Transcript PRESENTATION ON DECISION MAKING

SECRETARIAT TRAINING INSTITUTE
COMMUNICATION
SKILLS
SYED ANWAR-UL-HASAN BOKHARI
DEPUTY CONSULTANT, NRB
NOVEMBER 29, 2004
INTRODUCTION TO
COMMUNICATION
KEY TO SUCCESS

WHAT YOU SAY

HOW YOU SAY
“WORDS ARE THE MOST POWERFUL
DRUG USED BY MANKIND”.
(RUDYARD KIPLING)
“TO LISTEN CLOSELY AND REPLY
WELL IS THE HIGHEST PERFECTION
WE ARE ABLE TO ATTAIN IN THE ART
OF CONVERSATION”.
“LA ROCHEFOUCAULD”
CONVERSATION SKILLS






WHEN TO SPEAK AND WHEN TO LISTEN
HOW TO MOVE A CONVERSATION FROM THE
PAST TO THE PRESENT AND TO THE FUTURE
WHY CONVERSATIONAL LINKING IS
NECESSARY
HOW TO DISTINGUISH BETWEEN PARALLEL
AND SEQUENTIAL CONVERSATION
HOW TO RAISE ENERGY LEVELS IN
DISCUSSIONS
HOW TO MOVE BETWEEN PROBLEM-CENTRED
CONVERSATION AND SOLUTION-CENTRED
CONVERSATION
WHAT IS AN ORGANIZATION?



“A GROUP OF PEOPLE ASSOCIATED FOR
BUSINESS, POLITICAL, PROFESSIONAL,
RELIGIOUS, ATHLETIC, SOCIAL, OR OTHER
PURPOSES”.
ITS ACTIVITIES REQUIRE HUMAN BEING
TO INTERACT, REACT – COMMUNICATE.
ORGANIZATIONS FACILITATE TO EXCHANGE
INFORMATION, IDEAS, PLANS, ORDER NEEDED
SUPPLIES, MAKE DECISIONS, RULES, PROPOSALS,
CONTRACTS, AGREEMENTS ETC.
ORGANIZATIONAL COMMUNICATION

VIRTUALLY EVERY MANAGEMENT FUNCTION AND
ACTIVITY E.G. PLANNING, CONTROLLING,
DECISION MAKING, LEADERSHIP AND STAFFING,
CAN BE CONSIDERED COMMUNICATION.

ORG. PERFORMANCE CORRELATES DIRECTLY
WITH THE QUALITY OF MANAGERIAL
COMMUNICATION.

AN AVERAGE MANAGER SPENDS MORE TIME IN
COMMUNICATING THAN DOING ANYTHING ELSE.
WHAT IS COMMUNICATION ?

“COMMUNICATION IS THE PROCESS OF
TRANSMITTING INFORMATION FROM
ONE PERSON TO ANOTHER”.

“THE TRANSFER OF INFORMATION AND
UNDERSTANDING FROM ONE PERSON
TO ANOTHER PERSON”.
(Keith Davis)
CONTED



COMMUNICATION IS A SOCIAL
PROCESS.
COMMUNICATION IS LIKE
CHAIN PROCESS, MADE UP OF
IDENTIFIABLE LINKS.
“A PROCESS OF TRANSMITTING
AND RECEIVING VERBAL AND
NON-VERBAL MESSAGES THAT
PRODUCE A RESPONSE”
(MURPHY AND HILDEBRANDT)

“COMMUNICATION REFERS TO THE
ACT, BY ONE OR MORE PERSONS,
OF
SENDING
AND
RECEIVING
MESSAGES THAT ARE DISTORTED
BY
NOISE,
OCCUR
WITHIN
A
CONTEXT, HAVE SOME EFFECT, AND
PROVIDE SOME OPPORTUNITY FOR
FEEDBACK”
(JOSEPH A. DEVITO)
COMMUNICATION IS REPRESENTED BY:
10% WORDS – WHAT WE SAY
30% SOUNDS – TONE
60% BODY LANGUAGE – HOW WE SAY IT
WHY TO COMMUNICATE?

COMMUNICATION SATISFACTION
COORELATES WITH JOB SATISFACTION
AND JOB PERFORMANCE.

COMMITMENT CORRELATES WITH JOB
SATISFACTION AND PERCEPTIONS OF
GOOD ORGANIZATIONAL CLIMATE.
EFFECTIVE COMMUNICATION

EFFECTIVE COMMUNICATION OCCURS WHEN
THE MESSAGE RECEIVED IS AS CLOSE AS
POSSIBLE AS THE MESSAGE INTENDED TO
BE SENT – MUTUAL UNDERSTANDING.

COMMUNICATION IS EFFECTIVE ONLY IF
PEOPLE:
-
UNDERSTAND EACH OTHER
-
STIMULATE OTHERS TO TAKE ACTION
-
ENCOURAGE OTHERS TO THINK IN NEW
WAYS.
SEVEN “C’s” OF COMMUNICATION

COMPLETENESS – CONTAINS ALL
FACTS THE READER OR LISTENER
NEEDS FOR DESIRED ACTION.

CONCISENESS

CONSIDERATION

CONCRETENESS

CLARITY

COURTESY

CORRECTNESS
ORGANISATIONAL BENEFITS OF
EFFECTIVE COMMUNICATIONS
–
INCREASE PRODUCTIVITY
–
ANTICIPATE PROBLEMS
–
MAKE DECISIONS
–
COORDINATE WORKFLOW
–
SUPERVISE OTHERS
–
DEVELOP RELATIONSHIPS
–
BETTER UNDERSTANDING IN THE
WORKPLACE IN GENERAL
COMMUNICATION TODAY




SIGNIFICANT SOURCE IN MANAGING AND
LEADING ORGANIZATIONS.
OPPORTUNITY TO INVOLVE AND MOTIVATE
PEOPLE TO COMMON GOALS.
OPPORTUNITY TO COOPERATION WITH
STAKEHOLDERS.
CHALLENGE TO CONFIRM THE STATUS IN
SOCIETY.
COMMUNICATION SKILLS AND
TOP EXECUTIVES

COMMUNICATION SKILLS OCCUPY AS MUCH AS
90% OF A TOP EXECUTIVE’S WORKING DAY.

85% OF BUSINESS EXECs. RATED BUSINESS
COMMUNICATION AS VERY IMPORTANT, WHEREAS
ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF
MANAGEMENT AS VERY IMPORTANT.

FORTUNE 500 EXECs. RANK ORAL PRESENTATIONS,
MEMO WRITING, AND REPORT WRITING AS THE
TOP 3 NECESSARY COMMUNICATION SKILLS.
HUMAN COMMUNICATION
AREAS OF HUMAN COMMUNICATION

INTRAPERSONAL – TO THINK, REASON, ANALYZE,
REFLECT.

INTERPERSONAL – TO DICOVER, RELATE, INFLUENCE,
PLAY, HELP.

SMALL GROUP – SHARE INFORMATION, GENERATE
IDEAS, SOLVE PROBLEMS, HELP.

ORGANANIZATIONAL – INCREASE PRODUCTIVITY,
RAISE MORALE, INFORM, PERSUADE.

PUBLIC – INFORM, PERSUADE, ENTERTAIN

MASS – ENTERTAIN, PERSUADE AND INFORM
PURPOSES OF HUMAN
COMMUNICATION
TO DISCOVER
HUMAN
COMMUNICATION
PROCESS AND CONTEXT
OF COMMUNICATION
BASIC COMMUNICATION PROCESS
NOISE
NOISE
FEEDBACK
SENDER
---------PERCEPTION
--------IDEA
ENCODE
NOISE
UNDERSTANDING
---------PERCEPTION
--------RECEIVER
MEDIUM
DECODE
NOISE
ELEMENTS OF COMMUNICATION

SENDER / ENCODER

MESSAGE

MEDIUM

RECEIVER / DECODER

FEEDBACK
COMMUNICATION CONTEXT

PHYSICAL CONTEXT

CULTURAL CONTEXT

SOCIAL-PSYCHOLOGICAL CONTEXT

TEMPORAL (TIME) CONTEXT
PHYSICAL CONTEXT


TANGIBLE
OR
ENVIRONMENT E.I.
HALLWAY OR PARK.
CONCRETE
ROOM OR
EXERT
INFLUENCE
ON
THE
CONTENT (WHAT WE SAY) AS WELL
AS THE FORM (HOW WE SAY IT) OF
THE MESSAGE.
CULTURAL CONTEXT


REFERS TO THE COMMUNICATORS’
RULES AND NORMS, BELIEFS AND
ATTITUDES THAT ARE TRANSMITTED
FROM ONE GENERATION TO ANOTHER.
DIRECT EYE CONTECT BETWEEN CHILD
AND ADULT SIGNIFIES DIRECTNESS
AND HONEST IN ONE CULTURE AND
DEFIANCE AND LACK OF RESPECT IN
OTHER.
SOCIAL-PSYCHOLOGICAL
CONTEXT


INCLUDE
STATUS
RELATIONSHIPS
AMONG THE PARTICIPANTS, THE ROLES
AND THE GAMES THE PEOPLE PLAY, AND
THE CULTURAL ROLE OF THE SOCIETY
IN WHICH THEY ARE COMMUNICATING.
INCLUDE
FRIENDLINESS
OR
UNFRIENDLINESS,
FORMALITY
OR
INFORMALITY, AND SERIOUSNESS OR
HUMOUROUSNESS OF THE SITUATION.
TEMPORAL CONTEXT

TIME OF DAY AS WELL AS TIME OF
HISTORY

FOR MANY PEOPLE MORNING IS NOT A
TIME
FOR
COMMUNICATION;
FOR
OTHERS IT IS IDEAL

APPROPRIATENESS
AND
IMPACT
OF
MESSAGES DEPEND, IN PART, ON THE
TIME IN WHICH THEY ARE UTTERED.
TYPES OF
COMMUNICATION
TYPES OF COMMUNICATION

INTERPERSONAL COMMUNICATION

CORPORATE COMMUNICATION

FORMAL COMMUNICATION

NON-FORMAL COMMUNICATION

ORAL COMMUNICATION

WRITTEN COMMUNICATION

NON-VERBAL COMUNICATION
INTERPERSONAL COMMUNICATION

ASSERTIVE COMMUNICATION

NON-ASSERTIVE COMMUNICATION

AGGRESSIVE COMMUNICATION
ASSERTIVE COMMUNICATION




CONFIDENTLY EXPRESSING WHAT YOU
THINK, FEEL AND BELIEVE.
STANDING UP FOR YOUR RIGHTS WHILE
RESPECTING THE RIGHTS OF OTHERS.
CONVEYING MEANING AND
EXPECTATIONS WITHOUT HUMILATING
OR DEGRADING OTHERS.
BASED UPON RESPECT FOR YOURSELF
AND RESPECT FOR OTHER PEOPLE’S NEED
AND RIGHTS
NON-ASSERTIVE COMMUNICATION

RELUCTANCE OR INABILITY TO EXPRESS
CONSISTENTLY WHAT YOU THINK, FEEL AND
BELIEVE.

ALLOWS OTHERS TO VIOLATE YOUR RIGHTS
WITHOUT CHALLENGE.

REFLECTS LACK OF RESPECT FOR YOUR OWN
PREFERENCES.

OTHER CAN EASILY DISREGARD YOUR THOUGHTS,
FEELINGS, AND BELIEVES.
AGGRESSIVE COMMUNICATION

EXPRESSING YOURSELF IN WAYS THAT
INTIMIDATE, DEMEAN, OR DEGRADE
ANOTHER PERSON.

PURSUING WHAT YOU WANT IN WAYS
THAT VIOLATES THE RIGHTS OF ANOTHER
PERSON.

“THIS IS WHAT I THINK. YOU ARE DUMB
FOR THINKING DIFERENTLY”.
DISTORTION IN PERSONAL
COMMUNICATION

IMPRESSION MANAGEMENT – THE PROCESS BY
WHICH A SENDER CONSCIOUSLY ATTEMPTS TO
INFLUENCE THE PERCEPTIONS THAT THE
RECEIVERS FORM. COMMONLY USED
IMPRESSION MANAGEMENT STATEGIES ARE: – INGRATIATION:
USING FLATTERY, SUPPORTING
THE OPINIONS OF THE OTHER PERSON, DOING
FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF
THE PERSON ETC.
– SELF-PROMOTION: COMMUNICATING ONE’S
PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND
EXAGGERATED WAY.
– FACE SAVING:
COMMUNICATING APOLOGIES,
MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.
INTERPERSONAL COMMUNICATION
NETWORK (ICN)



ICN REFERS TO PATTERN OVER TIME OF
COMMUNICATION FLOWS BETWEEN INDIVIDUAL.
IT EMPHASIZES COMMUNICATION
RELATIONSHIPS AMONG INDIVIDUALS OVER
TIME, RATHER THAN ON THE INDIVIDUALS
THEMSELVES.
NETWORK INVLOVES THE ONGOING FLOW OF
ORAL, WRITTEN, AND NONVERBAL SIGNALS
BETWEEN TWO PEOPLE OR BETWEEN ONE PERSON
AND ALL OTHER NETWORK MEMBERS
SIMULTANEOUSLY.
MESSAGES AND CHANNELS
OF COMMUNICATION
MESSAGES AND CHANNELS


COMMUNICATION CHANNEL IS THE
MEDIUM
THROUGH
WHICH
THE
MESSAGE PASSES.
RARELY TAKES PLACE OVER ONE
CHANNEL. MAY USE TWO, THREE, FOUR
DIFFERENT CHANNELS SIMULTANEOUSLY.
– VOCAL CHANNEL: SPEAK & LISTEN
– VISUAL CHANNEL: GESTURE
– OLFACTORY
CHANNEL:
EMITING
OR
DETECTING ODORS
– TECTILE CHANNEL: TOUCHING ANOTHER
PERSON
SPECIAL MESSAGES

FEEDBACK MESSAGES

FEEDFORWARD MESSAGES
FEEDBACK MESSAGES





POSITIVE ----- NEGATIVE
PERSON-FOCUSED ----- MESSAGE
FOCUSED
IMMEDIATE ----- DELAYED
LOW MONITORING ----- HIGH
MONITORING
SUPPORTIVE ----- CRITICAL
CONSTRUCTIVE FEEDBACK






BASED UPON TRUST BETWEEN SENDER AND
RECEIVER
SPECIFIC RATHER GENERAL
GIVEN AT A TIME WHEN THE RECEIVER
APPEARS TO BE READY TO ACCEPT IT.
CHECKED WITH THE RECEIVER TO DETERMINE
WHETHER IT SEEMS VALID
INCLUDES BEHAVIOURS THE RECEIVER MAY
BE CAPABLE OF DOING
DOES NOT INCLUDE MORE THAN THE
RECEIVER CAN HANDLE AT ANY PARTICULAR
TIME.
FEEDBACK SKILLS

EMPHASIZE WHAT YOU SEE AND HEAR –
DESCRIPTIVE RATHER EVALUATIVE FEEDBACK

CONCENTRATE ON PARTICULAR POINTS

OUTLINE THE POSITIVE POINTS.

INDICATE WHAT CAN AND SHOULD BE
DONE

BUILD ON WHAT PEOPLE WANT

CHOOSE YOUR TIME

REACH AN AGREEMENT
FEEDFROWARD MESSAGES

OPEN THE CHANNELS OF COMM.

PREVIEW FUTURE MESSAGES

ALTERCAST (PLACE THE RECIVER IN A SPECIFIC
ROLE AND REQUESTING HIM TO RESPOND IN TERMS OF
ASSUMED ROLE)

TO DISCLAIM
COMMUNICATION BARRIERS
BARRIERS TO COMMUNICATION

PROCESS BARRIERS
– SENDER BARRIER
– ENCODING BARRIER
– MEDIUM BARRIER
– DECODING BARRIER
– FEEDBACK BARRIER

PHSYSICAL BARRIERS

SEMANTIC BARRIERS

PSYCHOLOGICAL BARRIERS
NOISE

PHYSICAL – PASSING OF CARS, HUM OF

PSYCHOLOGICAL – COGNITIVE OR MENTAL

SEMANTIC – DIFERENT LANGUAGES, USE OF




COMPUTER
INTERFERENCE I.E. BIASES AND PREJUDICES IN
SENDER AND RECEIVERS, CLOSED-MINDEDNESS.
JARGON OR OVERLY COMPLEX TERMS.
CULTURAL
POLITICAL
EMOTIONAL
ECONOMIC
INFLUENCE OF ORGANIZATION
STRUCTURE ON COMMUNICATION

ORGANIZATION STRUCTURE
– FORMALLY PRESCRIBED PATTERN OF
INTER-RELATIONSHIPS BETWEEN THE
VARIOUS UNITS OF AN ORGANIZATION
– THE NATURE AND FORM OF
COMMUNICATION VARY GREATLY AS A
FUNCTION OF PEOPLE’S RELATIVE
POSITIONS WITH AN ORGANIZATION

ORGANIZATION CHART
– DIAGRAM SHOWING THE FORMAL
STRUCTURE OF AN ORGANIZATION AND
INDICATING WHO IS TO COMMUNICATE
WITH WHOM
INTERNAL COMMUNICATION

DETERMINATION OF TASKS, PRINCIPLES
AND OBJECTIVES

ANALYSIS OF THE EMPLOYEES’
KNOWLEDGE AND IMAGE OF THE
ORGANIZATION

DETERMINATION OF FOCUS AREAS IN
DEVELOPING COMMUNICATION

RESPONSIBILITIES AND RESOURCES
EXTERNAL COMMUNICATION

REPUTATIONAL MANAGEMENT

REPUTATION CAPITAL
ORGANIZATION CHART AND
FORMAL COMMUNICATIONS
SECRETARY
Upward Communication
Information
AS
DS
Sr. JS/JS
DS
SO
DS
SO
Horizontal Communication
Efforts at Coordination
DS
Downward Communication
Instructions
and Directives
IMPROVING UPWARD COMMUNICATION

FORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND OPINION
SURVEYS

SUGGESTION SYSTEMS

OPEN-DOOR POLICY

INFORMAL GRIPE SESSIONS

TASK FORCES

EXIT INTERVIEWS
BECOMING A BETTER COMMUNICATOR

EFFECTIVE LISTENING
– TOLERATE SILENCE
– ASK STIMULATING OPEN-ENDED
QUESTIONS
– ATENTIVE EYE CONTACT, ALERT
POSTURE AND VERBAL ENCOURAGERS
– PARAPHRASE
– SHOW EMOTION
– KNOW YOUR BAISES AND PREJUDICES
– AVOID PREMATURE JUDGEMENT
– SUMMERISE

EFFECTIVE WRITING
– KEEP WORD SIMPLE
– DON’T SACRIFICE COMM. FOR
RULES OF COMPOSITION
– WRITE CONCISELY
– BE SPECIFIC
CHANGE AND COMMUNICATION

UNSUCCESSFUL CHANGE IS MOSTLY
MISSING OR POOR COMMUNICATION.

THE LINEAR (ONE-WAY, TOP-DOWN)
MODEL DOES NOT WORK ANY MORE.
EFFECTIVE COMMUNICATION











WATCH THE LANGUAGE
FOLLOW THROUGH
DEAL WITH UNCERTAINITY
BE AN ACTIVE LISTENER
MANAGE CONFLICT
RESPOND, DON’T “RE-ACT”
GIVE FEEDBACK
INVITE PARTICIPATION
KEEP YOUR TEAM UP-TO-DATE
CONNECT PERSONALLY WITH EMPLOYEES
TAKE ADVANTAGE OF COMMUNICATION
RESOURCES
PROBLEMS/CHALLENGES

TECHNOLOGY SHRINKS INTERACTION AND
DIALOGUE.

TOO MUCH INFORMATION.

TOO COMPLEX ISSUES.


SHORTAGE OF COMMON MEANINGS AND
INTERPRETATIONS.
EVERYONE MUST BE RESPONSIBLE FOR HIS
/ HER INFORMATION PURCHASE.
THANK YOU
CONTACT:
NATIONAL RECONSTRUCTION BUREAU
ROOM NO. 3053, CABINET BLCCK, ISLAMABAD.
TELE: 9216106
EMAIL: [email protected]
WEB: www.policy.hu/bokhari