Beruflich Dokumente
Kultur Dokumente
Submitted to:
Dr. M. Rita Krespi Boothby
Submitted by:
Nabil A. M. Ikhleif
Shadli A. Elsenoussi.
Anas M. Jaweesh.
Adnan Sadiq
Table of content
Title
Page
Executive Summary..
Introduction..
Definition of Communication..
Aristotles Model
Schramm's Model...
Riley's Model..
Berlo's model..
Types of Communication...
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10
12
13
Realistic example..
16
Conclusion
18
Reference .
20
Executive Summary
Introduction
What distinguishes the human race from the rest of the creatures in this world is the
ability to communicate. Humans are able to deliver what they want in many ways and they spend
most of their time in that. Through the time, human developed methods of communication and
they use them, by this, the humans abilities to communicate have been increased. No doubt that
communication now is the essence of organizations works; it exists between all employees
according to their functions and based on the organizations structure cultures and policy.
Actually, the communication in an organization is different from the other types of
communication (public communication). Therefore, the success of an organization in achieving
its goals is a function in the success of its members to communicate with each another to transfer
ideas, concepts, suggestions and plans, and this is determined by the particular knack of
leadership to implement that.
This report will address the concept of communication, the concept of the organization,
the concept of organizational communication, the concept of leadership, the concept of
Aristotles Model:
Before 300 BC, Aristotle suggested a model to explain the communication. He concerned
the public speaking more than interpersonal speaking, as a result, his model focused on the
audiences role in the process. Aristotle model consists of 5 elements: Speaker, speech, time,
audience, effect. According to him, there is a speech for every occasion to every type of
audiences; he believed that the speaker should be able to build speeches based on this concept; a
speaker should be familiar with listeners requirements to affect their minds by his words. [2]
Aristotle explained that the listener is the essential element that controls a communication
process and who decides whether the communication takes place or not. [3]
Speaker
Speech
Audience
Effect
Occasion
Lasswell's Model:
Lasswell suggested that the acceptable description of communication is the answer of the
following five questions: Who? Says what? In which channel? To whom? With what effect?
Who?
Says
what?
In which
channel?
To
whom
With
what
effect?
Communicator
Massage
Medium
Receiver
Effect
Lasswells Model consists of five members, four of them are found in Aristotle's model
with a different label and the fifth is the channel (medium). Both of Aristotles Model and
Lasswells Model did not include the feedback from receiver and the effect of noise in the
communication process. [4]
Shannon and Weaver Model:
In 1949 Shannon and Weaver introduced their model to explain how the communication
occurs, they suggested that communication is a process where a sender encodes a message and
transmit it through a medium to a receiver who decodes it and understand its content, and noise
affects this process. So, the model consists of a sender, a message, a medium (channel), noise
and a receiver.
Despite the fact that this model has explained that the blame does not always located on
the receiver for not understanding the massage properly where incorrect encoding by the sender
or a noise has the same result, it (the model) overlooked an important aspect of the
communication process: the responding (feedback); without feedback it is not possible to figure
out whether the receiver received the massage and understand it or no. [5]
Schramm's Model:
In 1954 and based on the Model of Shannon and Weaver, Wilbur Schramm proposed his
model of communication. The principle of his Model is: if information is not properly
formulated to convert a thought to content, it is useless. Schramm saw that encoding and
decoding are essential to the success of communication where the responsibility of a sender is
coding the message in sound manner and the responsibility of a receiver is decoding that
message correctly and understand its content and send his feedback to the sender. If this not
happen, information does not flow between them and the communication process is incomplete.
Schramm noted that for understanding to take place between sender and receiver, they
must have common thing. If their fields of experience overlap, communication can happen. [6]
Sender
Encoder
Field experience
Signal
Field experience
Decoder
Receiver
Riley's Model:
In this model, the couple Riley showed that both of sender and receiver are influenced by
their groups which they affected by a larger society that they belong to. Thus, the process of
communication between them is part of a larger social process, and the effect of affiliation may
be positive and may be negative. [3]
Berlo's model:
The communication process is presented by four elements in Berlos Model: sender,
message, transmission channel and receiver. The sender could be individual, group, company,
organization, institution.
There are several factors determine how the sender play his role in the communication
process which include: communication skills, the ability to speak, writing, drawing, attitudes
toward the public, subject, the extent of knowledge of the subject, experience, social background,
education, culture, positivism. These factors determine also the role of the receiver.
Communication failure may be caused by sender, transmission channel, receiver or altogether. [3]
Types of Communication:
Communication classified by several ways: by level, by medium used, by natural of
communication, by direction and by context.
By levels:
Communication classified to three types: Interpersonal, Group (from 3 to 12) and Public
communications.
By medium used:
Communication classified to three types: Verbal, Non-verbal and Meta Communications.
By natural of communication:
Communication classified to two types: Formal, Informal Communications.
By context:
Communication classified to four types: Organizational, Political, Intercultural (between
people from different cultures) and Educational Communications.
Any group of people met to achieve a goal or set of goals and developed a plan, policy,
and strategy to achieve these goals and has contact with external surround is an organization,
such as a firm, a corporation or an institution. And by business dictionary, it is also a social
group of people that has its structure and management system that is necessary to meet a need or
to pursue collective goals that it is created for. All organizations have a management structure
that determines relationships between the different activities and the members, and subdivides
and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are
open systems; they affect and are affected by their environment. Now, it is possible to discuss the
power in side an organization. [7] [8]
In sum, an organization is an entity of people (from one person to thousands of people)
organized to achieve a goal or set of common goals and has a number of features:
Vision: the image in its members minds about how it should be working and how it
should be appeared.
Mission: the overall purpose.
Values: policy and culture that its members carry out their activities based on.
Strategic goals: the overall targets.
Strategies: the approaches it follows to reach its goals.
System and process: its department, programs, divisions, teams, etc. and manners of
achieving the goals by each.
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Formal communication:
It is restricted by the organizational structure of the organization that determines who
communicates whom through what and for what. Formal communication is an official
organization communication that can move upward, downward, or horizontally and often
is prearranged and necessary for performing some task.
Upward compunctions:
Flow from a lower level (staff) to a highest level (administrators) for providing
information on the status of the lower levels of the organization.
Downward communications:
Flow from a highest level (administrators) a lower level (staff) to giving
instructions.
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Horizontal communications:
Flow in the same organizational level between different sections of a same
department or between different departments in order to coordinate and integrate
tasks.
Diagonal communications:
Not commonly used. They take place only between people who have not direct
relationships with structure of organization in limited occasions such as directly
meetings between employees and their high management by coordinate with their
labor union.
Informal communication:
They take place within the organization, but spontaneously and automatically without
specific reference, and allow people to product plans and ideas for their organization and
strengthen relationships and links between them.
Grapevine communications:
The communications happen between all employees from different levels in brake
time, lunch time, in corridors and so on. [11]
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Emotional Intelligence:
Five components help a communicative leader to take work with emotional intelligence:
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Definition
Hallmarks
Self-awareness
Self-confidence, realistic
Self-
Integrity comfort
Motivation
A passion to work
Strong optimism
Empathy
Retaining
Regulation
talent
cross
culture
sensitivity
Social skills
Self-Awareness:
The first component of emotional intelligence is awareness. If we define the selfawareness it means that we should know the deep understanding of ones emotional
attitude his strength, and drives. A self-awarded person is honest not only with others but
also with himself. In fact self-aware people easily recognized by their self-confidence.
They wont ask for challenge that they know they cant handle alone.
Self- Regulation:
Why does self-regulation matter so much important for leaders? First of all, all those
people who know how to control their feelings are responsible and able to create an
environment of trust and fairness. In this situation the politics play no role but the
productivity level is really high in the organization. No one likes to be hot head when he
knows that our boss is very calm man and he does not like such kind of things in the
organization.
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Motivation:
The one trait that virtually affects the organization how the leaders are motivational.
There are number of people who motivate with big salary or the status that comes from
having an impressive title or being part of an organization. If you are looking for leaders,
how could you identify people who are actually motivated by the drive to achieve rather
than by external rewards.
Empathy:
Empathy in organization is most easy thing to recognize. This trait is mostly used in the
business and people in this organization praised it, let alone rewarded, for their empathy.
In this organization the word empathy does not mean that the leader is going to please
everyone by saying that everything is OK and you are OK. It is just a night mare in the
organization anywhere in this world. Empathy means thoughtfully considering
employees feelings along with other factors as well in the process of making
intelligence.
Social Skills:
Social skills in organization are not as simple as it sounds. Its not only the matter of
friendship in the organization but friendliness with purpose. In this organization the term
social skills means that how to move people in those directions where you can make new
strategies about a new product.
Talking about the social skills tends to the wide circle of people having common grounds
with people of all kind. In fact they know that alone they are nothing and they wont be
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able to get the desire result alone. The firm has social network in place when the time for
action comes.
Feedback:
Giving quick, balanced and appropriate feedbacks from leaders after their active listening to
employees opinions, suggestions or complaints are highly evaluated by employees and leave a
good impact on their job performance. [12]
Clarity is a prevalent feature in all communication within the company; receiver does
not resort to guess to understand the meaning of a message.
Allowances and prohibitions are precisely defined, what the employee has to do is
known, and what he/she should not to do is known too. Everyone at all levels is
committees with that.
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There are no hidden measures and frankness is available; leaders do not use hints to
deliver concepts also they do not encourage employees to show the flaws of their
colleagues. Any mistake made by an employee the dealing will be with employee
him/herself and no declare for all.
Relations and confidence are fundamentals in the company's culture; leaders do not
use mocking tones, high voices or threats to discourage users about their intention.
No conflict between formal and informal communication; leaders do what they say,
therefore Conocophillips in high say/high do quarter of D Aprix say/do matrix.
periodic meetings take place in Conocophillips, each one for one hour only, the first ten
minutes for social communication nothing relative to work mentioned during this minutes, then
the meetings agenda which prepared and sent to those who have to attend the meeting a while
before the meeting time is discussed, the last ten minutes is open discussion about anything in
the work environment. There are meetings by the internet or by telephone. In addition to phones
within offices, the company supplied every employee with a mobile phone, as a result, any
employee can be communicated quickly and easily at any time in any place, and the employee
who will not be available in his/her office leaves a note on the offices door shows how to
communicate him/her during that time.
Time difference between the branches of the company does not constitute an obstacle to
the process of communication. Informal communication is the prevailing among employees at all
levels and between all levels always managers start this communication.
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The company always makes concerts and dinners for users and their families in the common
occasions and as incentives to raise their efficiency operation.
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Conclusion
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References
1. Losee, Robert M., Sep. 28, 1999, Communication Defined as Complementary Informative
Processes, Journal of Information, Communication and Library Science, USA.
2. Communication Theory website, http://communicationtheory.org/aristotle-communicationmodel, accessed Nov.2014
3. University of Missouri-Extension website, Developing Effective Communications,
http://extension.missouri.edu/p/CM109, accessed Nov.2014.
4. Communication Theory website, http://communicationtheory.org/lasswells-modell, accessed
Nov.2014
5. Communication Theory website, http://communicationtheory.org/shannon-and-weaver-modelof-communication/, accessed Nov.2014
6. Management study guide website, http://managementstudyguide.com/schramm-model-ofcommunication.htm, accessed Nov.2014
7. Wikipedia website, Organization, http://en.wikipedia.org/wiki/Organization, , accessed
Nov.2014
8. Business dictionary website, Organization,
http://www.businessdictionary.com/definition/organization.html , accessed Nov.2014
9. Eisenberg, E. M., Goodall, H. L., & Trethewey, A., (2007), Organizational communication:
Balancing creativity and constraint 5th ed, Boston: Bedford/St. Martins.
10. Bevan, R. & Bailey, J. Lesley, (1991), Handbook of Public Relations and Communication.
11. Business Case Studies website, Using Effective Communications
http://www.businesscasestudies.co.uk/unison/using-effective-communications
accessed Nov.2014
12. Johansson, Miller & Hamrin , ( 2011), Communicative Leaders: Theories, Concepts, and
Central
Nov.2014