SECRETARIAT TRAINING INSTITUTE

COMMUNICATION SKILLS
SYED ANWAR-UL-HASAN BOKHARI DEPUTY CONSULTANT, NRB
NOVEMBER 29, 2004

INTRODUCTION TO COMMUNICATION

KEY TO SUCCESS

WHAT YOU SAY

HOW YOU SAY

WORDS ARE THE MOST POWERFUL DRUG USED BY MANKIND. (RUDYARD KIPLING)

TO LISTEN CLOSELY AND REPLY

WELL IS THE HIGHEST PERFECTION

WE ARE ABLE TO ATTAIN IN THE ART OF CONVERSATION.
LA ROCHEFOUCAULD

CONVERSATION SKILLS

WHEN TO SPEAK AND WHEN TO LISTEN HOW TO MOVE A CONVERSATION FROM THE PAST TO THE PRESENT AND TO THE FUTURE WHY CONVERSATIONAL LINKING IS NECESSARY HOW TO DISTINGUISH BETWEEN PARALLEL AND SEQUENTIAL CONVERSATION HOW TO RAISE ENERGY LEVELS IN DISCUSSIONS HOW TO MOVE BETWEEN PROBLEM-CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATION

WHAT IS AN ORGANIZATION?

A GROUP OF PEOPLE ASSOCIATED FOR BUSINESS, POLITICAL, PROFESSIONAL, RELIGIOUS, ATHLETIC, SOCIAL, OR OTHER PURPOSES.

ITS ACTIVITIES REQUIRE HUMAN BEING TO INTERACT, REACT COMMUNICATE.

ORGANIZATIONS FACILITATE TO EXCHANGE INFORMATION, IDEAS, PLANS, ORDER NEEDED SUPPLIES, MAKE DECISIONS, RULES, PROPOSALS, CONTRACTS, AGREEMENTS ETC.

ORGANIZATIONAL COMMUNICATION

VIRTUALLY EVERY MANAGEMENT FUNCTION AND

ACTIVITY E.G. PLANNING, CONTROLLING,

DECISION MAKING, LEADERSHIP AND STAFFING, CAN BE CONSIDERED COMMUNICATION.

ORG. PERFORMANCE CORRELATES DIRECTLY

WITH THE QUALITY OF MANAGERIAL COMMUNICATION.

AN AVERAGE MANAGER SPENDS MORE TIME IN COMMUNICATING THAN DOING ANYTHING ELSE.

WHAT IS COMMUNICATION ?

COMMUNICATION IS THE PROCESS OF

TRANSMITTING INFORMATION FROM ONE PERSON TO ANOTHER. THE TRANSFER OF INFORMATION AND UNDERSTANDING FROM ONE PERSON

TO ANOTHER PERSON.

(Keith Davis)

CONTED

COMMUNICATION IS A SOCIAL PROCESS. COMMUNICATION IS LIKE CHAIN PROCESS, MADE UP OF IDENTIFIABLE LINKS. A PROCESS OF TRANSMITTING AND RECEIVING VERBAL AND NON-VERBAL MESSAGES THAT PRODUCE A RESPONSE
(MURPHY AND HILDEBRANDT)

COMMUNICATION REFERS TO THE

ACT, BY ONE OR MORE PERSONS,

OF
BY

SENDING
NOISE,

AND

RECEIVING
WITHIN A

MESSAGES THAT ARE DISTORTED OCCUR CONTEXT, HAVE SOME EFFECT, AND PROVIDE SOME OPPORTUNITY FOR FEEDBACK
(JOSEPH A. DEVITO)

COMMUNICATION IS REPRESENTED BY: 10% WORDS WHAT WE SAY 30% SOUNDS TONE 60% BODY LANGUAGE HOW WE SAY IT

WHY TO COMMUNICATE?

COMMUNICATION SATISFACTION COORELATES WITH JOB SATISFACTION AND JOB PERFORMANCE.

COMMITMENT CORRELATES WITH JOB SATISFACTION AND PERCEPTIONS OF GOOD ORGANIZATIONAL CLIMATE.

EFFECTIVE COMMUNICATION

EFFECTIVE COMMUNICATION OCCURS WHEN THE MESSAGE RECEIVED IS AS CLOSE AS POSSIBLE AS THE MESSAGE INTENDED TO BE SENT MUTUAL UNDERSTANDING.

COMMUNICATION IS EFFECTIVE ONLY IF

PEOPLE:
UNDERSTAND EACH OTHER STIMULATE OTHERS TO TAKE ACTION ENCOURAGE OTHERS TO THINK IN NEW WAYS.

SEVEN Cs OF COMMUNICATION

COMPLETENESS CONTAINS ALL FACTS THE READER OR LISTENER NEEDS FOR DESIRED ACTION. CONCISENESS CONSIDERATION CONCRETENESS

CLARITY
COURTESY CORRECTNESS

ORGANISATIONAL BENEFITS OF EFFECTIVE COMMUNICATIONS

INCREASE PRODUCTIVITY
ANTICIPATE PROBLEMS MAKE DECISIONS

COORDINATE WORKFLOW
SUPERVISE OTHERS DEVELOP RELATIONSHIPS BETTER UNDERSTANDING IN THE WORKPLACE IN GENERAL

COMMUNICATION TODAY

SIGNIFICANT SOURCE IN MANAGING AND LEADING ORGANIZATIONS. OPPORTUNITY TO INVOLVE AND MOTIVATE PEOPLE TO COMMON GOALS. OPPORTUNITY TO COOPERATION WITH STAKEHOLDERS. CHALLENGE TO CONFIRM THE STATUS IN SOCIETY.

COMMUNICATION SKILLS AND TOP EXECUTIVES

COMMUNICATION SKILLS OCCUPY AS MUCH AS

90% OF A TOP EXECUTIVES WORKING DAY. 85% OF BUSINESS EXECs. RATED BUSINESS

COMMUNICATION AS VERY IMPORTANT, WHEREAS

ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF MANAGEMENT AS VERY IMPORTANT.

FORTUNE 500 EXECs. RANK ORAL PRESENTATIONS,

MEMO WRITING, AND REPORT WRITING AS THE TOP 3 NECESSARY COMMUNICATION SKILLS.

HUMAN COMMUNICATION

AREAS OF HUMAN COMMUNICATION

INTRAPERSONAL TO THINK, REASON, ANALYZE, REFLECT. INTERPERSONAL TO DICOVER, RELATE, INFLUENCE, PLAY, HELP. SMALL GROUP SHARE INFORMATION, GENERATE IDEAS, SOLVE PROBLEMS, HELP. ORGANANIZATIONAL INCREASE PRODUCTIVITY, RAISE MORALE, INFORM, PERSUADE. PUBLIC INFORM, PERSUADE, ENTERTAIN MASS ENTERTAIN, PERSUADE AND INFORM

PURPOSES OF HUMAN COMMUNICATION

TO DISCOVER

HUMAN COMMUNICATION

PROCESS AND CONTEXT OF COMMUNICATION

BASIC COMMUNICATION PROCESS

NOISE FEEDBACK NOISE

SENDER ---------PERCEPTION --------IDEA

UNDERSTANDING ---------PERCEPTION --------RECEIVER

ENCODE NOISE

MEDIUM

DECODE NOISE

ELEMENTS OF COMMUNICATION

SENDER / ENCODER
MESSAGE

MEDIUM
RECEIVER / DECODER

FEEDBACK

COMMUNICATION CONTEXT

PHYSICAL CONTEXT CULTURAL CONTEXT

SOCIAL-PSYCHOLOGICAL CONTEXT
TEMPORAL (TIME) CONTEXT

PHYSICAL CONTEXT

TANGIBLE OR ENVIRONMENT E.I. HALLWAY OR PARK.

CONCRETE ROOM OR

EXERT INFLUENCE ON THE CONTENT (WHAT WE SAY) AS WELL AS THE FORM (HOW WE SAY IT) OF THE MESSAGE.

CULTURAL CONTEXT

REFERS TO THE COMMUNICATORS RULES AND NORMS, BELIEFS AND ATTITUDES THAT ARE TRANSMITTED FROM ONE GENERATION TO ANOTHER.
DIRECT EYE CONTECT BETWEEN CHILD AND ADULT SIGNIFIES DIRECTNESS AND HONEST IN ONE CULTURE AND DEFIANCE AND LACK OF RESPECT IN OTHER.

SOCIAL-PSYCHOLOGICAL CONTEXT

INCLUDE STATUS RELATIONSHIPS AMONG THE PARTICIPANTS, THE ROLES AND THE GAMES THE PEOPLE PLAY, AND THE CULTURAL ROLE OF THE SOCIETY IN WHICH THEY ARE COMMUNICATING.
INCLUDE FRIENDLINESS OR UNFRIENDLINESS, FORMALITY OR INFORMALITY, AND SERIOUSNESS OR HUMOUROUSNESS OF THE SITUATION.

TEMPORAL CONTEXT

TIME OF DAY AS WELL AS TIME OF

HISTORY FOR MANY PEOPLE MORNING IS NOT A TIME FOR COMMUNICATION; FOR OTHERS IT IS IDEAL

APPROPRIATENESS

AND

IMPACT

OF

MESSAGES DEPEND, IN PART, ON THE TIME IN WHICH THEY ARE UTTERED.

TYPES OF COMMUNICATION

TYPES OF COMMUNICATION

INTERPERSONAL COMMUNICATION CORPORATE COMMUNICATION FORMAL COMMUNICATION NON-FORMAL COMMUNICATION ORAL COMMUNICATION

WRITTEN COMMUNICATION
NON-VERBAL COMUNICATION

INTERPERSONAL COMMUNICATION

ASSERTIVE COMMUNICATION
NON-ASSERTIVE COMMUNICATION AGGRESSIVE COMMUNICATION

ASSERTIVE COMMUNICATION

CONFIDENTLY EXPRESSING WHAT YOU THINK, FEEL AND BELIEVE. STANDING UP FOR YOUR RIGHTS WHILE RESPECTING THE RIGHTS OF OTHERS. CONVEYING MEANING AND EXPECTATIONS WITHOUT HUMILATING OR DEGRADING OTHERS. BASED UPON RESPECT FOR YOURSELF AND RESPECT FOR OTHER PEOPLES NEED AND RIGHTS

NON-ASSERTIVE COMMUNICATION

RELUCTANCE OR INABILITY TO EXPRESS CONSISTENTLY WHAT YOU THINK, FEEL AND BELIEVE. ALLOWS OTHERS TO VIOLATE YOUR RIGHTS WITHOUT CHALLENGE. REFLECTS LACK OF RESPECT FOR YOUR OWN

PREFERENCES.

OTHER CAN EASILY DISREGARD YOUR THOUGHTS, FEELINGS, AND BELIEVES.

AGGRESSIVE COMMUNICATION

EXPRESSING YOURSELF IN WAYS THAT INTIMIDATE, DEMEAN, OR DEGRADE ANOTHER PERSON.

PURSUING WHAT YOU WANT IN WAYS

THAT VIOLATES THE RIGHTS OF ANOTHER PERSON. THIS IS WHAT I THINK. YOU ARE DUMB FOR THINKING DIFERENTLY.

DISTORTION IN PERSONAL COMMUNICATION

IMPRESSION MANAGEMENT THE PROCESS BY WHICH A SENDER CONSCIOUSLY ATTEMPTS TO INFLUENCE THE PERCEPTIONS THAT THE RECEIVERS FORM. COMMONLY USED IMPRESSION MANAGEMENT STATEGIES ARE: INGRATIATION: USING FLATTERY, SUPPORTING THE OPINIONS OF THE OTHER PERSON, DOING FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF THE PERSON ETC. SELF-PROMOTION: COMMUNICATING ONES PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND EXAGGERATED WAY. FACE SAVING: COMMUNICATING APOLOGIES, MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.

INTERPERSONAL COMMUNICATION NETWORK (ICN)

ICN REFERS TO PATTERN OVER TIME OF COMMUNICATION FLOWS BETWEEN INDIVIDUAL. IT EMPHASIZES COMMUNICATION RELATIONSHIPS AMONG INDIVIDUALS OVER TIME, RATHER THAN ON THE INDIVIDUALS THEMSELVES. NETWORK INVLOVES THE ONGOING FLOW OF ORAL, WRITTEN, AND NONVERBAL SIGNALS BETWEEN TWO PEOPLE OR BETWEEN ONE PERSON AND ALL OTHER NETWORK MEMBERS SIMULTANEOUSLY.

MESSAGES AND CHANNELS OF COMMUNICATION

MESSAGES AND CHANNELS

COMMUNICATION CHANNEL IS THE MEDIUM THROUGH WHICH THE MESSAGE PASSES. RARELY TAKES PLACE OVER ONE CHANNEL. MAY USE TWO, THREE, FOUR DIFFERENT CHANNELS SIMULTANEOUSLY.
VOCAL CHANNEL: SPEAK & LISTEN VISUAL CHANNEL: GESTURE OLFACTORY CHANNEL: EMITING OR DETECTING ODORS TECTILE CHANNEL: TOUCHING ANOTHER PERSON

SPECIAL MESSAGES
FEEDBACK MESSAGES FEEDFORWARD MESSAGES

FEEDBACK MESSAGES

POSITIVE ----- NEGATIVE PERSON-FOCUSED ----- MESSAGE FOCUSED

IMMEDIATE ----- DELAYED

LOW MONITORING ----- HIGH MONITORING SUPPORTIVE ----- CRITICAL

CONSTRUCTIVE FEEDBACK

BASED UPON TRUST BETWEEN SENDER AND RECEIVER SPECIFIC RATHER GENERAL GIVEN AT A TIME WHEN THE RECEIVER APPEARS TO BE READY TO ACCEPT IT. CHECKED WITH THE RECEIVER TO DETERMINE WHETHER IT SEEMS VALID INCLUDES BEHAVIOURS THE RECEIVER MAY BE CAPABLE OF DOING DOES NOT INCLUDE MORE THAN THE RECEIVER CAN HANDLE AT ANY PARTICULAR TIME.

FEEDBACK SKILLS

EMPHASIZE WHAT YOU SEE AND HEAR

DESCRIPTIVE RATHER EVALUATIVE FEEDBACK

CONCENTRATE ON PARTICULAR POINTS OUTLINE THE POSITIVE POINTS.

INDICATE WHAT CAN AND SHOULD BE DONE

BUILD ON WHAT PEOPLE WANT CHOOSE YOUR TIME REACH AN AGREEMENT

FEEDFROWARD MESSAGES

OPEN THE CHANNELS OF COMM.

PREVIEW FUTURE MESSAGES ALTERCAST (PLACE THE RECIVER IN A SPECIFIC
ROLE AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE)

TO DISCLAIM

COMMUNICATION BARRIERS

BARRIERS TO COMMUNICATION

PROCESS BARRIERS
SENDER BARRIER ENCODING BARRIER MEDIUM BARRIER DECODING BARRIER FEEDBACK BARRIER

PHSYSICAL BARRIERS SEMANTIC BARRIERS PSYCHOLOGICAL BARRIERS

NOISE

PHYSICAL PASSING OF CARS, HUM OF

COMPUTER

PSYCHOLOGICAL COGNITIVE OR MENTAL

INTERFERENCE I.E. BIASES AND PREJUDICES IN SENDER AND RECEIVERS, CLOSED-MINDEDNESS. JARGON OR OVERLY COMPLEX TERMS.

SEMANTIC DIFERENT LANGUAGES, USE OF

CULTURAL POLITICAL EMOTIONAL ECONOMIC

INFLUENCE OF ORGANIZATION STRUCTURE ON COMMUNICATION

ORGANIZATION STRUCTURE
FORMALLY PRESCRIBED PATTERN OF INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS OF AN ORGANIZATION THE NATURE AND FORM OF COMMUNICATION VARY GREATLY AS A FUNCTION OF PEOPLES RELATIVE POSITIONS WITH AN ORGANIZATION

ORGANIZATION CHART
DIAGRAM SHOWING THE FORMAL STRUCTURE OF AN ORGANIZATION AND INDICATING WHO IS TO COMMUNICATE WITH WHOM

INTERNAL COMMUNICATION

DETERMINATION OF TASKS, PRINCIPLES

AND OBJECTIVES

ANALYSIS OF THE EMPLOYEES

KNOWLEDGE AND IMAGE OF THE

ORGANIZATION

DETERMINATION OF FOCUS AREAS IN DEVELOPING COMMUNICATION RESPONSIBILITIES AND RESOURCES

EXTERNAL COMMUNICATION

REPUTATIONAL MANAGEMENT
REPUTATION CAPITAL

ORGANIZATION CHART AND FORMAL COMMUNICATIONS

SECRETARY

Information

Instructions and Directives

Upward Communication

AS

Sr. JS/JS

DS

DS

DS

DS

SO

SO
Horizontal Communication
Efforts at Coordination

Downward Communication

IMPROVING UPWARD COMMUNICATION

FORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND OPINION

SURVEYS SUGGESTION SYSTEMS OPEN-DOOR POLICY INFORMAL GRIPE SESSIONS TASK FORCES EXIT INTERVIEWS

BECOMING A BETTER COMMUNICATOR

EFFECTIVE LISTENING
TOLERATE SILENCE ASK STIMULATING OPEN-ENDED QUESTIONS ATENTIVE EYE CONTACT, ALERT POSTURE AND VERBAL ENCOURAGERS PARAPHRASE SHOW EMOTION KNOW YOUR BAISES AND PREJUDICES AVOID PREMATURE JUDGEMENT SUMMERISE

EFFECTIVE WRITING
KEEP WORD SIMPLE
DONT SACRIFICE COMM. FOR

RULES OF COMPOSITION
WRITE CONCISELY BE SPECIFIC

CHANGE AND COMMUNICATION

UNSUCCESSFUL CHANGE IS MOSTLY MISSING OR POOR COMMUNICATION.

THE LINEAR (ONE-WAY, TOP-DOWN)

MODEL DOES NOT WORK ANY MORE.

EFFECTIVE COMMUNICATION

WATCH THE LANGUAGE FOLLOW THROUGH DEAL WITH UNCERTAINITY BE AN ACTIVE LISTENER MANAGE CONFLICT RESPOND, DONT RE-ACT GIVE FEEDBACK INVITE PARTICIPATION KEEP YOUR TEAM UP-TO-DATE CONNECT PERSONALLY WITH EMPLOYEES TAKE ADVANTAGE OF COMMUNICATION RESOURCES

PROBLEMS/CHALLENGES

TECHNOLOGY SHRINKS INTERACTION AND DIALOGUE. TOO MUCH INFORMATION.

TOO COMPLEX ISSUES.

SHORTAGE OF COMMON MEANINGS AND INTERPRETATIONS. EVERYONE MUST BE RESPONSIBLE FOR HIS / HER INFORMATION PURCHASE.

THANK YOU
CONTACT: NATIONAL RECONSTRUCTION BUREAU ROOM NO. 3053, CABINET BLCCK, ISLAMABAD. TELE: 9216106 EMAIL: bsyed@hotmail.com WEB: www.policy.hu/bokhari