Communi

communication
• “Transfer of information from one to another and

understanding the life bread of the organization”
• “Identifiable flow of information through
interrelated stages for the purpose of
accomplishing a specific object”
• “Communication is any form of human expression
– written, verbal, or even body language.”
(Davis,1994)
Impact of Communication
Most nonverbal communication is unconscious or subconscious
• Messages transmitted human actions and

behaviors rather than through words
• Occurs mostly face-to-face
• Verbal Impact = 7 %
• Vocal Impact = 38 %
• Facial Impact = 55 %
2
The Communication Process
– Communication consists of two phases:
1. Transmission phase: information is shared by 2 or
more people.
2. Feedback phase: a common understanding is assured.
– Starts with the Sender who wants to share
information.
• Sender must decide on a message to share
• Sender also puts the message into symbols or language,
a process called encoding.
Noise: anything harming the communication process.
Transmission Phase
Message Encoding Medium Decoding
NOISE Receiver
Sender NOISE
(now sender)
Decoding Medium Encoding Message
Feedback Phase
– Messages are transmitted over a medium to a
receiver.
• Medium: pathway the message is transmitted on (phone,
letter).
• Receiver: person getting the message.
– Receiver next decodes the message.
• Decoding allows the receiver to understand the message.
• This is a critical point, can lead to misunderstanding.
– Feedback is started by receiver and states that the
message is understood or that it must be re-sent.
Barriers
• Semantic
– Symbols with different meaning
– Badly expressed message
– Faulty translation
– Specialist language
• Psychological
– Premature evaluation
– In a tension
– Poor retention
– Undue reliance
– Failure to communicate
– Distrust communication
• Organizational
– Policies
– Rules and regulations
– Facilities: meetings and references
– Status relationship
– Complexity in organization
• Personal
– Barriers in supervisors
• Fear of threat
– Barriers in subordinates
• physical
Steps to effective communication
• Credibility
• Empathy
• Two way communication
• Supporting words with action
• Good listening
• Feed back
• Regular seminars
• Simple language
Communication Networks
Formal: deliberately created, officially prescribed flow of
information from one person to another in an organization.
Networks show information flows in an organization.
• Wheel Network: information flow from one central member.
• Chain Network: members communicate with people next to
them in sequence.
– Wheel and Chain networks provide for little interaction.
• Circle Network: members communicate with others close to
them in terms of expertise, office location, etc.

• All-Channel Network/free flow network: found in teams,
with high levels of communications between each member

and all others.
Communication Networks in Groups & Teams
Wheel Network
Chain Network
All Channel Network

Circle Network
Informal communication
• Single strand
• Gossip
• Probability
• cluster
Two Grapevine Chains
Organizational Communications Network
Formal
Communication
Informal
Communication
Downward Communication
Most familiar and obvious flow of formal communication
• Messages sent from top management down to subordinates...

• 1. Implementation of goals and strategies
2. Job instructions and rationale
3. Procedures and practices
4. Performance feedback
• Drop Off
– Distortion
– Loss of message content
• Dealing with Drop Off
– Use right communication channel
– Consistency between verbal and nonverbal messages
– Active listening
Upward Communication
• Messages transmitted from the lower to the higher levels in the

organization’s hierarchy
1. Problems and exceptions
2. Suggestions for improvement
3. Performance reports
4. Grievances and disputes
5. Financial and accounting information
• Many organizations make a great effort to facilitate upward
communication
• Despite these efforts, barriers to accurate upward communication exist
– Managers may resist hearing about employee problems
– Employees may not trust managers sufficiently to push information upward
Horizontal Communications
Inform and request support as well as coordinate activities
• Lateral or diagonal exchange of messages

among peers or coworkers
• Horizontal communications categories
1. Intradepartmental problem solving
2. Interdepartmental coordination
3. Change initiatives and improvement
Particularly important in learning organizations
TA
• It is a process of analyzing social
transactions
• It can be understood as a process of
analyzing and understanding interpersonal
behavior
• Developed by Eric Bene
• Popularized by Harris & Jongeward
Levels
• Ego state
• Transactional state
• Life positions
Ego state
• Behavioral pattern or psychological position
• Parent
– Nurturing
– critical
• Adult
– Logical and rational
– Equal and worthy
• Child
– Playful and dependent
– Natural
– Adaptive
– rebellious
Transaction state
• It is a process of analyzing and understanding
interpersonal behavior
• Types
• Complementary
– Similar ego states
– Stimulus and response
• Non complementary
– Not parallel
• Ulterior
– Complex
– Person might be in two ego states
Life positions
• How you view yourself
• How you view others
• Types
• I am ok you are ok: rationally chosen life position
• I am ok you are not ok: distrustful position
• I am not ok you are ok: commanding life position
• I am not ok you are not ok: desperate life position

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communication

• “Transfer of information from one to another and

• Messages transmitted human actions and

Message Encoding Medium Decoding

Decoding Medium Encoding Message

• Chain Network: members communicate with people next to

them in terms of expertise, office location, etc.

with high levels of communications between each member

All Channel Network

• Messages sent from top management down to subordinates...

• Messages transmitted from the lower to the higher levels in the

• Lateral or diagonal exchange of messages

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