Professional Documents
Culture Documents
Organizations
Peace Team
Contents
§ What is communication?
§ Case studies.
2
What is communication?
The art of being able to structure and transmit a message in a way that another
can easily understand and/or accept
3
What is organizational communication?
4
The communication process
Person Person B
Noise
A
Sender Receiver
1. Intended meaning 3. Decoding
2. Encoding Feedback 4. Perceived meaning
(2 way communication)
Receiver Sender
7. Decoding 5. Intended meaning
8. Perceived meaning 6. Encoding
5
Importance of organizational communication
6
COMMUNICATION TYPES
7
General types of communication
Signals
Symbols
Body language
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Types of organizational communication
9
Types of organizational communication (cont.)
Directional communication
Upward and downward communication have the following problems:
●
information overload
●
lack of openness
Withhold information even if sharing is important
●
Filtering
●
Some information is left out
●
Message can be distorted by adding personal interpretation
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1. Causes
1.
1. If I know it, then everyone must know it!
Perception
●
Selectivity/exposure filtering out of unpleasant things and focusing on or
2. I told everyone, or some people, or ...?
recalling things not heard.
3.
●
Did you Retention
hear whatfiltering of things
I meant for youthat feel good, and the tendency to forget
to hear?
those things that are painful.
4.
2. Our problems
Experiential are too big to have to listen to each other!
Barriers
●
The difficulty
SoOrgznizationl in understanding things not personally experienced.
5. what's to talk about? Communications Problems
3. Emotions
6. If I need your opinion, can
Communication I'll tell it to you.
involve tension, fear , anger and other emotions and
●
Receiver
Sender Side
Side
can hamper ability to speak clearly
●
Emotions influence both what is said and what is heard.
4. Defensiveness
●
Adjustments people make to avoid acknowledging personal inadequacies
that might reduce their self-esteem
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2. Effects / Signs
1. You find it hard to get some people to
1. Morale of teams is going down.
cooperate.
2. Productivity is dull or at zero level.
2. Replies to messages are being
delayed or completely ignored. 3. You receive many complaints.
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3. Resolving
Listen to the people involved or who have caused the communication problem.
Secure the help of a neutral negotiator if the problems have deeply-rooted causes.
13
PLANNING OF
COMMUNICATION SYSTEM
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Why planning?
15
Planning process
Paper-based
Electronic
Management behavior
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Planning process (cont’)
4. Implement.
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GE Real Estate Case Study
CASE STUDIES
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GE Real Estate Multinational Company Case Study
http://www.gecapitalrealestate.com/cms/servlet/enter
1. Problem definition
employees consistently say that they prefer to hear 70% of corporate information
from their managers.
4. Suggested solution
Adobe Acrobat
subsequent ongoing Manager’s
Document
Minute email messages.HTML Document
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GE Real Estate Multinational Company Case Study (cont.)
1. Results
Every other year, the company receives employee feedback through an in-depth
The scores have risen by approximately 10% over the past five years and now
opinion survey:
show:
The than
More actions
90%of of
senior leaders areunderstand
the employees consistent their
with what they say?
job responsibilities and say they
want to be workinginwith
Communication this the company
business one and
is open yearhonest?
from now.
Over
80%
Senior of employees
leaders say
provide a thedirection
clear senior leaders
for myprovide them with a clear
business?
understanding of the business vision, mission and strategy.
My immediate manager respects people as individuals with different styles, skills
Over
and 70% respond positively regarding their manager’s ability to listen and
experiences?
understand their need to know how their roles and work contributes to the
business goals.
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Challenger Shuttle Explosion Case Study
video.flv
21
What happened?
Losses:
7 lives lost
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Case discussion
•Engineers
This speech shaped NASA
at Morton goals
Thiokol, theand increased
contractor the pressurefor
responsible onbuilding
NASA the
organization . solid rocket booster, had vigorously
“opposed the launching of Challenger”
• This pressure was undoubtedly felt by individual decision makers and setting
the stage for the Challenger explosion.
23
Case discussion (cont’)
NASA Policy.
– As NASA attempted to meet the increasing flight schedule of the space shuttle
to achieve the new goals ,the agency encountered a number of constraints and
operating problems.
– These constraints made it increasingly difficult for NASA to reach its goals in an
acceptable way-that is, with the high level of safety expected of it.
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Case discussion (cont’)
NASA Structure
– None of the concerns reached levels I or II , only level III managers were given
the opportunity to evaluate the concerns of the engineers.
– The level I and II managers would have viewed matters differently than those at
level III (“I can assure you that if we had had that information, we wouldn’t have
launched “) (Kennedy Space Director )
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Conclusion
– Top level manages need to be aware of this fact and take steps to create a
climate in which all critical information good or bad is communicated upward.
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Thank You
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References
http://ezinearticles.com/?6-Powerful-Ways-to-Solve-Communication-Problems-at-Work
http://managementhelp.org/mrktng/org_cmm.htm
http://performance-appraisals.org/Bacalsappraisalarticles/articles/comstrat.htm
http://www.internalcommshub.com/open/news/turnover.shtml
http://www.youtube.com/watch?v=j4JOjcDFtBE
http://content.authorstream.com/ppt/177900_633758259289737500.pptx
http://dc118.4shared.com/download/117379210/99b08e58/Organizational_Communica
Work place communication text book, by Simon Thompson & Melanie Bhagat, ISBN 1-
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