COMMUNICATION

1. COMMUNICATION Mrs. Ameerah M.N. Qattan, BS, MHATQM SPECIALIST AT KAUH

2. FOREWORD “It is easier to retreat or react than to relate” Meaning to avoid or do something is a lot more convenient than to communicate

3. the success of any organization involve a lot of communication the production and delivery of products and services in accordance with customer satisfaction FOREWORD influencing the attitude and behavior of the employees

4. FOREWORD Organization leaders need good communication skills to achieveresults • in the process of managing Quality Management Systems • in facilitating the growth • development of teams

5. DEFINITION COMMUNICATION the process by which information is exchanged and understood by two or more people with the intent to motivate or influence behavior

6. The sender is the one who conveys an idea or a concept to others to seek information to express a thought or emotion. TheReceiver is the person to whom the message is sent DEFINITION

7. DEFINITION Information is that which is necessary to reduce uncertainty (i.e.; to gain knowledge or know something not known before(

8. PURPOSE The purpose of good communication to be able to reflect upon exchange ideas

9. COMMUNICATION PROCESS ENCODE To select symbols with which to compose a message MESSSAGE The tangible formulation of an idea to be sent to a receiver CHANNEL The carrier of a communication

10. COMMUNICATION PROCESS DECODE To translate the symbols used in a message for the purpose of interpreting its meaning FEEDBACK A response by the receiver to the sender’s communication

11. SENDER ENCODES MESSAGE RECEIVER DECODES MESSAGE Channel Noise Return message (decoded) Feedback Loop Return message (encoded) Channel

12. Communication channels varies to the amount and kind of information you want to conveyed. Channel richness is the amount of information than can be transmitted during a communication episode. COMMUNICATION CHANNELS

13. COMMUNICATION CHANNELS TheCharacteristics of Communication Channels • The ability to handlemultiple signals simultaneously • The ability to facilitate rapid, two-way feedback • The ability to establish a personal focus for the communication. Face-to-face discussion is the richest medium, because it permits direct experience, multiple information cues, immediate feedback, and personal focus

14. Advantages Personal Two-way Fast feedback High channel richness disadvantages No record Spontaneous Dissemination Face to face talk Telephone E-mail, Intranet Memos, Letters Formal reports, bulletin Disadvantages Impersonal One-way Slow feedback Advantages Provides record Premeditated Easily disseminated Low channel richness COMMUNICATION CHANNELS

15. Face to face talk facilitates the assimilation of broad cues and deep, emotional understanding of the situation. You can tell by the look in his eyes or the inflection in his voice what the real problem or question or answer is. Telephone are next in the richness hierarchy. Although eye contact, posture and other body language cues are missing. COMMUNICATION CHANNELS

16. COMMUNICATION CHANNELS Electronic messaging or E-mail is increasingly being used for messages that were once handled via the telephone although it lacks both visual and verbal cues, messages can sometimes be misunderstood. Recognizing the need for greater channel richness, many organizations are using interactive meetings over the intranet, sometimes adding video capabilities to provide visual cues as well.

17. Memos and letters this can be personally focused but they convey only the cues written on paper and are slow to provide feedback. Formal reports this channels are not focused on a single receiver, use limited information cues and do not permit feedback. COMMUNICATION CHANNELS

18. COMMUNICATION CHANNELS It is important to understand that each communication channels has advantages and disadvantages and each can be an effective means of communication in the appropriate circumstances

19. Channel selection depends on whether the message isroutine or nonroutine. Nonroutine messages typically ambiguous, concern novel events, & impose great potential for misunderstanding, time pressure and surprise. Routine messages convey data or statistics or simply put into words what was agreed upon.

20. FORMAL COMMUNICATION CHANNEL Are those that flow within the chain of command or task responsibility defined by the organization.

21. ORGANIZATIONAL COMMUNICATION Organization wide communications typically flow in three directions: • Downward • Upward • Horizontally

22. Upward • Communication • Problems & exceptions • Suggestions for improvement • Performance report • Grievances & dispute • Financial & accounting • information • Downward Communication • Implementation of goals & • Strategies • Job instructions & rationale • Procedures & practices • Performance feedback • Indoctrination • Horizontal Communication • Intradepartmental problem solving • Interdepartmental coordination • Change initiatives & improvements Coordinate Interpret Influence

23. DOWNWARD COMMUNICATION Refers to the messages and information sent from top management to subordinates in a downward direction

24. DOWNWARD COMMUNICATION It is usually encompasses these five topics: • Implementation of goals and strategiesCommunicating new strategies & goals provides information about specific targets & expected behaviors • Job instructions and rationaleThese are directives on how to do a specific task and how the job relates to other organizational activities. • Procedures and PracticesThese are messages defining the organizations policies, rules, regulations, benefits and structural arrangements.

25. DOWNWARD COMMUNICATION • Performance feedback These messages appraise how well individuals and departments are doing their jobs. • Indoctrination these messages are designed to motivate employees to adopt the company’s mission and cultural values & cultural values & to participate in special ceremonies.

26. DOWNWARD COMMUNICATION The major problem with downward communication is drop off, the distortion or loss of message content

27. UPWARD COMMUNICATION Refers to the messages that flow from the lower to the higher levels in the organization

28. UPWARD COMMUNICATION • Most organization take pains to build in healthy channels for upward communication. • Employees need to criticism, report progress, and provide feedback on management initiatives. • Many organizations make a great effort to facilitate upward communication.

29. UPWARD COMMUNICATION • Mechanisms include • suggestion boxes, • employee surveys, • open-door policies, • management information system reports, • & face to face conversation between workers and executives.

30. Problem & Exceptions These messages describe serious problems with & exceptions to routine performance in order to make senior managers aware of difficulties. Suggestions for Improvement These messages are ideas for improving task related procedures to increase quality or efficiency. UPWARD COMMUNICATION Five types of information communicated upward are the following

31. Performance Report These messages include periodic reports that inform management how individuals & departments are performing. Grievances & Disputes These messages are employee complaints & conflicts that travel up the hierarchy for a hearing & possible resolution. UPWARD COMMUNICATION

32. UPWARD COMMUNICATION • Financial & Accounting Information These messages pertain to costs, accounts receivable, sales volume, anticipated profits, return on investment & other matter of interest to senior managers

33. HORIZONTAL COMMUNICATION • It is the lateral or diagonal exchange of messages among peers or coworkers. It may occur within or across departments. The objective of horizontal communication is to inform, request support and coordinate activities. • It is particularly important in learning organizations, where teams of workers are continuously solving problems & searching for new ways of doing things.

34. Three categories of Horizontal communication: Interdepartmental problem solving These messages take place among members of the same department and concern task accomplishment. Interdepartmental coordination Interdepartmental messages facilitate the accomplishment of joint projects or tasks. Change initiatives & improvements These messages are designed to share information among teams & departments that can help the organization change, grow & improve. HORIZONTAL COMMUNICATION

35. CENTRALIZED NETWORK A team communication structure in which team members communicate through a single individual to solve problems and make solutions DECENTRALIZED NETWORK A team communication structure in which team members freely communicate with one another and arrive at decisions together TEAM COMMUNICATION CHANNELS

36. Slower & less accurate Faster & more accurate Simple task Centralized Complex task Decentralized TEAM COMMUNICATION CHANNELS

37. Centralized communication networks achieved faster solutions for simple problems Members could simply pass relevant information to a central person for a decision Decentralized communication were slower for simple problems Because information was passed among individuals until someone finally put the pieces together and solved the problem TEAM COMMUNICATION CHANNELS

38. The decentralized communication network was faster Because all necessary information was not restricted to one person, a pooling of information through widespread communications provided greater input into the decision The centralized communication made fewer errors on simple problems but more errors on complex ones TEAM COMMUNICATION CHANNELS

39. INFORMAL COMMUNICATION CHANNELS • A communication channels that exists outside • formally authorized channels without regard for the organization’s hierarchy of authority.

40. MANAGEMENT BY WANDERING AROUND • A communication by which the executive interact directly with workers to learnwhat’s going on. • MWBA works for managers at all levels. They mingle and develop positive relationships with employees and learn directly from them about their department, division or organization.

41. communication mechanisms OPEN COMMUNICATION Sharing all types of information Throughout the company, across functional and hierarchical levels • runs counter to the traditional flow of selective conventional hierarchical and departmental boundaries that may be barriers to communication

42. communication mechanisms DIALOGUE A group communication process aimed at creating a culture based on collaboration, fluidity, trust and commitment to shared goals The people gather together to create a stream of shared meaning that enables them to understand each other and share a view of the world

43. communication mechanisms FEEDBACK and LEARNING • Using communication and evaluation to help the organization learn and improve. • It enables managers to determine whether they have been successful or unsuccessful in communicating with others. It also helps them develop subordinates.

44. BARRIERS TO COMMUNICATION • INDIVIDUAL BARRIERS • Interpersonal Barriers problems with emotions and perceptions held by employees. • Selecting The Wrong Channel or Medium For Sending A Communication eg. Emotional problems is better to transmit face to face rather than in writing

45. BARRIERS TO COMMUNICATION • The Semantics which pertains to the meaning of the words and the way they are used • Sending Inconsistent Cues Between Verbal and Non-verbal communications. When one’s facial expression does not reflect one’s words. The voice and body language must be consistent with the words and actions should not contradict words.

46. BARRIERS TO COMMUNICATION • ORGANIZATIONAL BARRIERS Pertains to factors for the organization as a whole • Status and Power Difference– low power people may be reluctant to pass bad news up the hierarchy. Higher power people may not pay attention and may think that low-status people have little to contribute

47. BARRIERS TO COMMUNICATION • Differences Across Departments In Terms of Needs and Goals. Each department perceives problems in its own terms. Eg. The production department is concerned with production efficiency while the marketing department’s goal is customer satisfaction • Absence of Formal Channels Organizations must provide adequate upward, downward and horizontal communication

48. BARRIERS TO COMMUNICATION • The communication flow may not fit the team’s organization’s task If a centralized structure is used for nonroutine tasks, there will not be enough information circulated to solve problems • Poor Coordination Different parts of the organization are working in isolation without knowing and understanding what other parts are doing

49. OVERCOMING COMMUNICATION BARRIERS • Active Listening means asking questions, showing interest and occasionally paraphrasing what the speaker has said to ensure that is interpreting accurately • Individuals Should Select Appropriate Channel For The Message like face to face discussion or telephone

50. OVERCOMING COMMUNICATION BARRIERS • Senders and Receivers should make a special effort to understand each other’s perspective. • Management By Wandering Around– Managers must be willing to get out of the office and check communications with others.