1. ORGANISATIONAL COMMUNICATION Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar Falkne.dr.BanoKlara@kkfk.bgf.hu falk.cs@t-online.hu

2. Communication – definition COMMUNICATION CONSISTS OF ALL THE PROCESSES BY WHICH INFORMATION IS TRANSMITTED AND RECEIVED.

3. A general model of the communication process: (based on Shannon and Weaver’s model)

4. The importance of communications for the organisation Communication is the lifeblood of the enterprise which coordinates all the activities of the organisation. The form of communication, or whether communication takes place at all, can considerably effect the attitudes of the employees and the degree to which they understand and support management policies.

5. Types of Communication Systems FORMAL systems – arranged or approved by management INFORMAL systems – unofficial and unplanned methods ONE WAY – sender makes no provision for reaction from the receiver; fast, preserves management authority. TWO WAY – response from the receiver is provided for and encouraged; much slower, indicates a more participative approach to decision making and leadership style.

6. Types of Communication VERBAL - dominates formal communications NON VERBAL – important in informal communications (Body Language) Facial expression Gestures What is not said Who is present or who is not invited to a meeting

7. Direction of Communication

8. Barriers to Effective Communication Distortion of messages Communication overload Transmitting messages unsuitable for the audience Using vague or meaningless words Inability to listen Communication involves active listening. Many managers make good talkers but poor listeners. It takes as much concentration (if not more) to listen as to talk.

9. Barriers to Effective Communication Perceptions of the sender/receiver In communicating we internally encode or decode messages by our past experience of the other person. (halo-horns effect)

10. A simple message can prompt wrong feelings in the receiver

11. Communication methods FORMAL METHODS Written instructions and announcements – one way, downwards, permanent Broadcast messages over P.A. systems – one way, downwards, not permanent Large meetings addressed by senior managers – mostly one way, downwards, not permanent – unless followed by written confirmation

12. Communication methods FORMAL METHODS Interdepartmental and team meetings – encouraging two way and lateral communication; need written follow up to become permanent Interviews – provide a review of performance e.g. appraisal Joint committees of management and employee representatives – two way, up- and downwards, lateral, followed by minutes, therefore permanent, e.g. appeals against dismissal

13. Communication methods FORMAL METHODS Suggestion schemes – mainly one way upwards, permanent Employee attitude surveys – mainly two way, permanent New technologies

14. Communication methods INFORMAL METHODS at all levels in the organisation Casual conversations Private networks ‘Subversive ‘ material/information Secret signs and gestures Rumours – the Grape-vine

15. Main types of communication networks

16. Comparing the performance of centralized and decentralized communication networks

17. The process of communication