Business communications 2

7/30/2019 Business communications 2

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Communication ir the procesr of rending and receiving meJsaget.It iJ effective only when the meg is underrtood by the receiver50 the succerJ much depends on how do u communicateCommunication iJ the function that enable an org to function.It increaJer the productivity of yourr & your bus org.Communication is the life blood of an org

. PrryldeparticularinfoBu! mrg uJually dercribe how to do nh explain why a procedure war changed- hiSrligl ( lqe.aL(e r etreLlr

i Givefactr ratherthan imprerdonBur mrg uie concreie languaee & rpecifrc detaik.lnfo mun be cleai convincing, accurate & elhical & prcvides hard vidence!

' Clarify& Condensed lnfoBur mre frequently ure tabler, cha(r, photor. diaSramr to clarify or condenreinfo -to exp ain a proc$ or to empharize imp info.


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' State Preche Rerponsibilitiet8ur mJg are directed io a rpecific audience.Therefore u mu( cLearly rtate what i5 expeded of or what you .an do for thatpadicuLar audien.e.

l PerJuadeotherrBur mie frequently perruade Yeri, cunomer!, clientr to purchare a Pdt or rervkeor adopl a plan of a.tionTo be effective periuasive mrs mun ihow reade$ ju{ how a pdt,t evi.e ideawili benefrt them rpecificaily

r Quickproblem rolvingr Strongerdecirlonmaklng) lncrearedproductlvity'Steadlerworkfl@' Stronger builneJr Relationship' Clearer P.omotional materialJ' Enhanced profe$lonal image, lmp@ed stakeholder rerponre

Communication occurr in many forms.For ex: you can pick up the phone and can talk to your tupewiJor orleave her a voice mail mtg - or dirctly talk - or write an e-mail.Com can be internal or external, formal or informal. spoken orwritten. Or it can be even a 5imple rmile.Barically communication ir divided into two typet:

Verbal -communi.ation with wordr - arranged in a meaningful way

Nonvrbal -communication without word5 - lncludes clues, Eefure. facialexpretiion, rpalial relation!hip, attitude

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Everyone in an org needr info from othefi and otherr alro needtinfo from one anothef,To succeed org mutt rhare info with people both inJide & outsidethe co.So in an org there are variety of formal & informal formr ofcommunication. Like:

lntemal CommunicationFormal Communication networklnformal Communi.ation network

E*emalCommunlcationFormal Exlernal Communicationlnformal External Communication

L lntemal Communlcatlonlnternal Communication referi ro the exchange of rnfo& idear within an org, ln bur info ii exchangei internally by phone. -mail. fax, inter office-memoLt helpi employees to do theirjob! - dev clear senre of the or8 milsionidentify & react quickLy to porential prob.

, To be effective internal com use5 both informal & formal network:MdlCMnuhtailan neM

Typica ly rhown in org chart - chart tLls the line of authority chain ofcommandlnfo may travel down. up & acros an org ! iormal hirarchvA grapevine lhat supplement official channelIt carier info along the org 5 unofficial lines of aclivity & power

2. ExterulCommunltlonThis linkJ the org with outride world of cuiomer- supplieB-competitor!

Carefuliyconnructd letters, reportr, memo9, oral presentationsCenerally the public relalion team is reip for making thir com

lnbntl Connunbtld newIt ir imp for learning customer need.Ae a member of org u r suppore to collect info From outride in ur dailyactivitieJunconrciousiycollect bit n piecer of iniothat add to thecolldive know edge ofyour co

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' Communication it rucceriful only when receiver underJtandr theexact mersage intended by the render, lf any step it ir blocked by any rort of interferenceJ the metsage will

be loJt." lnterferences in the communication procer is called the NOISE.' Noire can be caured by a variety of COMMUNICATION BARRIERs." There barrierr may be:

l. Perceptual 6. LanguagedifferenceJ:Perception is individual'r interpretation of the lenrory world aroundthem.

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For Ex: Cookie2. Rertrictive Envipnment:

The communicaiion climate suffers when info ir diitorted. fragmentedor blocked by an authoritarian (yle of mgt.Every link in communication chain is open to error50 by the time a meisage travels all the way up or down the chain. itmay bear liitle re5emble to the original me$a8e,lf a co'r formal com network limits the flow of info com becometfragmented.Again when mg6 use a directive or autoaratic leadership style, infomoves from up to down, not down to up,

Example: exaggeratinE the me$age. quote inaccurate *ati(ict or hidingneEative info.5. lnfo Overload:. Number of documentr we receive, mailr, fax - it i5 very obviouJ thatwe ulually overload with mettages.

The impodant me(rage may be lo!( with unimp one.

3. Dirtraction-:Phyrical dirtraction like bad connection. torn or illegible copy di(ortme!sage.Your receiver may diilracted by uncomfoftable chaiI poor lighting,health prob or orher irriiating conditioni.Emotional distraction can also Bet in the way of your m$age.Like when you are upiet, hotrile or fearful

4- DeceptlveTacticr:It meanr manipulating receiver'i blockr communicarion and ultimatelyleadi to failure

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6uideline l: Adopt an AudlencecnteEd AppechMeanr keeping your audience in mind at aLl time5 whn u com

Guideline 2: Forter an Open Communi@tionIhe org'i com climate ii the reflection of ib corporate cultureEncourage empioyee contributionr by making rure that com flow freelydown, up, acros encourage hone5ty

Guideline 3: Modifythe numberof organizational lsdReduce the number of levek in org (ructureFewer rhe linki -lerser the block!

Guideline 4: Facilltate Feedback6ive your audience a chance to provide feedback

5uil\r iJn.:iir: tf *Llii {}s.i1 i:irrli uj jfir...;:liilnr \'{euring is in the nrirrd, arxl no hvo minds are alikea Thc symbols lbr conmluricating arc imperlcct, md so

are the our best communication cflbrt

ios e balir i ! ri I h r rh$ iii i{r jr r' -1 rr ri :d}l'$nr 3. Communicationis aboutinfo and relationships

Corrrnrurication irrlb is rrot the only goal> l)ay attcntiolr torelatiouship bnildirrg as ncll.Ways ro build goodwill behvccn 1ou urd yotr audicncc:Corutcsy, sinccdty, cthics,

" 4. The importance of adaptationFitting cvcry {acets ol corrunurication sohtions to dre intendedrecipient,Str'ilegJ lo success: figruing out $'hat 'ou wilrt to say, decidinlgon each rvorcl, putting the recipienl at dre heil1 ofyotrcomnurication",1


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tirirril { n$!'ir${:it'e Fri{: bn{ !:? Focus on particular behavior. Keep feedback impersonalu Use "1" statementr Keep feedback goal oriented' Make feedback goal oriented' Make feedback well timed, Ensure understanding, Direct negative feedback toward behavior thatis controlled by the recipient.

'*hdi lj ,i)$ lr) n i:ri5li: +:WW4i " t .. -!!!? ?-tgryS#H#1,*h;:4(Wffi:Ab1;: :: ::SWW/////,::,, :;. .]ffiW.-" -.71' Do prepare for trouble , Don't blame anyone forahead of time by identifying anythingpotential problems . Don't speculate in public, Do get top mgt involved as ' Don't refuse to answersoon as the crisis hits. questions, Do set up a news center for ' Don't release informationcompany representatives that will violate anyone'sand ihe media, equipped right to privacy'with phones, computers ' Don't use the crisis to pitcht Do tell the story - openly products or seruices'completely and honestly - f ' Don't play favorites withyour fault apologiz. t"dia representativesz Do demonstrate the co'sconcern by your statementsand your actions

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Business communications 2