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Communication ir the procesr of rending and receiving meJsaget.

It

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effective only when the meg is underrtood by the receiver

50 the succerJ much depends

on how do u communicate

Communication iJ the function that enable an org to function.

It increaJer the productivity of yourr & your bus org.

Communication is the life blood of an org

. Prryldeparticularinfo
- hiSrligl ( lqe.aL(e r
Bu! mrg uJually dercribe how to etreLlr

do

nh

explain why a procedure war changed

Givefactr ratherthan imprerdon

Bur mrg uie concreie languaee & rpecifrc detaik.

lnfo mun be cleai convincing, accurate & elhical & prcvides hard vidence!

'

Clarify& Condensed lnfo

Bur mre frequently ure tabler, cha(r, photor. diaSramr info -to exp ain a proc$ or to empharize imp info.

to clarify or

condenre

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' State Preche Rerponsibilitiet

8ur mJg are directed io a rpecific audience. Therefore u mu( cLearly rtate what padicuLar audien.e.
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expeded of or what you .an do for that

l PerJuadeotherr
Bur mie frequently perruade Yeri, cunomer!, clientr to purchare a Pdt or rervke or adopl a plan of a.tion To be effective periuasive mrs mun wili benefrt them rpecificaily

ihow reade$

ju{

how a pdt,t evi.e idea

r r )

Quickproblem rolving Strongerdecirlonmaklng lncrearedproductlvity

'Steadlerworkfl@

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Stronger builneJr Relationship Clearer P.omotional materialJ

' Enhanced profe$lonal image , lmp@ed stakeholder rerponre

Communication occurr in many forms.

For ex: you can pick up the phone and can talk to your tupewiJor leave her a voice mail mtg - or dirctly talk - or write an e-mail.

or

Com can be internal or external, formal or informal. spoken or written. Or it can be even a 5imple rmile. Barically communication ir divided into two typet:

Verbal communi.ation with wordr

arranged in a meaningful way

Nonvrbal

communication without word5 - lncludes clues, Eefure. facial expretiion, rpalial relation!hip, attitude

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Everyone in an org needr info from othefi and otherr alro needt

L lntemal Communlcatlon
lnternal Communication referi ro the exchange of rnfo& idear within an org

info from one anothef,

To succeed org the co.
So

mutt rhare info with people both inJide & outside

, ln bur info ii exchangei internally by phone. -mail. fax, inter office-memo

Lt helpi employees to do theirjob! - dev clear senre of the or8 milsion identify & react quickLy to porential prob.

in an org there are variety of formal & informal formr of communication. Like:
lntemal Communication
Formal Communication network

To be effective internal com use5

both informal & formal network:

MdlCMnuhtailan

neM chart tLls the line of

Typica ly rhown in org chart command

authority

chain of

lnformal Communi.ation network

lnfo may travel down. up & acros an org ! iormal hirarchv

A

E*emalCommunlcation
Formal Exlernal Communication lnformal External Communication

grapevine lhat supplement official channel

5

It carier info along the org

unofficial lines of aclivity & power

2. ExterulCommunltlon
This linkJ the org

with outride world of cuiomer- supplieB-competitor!

Carefuliyconnructd letters, reportr, memo9, oral presentations

Cenerally the public relalion team is reip for making thir com

lnbntl Connunbtld new

It ir imp for learning customer need.

of org u r suppore to collect info From outride in ur daily activitieJunconrciousiycollect bit n piecer of iniothat add to the colldive know edge ofyour co
Ae a member

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Communication it rucceriful only when receiver underJtandr the exact mersage intended by the render lf any step be loJt.

it ir blocked by any rort of interferenceJ the metsage will

lnterferences in the communication procer is called the NOISE. Noire can be caured by a variety of COMMUNICATION BARRIERs. There barrierr may be:

l.

Perceptual 6. LanguagedifferenceJ: Perception is individual'r interpretation of the lenrory world around them.

For Ex: Cookie

3. Dirtraction-:
Phyrical dirtraction like bad connection. me!sage.

2. Rertrictive Envipnment:
The communicaiion climate suffers when info ir diitorted. fragmented or blocked by an authoritarian (yle of mgt.
Every link in communication chain is open

torn or illegible copy di(ort

Your receiver may diilracted by uncomfoftable chaiI poor lighting, health prob or orher irriiating conditioni. Emotional distraction can also Bet in the way of your m$age.

to error down the chain. it

Like when you are

50 by the time a meisage travels all the way up or may bear liitle re5emble to the original me$a8e,

upiet, hotrile or fearful

lf a co'r formal com network limits the flow of info com becomet fragmented.
Again when mg6 use a directive or autoaratic leadership style, moves from up to down, not down to up,

4- DeceptlveTacticr:
It meanr manipulating receiver'i blockr communicarion and ultimately leadi to failure

info

Example: exaggeratinE the me$age. quote inaccurate neEative info.

*ati(ict or hiding

5. lnfo Overload:

Number of documentr we receive, mailr, we ulually overload with mettages.

fax - it

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very obviouJ that

The impodant me(rage may be lo!( with unimp one.

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6uideline l: Adopt an AudlencecnteEd Appech

Meanr keeping your audience in mind at
aLl time5

whn u com

Guideline

2:

Forter an Open Communi@tion

Ihe org'i com climate ii the reflection of ib corporate culture

Encourage empioyee contributionr by making rure that com flow freely down, up, acros encourage hone5ty

Guideline

3: Modifythe numberof
linki -lerser the block! Facilltate Feedback

organizational

lsd

Reduce the number of levek in org Fewer rhe

(ructure

Guideline

4:

6ive your audience a chance to provide feedback

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\'{euring is in the nrirrd, arxl no hvo minds are alike Thc symbols lbr conmluricating arc imperlcct, md so are the our best communication cflbrt

3. Communicationis aboutinfo and relationships

Corrrnrurication irrlb is rrot the only goal> l)ay attcntiolr to relatiouship bnildirrg as ncll. Ways ro build goodwill behvccn 1ou urd yotr audicncc: Corutcsy, sinccdty, cthics,

"

4.

The importance of adaptation

Fitting cvcry {acets ol corrunurication sohtions to dre intended recipient,

wilrt to say, decidinlg Str'ilegJ lo success: figruing out $'hat dre heil1 ofyotr on each rvorcl, putting the recipienl at'ou comnurication

",1

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tirirril { n$!'ir${:it'e Fri{:

? Focus

bn{ !:

on particular behavior

Keep feedback impersonal u Use "1" statement r Keep feedback goal oriented

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Make feedback goal oriented Make feedback well timed Ensure understanding Direct negative feedback toward behavior that is controlled by the recipient.

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, Don't blame anyone for Do prepare for trouble ' ahead of time by identifying anything . Don't speculate in public potential problems , Do get top mgt involved as ' Don't refuse to answer questions soon as the crisis hits. , Do set up a news center for ' Don't release information company representatives that will violate anyone's right to privacy' and ihe media, equipped use the crisis to pitch with phones, computers ' Don't products or seruices' t Do tell the story - openly ' Don't play favorites with completely and honestly - f t"dia representatives your fault apologiz. z Do demonstrate the co's concern by your statements and your actions