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EM - Prefi 1
| Question | Answer |
|---|---|
| Communication | process of sharing information through symbols, including words and message; |
| Morris Philip Wolf and Shirley Kuiper | they defined communication as "a process of sharing information through symbols, including words, and messages." |
| Information function, Motivation function. Control function and Emotive function | four functions of communication |
| Information function | information provided through communication may be used for decision-making at various work levels in the organization. |
| Motivation function | communication is oftentimes used as a means to motivate employees to commit themselves to the organization's objectives. |
| Control function | when properly communicated, reports, policies, and plans define roles and clarify duties, authorities and responsibilities. Effective control is, then, faciliated |
| Emotive function | when feelings are repressed in the organization, employees are affected by anxiety, which in turn, affects performance. |
| Communication process | consists of eight steps |
| Develop an idea | the most iportant step in effective communication. It is important that the idea to be conveyed must be useful or of some value. |
| Encode | the next step is to encode the ideas into words, illustrations, figures, or other symbols suitable for transmission. This method of transmission should be determined in advance so that the idea may be encoded to conform with the specific requirements of t |
| Transmit | after encoding, the message is now ready for transmission through the use of an appropriate communication channel. |
| Proper transmission | is very important so the message sent will reach and hold the attention of the receiver. To achieve this, the communication channel must be free of barriers or interference. |
| Receive | the next step in the communication process is the actual receiving of the message by the intended receiver. |
| (1) the accuracy of the message (2) whether or not the sender has the authority to send the message and/or require action (3) the behavior implications for the receiver | 3 factors that will affect the acceptance or rejection of a message. |
| Use | the next step is for the receiver to use the information. If the message provides information of importance to a relevant activity, then the receiver could store it and retrieve it when required. |
| Provide feedback | the last step in the communication process is for the receiver to provide feedback to the sender. Depending on the perception of the receiver, however, this important step may not be made. |
| Decode | the next step, decoding, means translating the message from the sender into a form that will have meaning to the recipient. |
| Decoding | translating the mess |
| Verbal Communications | are those transmitted through hearing or sight. These modes of transmission categorizes verbal communication into two classes: oral and written. |
| Oral communication | mostly involves hearing the words of the sender, although sometimes, opportunities are provided for seeing the sender's body movements, facial expression, gestures, and eye contact. Sometimes, feeling, smelling, tasing, and touching are involved. |
| Written communication | where the sender seeks to communicate through the written word. The written communication is, sometimes, preferred over the oral communication because of the time and cost constraints. When a sender, for instance, cannot meet personally the receiver due t |
| Nonverbal communication | is a means of conveying message through body language, as well as the use of time, space, touch, clothing, appearance, and aesthetic elements. |
| Body language | consists of gestures, bodily movement, posture, facial expression, and mannerisms of all kinds. |
| Personal barriers | are hindrances to effective communication arising from a communicator's characteristic as a person, such as emotions, values, poor listening habits, sex, age, race, socioeconomic status, religion, education, etc.. |
| Semantic barrier | may be defined as an "interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as transmitted." |
| Semantics | the study of meaning as expressed in symbols. Words, pictures, or actions are symbols that suggest certain meanings. |
| Use feedback to facilitate understanding and increase the potential for appropriate action, Repeat the messages in order to provide assurance that they are properly received, Use multiplle channels so that the accuracy of the information may be enhanced, | |
| Downward communication | refers to the message that flows from the higher levels of authority to lower levels. |
| To give instructions, to provide information about policies and procedure, to give feedback about performance, to indoctrinate or motivate | 4 purposes of downward communication |
| Letters, meetings, telephones, manuals, handbooks, newsletter | techniques used in downward communication. |
| Upward communication | refers to the messages from person in lower level positions to higher level positions |
| Work progress, problems encountered, suggestions for improvement, Personal feelings about work or non-work activities | Message sent in upward communication is usually about these 4 |
| Formal Grievance Procedure | Holley and Jennings define grievance as "any employee's concern over a perceived violation of the labor agreement that is submitted to the grievance procedure for eventual resolution." |
| Employee attitude and Opinion Surveys | finding out what the employeyes think about the company is very important. The exercise, however, requires expertise and the company may not be prepared to do it. |
| Suggestion systems | suggestions from employees are important sources of cost-saving and production enhancing ideas. |
| Open-Door policy | even on a limited basis, provides the management with an opportunity to act on difficulties before they become full-blown problems |
| Informal Gripe Sessions | can be used positively if management knows how to handle them. When employees feel free to talk and they are assured of not being penalized for doing so, then the management will be spared with lots of efforts determining the real causes of problems in th |
| Task forces | when a specific problem or issue arises, a task force may be created and assigned to deal with the problem or issue. |
| Exit interviews | when employees leave an organization for any reason, it is the advantage of management to know the real reason. |
| Horizontal communication | refers to the mesage sent to individuals or group from another of the same organizational level or position |
| To coordinate activities between departments, to persuade other at the same level of organization, to pass on information about activities or feelings | 3 purposes of horizontal communication |
| Memos, Meetings, Telephone, Picnics, Dinner, Other social affairs | techniques used in horizontal communication |
| Management Information System | is defined by Boone and Kurtz as "an organized method of providing past, present, and projeted information on internal operations and extrenal intelligence for use in decision making." |
| Management Information System | the system allows managers of the different departments within the firm to communicate with each other. |
| Wheelen and Hunger | they enumerated the purposes of MIS |
| To provide a basis for the analysis of early warning signals that can originate both externally and internally, To automate routine clerical operations like pay-roll and inventory reports, To assist managers in making routine decisions, To provide the inf | 4 purposes of MIS |
| Accept | the next step for the receiver is to accept or reject the message. |
| Develop an idea, encode, transmit, receive, decode, accept, use, provide feedback | the communication process in order |
| Physical barriers | refer to interferences to effective communication occurring in the environment |
| grievance | any employee's concern over a perceived violation of the labor agreement that is submitted to the grievance procedure for eventual resolution. |
| Holley and Jennings | they defined grievance |
| Boone and Kurtz | they defined MIS as an organized method of providing past, present, and projeted information on internal operations and extrenal intelligence for use in decision making. |
| Handbooks | provides more specific information about the duties and priveleges of the individual worker |
| Manuals | useful sources of information regarding company policy, procedures and priveleges of individual workers. |
| Letters | are appropriate when directives are complex and precise actions are required. |
| Newsletters | provide a mixture of personal, social, and work related information. |
| Communication flows | are either upward, downward, or horizontal |
| Management information systems | useful means of communication |
Created by:
romulols