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AUDIT & ORGANIZATIONAL COMUNICATION
ANALYSIS
You must do audit for everything. Is basic and necessary if you’re doing it well. Sender to receiver Information goes one way, I inform someone about something. Communications needs feedback. The information returns to me. As an employee I feel better if they’re waiting for my opinion. I feel a part of a team, important.
TEMA 1. AUDITING: GENERAL OVERVIEW
There are 3 types of companies in the world:
- Innovative; innovation, “everybody likes them”. Apple. These kinds of companies are not so many. Depends in which industry.
- Flexible & fast: they know the product that people like, and cheaper. Inditext. Competitive prices. High logistic system that produces so fast.
- What happens?: in general small and medium size, or familiar companies, over the years disappear. Is good to know what they do badly and correct it.
Audit could be applied on
- Accounting: systematic examination and verification of a firm’s books of account, transaction records other relevant documents and physical inspection of inventory by qualified accountants (called auditors). See also external audit and internal audit.
- Quality control: periodic (usually every six months) onsite-verification (by a certification authority) to ascertain whether or not a documented quality system is being effectively implemented. Expectations: there are three possibilities:
- Better than expected.
- Expected, most common result.
- Shit We can define communication analysis and communication audit with respect to there intended goals. A communication analysis is conducted when a group of people sets out to examine a specific type of organizational communication on a variable related to it. Examples: what type of leadership communication style senior managers are using. Level of commitment of the employees. Level of quality in the service (both internal and external)
TEMA 2: COMMUNICATION AND BUSINESS COMMUNICATION Communication is simply the act of transferring information from one place to another. Although this is a simple definition, when we think about how we may communicate the subject becomes a lot more complex. There are various categories of communication and more than one may occur at any time. The different categories of communication include:
- Spoken or Verbal Communication: face-to-face, conferences, telephone, radio or television and other media. - Non-Verbal Communication: body language, gestures, how we dress or act - even our scent. - Written Communication: letters, e-mails, books, magazines, the Internet or via other media. - Visualizations: graphs and charts, maps, logos and other visualizations can communicate messages. The Communication Process A message or communication is sent by the sender through a communication channel to a receiver, or to multiple receivers. The sender must encode the message (the information being conveyed) into a form that is appropriate to the communication channel, and the receiver(s) then decodes the message to understand its meaning and significance. Misunderstanding can occur at any stage of the communication process. Effective communication involves minimising potential misunderstanding and overcoming any barriers to communication at each stage in the communication process. An effective communicator understands their audience, chooses an appropriate communication channel, hones their message to this channel and encodes the message to reduce misunderstanding by the receiver(s). They will also seek out feedback from the receiver(s) as to how the message is understood and attempt to correct any misunderstanding or confusion as soon as possible. Receivers can use techniques such as Clarification and Reflection as effective ways to ensure that the message sent has been understood correctly.
Complex data may be best communicated using a graph or chart or other visualisation. Effective communicators encode their messages with their intended audience in mind as well as the communication channel. This involves an appropriate use of language, conveying the information simply and clearly, anticipating and eliminating likely causes of confusion and misunderstanding, and knowing the receivers’ experience in decoding other similar communications. Successful encoding of messages is a vital skill in effective communication. DECODING MESSAGES Once received, the receiver/s need to decode the message. Successful decoding is also a vital communication skill. People will decode and understand messages in different ways based upon any Barriers to Communication, which might be present, their experience and understanding of the context of the message, their psychological state, and the time and place of receipt as well as many other potential factors. Understanding how the message will be decoded, and anticipating as many of the potential sources of misunderstanding as possible, is the art of a successful communicator. FEEDBACK Receivers of messages are likely to provide feedback on how they have understood the messages through both verbal and non-verbal reactions. Effective communicators pay close attention to this feedback as it the only way to assess whether the message has been understood as intended, and it allows any confusion to be corrected. Bear in mind that the extent and form of feedback will vary according to the communication channel used: for example feedback during a face-to-face or telephone conversation will be immediate and direct, whilst feedback to messages conveyed via TV or radio will be indirect and may be delayed, or even conveyed through other media such as the Internet. Common Barriers to Effective Communication:
- The use of jargon. Over-complicated, unfamiliar and/or technical terms.
- Emotional barriers and taboos. Some people may find it difficult to express their emotions and some topics may be completely 'off-limits' or taboo.
- Lack of attention, interest, distractions, or irrelevance to the receiver.
- Differences in perception and viewpoint.
- Physical disabilities such as hearing problems or speech difficulties.
- Physical barriers to non-verbal communication. Not being able to see the non- verbal cues, gestures, posture and general body language can make communication less effective.
- Language differences and the difficulty in understanding unfamiliar accents.
- Expectations and prejudices which may lead to false assumptions or stereotyping. People often hear what they expect to hear rather than what is actually said and jump to incorrect conclusions.
- Cultural differences. The norms of social interaction vary greatly in different cultures, as do the way in which emotions are expressed. For example, the
concept of personal space varies between cultures and between different social settings. A skilled communicator must be aware of these barriers and try to reduce their impact by continually checking understanding and by offering appropriate feedback. BUSINESS COMMUNICATION The sharing of information between people within a company that is performed for the commercial benefit of the organization. In addition, business communication can also refer to how a company shares information to promote its product or services to potential consumers. HORIZONTAL COMMUNICATION Information exchange between departments or functional units as means of coordinating their activities. VERTICAL COMMUNICATION Information exchange between the General Manager and a department manager and his team to coordinate the execution of the plan
TEMA 4: COMMUNICATION IN ORGANIZATIONS Effective Communication is significant for managers in the organizations so as to perform the basic functions of management, i.e., Planning, Organizing, Leading and Controlling. Communication helps managers to perform their jobs and responsibilities. Communication serves as a foundation for Planning. All the essential information must be communicated to the managers who in-turn must communicate the plans so as to implement them. Organizing also requires effective communication with others about their job task. Similarly leaders as managers must communicate effectively with their subordinates so as to achieve the team goals. Controlling is not possible without written and oral communication. Managers devote a great part of their time in communication. They spend great time on face to face or telephonic communication with their superiors, subordinates, colleagues, customers or suppliers. Managers also use Written Communication in form of letters, e-mails, reports or memos wherever oral communication is not feasible. The importance of communication in an organization can be summarized as follows:
- Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark.
- Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions.
- Communication also plays a crucial role in altering individual’s attitudes, i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in moulding employee’s attitudes.
- Communication also helps in socializing. In todays life the only presence of another individual fosters communication. It is also said that one cannot survive without communication.
- As discussed earlier, communication also assists in controlling process. It helps controlling organizational member’s behaviour in various ways. There are various levels of hierarchy and certain principles and guidelines that employees must follow in an organization. They must comply with organizational policies, perform their job role efficiently and communicate any work problem and grievance to their superiors. Thus, communication helps in controlling function of management.
Communication:
- Upward to a supervisor
- Laterally to a coworker
- Downward to a subordinate
- Diagonally to a different department
- Gestures Sales: 20/30% technology/ 70/80% human factor/chemistry (25% knowledge, 75% interest/attitude) WHAT IS SPEECH COMMUNICATION? (from latin “communis”, meaning “to share”) Is defined as a process by which we assign and convey meaning in an attempt to create shared understanding, using spoken words from person to another: the speaker and the listener. HOW TO DO SPEECH COMMUNICATION?
- Analyzing your audience
- Choosing your topic
- Narrowing your topic
- Gathering information
- Preparing visual aids if necessary
- Organizing your speech HOW WE USE THIS SKILL?
- Greeting people and taking messages
- Reassuring, comforting or persuading
- Seeking information & resolving conflicts
- Facilitating or leading a group PROBLEMS IN SPEECH COMMUNICATION
- Voice is too low to be heard
- Message is too complex
- Speaker is getting lost
- Body language or nonverbal elements are contradicting or interfering with the verbal message
- Paying too much attention on how the other person is taking the message
- Using a very unique code or unconventional method for delivering the message
TEMA 6: MANAGEMENT AND PSYCHOLOGY Management and Psychology investigates the psychological aspects of Management, incorporating concepts of human relations and worker individuality into management principles. The Psychology of Management can be considered as the effect of the work in the mind of the worker in front of the management. It is built on the principle of recognition of the individual, not only as an economic unit but as a personality Objectives
- To understand how to manage stress, change and personal problems - To adapt the speech depending on the person and issue - To understand how to work with a diverse group of people - To understand how to conduct conflict resolution and the importance of effective confrontation skills - To understand the importance of ethics in the workplace - To identify effective leadership styles and the importance of leadership and what make someone a successful leader - To learn how to identify skills, motivate, develop and persuade others. MANAGEMENT, PSYCHOLOGY AND MOTIVATION While other authors talked about this issue, Maslow referred to various additional aspects of motivation, he expressed the Hierarchy of Needs in these five clear stages.
- Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
- Safety needs - protection from elements, security, order, law, limits, stability, etc.
- Belongingness and Love needs - work group, family, affection, relationships, etc.
- Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
- Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal growth and peak experiences.
TEMA 8: PERSONNEL MANAGEMENT Personnel Management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization. Personnel Management is an administrative function of an organization that exists to provide the personnel needed for organizational activities and to manage the general employee-employer relationship. So, “Personnel Management is the planning, organizing, compensation, integration and maintainance of people for the purpose of contributing to organizational, individual and societal goals.” Nature of Personnel Management
- Personnel management includes the function of employment, development and compensation- These functions are performed primarily by the personnel management in consultation with other departments.
- Personnel management is an extension to general management. It is concerned with promoting and stimulating competent work force to make their fullest contribution to the concern.
- Personnel management exist to advice and assist the line managers in personnel matters. Therefore, personnel department is a staff department of an organization.
- Personnel management lays emphasize on action rather than making lengthy schedules, plans, work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies.
- It is based on human orientation. It tries to help the workers to develop their potential fully to the concern.
- It also motivates the employees through it’s effective incentive plans so that the employees provide fullest co-operation.
- Personnel management deals with human resources of a concern. In context to human resources, it manages both individual as well as blue- collar workers. Role of Personnel Manager Personnel manager is the head of personnel department. He performs both managerial and operative functions of management. His role can be summarized as:
- Personnel manager provides assistance to top management- The top management are the people who decide and frame the primary policies of the concern. All kinds of policies related to personnel or workforce can be framed out effectively by the personnel manager.
- He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and assists the line managers in dealing with various personnel matters.
- As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees and guides them. He tries to solve them in best of his capacity.
TEMA 9: ORGANIZATIONAL CHANGE A theory... Organizational change is about reviewing and modifying management structures and business processes. Small businesses must adapt to survive against bigger competitors and grow. 4 Elements to consider...
- Drivers A company's change drivers include the competitive environment, new technologies, consumer demand, economic conditions and government policy actions. Information technologies have changed how businesses operate and interact with one another. New business models, such as outsourcing and virtual collaboration, would not be possible without high-speed communications and the Internet. Government regulations also force businesses to adapt, as do changing consumer preferences. Recessions usually lead to layoffs, which may require restructuring, and mergers and acquisitions lead to changes in organizational culture.
- Significance Companies that refuse to embrace change may disappear. However, change is difficult because it involves modifying people's behavior. Resistance may come from employees who are generally skeptical of change initiatives, especially if they have lived through botched implementations in the past. Successful organizational change requires top management leadership and a clear explanation of how the contemplated changes can help employees do their jobs more efficiently.
- Implementation Organizational change typically consists of 3 stages: establishing the need, implementation and monitoring. To establish a need for change, senior management could articulate where the company wants to be in five to 10 years and what it needs to do to get there. For example, a saturated local market may force a company to consider international expansion. The second stage involves changing structures and processes, such as reducing the number of management layers, combining business units, reassigning management, reducing employee headcount and giving division managers more decision-making flexibility. The final stage involves monitoring the results from the organizational changes and making appropriate adjustments.
- Issues Change efforts fail for different reasons, including lack of focus and inadequate communication. Change initiatives that try to do too much tend to fail. It is better to succeed with small change projects, such as improving the response time in customer service centers, and then building on this success to implement complicated changes. Leadership should talk to employees in one-on-one and group settings to answer questions, exchange ideas and generally alleviate concerns.
One of the key principles of effective internal communication is not just to tell people the what. It is critical to tell them why something is happening in the way it is. If your people don’t understand the problem that you are attempting to solve, they won’t feel any ownership of the solution you are proposing, and as a result not be proactive in the solution, undermining your attempts at progress. An effective approach in the development of the communications strategy is to identify:
- What are the goals, ambitions and it strategic aspirations for the future?
- What do the people in the organization need to think, feel and do in order to make those goals a reality?
- Where are employees now, and what needs to change in their current perceptions, attitudes, or access to basic information?
- What’s the role of the internal communication function in helping close the gap of what we want for the future, and what we’ve got today?
- What are the roles and responsibilities of leaders, managers, employees and communication professionals?
- What are the communication activities we’re going to need – and who will be responsible for what?
- What’s the resource levels we need?
- What tools and communications channels will we use and why? 12 important issues in the Communication Plan
- Employee focused communications must be led from the top
- Consistency in message is vital
- Charismatic yet natural and planned communications are more effective
- Communication via the line manager is preferred and more effective
- Employee communications are not optional extras, they are part of business as usual and should be planned and budgeted for as such
- There must be integration between internal and external communications
- Timing is critical
- The tone of any communication is important if we want people to engage effectively
- Keep all communication focused on the WIIFM the ‘What’s In It For Me?’ factor
- Communication is a two-way process
- A single key theme or a couple of key themes is a means of giving coherence to a range of diverse employee communications initiatives
- Set your standards and stick to them How do you develop a plan for communication? One way to look at planning for communication is as an eight-step process. The steps are:
- Identify the purpose of your communication
- Identify your audience
- Plan and design your message
- Consider your resources
- Plan for obstacles and emergencies
- Strategize how you’ll connect with the media and others who can help you spread your message
- Create an action plan
- Decide how you’ll evaluate your plan and adjust it, based on the results of carrying it out 1. Identify your purpose. What you might want to say depends on what you’re trying to accomplish with your communication strategy. You might be concerned with one or a combination of the following: - Becoming known, or better known, in the community - Educating the public about the issue your organization addresses - Recruiting program participants or beneficiaries - Recruiting volunteers to help with your work - Rallying supporters or the general public to action for your cause - Announcing events - Celebrating honors or victories - Raising money to fund your work - Countering the arguments, mistakes, or, occasionally, the lies or misrepresentations of those opposed to your work. - Dealing with an organizational crisis that’s public knowledge – a staff member who commits a crime, for example, or a lawsuit aimed at the organization. 2. Identify your audience. Who are you trying to reach? Knowing who your audience is makes it possible to plan your communication logically. You’ll need different messages for different groups, and you’ll need different channels and methods to reach each of those groups. There are many different ways to think about your audience and the ways they could best be contacted. First, there’s the question of what group(s) you’ll focus on. You can group people according to a number of characteristics: - Demographics. Demographics are simply basic statistical information about people, such as gender, age, ethnic and racial background, income, etc. - Geography. You might want to focus on a whole town or region, on one or more neighborhoods, or on people who live near a particular geographic or man-made feature. - Employment. You may be interested in people in a particular line of work, or in people who are unemployed. - Health. Your concern might be with people at risk for or experiencing a particular condition – high blood pressure, perhaps, or diabetes – or you might be leveling a health promotion effort – “Eat healthy, exercise regularly” – at the whole community. - Behavior. You may be targeting your message to smokers, for example, or to youth engaged in violence. - Attitudes. Are you trying to change people’s minds, or bring them to the next level of understanding?
