COMMUNICATION AND INFORMATIONAL MANAGEMENT TECHNIQUES

UNIT 1. THEORIES & ABILITIES

1. CONCEPT OF COMMUNICATION
Communication: process of exchanging information between two or more persons. It involves the flow of information from a
sender to the receiver.
Is the exchange of:
- Facts
- Opinions
- Ideas
- Emotions
à between 2 or more than 2 persons of common interest

THE COMMUNICATION PROCESS

• Information: chain of understanding that binds (connects) an enterprise from top to bottom and from side to side. No
organization can accomplish the goal without effective communication.

On a daily basis we use mainly four types of communication:

- Verbal: use of sounds and words to express ourselves. Four Types of Verbal Communication
o Intrapersonal Communication (private and restricted to ourselves)
o Interpersonal Communication (a one-on-one conversation)
o Small Group Communication
o Public Communication

- Nonverbal: includes pitch, speed, tone and volume of voice, gestures and facial expressions, body posture, stance, and
proximity to the listener, eye movements and contact, and dress and appearance (most know as body language)

- Written: communication by means of written symbols (printed, handwritten or “electronic”)

- Visual: transmission of information and ideas using symbols and imagery symbols and imagery ( signs, graphic designs,
films, typography, etc. etc.)

Communication styles
In marketing and economics we “know” four basic communication styles: passive, aggressive, passiveaggressive and assertive
(self-confident).
 UNIT 2. COMMUNICATION SKILLS

Effective communication is essential for success in both professional and personal settings. Communication skills impact
how people are perceived and how they interact with others. Here's a breakdown of some key areas where
communication skills are applied.

1. Interpersonal Communication

- Active Listening: This involves paying attention to what others are saying, asking questions to clarify, and
showing empathy. It builds strong relationships and trust.
- Empathy: Understanding and sharing the emotions of others helps to resolve conflicts and create deeper
connections.
- Clarity and Conciseness: Communicating ideas clearly and directly prevents misunderstandings and makes
decision-making easier.

2. Communication in Teamwork
- Collaboration: The ability to work well with others is key in team environments. This includes sharing
information and being open to others' ideas.
- Conflict Resolution: Communication skills can help prevent and resolve conflicts within a team. Open dialogue
and the ability to find common solutions are essential.
- Delegation and Coordination: Clearly communicating responsibilities and coordinating team activities is vital for
achieving common goals.

3. Communication in Leadership
- Inspiration and Motivation: An effective leader must be able to communicate a clear vision and motivate their
team. This requires persuasive and emotional communication skills.
- Constructive Feedback: Providing feedback that is specific, helpful, and focused on growth helps employees
improve and develop.
- Decision-Making: Leaders must communicate decisions clearly and ensure everyone understands the reasons
behind them.

4. Written Communication
- Clear Writing: The ability to write clearly and coherently is essential for written communication. This includes
emails, reports, and documents.
- Appropriate Style and Tone: Adapting the style and tone of writing according to the audience and the purpose
of the communication.
- Proofreading and Editing: Taking the time to review and correct errors before sending any document or
message.

5. Communication for Customer Service

- Listening and Understanding: In customer service, it's important to listen carefully to customers and understand
their needs.
- Problem-Solving: Communication skills help solve customer problems effectively and maintain positive
relationships.
- Patience and Courtesy: Treating customers with respect and patience, even in difficult situations, is key to good
communication.

6. Communication for Public Presentations

- Preparation and Organization: When giving presentations, it's essential to be well-prepared and organized to
convey the message effectively.
- Use of Visual Aids: Using slides, graphs, or other visual aids can help explain ideas and keep the audience
engaged.
- Interacting with the Audience: Asking questions and responding to audience comments creates an interactive
and engaging environment.
 UNIT 3. COMMUNICATION & INFORMATION IN ORGANIZATION

Theories of organizational communication

Organizational communication is defined:
- sending and receiving of messages among interrelated individuals within a particular environment
- is highly contextual and culturally dependent
- individuals in organizations transmit messages through face-to face, written, and mediated channels

Pioneers in this field have been Max Weber, Philip Tompkins and George Cheney and also Stanley Deetz.
- Max Weber theory of bureaucratic organizations defines organizational structure. In Weber's theory
communication is hierarchical, structured, and clear
- Tompkins and Cheney’s organizational control theory is an extension of Weber. Passing the bureaucratic
mode but still not be totally unstructured.
- Stanley Deetz’s theory is an attempt to define how organizational communication and organizational control
happens in the companies. And the need to represent and give voice to these diverse interests
- Deetz posits a view of organizations that take into account the aspirations of the people and the power
centers in the organization.

Organizational communication is focuses on building relationships and interacting with internal members and
interested external publics

Types of organizational structures:

1. Functional structure
The organization is divided into smaller groups recording their specific tasks or roles

2. Divisional structure
Larger companies that operate in different market segments or in several countries often use a divisional structure.

3. Matrix structure
Is a hybrid organizational structure, which is a combination of the functional organizational structure and the projectized
organizational structure

4. Flatarchy
Is the result of mixing a functional structure and a flat structure. This should allow for more decision making among the
levels of an organization and, overall, flattens out the vertical appearance of a hierarchy.
Types of organizational communication
- Formal communication is one that passes through predefined channels of communication throughout the
organization.
- Informal communication refers to the form of communication which flows in every direction, i.e. it moves freely in
the organization
- Directional communication introduces a concept which categorizes communication into upward, downward and
lateral communication. Also, it explains the need to have various methods and channels available.
- Oral communication is an informal and normally used in personal conversations, group talks, etc.
- Written communication is formal communication, which is used in schools, colleges, business world, etc.

Transmission Model of Communication: Shannon and Weaver’s transmission model of communication (1948) describes
communication as a one-way, linear process in which a sender encodes a message and transmits it through a channel to a
receiver who decodes it. The transmission of the message may be disrupted by environmental or semantic noise.

The model is based on five elements and especially:

- Source of information: Producer of message
- Transmitter, that ‘encodes’ the message into signals
- Channel, that carries the signals (allow transmission)
- Receiver, that ‘decodes’ the message from the signal
- Destination, where the message arrives.

Transactional model of communication:

- The exchange of messages between sender and receiver where each take turns to send or receive messages.
- The model is mostly used for interpersonal communication and is also called circular model of communication.
- Each person acts as a speaker and a listener, and therefore can send and receive messages
- two people communicate with multiple messages through what may be multiple channels and with parallel
messages. Thus, the messages may be distorted, and the people may be distracted, resulting…
misunderstanding that hinders the model.

Constitutional Model of Communication

- Characterized by the meaning that communication is not something that happens within organizations or
between organizational members
- Predetermines work routines including a charter, organizational chart, and policy manual.

Modern organizational communication

Main tasks:

1) Communication channels
a. Face-to-Face or Personal Communication
b. Broadcast Media Communications
c. Mobile Communications Channels
d. Electronic Communications Channels
e. Written Methods of Communication
2) Communication climate: The tone as expressed by the verbal and non-verbal messages between people.

3) Network analysis Social has always been a popular, nowadays, the idea of social networks is so widespread that
almost everyone has some notion of what a social network is
4) Superior-subordinate communication: Satisfactory upward and downward communication is essential for a
successful organization because it closes the gap between superior

5) The information-processing perspective: The theory is based on the idea that humans process the information
they receive, rather than merely responding to stimuli.

6) The rhetorical perspective: The theory is based on the idea that humans process the information they receive,
rather than merely responding to stimuli.

7) The cultural perspective: It is the influence that a culture and society have on a person's worldview and
perspective.
Different culture = different communication

8) Political perspective
 UNIT 4. INTERNAL COMMUNICATION IN ORGANIZATIONS

Internal communicationà sharing of information for business purposes. Internal communications count two main
communication groups:
1. Vertical and horizontal communications
2. Informal and formal communications

1. Vertical communications:
Communication where information or messages flows better or among the subordinates and superiors. And which is the
transmission of information between different levels of the organizational hierarchy

ADVANTAGES DISADVANTAGES
Effective decision making Delay process
Mantains good labor-management relations Disturb discipline
Mantains organizational discipline Slowless system
Explaining policies and plan Negligence of superiors
Avoid by-passing Reduce relationships
Mantains chain of command Long chain of command in large organization
Help in descentralizations Loss or distortion of information

2. Horizontal communications
Communication that flows laterally and involves people, divisions,
departments or units within the same level of organizational
hierarchy. Normally it involves people with the same or similar rank

ADVANTAGES DISADVANTAGES
Decreases misunderstanding between departments Management may have grater problem maintaining
control of information and may lose controls the flow of
information and may lose controls the flow of information
Increasing efficiency and productivity May create a lack of discipline
Facilitates teamwork Tine and resource-consuming
Increase job satisfaction and motivation May create conflict between emplyee

3. Formal communications
Interchange of information officially. The flow of communication is controlled and is considered effort. This
communication flows along officially recognized positions to ensure a smooth, orderly, accurate and timely flow of
information.

4. Informal communications
Casual communication between coworkers in the workplace. It is unofficial in nature and is based in the informal, social
relationships outside of the normal hierarchy of business structure. This type of communication is important it can help
with morale and can encourage the feeling of belonging for the employees as well as a client or customer.
TYPES OF INTERNAL COMMUNICATION

- Leadership and top-down: occurs when goals, projects, and tasks are decided from organization's senior leaders.
Top-down management is the most common approach to organizational management.
- Change communication is more than just a tool to introduce the new system, structure or values. The communication
within the organization creates the change we need to make. No matter what your industry, size or strategy, change
is part of the natural evolution of business.
- Crisis communication is the part in protecting the reputation of the organization an
- Campaign communication From an internal communications perspective, campaigns are a valuable tool to deliver a
message across multiple audiences, channels or audience demographics, because they provide a multi-faceted way
to deliver a core message.
 UNIT 5. COMMUNICATION PLAN

Policy-driven approach to providing stakeholders with information.

The plan formally defines

• Who = source
• What = message
• When = timing
• Why = reason / importance; action needed
• Where = communication channel

Objectives of an internal communication plan

Communication plans are needed for any of a number of topics. Developing a plan to turn strategy into action, help
employees, address important issues, sensitive employee topics, reduce safety incidents…
A CP is simply a playbook for using strategies, objectives, and metrics.

Internal Communications Channels by Popularity: Email (99%), Face-to-Face Meetings (96%), Intranet (90%), Social
Media (85%) , Office Displays (80%) (Internal Messaging)

Objectives of an external communication plan:

External communication is about connecting with anyone outside of your business

- A good first step is to understand the different types of stakeholders, as well as how they relate to your company and each
other
- reflect and support other vital initiatives

Keep your stakeholders engaged:

- Listen when they speak
- Give credit where it is need
- Set realistic expectations
- Provide regular updates

Steps to create a communication plan

1. Analysis the current situation:
- Brainstorm with communication staff
- Conduct surveys and focus groups
Talk to other departments in your company Evaluate where you currently stand in terms of communications. Gather
(collect) and analyze all relevant information within your company.
2. Define your objectives:
- SMART Specific / Measurement / Attainable / Realistic / Timely Define your communications objectives.
- What are the results we want to achieve?
- What do we want to accomplish by implementing plan
3. Define key audience (receiver): To whom will be delivered the messages. Make a list of all the key audiences of the
organization. Should include your stakeholders
4. Identify media channels: Plan to deliver your messages to your key recipients through multiple media channels. Decide
which channels would be the most effective to get your message delivered.
5. Establish a timetable (schedule)
6. Evaluate the results: If the results are not ok, it is necessary to make the adjustments need for a better output the
next time.

Internal communication should involve everyone in the organization, not just a dedicated IC team. When all employees take
ownership of communication, it strengthens company culture, boosts engagement, fosters innovation, builds trust, and
enhances adaptability. While a centralized IC team offers expertise, a hybrid approach combining centralized guidance with
decentralized participation is ideal for maximizing communication effectiveness.
 5.1. COMMERCIAL TECHNIQUES

Business Model Canvas: Is a one-page document that lets you work through the fundamentals of your business ideas in
a single snapshot.

Classic Tools

- SWOT / Analyze Current Position

SWOT can help you analyze your business from a strategic perspective. It will help
you identify how to capitalize on your opportunities using your strengths and how
to avoid the threats and eliminate weaknesses

- PESTEL / Analyse

Analysis of the macro (external) forces facing an organization. In marketing, before

implementing any kind of strategy or tactical plan, it is essential to conduct an analysis of
the situation.

- PORTER’S 5 FORCES / Analyze current position

tool to understand the level of competitive intensity within the industry

- POSITIONING MAP / Analyze current position

Marketers use perceptual maps to compare products and determine their positioning in the market based on how
customers perceive them. During the product development process, a perceptual map can be used to identify new
products
- BCG Cow / Analyze Current position
The Boston Consulting Group (BCG) matrix is a framework for analyzing
products according to growth and market share. It helps companies gain
insight into what products they should capitalize on to grow their market-
share opportunities

- Ansoff Matrix / Define marketing strategies

Is a strategic marketing planning tool. It can be applied to identify possible growth strategies for your company. The
Matrix has 4 different growth strategies: Market Penetration, Market Development, Product Development and
Diversification

- Balanced Scorecard Implement and Control Marketing Execution

Is a business framework or a management system that is used to track and manage
a company’s strategy. BCs are widely used in businesses, governments and
nonprofits

- Milestones
Are significant stages (points) or event in the development of something. Is a Point where we check if the project
is still on track (budget, schedule, development, etc. etc.). Milestones must be set and defined wisely in your
planning process.
 UNIT 6. CONFLICT MANAGEMENT

Conflict: struggle between people which may be physical, or between conflicting ideas. Conflicts arise because there
are needs, values or ideas that are seen to be different, and there is no means to reconcile the dispute

Can arise from misunderstandings about: Poor communication, Lack of planning, Poor staff selection,
Frustration, stress and burnout, Communication, Respect, Recognition, Trust, Role expectations, Style…

Types of conflicts:
1. Person vs person
2. Person vs. Person (2nd)
3. Person vs. Self (him / her)
4. Person vs. Self (him- / herself) 2nd
5. Person vs. Society
6. Person vs. Nature
7. Person vs. nature (2nd)
8. NEW Person vs. Technology (machine) à Like about what it means to be human, and what sets us apart from
machines.
9. NEW Person vs. Technology (machine) 2ndà hallmark of science fiction, which explores the problems that
arise when technology grows beyond its intended us
10. Conflicts in Organization

Vertical conflict between: Individuals at different

hierarchical levels, Superior vs. Subordinate Vertical
conflicts usually arise because superiors attempt to control
subordinates

Horizonal conflict between employees or

departments as the same hierarchical level in an
organization Tension between members of different
departments or groups at the same hierarchical level.
Managerial Expectations Every employee is expected to meet the targets, imposed by the superior and when
these expectations are misunderstood or not fulfilled within the estimated time, conflicts arise.

Line-staff relationship frequently involves conflict. Staff managers and line managers typically have different
personal characteristics

A role is the cluster of activities that others expect individuals to perform in their position. A role frequently
involves conflict

Intra-role conflict e.g. when two superiors ask an employee to do a task, and both cannot be accomplished at
the same time.

Inter-sender role conflict conflict between two different roles held by the same person

Phases of conflicto

- Potential opposition or incompatibility: Misunderstandings, No information exchange, Personality, low self-

esteem (jealousy)… INDIVIDUAL
- Cognition and personalization: Potential opposition or incompatibility exists and both parties feel it, then
conflict is developing.
o Perceived conflict: Awareness by one or more parties of the existence of conditions that create
opportunities for conflict to arise.
Felt conflict: Emotional involved, anxiety, tenseness, frustration or hostility
- Intentions: Intentions come between people’s perceptions and emotions and help those who are involved in
the conflict to decide to act in a specific way.
 - Behavior: Behavior is the phase where conflict becomes evident, as it includes the statements, actions and
reactions of the parties involved in the conflict.
- Outcome: Outcomes of a conflict can be either functional (conflict is constructive) or dysfunctional
(Uncontrolled opposition breeds discontent)

Creating functional conflict

Approaches to conflict stimulation
In modern concept, conflict is not taken as dangerous all time. If there is not created conflict in a company, manager
should think that there is some mistake. That’s why conflict is index of development. So that while solving the conflict,
it is necessary to create the conflict.

Conflict management
Practice of being able to identify and handle conflicts sensibly, fairly, and efficiently.
Managers need to resolve conflict in the workplace quickly and professionally. Five types of conflict resolution include
accommodating, avoiding, collaborating, competing, and compromising.

Usually there are five different techniques people use when faced with conflict: Avoidance, Competition,
Accommodation, Compromise and collaboration
 UNIT 7. PERSUASION

Persuasion is an act or process of presenting arguments to move, motivate or change your audience.

Persuasion in communication à The role of mass mediaplay in how opinion “flows” from opinion leaders to the public.
Persuasive Speeches à speech to an audience with the intention to influence your listeners to agree with a particular
point of view.

Types of persuasive speeches

- factual (figures and facts) persuasive speech: is based on whether a particular topic is true and is backed by
concrete evidence.
- value persuasive speech: is a speech about whether or not something is right or wrong. It questions the moral
or ethical aspect of an issue. For example, have you ever thought about whether or not abortion is moral or
immoral?
- policy persuasive speech: is a speech given to convince an audience to either support or reject a policy, rule, or
candidate.

How to choose a topic for persuasive speech:

- Familiarity: Choose a topic with which you are familiar. This will help you prepare your speech with greater ease
and confidence.
- Interest: Choose a topic in which you feel a genuine interest. This will be reflected in your enthusiasm and will
make the speech more persuasive.
- Audience interest: The topic should capture the audience's attention. Choose something that you think they
will find interesting to keep their attention throughout the speech.
- Visualization: Consider a topic that allows you to be more descriptive and visual. This helps the audience imagine
and connect with the message, increasing the impact of the speech.
- Don't overdo it: Avoid overly repetitive or clichéd topics, as the audience may lose interest. Only consider these
topics if you have new insights or data to share.
- Emotional topics: Topics that provoke emotions tend to motivate audiences and may cause them to act on your
message.
- Relatable topics: People like to hear about issues that directly affect them or their community. Examine local
issues and news to identify these topics.
- Desired outcome: Determine what you want to achieve with your speech. Use this outcome as a guide to choose
a topic that will move your audience to action.

To build persuasive arguments, follow these key steps:

1. Source/Evidence: Use data, statistics, facts, or studies as the basis of your argument. Ensure they are from
reliable sources to give credibility to your claims.
2. Message: The message is what you say and how you say it. Include both factual and emotional arguments to
make the message more convincing.
3. Medium: Choose the right channel for your message. The medium can be verbal, written, visual, or a
combination of these. Select the one that best reaches your audience.
4. Public/Audience: Know your audience. Adapt your message to their interests, values, and level of knowledge to
connect with them.
5. Effect: Define the outcome you want to achieve. Do you want the audience to act, change their opinion, or
simply understand your perspective? Measure the effect to know if your argument was effective.
6. Reciprocity: People feel compelled to return favors. If you give something, the other person is likely to
reciprocate.
7. Commitment and Consistency: People usually stick to their commitments. If someone agrees to something,
they are likely to act in a way that is consistent with that decision.
8. Social Proof: In situations of uncertainty, people tend to follow what others are doing. Showing that others
agree with you can reinforce your argument.
9. Liking/Sympathy: People are more likely to be influenced by someone they like. Building relationships and
showing genuine interest can make your message more effective.
10. Authority: People often follow authority figures. Demonstrate credibility and knowledge to gain trust.
 11. Scarcity: When something is perceived as scarce, its value increases. Creating a sense of urgency or emphasizing
limitation can make your argument more persuasive.

Persuasive Techniques
- Appeal to Authority
- Appeal to Reason
- Appeal to Emotion
- Appeal to Trust
- Plain Folks
- Bandwagon
- Rhetorical Question
- Repetition
 UNIT 7.1 Ethics and Culture

How does culture influence negotiation? Culture profoundly influences how people think, communicate, and behave.
The following “top ten” elements of negotiating behaviour constitute a basic framework for identifying cultural
differences that may arise during the negotiation process.

1. Negotiating Goal: Contract or Relationship?

Some cultures prioritize signing a contract (like the Spanish), while others focus on building a relationship (like the
Indian).
2. Negotiating Attitude: Win-Lose or Win-Win?
Japanese tend to approach negotiations with a win-win attitude, while some, like Spanish, may lean toward a win-lose
approach.
3. Personal Style: Informal or Formal?
Americans are informal, often using first names, whereas Japanese prefer formality.
4. Communication: Direct or Indirect?
Cultures like the American are direct, while others like the Japanese communicate indirectly, leading to
misunderstandings.
5. Sensitivity to Time: High or Low?
Germans are strict about time, while Indians are more flexible. Japanese negotiate slowly, Americans quickly.
6. Emotionalism: High or Low?
Latin Americans and Spanish are expressive, while Germans and Japanese are more reserved.
7. Form of Agreement: General or Specific?
Americans prefer detailed contracts, while Chinese may opt for agreements with general principles.
8. Building an Agreement: Bottom-Up or Top-Down?
Some cultures prefer a top-down approach (like Americans), while others like the Japanese prefer a bottom-up
approach.
9. Team Organization: One Leader or Group Consensus?
American teams often have a single leader, whereas Japanese and Chinese prefer group consensus.
10. Risk-Taking: High or Low?
Americans and French are more open to taking risks, while Japanese are typically risk-averse.

How does culture influence negotiation? Culture can significantly influence negotiation, affecting attitudes,
expectations, and approaches. Some cultures tend to be more conservative and risk-averse, while others are more open
and willing to take risks. When dealing with a risk-averse counterpart, these steps can be useful:

1. Do Not Rush the Process: A fast negotiation process might increase the perceived risk for a risk-averse counterpart.
Take the time to address all concerns and allow space for reflection.

2. Propose Risk-Reducing Mechanisms: Identify the risks the other party perceives and suggest rules and processes to
mitigate them. This could include guarantees, insurance, provisional agreements, or other methods to reduce
uncertainty.

3. Provide Sufficient Information: Ensure the counterpart has enough information about you, your company, and the
proposed deal. This can help reduce the sense of risk by demonstrating transparency and stability.

4. Build Relationships and Foster Trust: Take time to build a solid relationship. Fostering trust can be key to reducing
the perception of risk. Show empathy, listen actively, and seek to understand the other party's concerns.

5. Restructure the Agreement Incrementally: Consider breaking the agreement into stages or progressive steps. This
allows the counterpart to evaluate each step before fully committing, thereby reducing perceived risk.
 UNIT 8. LEADERSHIP

Leadership is the ability to guide, inspire, and influence others to achieve a common goal. It involves setting a vision,
motivating a team, and making decisions to move forward.

qualities and skills

- Communication: Effective leaders excel at communication, both verbal and non-verbal (body language). They
maintain eye contact, show genuine interest, and make people feel heard and valued.
- Listening: Leaders listen attentively to others, demonstrating real interest in their thoughts and concerns. This
builds trust and inspires confidence in the team.
- Integrity/Honesty: Integrity is key to earning trust. Leaders who lack honesty cannot expect honesty from
others.
- Responsibility: Good leaders take responsibility for the outcomes of their team, giving credit when deserved
and taking blame when necessary.
- Empathy: Leaders understand their team members' feelings and experiences. This empathy helps build strong
connections and fosters a supportive environment.
- Humility/Humbleness: Effective leaders are humble. They focus on the team's success rather than their own,
promoting a collaborative atmosphere.
- Resilience: Leaders show resilience by thriving in challenging times. They remain steady and guide their teams
through adversity.
- Vision: A leader's vision sets the direction for the organization. It must be clear and compelling to inspire
others.
- Influence: Leaders earn respect through their actions, not just their title. They gain influence by
demonstrating their capabilities.
- Positivity: Good leaders maintain a positive attitude, encouraging their team to stay optimistic and focused.
- Delegation: Leaders delegate tasks effectively and are not threatened by the success of others. They
empower their team to achieve great results.
- Confidence: A leader exudes confidence, inspiring trust and encouraging others to follow their lead. This
confidence motivates the team to pursue ambitious goals.

Key attributes of a great Leader are: curiosity, risky, dedication, charisma, commitment

LEADER VS MANAGER

Key points on leadership:

Team Building:
- Open Communication: Have an open-door policy for team members to ask questions and give feedback.
- Team Morale: Organize activities like coffee breaks to boost team spirit.
- Use Technology: Tools like Project Management Software (PMS) help with organization and transparency.
- Embrace Diversity: Ensure everyone feels included and valued.
- Accountability: As a leader, take responsibility for mistakes to build trust.
Change Management:
- Clarify the Vision: Clearly explain the goals and keep the team informed.
- Lead by Example: Don't delegate change management; be the change you want to see.
- Effective Change: Implement changes in a way that meets stakeholders' expectations.
Coaching:
- Continuous Improvement: Coaching helps team members grow and improve.
- Identify Coaching Opportunities: Look for times when coaching can be beneficial.
- Encourage Independence: Help team members think for themselves and offer support as needed.
 UNIT 9. PROPAGANDA

Is the spreading of information in support of a cause.

Principles of propaganda
1. Principle of simplification and the single rival (enemy). Adopt a single idea, a single symbol; individualize the
rivals in a single enemy.
2. Principle of the method of contagion / transmission: Gather various rivals in a single category or individual.
3. Principle of transposition: Load your own errors or defects, on the rivals back. Responding their attack with a
counterattack. "If you can't deny the bad news, invent others that distract them”
4. Principle of exaggeration and deformation: Turn any anecdote, even a small one, into a serious threat
5. Principle of vulgarization “popularize” ½: All propaganda must be popular, adapting the intelligent level of the
individuals to whom it is addressed.
a. The larger the mass to convince, the smaller the mental effort to be made.
b. The receptive capacity of the masses is limited and their understanding often poor; they also have
great ease to forget.
6. Principle of orchestration “If a lie is repeated enough, it ends up becoming true”: Propaganda must be limited
to a small number of ideas and repeat them tirelessly, presented again and again from different perspective
but on the same concept. Without fissures or doubts.
7. Principle of renewal: New information and arguments must be constantly emitted at a rate such that when
the rival responds the public is already interested in something else. “The rival's responses should never be
able to counteract the rising level of accusations”
8. Principle of credibility ½: Build arguments from diverse sources, through so-called balloon* probes or
fragmentary information. * strategy to test people
9. Principle of silencing: Silence or ignore on the issues on which there are no arguments and hide the news that
favors the revival, also counterprogramming with the support of media.
10. Principle of transfusion ½: As a general rule, propaganda always operates from a preexisting basis, be it a
national mythology or a complex of traditional hatreds and prejudices. It is about spreading arguments that
can take root in primitive attitudes.
11. Principle of unity ½: Get to convince many people who think "like everyone else", creating an impression of
unity. “Follow the leader”
 UNIT 11. HUMAN RESOURCES

Communication is a fundamental aspect of the human resources (HR) field. It affects the company's culture,
productivity, employee satisfaction, and the work environment. Here are some points on the role of communication in
HR with simpler language:

1. Types of Communication in HR
- Internal Communication: This involves exchanging information within the company, such as messages between
departments, teams, and employees, and between employees and management.
- External Communication: This includes communications with people outside the company, like customers,
suppliers, job candidates, and other stakeholders. HR plays a key role in building relationships and showcasing
the company's culture.

2. Importance of Effective Communication

- Better Work Environment: Open and clear communication helps create an atmosphere of trust and
collaboration.
- Higher Productivity: Clear and effective communication reduces errors and improves efficiency at work.
- Fewer Conflicts: A lack of communication or misunderstandings can cause problems among employees. Good
communication can prevent or resolve them.
- Facilitates Company Changes: Clear communication is crucial when there are major changes in the company,
like reorganizations or mergers.

3. Communication Tools in HR
- Meetings and Briefings: These are necessary to share important information with employees.
- Intranet and Digital Platforms: These help with internal communication and allow employees to access
important information.
- Newsletters and Emails: These are used to share company announcements and news.
- Messaging Apps and Social Media: These can be useful for quick communication and to encourage interaction
among employees.

4. Communication Skills for HR Professionals

- Active Listening: This is important for understanding employees' needs and concerns.
- Clarity and Brevity: Being clear and direct is key to good communication.
- Empathy: Understanding the emotions and perspectives of others helps improve communication.
- Interpersonal Skills: These include the ability to work in a team, resolve conflicts, and have a positive influence.

5. Communication in the Recruitment and Selection Process

- Clear Job Postings: These should clearly explain the job responsibilities, requirements, and company culture.
- Effective Interviews: Interviewers should ask clear questions and provide good feedback to candidates.
- Candidate Follow-up: Keeping candidates informed about the status of their application is part of effective
communication.

6. Communication for Employee Development and Well-being

- Feedback and Performance Reviews: Providing regular and useful feedback helps with employee development.
- Professional Development Programs: Communicating growth and development opportunities can motivate
employees.
- Communication about Benefits and Well-being: Informing employees about the available benefits and well-
being resources.

Good communication in HR helps build a positive work environment and ensures that employees feel valued and well-
informed. By focusing on clear communication, HR professionals can improve employee engagement and create a more
collaborative workplace.