1. The Communication Process
Chapter 3

2. Administrative Office Managers…
Spend more time engaged in communicating than in any other activity.

3. Variables Affecting the Communication Process
Nature of the message
Background of sender
Background of receiver
Relationship between sender
and receiver
Time of day
Unusual circumstances of those communicating

4. Is a process that involves translating the thoughts or information into words, signs, or symbols.
Encoding
Occurs when the receiver interprets the message and gives it meaning from his or her own perspective.
Decoding

5. Communication Flows Horizontally (Laterally) Other Managers Upward
Superiors
Downward
Subordinates

6. Downward Communication
Is used by administrative office managers to
1. Keep their subordinates informed.
2. Give them job-related instructions.
3. Provide subordinates with feedback
regarding their job performance.

7. Factors to Consider in Selecting Appropriate Downward Medium
Permanency of record
If written record required, use written or electronic communication
Immediacy
Oral or electronic
Need for evidence of understanding or feedback
Oral—face to face or telephone
Formality
Written

8. Keep Employees Informed
Small-group meetings
Manuals s
Memorandums

9. Factors That Affect the Success of Downward Communication
1. Appropriateness of communication channel
2. Timing and clarity of the message
3. Attitudes of those involved in the communication
process

10. Other Downward Media Bulletin boards Pamphlets Conferences Interviews
Grapevine
Public Address
Speech
Annual reports
Posters

11. Upward Communication
Is used by employees to convey to their supervisors
their feelings, ideas, aspirations, and attitudes

12. Examples of Upward Communication
Information about one’s job
Work-related problems
Organizational policies and procedures
Suggestions for improving existing practices

13. Variables That Affect the Success of Upward Communication
The nature of the relationship between the subordinate and the manager.
The quality of the subordinate’s presentation of the message.
The extent to which the content of the message is positive or negative.
The timeliness of the message.
The extent to which the substance of the message is useful.

14. Methods Designed to Encourage Upward Communication
Social gatherings
Publications (newsletters)
Meetings
Performance appraisals
Attitude surveys
Suggestion systems
“True” open-door policy

15. Horizontal Communication
Takes place between individuals of equal hierarchical rank and is more informal than either downward or upward communication

16. Functions of Horizontal Communication
It helps employees fulfill their socialization
needs.
It helps employees and departments coordinate their activities with one another.
It helps others better understand individual and departmental responsibilities.
It helps individuals solve their own problems before others have to become involved.

17. The Grapevine Is a type of informal communication
It is often a fast and surprisingly accurate communication process.
Management sometimes uses the grapevine to assess employee reaction to a proposed change.

18. Small-group Communication
Three hierarchical levels of administrative office managers
Highest ranking
Equal rank
Outranked by one or more members

19. Nonverbal Communication
Expressed by
Body
Language
Para-
language
Time
Proxemics

20. Paralanguage Involves
Speaking range
Intrusions
Speaking rate
Pitch
Pauses
Volume

21. Barriers to Effective Communication
Taking things or people for granted.
Incorrect assumptions regarding subordinate interest.
Characteristics of upward, downward, and horizontal communication.
Semantics (word meanings).
Perception of something.

22. Listening….
Is the weakest communication skill of many administrative office managers.

23. Elements of the Listening Process
Internal
Elements
The listener has to be able to hear the message.
The listener has to be able to attach proper meaning to the words in the message.

24. Elements of the Listening Process
Are concerned with the
environment in which
communication occurs.
Contextual
Elements
Are affected by noise, time
constraints, accessibility of
sender and receiver to each other
and to the communication channel being used.

25. Elements of the Listening Process
Relationship
Elements
A cordial relationship
enhances the listening process.

26. Improve Listening Concentrate on what is being said
Avoid doodling while interacting with others
Accept senders for whom they are
Avoid “tuning out” senders
Learn to “listen” to the nonverbal component of a message with your eyes

27. Improve Listening
Keep listening speed consistent with sender’s conversation rate
Seek clarification if necessary
Listen more objectively
Listen as intently to unimportant messages as to important ones
Avoid “listening between the lines”

28. Decision Making
One of the most important responsibilities of administrative office managers.

29. Steps in the Decision-Making Process
Defining and limiting the problem (or situation).
Analyzing the problem (or situation).
Defining criteria to be used in evaluating various solutions.
Gathering the data/information.
Identifying and evaluating possible solutions.
Selecting the best solution.
Implementing the solution.

30. Nominal Grouping Technique
Listing
Recording
Final Voting
Discussing
Voting

31. Sources of Conflict Limited resources that must be shared.
Incompatibility of goals.
Organizational reward systems thought to treat some unfairly.
Changes in the organizational environment.

32. Factors to Consider for Conflict Resolution Strategy
Background of the conflict situation.
Background of those involved in the conflict.
Relationship between conflicting parties.
Benefits to be derived from resolving conflict.

33. Types of Change Confronting Administrative Office Managers
Is proactive
Planned Change
Is a result of careful planning, developing, and implementing
Is forced change
Reactive Change
Is a result of events that make change necessary

34. Steps Involved in Implementing Change
Recognize the need for change.
Plan the change.
Recommend a plan.
Decide about the plan
Implement the plan.

35. THE END