ORGANIZATIONAL COMMUNICATION

1. ORGANIZATIONAL COMMUNICATION The Syllabus Course Description This subject deals with the understanding of communication, its importance in an organization, and its dynamics. It provides also the students with the knowledge of various formats of formal communication used in the organization. It also deals with interpersonal and informal communication. It will attempt to introduce the students to the communication technology. In addition, it will attempt to teach the students in constructing correspondences. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

2. ORGANIZATIONAL COMMUNICATION • The Syllabus • Learning Objectives • At the end of the sessions, the students must: • Understand the communi- cation in an organization; • Learn the dynamics in communication; • Be familiar with the formal communication; • Be able to construct a good formal communication such as business correspondence, memo and report. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

3. ORGANIZATIONAL COMMUNICATION The Syllabus Part 1 – Understanding Communication and Communication Technology Understanding Communication Interpersonal Communication Organizational Communication Understanding Information Technology Part 2 – Writing Correspondences Business Letter Elements or Parts of a Business Letter Form and Appearance Style and Tone Types of Letters Samples ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

4. ORGANIZATIONAL COMMUNICATION The Syllabus Part 2 – Writing Correspondences Memoranda Definition of Memoranda Types of Memoranda Format Styles and Tone Sample Part 3 - Report Writing Importance of Report Types of Report Format of Reports Sample ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

5. ORGANIZATIONAL COMMUNICATION The Syllabus References: Any Book on Business Correspondences or Technical Writing Books Internet Civil Service Commission Existing Letters and Memo Webster’s Guide to Business Correspondence, 1988 ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

6. GRADING SYSTEM Attendance &Punctuality 5% Quizzes (at least 2 quizzes)* 25% Final Examination 40% Recitation 10% Group Presentation 20% Total 100% PLEASE WEAR YOUR NAME TAG: FAMILY NAME FIRST ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

7. Guidelines in making a presentation • Present the topic in an outlined form. Not just an outline, • but topics are presented in an outlined form. • Meaning, you do not write in the slides • the whole paragraphs. But you have to dissect the lesson, i.e., • enumerate, when there are enumerated ideas, capture the sentence • that best explain or describe the enumerated idea, define where • there terms being defined, quote quotable sentences that will help • you explain the lesson. • 2. Write your learning objectives before your topic, and the conclusion • at the end of the topic and acknowledge the sources of your report. 3. Slides font size must not be smaller than 18. depending on the area of the venue. Bigger venue requires larger font. 7-11. ideal is seven lines per slide for captions or eleven lines for longer sentences. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

8. Guidelines in making a presentation • During the presentation, the presenter does the following: • a. if his/her topic is related to the previous presentation, he/shall • make a recap of the previous topic and relate to his/her own • topic when introducing his/her own topics. • b. reads the learning objectives. • c. reads each topic from the slides, but turn to the audience after • to explain the topic in his/her own words. Paraphrase the idea • written in the book or source and make examples. Avoid reading • in another cheat card. Slides itself is your cheat card. • After explaining everything, make a • conclusion of the topics discussed. • Question and Answer follows: Non-presenting group will ask questions. Relevant questions. Graded based on relevance of the question. Then Quiz ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

9. In short The parts of your presentation are: Introduction Learning objectives Body of your outlined presentation Conclusion Question and Answer Quiz ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

10. MORNING EXERCISE LET US GO BACK TO TELEX Divide the class into 2 pairs. Each pair will be tagged A & B who will forming 2 lines, A & B. The person in front of line A will be given telex code combination and the person in front of line B will be given the meaning of each of the codes. The first persons in line A & B will read these codes and they will pass on the codes by merely whispering them on to the next person, the next person will do the same, until the last pair will decode the meaning of the telex code by writing them in a piece of paper. The first pair who could decode exactly the meaning, wins. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

11. EXERCISE • OBSERVATIONS ON THE ACTIVITY • What were the hindrances in transmitting the codes? • What are the secrets for successful passing on of the codes? • How did you treat the codes whispered to you? • What are the important things to consider in decoding the messages? • What were the processes involved in transmitting these codes? ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

12. COMMUNICATION ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

13. COMMUNICATION Communication, defined Is the transfer and understanding of meaning. On transfer of meaning If no information or ideas have been conveyed, communication has not taken. On understanding of meaning For communication to be successful, the meaning must the imparted and understood. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

14. COMMUNICATION Communication, defined The speaker who is not heard or the writer who is not read has not communicated A letter written in a language addressed to a person who do not understand its language, cannot be considered communication until it is translated into a language a person does read and understand. Perfect communication, if such a thing existed, would be when a transmitted thought or idea was perceived by the receiver exactly as it was envisioned by the sender. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

15. COMMUNICATION Functions of Communication Control as in controlling the behavior of employees, controlling the performances of the employees Motivation as in clarifying to employees what should be done, how well they are doing, what improvements to be done ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

16. COMMUNICATION Functions of Communication Emotional Expression as in social interaction, when members of the organization share frustrations and feelings of satisfaction Information as in coordination in the workplace –information is needed, and gathering information through communication for decision making purposes ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

17. COMMUNICATION Managerial Communication encompasses both Interpersonal Communication & Organization Communication Interpersonal Communication Communication between two or more people Before communication takes place can take place, a purpose, expressed as message to be conveyed, must exist. Message – a purpose to be conveyed ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

18. COMMUNICATION Interpersonal Communication It passes between a source (sender) and a receiver. The message is converted to symbolic form (called encoding) and passed by way of some medium (channel) to the receiver, who retranslates the sender’s message (called decoding) Encoding – converting a message into symbols Channel – The medium as message travels along Decoding- retranslating a sender’s message ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

19. COMMUNICATION The Interpersonal Communication Process Message Receiver Medium decoding encoding noise Message Sender Feedback Noise – any disturbances that interfere with the transmission, receipt or feedback ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

20. COMMUNICATION The Interpersonal Communication Process Noise ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

21. COMMUNICATION The Interpersonal Communication Process INFORMATION OVERLOAD ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

22. COMMUNICATION The Interpersonal Communication Process MISUNDERSTANDING ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

23. COMMUNICATION The Interpersonal Communication Process Message Receiver Medium decoding encoding Message Sender Feedback Feedback- returns the message to the sender and provides a check on whether understanding has been achieved. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

24. COMMUNICATION The Interpersonal Communication Process CLEAR AND UNDERSTANDABLE ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

25. COMMUNICATION The Interpersonal Communication Process FEEDBACK ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

26. COMMUNICATION The Interpersonal Communication Process UNDERSTANDING ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

27. COMMUNICATION METHODS OF COMMUNICATING INTERPERSONALLY • Face to face • Telephone • Group meetings • Formal presentation • Memos • Traditional mails • Fax machines • Employee publications • Bulletin boards • Company publications • Audio and videotapes • Hotlines • Emails • Computer conferencing • Voice mail • Teleconferences • Videoconferences ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

28. COMMUNICATION • All of these methods can be evaluated by the following questions: • Feedback – How quickly can the receiver respond to the message • Complexity capacity – Can the method effectively process complex messages? • Breadth Potential – How many different messages can be transmitted using this method? • Confidentiality – Can communicators be reasonably sure their messages are received only by those intended? • Encoding ease – Can the sender easily and quickly use this channel? ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

29. COMMUNICATION • All of these methods can be evaluated by the following questions: • Decoding ease - Can the receiver easily and quickly decode messages? • Time-space constraint – Do senders and receivers need to communicate at the same time at the same space? 8. Cost – How much does it cost to use this method? 9. Interpersonal warmth – How well does this method convey interpersonal warmth? 10. Formality – Does this method have th needed amount of formality. 11. Scannability – Does this method allow the message to be easily browsed or scanned for relevant information? ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

30. COMMUNICATION All of these methods can be evaluated by the following questions: 12. Time of Consumption – Does the sender or receiver exercise the most control over when the message is dealt with? ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

31. COMMUNICATION • NONVERBAL COMMUNICATION • Communication transmitted without words. • Ex. A loud siren or a red light at an intersection • When the class started to read newspapers and some yawn in the middle of the class • When a woman dresses red • The size of a person’s room ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

32. COMMUNICATION • NONVERBAL COMMUNICATION • Best-known Types of Nonverbal Communication • Body Language – Refers to gestures, facial expressions, and other body movements that convey meaning. • Verbal Intonation – Refers to the emphasis someone gives to words or phrases that conveys meaning. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

33. COMMUNICATION BARRIERS TO EFFECTIVE INTERPERSONAL COMMUNICATION Filtering – is the deliberate manipulation of information to make appear more favorable to the receiver. Emotions – How a receiver feels when a message is received influences how he or she interprets it. Information Overload – when the information we have to work with exceeds our processing capacity. Defensiveness – When people feel that they’re being threatened, they tend to react in ways that reduce their ability to achieve mutual understanding. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

34. COMMUNICATION BARRIERS TO EFFECTIVE INTERPERSONAL COMMUNICATION Language – Words mean different things to different people. Age, education and cultural background are three of the more obvious variables that influence the language a person uses and the definitions he or she give to words. National Culture – Cultural differences can affect the way a manager chooses to communicate and these differences undoubtedly can be a barrier to effective communication if not recognized and taken into consideration. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

35. COMMUNICATION OVERCOMING THE BARRIERS Use Feedback Simplify Language Listen Actively Constrain Emotions Watch Nonverbal Cues ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

36. COMMUNICATION ACTIVE LISTENING BEHAVIORS Don’t Overtalk Be Emphatic Avoid Interrupting Speaker Make Eye Contact Paraphrase ACTIVE LISTENING Exhibit affirmative head nods and appropriate facial expression Avoid distracting actions or gestures Ask Questions ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

37. COMMUNICATION Organizational Communication Communication within an organization is often described as formal or informal. Formal Communication – refers to communication that follows the official chain of command or is part of the communication required to do one’s job. Informal Communication – is organizational communication that is not defined by the organization’s structural hierarchy. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

38. COMMUNICATION Organizational Communication Direction of Communication Flow Downward, i.e., from manager to employees Downward communication is used to inform, direct, coordinate, and evaluate employees. Upward Communication is communication that flows upward from the employees to managers. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

39. COMMUNICATION Organizational Communication Direction of Communication Flow Lateral Communication – Communication that takes place among employees on the same organizational level. Diagonal Communication – is a communication that cuts across both work areas and organizational levels. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

40. COMMUNICATION Organizational Communication Network The vertical and horizontal flows of organizational communication can be combined into variety of patterns called communication networks. • Types of Communication Networks • Chain • Wheel • All-Channel ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

41. COMMUNICATION • Types of Communication Networks • Chain – communication flows according to the formal chain of command, both downward and upward. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

42. COMMUNICATION Types of Communication Networks 2. Wheel network – represents communication flowing between a clearly identifiable and strong leader and others in a work group or team. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

43. COMMUNICATION • Types of Communication Networks • All channel networks – communication flows freely among all members of a work team. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

44. COMMUNICATION The Grapevine the informal organizational communication network (gossip, rumors) Is an important part of any group or organization communication network and will worth understanding It identifies for the managers those bewildering issues that employees consider important and anxiety producing. It acts as both a filter and a feed back mechanism, picking up on the issues employees consider relevant. From the managers point of view, it is possible to analyze what is happening on the grapevine ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

45. COMMUNICATION Understanding Information Technology Technology is changing the way we live and work Managers are challenged to keep their organizations functioning smoothly while continually improving work operations and staying competitive even though both the organization and the environment are changing rapidly. Technological advances have enabled managers to coordinate the work efforts of employees in the ways that can lead to increased efficiency and effectiveness. Information technology now touches every aspects of almost every company’s business. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

46. COMMUNICATION • How Technology Affects Managerial Communication • Technology, and more specifically information technology, has radically changed the way organizational members communicate. • It has significantly improved a manager’s ability to monitor individual or team performance. • Has allowed employees to have more complete information to make faster decisions. • Has provided employees more opportunities to collaborate and share information. • It made possible for people in organizations to be fully accessible, any time, regardless of where they are. • Employees don’t have to be at their desk with their computer on to communicate with others in the organization. ORGANIZATIONAL COMMUNICATION Prof. Antonio E. Casurao, Sr.

47. COMMUNICATION Two Developments in I.T. seem to be most significant for managerial communication: 1. Networked Computer Systems 2. Wireless Capabilities DECISION-MAKING AND COMMUNICATION PROCESS Prof. Antonio E. Casurao, Sr.

48. COMMUNICATION Two Developments in I.T. seem to be most significant for managerial communication: 1. Networked Computer Systems – where an organization links its computers creating and organizational network via communication applications, such as E-mail – the instantaneous transmission of written messages on computers that are linked together Instant Messaging (IM) – this is an interactive real-time communication that takes place among computer users logged on the computer network at the same time. Blog (web log) – An online journal that usually focuses on a particular subject. DECISION-MAKING AND COMMUNICATION PROCESS Prof. Antonio E. Casurao, Sr.

49. COMMUNICATION Two Developments in I.T. seem to be most significant for managerial commnucation: Voice Mail –A communicatin system that digitizes a spoken message, transmits it over a network, and stores the message on disk for the receiver to retrieve later. Fax – Communicating through machines that allow the transmission of documents containing both text and graphics over ordinary telephone lines. Electronic Data Interchange (EDI) – A way for organizations to exchange standard business transaction documents using direct computer-to-computer networks. DECISION-MAKING AND COMMUNICATION PROCESS Prof. Antonio E. Casurao, Sr.

50. COMMUNICATION Two Developments in I.T. seem to be most significant for managerial commnucation: Extranet – An organizational communication network that uses internet technology and allows authorized users inside the organization to communicate with certain outsiders Teleconferencing –Communication systems that allows a group of people to confer simultaneously using telephone or e-mail group communication software. DECISION-MAKING AND COMMUNICATION PROCESS Prof. Antonio E. Casurao, Sr.