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Channels of
Communication
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Channels of Communication
Vertical
i. Downward
ii. Upward Horizontal
Diagonal
LateralLateral
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Vertical Communication
Occurs between the hierarchically positioned persons
Status andpowerare not equal among participants in
vertical communication
The flow of information both up and down the chainof command
Downward comm is more prevalent than upward
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Formal communication
Recognized as official
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Downward Communication
flows from upper to lower (such as manager to employer or
superior to subordinate).
Types of messages:
job instructions, job rationales, procedures and
practices information, feedback, and indoctrination.
Pro- efficient (fast)
Con- managerial control
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Upward Communication
Transmission of messages from lower to higher levels
of the organization ( comm initiated by subordinates
with their superiors)
Types of messages: performance on the job, jobrelated problems, fellow employees and their
problems, subordinates perceptions of org policies
and practices, tasks and procedures
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Pro: managers learn whats going on
employees gain from the opportunity to
communicate upward
promotes morale among all employees
facilitates downward communication
Con: not enough superiors encourage subordinate
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Horizontal Communication
Flow of messages is across the functional areas at a given level of
an organization (this permits people at the same level to comm
directly).
The flow of information between colleagues andpeers
Trend of flatten org have enhance its importance
Informal communication
Does not follow the chain of command
Not recognized as official
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Diagonal Communication
Communication that cuts across both work
areas (functions) and organizational levels.
in the interest of efficiency and speed.
Important when members cannot communicate
through upward, downward, or horizontal
channels.
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Grapevine
The Social network of informal communication through
which messages flow throughout the organization.
Flows quickly and haphazardly among people at all
hierarchical levels
The message is distorted as it speeds along
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Interpersonal
communication
/ Modes of
Communication
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Interpersonal communication /
Modes of Communication
According to how group members transfer
meaning between and among each other
Oral / Face-to-face communication
Written communication
Nonverbal communication
Telephone communication
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Oral communication / Face-to-Face
communication
This is the chief means of conveying ofmessages.
Eg., speeches, group discussions, face to face
commucations or grapevine Advantages are speed and feedback.
Disadvantages surface when message has topass through a number of people. Greater the
number of people greater the distortion.
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Written communication
Memos, letters, fax transmissions, electronic mail, instant
messaging, organizational periodicals, notices placed on
bulletin boards any other device transmitted via written
symbols or words, SMS
They are tangible and verifiable. When printed, both the sender and receiver have a
record of communication
Message can be stored for indefinite period.
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Important for complex and lengthy
communication
The draw backs It is time consuming.
No built in feedback mechanism.
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Nonverbal communication
Every time we verbally give a message to
some one, we also impart a non verbal
message.
Every bodys movement has a meaning
and no movement is accidental.
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Telephone communication
Is rapid and allow receiver to clarify the
message at the time it is given.
Does not allow the receipt of nonverbal
messages for either the receiver or sender
Accents maybe difficult to understand as
well in a multicultural workforce
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Important tool of todays time for managers
but have limits as an effective
communication device
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VerbalCommunication
Skills
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A Challenge
Please write a One SentenceDefinition of
A S S E R T I V E N E S S.
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Assertive Behavior
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Defi iti f ssertiveness
An honest, direct, and appropriate
expression of one's feelings,thoughts, and beliefs.
-one of the most important
communication skills
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Test Your Asserti eness (1 of 3)
Can you express negative feelings
about other people andtheir behaviors
without using abusive language?
Are you able to exercise and express
your strengths?
Can you easily recognize andcompliment other peoples
achievements?
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Test Your Asserti eness (2 of 3)
Do you have the confidence to ask
for whatis rightfully yours?
Can you accept criticism withoutbeing defensive?
Do you feel comfortable accepting
compliments?
Are you able to stand up for
your rights?
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Test Your Asserti eness (3 of 3)
Are you able to refuse unreasonable
requests from friends, family, or co-
workers?
Can you comfortably startand carry
ona conversation with others?
Do you ask for assistance whenyou needit ?
A yes response to the questions
indicates an assertive approach.
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Why Asserti eness Is Important?
Effective communicationbrings
aboutthe achievement of
individual and/or shared goals.
Assertiveness increases your ability
to reachthese goals while
maintaining your rights anddignity.
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An Asserti e Person
Asserti e people usually:
Asserts his or her own rights ina positive,open, honest, and self-confident manner.
Speak calmly and confidently.
Notify other people of their feelings
with
stat
ement
s sta
rtin
g with
Ithin
kand I feel.
Maintain eye contact, have goodposture andare poisedandin control.
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Whats Keeping You From Being
Asserti e? Fear of change.
Refusal to admittheir submissiveness.
Fear of ruining relationships if you speak
your mind.
Lack confidence in your ability.
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Ha e You E er Felt
guilty about saying no?
that others regard you as a pushover?
thatits better to be well likedthan wellrespected?
that outbursts of anger are appropriate?
thatintimidationis the only way you can
get what you want?
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Sound Familiar?
If any of these things sound like
you, it means you are probably
exhibiting non-assertive
behavior.
Realize that you are notalone. Non-
assertive behavior is very common
inthe workplace.
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Aggressive Behavior
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Aggressi eness
( Inappropriately expressing yourthoughts, feelings, andbeliefs ina waythatviolates other peoples rights.
( Achieving your goal by notallowingothers the freedom to choose.
( Completely disrespecting otherswhether itbe in anactive orpassive method.
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Are You Aggressi e? (1 of 3)
Do you become abusive, whether itbe verbal or physical, whencriticizing others?
Do you purposely make others feellike they are incompetent orunimportant?
Do you make unreasonabledemands of other people?
A yes answer to any of the questionsmay indicate aggressive behavior.
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Are You Aggressi e? (2 of 4)
Do you brag or exaggerate yourachievements?
Do you ignore the rights and
feelings of other people?
Do you aim to get your way atall costs?
Do you oftendominateconversations with others?
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An Aggressi e Person
Raise their voices whenthey losecontrol.
Shoutand use accusatory language like
You should and You must. Stare people downand may invade
other peoples personal spacephysically.
Infringes on others rights, using fear andintimidationto get whathe or she wants.
Aggressive people often:
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Passive Behavior
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Acting Unasserti eness Is
Acting inanindirect or passivemanner.
Permitting others to take advantage
of you by violating your rights. Thinking that you and your needs
are inferior to others andtheirneeds.
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Are You Unasserti e? (1 of 4)
Do you feel guilty standing up foryour fights or expressing yourfeelings?
Are you unable to recognize andacknowledge your strengths?
Are you uncomfortable with starting
or ca
rryin
g on
a
conv
ersati
on
? Do you rarely stand up for yourself?
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Are You Unasserti e? (2 of 3)
Do you have trouble saying no topeople?
Are you unable to ask other people to
perform reasonable requests for you? Do you feel that you let other people
take advantage of you?
A yes answer to any of the questionsmay indicate unassertive behavior.
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A Passi e Person
Passive people usually:
Speak softly andhesitantly.
Use fillers like uh and um.
Avoid eye contact.
Allow other people intheirpersonal space.
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There is no one way to be assertivecorrectly, butthere are things to
avoid.
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Se eral Tips
Be cognizant of your expression.
Do notacthastily or inanger.
Remain calm, cool, courteous &collected.
Avoid making mountains out ofmolehills.
Following these simple suggestions will present you assomeone who is confident & optimistic -- as opposed tosomeone who is hostile and angry.
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Keys to More Power!
Increased asserti eness leads to
increased powerful erbal
communication.
The Keys to Communication:
Verbal
Non-verbal
Written
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Verbal Communication
Avoid fillers like uh and umanddiminutives like little, only
and just.
Dont use Im sorry if youre notsincere or if the situationdoesnt call
for it.
Always keep in mind your tone andvolume, andhow think abouthow
they may be perceivedby others.
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Non-Verbal Communication
Be aware of gestures andbody
language.
Make sure to allow for comfortable
personal space between you andtheperson youre communicating with.
Always maintain good posture.
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Written Communication
Be concise and clear.
Use the active voice when writing,
and remember to be inclusive and
aware of your audience.
Use specific and simple language.
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When under
attack by anaggressive
person, an
assertive person
can do severalthings
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Reflect
Reflect the speakers message back. This helps the
aggressor to evaluate whether the intensity of his or her
feelings is appropriate to the specific situation or event.
Ex: A mad employee enters a managers office and
begins to complain about a newly posted staff schedule.The manager might use reflection by saying, I
understand that you are very upset about your schedule.
This is an important issue and we need to talk about it.
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Repeat the Assertive Message
Repeated assertions focus on the
messages objectivity content. They are
especially effective when the aggressor
over generalizes or seems fixated on arepetitive line of thinking.
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Ex.
If the manager requests that an angry employee step into
his office to discuss a problem and the employee
continues his tirade in the hallway, the manager might
say, I am willing to discuss this issue with you in my
office, the hallway is not the appropriate place for thisdiscussion
P i t t th i li it
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Point out the implicit
assumptions
This involves listening closely and letting
the aggressor know that you have heard
him or her. In these situations, managers
might repeat major points or identify keyassumptions to show that they are
following the employees line of reasoning.
Restate the message b sing
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Restate the message by using
assertive language
Rephrasing the aggressors language will
defuse the emotion.
Remember the use of I
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Question
When the aggressor uses nonverbal clues
to be aggressive, the assertive person can
put this behavior in the form of a question
as an effective means of helping the otherperson become aware of unwarranted
reaction.
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Ex.
The desperate, angry employee imply
threats about quitting or transferring to
another unit. The manager could
appropriately confront the employee abouthis implied threat to see if it is real or
simply a reflection of the employees
frustration.
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ListeningSkills
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Listening Skills
It is important that the leader-manager
approach listening as an opportunity to
learn
The leader who actively listens givesgenuine time and attention to the sender,
focusing on verbal and non verbal
communication
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GroupCommunication
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Group Communication
Managers must communicate with large and
small groups as well as with individual
employees. A group communicates differently
than individuals, thus, managers shouldunderstand group dynamics including the
sequence that each group must go through
before work can be accomplished.
STAGES OF GROUP
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STAGES OF GROUP
FORMATION
STAGE -I
FORMING: CONFUSION- People are
introduced into work groups. They are not
certain about purpose, task andleadership.
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STAGEII
STORMING:conflict and confrontation(disagreements).
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STAGEIII
NORMING: settling down, collaboration,designing of work
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STAGEIV
PERFORMING: group is fully functional,devoted to task at hand.
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STAGEV
TERMINATIONOR CLOSURE: leaderguides members to summarize, express
feelings and come to closure.
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Group TaskRoles
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Group Task Roles
Team task roles are those roles that
members assume, either consciously or
unconsciously, that move the team forward
in accomplishing its tasks and mission.These roles are of vital importance in good
team functioning.
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1. Initiator- suggests new
ideas to the group
2. Information Seeker-
seeks clarification of issues
in terms of their factualadequacy
3. Opinion Seeker- seeks
clarification of the values
pertinent to the issue,
rather than facts4. Information Giver-
offers facts or other
"authoritative" information
5. Opinion Giver- offers
beliefs or other value-
based ideas
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6. Elaborator- spells out
suggestions in terms of
examples or developed
meanings
7. Summarizer- pullstogether ideas, concepts,
and group decisions to
help the group identify
where it is in its thinking
8. Coordinator-Integrator
- clarifies and integrates
relationships between
various ideas, suggestions,
and people9. Orienter- defines the
position of the group with
respect to its goals
10. Disagreer- takes a
different point of view,argues against, and
implies error in fact or
reasoning
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11. Evaluator-Critic -
subjects the
accomplishment of the
group to some set of
standards. Questions
the "practicality," the
"logic," the "facts," or
the "procedure"
12. Energizer- prods
the group to action
13. Procedural
Technician - performs
routine tasks related to
group functioning
14. Recorder- keeps
a written record of thegroups work
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Group
Building andMaintenance
Roles
Group Building and
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Group Building and
Maintenance Roles
Team building roles are those carried out
by members, either consciously or
unconsciously, that tend to build the team's
interpersonal relationships, cohesiveness,and spirit. They are vitally needed roles
that play a large part in maintaining team
performance over the long term.
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1. Encourager- praises other
members' contributions to the
team
2. Harmonizer- mediates
differences between other
members
3. Compromiser- offers a
compromise during
disagreement or conflict by
yielding position or admitting
error
4. Gatekeeper-regulates the
flow of communication,
particularly in meetings, by
encouraging the participation of
those less inclined to participate
and quieting those who areoverly talkative
5. Standard Setter- expresses
standards for the team regarding
its operation
6. Group Observer- observesand reports back to the team on
its group dynamics
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Individual
Roles ofGroup
Members
Individual Roles of Group
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Individual Roles of Group
Members
Members of a group obviously have their own individual
desires, needs, and agendas, some of which may be in
harmony with the group's purpose and some not. In any
case, these must be recognized and dealt with, and
either explicitly brought into the group's process orconsciously set aside. Ignoring or suppressing these
needs often result in individual as well as group
frustration. This frustration is frequently expressed
through behaviors that tend to block the effective
functioning of the group. For example:
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The PLAYBOY-PLAYGIRL makes display of his/her lack of
involvement in the group's processes. This may take the form of
cynicism, nonchalance, horseplay, and other more or less studied
forms of "out-of-field" behavior.
The DOMINATOR tries to assert authority or superiority in
manipulating the group or certain members of the group. Thisdomination may take the form of flattery, of asserting a superior
status or right to attention, giving directions authoritatively,
interrupting the contributions of others, etc.
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The HELP-SEEKER attempts to call forth a "sympathy" response
from other group members or from the whole group, whether through
expressions of insecurity, personal confusion or depreciation of
him/herself beyond "reason."
The SPECIALINTERESTPLEADER speaks for the "small businessman," the "grass roots" community, the housewife, "labor," etc.,
usually cloaking her/his own prejudices or biases in the stereotype
which best fits his individual needs.
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THANK YOU