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Chapter 6 Communicating

This document discusses communication in organizations. It defines communication, describes the communication process which includes developing an idea, transmitting a message, receiving, decoding, accepting or rejecting, and providing feedback. It also discusses forms of communication including verbal, nonverbal, barriers to communication, and techniques for overcoming barriers. Downward, upward, and horizontal flows of communication are explained as well as formal and informal communication methods in organizations.

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jeff leonen
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187 views

Chapter 6 Communicating

This document discusses communication in organizations. It defines communication, describes the communication process which includes developing an idea, transmitting a message, receiving, decoding, accepting or rejecting, and providing feedback. It also discusses forms of communication including verbal, nonverbal, barriers to communication, and techniques for overcoming barriers. Downward, upward, and horizontal flows of communication are explained as well as formal and informal communication methods in organizations.

Uploaded by

jeff leonen
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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CHAPTER VI Communicating

WHAT IS COMMUNICATING?
 Morris Philip Wolf and Shirley Kuiper define
communication as “ a process of sharing
information through symbols, including words
and message”
 Communication may happen between superior and
subordinate, between peers, between a manager and a
client or customer, between an employee and a
government representative.
FUNCTIONS OF COMMUNICATION

 Information function
information provided through communication may be
used for decision-making at various work levels in the
organization.
 Motivation function
Communication is also oftentimes used as a means to
motivate employees to commit themselves to the
organization’s objectives.
 Control function
When properly communicated, reports, policies, and
plans define roles, clarify duties, Authorities and
responsibilities.
 Emotive function
when feelings are repressed in the organization,
employees are affected by anxiety, which, in turn, affects
performance.
The communication process
SENDER

Develops
idea

then
encodes transmit
message
to

RECEIVER

Who
Receives
message

decodes

Accept Then
or provides
the feedback
reject to S
Develop an idea
The most important step in effective communication
is developing an idea. It is important that the idea into words,
illustrations, figures, or other symbols suitable for
transmission.
Transmit
After encoding, the message is now ready for
transmission through the use of an appropriate
communication channel.
Receive
The next step is the communication process is the actual
receiving of the message by the intended receiver.
Decode
The next step, decoding, means translating the message
from the sender into a form that will have meaning to the
recipient.
Accept
The next step is for the receiver to accept or reject
the message. Sometimes, acceptance or rejection is partial.
use

 The next step is for the receiver to use the information.


If the message provides information of importance to a
relevant activity, then the receiver could store it and
retrieve it when required.
Provide feedback
The last step in the communication process is for the
receiver to provide feedback to the sender.
Forms of Communication
2 major forms

 Verbal
 Nonverbal
 Verbal communications
are those transmitted through hearing or sight.
This mode of transmission categorizes verbal
communication into two classes: oral and written

Oral communication mostly involves hearing the


words of the sender
Written communication, however, has
limitations and to remedy these, some means are
devised.
 Nonverbal communication
is a means of conveying message through the body
language.
THE BARRIERS TO COMMUNICATION
Various factors may impede the efficient flow
of communication. Any, or all, of these factors may,
at any point, derail the process. Even if the channel
transmits the message, the timing and the meaning
of the message may be affected by the factors.
The barriers to communication
may be classified generally as
 Personal barriers
are hindrances to effective communication
arising from a communicator’s characteristics as a
person, such as emotion, values, poor listening habits,
sex, age race, socio economic status, religion, education
etc.
 Physical barriers
refer to interferences to effective communication
occurring in the environment where the
communication is undertaken.
 Semantic Barriers
is the study of meaning as expressed as
symbol. Words, pictures, or actions are symbols that
suggest certain meanings. When the receiver has
chosen the wrong meaning, misunderstanding
occurs. Such error constitutes a barrier to
communication.
OVERCOMING BARRIERS TO
COMMUNICATION
When communication barriers threaten effective
performance, certain measures must be instituted to
eliminate them. To eliminate problems due to noise,
selective perception, and distraction, the following are
recommended:
 Use feedback to facilitate understanding and
increase the potential for appropriate action.
 Repeat messages in order to provide assurance
that they are properly received.
 Use multiple channels so that the accuracy of
the information may be enhanced.
 Use simplified language that is easily
understandable and which eliminates the
possibility of people getting mixed-up with
meanings.
TECHNIQUES FOR COMMUNICATING IN
ORGANIZATIONS

Communicating may be classified as to the types of


flow of the message which are as follows downward,
upward or horizontal. Each of the types of the message
flow has its own purposes and techniques.
Downward Communication

 Downward communication refers to message flows from


higher levels of authority to lower levels. Among the
purposes of downward communication are.
1. to give instructions
2. to provide information about
policies and procedures
3. to give feedback about
performance
4. to indoctrinate or motivate
Upward communication Downward communication
Concerns Concerns

-problems and exceptions - implementation of goals,


strategies and objectives
-suggestions for improvement - job instruction and
rationale
-performance reports - procedures and practice
- financial and accounting - performance feedback
information - indoctrination
HORIZONTAL COMMUNICATION

Concern;

 interdepartmental coordination

 intradepartmental problem-solving

 staff device to the departments


Upward Communication

Refers to messages from persons in lower-level


positions to persons in higher positions. The messages sent
usually provide information on work progress, problems
encountered, suggestions for improving output, and
personal feelings about work and non-work activities.
Formal Grievance Procedures.
Grievances are part of a normally operating organization. To
effectively deal with them, organizations provide a system for
employees to air their grievances.

Employee Attitude and opinion surveys.

Finding out what the employees think about the


company is very important. The exercise, however, requires
expertise and the company may not be prepared to do it. If the
organization’s operation is large enough to justify such activity,
then it must be done.
Suggestion systems

Suggestions from employees are important sources of


cost-saving and production enhancing ideas. Even if majority of
the suggestions are not feasible, a simple means of acknowledging
them contributes to employee morale.

Open door policy

An open-door policy even of a limited basis, provides


the management with an opportunity to act on difficulties before
they become full-blown problems.
Informal Gripe Sessions
Can be used positively if management knows how to
handle them. When employees feel free to talk and they are
assured of not being penalized for doing so, then
management will be spared with lots of efforts determining
the real causes of problems in the company.
Task Forces

When a specific problem or issue arises, a task force


may be created and assigned to deal with the problem or
issue. Since membership of task forces consists of
management and nonmanagement personnel.
Exit interviews

When employees leave an organization for any


reason, it is to the advantage of management to know the
real person.
Horizontal communication

Refers to message sent to individuals or groups


from another of the same organization level or position.
end
The purposes of horizontal communication
are:
 to coordinate activities between
departments

 to persuade others at the same level of


organization

 to pass on information about activities or


feelings
MANAGEMENT INFORMATION SYSTEM

is defined by Boone and Kurtz as “an organized


method of providing past, present, and projected
information on internal operations and external
intelligence for use in decision making.”
The Purposes of MIS
The MIS is established for various reasons.
Wheelen and Hunger enumerate them as follows:
 To provide a basis for the analysis of early warning signals that can
originate both eternally and internally.

 To automate routine clerical operations like payroll and inventory


reports.

 to assist managers in making routine decisions like scheduling


orders, assigning orders to machines, and reordering supplies.

 to provide the information necessary for management to make


strategic or nonprogrammed decisions.
SUMMARY
The achievement of the objectives of the engineering organization will depend
on the performance of the human and non-human elements attached to it.
The task of management is to “program” these elements correctly so that each
will respond accordingly to their assigned tasks. Standard programming
methods have already been adapted by technologies for most machines and
equipment.

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