DEM Report on Leadership

8/3/2019 DEM Report on Leadership

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COMMUNICATION AND

DEVELOPMENT

Reported by: Abelito Quiwa, MBA

Subject : Leadership and Human Behavior

Professor: Dr. Salvador

Date submitted : Feb. 11, 2012

REPUBLIC OF THE PHILIPPINES

POLYTECHNIC UNIVERSITY OF THE PHILIPPINESGRADUATE SCHOOL

M. H. DEL PILAR CAMPUSVALENCIA ST. MAGSAYSAY AVE. STA. MESA MANILA


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TOPIC OUTLINE

I - Introduction

II - A Model of Communication

III

- Barriers to Effective Communication IV - Development of Group Dynamic

V - Using the Appropriate

Communications Medium

VI - Teamwork

VII - Counseling of Employees


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OrganizationalCommunication facultycohere around a

critically-informed,engaged approach tounderstanding everydayorganizational life from acommunicationperspective.

INTRO

DUCTION

InterpersonalCommunication facultyteaching and researchreflects the traditions of the

field of interpersonalcommunication while alsoparticipating in thedepartmentsinterdisciplinary PhD

program that beckons usto engage intellectualtraditions in a variety ofdisciplines.


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A MODEL OF COMMUNICATION

Communication is thetransfer of information andunderstanding from oneperson to another, a way of

reaching others with ideas,facts, thoughts, and values.It involves two people asender and receiver.

The transmission of amessage is only a beginning

communicating results inwhat the receiverunderstands and not inwhat the sender says.


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Organization will failwithout communication.Without it, employeeswill not know what theirco-workers are doing,management will fail toreceive informationinputs and management

will be unable to giveinstructions.

When communication iseffective, it tends toencourage betterperformance andgenerate job satisfactionbecause people willunderstand their jobsbetter and feel more

involved in them. In someinstance workers will bewilling to sacrifice for awell-understood cause.


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The CommunicationProcess Thecommunication process isthe method by which a

sender reaches a receiver.The process requires sixsteps:

1. Develop as idea

2. Encode

3. Transmit4. Receive

5. Decode

6. Use

Develop

as idea

Encode

Transmit

Receive

Decode

Use


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1. Develop an Idea The first step is to develop an ideaor thought that the sender wishes to convey. Unlessthere is a worthwhile message to transmit, all othersteps will become useless.

2. Encode Idea is put into suitable words, charts orother symbols for transmission. The sender shoulddetermine at this point the method of transmission sothat the words and symbols may be organized in amanner suitable for the type of transmission chosen.



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3. Transmit Transmission by the method chosen is then thenext step. The channels of communication should likewise

be determined together with the proper timing in sending

the message. The communication channel should as muchas possible be free from barriers or interferences, in order

that the message will have a good chance of reaching the

intended receiver and holding the receivers attention.

4.R

eceive At this point the message is transferred to thereceiver who tunes it up to receive it. Without as effective

reception, the message fizzles out into nothingness.



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5. Decode The message is then decoded so that it can beunderstood. The senders intention is for the receiver to

understand in full the message conveyed. Telling is not

sufficient communication unless understanding at the other

end is brought about.

6. Use The final step in the process is for the receiver to use the

communication, either by ignoring it, performing the task called

for, storing the information or doing otherwise, as directed.



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The Rule of Five There are two additionalsteps desired by the senders and these areacceptance and feedback regarding theirmessage.

The entire set of five steps:

1. Receive

2. Understand

3. Accept4. Use

5. Feedback



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Two-way Communication

If a sender transmits a

message and the receiver

returns feedback to thesender, an effective two-

way communication take

place. This two-way flow of

information is referred loop

or communication loop.

Other benefits derived

from an effective two-

way communication are

the following: Frustration is reduced

and favourable feelings

are usually generated.

Accuracy of work is

much enhanced.


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Difficulties caused by two-way communication1.Two people may strongly disagree about some item, but may

not realize it until they establish two-way communications.

2. Cognitive dissonance takes place when people receive

information which is incompatible with their value systems orother information they have. Dissonance sets up internalconflict that causes anxiety and other reactions. Thepossible remedies to do away with such discomfort are:

a. Remove the air disagreement

b. Adjust the communication inputsc. Refuse to believe the dissonant input



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BARRIERS TO EFFECTIVE

COMMUNICATION

Communication is the process by which meanings areperceived and understandings are reached among humanbeing. But there may be some faults /barriers in thecommunication system that prevents the message from

reaching the receiver, these barriers are as follows:

1. Language Barrier; - Different languages, vocabulary,accent, dialect represents a national/ regional barriers.Semantic gaps are words having similar pronunciation but

multiple meanings like- round; badly expressed message,wrong interpretation and unqualified assumptions. The useof difficult or inappropriate words/ poorly explained ormisunderstood messages can result in confusion


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1. Language Barrier; - Different languages, vocabulary,

accent, dialect represents a national/ regional barriers.

Semantic gaps are words having similar pronunciation but

multiple meanings like- round; badly expressed message,

wrong interpretation and unqualified assumptions. The use

of difficult or inappropriate words/ poorly explained or

misunderstood messages can result in confusion


COMMUNICATION


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2. Cultural Barriers: - Age, education, gender, social status,

economic position, cultural background, temperament,

health, beauty, popularity, religion, political belief, ethics,

values, motives, assumptions, aspirations, rules/regulations,

standards, priorities can separate one person from another

and create a barrier.


COMMUNICATION


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3. Individual Barrier: - It may be a result of an individual's

perceptual and personal discomfort. Even when two

persons have experienced the same event their mental

perception may/may not be identical which acts as a barrier.Style, selective perception, halo effect, poor attention and

retention, defensiveness, close mindedness, insufficient

filtration are the Individual or Psychological barrier.


COMMUNICATION


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4. Organizational Barrier: - It includes Poor Organization's

culture, climate, stringent rules, regulations, status,

relationship, complexity, inadequate facilities/ opportunities

of growth and improvement; whereas; the nature of the

internal and external environment like large working areas

physically separated from others, poor lightening, staff

shortage, outdated equipments and background noise are

Physical Organizational Barrier


COMMUNICATION


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COMMUNICATION5. Interpersonal Barrier:A. Barriers from Employers are :

- lack of Trust in employees;

- lack of Knowledge of non-verbalclues like facial expression, body

language, gestures, postures, eyecontact;

- different experiences;

- shortage of time for employees;

- no consideration for employeeneeds;

- wish to capture authority;

- fear of losing power of control;- bypassing and informational

overloading,

B. Barriers from Employees includes;

- Lack of Motivation,

- lack of cooperation,

- trust,

- fear of penalty

- poor relationship with the employer.


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6. Attitudinal Barrier: - It comes about as a result of problems

with staff in the organisation. Limitation in physical and

mental ability, intelligence, understanding, pre-conceived

notions, and distrusted source divides the attention and

create a mechanical barrier which affects the attitude and

opinion.


COMMUNICATION


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7. Channel Barrier: If the length of the communication is long,

or the medium selected is inappropriate, the communication

might break up; it can also be a result of the inter-personal

conflicts between the sender and receiver; lack of interest to

communicate; information sharing or access problems

which can hamper the channel and affect the clarity,

accuracy and effectiveness.


COMMUNICATION


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DO'S FOR BREAKING THE BARRIER:- Allow employees access to resources, self expression and idea

generation.

- Express your expectations to others.

- Use less of absolute words such as "never", "always", "forever", etc.

- Be a good, attentive and active listener.- Filter the information correctly before passing on to someone else.

- Try to establish one communication channel and eliminate the

intermediaries.

- Use specific and accurate words which audiences can easily

understand.- Try and view the situations through the eyes of the speaker.

- The "you" attitude must be used on all occasions.

- Maintain eye contact with the speaker and make him comfortable.


COMMUNICATION


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DO'S FOR BREAKING THE BARRIER:

- Maintain eye contact with the speaker and make him comfortable.

- Write the instructions if the information is very detailed orcomplicated.

- Oral communication must be clear and not heavily accented.- Avoid miscommunication of words and semantic noise.

- Ask for clarifications, repetition where necessary.

- Make the organisational structure more flexible, dynamic andtransparent.

- Foster congenial relationship which strengths coordinationbetween superior and subordinate.

- Focus on purposeful and well focused communication.

- The message of communication should be clear and practical.

- Get Proper Feedback.


COMMUNICATION


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DONT'S FOR BREAKING THE BARRIER:- Be a Selective Listener, this is when a person hears another

but selects not to hear what is being said by choice or desireto hear some other message.

- Be a "Fixer", a fixer is a person that tries to find other

person's fault.- Be a daydreamer.

- Use long chain of command for communication.

- Use too many technical jargons.

- Jump to conclusions immediately.

- Interrupt the speakers and distract him by asking too manyirrelevant questions.

Reference: RUPAL JAIN, LECTURER, ATHARVA INSTITUTE OF MANAGEMENT

STUDIES (MUMBAI) and I can be reached [email protected]

Article Source: http://EzineArticles.com/?expert=Rupal_Jain


COMMUNICATION


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DEVELOPMENT OF GROUP

DYNAMICS Gatherings of less than 10-12 people are considered by organizational

development consultants to be a small group. Information in this sectionis most useful for forming and facilitating small groups of 10-12 peopleor less.

Groups that are larger than that range tend to have another level ofcomplexity not apparent in small groups. For example, the nature and needsof larger groups are often similar to those of entire ongoing organizations.They have their own various subcultures, distinct subsystems (or cliques),diversity of leadership styles and levels of communication. While certainstructures are often useful in small groups, they are absolutely necessary onan ongoing basis in larger groups. For example, larger groups should have a

clearly established purpose that is continually communicated, and formalplans and policies about ongoing leadership, decision making, problemsolving and communication. ( LQ remove those paragraph instead put apicture that will serve as a example stated)


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Life Stages of a Team

When developing a team, it helps a great deal to have some basicsense of the stages that a typical team moves through whenevolving into a high-performing team. Awareness of each stage

helps leaders to understand the reasons for members behaviourduring that stage, and to guide members to behaviour required toevolve the team into the next stage.

1. Forming

2. Storming

3. Norming4. Performing

5. Closing and celebration


DYNAMICS


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1. Forming

Members first get together during this stage. Individually,

they are considering questions like, What am I here for?,

Who else is here? and Who am I comfortable with? It is

important for members to get involved with each other,

including introducing themselves to each other. Clear and

strong leadership is required from the team leader during

this stage to ensure the group members feel the clarity andcomfort required to evolve to the next stage.


DYNAMICS


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Life Stages of a Team2. Storming

During this stage, members are beginning to voice theirindividual differences, join with others who share the

same beliefs, and jockey for position in the group.Therefore, it is important for members to continue to behighly involved with each other, including to voice anyconcerns in order to feel represented and understood.The team leader should help members to voice their

views, and to achieve consensus (or commonality ofviews) about their purpose and priorities.


DYNAMICS


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3. Norming

In this stage, members are beginning to share a common

commitment to the purpose of the group, including to itsoverall goals and how each of the goals can be achieved.

The team leader should focus on continuing to clarify the

roles of each member, and a clear and workable structure

and process for the group to achieve its goals.


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4. Performing

In this stage, the team is working effectively and efficiently

toward achieving its goals. During this stage, the style ofleadership becomes more indirect as members take on

stronger participation and involvement in the group process.

Ideally, the style includes helping members to reflect on their

experiences and to learn from them.


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5. Closing and Celebration

At this stage, it is clear to members and their organization

that the team has achieved its goals (or a major milestonealong the way toward the goal). It is critical to acknowledge

this point in the life of the team, lest members feel unfulfilled

and sceptical about future team efforts.


DYNAMICS


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Some Types of Teams You Could Use

Copyright Carter McNamara, MBA, PhD

There are many types of teams you could use in the workplace.

The type you choose depends very much on the nature of theresults that the team is to accomplish.

1. Formal and informal teams

2. Committees

3. Problem-solving teams4. Self-directed and self-managed teams


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Types of Teams1. Formal and informal teams

These are usually small groups of employees who come

together to address some specific goal or need.

Management appoints formal teams, that is, teams that are

intentionally organized and resourced to address a specific

and important goal or need. Informal teams are usually

loosely organized groups of people who come together to

address a non-critical, short-term purpose.


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1. Formal and informal teamsInformal teams are usually loosely organized groups ofpeople who come together to address a non-critical, short-term purpose.

Team Building: Informal Groups at Work

Team Building: Formation of Informal Work GroupsTeam Building: Leadership of Informal Work Groups

Team Building: Communications of Informal Work Groups(The Grapevine)

Team Building: Informal Group Cohesiveness

Team Building: Informal Group Norms -- Unspoken Rules

Team Building: Changing Informal Work Group/ TeamNorms


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2. Committees

Committees are organized to address, major ongoing

functions or tasks in an organization, and the membership of

the committees often is based on the official position of each

of the members, for example, committees in Boards of

Directors.


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3. Problem-solving teams

These teams are formed to address a particular, major

problem currently faced by the organization. Often, their

overall goal is to provide a written report that includes

recommendations for solving the problem. Membership

often is comprised of people who perceive and/or

experience the problem, as well as those who can do

something about it.


DYNAMICS


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DYNAMICS

4. Self-directed and self-managed teams

These types of teams areincreasingly used where a)team members are workingto address a complexchallenge in a rapidlychanging environment, andb) the strong ownership andparticipation of members are

extremely important. Thesetypes provide great latitude inhow members achieve theoverall results to be achievedby the teams.

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