effective communication
Introduction
- Communication is the act of transmitting information.
- Communication is used in all departments and functions of an organisation.
- You spend 50% - 90% of your time communicating various things to various staff at various levels.
- Unfortunately 70% of all communications fail to achieve their intended purpose.
- Communication has a motivational impact on subordinates.
In most organisations you will find two types of communication:
1. Interpersonal communication:
This is the face to face close contact you have with your superiors, subordinates and friends at work.
2. Organisational communication:
This is communication that occurs within the formal structure of the organisation.
In general it is upward, downward or lateral communication.
Think of work instructions, display boards, company memo’s, e-mails and many other very formal and sometimes strict messages.
You spend at least 45% of your day close to your subordinates.
If you can learn to communicate effectively and not waste 70% of your time and effort, you can achieve a lot more production and cut out a lot of waste/fatigue.
Remember: Workers also get frustrated listening to wrong instructions.
1. Interpersonal Communication
Interpersonal communication is an interactive process between individuals that involves sending and receiving verbal and non verbal messages.
The objective is to send a message in such a way that the receiver understands it easily the first time. Hopefully the receiver understands and responds also with a clear answer that relays a clear message.
Messages are misunderstood due to:
1. Conflicting or wrong assumptions.
2. Semantics.
3. Different perceptions.
4. Emotions.
5. Poor listening.
6. Inadequate communication skills.
7. Insufficient feedback.
8. Differences in the interpretations of nonverbal communications.
A brief description of all of the above reasons for misunderstandings follows:
1. Conflicting or inappropriate assumptions:
This is a common mistake made by couples, teachers, superiors and parents.
They carry on talking without asking if the listener understands what is being said. The correct method is to talk slower and always ask to make sure that what you are saying is being followed. Effective communication means that both parties are on the same wavelength and see the same picture, and there are no false assumptions.
2. Semantics:
Semantics is the science/study of the meaning of words. Look at the following example which will explain the term semantics:
English is spoken in many dialects in different areas and countries.
Different groups use their own way of words and this can be very confusing.
Can you understand why communications can easily be misunderstood?
Semantics is a way of standardizing words so that they have the same meaning for everybody.
3. Perception:
Perception has to do with the 5 senses (taste, smell, hearing, seeing, feeling). Information is sent via the 5 senses to the brain where it is formulated into a perception. Each individual is unique and different opinions about a statement will be formed. People also tend to block out what they do not want to hear, resulting in an incorrect perception. Many people only listen to what they want to hear. Look at the pictures below, perceptions are deceiving.
We also see from the above sketches that many things depend on the way that we look at them. Make sure your audience perceives what you are saying.
4. Emotions:
Emotions either preceding, or during communication has a profound affect on the effectiveness of the communication.
Here are some examples of the effect of emotions on communication:
¦ Can you do a speech in front of 500 strangers at any given moment?
¦ Most people would be very nervous, and will even tremble in fear.
¦ What do you sound like when you are angry?
¦ How do people speak at a funeral?
The secret to communications in the high pressure Manufacturing Environment is to keep cool and calm when talking. Feel the fear and pressure but learn to rather solve it in a professional manner. The days of emotional shouting contests are over. They are like “petrol on the fire” and only make it worse than it really is.
2. The Importance of Listening:
Communication depends on the ability not only to send but also to receive messages. The ability to really listen greatly enhances the communication process.
Tests indicate that a person will understand and remember 50% of a 10 minute oral presentation. Two days later the person will only remember 25% of the presentation. Within 7 days the person can only remember 10% of what was said. Can you see why the same problems are discussed over and over in green area meetings? Why do you think this happens?
Here are some of the reasons why this happen:
3. Communication Skills
All communication consists of a sender, a medium and a receiver. Many factors can influence this, like: Culture, education, verbal skills, social class, and training. The ability to feel confident in conversations, in presentations, or in speaking to a group is all skills that can be learned. The following steps are very basic, but can help achieve effective communication:
If you are the sender:
1. Send a clear message in simple terms. Must be easy to understand.
2. Be well prepared and have good knowledge of what you are saying.
3. Be fast and accurate, get to the point. Do not make it boring.
4. Use your body language. People believe 70% of your body language.
Examples of body language are:
The medium to be used:
Consider your audience. On what level must you speak? Do you speak in the same way when talking to the managing director as you would with your team? Hopefully not. It could be a career limiting move!
What will be the fastest and easiest way? There are many tools that can demonstrate and make the message clearer. Examples are:
Pictures: Make works instructions easier, communicate faster. A picture can tell a thousand words.
Notice board, memo’s: This allows you to talk to the entire company at once. The memo must however be written in easy terms so that it is understood correctly. Could be negative due to no personal feedback, as you do not see the audience while communicating to them.
Performance measurement charts and bar graphs: Must be easy to understand and easy to read. Say thousands of words at once.
If you are the receiver:
4. Organisational Communication Systems
Organisational communication occurs within the formal organisational structure.
In general, organisational communication systems are:
Downward Communication Systems
Downward systems transmit information from higher to lower levels of the organisation. The chain of command determines the flow of downward information. Policy manuals, bulletins, organisational magazines, job descriptions, and directives are all examples of downward communications.
Often downward communication systems are assumed to be better than studies indicate they actually are. For example, research has reported that the average employee understands little of the material in employee handbooks and manuals. One important choice that must be made in such systems is the medium to use. Written communication is less likely to be filtered and provides an official record, but it does not enable immediate feedback. Oral communication provides no record and is subject to filtering, but it does facilitate immediate feedback.
Upward Communication Systems
Upward communication systems transmit information from the lower levels of the organisation to the top. An upward communication system should help managers judge the effectiveness of their downward communications and enable them to learn about organisational problems.
Four major areas of information should be communicated from below:
The techniques used in upward communication include:
The key to effective upward communication systems appears to be a manager-employee relationship in which employees believe they will not be penalized for openness. Employees often conceal or distort their real feelings, problems, opinions, and beliefs because they fear disclosure may bring on punishment.
Trust in one’s superior appears to be a key variable in effective upward communication systems.
Ideally, the organisational structure should provide for both upward and downward communication systems. Communication should flow in both directions through the formal organisational structure. Unfortunately, upward communication does not flow as freely as downward communication. This could be due to fear or a lack of respect for superiors.
Horizontal or Lateral Communication
Different departments must communicate in the company. Production, quality and logistics must communicate to ensure the flow of processes. This is referred to as horizontal or lateral communication. Horizontal communication is essential to coordination amongst departments, and to the proper functioning of the upward and downward communication systems.
Specialized departments such as:
o Engineering
o Marketing
o Development
o Quality control
perform functions such as:
The Grapevine
Many informal paths of communication also exist in organisations. These informal channels are generally referred to as the grapevine. During the First World War, intelligence telegraph lines hung loosely from tree to tree and looked like grapevines. Messages sent over these lines were often garbled; thus, any rumour was said to be “from the grapevine.”
Grapevines develop within organisations when employees share common hobbies, hometowns, lunch breaks, family ties, and social relationships. The grapevine always exists within the formal organisational structure. However, it does not follow the organisational hierarchy; it may go from secretary to vice president or from engineer to clerk. The grapevine is not limited to non-management personnel; it also operates among managers and professional personnel.
The grapevine generally has a poor reputation because it is regarded as the primary source of distorted messages and rumours. However, management must recognize that the grapevine is often accurate. Management must also recognize that information in the grapevine travels more rapidly than information in the formal channels of communication. Finally, management must recognise the resilience of the grapevine. No matter how much effort is spent improving the formal channels of communication, grapevines will always exist.
Because the grapevine is inevitable, management should use it to complement formal channels of communication. In utilizing the grapevine, honesty is always the best policy. Rumours and distorted messages will persist, but honest disclaimers by management will stop the spread of inaccurate information.
The Impact of E-mail
Especially valuable to horizontal communication in today’s organisations is the use of electronic mail systems, or E-mail, provided by networked and on-line systems.
The Email system provides for high-speed exchange of written messages through the use of computerised text processing and computer-oriented communication networks. The primary advantages of this system are that it saves time, eliminates wasted effort (such as unanswered or repeat phone calls), provides written records (if necessary) of communications without the formality of memos, and enables communication among individuals who might not communicate otherwise.
4. Emotions:
Emotions either preceding, or during communication has a profound affect on the effectiveness of the communication.
Here are some examples of the effect of emotions on communication:
¦ Can you do a speech in front of 500 strangers at any given moment?
¦ Most people would be very nervous, and will even tremble in fear.
¦ What do you sound like when you are angry?
¦ How do people speak at a funeral?
The secret to communications in the high pressure Manufacturing Environment is to keep cool and calm when talking. Feel the fear and pressure but learn to rather solve it in a professional manner. The days of emotional shouting contests are over. They are like “petrol on the fire” and only make it worse than it really is.
2. The Importance of Listening:
Communication depends on the ability not only to send but also to receive messages. The ability to really listen greatly enhances the communication process.
Tests indicate that a person will understand and remember 50% of a 10 minute oral presentation. Two days later the person will only remember 25% of the presentation. Within 7 days the person can only remember 10% of what was said. Can you see why the same problems are discussed over and over in green area meetings? Why do you think this happens?
Here are some of the reasons why this happen:
- Effective listening is not natural to most people. They find it boring.
- People develop attitude problems with the supervisor and are not interested in what is said.
- Daydreaming and a lack of concentration. Thinking about other things.
- Complex messages. The speaker talks in terms that are difficult to understand.
- The “rushed” mentality. People feel that their time is being wasted by long meetings. They have so much to do...
- Mental arguments. The listener does not agree with what is said and blocks out the message. He does not say this out loud though and the sender thinks that all that was said was understood.
3. Communication Skills
All communication consists of a sender, a medium and a receiver. Many factors can influence this, like: Culture, education, verbal skills, social class, and training. The ability to feel confident in conversations, in presentations, or in speaking to a group is all skills that can be learned. The following steps are very basic, but can help achieve effective communication:
If you are the sender:
1. Send a clear message in simple terms. Must be easy to understand.
2. Be well prepared and have good knowledge of what you are saying.
3. Be fast and accurate, get to the point. Do not make it boring.
4. Use your body language. People believe 70% of your body language.
Examples of body language are:
- Body movements: Stand upright and show openness by holding your palms to the listeners often. It shows no aggression and invites participation. Lean forward when saying something very important.
- Hand and arm movements: Do not point your finger into people’s faces. It shows aggression and will break a positive mood fast. Show examples with hands and arms without pointing too directly at someone. Rather show to the group as a whole.
- Facial expressions: Keep eye contact with all the listeners. Use your head by nodding and shaking. Smile for positive statements and frown for negative ones.
- Voice tones: How we say it is what makes the most difference. Emphasize important things. It is extremely boring to listen to the same tone for 10 minutes.
- Tempo: Do not speak too fast or too slow. Find a good rhythm and pace.
The medium to be used:
Consider your audience. On what level must you speak? Do you speak in the same way when talking to the managing director as you would with your team? Hopefully not. It could be a career limiting move!
What will be the fastest and easiest way? There are many tools that can demonstrate and make the message clearer. Examples are:
Pictures: Make works instructions easier, communicate faster. A picture can tell a thousand words.
Notice board, memo’s: This allows you to talk to the entire company at once. The memo must however be written in easy terms so that it is understood correctly. Could be negative due to no personal feedback, as you do not see the audience while communicating to them.
Performance measurement charts and bar graphs: Must be easy to understand and easy to read. Say thousands of words at once.
If you are the receiver:
- Ask questions. There is no such thing as a dumb question.
- Do not be shy to say that you don’t understand.
- Summarize important information by saying: “Are you telling me that...”
- Concentrate on what is being said. Force yourself to listen carefully.
- Know and understand that listening is not natural to most of us. This is something that you must overcome. It is not negotiable.
4. Organisational Communication Systems
Organisational communication occurs within the formal organisational structure.
In general, organisational communication systems are:
- downward
- upward
- lateral (horizontal)
Downward Communication Systems
Downward systems transmit information from higher to lower levels of the organisation. The chain of command determines the flow of downward information. Policy manuals, bulletins, organisational magazines, job descriptions, and directives are all examples of downward communications.
Often downward communication systems are assumed to be better than studies indicate they actually are. For example, research has reported that the average employee understands little of the material in employee handbooks and manuals. One important choice that must be made in such systems is the medium to use. Written communication is less likely to be filtered and provides an official record, but it does not enable immediate feedback. Oral communication provides no record and is subject to filtering, but it does facilitate immediate feedback.
Upward Communication Systems
Upward communication systems transmit information from the lower levels of the organisation to the top. An upward communication system should help managers judge the effectiveness of their downward communications and enable them to learn about organisational problems.
Four major areas of information should be communicated from below:
- The activities of subordinates in terms of their achievements, progress, and plans.
- Unresolved work problems in which subordinates may need help currently or in the future.
- Suggestions or ideas for improvements within work groups or the organisation as a whole.
- Subordinates’ feelings about their jobs, associates, and the organisation.
The techniques used in upward communication include:
- Counselling
- Formal meetings with employees
- Suggestion system
- Formal attitude surveys
- Question-and-answer column in company publications
- Gripe boxes
The key to effective upward communication systems appears to be a manager-employee relationship in which employees believe they will not be penalized for openness. Employees often conceal or distort their real feelings, problems, opinions, and beliefs because they fear disclosure may bring on punishment.
Trust in one’s superior appears to be a key variable in effective upward communication systems.
Ideally, the organisational structure should provide for both upward and downward communication systems. Communication should flow in both directions through the formal organisational structure. Unfortunately, upward communication does not flow as freely as downward communication. This could be due to fear or a lack of respect for superiors.
Horizontal or Lateral Communication
Different departments must communicate in the company. Production, quality and logistics must communicate to ensure the flow of processes. This is referred to as horizontal or lateral communication. Horizontal communication is essential to coordination amongst departments, and to the proper functioning of the upward and downward communication systems.
Specialized departments such as:
o Engineering
o Marketing
o Development
o Quality control
perform functions such as:
- gathering data
- Issuing reports
- Preparing directives
- Coordinating activities
- Advising higher levels of management.
The Grapevine
Many informal paths of communication also exist in organisations. These informal channels are generally referred to as the grapevine. During the First World War, intelligence telegraph lines hung loosely from tree to tree and looked like grapevines. Messages sent over these lines were often garbled; thus, any rumour was said to be “from the grapevine.”
Grapevines develop within organisations when employees share common hobbies, hometowns, lunch breaks, family ties, and social relationships. The grapevine always exists within the formal organisational structure. However, it does not follow the organisational hierarchy; it may go from secretary to vice president or from engineer to clerk. The grapevine is not limited to non-management personnel; it also operates among managers and professional personnel.
The grapevine generally has a poor reputation because it is regarded as the primary source of distorted messages and rumours. However, management must recognize that the grapevine is often accurate. Management must also recognize that information in the grapevine travels more rapidly than information in the formal channels of communication. Finally, management must recognise the resilience of the grapevine. No matter how much effort is spent improving the formal channels of communication, grapevines will always exist.
Because the grapevine is inevitable, management should use it to complement formal channels of communication. In utilizing the grapevine, honesty is always the best policy. Rumours and distorted messages will persist, but honest disclaimers by management will stop the spread of inaccurate information.
The Impact of E-mail
Especially valuable to horizontal communication in today’s organisations is the use of electronic mail systems, or E-mail, provided by networked and on-line systems.
The Email system provides for high-speed exchange of written messages through the use of computerised text processing and computer-oriented communication networks. The primary advantages of this system are that it saves time, eliminates wasted effort (such as unanswered or repeat phone calls), provides written records (if necessary) of communications without the formality of memos, and enables communication among individuals who might not communicate otherwise.
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