Lect1 Intro

1. Oral Communication

2. Self-Motivation

3. Problem-solving

4. Decision-making

5. Leadership

6. Human Relation

7. Teamwork

8. Work experience

9. Time Management

10. Personal appearance

11. Written communication

12. Academic performance

13. Creativity

14. Delegation

15. Multilingual ability

Importance of Competencies in Hiring Decision

Question 1:

Read once and consider very carefully what follows. Then, without lengthy consideration, note down the answer to the question that follows below.

Imagine that you are the captain of a ship which is sailing due north in mid-Atlantic at a speed of 12 knots. After steaming at this speed and in this direction for 30 minutes, the captain gives the order to the engine room to alter course through 180° and then maintain the same speed on the new course for one hour. After another hour, the captain orders the engine room to change course through 180° back on the ship’s original course of due north, “to avoid a storm”.

NOW WRITE THE ANSWER TO THE QUESTION,

WHAT’S THE AGE OF THE SHIP’S CAPTAIN?

TOPIC 1

INTRODUCTION TO COMMUNICATION FOR MANAGERS

WHAT IS COMMUNICATION ?

Latin : Communicare – to create similarity.English : Communicate – talk or interact.

COMMUNICATION :Interactions within individual or group in order to createSimilarity.

DEFINITION OF COMMUNICATION

Communication takes place when there is information at one place or person, and we want to get it to another

place or another person. Miller (1951)

Communication is a process involving the sorting, selecting and sending of symbols in such a way as to

help a listener perceived and re-create in his own mind the meaning contained in the mind of the

communicator. ( Ross,1983)

All (of) those processes by which people influence one another…communication involves one person trying to

create meaning in another.

DEFINITION OF COMMUNICATION

1. Communication involve the creation of meaning in the listener. - Senders attempts to create a meaning in the mind of the listener similar to the meaning in his own mind.

2. Communication involves the transfer of information.- Information is transferd through the use of symbols, which can be verbal or non verbal or

both.

3. Communication involves thousands of potential stimuli.

- A stimulus becomes a message when the individual assigns it a meaning.

WHAT IS the PURPOSE WHAT IS the PURPOSE of COMMUNICATION?of COMMUNICATION?

1.1. To get your listener to To get your listener to HEARHEAR what you what you tell them or tell them or SEESEE what you show them. what you show them.

2.2. To get your listeners to To get your listeners to UNDERSTANDUNDERSTAND what they have heard or seen;what they have heard or seen;

3.3. To get your listeners to To get your listeners to AGREEAGREE with with what they have heard or seen:what they have heard or seen:

4.4. To get your listeners to take To get your listeners to take ACTION ACTION which accords exactly with your which accords exactly with your overall objectives, and which they overall objectives, and which they find acceptablefind acceptable

5.5. To receive To receive FEEDBACKFEEDBACK from your from your listenerslisteners

NATURE OF COMMUNICATION

Potential Communication context or conditions:

1. Someone needs information. - all kind of info. are needed to survive in orgn. - Information transfer is one of the important reason for communication in organizations

2. Someone needs social reinforcement.- Social and psychological needs that must be fulfilled, this include the needs for recognition, esteem and growth.- Fulfill the need of others and own needs.

NATURE OF COMMUNICATION

3. Someone has directed someone else to communicate.

- People are ordered or directed to engage in communication, such as giving speech, conduct

an interview, write a letter or reports, negotiating and etc.

4. Someone communicates to achieve a goal. - Psychological and physiological condition of the individual. - Style of interaction will bring impacts to understanding , reactions and actions. - degrees of reciprocity.

SITUATIONAL VARIABLES

Five important situational variables that influence the potential success of a communication exchange.

1. Climate or attitudinal environment in which communication takes place.

2. The perceived communication purpose of the sender and receiver

3. The communication skills demonstrated by the sender and the receiver/s

4. Whether the message has been intentionally or unintentionally transmitted

5. Whether the message is verbal or non verbal.

ELEMENTS IN COMMUNICATION PROCESS

SENDER

RECEIVER

MESSAGE

PURPOSE

CLIMATE

FEEDBACK

SOURCE MESSAGE CHANNEL RECEIVER FEEDBACK

TOPIC 1

COMMUNICATION PROCESS

Harald Lasswell (1948):

MODEL LASWELL (1954)

who Says what In which channel

To whomWith what effects

SENDERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues

RECEIVERSelf-conceptFamilyCultureSkillsFeelingsAttitudesValues

MESSAGE

FEEDBACK

INTERFERENCE

CHANNELTelevision/telephone/Speaking/computer

TOPIC 1

COMMUNICATION PROCESS

COMMUNICATION MODEL

noise

MessageSource channel RECIEVER

FEEDBACK

EncodDecode

ENVIRONMENT

Climate

COMMUNICATION MODEL

SENDERSENDER RECEIVERRECEIVER

Purpose

Interpersonal Skills

Climate

Purpose

Interpersonal Skills

information

Verbal/Nonverbal

Intention/Unintention

Feedback / Noise

RM MODEL.

PROBLEMS IN COMMUNICATION

1. PROBLEMS OF THE HIERARCHY- Gives some people power and authority

over other people, prevents some people from gaining power.

Case: Hafidz is a highly ambitious graduate who had been hired into the art department of a large advertising firm. His department manager is John Tan, an old time learn-by- experience type, who believe that young people must remain in grade and pay their dues to the organizational elders. Because of John’s attitude, Hafidz could feel that he must make his supervisor look bad in front of the management. To do this Hafidz may resort to spreading gossip about John, lying to him, reporting only good things to John about the job he is doing, and following only certain John’s orders.

Assuming that he is devious enough, Hafidz may succeed in making himself look good while making John look bad.


i. Filtering

- Occurs when people intentionally or unintentionally leave out some of the

details of a message, such as reluctant to tell our supervisor or negatively leave

out negatives associated with our job performance.

ii. Distortion.

- When messages must travel up or down five to six different hierarchical levels – unavoidable. ` - Distort information intentionally to serve their own purpose…placing his or her own goals ahead of those of the organization.


iii. Refusal to communicate

- Members’ decides that someone else should not have certain information, due to conscientious or conflicts between constraints of hierarchy and the human desires.

2. PROBLEMS WITH THE WRITTEN WORD

- Maintaining historical document with written- Written word has become the primary

means of communication.- Causing problem if not

understood or the only channel of conveying messages.


3. PROBLEMS WITH MANAGEMENT FAILURES

- Managers who makes decisions or develop policy, but does not adequately

communicate information about, or explain the reasons for, these decisions.

- 2 reasons why managers’ fail a) They do not think that

communication is important, or (b) they do not

know how to communicate.

SHARING OF INFORMATION, MAINTAINING A RECIPROCAL RELATIONSHIP BETWEEN THE

EMPLOYEE AND THE ORGANIZATION AND UNDERSTANDING ROLE DEPENDS ON EFFECTIVE

COMMUNICATION.

GUIDELINES IN EFFECTIVE COMMUNICATION

1. COMMUNICATION NEEDS RECEIVER CENTERED.- Sensitive to the needs, expectations and orientations of sender and listener.

- Determine the level of treatment, style and approach

2. EFFECTIVE COMMUNICATION CONSISTS OF MAKING THE MOST APPROPRIATE CHOICE FROM A RANGE OF POTENTIAL COURSES OF ACTION.

- Consider the receiver, the purpose of the exchange, the topic and your own unique skills and abilities.


3. THE ILLUSION OF COMMUNICATION SOMETIMES HINDERS REAL COMMUNICATION.

- The assumptions that communication has taken place when it is not.

- Only receiver determine whether or not communication has been achieved. – check by using dialogue and feedback.

4. COMMUNICATION PROBLEMS ARE GOING TO ARISE BECAUSE PEOPLE ARE IMPERFECT COMMUNICATORS.

- Do your best to communicate; try to prevent major problems; but expect them to surface.

- Lowered expectations and adjustment.


5. EFFECTIVE COMMUNICATION IS LEARNED THROUGH TRAINING AND EXPERIENCE.

- Unrealistic to expect a new manager or employee to communicate effectively during the first days on the job.

- can be improve by learning the appropriate techniques, practising and reviewed by experienced communicators. - Organization must encourage good

communication; and the employee must be motivated and improve good

communication skills.

BARRIERS TO COMMUNICATION

1. Communication is hindered by barriers..

2. A Barrier is anything that inteferes with the process of sending or receiving a message.

3. These barriers can be as simple as using words that are not easily understood by the reciever.

4. They can be more complex issues like not listening to a person because you do not like them.

5. Barriers change the message.

List of barriers that can alter a message.

• Accent

• Anger

• Body language

• Courtesy

• Diverting

• Facial expression

• Self-talk


• Flashing lights

• Room temperature

• Negotiation methods

• One way communication

• Personal appearance

• Poor expression

• pronunciation


• silence

. smiling

• attitudes

• Unclear questions

• emotions

• Hearing difficulties

• prejudices

RESPONSE ASSIGNMENT

1. What are the essential elements in the communication process? Identify them and describe the role of each.

2. From your own work experience, describe the importance of communication in the workplace.

3. What are the some of advantages and disadvantages of relying solely on oral communication to send your ideas? What are the some of advantages and disadvantages of relying solely on written communication to send your ideas?

SUBORDINATE CLIENT

THIRDPARTY

MANAGEMENT

Who are managers:

A manager is responsible for the work performance of one or more people in an organizations. It can be the supervisor, team leader, division head, chief executive, school principal, prime minister, vice chancellor…etc.

TOPIC 1

INTRA

INTER

GROUP

PUBLIC

in organization

out of organization

COMMUNICATION STAGES

INTRAPERSONAL

THE VERY BASIC OF COMMUNICATION

INTERPRETATION PROCESS (ENCODING) AND DEVELOPING (DECODING) MESSAGES BEFORE TRANSMITTING TO THE RECEIVER.

INTERPERSONAL

FACE TO FACE COMMUNICATION ( A DYAD)

HAPPENS SIMULTANEOUSLY

THE SMALLEST SOCIAL SYSTEM THAT CAN DEMONSTRATE THE DEVELOPMENT OF COORDINATED ACTIVITIES BETWEEN INDIVIDUALS IN AN ATTEMPT TO ACCOMPLISH INDIVIDUAL AND COLLECTIVE GOALS.

INTRAPERSONAL COMMUNICATION : *we see something or we read something or we smell something.

* as a new stimulus for other communication.

INTERPERSONAL COMMUNICATION : communicating with another person motivates us to do or not to do something

LEARNING - First hand experience ( trial and error) Formal situation ( lecture and discuss information)

Informal Situation ( Conversations with others) Through watching films and television Reading, listening and asking question

SMALL GROUPS

a. Three or more interacting in attempt to adapt to their environment and achieve commonly recognised goals.

b. Occur in work group, staff and mnanagement education classes, decision making commitees

c. Perform important function in organizations by providing information, support and problem solving expertise that individually cannot provide independently.

INTERGROUP/ INTERORGANIZATIONAL.a. Encompasses the lower levels of communication.b. The means by which organizations members (from all

divisions of the organizations) coordinate their activities to accomplish the goals of the organizations.

c. To cope with the complexity of MGC, orgn. Must develop formal channel of communication among various parts and members.

FILTERING PRINCIPLES ( McCroskey,1992).

1. We cannot know everything: Selection are stimulate by that are close to us, that we are involved in, that have utility for us and for which we are reinforced.

2. We cannot attend to everything to which we are exposed.

3. We selectively perceive because some messages are ambigous. lack redundancy, do not provide us a schema, do not relate to our prevoius experiences, does not fit into our expectancies and biases.

4. We tend to remember only a few of those items that we perceive. Items were not highlighted, not organizes, no realistic application dan susunan yang mengelirukan.

5. We selectively recall only a few of those items that we remember.

6. Knowledge acquistion require re-training and re-thinking

When we communicate our knowledge we are really communicating, through the process of understanding not only our perceptions of the topics, but also understanding and trying to predicts other’s perceptions of the same topic.

The most basic differences between organizations – CHANGE.

INTERPERSONAL ATTRACTIVENESS:

a. PHYSICAL

Making decisions about who will work with us, eg. physical appearance

b. SOCIAL

The extent to which one would like to be “friends” with another.

c. TASK ATTRACTION.

The degrees to which one person perceives it to be desirable to establish a work relationship with

another person.

We may wish to work with this person on the job, but not socialize with them outside the task situation.

Chrysler was cutting back on its production of minivans even though they had been one of its best sellers. The decision could have occurred something like this. First, a vice president of marketing could have been reading about the war in the Middle East and growing more concerned about the state of mind of the consumers ( INTRAPERSONAL COMMUNICATION). Next, the manager could have called a major market analyst to discuss the market forecast ( INTERPERSONAL). Next, the VP might have called a meeting ( GROUP COMMUNICATION) of marketing, production, labor and finance managers ti discuss the possibilty of a production cut back. The results of the meeting could have been sent to many employees throughout the organization (ORGANIZATIONAL). This communication might have involved employees with a variety of national, ethnic and religious background (INTERCULTURAL)

The Wall Street Journal, 1991The Wall Street Journal, 1991

TOPIC 1

WHY COMMUNICATION IMPORTANCE TO MANAGERS ?

To delegate task/job.

To inform.

To persuade.

To increased satisfaction.

To increased productivity.

To get feedback.

Accounting

Economics

Finance

InformationSystem

Administration

Marketing

TOPIC 1

Communicating financialinformation for decision making

Preparing & delivering incomestatement, auditing

Communicating eco. trends andanalyses to business & gov. prof.

Developing & communicatingEco. Report to client.

Communicating to manage funds,assets, and lending activities.

Preparing & delivering incomestatement, auditing

Communicating new methods ofinformation & management.

Demonstrate processing systemUsing reports & presentation.

Communicating goals, policies &procedures.

Communicating to deliver task& solve problems.

Communicating information aboutthe needs and desires of customers.

Convincing upper management& customer.

COMMUNICATION RESPONSBILITIES FOR BUSINESS PROFESSIONS

Profession ExamplesCommunication Responsibilities

COMMUNICATION STYLE

Internal Personality that affect:

1. KNOWLEDGE

2. ATTITUDE

3. COMMUNICATION SKILLS

4. CULTURE

5. EMOTIONS

6. STATUS

COMMUNICATION STYLE

COMMUNICATION STYLE

Virginia Satri(1972),

1. THE BLAMING OR AGGRESSIVE STYLE

2. THE NONASSERTIVE STYLE

3. THE COMPUTING OR INTELLECTUAL STYLE

4. THE DISTRACTING OR MANIPULATIVE STYLE

5. THE LEVELING OR ASSERTIVE STYLE.

1. THE BLAMING OR AGGRESSIVE STYLE

a. Acts in a demanding fashion and superiors with others

b. Finds fault and are critical of others.

c. Gets what he or she wants without experiencing negative reactions from others.

d. Fails to establish close relationship, feeling a need to constantly guard against other people’s attacks

and possible retaliation.

e. Rely on written rather than interpersonal channels, inconsiderate of others’ time and may generally

communicate in a negative environment.

2. THE PLACATING OR NONASSERTIVE STYLE

a. Try to please and ingratiate themselves with others

b. They apologize constantly, seldom disagree, and talk as though they could do almost nothing for and by themselves.

c. Often ignore their own rights, needs and feelings or are unable to express them in a direct manner.

d. Avoiding conflicts, fear hurting others feelings and worry that saying no or standing up for their own rights will cause others to dislike them.

e. Others often exploit them, teach others not to respect them.

3. THE COMPUTING OR INTELLECTUAL STYLE

a. Tends to use calculations when dealing with communication situations

b. Believes emotions are best kept hidden because feelings distract from the work at hand.

c. Requires logic and rationality.

d. Appearance of being calm, cool and collected.

4. THE DISTRACTING OR MANIPULATIVE STYLE

a. Do not deal directly with situations requiring communication.

b. Avoid threatening situations and develop strategies to manipulate themselves out of unpleasant encounters.

c. If the cannot avoid the encounters, their communication style may include manipulating other people’s feelings.

d. Often use anger, hurt and guilt as manipulative devices to get others to do what they want.

i.e “ How could you let the company down after the way it has taken care of you”

5. THE LEVELING OR ASSERTIVE STYLE.

a. Able to stand up for their rights and express their feelings, thoughts, or needs in a direct, honest and clear manner

b. Actions match words, follow through on what they say they will do.

c. Respects others with room for compromise or negotiation. “ This is what I think” or “This is how I see the situation.”

d. Does not become aggressive or defensive if other employees do not happen to see things the same way.

e. The goal is accurate communication, solving conflicts.

f. Increases the manager’s self respect and results in greater self-confidence.

CORPORATE

CULTURE

COMMUNICATION

INFORMATION

CHANGE

FEEDBACK

INNOVATION

INTERDEPARTMENTAL

CHANNELS

“WHEEL” OF COMMUNICATION EFFECTIVENESS

COMMUNICATION

‘AS A PROCESS THROUGH WHICH PEOPLE, ACTINGTOGETHER, CREATE, SUSTAIN, AND MANAGE MEANINGSTHROUGH THE USE OF VERBAL AND NONVERBAL SIGNS AND SYMBOLS WITHIN A PARTICULAR CONTEXT.’

Lect1 Intro

Technology

Transcript of Lect1 Intro