Principles of Management - Communication

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GOOD MORNING Classmates!  Bonjour Camarades!:

GOOD MORNING Classmates!  Bonjour Camarades !

COMMUNICATION:

COMMUNICATION Report by: Group 6 Silo Silvestre Templanza Urbano Uy Yabut Zausa

Define Communication:

Define Communication is the understanding not of the visible but of the invisible and hidden. A process by which activities of a society are collected and coordinated to reach the goals of both individuals and the collective group.

Communications Management:

Communications Management is the systematic planning, implementing, monitoring, and revision of all the channels of communication within an organization, and between organizations. it also includes the organization and dissemination of new communication directives connected with an organization, network, or communications technology.

3 Types of Communucation::

3 Types of Communucation : Upward Communication > Peer to Managerial Level > Has formal tone > Can be feedback of the employees towards the manager Downward Communication > Managers towards its employees > Instructions and orders that is needed to be followed

Dydic Communication:

Dydic Communication Friendly and Informal Occurs between the peers of same organization

7C’s of Communication:

7C’s of Communication Consciousness Concreteness Clarity Completeness Courtesy Correctness Considerations

Importance of Communication:

Importance of Communication Promotes motivation Source of information Altering individual’s attitude Helps in socializing Controlling process

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Communication is a necessity as we use it to network, spread ideas, and promote.

Without communication, there is no way to express thoughts, ideas and feelings.:

Without communication, there is no way to express thoughts, ideas and feelings. The ability and the importance of communication become much more crucial when you are on a mission or need to fulfill a goal. Without a means to communicate, your organization will become isolated.

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Effective Listening

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“Listening is not an activity you can delegate- no matter who you are.” – Feargal Quinn (CEO of Irish Grocery)

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Listening VS. Hearing Listening - making a conscious effort to hear Hearing - act or process of perceiving sounds

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Skills of a Good Listener Be interested and show it Tune into the person Hold your fire Look for the main ideas Watch for feelings Monitor your feelings and own point of view

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Notice non verbal language Give the other person the benefit of the doubt Work at listening Get feedback

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Behaviors that Lead to Effective Listening Paying Attention Listening for the whole message Hearing before evaluating Paraphrasing what is heard

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The key to be a good listener is to know when to be silent and when to talk.

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Good Listening Habits Give full attention Help them speak Support the person Manage your reactions

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Clarity Directness Honesty Patience Persistence Attention to facts rather than opinion

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Providing Feedback Effectively

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Feedback The communications from customers giving reviews, criticism, or suggestions on a product or service. Companies use feedback to improve later forms of their products. It is essential for maximizing one's potential, raising awareness and improving one's strengths. Feedback is given to a learner so that he or she can work on the areas that need improving.

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2 types of Feedback Destructive Feedback - (Negative Feedback) disapproves without any intention without being helpful and almost always causes a negative or defensive reaction in the recipient. Constructive Feedback - (Positive Feedback) Intended to be helpful, Corrective, and or encouraging.

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Receiving Feedback Effectively Listen to the feedback given Be aware of your responses Be open Understand the message Reflect and decide what to do Follow up

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Giving Effective Feedback Concentrate on the behaviour, not the person Balance the content Be specific Be realistic Own the feedback Be timely Offer continuing support

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Conflict

CONFLICT:

CONFLICT Conflict is a disagreement between people on substantive or emotional issues. Substantive Conflicts involve disagreements over such things as goals and tasks. Emotional Conflicts result from feelings.

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Functional Conflict or Constructive Conflict , Stimulates people toward greater work efforts, cooperation and creativity. Dysfunctional Conflict or Destructive Conflict , this makes it difficult for groups to achieve their goals.

CAUSES OF CONFLICT:

CAUSES OF CONFLICT Role Ambiguities Resource Scarcities Task Interdependencies Competing Objectives Structural Differentiation Unresolved Prior Conflicts

ANALYZING CONFLICT:

ANALYZING CONFLICT Ask open-ended questions when talking to each of the people involved. Analyze the people involved, and their circumstances. Look into the conflict's underlying issues. Assess the nature and magnitude of each party's problem over the other. Examine solutions that have been discussed or attempted in the past, and the reasons they haven't worked or been tried.

CONFLICT RESOLUTION:

CONFLICT RESOLUTION Conflict Resolution eliminates the underlying causes of conflict and reduces the potential for similar conflicts in the future.

STRUCTURAL APPROACHES TO CONFLICT RESOLUTION:

STRUCTURAL APPROACHES TO CONFLICT RESOLUTION Appealing to Superordinate Goals Making More Resources Available to Everyone Changing the People Altering the Physical Environment Integrating Devices Changing Reward Systems Changing Policies and Procedures Training in Interpersonal Skills

CONFLICT MANAGEMENT STYLES:

CONFLICT MANAGEMENT STYLES Avoidance or Withdrawal – being uncooperative and unassertive, downplaying disagreement, withdrawing from the situation, and/or staying neutral at all costs. Accommodation or Smoothing – being cooperative but unassertive, letting the wishes of others rule, smoothing over or overlooking differences to maintain harmony.

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Competition or Authoritative Demand – being uncooperative but assertive, working against the wishes of the other party, engaging in win-lose competition, and/or forcing through the exercise of authority. Compromise – being moderately cooperative and assertive, bargaining for “acceptable” solutions in which each party wins a bit and loses a bit. Collaboration or Problem Solving – being cooperative and assertive, trying to fully satisfy everyone’s concerns by working through differences, finding and solving problems so that everone gains.

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Lose-Lose Conflict – No one achieves his or her true desires, and the underlying reasons for conflict remain unaffected. Win-Lose Conflict – One party achieves its desires, and the other party does not. Win-Win Conflict – the conflict is resolved to everyone’s benefit.

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END OF REPORT Questions? Comments? Reactions? Thank you for Listening!

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