HRM Presentation Brikit

8/2/2019 HRM Presentation Brikit

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Establish and apply best practice in communicating withemployees both directly and through trades unions.

Brikit Griminalli Norbert


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Communication in the organisation Types and Styles of Communication

Barriers to communication

Direct and Indirect Communication

Problems of Poor communication

Best Practice

Solutions for British Leyland

Implementing A CommunicationStrategy

Conclusion


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Communication is defined by Bennett(1991) as the transmission of informationand its receipt. It can involve the exchangeof data, opinion and/or sentiment.

Shannon and Weaver (1949) describedcommunication as a series of relations

between inputs and outputs


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Types1. One way2. Two way or Interaction3. Transaction

Styles

CENTRALISED DECENTRALISED HIERARCHICAL


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4. Words

mean

different

things to

different

people

5. Emotionalcontest6. Noise

7.

Organisationalsize

2. Perceptions

about the

communicator3.

Influence

of ones

own

reference

group

1.

Hearing

what we

expect

to hear

IntendedMeaning

Encodes into

symbols

Decodes

symbols

Perceived

meaning

Feedback or new

message

Message

throughchannel

e.g.

TRADE

UNIONS

BARRIERS TO COMMUNICATION (Watson and Gallagher 2005)


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Direct Communication: Is speech thatsignificantly states and directs an action.

Indirect Communication: Is not typicallyauthoritative. It invites contribution andmakesthe listener feel that their ideas areimportant.


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Good Bad

Individual face-to-face Involves all within theteam and they hear thesamemessage. Provides aforum for discussion ifdelivered well.

Can appear top-downand bureaucratic ifdelivered badly

ConsultativeCommittees Two waycommunication.inclusive and includesgood feedback andresponse

Not alwayseffective. Decisionmaking can becomeover-complicated. Consensus may be difficult to

reach.Notice Boards Can give key messagesand useful visualstimulation.

Can give key messagesand useful visualstimulation.


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Magazines Can be a moreinteresting read - power

of story telling ratherthan 'dry'information. Moretactile, can read overlunch. Good forexternal PR

Cost. Production andresource time. Quickly

out of date. Can beseen as simply corporatepropaganda

Intranet Electronic info, messageof the day, documentstore etc etc. Accessiblefrom desktop andmobile devices

Not always suitable formanual workers or thoseworking out in thefield/non-officeconditions. Can be

impersonal orinformation overload


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Information from the sender may not reachthe recipient

Communication overload may occur Misunderstanding

Lack of feedback

Poor organisational performance

Employee dissatisfaction Stifles creativity and innovation


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1. Adjust to the world of the receiver2. Use feedback

3. Use reinforcement

4. Use simple direct language5. Reinforce words with actions

6. Use multiple channels of communication

7. Create self managed teams and decentralise

authority


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BEST PRACTICES Contd.THE 7 CS OF EFFECTIVE

COMMUNICATION (Rollinson 1998)1. COMPLETENESS2. COURTESY3. CLARITY4. CORRECTNESS5. CONSISTENCY6. CONCRETENESS7. CONCISENESS


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Communities of practice

Company handbooks Consultation policy Consultative committees

Team briefings

Magazines Newsletters, Notice Boards and Bulletins

Videos and Recorded Messages

Emails Websites

360 degrees feedback appraisal system


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Embedded in the organisations strategy Stages in implementing a communication strategy

in British Leyland

Communication requirement analysis

Communication and technology audit

Gap analysis

Draft communication strategy and plan

Consultation

Agree communication strategy and plan

Implement

Constantly review


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Effective communication methods, tools andtechniques

Effective change management strategies

Dedicate resources to communicationstrategies

Assessment of the organisational culture

Assess potential resistance within the

organisation


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Bennett, R. (1991) Organisational Behaviour. London: Pitman Publishing

Beardwell.J, Claydon.T (2009) Human Resource Management A Contemporary Approach.Harlow: FT Prentice Hall

Cully.M, Woodland.S, and Dix. G. (1999) Britain At Work. London: Routledge

Derek Rollinson (1998) Organisational Behaviour and Analysis. Addison-Wesley: Harlow

Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. New York:Bantam Books

Goodman.M. (1995) Creative Management. Harlow: Prentice Hall

Mullins.L (2010) Management and Organisational Behaviour. Harlow: FT Prentice Hall

Santosus.M, Surmacz. J. (2001) The ABCs of Knowledge Management. : CIO Magazine

Shannon, C. and Weaver, W. (1949) The Mathematical Theory of Communication. IllinoisUniversity Press

Watson, G. and Gallagher, K. (2005). Managing for Results. London: CIPD

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