01 Effective Communication in ininenzero.tk - Free download as PDF File .pdf), Text File .txt) or view presentation slides online. communications. PDF | On Mar 1, , Vijay M. Kumbhar and others published Business Communication. Effective business communication helps in building. goodwill of an. Business Communication for Success by [Author removed at request of original publisher] is licensed under a . Chapter 1: Effective Business Communication.

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Murphy Skills for Effective Business Communication HKS at Harvard Retrieved from ininenzero.tk 9. The classic model of effective communication recommends the highest impact of the message that the sender sends occurs when the sender has thoroughly. skills, and as effective communication skills are top of the list of qualities demanded by Split into eight lessons, your business communication training.

Murphy 3 Course outline overview Note: The following chapters are randomly selected due to their relevance and importance to BBA 3rd and 4th semester level. OR Communication is the process of exchanging information, data, ideas and opinions.

OR Business communication is the communication required in order to make business deals. Communication integrates the Communication relates an managerial function. Socio Cultural 5-competitor 12 Communication in your career The lack of effective communication skills have a negative impact on the personal as well as professional life of a person. A valuable requirement of the job.

01 Effective Communication in Business.pdf

People decisions are usually and make intelligent flows from one have casual conversations made at the top and decisions, department to at work. You also need to be confident that the information you're communicating is useful and accurate.

This is the process of transferring the information you want to communicate into a form that can be sent and correctly decoded at the other end. Your success in encoding depends partly on your ability to convey information clearly and simply A key part of this is knowing your audience: Failure to understand who you are communicating with will result in delivering messages that are misunderstood.

Message The message is the information that you want to communicate. Different channels have different strengths and weaknesses. For example, it's not particularly effective to give a long list of directions verbally, while you'll quickly cause problems if you give someone negative feedback using email. We also need to consider how these purposes are expressed.

But is a mission statement the best way of expressing objectives in a way that the employees will accept and understand? Some organizations explicitly reject mission statements. One British vice-chancellor has suggested that although universities should be run in a business-like way.

Mission statements, for instance, are an abject waste of time. We were just as effective before we had one. Times Higher, 24 July Does your organization have one? What is it and what does it really mean? Does it make a difference? Who is it aimed at? Social and cultural background A range of important cultural and social differences affect the way we interpret what is meant. Some degree of common background is essential for exchanging messages. Sometimes, practical problems crop up because the communicators fail to establish early on what that common background might be.

Our language is the most important code we use, but gestures, illustrations and mathematics are all codes that have important roles in communication.

Situation and relationships Situation is the context in which a message is sent and received. It has both physical and relational aspects. For example, communication in a lecture room is influenced both by the layout of the room and by the relationship between the lecturer and the students. We always interpret communication in terms of the type of relationship we have with the other person. In many business situations, the status relationship is particularly important.

In the first case, we hear an instruction or command presented in polite language. It would depend on the specific relationship and working arrangements.

Thus the meaning of a message depends on the relationship between the people involved. Reviewing these and other factors, this book aims to highlight the different reactions and potential ambiguities which can affect our communication. You need to understand what communication means and what it involves. This is what Part one is all about. As well as looking at how we can define communication and the practical implications of how we define it , we investigate in more detail the factors which comprise communication.

Finally, we investigate the problems of communicating across cultural boundaries. Communication always takes place in a specific social context. Part two explores what this means in organizations by looking at their various structures and cultures and by exploring the impact and development of information technology IT , now usually known as information and communication technology ICT.

This new label both reflects the convergence of computing and communications technologies and reflects the way that many organizations now see the use and development of computing. The dominant form of communication in many organizations is by written means, and that is the focus of Part three.

We also look at how documents can best be organized, and look at the range of documents which are used in most organizations.

Communicating face to face is as important as, if not more important than, written communication, and that is the focus of Part four. After defining the major interpersonal skills, we look at how these can be used in a range of contexts, including formal presentations. We then look at group dynamics and team development and how these principles can be applied to improve formal and informal meetings.

Part five has two functions: to raise issues of organizational change as they apply to all forms and types of communication, and to wind up the book by offering overall principles which we feel are the most critical aspects of communication for twenty-first-century organizations. Morgan, , p. But we suggest that everyone in the organization needs to develop the skills of understanding and interpreting the messages and meanings they encounter.

In other words, if you adopt an oversimplified model to analyse communication, you will ignore critical parts of the process.

Analysing the different codes we can use to communicate. In later parts of the book, we look at a wide range of communication events, ranging from writing reports to delivering presentations and on to working in groups, teams and committees.

In all these different contexts, we have to manipulate a range of verbal and non-verbal codes.

Failing to recognize the implications of speaking or writing in particular ways is one of the most common problems in communication. Understanding how codes work and what they mean can help to avoid these problems. It can be very difficult to communicate with someone from a very different culture if we do not recognize or respect their assumptions and perspectives.

Understanding the most important differences between cultural perspectives is the critical first step in improving communication, and this principle can be applied whenever we communicate with someone from a different social background.

We highlight the need to clarify assumptions and avoid misleading stereotypes — further important principles which can be applied to every communication event. This part of the book emphasizes the necessary link between theory and practice. The message which we shall repeat regularly throughout the book is that broad generalizations about communication may not apply in some specific situations.

Understanding what is going on is important so you can adjust your behaviour to meet the specific circumstances. So it is important to work out what communication involves. We argue that you need to examine communication from two contrasting perspectives: analysing the process and interpreting the meanings.

You need to use both these perspectives to decide what is happening. To demonstrate our approach, we analyse an example of a situation which virtually everyone has experienced: the first few hours of a new job.

This analysis shows that even simple everyday interactions are worth analysing in some depth to unravel the complexities of communication. As human beings, we act on the basis of our perceptions and beliefs.

So if we have a particular view of human communication, then we will act on that view. If we have a faulty view, then our behaviour may cause problems. An example of how managers act upon their perceptions and cause problems will make this point clearer. Consider Fred Davis, recently promoted telecommunications manager, who is responsible for implementing new telephone, voicemail and email systems in a large organization which has recently gone through a merger. This case is described by Finn , and is based on experiences with organizations implementing new technology.

Fred is not having a good time: he has received several messages from senior management who are unhappy with the new voicemail system; he knows there were complaints about the system in its first week; he knows that fewer than half the employees turned up for training sessions; and he knows that some units within the organization have downloadd answering machines and cancelled their voicemail service.

Fred is also worried because he knows that the organization will have to switch to a new email system in the very near future or the computer network will not be able to cope with the traffic. What makes it even more frustrating for Fred is that he cannot see where he has gone wrong.

From the technical point of view, the changeover went very smoothly and the system can achieve everything which the organization wants — but only if people use it properly. The main problem is his failure to manage. This is based upon his perception of his role and his belief about how he should act and communicate as a manager. He makes decisions based on his expert knowledge and then concentrates on making those decisions happen.


During the planning and installation he arranged everything in precise detail. What he did not do was communicate in any meaningful way with the prospective users of the new system. He did not make sure that the users knew exactly what was happening, why it was happening, and how they could benefit from the new system.

He had not built a consensus within the organization which supported his plans. Of course, such communication would have slowed him down and he would not have been able to implement the system in such a short time. But a system which is not used cannot be effective.

Unless Fred reconsiders his role very quickly, his career in this organization will come to an end. He needs to think what managing really means and what he can achieve by working with and through other influential members of the organization. In the same way that we all have views about how to manage, which may be more or less effective, we also have views on how to communicate.

In other words, we have an implicit view or theory of communication. Arrow managers believe that communication operates one way, as in firing an arrow. If your aim is good, then you will hit the target. If you have a clear message, then you will communicate.

On the positive side, arrow managers may well spend some time working out their ideas and making sure that their messages and instructions are as specific as possible. However, as we shall see throughout this book, it can be very dangerous to see listeners as simply passive processors of information.

It is also very difficult to construct messages which are absolutely unambiguous. Arrow managers can also be insensitive to possible ambiguities in what they say and how they say it. For a couple of examples of misdirected messages, see Box 1. BOX 1. It went on for some time until one person pointed out that both sides wished to discuss the document.

What the branch actually wanted was a rubber impeller for the pump. The branch had to remove the impeller for the customer and then return the pump to the factory.

This meant considerable expense — all because someone wanted to reduce a message to the fewest number of words. Effective downward communication motivates employees to engage in a goaldirected behavior.

Effective downward communication also provides the employees proper guidelines to carry out their tasks. Effective upward communication fosters employee loyalty towards the organization. They feel they are part of the organization. Managers, through effective upward communication get to know the impact of their decisions on their employees and overall functioning of the organization.

Effective horizontal communication is essential for peer-learning within the organization. It helps employees solve problems, perform duties, prepare for the meetings and enhance the level of interdepartmental coordination required for carrying out cross-functional tasks. External communication determines can have far reaching effect on a firms reputation and ultimate success.

The letter, proposal, report, telephone call, or personal conversation can win back a dissatisfied customer. Cost of communication can be measured in terms of time and money. Late or ineffective communication may cause loss of customers and firms goodwill. In certain businesses, such as aviation, oil drilling, healthcare, mining, construction, poor communication may cost life of people and money. Managerial career requires mainly intellectual inputs to perform tasks effectively and hence an ability to communicate effectively becomes a valuable asset.

Communication is a primary responsibility in many careers, such as marketing, sales, public relations, human resources, customer relations, financial services, and teaching. Even if your work is mainly with figures, as in the accounting profession, the ability to communicate to those who read your financial reports is essential.

Communicating effectively for business

It is an important requirement for those who are looking for their career advancement. Managers spend 60 to 90 percent of their working days communicating speaking, writing, and listening. Ability to communicate is one of the very important aspects of becoming successful in managerial career.

Every message, whether oral or written, begins with context. It is a broad field that includes country, culture, organization, and internal stimuli.

Every country, culture and organization has its own conventions for processing and communicating information. Your attitudes, opinions, emotions, past experiences, likes and dislikes, education, etc. Especially important is your ability to analyze the culture, viewpoint, needs, skills, status, experience and expectations in order to communicate effectively. Words alone have no meanings. They are meaningful in a given context. As a sender-encoder, you use symbols that express your message and create the desired response.

Alphabets are verbal symbols, which are used to design a message. Posture, gesture, eye contact, facial expressions, silence, etc. It is the core idea that on wants to communicate and it contains both verbal and non-verbal symbols.

A communicators first task is to decide exactly what the message is and what other information to include. Choice of medium is crucial in determining the effectiveness of the message being communicated. The selection of communication channel depends on all the contextual factors and the nature of the message itself. The choices of medium include oral conversation, presentation, meeting, on one hand and e-mail, letter, memorandum, report, proposal, on the other hand.

In nutshell, a communicator should decide: Characteristics of Oral and Written Media: The receiver of the message - either a reader or a listener is also known as decoder. The receiver-decoder is influenced by the context and by the external and internal stimuli.

The receiver decoded the whole message the verbal and non-verbal contents of the message. The receivers response to a message depends on the meaning that is communicated through the message. The receiver gives feedback using either a verbal or non-verbal or both symbols. Feedback can be an oral or a written message, an action or simply silence.

Each persons mind is a unique filter. Problems with communication are more likely to occur when the two communicators filters are sharply different. The communication is said to be effective only when the senders meaning is conveyed to the receiver.

The senders meaning the senders meaning and the receivers meaning are affected by a number of factors:. The fundamental principle of communication is that the symbols the sender uses to communicate messages must have essentially the same meaning in both senders and receivers minds. This is because of differences in semantic understanding. The difference in semantic understanding can be reduced by common experience.

The closer the common experiences surrounding the symbols and their things referents in the minds of sender and receiver, the closer the level of understanding.

Effective Communication in Business

For examples, meanings of FIFO fist in, fist out or LIFO last in, first out can be understood by those who commonly share the profession of an accountant. Miscommunication occurs when the communicator sender and the communicatee receiver attribute different meanings to the same words or use different words though intending the same meanings.

It does not occur only in business and corporate offices but also among government officials, professionals and all of us in our everyday contacts. Most People agree on denotative meanings of word, as they are dictionary meanings. A connotation is an implication of a word or a suggestion separate from the usual definition. In addition to more literal denotative meanings, some words have connotative meanings that arouse qualitative judgments and personal reactions. For example, the word student is denotative; whereas scholar, bookworm, dropout, are connotative.

The connotative meanings for words are also affected by the communicators backgrounds and interests. Words such as speed, gay, feminist arouse mixed feelings and arguments. The world provides a special reality to individuals called Perception.

Human beings receive external stimuli through sensory mechanism touch, sight, sound, smell, taste. Every individuals attach meanings to these stimuli in their own way. Abstracting is a process of focusing on some details and omitting others. Abstracting is necessary in countless situations, as the communicator has limited time, money, space and purpose. The communicator and communicatee should ensure that the facts they are acquainted with are truly representative of whole.Do you think effective communication is Yes, because it is the only tool to promote the essential in a business organization?

These imbalances make it difficult to generalize. Andrew Lower. We would also like to thank the reviewers who gave us such a detailed and valuable critique of our first draft, and all the staff at Routledge for their support and patience.

As well as looking at how we can define communication and the practical implications of how we define it , we investigate in more detail the factors which comprise communication. A customer is not an outsider to our business; he is a vital part of it.

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