Channels of Communication

Channels of Communication
Vertical i. Downward ii. Upward Horizontal Diagonal

U p w a r d

Lateral

D o w n w a r d

Vertical Communication
Occurs between the hierarchically positioned persons Status and power are not equal among participants in vertical communication The flow of information both up and down the chain of command Downward comm is more prevalent than upward

 Formal communication Recognized as official

Downward Communication
 flows from upper to lower (such as manager to employer or superior to subordinate).  Types of messages: job instructions, job rationales, procedures and practices information, feedback, and indoctrination.  Pro- efficient (fast) Con- managerial control

 Downward Comm is most effective if top managers communicate directly with supervisors and supervisors communicate with their staff

Upward Communication
Transmission of messages from lower to higher levels of the organization ( comm initiated by subordinates with their superiors) Types of messages: performance on the job, job related problems, fellow employees and their problems, subordinates perceptions of org policies and practices, tasks and procedures

Pro: managers learn whats going on employees gain from the opportunity to communicate upward promotes morale among all employees facilitates downward communication Con: not enough superiors encourage subordinate

Horizontal Communication
Flow of messages is across the functional areas at a given level of an organization (this permits people at the same level to comm directly). The flow of information between colleagues and peers Trend of flatten org have enhance its importance Informal communication Does not follow the chain of command Not recognized as official

Diagonal Communication
Communication that cuts across both work areas (functions) and organizational levels. in the interest of efficiency and speed. Important when members cannot communicate through upward, downward, or horizontal channels.

Grapevine
The Social network of informal communication through which messages flow throughout the organization.
Flows quickly and haphazardly among people at all hierarchical levels The message is distorted as it speeds along

Interpersonal communication / Modes of Communication

Interpersonal communication / Modes of Communication

According to how group members transfer meaning between and among each other Oral / Face-to-face communication Written communication Nonverbal communication Telephone communication

Oral communication / Face-to-Face communication

This is the chief means of conveying of messages. Eg., speeches, group discussions, face to face commucations or grapevine Advantages are speed and feedback. Disadvantages surface when message has to pass through a number of people. Greater the number of people greater the distortion.

Written communication
Memos, letters, fax transmissions, electronic mail, instant messaging, organizational periodicals, notices placed on bulletin boards any other device transmitted via written symbols or words, SMS They are tangible and verifiable. When printed, both the sender and receiver have a record of communication Message can be stored for indefinite period.

 Important for complex and lengthy communication The draw backs It is time consuming. No built in feedback mechanism.

Nonverbal communication
Every time we verbally give a message to some one, we also impart a non verbal message. Every bodys movement has a meaning and no movement is accidental.

Telephone communication
Is rapid and allow receiver to clarify the message at the time it is given. Does not allow the receipt of nonverbal messages for either the receiver or sender Accents maybe difficult to understand as well in a multicultural workforce

 Important tool of todays time for managers but have limits as an effective communication device

Verbal Communication Skills

A Challenge
Please write a One Sentence Definition of A S S E R T I V E N E S S.

Assertive Behavior

Defi iti

ssertiveness

An honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs. -one of the most important communication skills

Test Your Asserti eness (1 of 3)

 Can you express negative feelings

about other people and their behaviors without using abusive language?
 Are you able to exercise and express

your strengths?
 Can you easily recognize and

compliment other peoples achievements?

Test Your Asserti eness (2 of 3)

 Do you have the confidence to ask

for what is rightfully yours?

 Can you accept criticism without

being defensive?
 Do you feel comfortable accepting

compliments?
 Are you able to stand up for

your rights?

Test Your Asserti eness (3 of 3)

 Are you able to refuse unreasonable

requests from friends, family, or coworkers?

 Can you comfortably start and carry

on a conversation with others?

 Do you ask for assistance when

you need it ? A yes response to the questions indicates an assertive approach.

Why Asserti eness Is Important?

 Effective communication brings

about the achievement of individual and/or shared goals.

 Assertiveness increases your ability

to reach these goals while maintaining your rights and dignity.

An Asserti e Person
Asserts his or her own rights in a positive, open, honest, and self-confident manner.

Asserti e people usually:

Speak calmly and confidently. Notify other people of their feelings with statements starting with I think and I feel. Maintain eye contact, have good posture and are poised and in control.

Whats Keeping You From Being Asserti e?

Fear of change. Refusal to admit their submissiveness. Fear of ruining relationships if you speak your mind. Lack confidence in your ability.

Ha e You E er Felt
guilty about saying no? that others regard you as a pushover? that its better to be well liked than well respected? that outbursts of anger are appropriate? that intimidation is the only way you can get what you want?

Sound Familiar?
If any of these things sound like you, it means you are probably exhibiting non-assertive behavior.

Realize that you are not alone. Nonassertive behavior is very common in the workplace.

Aggressive Behavior

Aggressi eness
( Inappropriately expressing your thoughts, feelings, and beliefs in a way that violates other peoples rights. ( Achieving your goal by not allowing others the freedom to choose. ( Completely disrespecting others whether it be in an active or passive method.

Are You Aggressi e? (1 of 3)

Do you become abusive, whether it be verbal or physical, when criticizing others? Do you purposely make others feel like they are incompetent or unimportant? Do you make unreasonable demands of other people? A yes answer to any of the questions may indicate aggressive behavior.

Are You Aggressi e? (2 of 4)

Do you brag or exaggerate your achievements? Do you ignore the rights and feelings of other people? Do you aim to get your way at all costs? Do you often dominate conversations with others?

An Aggressi e Person
Infringes on others rights, using fear and intimidation to get what he or she wants.

Aggressive people often:

 Raise their voices when they lose control.  Shout and use accusatory language like You should and You must.  Stare people down and may invade other peoples personal space physically.

Passive Behavior

Acting Unasserti eness Is

Acting in an indirect or passive manner. Permitting others to take advantage of you by violating your rights. Thinking that you and your needs are inferior to others and their needs.

Are You Unasserti e? (1 of 4)

 Do you feel guilty standing up for

your fights or expressing your feelings?

 Are you unable to recognize and

acknowledge your strengths?

 Are you uncomfortable with starting

or carrying on a conversation?
 Do you rarely stand up for yourself?

Are You Unasserti e? (2 of 3)

 Do you have trouble saying no to

people?
 Are you unable to ask other people to

perform reasonable requests for you?

 Do you feel that you let other people

take advantage of you? A yes answer to any of the questions may indicate unassertive behavior.

A Passi e Person
Passive people usually:
Speak softly and hesitantly. Use fillers like uh and um. Avoid eye contact. Allow other people in their personal space.

There is no one way to be assertive correctly, but there are things to avoid.

Se eral Tips
Be cognizant of your expression. Do not act hastily or in anger. Remain calm, cool, courteous & collected. Avoid making mountains out of molehills.
Following these simple suggestions will present you as someone who is confident & optimistic -- as opposed to someone who is hostile and angry.

Keys to More Power!

Increased asserti eness leads to increased powerful erbal communication.

The Keys to Communication:

Verbal Non-verbal Written

Verbal Communication
Avoid fillers like uh and um and diminutives like little, only and just. Dont use Im sorry if youre not sincere or if the situation doesnt call for it. Always keep in mind your tone and volume, and how think about how they may be perceived by others.

Non-Verbal Communication
Be aware of gestures and body language. Always maintain good posture. Make sure to allow for comfortable personal space between you and the person youre communicating with.

Written Communication
Be concise and clear. Use specific and simple language. Use the active voice when writing, and remember to be inclusive and aware of your audience.

When under attack by an aggressive person, an assertive person can do several things

Reflect
Reflect the speakers message back. This helps the aggressor to evaluate whether the intensity of his or her feelings is appropriate to the specific situation or event. Ex: A mad employee enters a managers office and begins to complain about a newly posted staff schedule. The manager might use reflection by saying, I understand that you are very upset about your schedule. This is an important issue and we need to talk about it.

Repeat the Assertive Message

Repeated assertions focus on the messages objectivity content. They are especially effective when the aggressor over generalizes or seems fixated on a repetitive line of thinking.

Ex.
If the manager requests that an angry employee step into his office to discuss a problem and the employee continues his tirade in the hallway, the manager might say, I am willing to discuss this issue with you in my office, the hallway is not the appropriate place for this discussion

Point out the implicit assumptions

This involves listening closely and letting the aggressor know that you have heard him or her. In these situations, managers might repeat major points or identify key assumptions to show that they are following the employees line of reasoning.

Restate the message by using assertive language

Rephrasing the aggressors language will defuse the emotion. Remember the use of I

Question
When the aggressor uses nonverbal clues to be aggressive, the assertive person can put this behavior in the form of a question as an effective means of helping the other person become aware of unwarranted reaction.

Ex.
The desperate, angry employee imply threats about quitting or transferring to another unit. The manager could appropriately confront the employee about his implied threat to see if it is real or simply a reflection of the employees frustration.

Listening Skills

Listening Skills
It is important that the leader-manager approach listening as an opportunity to learn The leader who actively listens gives genuine time and attention to the sender, focusing on verbal and non verbal communication

Group Communication

Group Communication
Managers must communicate with large and small groups as well as with individual employees. A group communicates differently than individuals, thus, managers should understand group dynamics including the sequence that each group must go through before work can be accomplished.

STAGES OF GROUP FORMATION

STAGE -I FORMING: CONFUSION- People are introduced into work groups. They are not certain about purpose, task and leadership.

 STAGE II STORMING: conflict and confrontation(disagreements).

STAGE III NORMING: settling down, collaboration, designing of work

STAGE IV PERFORMING: group is fully functional, devoted to task at hand.

STAGE V TERMINATION OR CLOSURE: leader guides members to summarize, express feelings and come to closure.

Group Task Roles

Group Task Roles

Team task roles are those roles that members assume, either consciously or unconsciously, that move the team forward in accomplishing its tasks and mission. These roles are of vital importance in good team functioning.

1. Initiator - suggests new ideas to the group 2. Information Seeker seeks clarification of issues in terms of their factual adequacy

3. Opinion Seeker - seeks clarification of the values pertinent to the issue, rather than facts 4. Information Giver offers facts or other "authoritative" information 5. Opinion Giver - offers beliefs or other valuebased ideas

6. Elaborator - spells out suggestions in terms of examples or developed meanings 7. Summarizer - pulls together ideas, concepts, and group decisions to help the group identify where it is in its thinking

8. Coordinator-Integrator - clarifies and integrates relationships between various ideas, suggestions, and people 9. Orienter - defines the position of the group with respect to its goals 10. Disagreer - takes a different point of view, argues against, and implies error in fact or reasoning

11. Evaluator-Critic subjects the accomplishment of the group to some set of standards. Questions the "practicality," the "logic," the "facts," or the "procedure"

12. Energizer - prods the group to action 13. Procedural Technician - performs routine tasks related to group functioning 14. Recorder - keeps a written record of the groups work

Group Building and Maintenance Roles

Group Building and Maintenance Roles

Team building roles are those carried out by members, either consciously or unconsciously, that tend to build the team's interpersonal relationships, cohesiveness, and spirit. They are vitally needed roles that play a large part in maintaining team performance over the long term.

 1. Encourager - praises other members' contributions to the team 2. Harmonizer - mediates differences between other members 3. Compromiser - offers a compromise during disagreement or conflict by yielding position or admitting error

4. Gatekeeper -regulates the flow of communication, particularly in meetings, by encouraging the participation of those less inclined to participate and quieting those who are overly talkative 5. Standard Setter - expresses standards for the team regarding its operation 6. Group Observer - observes and reports back to the team on its group dynamics

Individual Roles of Group Members

Individual Roles of Group Members

Members of a group obviously have their own individual desires, needs, and agendas, some of which may be in harmony with the group's purpose and some not. In any case, these must be recognized and dealt with, and either explicitly brought into the group's process or consciously set aside. Ignoring or suppressing these needs often result in individual as well as group frustration. This frustration is frequently expressed through behaviors that tend to block the effective functioning of the group. For example:

The AGGRESSOR may work in many ways - deflating the status of others, expressing disapproval of the values, acts, or feelings of others, attacking the group or the problem it is working on, joking aggressively, showing envy toward another's contribution by trying to take credit for it, etc. The BLOCKER tends to be negativistic and stubbornly resists, disagreeing and opposing without or beyond "reason" and attempting to maintain or bring back an issue after the group has rejected or by-passed it. The RECOGNITION-SEEKER works in various ways to call attention to her/himself, whether through boasting, reporting on personal achievements, acting in unusual ways, struggling to prevent being placed in an "inferior" position, etc. The SELF-CONFESSOR uses the audience opportunity which the group setting provides to express personal, non- group oriented "feeling," "insight," "ideology," etc.

 The PLAYBOY-PLAYGIRL makes display of his/her lack of involvement in the group's processes. This may take the form of cynicism, nonchalance, horseplay, and other more or less studied forms of "out-of-field" behavior. The DOMINATOR tries to assert authority or superiority in manipulating the group or certain members of the group. This domination may take the form of flattery, of asserting a superior status or right to attention, giving directions authoritatively, interrupting the contributions of others, etc.

 The HELP-SEEKER attempts to call forth a "sympathy" response from other group members or from the whole group, whether through expressions of insecurity, personal confusion or depreciation of him/herself beyond "reason." The SPECIAL INTEREST PLEADER speaks for the "small business man," the "grass roots" community, the housewife, "labor," etc., usually cloaking her/his own prejudices or biases in the stereotype which best fits his individual needs.

THANK YOU