Business Communication

VTU / 08MBA17 / MODULE 1

Introduction
Dr. B. BALAJI mba.citech@gmail.com

1.1 Role of communication 1.2 Defining & classifying communication 1.3 Purpose of communication 1.4 Process of communication 1.5 Characteristics of successful commn. 1.6 Importance of communication in mgmt. 1.7 Communication structure in orgn. 1.8 Communication in crisis

1.1 Role of Communication

Procurement Project Manager. Office Products Division Hewlett-Packard

It continues to amaze me that with the technology available today I continue to receive correspondence with errors These errors have a significant impact on my perceptions of the individual, the company, and the product or service.>>>

Communication involves:
Creating a shared meaning between people Reaching a common understanding of an idea or concept
Person-to-person In a small group In a meeting In an organisation In the mass media

Improving efficiency and job satisfaction

Communication at Work
Who did I communicate with?
Client, colleague

Why did I need/want to communicate?

Collect information, socialise

How did I communicate?

Face-to-face, email

1.2 Defining & Classifying communication

 Communicate comes from Latin verb Communicare that means to impart, to participate, to share or to make common. It is also the source of the English word Common.>>>

 John Adair Communication is essentially the ability of one person to make contact with another and to make himself or herself understood. Communication is the process by which meanings are exchanged between people through the use of a common set of symbols.

Communication is an interchange of thoughts, opinions, or information, through speech, writing, or signs . Robert Anderson Communication is any behaviour that results in an exchange of meaning American Management Association

Classification -1
DOWNWARD UPWARD HORIZONTAL OR LATERAL DIAGONAL OR CROSSWISE

Classification - 2
Verbal (Oral, Written) Non-Verbal (Body Language, Sign Language)

Classification - 3
Formal Informal (Grapevine)

Communication Channels
Formal channels are established by the organization and transmit messages that are related to the professional activities of members Informal channels are spontaneous and emerge as a response to individual choices Personal and social messages

Classification - 4
Intra-personal Inter-personal Group Mass

Interpersonal Communication
Oral Written Non-verbal

DOWNWARD COMMUNICATION
Written Instructions, Memoranda, Letters, Handbooks, Pamphlets, Policy statements, Procedures, Electronic news displays. Oral Instructions, Speeches, Meetings, Telephone, Loudspeaker

UPWARD COMMUNICATION
Suggestion systems, Appeal and grievance procedures, Complaint systems, Counselling sessions, Joint setting of objectives, Grapevine, group meetings, Open-door policy, Exit interviews

LATERAL COMMUNICATION
Committee meetings Conferences Interaction among departments

DIAGONAL COMMUNICATION
Oral Informal meetings, Lunch hour meetings, Formal conferences, Task teams, Project Organization meeting, Advisory authority interaction. Written Company newspaper or magazine, Bulletin boards, General notices.

Non-verbal Communication
Non-verbal communication does not use words. It relies on:
Eye contact Facial expressions The way we stand or sit Gestures The use of personal space Voice characteristics Spatial arrangements

Empathy
Uncovers complex needs and concerns Improves relationships

Empathy
Supports confidence and self-knowledge Encourages development and growth

Cultural Awareness
Value diversity and create empathy by:
Valuing others Taking other peoples needs, concerns and values seriously Showing interest Using inclusive language Avoiding generalisations and stereotyping

FACTORS RESPONSIBLE FOR IMPORTANCE OF COMMUNICATION

Large size of organizations Growth of trade unions Human relations aspect Public relations aspect Technological advancement Advances in behavioural sciences

1.3 Purpose of communication

PURPOSE OF INTERNAL COMMUNICATION

Establishing and dissemination of the goals of an enterprise Developing plans for their achievement Organizing human and other resources in the most efficient and effective way Selecting, developing and appraising members of the organization Leading, directing, motivating and creating a climate in which people want to contribute their best Controlling performance.

PURPOSE OF EXTERNAL COMMUNICATION

Information exchange Awareness of customers needs Availability of suppliers Claims of stock-holders Regulation of governments Concerns of the community Open system

To inform To persuade To educate To motivate To train To interrogate To relate To entertain

Information sharing Feedback Influence Problem-solving Assists in decision-making Facilitating change Group building Gate keeping

Conveying the right message Helps in coordination of efforts Good industrial relations Development of managerial skills Ensuring effectiveness of policies Motivating people Performance feedback

 Job instruction Controlling people Emotive function

1.4 Process of communication

INGREDIENTS Process Meanings Exchange People Common set of symbols

The Communication Process

The Communication Process

Message

Message

Message

Message

Sender

Encoding

Channel

Decoding

Receiver

Feedback

Figure 15.1

The Communication Process

Transmission Phase
Encoding Medium Decoding

Message

Sender

NOISE NOISE

Receiver (now sender)

Decoding

Medium

Encoding

Message

Feedback Phase

A Perceptual Model of Communication

Encoding Message Transmitted on medium Receiver decodes

Sender

Noise

Receiver creates meaning

Source decodes

Transmitted on medium

Message

Encoding

The Communication Process

Figure 16.1

Sending and Receiving

Factors affecting the sender and receiver:
Feelings Attitudes Values Experiences Culture Self-esteem

Interference
The message does not reach the receiver The receiver misunderstands the message Examples of interference:
Rank, status, power Equipment failure Wrong channel Ambiguity Bias or prejudice Emotional state Fear of change, denial

FEATURES
Macro Ordering of different or related points of information or messages. Micro Ordering of sentences or utterances by means of linking devices.

 Good communicators:

Skills of a good communicator

Speak and write clearly Listen actively Give feedback Make eye contact Avoid interrupting Respect the views of others Ask questions Use appropriate non-verbal behaviour

1.5 Characteristics of successful communication

TEN COMMANDMENTS

COMMANDMENT # 1

Objectives for communicating Desire for further information Attempt to improve behaviourial pattern or thinking process of the other individual

(a) (b)

COMMANDMENT # 2

Clarity in use of language Greater comprehension

(a)

COMMANDMENT # 3

Amount of communication neither too much nor too less Effective grasp of the message

(a)

COMMANDMENT # 4

Adequate medium Verbal Non-verbal (Gestural) Written

(a) (b) (c)

COMMANDMENT # 5

Appropriate climatic conditions Minimize Physical Noise Minimize Psychological Noise

(a) (b)

COMMANDMENT # 6

Listen attentively Active listening Empathetic listening

(a) (b)

COMMANDMENT # 7

Avoid unintentional communication Neither too much nor too little

(a)

COMMANDMENT # 8

Corroborate actions with statements Synchronize actions and statements

(a)

COMMANDMENT # 9

Communication is a two-way process Soliciting feedback

(a)

COMMANDMENT # 10

Hone communication skills Trainings

(a)

SEVEN Cs
(1) (2) (3) (4) (5) (6) (7)

Credibility Context Content Clarity Channels Consistency Capability of the audience

Four Ss
(1) (2) (3) (4)

Shortness Simplicity Strength Sincerity

GUIDELINES FOR EFFECTIVE COMMUNICATION

GUIDELINES
(1) (2) (3) (4) (5)

CLARITY OF PURPOSE SHARED ACTIVITY COMMON SET OF SYMBOLS FOCUS ON THE NEEDS OF THE RECEIVER USING FEEDBACK

(6) ACTIVE LISTENING (7) CONTROLLING EMOTIONS (8) POLITENESS (9) ELIMINATING NOISE (10) CLARIFYING ASSUMPTIONS

(11) AVOIDING CONNOTATIONS AND AMBIGUITIES (12) SOCIO-PSYCHOLOGICAL ASPECT (13) COMPLETENESS (14) CONCISENESS (15) PROPER USE OF BODY LANGUAGE

1.6 Importance of communication in management

FUNCTIONS OF COMMUNICATION
Lifeline of any organization 4 basic functions Information, Control, Motivation, Emotional expression and interdependence. Vital for decision-making Coordinates member behaviour

Functions of Communication
Control Motivation Emotional expression Information

Forecasting (Marketing, HR, etc.) Planning (procedures, budgets) Organizing (programs, training) Instructing (rules, regulations) Coordinating (departments, clients) Controlling (behaviour, resources)

1.7 Communication structure in organization

Refer Classification 1

How direction of flow affects organizational communication:

Downward - flows from a manager to subordinates
used to inform, direct, coordinate, and evaluate employees people are looking to receive that information that only the manager has. A tool for power, or empowerment.

Upward - flows from subordinates to managers

keeps managers aware of employees feelings source for ideas on improving operations culture affects amount of upward communication trust and empowerment increase upward flow mechanistic and authoritarian environment decrease upward flow

Lots of filtering in both directions

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How direction of flow affects organizational communication:

Lateral: Communication among employees at the same level, often across departmental lines
Crucial for organizational responsiveness. But can cause tension if managers are not kept in the loop

Diagonal:
Again, crucial for organizational responsiveness e-mail facilitates diagonal communication Can really create tension if message reflects on your manager

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Heard it on the grapevine ...

Grapevine - an informal network that is active in almost every organization
important source of information identifies issues that employees consider important and anxiety producing - CanGo grapevine cannot be abolished, but it can be managed.
managers can seed the grapevine to disseminate important information Rumors can never be eliminated entirely, but managers can monitor grapevine and provide accurate information.

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Communication Networks
Networks show information flows in an organization.

Wheel Network: information flow to and from one central member. Chain Network: members communicate with people next to them in sequence.
Wheel and Chain networks provide for little interaction.

Circle Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member and all others.

Figure 15.3

Communication Networks in Groups & Teams

Wheel Network

Chain Network

Circle Network

All Channel Network

Organization Communication Networks

Organization chart depicts formal reporting channels.

Communication is informal and flows around issues, goals, and projects. Vertical Communication: goes up and down the corporate hierarchy. Horizontal Communication: between employees of the same level.
Informal communications can span levels and departments.

Grapevine: informal network carrying unofficial information through the firm.

Organizational Communications Network Figure 15.4

Formal Communication Informal Communication

1.8 Communication in crisis

TALK TACTICS

 Dominating - Desire to part of the group and control it in the right direction

 Remaining uninvolved - Not to cause further interruption or confusion

 Frequently interrupting - Needs support

 Raising too many queries - To counter bias

 Dodging or Diminishing - To avoid conflict

 Giving advise / Interpreting - Desire to bring more clarity

 Giving empathy - Understanding their problem

 Referring to anecdotes / role models - Inspiring

 Sending cryptic (veiled) messages - Indirect counselling

END OF MODULE 1