Unit2. Chapter 13. Communication Flashcards
1
Q
Effective communication
A
the exchange of information between people or groups, with feedback
2
Q
Key features of effective communication
A
- Sender (or transmitter) of the message
- Clear message
- Appropriate medium
- Receiver
- Feedback to confirm receipt and understanding
3
Q
Situations in which communication is essential
A
- Staff motivation, thus labour productivity. Workers feel out of touch and isolated if there is poor communication.
- The number and quality of ideas generated by the staff - if staff are asked for their ideas, then this can assist with problem solving
- Speed of decision making - slower as more ppl have to receive and react to a message
- Speed of response to market changes - if changes in consumers’ decisions take a long time to be communicated to the decision makers at the head of an organisation, then the business will be slow to respond with appropriate products.
- Reduces the risk of errors, internal conflict
- Effective coordination between departments
4
Q
Communication media
A
the methods used to communicate a message
5
Q
Information overload
A
so much information and so many messages are received that the most important ones cannot be easily identified and quickly acted on
6
Q
Methods of communication
A
- oral
- written
- electronic media
- visual communication
7
Q
Oral communication
A
- one-to-one conversations, interviews, appraisal sessions, group meetings or team briefings.
- allow 2-way communication and feedback -> good motivation
- body language have a negative impact: sender appears bored, uninterested or agressive.
1. Strengths: - Direct
- Can be varied to suit needs of receiver
- Easy to understand
- Can be questioned quickly
2. Weaknesses - need to listen carefully
- affected by noise
- passive
- no permanent accurate record
- can be quickly forgotten
8
Q
Written communication
A
- use letters, memos, notices on boards, reports, minutes of meetings and diagrams.
- accurate record
- allow for transmission of detailed data
- do not allow immediate feedback: no evidence that the message has been received or understood
1. Strengths - recorded - permanent
- more structured
- easy to distribute
- cannot be varied
- can be referred to again
2. Weaknesses - often difficult to read
- message identical to each receiver
- no body language
- feedback slower
- no immediate response
- may be misinterpreted
- costly and time consuming
9
Q
Visual communication
A
- accompany and support oral, written or electronic communication
- diagrams, pictures, charts and pages of computer images
- impact increase if movement and colour are used
- useful for training or in marketing
1. Strengths - more interactive
- demands attention
- often easier to remember
- creates greater interest
2. Weaknesses - needs close attention
- sometimes too fast
- not always clear
- interpretations by receivers can vary
10
Q
Electronic media
A
- internet, email, intranets, fax messages, video conferencing and mobile telephones
- require staff to be trained
- reduce social contact and can create a sense of isolation
- security issues - virus
- information overload as a result of speed and low usage cost of methods
1. Strengths - great speed
- interactive
- creates interest
- encourages response
- ignores boundaries
- good image for external communication
2. Weaknesses - cannot always be received
- relies on receiver
- expensive in hardware
- risk of communication overload
- can be intercepted
- diminishes personal contact
11
Q
Factors influencing choice of appropriate media
A
- Importance of a written record that the message has been sent and received
- Advantages to be gained from staff input or two-way communication
- Cost
- Speed
- Quantity of data to be communicated
- More than one method should be used for clarity
e. g. quick telephone call followed up by an official letter - Size and geographical spread of the business
12
Q
Communication barriers
A
- reasons why communication fails
- factor that prevents a message being received or correctly understood.
1. Failure in one of the stages of the communication process
2. Poor attitudes (sender/ receiver)
3. Physical reasons
13
Q
- Failure in one of the stages of the communication process
A
- Medium chosen might be inappropriate
- Receiver forgot
- Misleading or an incomplete message
- The excessive use of technical language or jargon
- Too much information
- The channel of communication is too long
14
Q
Channel of communication
A
The route through which a message is communicated from sender to receiver.
- Tall hierarchical organisations: messages will be slow to reach their intended receiver, may become distorted or change their meaning
15
Q
- Poor attitudes of either the sender or the receiver
A
- Sender is not trusted (because of previous misleading messages or unpopular decisions)
- Unmotivated or alienated workers make poor receivers.
- Intermediaries - those on the communication channel may decide not to pass on a message, or to change it, if they are poorly motivated.
- The sender may have such a poor opinion or perception of the receiver -> no effort is made to ensure clarity
16
Q
- Physical reasons
A
- Poor quality of the external environment (e.g. noisy factories)
- Geographical distance
17
Q
Reducing communication barriers
A
- Ensure message is clear and precise, but adequately detailed.
- Keep the communication channel as short as possible
- make sure that channels of communication are clear to all involved.
- Build in feedback to the communication process so that problems with receipt or understanding of the mess can be checked quickly
- Establish trust between senders and receivers
- Ensure that physical conditions are appropriate for messages to be heard or received in other ways.
18
Q
Formal communication networks
A
the official communication channels and routes used within an organisation
19
Q
- The chain network
A
- used in hierarchical structure (e.g. police, army, civil service)
- person at the top starts off the communication message, passed on to the next person on the lower level
- designed for authoritarian leaders.
- doesn’t encourage two-way communication or horizontal communication.
- individuals at the end of the chain can feel isolated and demotivated.
- give leader control and allows an overview.
20
Q
- The vertical network
A
- The boss communicates with subordinates directly but individually.
- no group network
- used in a small department, narrow span of control
21
Q
- The wheel network
A
- Leader is at the centre
- 2-way communication between the leader and each of the other parts of the wheel, but horizontal communication is poor.
- Leader in control, can limit formal contact between the others.
E.g. Regional manager communicating to branch/ site managers
22
Q
- The circle
A
- Each person/ department can communicate with only two others
- No obvious leader, decentralised network -> difficult to agree a new strategy between ppl
- Slow rate of communication
- Don’t allow the receiver to question the message.
23
Q
- The integrated or connected network
A
- Allows full 2-way communication between any one group member - or with all of them.
- Team meeting/ brainstorming sessions.
- Allows a participative style of decision making.
- Assist in solving complex probs.
24
Q
One-way communication
A
- Don’t allow for or encourage feedback from the receiver of the message.
- Two-way communication: vice versa
25
Q
Link between staff motivation and effective communication
A
- Motivation -> effective communication
Well-motivated staff -> listen and respond positively to messages -> better and more accurate communication - Effective communication -> motivation
Effective communication -> staff are more likely to feel involved, receive constant feedback -> short communication channels -> better motivated staff.
26
Q
Horizontal communication
A
- Main direction of communication in formal hierarchies.
- Occurs between ppl who have same status but different areas of responsibility.
- meeting about coordinating policy, when most line managers are concerned with their day-to-day responsibilities.
27
Q
Common problems of horizontal communication:
A
- Different departments may not understand the culture, ways of working, objectives, problems or technical language of the others.
- The outlook and objectives of different departments could conflict.
28
Q
Informal communication
A
unofficial channels of communication that exist between informal groups within an organisation.
29
Q
Reasons to reduce informal communication:
A
- wastes valuable working time
- spreads gossip and rumours and these can be unsettling and lead to feelings of insecurity
- result in informal groups banding together to resist management decisions - even though they may not have been officially communicated yet.
30
Q
Reasons that informal communication serves useful purpose
A
- help create important feelings of belonging and social cohesion
- management can use the grapevine to ‘test out’new ideas and see what the unofficial reaction might be.
- help to clarify official messages by talking them over with friends
