Uploaded byDAVIS THOMAS
Managerial Communication
Organizational communication involves the flow of information within a company through both formal and informal channels. Formal communication includes downward communication from managers to employees, as well as upward communication from employees to managers. Informal communication occurs through the grapevine, which spreads rumors and information quickly but can distort or exaggerate details. Effective organizational communication requires understanding different communication styles, providing clear and timely information to address issues, and utilizing both formal and informal channels to supplement each other.
More Related Content
Similar to Managerial Communication
![[Redis Released]- FalkorDB - Redis + Graph Agentic Memory’s Secret Sauce](https://cdn.slidesharecdn.com/ss_thumbnails/redisreleased-falkordbslidedeck-1125-251115194922-e1c0046b-thumbnail.jpg?width=640&height=640&fit=bounds)
Managerial Communication
- 1.
- 2. An organisation isa group of persons constituted to achieve certain specific objectives. In every part of the business organisation, communication provides the vital link between people and information 2
- 3. Organisational Communication canbe defined as an extremely complex network of information flow engaging individuals in numerous communication events throughout each workday It is a process which influences the action of a person or a group, while creating meaningful interaction among human beings to initiate, inform, execute or prevent certain actions 3
- 4. Types of OrganaisationalCommunication Statutory Information Regular work situation Major Policy Change information Information Bulletin Communication by Expectancy
- 5. Org. Communication-Manager’s role Effectivecommunication skills for Manager to perform the following roles Interpersonal role Informational role Decisional role
- 6. Organisational Communication Classified InternalOperational Communication External Operational Communication Formal Communication Informal Communication
- 7. •Facilitates Planning •To aidin the increasing complexity of business •To enable the healthy growth of business •Promotes co-operation & understanding •Helps in decision making process •Increases employee morale 7
- 8. •Contact with outsideenvironment •Improved ability to handle competition better •Improved public relations •Create trust & goodwill 8
- 9. Formal Communication Theprocess of sharing official information with others who need to know it, according to the prescribed patterns as depicted in an organization chart
- 10. Directions in whichcommunication flows Downward Upward Horizontal or lateral Diagonal
- 11. Downward communicationinvolves messages from senders relatively high in the organizational structure to receivers in lower positions. Downward communication may be used: to give instructions to provide information about policies and procedures to give feedback about performance for indoctrinating or motivating Downward Communication
- 12. Upward Communication Upwardcommunication involves communication from sources in lower-level positions to receivers in higher positions. Upward communication is often used: to give information on achievement or progress to point out problems that are being encountered to pass on ideas for improvement of activities to provide feelings on work and nonwork activities
- 13. Formal Media CompanyNewsletters Employee Handbooks Company Magazines Formal Meetings Letters Flyers Memos Faxes
- 14. Letters and Memos Manuals Handbooks Company Newsletters DownwardCommunication Upward Communication Suggestion System Grievances Attitude Surveys Some Forms of Upward and Downward Communications
- 15.
- 16. Informal Communication Grapevine Communication-Information sharedwithout any formally imposed obligations or restrictions if an organization’s formal communication represents its skeleton, its informal communication constitutes its central nervous system An organization’s informal channels of communication, based mainly on friendship or acquaintance
- 17. Informal Media Face-to-facediscussions Telephone Voice mail E-mail Instant messaging (chat) Grapevine
- 18. Grapevine Characteristics oral mostly undocumented open to change fast (hours instead of days) crossing organizational boundaries
- 19. •social function •reduction ofanxiety •release mechanism for stress •identification of pending problems •early warning system for organizational change 19
- 20. Grapevine Characteristics • Inaccuracy: •Levelling- Deletion of crucial details Sharpening - Exaggeration of the most dramatic details while the grapevine generally carries truth, it seldom carries the whole truth
- 21. Informal Networks D C B A Single StrandChain A JB D H I K F G E C Gossip Chain A F B D J H C E K G I X Probability Chain A C D F J IB Cluster Chain
- 22. • Speedy Transmission •Feedback • Support to other channels • Psychological satisfaction • Uniting force • Creation of ideas • Good Personal relations 22
- 23. • Cannot betaken seriously • Does not carry complete information • Distorts information • May prove counter productive • Chances of misinterpretation • Lack of Accountability 23
- 24. Factors Influencing GrapevineActivity Formula: R = i X a “R“: intensity of the rumor “i“: importance of the rumor to the person “a“: ambiguity of the facts associated with the rumor
- 25. Factors influencing GrapevineActivity Employees rely on the grapevine when: they feel threatened insecure under stress when there is a pending change
- 26. •When communication fromthe management is limited •Importance of the subject for both listener and speaker •Ambiguity of the facts 26 Factors influencing Grapevine Activity
- 27. Positive Aspects ofthe Grapevine Vehicle for creating a common organizational culture Desired information can be circulated quickly to a large group of subordinates (unofficially!) Easier for people to express their fears and apprehensions
- 28. Coping or Managingthe Grapevine “the grapevine cannot be abolished, rubbed out, hidden under a basket, chopped down, tied up, or stopped“ don‘t try to control or restrict it use it to supplement formal channels
- 29. “Tapping“ the Grapevine identify and make use of key communicators ( bridgers) monitor what is happening in the organization use the grapevine to give new ideas a “trial run“
- 30. Preventing Rumors provideinformation through the formal system of communication on the issues important to the employees supply employees with a steady flow of clear, accurate and timely information present full facts keep formal communication lines open and the process as short as possible
- 31. Org. Communication &Management In Forecasting & Planning In Organising In Instructing In Co-ordinating In Controlling
- 32. Functions of Org.Communication Information sharing Feedback Influence Control Problem solving Decision making Group building Motivating people Good industrial relations Emotional expressions Performance Feedback Conveying the right message
- 33. Benefits for theorganisation Effective communicatio n Enhanced Professional image Stronger decision making Increase productivity Quicker problem solving Healthier business relationship Improved customer relationship Increased awareness Better quality of documents Lesser misundersta nding
- 34. PRINCIPLES OF ORG.COMMUNICATION Itis impossible to avoid communication Communication is largely nonverbal. Context affects communication Meanings are in people
- 35. PRINCIPLES OF ORG.COMMUNICATION Communicationis irreversible Noise affects communication Communication is circular Creating common ground is essential Communication has effects
- 36. Strategies to improveOrganisational Communication Encourage open feedback Use simple language Avoid overload Walk the talk Be a good listener
- 37. Centralized Networks Onecentral person Unequal access to information Central person is at the “crossroads” of the information flow
- 38.
- 39.
- 40.
- 41.
- 42. Decentralized Networks Informationcan flow freely No central person All members play an equal role in the transmittal of information
- 43.
- 44. Know youraudience. Know your purpose. Know your topic. Anticipate objections. Present a clear picture. Achieve credibility with your audience. Develop a practical, useful way to get feedback. EFFECTIVE ORG.COMMUNICATION
- 45. The Communication Style Thestyle used should be able to: Draw attention Arouse interest Create desire Develop conviction Induce action
- 46. Evaluation of Communication Effectiveness Evaluationon the following criteria • Fidelity of Communication • Economy • Congruence • Influence • Relationship building
- 47. Interpersonal Communication Schutz‘s Theory of interpersonal needs • This theory concentrates on three interpersonal needs that most people share: • the needs for inclusion control affection. Schutz maintains that people begin relationships in order to satisfy one or more of these needs.
- 48. Leavy’s Transaction Perspective Interpersonalbehaviour is classified into two axis:Dominance –Submission and Hostility – Affection. The centre point represents emotional neutrality 53
- 49. Transactional Analysis EricBerne developed a method of examining transactions (Social intercourse) & determining which part of the multiple natured individual is activated – described as Parent,Adult & child Interpersonal Communication
- 50. Ego States: Each ofour personalities is made up of various parts:
- 51. Kinds of Transactions: ComplementaryTransaction
- 52.
- 53. Forms of communication Verbal Oral Written Nonverbal
- 54. Nonverbal Communication Nonverbalcommunication is communication that uses no words It may take place through such channels as the body, the face, the tone of voice, and interpersonal distance.
- 55. The meaning ofnonverbal communication often varies markedly across cultures. Studies suggest that a substantial amount of information transmitted during a conversation -- about 80 or 90 percent -- is nonverbal. 60
- 56. Forms of NonverbalCommunication Nonverbal Communication Proxemics Kinesics Sign Language Paralanguage Time Language
- 57. Forms of NonverbalCommunication Kinesics Eye Contact Appearance Touch Posture Gestures Facial Expressions
- 58. Facial Expressions Byone estimate, the human face can make 250,000 different expressions. The face of man is the index to joy and mirth, to severity and sadness.” Facial expressions are generally understood to have a particular meaning. Even when people try to suppress facial expressions, they make very short expressions lasting a fraction of a second that will reveal true
- 59. Eye Contact Eyecontact is a major regulator of conversation. Generally, eye contact suggests understanding and interest. Seeking eye contact connotes the desire to open a conversation.
- 60. Gestures Some handmovements have a specific meaning that is understood in a particular culture or occupation, such as a thumbs-up gesture. Others, such as touching oneself or others, may be associated with anxiety, guilt, hostility, or suspicion
- 61. Posture Posture isthe way people position their bodies with respect to others. .Touch Touch can convey warmth, understanding, and intimacy. Touch may also enhance positive feelings about the touching person and the situation. Many other forms of touching may be resented, and unwanted touching can be a form of sexual harassment.
- 62. Touch Touch canconvey warmth, understanding, and intimacy. Touch may also enhance positive feelings about the touching person and the situation. Studies show that when a store assistant, server in a restaurant, or product demonstrator lightly touched a customer on the arm, the customer saw the touching person more positively, had a more positive attitude toward the situation, and was more likely to comply with the toucher’s suggestions. This research involved casual touching of the arm. Many other forms of touching may be resented, and unwanted touching can be a form of sexual harassment.
- 63. Appearance • Dress canconvey characteristics such as image, mood, identity, power, wealth, and authority. • People who are dressed formally are better able to command respect. • People in positions of authority often wear distinctive uniforms to reinforce their status
- 64. Proxemics Proxemics isthe use of interpersonal space (that is, proximity) to convey status or degree of intimacy. Two elements of proxemics -- personal space and seating arrangements -- are especially relevant in organizational settings.
- 65. Paralanguage Paralanguage concernshow something is said rather than what is said. It involves all vocal aspects of speech other than words. Voice qualities -- such as pitch, rhythm, tempo, and volume -- influence interpretation of a verbal message. Vocal characterizers, such as coughing, clearing the throat, and grunting, generally are distracting and annoying. Vocal qualifiers are variations in tone or intensity of speech. For instance, increases in rate or volume may indicate impatience or anger, respectively. Vocal segregates are pauses between utterances. In situations such as interviews, prolonged pauses suggest a lack of confidence and organization.