Communication skills.B-19_29.11.04

COMMUNICATION SKILLS:

COMMUNICATION SKILLS SECRETARIAT TRAINING INSTITUTE NOVEMBER 29, 2004

INTRODUCTION TO COMMUNICATION:

INTRODUCTION TO COMMUNICATION

KEY TO SUCCESS:

KEY TO SUCCESS WHAT YOU SAY HOW YOU SAY “WORDS ARE THE MOST POWERFUL DRUG USED BY MANKIND”. ( RUDYARD KIPLING)

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“TO LISTEN CLOSELY AND REPLY WELL IS THE HIGHEST PERFECTION WE ARE ABLE TO ATTAIN IN THE ART OF CONVERSATION”. “LA ROCHEFOUCAULD”

CONVERSATION SKILLS:

CONVERSATION SKILLS WHEN TO SPEAK AND WHEN TO LISTEN HOW TO MOVE A CONVERSATION FROM THE PAST TO THE PRESENT AND TO THE FUTURE WHY CONVERSATIONAL LINKING IS NECESSARY HOW TO DISTINGUISH BETWEEN PARALLEL AND SEQUENTIAL CONVERSATION HOW TO RAISE ENERGY LEVELS IN DISCUSSIONS HOW TO MOVE BETWEEN PROBLEM-CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATION

WHAT IS AN ORGANIZATION?:

WHAT IS AN ORGANIZATION? “A GROUP OF PEOPLE ASSOCIATED FOR BUSINESS, POLITICAL, PROFESSIONAL, RELIGIOUS, ATHLETIC, SOCIAL, OR OTHER PURPOSES”. ITS ACTIVITIES REQUIRE HUMAN BEING TO INTERACT, REACT – COMMUNICATE . ORGANIZATIONS FACILITATE TO EXCHANGE INFORMATION, IDEAS, PLANS, ORDER NEEDED SUPPLIES, MAKE DECISIONS, RULES, PROPOSALS, CONTRACTS, AGREEMENTS ETC.

ORGANIZATIONAL COMMUNICATION:

ORGANIZATIONAL COMMUNICATION VIRTUALLY EVERY MANAGEMENT FUNCTION AND ACTIVITY E.G. PLANNING, CONTROLLING, DECISION MAKING, LEADERSHIP AND STAFFING, CAN BE CONSIDERED COMMUNICATION. ORG. PERFORMANCE CORRELATES DIRECTLY WITH THE QUALITY OF MANAGERIAL COMMUNICATION. AN AVERAGE MANAGER SPENDS MORE TIME IN COMMUNICATING THAN DOING ANYTHING ELSE.

WHAT IS COMMUNICATION ?:

WHAT IS COMMUNICATION ? “COMMUNICATION IS THE PROCESS OF TRANSMITTING INFORMATION FROM ONE PERSON TO ANOTHER”. “THE TRANSFER OF INFORMATION AND UNDERSTANDING FROM ONE PERSON TO ANOTHER PERSON”. CONTED (Keith Davis)

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COMMUNICATION IS A SOCIAL PROCESS. COMMUNICATION IS LIKE CHAIN PROCESS, MADE UP OF IDENTIFIABLE LINKS. “A PROCESS OF TRANSMITTING AND RECEIVING VERBAL AND NON-VERBAL MESSAGES THAT PRODUCE A RESPONSE” (MURPHY AND HILDEBRANDT)

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“COMMUNICATION REFERS TO THE ACT, BY ONE OR MORE PERSONS, OF SENDING AND RECEIVING MESSAGES THAT ARE DISTORTED BY NOISE, OCCUR WITHIN A CONTEXT, HAVE SOME EFFECT, AND PROVIDE SOME OPPORTUNITY FOR FEEDBACK” (JOSEPH A. DEVITO)

COMMUNICATION IS REPRESENTED BY: 10% WORDS – WHAT WE SAY 30% SOUNDS – TONE 60% BODY LANGUAGE – HOW WE SAY IT:

COMMUNICATION IS REPRESENTED BY: 10% WORDS – WHAT WE SAY 30% SOUNDS – TONE 60% BODY LANGUAGE – HOW WE SAY IT

WHY TO COMMUNICATE?:

WHY TO COMMUNICATE? COMMUNICATION SATISFACTION COORELATES WITH JOB SATISFACTION AND JOB PERFORMANCE. COMMITMENT CORRELATES WITH JOB SATISFACTION AND PERCEPTIONS OF GOOD ORGANIZATIONAL CLIMATE.

EFFECTIVE COMMUNICATION:

EFFECTIVE COMMUNICATION EFFECTIVE COMMUNICATION OCCURS WHEN THE MESSAGE RECEIVED IS AS CLOSE AS POSSIBLE AS THE MESSAGE INTENDED TO BE SENT – MUTUAL UNDERSTANDING. COMMUNICATION IS EFFECTIVE ONLY IF PEOPLE: - UNDERSTAND EACH OTHER - STIMULATE OTHERS TO TAKE ACTION - ENCOURAGE OTHERS TO THINK IN NEW WAYS.

SEVEN “C’s” OF COMMUNICATION:

SEVEN “C’s” OF COMMUNICATION COMPLETENESS – CONTAINS ALL FACTS THE READER OR LISTENER NEEDS FOR DESIRED ACTION. CONCISENESS CONSIDERATION CONCRETENESS CLARITY COURTESY CORRECTNESS

ORGANISATIONAL BENEFITS OF EFFECTIVE COMMUNICATIONS:

ORGANISATIONAL BENEFITS OF EFFECTIVE COMMUNICATIONS INCREASE PRODUCTIVITY ANTICIPATE PROBLEMS MAKE DECISIONS COORDINATE WORKFLOW SUPERVISE OTHERS DEVELOP RELATIONSHIPS BETTER UNDERSTANDING IN THE WORKPLACE IN GENERAL

COMMUNICATION TODAY:

COMMUNICATION TODAY SIGNIFICANT SOURCE IN MANAGING AND LEADING ORGANIZATIONS. OPPORTUNITY TO INVOLVE AND MOTIVATE PEOPLE TO COMMON GOALS. OPPORTUNITY TO COOPERATION WITH STAKEHOLDERS. CHALLENGE TO CONFIRM THE STATUS IN SOCIETY.

COMMUNICATION SKILLS AND TOP EXECUTIVES:

COMMUNICATION SKILLS AND TOP EXECUTIVES COMMUNICATION SKILLS OCCUPY AS MUCH AS 90% OF A TOP EXECUTIVE’S WORKING DAY. 85% OF BUSINESS EXECs. RATED BUSINESS COMMUNICATION AS VERY IMPORTANT, WHEREAS ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF MANAGEMENT AS VERY IMPORTANT. FORTUNE 500 EXECs. RANK ORAL PRESENTATIONS, MEMO WRITING, AND REPORT WRITING AS THE TOP 3 NECESSARY COMMUNICATION SKILLS.

HUMAN COMMUNICATION:

HUMAN COMMUNICATION

AREAS OF HUMAN COMMUNICATION:

AREAS OF HUMAN COMMUNICATION INTRAPERSONAL – TO THINK, REASON, ANALYZE, REFLECT. INTERPERSONAL – TO DICOVER, RELATE, INFLUENCE, PLAY, HELP. SMALL GROUP – SHARE INFORMATION, GENERATE IDEAS, SOLVE PROBLEMS, HELP. ORGANANIZATIONAL – INCREASE PRODUCTIVITY, RAISE MORALE, INFORM, PERSUADE. PUBLIC – INFORM, PERSUADE, ENTERTAIN MASS – ENTERTAIN, PERSUADE AND INFORM

PURPOSES OF HUMAN COMMUNICATION:

PURPOSES OF HUMAN COMMUNICATION HUMAN COMMUNICATION TO DISCOVER TO RELATE TO HELP TO PERSUADE TO PLAY

PROCESS AND CONTEXT OF COMMUNICATION:

PROCESS AND CONTEXT OF COMMUNICATION

BASIC COMMUNICATION PROCESS:

BASIC COMMUNICATION PROCESS SENDER ---------- PERCEPTION --------- IDEA ENCODE MEDIUM DECODE UNDERSTANDING ---------- PERCEPTION --------- RECEIVER FEEDBACK NOISE NOISE NOISE NOISE

ELEMENTS OF COMMUNICATION:

ELEMENTS OF COMMUNICATION SENDER / ENCODER MESSAGE MEDIUM RECEIVER / DECODER FEEDBACK

COMMUNICATION CONTEXT:

COMMUNICATION CONTEXT PHYSICAL CONTEXT CULTURAL CONTEXT SOCIAL-PSYCHOLOGICAL CONTEXT TEMPORAL (TIME) CONTEXT

PHYSICAL CONTEXT:

PHYSICAL CONTEXT TANGIBLE OR CONCRETE ENVIRONMENT E.I. ROOM OR HALLWAY OR PARK. EXERT INFLUENCE ON THE CONTENT (WHAT WE SAY) AS WELL AS THE FORM (HOW WE SAY IT) OF THE MESSAGE.

CULTURAL CONTEXT:

CULTURAL CONTEXT REFERS TO THE COMMUNICATORS’ RULES AND NORMS, BELIEFS AND ATTITUDES THAT ARE TRANSMITTED FROM ONE GENERATION TO ANOTHER. DIRECT EYE CONTECT BETWEEN CHILD AND ADULT SIGNIFIES DIRECTNESS AND HONEST IN ONE CULTURE AND DEFIANCE AND LACK OF RESPECT IN OTHER.

SOCIAL-PSYCHOLOGICAL CONTEXT:

SOCIAL-PSYCHOLOGICAL CONTEXT INCLUDE STATUS RELATIONSHIPS AMONG THE PARTICIPANTS, THE ROLES AND THE GAMES THE PEOPLE PLAY, AND THE CULTURAL ROLE OF THE SOCIETY IN WHICH THEY ARE COMMUNICATING. INCLUDE FRIENDLINESS OR UNFRIENDLINESS, FORMALITY OR INFORMALITY, AND SERIOUSNESS OR HUMOUROUSNESS OF THE SITUATION.

TEMPORAL CONTEXT:

TEMPORAL CONTEXT TIME OF DAY AS WELL AS TIME OF HISTORY FOR MANY PEOPLE MORNING IS NOT A TIME FOR COMMUNICATION; FOR OTHERS IT IS IDEAL APPROPRIATENESS AND IMPACT OF MESSAGES DEPEND, IN PART, ON THE TIME IN WHICH THEY ARE UTTERED.

TYPES OF COMMUNICATION:

TYPES OF COMMUNICATION

TYPES OF COMMUNICATION:

TYPES OF COMMUNICATION INTERPERSONAL COMMUNICATION CORPORATE COMMUNICATION FORMAL COMMUNICATION NON-FORMAL COMMUNICATION ORAL COMMUNICATION WRITTEN COMMUNICATION NON-VERBAL COMUNICATION

INTERPERSONAL COMMUNICATION:

INTERPERSONAL COMMUNICATION ASSERTIVE COMMUNICATION NON-ASSERTIVE COMMUNICATION AGGRESSIVE COMMUNICATION

ASSERTIVE COMMUNICATION:

ASSERTIVE COMMUNICATION CONFIDENTLY EXPRESSING WHAT YOU THINK, FEEL AND BELIEVE. STANDING UP FOR YOUR RIGHTS WHILE RESPECTING THE RIGHTS OF OTHERS. CONVEYING MEANING AND EXPECTATIONS WITHOUT HUMILATING OR DEGRADING OTHERS. BASED UPON RESPECT FOR YOURSELF AND RESPECT FOR OTHER PEOPLE’S NEED AND RIGHTS

NON-ASSERTIVE COMMUNICATION:

NON-ASSERTIVE COMMUNICATION RELUCTANCE OR INABILITY TO EXPRESS CONSISTENTLY WHAT YOU THINK, FEEL AND BELIEVE. ALLOWS OTHERS TO VIOLATE YOUR RIGHTS WITHOUT CHALLENGE. REFLECTS LACK OF RESPECT FOR YOUR OWN PREFERENCES. OTHER CAN EASILY DISREGARD YOUR THOUGHTS, FEELINGS, AND BELIEVES.

AGGRESSIVE COMMUNICATION:

AGGRESSIVE COMMUNICATION EXPRESSING YOURSELF IN WAYS THAT INTIMIDATE, DEMEAN, OR DEGRADE ANOTHER PERSON. PURSUING WHAT YOU WANT IN WAYS THAT VIOLATES THE RIGHTS OF ANOTHER PERSON. “THIS IS WHAT I THINK. YOU ARE DUMB FOR THINKING DIFERENTLY”.

DISTORTION IN PERSONAL COMMUNICATION:

DISTORTION IN PERSONAL COMMUNICATION IMPRESSION MANAGEMENT – THE PROCESS BY WHICH A SENDER CONSCIOUSLY ATTEMPTS TO INFLUENCE THE PERCEPTIONS THAT THE RECEIVERS FORM. COMMONLY USED IMPRESSION MANAGEMENT STATEGIES ARE: - INGRATIATION: USING FLATTERY, SUPPORTING THE OPINIONS OF THE OTHER PERSON, DOING FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF THE PERSON ETC. SELF-PROMOTION: COMMUNICATING ONE’S PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND EXAGGERATED WAY. FACE SAVING: COMMUNICATING APOLOGIES, MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.

INTERPERSONAL COMMUNICATION NETWORK (ICN):

INTERPERSONAL COMMUNICATION NETWORK (ICN) ICN REFERS TO PATTERN OVER TIME OF COMMUNICATION FLOWS BETWEEN INDIVIDUAL. IT EMPHASIZES COMMUNICATION RELATIONSHIPS AMONG INDIVIDUALS OVER TIME, RATHER THAN ON THE INDIVIDUALS THEMSELVES. NETWORK INVLOVES THE ONGOING FLOW OF ORAL, WRITTEN, AND NONVERBAL SIGNALS BETWEEN TWO PEOPLE OR BETWEEN ONE PERSON AND ALL OTHER NETWORK MEMBERS SIMULTANEOUSLY.

MESSAGES AND CHANNELS OF COMMUNICATION:

MESSAGES AND CHANNELS OF COMMUNICATION

MESSAGES AND CHANNELS:

MESSAGES AND CHANNELS COMMUNICATION CHANNEL IS THE MEDIUM THROUGH WHICH THE MESSAGE PASSES. RARELY TAKES PLACE OVER ONE CHANNEL. MAY USE TWO, THREE, FOUR DIFFERENT CHANNELS SIMULTANEOUSLY . VOCAL CHANNEL : SPEAK & LISTEN VISUAL CHANNEL : GESTURE OLFACTORY CHANNEL : EMITING OR DETECTING ODORS TECTILE CHANNEL : TOUCHING ANOTHER PERSON

SPECIAL MESSAGES:

SPECIAL MESSAGES FEEDBACK MESSAGES FEEDFORWARD MESSAGES

FEEDBACK MESSAGES:

FEEDBACK MESSAGES POSITIVE ----- NEGATIVE PERSON-FOCUSED ----- MESSAGE FOCUSED IMMEDIATE ----- DELAYED LOW MONITORING ----- HIGH MONITORING SUPPORTIVE ----- CRITICAL

CONSTRUCTIVE FEEDBACK:

CONSTRUCTIVE FEEDBACK BASED UPON TRUST BETWEEN SENDER AND RECEIVER SPECIFIC RATHER GENERAL GIVEN AT A TIME WHEN THE RECEIVER APPEARS TO BE READY TO ACCEPT IT. CHECKED WITH THE RECEIVER TO DETERMINE WHETHER IT SEEMS VALID INCLUDES BEHAVIOURS THE RECEIVER MAY BE CAPABLE OF DOING DOES NOT INCLUDE MORE THAN THE RECEIVER CAN HANDLE AT ANY PARTICULAR TIME.

FEEDBACK SKILLS:

FEEDBACK SKILLS EMPHASIZE WHAT YOU SEE AND HEAR – DESCRIPTIVE RATHER EVALUATIVE FEEDBACK CONCENTRATE ON PARTICULAR POINTS OUTLINE THE POSITIVE POINTS. INDICATE WHAT CAN AND SHOULD BE DONE BUILD ON WHAT PEOPLE WANT CHOOSE YOUR TIME REACH AN AGREEMENT

FEEDFROWARD MESSAGES:

FEEDFROWARD MESSAGES OPEN THE CHANNELS OF COMM. PREVIEW FUTURE MESSAGES ALTERCAST (PLACE THE RECIVER IN A SPECIFIC ROLE AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE) TO DISCLAIM

COMMUNICATION BARRIERS:

COMMUNICATION BARRIERS

BARRIERS TO COMMUNICATION:

BARRIERS TO COMMUNICATION PROCESS BARRIERS SENDER BARRIER ENCODING BARRIER MEDIUM BARRIER DECODING BARRIER FEEDBACK BARRIER PHSYSICAL BARRIERS SEMANTIC BARRIERS PSYCHOLOGICAL BARRIERS

NOISE:

NOISE PHYSICAL – PASSING OF CARS, HUM OF COMPUTER PSYCHOLOGICAL – COGNITIVE OR MENTAL INTERFERENCE I.E. BIASES AND PREJUDICES IN SENDER AND RECEIVERS, CLOSED-MINDEDNESS. SEMANTIC – DIFERENT LANGUAGES, USE OF JARGON OR OVERLY COMPLEX TERMS. CULTURAL POLITICAL EMOTIONAL ECONOMIC

INFLUENCE OF ORGANIZATION STRUCTURE ON COMMUNICATION:

INFLUENCE OF ORGANIZATION STRUCTURE ON COMMUNICATION ORGANIZATION STRUCTURE FORMALLY PRESCRIBED PATTERN OF INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS OF AN ORGANIZATION THE NATURE AND FORM OF COMMUNICATION VARY GREATLY AS A FUNCTION OF PEOPLE’S RELATIVE POSITIONS WITH AN ORGANIZATION ORGANIZATION CHART DIAGRAM SHOWING THE FORMAL STRUCTURE OF AN ORGANIZATION AND INDICATING WHO IS TO COMMUNICATE WITH WHOM

INTERNAL COMMUNICATION:

INTERNAL COMMUNICATION DETERMINATION OF TASKS, PRINCIPLES AND OBJECTIVES ANALYSIS OF THE EMPLOYEES’ KNOWLEDGE AND IMAGE OF THE ORGANIZATION DETERMINATION OF FOCUS AREAS IN DEVELOPING COMMUNICATION RESPONSIBILITIES AND RESOURCES

EXTERNAL COMMUNICATION:

EXTERNAL COMMUNICATION REPUTATIONAL MANAGEMENT REPUTATION CAPITAL

ORGANIZATION CHART AND FORMAL COMMUNICATIONS:

ORGANIZATION CHART AND FORMAL COMMUNICATIONS SECRETARY AS Sr. JS/JS DS DS DS DS Upward Communication Information Downward Communication Instructions and Directives Efforts at Coordination Horizontal Communication SO SO

IMPROVING UPWARD COMMUNICATION:

IMPROVING UPWARD COMMUNICATION FORMAL GRIEVANCE PROCEDURES EMPLOYEE ATTITUDE AND OPINION SURVEYS SUGGESTION SYSTEMS OPEN-DOOR POLICY INFORMAL GRIPE SESSIONS TASK FORCES EXIT INTERVIEWS

BECOMING A BETTER COMMUNICATOR:

BECOMING A BETTER COMMUNICATOR EFFECTIVE LISTENING TOLERATE SILENCE ASK STIMULATING OPEN-ENDED QUESTIONS ATENTIVE EYE CONTACT, ALERT POSTURE AND VERBAL ENCOURAGERS PARAPHRASE SHOW EMOTION KNOW YOUR BAISES AND PREJUDICES AVOID PREMATURE JUDGEMENT SUMMERISE

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EFFECTIVE WRITING KEEP WORD SIMPLE DON’T SACRIFICE COMM. FOR RULES OF COMPOSITION WRITE CONCISELY BE SPECIFIC

CHANGE AND COMMUNICATION:

CHANGE AND COMMUNICATION UNSUCCESSFUL CHANGE IS MOSTLY MISSING OR POOR COMMUNICATION. THE LINEAR (ONE-WAY, TOP-DOWN) MODEL DOES NOT WORK ANY MORE.

EFFECTIVE COMMUNICATION:

EFFECTIVE COMMUNICATION WATCH THE LANGUAGE FOLLOW THROUGH DEAL WITH UNCERTAINITY BE AN ACTIVE LISTENER MANAGE CONFLICT RESPOND, DON’T “RE-ACT” GIVE FEEDBACK INVITE PARTICIPATION KEEP YOUR TEAM UP-TO-DATE CONNECT PERSONALLY WITH EMPLOYEES TAKE ADVANTAGE OF COMMUNICATION RESOURCES

PROBLEMS/CHALLENGES:

PROBLEMS/CHALLENGES TECHNOLOGY SHRINKS INTERACTION AND DIALOGUE. TOO MUCH INFORMATION. TOO COMPLEX ISSUES. SHORTAGE OF COMMON MEANINGS AND INTERPRETATIONS. EVERYONE MUST BE RESPONSIBLE FOR HIS / HER INFORMATION PURCHASE.

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THANK YOU CONTACT: NATIONAL RECONSTRUCTION BUREAU ROOM NO. 3053, CABINET BLCCK, ISLAMABAD. TELE: 9216106 EMAIL: bsyed@hotmail.com WEB: www.policy.hu/bokhari