1. Business Communication Communication Concepts

2. Communication Process Model Communication process model breaks down communication into parts Receiver/ Sender Sender/ Receiver Message Feedback Encodes Decodes Encodes Decodes Shannon-Weaver Model

4. Communication Process Model Sender: originates a communication message Receiver: destination of the communication Encoding: sender changes thoughts into symbols Decoding: receiver assigns meaning to symbols

5. Communication Process Model Message: idea, thought, feeling or opinion to be communicated (clear or unclear) Channel: medium through which the message travels from sender to receiver Feedback: receiver’s response to the message/indicates the message is seen, heard and understood

6. Communication Process Model 1. Sender (Encoder) Initiates the communication If both good and bad news will be given, the good news should be given first If both a simple and a complex message will be given, the simple one should be given first

7. Communication Process Model 2. Message Verbal (part of the message that is heard) and nonverbal (body language and the surrounding environment)

8. Communication Process Model 3. Channel Means used to convey the message – Oral communication channels – Written communication channels

9. Communication Process / Channel Types of channels within an organisation a. Downward Channels: passing information from superior to subordinate to; give job instructions bring about understanding of the job provide information about procedures provide feedback about performances of subordinates LOSS OF INFORMATION

10. Loss of information between 6 hierarchical levels LevelPercentage of information received Board Vice presidents63 General supervisors56 Plant managers40 General foremen30 Workers20

11. Communication Process / Channel b. Upward Channels: provides subordinates to convey information to their superiors to; gain feedback and learn about problems that affect efficiency, evaluate employee attitudes and perceptions SUBORDINATES FEEL THEIR SUPERIORS ARE NOT THAT OPEN AND ENCOURAGING

12. Communication Process / Channel c. Lateral Channels: conveying information between individuals and units on the same hierarchical level for; the coordination of tasks sharing of information, problem solving conflict resolution This type of communication is persuasive and suggestive rather than directive or authoritative

13. Communication Process / Channel d. Informal Channels: grapevine Single-strand: Each person recieves information from one person and passes it on to one more Gossip: one individual passes the news to all others message message message A BCD

14. Communication Process / Channel d. Informal Channels: Probability: Information is passed on randomly Cluster: Channel members selectively choose their informal communication links COMMUNICATION BARRIERS IF THEY CARRY RUMOR, GOSSIP, INACCURATE INFORMATION

15. Communication Principles Communication occurs within a context (when, where, why and with whom) – Chronological context: time a which communication occurs – Physical context: location or setting of your communication

16. Communication Principles – Functional context: purpose of the communication Practical: job, apartment, health and safety Social: establish connections, building ties Decision-making: how to dress for the weather, where to live – Relational context: person(s) with whom you communicate and your relationship – Cultural context: race, ethnicity, gender, age, sexual preference, disabilities, etc.

17. Barriers to Communication / Problems caused by the sender The amount of information the individual has about the subject of the message Not much information Too much knowledge Indecission regarding how to present the information Lack of familiarity with the audience Lack of experience in speaking or writing

18. Barriers to Communication / Problems in reception The surrounding environment Receiver’s physical condition Receiver’s failure to pay attention to the message – Simultaneous receipt of two or more messages – Receiver is bored

19. Barriers to Communication / Problems in receiver comprehension Receiver may not understand some of the words used Personal interests Emotional responses

20. Business Communication Perception

21. A Perception Model Selective attention Selective attention Selective attention Selective attention – We are bombarded by so many messages – Impossible to pay attention to them all – You make decisions to pay attention to some more than others – We pay attention to message that are: Thrust at us (ex. Loud noises, dazzling colors, pungent smells)dazzling colors Interesting to us Related to us specifically (ex. Name) Related to us specifically

22. Perception Check Describe the behaviour you have noticed Name at least two interpretations of the other’s behaviour Request for clarification about how to interpret behaviour

23. Business Communication Effective Listening

24. Process of Listening SignalAttending Interpreting EvaluatingResponding Remembering

25. Introduction WRONG!!! Listening is easy Listening comes naturally Hearing and listening are the same

26. Listening Response Modes Directing / Judgemental Advising / Solving / Evaluating Interpreting Supportive / Smoothing Questioning / Probing Empathic / active

27. Listening Response Modes Judging: Values as good or bad, right or wrong. Passes judgement (that was stupid, only a fool would..) Advising, solving: Shares solution, offers advice (why don’t you, if i were you..)

28. Listening Response Modes Interpreting: Explains reasons for feelings or behaviours. Teach the sender about the cause of his/her concern. Explain why stg happens or states a cause for action and feelings by adding information not stated in the original problem. (you may feel that way because, she probably did that because,)

29. Listening Response Modes Supporting: Reassures, pacifies. Reduces intensity of feelings. Can be false or genuine (everybody has bad days. No you didn’t gain weight. I’m sure things will be better..) Questioning: Gains more information, clarifies meaning. Selects open or closed. (when did that happen, what did you do then?)

30. Listening Response Modes Paraphrasing: Summarizes, restates or reflects. Restating in your own words what you think the speaker meant( “So what you are saying is…” “You mean you’re feeling…)

31. Using Response Styles 80% of your feedback will use 1 of 5 styles Advising / Solving / Evaluating – Doesn’t help unless sender asks for advice Interpreting – Works best when your intention is to offer insight into the problem’s causes Supporting – Works best when the sender has determined the problem and needs encouragement

32. Business Communication Nonverbal Communication

33. Proxemics – the study of the use of space to communicate Personal space – Intimate – 0 to 18 inches – Personal – 18 inches to 4 feet – Social – 4 to 12 feet – Public – 12 feet and beyond

34. Proxemics:Teritories and Zones

35. Business Communication Conflict Resolution

36. Conflict Management Styles Avoiders – See conflict as hopeless and useless – Are impersonal or distant – Remove self mentally or physically – Lack commitment to finding solutions (time, energy, confidence or skills) – Be an Avoider: to buy time, to defuse strong emotions, if the conflict isn’t worth it

37. Conflict Management Styles Accommodators – Believe conflict is destructive – Overvalue maintaining relationships – Undervalue own needs – Don’t make waves – Want peace at any price – Be an Accommodator: when the issue isn’t that important to you or when conceding is easier

38. Conflict Management Styles Forcers – Believe winning is the only thing – Love challenge and achievement – Express anger when others don’t agree – Are willing to sacrifice others who don’t agree – Typically use emotional appeals, strong deliveries and persistence – Be a Forcer: when decisions have to be made quickly, crisis

39. Conflict Management Styles Compromisers – Believe half is better than none – Want each side to gain something – Use voting or bargaining to decide – Avoid the real issues – Typically use maneuvering, negotiating and trading – Be a Compromiser: disagreement isn’t vital

40. Conflict Management Styles Collaborators – Believe both parties can meet their needs – See conflict as a natural way to meet needs – Want to hear the needs of others – View the other as equal in conflict – Be a Collaborator: when there is time, if both parties are willing to work together

41. Business Communication Emotional Intelligence

42. IQ vs EQ IQEQ Gets you through schoolGets you through life Comes by genes, can not be developed Can be developed MeasurableHard to measure Wonders ‘what’Wonders ‘how & why’ Appeals to reasonAppeals to emotions

43. Components of EQ Self- Self-awareness: recognizing a feeling as it happens, knowing your strengths & weaknesses Self- regulation: Handling your emotions rather than letting the emotions handle you. Motivation: Channeling emotions to reach a goal; better when comes from inner self; don’t stop when faced with setbacks and frustrations.

44. Abilities involved in EQ con’t.. Empathy: Sensitivity to others’ feelings and concerns and taking their perspective; compassion; appreciating the differences in how people feel about things. Social Skills: Ability to accurately read social situations and interact smoothly with others.