COMMUNICATION
Effective communication is important, not only for the success of an organization but also the individuals within it. Individuals who are able to communicate their ideas and thoughts
COMMUNICATION PROCESS
BARRIERS TO EFFECTIVE COMMUNICATION
• A bad choice of words, unclear sentences, or phrases.
• Defensiveness, distorted perceptions, guilt, transference, distortions from the past.
• Body language, tone, and other non-verbal forms of communication.
• Receiver distortion comes in the way due to selective hearing, ignoring non-verbal cues.
CONTD..
• Perceptual differences
• Professional relationship between two
individuals. Information may be misunderstood due to lack of understanding
• Use of an inappropriate medium
• Not caring for time relevance of information arrival and need for timely response accordingly
Effective communication requires deciphering the basic values, motives, aspirations, and assumptions that operate across geographical areas. Thus,
RULES OF EFFECTIVE COMMUNICATION
•
Choose right words to convey your thoughts
•
Speak from your knowledge and experience
•
Don’t make sure shot statements, unless
confident
•
Always intermittently confirm the meaning of
the words from the receiver
•
Don’t begin sentences with ‘everyone knows
…’
CONTD..
•
Don’t try to impress others with your vocabulary, you may miscommunicate•
Be an attentive listener•
Be calm and poised•
Make positive first impression•
Synchronize body language with verbal communication•
Modulate your content appropriately•
Use motivating statements and positive strokes wherever requiredORGANIZATIONAL COMMUNICATION
Organizational communication refers to the way
organizations respond, adjust, and adapt themselves to changing environments, externally and internally. The key focus has to be on interaction among different stake
holders and, within the organization, among co-workers. Hence, Communication plays a very vital role in
ORGANISATIONAL COMMUNICATION
• Downward Communication - flow of information from higher to lower levels in the organization’s hierarchy
• Upward Communication - flow of information from lower to higher levels in the organization’s hierarchy (subordinates tend to suppress bad news,
managers highlight accomplishments of the team & don’t discuss mistakes with higher ups)
• Horizontal Communication: The flow of information amongst people on the same hierarchical level (sharing information, co-ordination, problem
ORGANISATIONAL COMMUNICATION
•
Formal and informal Communication: formal communications are official and can move upward, downward, or horizontally forperforming a specific task. However, informal communication is unofficial (rumours/grapevine : Managers should respect
grapevine as it may be a reliable source of information).
•
Diagonal Communication: refers to communication between managers and workers located in different functionalINFORMATION LOSS IN DOWNWARD COMMUNICATION IN AN ORGANIZATION (INFORMATION OVERLOAD, LACK OF OPENNESS/FILTERING EFFECT)
Information Loss Information Loss Top level Management’s (CMD & and ED) Understanding and Clarity
(100 %)
General Manager’s Understanding & and Clarity ( 63%)
Assistant General Manager’s Understanding & and Clarity (56%)
Regional Manager’s
Understanding & and Clarity (40%) BM’s Under- standing
& and Clarity (30%)
WHAT IS MOTIVATION?
•
Motivation is a drive, an energizing force that directs and
sustains a person’s effort to achieve a given objective
and goal .
MASLOW HIERARCHY OF NEEDS
Physiological Needs
Esteem Needs
Affection Needs
Safety Needs
Self-fulfillment Needs
(To Survive : Food Health)
(Shelter, protection, pension)
Need for affection, to belong within a family/society) (Recognition of achievements, self respect/esteem)
(To utilize ones potential to the maximum)
HIGHER ORDER NEEDS
MASLOW HIERARCHY OF NEEDS
Usually the fulfillment of Primary needs leads to Higher Order needs.
THEORY X AND THEORY Y - MOTIVATION
Douglas McGregor (1960) proposed two distinct views of
human beings: Theory X that was labeled negative, and theory Y, that was labeled positive.
•
Under theory X managers assume that the employee does not like work, and given a chance would avoid it; employees need to be coerced and controlled, or punished to achieve goals; they will avoid responsibilities and basically seek formal direction.•
Under theory Y managers believe that employees view work as something natural like play, rest, or relaxation; people are basically self-directed and self-controlled; an average person accepts and seeks responsibility; and above all the ability to innovate is widely distributed throughout the population and is not necessarily among those who hold managerialTHEORY X AND THEORY Y
Theory X assumes dominance of lower level needs in individuals.
Theory Y assumes dominance of higher level needs in individuals.
NEED FOR JOB SATISFACTION --
MOTIVATOR
(FREDERICK HERZBERG, ET AL, 1959)
It is not the work, but the way work is being performed – that motivates peopleNEED FOR JOB SATISFACTION -- MOTIVATOR (FREDERICK HERZBERG, ET AL, 1959)
Motivator
Job Satisfaction
Job Enlargement
Job Enrichment
Improved Productivity and
DAVID MCCLELLAND (1961)
Each of us have three important needs (in different proportions) and these needs affect both how we are motivated and how we attempt to motivate others.
•
Need for achievement (attainment of goals, sense of accomplishment)•
Need for affiliation (friendship, interaction, be liked)DAVID MCCLELLAND (1961)
Need for Achievement
Need for Affiliation
Need for Power
Fulfillment Acts As
Motivator to
Self
Others
FACTORS THAT DE-MOTIVATE PEOPLE
Negative Criticism Humiliation in Public
Rewarding Non-performance Lack of Clarity about
Objectives and Goals Negative Attitude
Discriminatory Treatment Frequent Transfers and Change in Job Roles
TEAM EFFECTIVENESS
WHAT MAKES A GOOD TEAM ?
•
Clear sense of itself as a group•
Interacts positively with outsiders•
Cultivates positive assumptions and beliefs•
Communicates clearly•
Clear approach to the team’s workRULES FOR TEAM DEVELOPMENT
• Start modestly
• Be very clear about your goals and objectives
• Remember that the unknown is usually more threatening than the known
• Remember that development is basically self-regulated
• Be prepared to grab other opportunities that may arise as a result of your actions
• Ensure everyone’s agreement
• If required, be prepared to accept outside help
• Consult widely and genuinely
NINE STEPS FOR BUILDING GOOD TEAM
•
Clearly defines the problem•
Looks for commonalities•
Respects all contributions•
Recognizes multiple interests•
Respects all individuals•
Looks towards solutions•
Move from WIIFM (What’s In It For Me) to WIIFU (What’s In It For Us)•
Focus on benefitsBARRIERS TO EFFECTIVE TEAM
FUNCTIONING
•
Time trade-offs in decision-making
•
Problems of ‘groupthink’ and pressure to conform
•
Potential for increased conflict over decision-making
•
Lack of leadership
WAYS TO IMPROVE TEAM EFFECTIVENESS
•
Provide team with a vision
•
Establish clear and well-defined goals
•
Define roles and their complementarities
•
Attempt to build consensus
•
Decide to perform key tasks via democratic process
CONTD..
•
Inculcate in team members the need to show respect for
and courtesy towards each other
•
Promote free discussion cross fertilization at planning
stage
•
Use brainstorming techniques to trigger creativity
•
Provide organizational support
WHAT IS CONFLICT?
•
Conflict refers to a process in which one party (person or
group) perceives that its interests are being opposed or
negatively affected by another party.
•
Conflict implies a mismatch in the concerns of people
involved in a particular event.
•
Conflict is a state of disagreement resulting from
SOURCES OF CONFLICT
•
Diverse goals or objectives•
Different values and beliefs•
Status; incongruence, salary differences, education level•
Decision making; considerations, pressures•
Role pressure or clarification•
Differences in perception of the situation•
Group associations, status, or identity•
Race, ethnicity, or gender differencesCONTD..
• Competition for limited resources or competition to achieve similar goals
• Inadequate or poor communication
• Resource inadequacy; disagreements about ‘who does what’ • Leadership problems, including inconsistent leadership, lack
of knowledge for avoiding conflict
• Disagreement on the process of doing things • Personal, self, or group vested interests
• Power and influence
• Getting into win-lose situation
• Role ambiguity and lack of role clarity
IDENTIFYING THE ROOT CAUSE OF
CONFLICT
•
Needs•
Perceptions•
Socio-cultural Backgrounds•
Power•
ValuesMANAGING CONFLICT : 3 STEPS
•
Define conflict and get concerned about it when it is at the initial (felt) stage•
Identify the root causes behind conflict by diagnosis and analysisCONFLICT MANAGEMENT
STRATEGIES
Conflict Management Strategies
L O W C O N C E R N F O R H IG H O T H E R S
LOW CONCERN FOR SELF HIGH AVOIDING ASSERTIVE
DOMINATING COMPROMISE
KEY WORDS IN CONFLICT MANAGEMENT
STRATEGIES
•
Assertive/Submissive(Unassertive)/Cooperative/ Uncooperative (Behaviour)NEGOTIATION
Negotiation is a systematic process in which two or more
individuals or groups having common and/or conflicting
goals, discuss alternate possible solutions involving
specific terms for a possible agreement It involves three
stages namely:
•
Pre-negotiation
•
Negotiation
MANAGERIAL ACTIONS TO MANAGE
CONFLICT
•
Review job descriptions and seek employees’ inputs•
Build relationships with all subordinates•
Receive regular written reports from variousdepartments covering current issues, needs and expectations from management and future plans
•
Conduct trainings on how to have effectiveinterpersonal communication, management of conflict, etc.
•
Standardize the procedures for routine tasks•
Hold regular meetings to communicateCREATIVITY/BEST PRACTICES TO MANAGE
CONFLICT
Resolving conflict, for those issues that have been
dragging for a very long time, requires imagination and creativity. This requires :
•
Lateral thinking.•
Issues should be discussed openly with the stakeholders.•
Choose the right time to handle conflict.•
Do not react to unintentional remarks .CREATIVITY AND ENTREPRENEURSHIP
NEED FOR CREATIVITY
In today’s competitive environment, those companies will survive which :
•
Who understand how to manage creativity?•
How to organize for creative results? andIMPORTANCE OF CREATIVITY IN KNOWLEDGE
ECONOMY
In these times of …..
•
Shifting competitive dynamics,•
Technological change•
Demographic shifts•
& Capricious(changing) consumer tastes,BUSINESS CREATIVITY
•
Business creativity, is the entire process by which ideas are generated, developed, and transformed into value. Itencompasses what people commonly mean by innovation and entrepreneurship.
ENTREPRENEURSHIP AND
CREATIVITY
•
Entrepreneurial management is defined as “
the pursuit
of opportunity without regard to resources
currently controlled”.
•
Essentially creativity is all about —imagination,
THE BASIC REQUIREMENTS
A SUCCESSFUL ENTREPRENEUR•
Embrace Failure•
Reject money as a goal•
Find a way to win•
Be ready to sacrifice your personal life