CH 8(Communication & Decision Making)

7/29/2019 CH 8(Communication & Decision Making)

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By:- SARFARAZ KARIM


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COMMUNICATION

It is the process to send message from

sender to receiver through medium

Verbal or Non-Verbal

Sitting, walking, talking, listening or

thinking, we are engaged in some form

of communication


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The Communication

Process Communication process The transferring and understanding of meaning

Two fold (Sender Receiver, Receiver-

Sender) Goal Oriented

Feedback


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Communication Process Terms

Encoding The conversion of a

message into somesymbolic form

Message A purpose to be

conveyed

Channel The medium by which a

message travels Decoding

A receivers translationof a senders message

Feedback The degree to which

carrying out the workactivities require by a

job results in the

individuals obtainingdirect and clearinformation about theeffectiveness of his herperformance


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Written Versus Verbal

Communications

Written

Tangible

Verifiable

More permanent More precise

More care is taken

with the written word

Verbal

Less secure

Known receipt

Quicker response Consumes less time

Quicker feedback


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Nonverbal Communications

Body language Nonverbal communication cues such as facial

expressions, gestures, and other body

movements

Verbal intonation

An emphasis given to word or phrases that

conveys meaning


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Communication Barriers

Filtering

The deliberate manipulation of information to

make it appear more favorable to the receiver

Selective perception Selective hearing communications based on

ones needs, motivations, experience, or other

personal characteristics

Information overload The result of information exceeding processing

capacity


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Barriers to Communication

Badly expressed

message

Loss in transmission

Poor Retention

( Inability to retain)

In attending listening Tendency to evaluate

Interests and attitudes

Semantic problem

( Tough language)

Over Communication

Good communication


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Communication Barriers

(contd)

Jargon

Technical language that is not understood byoutsiders

Gender Men communicate to emphasize status and

independence; whereas women talk tocreate connections and intimacy.

National culture Communication differences that arise from

the different languages and national cultures


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The Grapevine

The grapevine motto: Good informationpasses among people fairly rapidlybad

information, even faster!

GrapevineAn unofficial channel of communication that is

neither authorized nor supported by the

organization.


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Information Technology (IT)

E-mail The instantaneous transmission of messages on

computers that are linked together.

Instant messaging (IM)

Interactive, real-time communication that takesplace among computer users who are logged onto the computer network at the same time.

Voice mail A system digitizes that a spoken massage,

transmits it over the network, and stores themessage on a disk for the receiver to retrievelater.


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Information Technology (contd)

Teleconferencing

Group can confer simultaneously using

telephone or e-mail group communications

software. Video-conferencing

A simultaneous conference during which

meeting participants in different locations

can see each other over video screens.


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Intranets

An organizational communication network

that uses Internet technology but is

accessible only to organizational employees. Extranets

An organizational communication network

that uses Internet technology and allows

authorized users inside the organization to

communicate with certain outsiders such as

customers or vendors.


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Wireless communications

Allow users to send and receive information

from anywhere as signals sent without a

direct physical connection to a hard-wirednetwork system.

Knowledge management

Cultivating a learning culture in which

employees systematically gather knowledge

and share it through computer-based

networks and community of interest teams.


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Developing Interpersonal Skills

Listening requires: Paying attention

Interpreting

Remembering sound stimuli

Active listening requires: Listening attentively (intensely) to the speaker.

Developing empathy for what the speaker issaying.

Accepting by listening without judging content. Taking responsibility for completeness in getting

the full meaning from the speakerscommunication.


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Characteristics of Feedback

Positive feedback

Is more readily and accurately perceivedthan negative feedback.

Is almost always accepted, whereasnegative feedback often meets resistance.

Negative feedback Is most likely to be accepted when it comes

from a credible source or if it is objective. Carries weight only when it comes from a

person with high status and credibility.


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Empowerment Skills

Delegation The assignment of authority to another person to

carry out specific activities while retaining theultimate responsibility for the activities.

Proper delegation is not abdication andrequires: Clarifying the exact job to be done

Setting the range of the employees discretion

Defining the expected level of performance Setting the time frame for the task to be completed

Allowing employees to participate

Establishing feedback controls


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Communication


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Decision

Decision:A Choice from two or more alternatives is called.

Decision Making Process:

A set of eight steps including identifying a problem,Selecting an alternative, and evaluating the

decisions effectives.


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Identification of a problem

Identification of

Decision Criteria

Allocating of weight-age

to criteria

Development of Alternative

Analysis of Alternative

Selection of an Alternatives

Implementation of the alternative

Evaluation of Decision Effectiveness


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Step 1: Identifying a problem

Inconsistency between an existing and adesired state of affairs.

My sale representatives Need new Computer


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Step 2: Identifying decision

criteria Criteria that define whats relevant in a

decision.

Price

Weight

Warranties

Screen Type

Reliability

Screen Sizes


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Step 3: Allocating Weights to the

Criteria Weight the items in order to give them the

correct priority in the decision

Criteria Weight

Reliability..10

Screen Size8

Warranties..5

Weight.5

Price....4

Screen Type..3


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Step 4: Developing Alternatives

To list the viable alternatives that couldresolve the problem.

Compaq Acer HP


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Step 6: Selecting an

AlternativeAn act of choosing the best alternative from

among those condition.

Model Reliability Screen Size Warranty Weight Price ScreenType

Total

Acer TravelMat737Tl

8*10=80 3*8=24 5*5=25 10*5=50 3*4=12 5*3=15 206

CompaqPresario 1800XL

8*10=80 40 50 30 24 15 239

HP omnibook900

80 40 25 50 12 30 237


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Step 7: Implementing the Alternative

Conveying a decision to those affected andgetting their commitment to it.


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Step 8: Evaluating Decision

effectiveness Process involves appraising the outcome of

the decision to see if the problem has beenresolved.

Did the alterative chosen in step 6 andimplementation in step 7 accomplish thedesired result ?


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The Pervasiveness of Decision

Making Everyone in an organization makes decision,

but decision making is particularly important in

a managers job. Decision making is part of all

four managerial functions.


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The pervasiveness of decision

making Planning What are the organization's long term objectives?

What strategies will best achieve those objectives?

What should the organizations short termobjectives?

How difficult should individual goals be?


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making Organizing How many employees should I have report directly

to me?

How much centralization should there be in the

organization?

How should jobs be designed?

When should the organization implement a

different structure?


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making Leading How do I handle employees who appear to be low

in motivation?

What is the most effective leadership style in a

given situation?

How will a specific changes affect worker

productivity?

When is the right time to stimulate conflict?


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making Controlling What activities in the organization need to be

controlled?

How should those activities be controlled?

When is a performance deviation significant?

What type of management information system

should the organization have?


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The Manager as Decision Maker

Decision making process Rationality

Bounded rationality

Intuition


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Rational decision making Describes choices that are consistent and value

maximizing within specified constraints

Assumptions of RationalityA decision maker who was perfectly rational would

fully objective and logical. He or she would

carefully define a problem and would have a clear

and specific goal.


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Bounded rationality Behavior that is rational within the parameters of a

simplified decision-making process, which is

limited (or bounded) by an individuals ability to

process information.


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Intuitive decision makingA subconscious process of making decision on the

basic of experience and accumulated judgment.

Documents

CH 8(Communication & Decision Making)