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Process of Communication Process of Communication

 Occurs at 5 levels: intrapersonal, interpersonal, group, organisational  The first layer: CLIMATE and CULTURE
and intercultural A trusting open climate, makes it easier to communicate in an
Culture/
 Different layers Climate organisation. Positive correlation between communication openness
Sender/
and trust.
Purpose/
Receiver
 Cultural Context generally remains below the threshold of conscious
Content/
Time/ awareness, as it involves taken for granted assumptions about how
Channel one should perceive, think, and feel

 Second layer: consider the sender, receiver and purpose

Strategy
Among these three variables, each affects the other

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Process of Communication Process of Communication

 Receiver (Decoder)  ‘Internal Noise’
Manager must continually adapt the communication strategy to
different receivers to make it effective  Receiver’s Interest (Add persuasive elements)

 Receiver’s Emotional State

 Factors affecting receiver: personal relationship of the receiver
towards the sender, feelings toward the message, knowledge about  Receiver’s Knowledge
the subject of the message and the communication skills of the  Receiver’s Communication Skills
receiver
 Relationship: Ex: Manager finds interpreting a table difficult. A
friendly colleague will be more tolerant than a hostile one
 Status Difference: Salutations, standing/sitting when addressing a
meeting

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8 steps of the communication process: 8 steps of the communication process:

1. Sender has an idea and decides to share it. 5. Audience receives the message.

2. Sender encodes the idea as a message that the receiver 6. Audience decodes the message by extracting the idea
will understand. from it.

3. Sender produces the message in a transmittable

7. Audience responds to the message.
medium.

4. Sender transmits the message through a channel (such 8. Audience provides feedback that helps the sender
evaluate the effectiveness of the communication effort.
as a face-to-face conversation or an email).

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Types of Listening Understanding Process of Listening

 Content Listening  Receiving

 Critical Listening  Decoding

 Empathic Listening  Remembering

 Active Listening  Evaluating

 Responding

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Overcoming Barriers to Listening Overcoming Barriers to Listening

Effective Listeners Ineffective Listeners Effective Listeners Ineffective Listeners
Listen actively Listen passively
Make distinctions between main points and supporting Are unable to distinguish main points from details
Take careful and complete notes, when applicable Take no notes or ineffective notes details
Make frequent eye contact with the speaker (depends Make little or no eye contact—or inappropriate eye contact
on culture to some extent)
Look for opportunities to learn Assume they already know everything that’s important to
Stay focused on the speaker and the content Allow their minds to wander, are easily distracted, work on know
unrelated tasks
Mentally paraphrase key points to maintain attention Fail to paraphrase
level and ensure Comprehension
Adjust listening style to the situation Listen with the same style, regardless of the situation

Give the speaker nonverbal cues (such as nodding to Fail to give the speaker nonverbal feedback
show agreement or raising eyebrows to show surprise
or skepticism) Sources: Madelyn Burley-Allen, Listening: The Forgotten Skill (New York: Wiley, 1995), 70–71, 119–120; Judi
Brownell, Listening: Attitudes, Principles, and Skills (Boston: Allyn & Bacon, 2002), 3, 9, 83, 89, 125; Larry Barker
Save questions or points of disagreement until an Interrupt whenever they disagree or don’t understand and Kittie Watson, Listen Up (New York: St. Martin’s, 2000), 8, 9, 64.
appropriate time
Overlook stylistic differences and focus on the Are distracted by or unduly influenced by stylistic
speaker’s message differences; are Judgmental

Source: Pearson, 2018:Table 2.3 Source: Pearson, 2018:Table 2.3

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Nonverbal Communication Inter-cultural Communication

 Facial Expression  Language

 Gesture and Posture
 Nonverbal signals
 Vocal Characteristics

 Personal Appearance  Word meaning

 Touch  Time and space issues

 Time and Space
 Rules of human relationships

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Overcoming Inter-cultural Differences Context matters

Ethnocentrism Xenophobia Stereotyping High-Context Culture Low-Context Culture
Judging Others Fear of Interaction with Ascribing General Relies More on Nonverbal Relies More on Verbal
According to Your Strangers and Foreigners Attributes Based on a Communication Communication
Standards Person’s Culture
Less Emphasis on Verbal Less Emphasis on
Blank Cultural Pluralism Blank Communication Nonverbal Communication
The Practice of Accepting
Multiple Cultures on Their Indirect Method of Direct Method of
Own Terms Communication Communication
Avoid Making Withhold Judgment Acknowledge
Goal is to Build Goal is to Exchange
Assumptions Distinctions Relationships Rather Than Information Rather Than
Exchange Information Build Relationships

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Inter-cultural Differences Respecting Inter-cultural Differences

 Attitudes Toward Work and Success

• Level of Directness
 Roles and Status

 Use of Manners • Degree of Formality

 Concepts of Time • Media Preferences

 Future Orientation

 Openness and Inclusiveness

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Writing for International audience Writing for International audience

• Choose Words Carefully • Cite Numbers and Dates Carefully

• Be Brief • Avoid Slang, Idioms, and Business Jargon

• Use Plenty of Transitions • Avoid Humor and References to Pop Culture

• Address International Correspondence Properly

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Speaking for International audience Speaking for International audience

• Adjust Content and Style • Speak Slowly and Clearly Without Being
• Be Mindful of Communication Medium and Condescending
Circumstances • Ask for Feedback and Rephrase as Necessary
• Be Aware of Nonverbal Communication Styles and • Confirm for Agreement
Cultural Norms

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Planning Business Messages Planning Business Messages

• Analyze the Situation

• Gather the Information

• Select the Best Combination

• Organize the Information

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Time management Planning

Planning = 50% • Provide the Right Information to the Right People

Writing = 25% • Deliver the Information Concisely

Completing = 25% • Write More Efficiently

• Avoid Embarrassing Blunders

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Defining Purpose Analyse the Purpose

General Purpose Specific Purpose

• Will Anything Change as a Result of Your Message?
Inform What You Hope to
Accomplish • Is Your Purpose Realistic?
Persuade What the Audience Will Do
• Is the Time Right?
Collaborate What the Audience Will
Think • Is Your Purpose Acceptable to Your Organization?

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Developing audience profile Audience profile

• Gauge Audience Members’

• Identify Your Primary Audience
• Level of Understanding
• Determine Audience Size and Geographic
• Understand Audience
Distribution • Expectations and Preferences
• Forecast Probable
• Determine Audience Composition
• Audience Reaction

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Ways to gather information Understand audience needs

• Consider the Audience’s Perspective • Listen for Apparent Needs

• Listen to the Community • Uncover Hidden Needs

• Read Reports and Other Company Documents

• Talk with Supervisors, Colleagues, or Customers

• Ask Your Audience for Input

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Approach : 5 Ws and 1H Selection of media and channels

➢ Who? Oral Medium Written Medium Visual Medium

➢ What?
In-Person Printed Printed
➢ When?
➢ Where? Digital Digital Digital
➢ Why?
➢ How?

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Selection of media and channels Selection of media and channels

In-Person Channel Digital Channel Print Channel Digital Channel

One-on-one Conversations Telephone Calls Routine Memos Tweets and Text Messages

Informal Lunches Podcasts Business Letters Website Content

Speeches or Presentations Voicemail Messages Reports and Proposals Book-Length Reports in PDF
Format

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Selection of media and channels Selection of media and channels

Print Channel Digital Channel

Photographs Infographics • Richness
Diagrams Interactive Diagrams and
• Formality
Animation
Charts and Graphs Digital Video • Media and Channel Limitations

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Selection of media and channels Organisation of Ideas

Helps Readers Helps Writers

• Urgency
Understand Message Use Clear Logic
• Cost Increased Acceptance of Write Succinctly and Clearly
Message
• Audience Preferences
Saves Time Build Reputation
• Security and Privacy

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Organisation of Ideas Define the Main Idea

General Purpose Example of Specific Purpose Example of Topic Example of Main Idea
Helps Readers Helps Writers
To inform Teach customer service Technical support wiki Careful, thorough edits and

Understand Message Use Clear Logic representatives how to edit and

expand the technical support wiki
additions to the wiki help the
entire department provide better
customer support.

Increased Acceptance of Write Succinctly and Clearly To persuade Convince top managers to increase Funding for research Competitors spend more than we
Message Spending
development
on research and and development do on research and development,
enabling them to
create more innovative products.

Saves Time Build Reputation To collaborate Solicit ideas for a companywide Incentive pay Tying wages to profits motivates
incentive system that ties wages to employees and reduces
profits compensation costs in tough
years.

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Define the Main Idea Generating Ideas

General Purpose Example of Specific Purpose Example of Topic Example of Main Idea
• Brainstorming
To inform Teach customer service Technical support wiki Careful, thorough edits and
representatives how to edit and additions to the wiki help the
expand the technical support wiki entire department provide better
customer support. • Journalistic Approach
To persuade Convince top managers to increase Funding for research Competitors spend more than we
Spending on research and and development do on research and development,
development enabling them to • Question-and-Answer Chain
create more innovative products.

To collaborate Solicit ideas for a companywide

incentive system that ties wages to
Incentive pay Tying wages to profits motivates
employees and reduces
• Storyteller’s Tour
profits compensation costs in tough
years.
• Mind Mapping

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Defining Scope Direct and Indirect Approach

• Information You Present

• Overall Length

• Level of Detail

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Outline your Content Structuring

Basic Outline Creates Logical and Effective Organization

• Main Idea
Major Points
Supporting Details • Major Points

Visualization of Relationships Among Various Parts • Examples and Evidence

Alternatives
Use Organizational Chart
Use Mind Mapping

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Business Reports
Build Interest
A complete business report must concentrate on:

• The Beginning – Identify with Audience  understanding the readers’ expectations

 objectives and specifications for the research report
• The Middle – Pursue Goal/Solve Problem
 facts, conclusions, inferences, and judgments
• The End – Answers Question/Offers  moving data to messages objectively
 organizing
 using guideposts for clarity
 writing clearly
 writing user-friendly audit reports
 editing and writing concisely

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Business Reports
Problem solving approach
• How did • What is
Types of Business Reports happening
we do?
now?

1. Informal reports. An informal report is usually in the form of a Evaluati Defining

person-to-person communication. It may range from a short, almost ng the the PR
Progra Problem
fragmentary statement of facts on a single page, to a more developed
m
presentation taking several pages. An informal report is usually
submitted in the form of a letter or a memorandum. Taking
Planning
action
and
and
Program
2. Formal reports. A formal report is one, which is prepared in a Communi
ming
cating
prescribed form and is presented according to an established • How and • What
procedure to a prescribed authority. where to should we
do and do, say
say it? and why?

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❑ Defining the problem ❑ Planning and Programming

“What should we change, do or say?”

“What’s happening now”

 Information gathered in the previous step is used to make

 Probing and monitoring knowledge, opinions, attitudes and
behaviour of those concerned and affected by the acts and policies decisions about program policies, objectives, action and
of an organisation communication strategies, tactics and goals

 Organisation’s intelligence function, providing the foundation for all  Involves factoring the findings from the first step into the
the other steps in the problem solving process organisation’s

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Problem-solving Approach
❑ Taking action and Communicating

Situational
Analysis
“Who should do and say it, and when, where and how?”

Strategy

 This third step implements the project by acting and

Implementation communicating to align to the specific objectives for each
of the stakeholders to accomplish in the program goal
Asses
sment

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Strategy and Planning

❑Evaluating the Program

“How are we doing, or how did we do?”

 The final step involves assessing the preparation, implementation and

results of the program
 Adjustments are made while the program is being implemented,
based on evaluation, feedback, on how it worked or did not work

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Strategy and Planning

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