large
difficulties in cross-cultural communications.
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Cultural Context:
A better understanding of these barriers for communicating across
cultural can be achieved by considering the concepts of high and low
context cultures.
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Vietnam are high context cultures they rely heavily on nonverbal and
subtle situations cues when communicating with others. A person’s
official status in society and reputation carry considerably weight in
communications. People from Europe and North America reflect their
low context cultures.
A Cultural Guide:
When communicating with people from a different culture what
can you do to reduce misperceptions and misevaluations? You can begin
by trying to assess context culture. The 4 rules are helpful:
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CONCLUSION
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Case Study 1
“I don’t want to hear your excuses. Just get those plains in the air,”
Jim Tuchman was screaming at his gate manager. As head of American
Airlines’ operations at the Mexico City Airport, Tuchman has been
consistently frustrated by the attitude displayed by his native employees.
Transferred from Dallas to Mexico City only three months ago, Tuchman
was having difficult adjusting to the Mexican style of work. “Am I
critical of these people? You bet I am! They don’t listen when I talk.
They think things are just fine and fight every change that I suggest. And
they have no appreciation for the importance of keeping on schedule.”
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Questions:
1. Does Jim Tuchman have a communication problem? Explain.
2. What suggestions, if any, would you make to Jim to help him
improve his managerial effectiveness?
Answer 1.
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Answer 2.
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employees could help him in a better ay, as they were from the native
country, so could help him to do the necessary changes accordingly.
Case Study 2
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At the end of the week, before Raman’s visit of the plant, less than
20 percent of the questionnaires had been returned to the personnel
department. After visiting the plant, Raman had collected only an
additional 15 forms. As the response was poor, Raman contacted plant
manager and other management officials and sought their co-operation.
Obviously, an accurate study of the wage and salary structure could not
be done because of the lack of necessary data. There appears to be a
problem between line and staff, more specifically the passing of
information from one to the other.
QUESTIONS:
1. How will the line personnel suffer as a result of not filling out the
questionnaires?
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Answer 1.
Moreover the review of all the job duties and also re-classification
of some of the positions could not be done. Re-classification of certain
positions and also providing more equitable pay structure would have
motivated employees and helped them to see ahead, a better path to work
on with that organization. This would help in retention of employees. Due
to the failure in filling up of questionnaires all this could not be done for
the employees. Dissatisfaction among employees would ultimately cause
problems to the line and staff personnel, when the employees would
gradually start complaining about their wages and salaries or position in
the organization. These questionnaires if filled and returned properly
could have been of great help to the line personnel to satisfy the
employees. Thus, the line personnel may suffer a lot as a result of not
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filling out the questionnaires and the necessary changes that Raman
wanted to bring out simply failed.
Answer 2.
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