Sei sulla pagina 1di 21

the exchange of information & instructions which enable a company to function efficiently and employees to be properly informed about

developments. It covers information of all kinds, the channels along which it passes and the means of passing it.
(Hannigan 1996)

Oral/Verbal Written/electronic Non-verbal

Communicating without saying a word! Saying one thing and meaning another!

MEANS & METHODS


Phone Fax Newsletter Tele-Conference Interviews Notices Ideas Scheme Internet E-mail Memo Video Meetings Quality Circle Grapevine

Top Level Management Manager Supervisor Worker

Generally instructs
Assign goals

Provide job description


Inform policies & procedures Feedback on performance

Top Level Management Manager Supervisor Worker

Generally informs
Progress reports Relay problems Suggest improvements

Manager Manager Supervisor Supervisor Worker Worker


Generally co-ordinates Usually saves time Improves efficiency and accuracy

Often

One-Way Differences in Values/Perceptions Mistrust: boss biased source of info Status Anxiety

Original message 100% Board of directors 63% Vice president 56% General supervisor 40% Plant manager 30% General foreman 20% Worker Final message

Attitudes of Workers Workers interest in advancement & security chance of distortion Attitudes of the Superior Mistrustful Intimidation Relationships chance of distortion Organizational Structure Communication Policy

Increased

Specialisation Competition between groups Incompatible goals

Encourage 2-way communication Use multiple channels Know your employees values/perceptions Build Trust - involve in D-making - justify decisions

Increase informal contact - Build relationships/trust Take action in response to upward messages Persistently seek responses from superiors Increase willingness to build trust/ relationships

Open door policy Management by walking around Suggestion Schemes Quality Circles Worker Directors Climate surveys

Improve awareness of Organisation Goals Team development days Secondments Social Events Multi-disciplinary Project teams

3 main characteristics:
1. 2. 3.

Not controlled by Management Perceived as being more believable & reliable by workers Largely used to serve the self interests of people within it.

Rumours emerge as a response to; Situations that are important to us Situations where there is ambiguity Situations that arouse anxiety e.g. appointment of a new boss relocation of offices realignment of work

Research shows: 70% of what is carried is at least partially accurate.

Benefits for Management?

Identifies those issues considered: - Important - Relevant - Anxiety provoking

1.
2. 3. 4. 5.

The management must be committed to the importance of communication Managers must match action with words Commitment to two-way communication Emphasis on face-to-face communication (M.B.W.A.) Shared responsibility for employee communications (all levels of management)

Communication Guidelines for Managers contd...


6. 7.

8.

Dealing with bad news (not afraid to confront it) Message is shaped for its intended audience. (Diff employees diff views on whats important) Treat communication as an on-going process

D. R. Kafley

Potrebbero piacerti anche