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University of Turin Advanced Business Administration. Communication and Interpersonal Skills Associate Professor Christine Burton. Aim of this lecture. General overview of communication Supportive/Unsupportive Statements Communication – handout.

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University of turin advanced business administration

University of TurinAdvanced Business Administration

Communication and Interpersonal Skills

Associate Professor Christine Burton

Aim of this lecture
Aim of this lecture

  • General overview of communication

  • Supportive/Unsupportive Statements

  • Communication – handout

University of turin advanced business administration

Organisational Communication is not just a passing of information but:

‘an interactive circle involving sender and receiver, messages, media and feedback loops’

‘an active way of creating, shaping and maintaining relationships and enacting shared values, common cultures, agreed goals and means for their achievement’

‘a culturally driven process of sensemaking’

(Clegg, Kornberger, Pitsis, 2005)

Functions of organisational communication
Functions of information but:Organisational Communication:

Informative (transports information; facts and figures – basis for action)

Systemic ( ‘glue’ between org members – creates bonds)

Literal ( enables meaning to be established and owned ‘sensemaking’ – ‘why are we here?’)

Figurative (links org to wider environment – represents organisational identity, mission + purpose)

Communication in the workplace
Communication in the Workplace information but:

  • Communication articulates power and reveals power relations

  • Effective communication in the workplace:

    • Creates and maintains a positive workplace culture

    • Enables unified effort towards goal achievement

  • Ineffective communication in the workplace

    • Creates culture ‘atmosphere’ of mistrust, confusion, dislike, toxicity

    • Confuses / undermines united effort

  • Communication routes both formal and informal

  • Formal (authorised)

    • Dependent upon organisational structure:

    • Upwards, downwards, lateral

    • Executive/managerial directive, newsletters, bulletins, emails, face to face

  • Informal (unauthorised)

    • Grapevine

    • Rumour mill

The communication process
The Communication Process information but:

  • The Communication Source (the sender)

  • The message

  • Encoding the message (convert the message to symbolic form)

  • The Channel (the medium through which the encoded message is sent

  • Decoding (retranslating the sender’s message)

  • Receiver (transfer of meaning)

  • Feedback

Types of communication
Types of Communication Feedback

Oral Communication

  • Advantages – quick easy transference of information – main disadvantage is if a number of people are involved

    Written Communication

  • Permanent, tangible, verifiable- drawbacks are that it is time consuming – no immediate feedback from written communication – sending a memo is no assurance that it has been received and there is no ability to check immediately if the receiver has understood the sender’s intentions.

    Nonverbal Communication

  • Body language – gestures, facial expressions – verbal intonation – emphasis given to words or phrases that conveys meaning. Every oral communication always has a non-verbal message. How we say something is often more important than what we say.

Barriers to communication
Barriers to Communication Feedback


Selective Perception


Information Overload


Non-Verbal Cues

Communication Overload (anxiety)


Cross Cultural

Humanistic model and the pragmatic model
Humanistic Model and the Pragmatic Model Feedback

  • Humanistic Model

    • Openness

    • Empathy

    • Supportiveness

    • Positiveness

    • Equality

  • Pragmatic Model

    • Confidence

    • Immediacy

    • Interaction Management

    • Expressiveness

    • Other-orientation

Strategies for humanistic and pragmatic communication
Strategies for Humanistic and Pragmatic Communication Feedback

  • Assertion

  • Paraphrasing

  • Feedback

  • Networking

  • Self-disclosure

Communicating authenticity and integrity denning etc
Communicating authenticity and integrity Feedback (Denning etc)

  • Communicating authenticity: the language of leadership

  • Telling stories: the art of self-disclosure

    • The traditional way: problem-analysis-solution

    • A different way: attention-desire-reinforce with reason

    • Use disclosure, connect with the listeners’ values, simplify

What interpersonal skills do managers need to develop
What interpersonal skills do managers need to develop? Feedback

  • Active listening skills

    • Intensity

    • Empathy

    • Acceptance

    • Willingness to take responsibility for completeness

  • Developing Feedback Skills