Business Communication Concepts Communication Process Model l Communication

Business Communication Concepts

Communication Process Model l Communication process model breaks down communication into parts Message Decodes Encodes Sender/ Receiver/ Sender Decodes Shannon-Weaver Model Feedback Encodes

Communication Process Model l Sender: originates a communication message l Receiver: destination of the communication l Encoding: sender changes thoughts into symbols l Decoding: receiver assigns meaning to symbols

Communication Process Model l Message: idea, thought, feeling or opinion to be communicated (clear or unclear) l Channel: medium through which the message travels from sender to receiver l Feedback: receiver’s response to the message/indicates the message is seen, heard and understood

Communication Process Model 1. l l l Sender (Encoder) Initiates the communication If both good and bad news will be given, the good news should be given first If both a simple and a complex message will be given, the simple one should be given first

Communication Process Model 2. l Message Verbal (part of the message that is heard) and nonverbal (body language and the surrounding environment)

Communication Process Model Channel Means used to convey the message 3. l – – Oral communication channels Written communication channels

Communication Process / Channel Types of channels within an organisation a. Downward Channels: passing information from superior to subordinate to; • give job instructions • bring about understanding of the job • provide information about procedures • provide feedback about performances of subordinates LOSS OF INFORMATION

Loss of information between 6 hierarchical levels Level Percentage of information received Board Vice presidents 63 General supervisors 56 Plant managers 40 General foremen 30 Workers 20

Communication Process / Channel b. Upward Channels: provides subordinates • • to convey information to their superiors to; gain feedback and learn about problems that affect efficiency, evaluate employee attitudes and perceptions SUBORDINATES FEEL THEIR SUPERIORS ARE NOT THAT OPEN AND ENCOURAGING

Communication Process / Channel c. Lateral Channels: conveying information between • • individuals and units on the same hierarchical level for; the coordination of tasks sharing of information, problem solving conflict resolution This type of communication is persuasive and suggestive rather than directive or authoritative

Communication Process / Channel message d. Informal Channels: grapevine B message C Single-strand: Each person recieves information from one person and passes it on to one more Gossip: one individual passes the news to all others A A B C D

Communication Process / Channel d. Informal Channels: Probability: Information is passed on randomly Cluster: Channel members selectively choose their informal communication links COMMUNICATION BARRIERS IF THEY CARRY RUMOR, GOSSIP, INACCURATE INFORMATION

Communication Principles l Communication occurs within a context (when, where, why and with whom) – Chronological context: time a which communication occurs – Physical context: location or setting of your communication

Communication Principles – – – Functional context: purpose of the communication l Practical: job, apartment, health and safety l Social: establish connections, building ties l Decision-making: how to dress for the weather, where to live Relational context: person(s) with whom you communicate and your relationship Cultural context: race, ethnicity, gender, age, sexual preference, disabilities, etc.

Barriers to Communication / Problems caused by the sender l l l The amount of information the individual has about the subject of the message Not much information Too much knowledge Indecission regarding how to present the information Lack of familiarity with the audience Lack of experience in speaking or writing

Barriers to Communication / Problems in reception The surrounding environment l Receiver’s physical condition l Receiver’s failure to pay attention to the message l – – Simultaneous receipt of two or more messages Receiver is bored

Barriers to Communication / Problems in receiver comprehension Receiver may not understand some of the words used l Personal interests l Emotional responses l

Business Communication Perception

A Perception Model l Selective attention – – We are bombarded by so many messages Impossible to pay attention to them all You make decisions to pay attention to some more than others We pay attention to message that are: l Thrust at us (ex. Loud noises, dazzling colors, pungent smells) l Interesting to us l Related to us specifically (ex. Name)

Perception Check l l l Describe the behaviour you have noticed Name at least two interpretations of the other’s behaviour Request for clarification about how to interpret behaviour

Business Communication Effective Listening

Process of Listening Signal Attending Evaluating Interpreting Responding Remembering

Introduction WRONG!!! Listening is easy l Listening comes naturally l Hearing and listening are the same l

Listening Response Modes l l l Directing / Judgemental Advising / Solving / Evaluating Interpreting Supportive / Smoothing Questioning / Probing Empathic / active

Listening Response Modes l Judging: Values as good or bad, right or wrong. Passes judgement (that was stupid, only a fool would. . ) l Advising, solving: Shares solution, offers advice (why don’t you, if i were you. . )

Listening Response Modes l Interpreting: Explains reasons for feelings or behaviours. Teach the sender about the cause of his/her concern. Explain why stg happens or states a cause for action and feelings by adding information not stated in the original problem. (you may feel that way because, she probably did that because, )

Listening Response Modes l Supporting: Reassures, pacifies. Reduces intensity of feelings. Can be false or genuine (everybody has bad days. No you didn’t gain weight. I’m sure things will be better. . ) l Questioning: Gains more information, clarifies meaning. Selects open or closed. (when did that happen, what did you do then? )

Listening Response Modes l Paraphrasing: Summarizes, restates or reflects. Restating in your own words what you think the speaker meant( “So what you are saying is…” “You mean you’re feeling…)

Using Response Styles l l 80% of your feedback will use 1 of 5 styles Advising / Solving / Evaluating – l Interpreting – l Doesn’t help unless sender asks for advice Works best when your intention is to offer insight into the problem’s causes Supporting – Works best when the sender has determined the problem and needs encouragement

Business Communication Nonverbal Communication

Proxemics – the study of the use of space to communicate l Personal space – Intimate – 0 to 18 inches – Personal – 18 inches to 4 feet – Social – 4 to 12 feet – Public – 12 feet and beyond

Proxemics: Teritories and Zones

Business Communication Conflict Resolution

Conflict Management Styles l Avoiders – See conflict as hopeless and useless – Are impersonal or distant – Remove self mentally or physically – Lack commitment to finding solutions (time, energy, confidence or skills) – Be an Avoider: to buy time, to defuse strong emotions, if the conflict isn’t worth it

Conflict Management Styles l Accommodators – Believe conflict is destructive – Overvalue maintaining relationships – Undervalue own needs – Don’t make waves – Want peace at any price – Be an Accommodator: when the issue isn’t that important to you or when conceding is easier

Conflict Management Styles l Forcers – – – Believe winning is the only thing Love challenge and achievement Express anger when others don’t agree Are willing to sacrifice others who don’t agree Typically use emotional appeals, strong deliveries and persistence Be a Forcer: when decisions have to be made quickly, crisis

Conflict Management Styles l Compromisers – Believe half is better than none – Want each side to gain something – Use voting or bargaining to decide – Avoid the real issues – Typically use maneuvering, negotiating and trading – Be a Compromiser: disagreement isn’t vital

Conflict Management Styles l Collaborators – Believe both parties can meet their needs – See conflict as a natural way to meet needs – Want to hear the needs of others – View the other as equal in conflict – Be a Collaborator: when there is time, if both parties are willing to work together

Business Communication Emotional Intelligence

IQ vs EQ IQ EQ Gets you through school Gets you through life Comes by genes, can not be developed Can be developed Measurable Wonders ‘what’ Hard to measure Wonders ‘how & why’ Appeals to reason Appeals to emotions

Components of EQ l l l Self-awareness: recognizing a feeling as it Selfhappens, knowing your strengths & weaknesses Self- regulation: Handling your emotions rather than letting the emotions handle you. Motivation: Channeling emotions to reach a goal; better when comes from inner self; don’t stop when faced with setbacks and frustrations.

Abilities involved in EQ con’t. . l l Empathy: Sensitivity to others’ feelings and concerns and taking their perspective; compassion; appreciating the differences in how people feel about things. Social Skills: Ability to accurately read social situations and interact smoothly with others.