What is Communication? CT eee Me ile eR Une mels information including feelings, and ideas, from one person SoReal The goal of communication is to have to receive understand the message as it was intended. The transfer process, however is affected by a number of factors that is Seal Mla) MeL (am at ba OeThe Importance of Communication Preemie eae roe aol e ea aR Col] oem aM Mua eo Ros -clulrolola) Sara rela elas n i Ied PRM cre Pasa en ele cn eek Oren Perea eee unserer nee cate Peak ge stata 5. Who the individual members of the organizations are MUO il olin eel astsy 1. A communication source or sender Pe Mert) 342 Rey Werlie(1] CC leI\V-1 5. Feedback ome a-nlgsic Methods of Interpersonal Communications Nis Moola lune lalce-1elelt eM OM coTu Lae LOLA use our mouth to speak. 2. Written communication — communicating using the use lof other mediums such as paper, emails and others. 3. Non verbal communication — communication is shown et ue coer he V act try cy Coe ee ol PradaCommonly Accepted Interpretations of Various Forms of Body Language Body Language Interpretation Expression. Foun ‘igpleacure, Unhappinese Smile Friendliness, happiness Raised eyebrows Disbelief, amazement Narrowed eyes, pursed lips Anger Eye contact Glancing Interest Steady Active listening, interest, seduction Gestures Pointing finger Authority, displeasure, lecturing Folded Arms Not open to change, preparing to speak ‘Arms at side Open to suggestions, relaxed Hands uplifted outward Disbelief, puzziement, uncertainty Body Postures Fidgeting, doodling Boredom Hands on hips Anger, defensiveness Shrugging shoulders Indifference Squared stance of shoulders Problem solving, concerned, listening Fidgeting, biting lip, shifting, jingling Nervousness money | FUNCTIONS OF COMMUNICATION er UMM a Maa ue Tey at Te Oru Ome u essed mua ia See ee OT needed in decision making. See ne St Cee tenance i eh See eeu ome ee) ee ea COM mute SUN eM tu St ee ee feelings and satisfaction of social needs.Basic Goals of Effective Communication err 2. To inquire Eerie 4. To persuade Tee eo at ea en er eo NC Pee Rue eure ur an on eC RC ms course. Barriers to Communication Sai) 4 2. Selective perception EME eu ue Cert CMe te Meee CMe teas PAN etal ad MN e es rici Pee keels Reker cucu9. Lack of credibility of the sender uta} It refers to the manipulation so that this will be seen as favorable by the receiver. Telling what that the boss want to hear is filtering. Batre a ade Receivers selectively see and hear messages based on their needs, motivations, experience, background, and other personal characteristics. For instance, a person who has eee a cos tt ims eon ees People have different perception of reality; what they see is what they call reality INFORMATION OVERLOAD It refers to the condition in which information inflow exceeds an individual's processing capacity. When this happens, the person is no longer able to understand clearly eg ee asd Wee) The receiver's feelings affect his ability to understand any message sent to him ae ee ce wee Cec ec hen a person is in grief, it cannot be expected that he will be able to absorb the details of a Teese os Cee CUR ee ius a eee ommunication. The best thing to do when delivering a message is that the sender must use| Oecd Re oe Mcrae teeCOMMUNICATION APPREHENSIONS These are undue tension and anxiety about oral communication, written communication, or both. ABSENCE OF FEEDBACK: Feedback is very essential component of effective communication. LACK OF CREDIBILITY OF THE SENDER Depending on the credibility of the sender, messages can get through the channel to the receiver. If the sender has low credibility, the message, even if it get through, will like be ignored. This barrier should be overcome by leaders of organizations. PHYSICAL SEPARATION, ee cee Ore eae unrest tt ee CAIs unk cum ee try Pee cen mie eek utc oils MC cela 0) (} aS Wena sco eM he eo . An intimidating person posted near the door or; or tard i PsKINDS OF COMMUNICATION FLOW Romer cue eo ica’ Cee eee em eo) Tul Smee Reto RRC ok om LR ag Ce Ue ea emer ereuiuMe une tig 4 3 Der Ca cueascetee Nv Leees ees Se Lacan pees fherpeserans: Ro Ree “problems and exceptions Sota -performance reports Peta Mae “Financial and accounting information Cee es ey eee ereIMPROVING COMMUNICATION IN ORGANIZATION Ineffective communication can affect people involved in it negatively. It can Crete cl erent he coat ue eR Cet) unwanted effect. These are the following tips could be useful: 1. The message should be improved so it could be easily understood. PN em ee eo Re enre -a group may be defined as two or more persons, interacting and interdependent. GROUPS ARE CLASSIFIED AS: © this one defined by the organization structure, with designated work assignments and establish task. © this group type is negative formally structured nor organizationally determined.Interest Group Command Task Group Group aa Friendship Group o- [~~ Interest Group is one that is formed because of ‘some special topic interest, the @ ‘group disbands when the Command Group interest declines or a goal nas, ‘group of individual who report been achieved recy oa cain manager — = Friendship Group I is one where members are Task Group bought together because they itis tat kind oF gro eonsisng (ea ee ie oes of persons en ao to characteristics such as age, complet te poles bles, or eos Backoreund. ; PARASWHY PEOPLE FORM GROUPS? Naka Pareto) ECONOMICS SATISFACTION PROXIMITY STAGES OF GROUP DEVELOPMENT MEINE Sequence in the development of group that consist of different stages: 1. THE FORMING STAGE -the initial entry of members to a group is a primary concern. However, the specific concern of ‘the members consists of the following: + Eager to learn what tasks they will be performing + How they can benefit from group membership + What constitute acceptable behavior + What rules must be followedSTAGES OF GROUP DEVELOPMENT a = ge 2. THE STORMING STAGE ¥ the stage when conflict within the group happens. Members get involved in: + Competition for desired assignments + Disagreements over appropriate behaviors + Responsibilities related to task performance ¥ coalitions or cliques may form ¥ when there is relatively clear hierarchy of leadership within the group, the storming stage is complete. STAGES OF GROUP DEVELOPMENT a = BE al 3. THE NORMING STAGE ¥ also known as initial integration stage, when the group really begins to come together as coordinated unit. ¥ cooperation and collaboration are its main characteristics, v members feel a preliminary of closenessSTAGES OF GROUP DEVELOPMENT a 4. THE PERFORMING STAGE ¥ the group emerges as a mature, organized, and well-functioning group. and itis ready to focus on ‘accomplishing its key task. ¥ _teferred as total integration stage. ¥ intrinsi¢ and creativity are likely to emerge as the group perform 2. DIFFERENT SUB-STAGES: 1. Sub-stage where the group has attained a level of effectiveness 2. Sub-stage where the process of learning and development of the group is on-going STAGES OF GROUP DEVELOPMENT a = & 5. THE ADJOURNING STAGE ¥ involves the termination of activities, Itis applicable to temporary groups such as committee, project groups, task forces, and similar entities. 1. Groups purpose has been fulfilled 2. Group has failed to revitalized itself during the performing stageROLES WITHIN THE GROUP KNOWLEDGE PEOPLE CONTRIBUTOR oe SUPPORTER AD - who provides - who provides: useful and valid emotional support to 1 information. teammates and resolve conflicts. ae wu Ss | forces members: - who confronts and challenges to look at how bad idea and regarded as a part group functions of problem solving process. Lt PROCESS fa ween: @® CHALLENGER ROLES WITHIN THE GROUP LISTENER pCATEREEFED > 10 provide the opportunity for = who listen to whatever every member to express his or ideas or proposal her opinion, Also remind every 1 presented by any member about good ideas that member of the group. were recognized previous!) - with the leader, the group can then move forward by defining its mission and determining ts objectives. Bg MEDIATOR @® TAKE-CHARGE LEADER -assumes the role of mediator to avoid disputed between each other.More inputs from various perspective can be } lll made available for effectve decision making ‘Synergism is more likely when people work together as a group People in the group are more supportive of decision that were formulated with their assistance ng information for effective problem solving ‘The opportunity for fulfling the safety, affiliation, and esteem needs of group members is made available Group members get mutual support from each other Group activity is usually slower and more ‘cumbersome Group meetings are held to disseminate strictly routine data that could be more efficiently conveyed in writing through interoffice memorandum Working in group offers the following ADVANTAGES: Working in group offers the following The group decision may be diluted by every member input making the decision ineffective ‘Accountability is often a problem with group activity ‘There are occasion when some members shrink responsibilty and let other member of the group do work ‘When the group is highly cohesive and outside criticism\ I y “GROUPTHINK" defined as deterioration ach) am of mental efficiency , reality testing, and moral judgment in the interest of group cohesiveness. HOW TO MINIMIZE GROUPTHINK: 1. Monitoring group size 2. Encouraging group leader to play an important role 3. Appointing a member to play the role of devil's advocate 4. Using exercises that stimulates active discussion of diverse alternative without threatening the group TECHNIQUES IN GROUP DECISION MAKING Interacting Group + groups in which members interact wth each oer face to face. + this technique is its susceptibilty of “groupthink™ Brainstorming 6 + group problem-solving technique which promotes creativity by encouraging members to come up + with any ideas, no matter how strange, without fear of criticism, . Nominal Group Technique + group decision-making method in which indvidual members = meet face-to-face to proof their judgments in a systematic but °. independent fashion On Electronic Meeting + decision-making technique wherein members interact through computers allowing anonymity comments and aggregation of votes. + this technique distinct the advantages of anonymity, honesty and speed.WHAT ARE WORK TEAMS? PAR Oe a formal group comprised of people interacting very closely together with a shared commitment to accomplish agreed-upon objectives Patan nnd Cera TEAM ee composed af employees from about ‘same hierarchical levels, but fort erent work areas, wno come toge to-accomplish a task ‘empowered to make decisions ‘about work schedules, task allocations, ob skits training performance evaluation, selection of pew team members, and controling qual of work PROBLEM SOLVING TEAM Wine use computer technology to tie together physically dispersed members in otder to aehiave a commen goal composed of 5 to 12 employees from the same department who ‘mest for few hours each week to improve qualiy,effciency, and ‘work environment PARAS),DEVELOPING EFFECTIVE oO TEAMS oo Oo 4, Team size must be kept as small as possible. Oo oO 2. The team members must have a sufficient * range of skills, information, and/or experience ws to do the task. g 3. Team members must have a sense of common purpose. 4, The team must be free to develop its work procedures. 5. The team must have a sense of accountability. Turning Individuals into Team Players a =Ye ~ LEADERSHIP 4 eCGuide Questions: *+ Leadership, is it only about guiding and directing the people in an organization? + What is the Difference between Leadership and Management? + What are the kinds of leadership? + What are the Leader’s Powers? + What are the Theories of Leadership? Leadership iff bet leadership and Management Leadership is one of the functions of management. The other functions consist of planning, organizing, directing, and controlling.FORMAL LEADERSHIP Kinds of oe eadership INFORMAL LEADERSHIP refers to the process of influencing others to pursue unofficial abjectives. Jnformal leaders who are satisfied are valuable assets in the organization while if they are not satisfied, they become liabilities. -thelr power to motivate people can be Used to convince employees to cause harm to the organization.TRAIT THEORIES1. The Ohio State University Studies 2. The University of Michigan Studies 3. The Yukl Studies 4. The Managerial Grid 2. University of Michigan Studies Beate en) Seeger Perrone er) ror SE en eee eens started at Ohio State University during the late} cvs Sor Peed Penman 3. Yukl Studies byGary M.Yt Performance Emphasis error ce a cy RL tec) Problem Solving Mee eto Se eT ores sy Coen Rood Poa isserination Ped Peed 16, Representatior Panera Pert 18, Conflict Manag PeGRIDS AND I1°S DESCRIPTION: (48) impoverished manager or laissez fate leaders (149) Country Club manager (on) Authority obedience manager (6,5) Organization man manager or middle-of the-road manager (6,9) Team Manager. deal Fogue t Managerial Grit He [i cr) z co & ga S 3 2 a wD Low lw 1 2 3 4 5 6 7 B ‘Concer for Production CONTINGENCY THEORIES Tees gace on eit or ee ec eee Red See ee deerme Dee econ re) More cone‘Continuum of Leadership Behavior Boss-centered Continuum of Leadership Behavior=e 2. The Contingency Leadership Model Measured through the use of the Least Preferred Coworker (LPC) Scale + Leader-member relations b. Task Structure }. Position Power7. The Path-Goal Model Proc 1. Creation of a good orientation. See er cet ed em eee The Path-Goal Leadership Process FOUR (4) Leadership Behaviors: leader [oa a i ae 1. The directive leader. this i the type of expected of them, schedules work to be done and. gives speci guidance as to. how to dccomplsh as. 2. The supportive leader. thsi the type of lear who ilendly and shows concer forthe needs of followers. 3. The participative leader. 1s isthe leader who consults with followers and uses thei ray ployee become oe pra) eee erste pene ee suggestions before making a decision. ee 4. The achievement-oriented leader. his Pater the leader who sets challenging goals and cn expects followers to perform at thelr highest level