Communication Process

12 Key excerpts on "Communication Process"

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  eBook - PDF

  BCOM

  • Carol Lehman, Debbie DuFrene, Robyn Walker, , Carol Lehman, Debbie DuFrene, Robyn Walker(Authors)
  • 2019(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  1 Establishing a Framework for Business Communication 1-1 Define communication and describe the value of communication in business. 1-2 Explain the Communication Process model and the ultimate objective of the Communication Process. 1-3 Discuss how information flows in an organization. 1-4 Explain how legal and ethical constraints, diversity challenges, changing technology, and team environment act as contextual forces that influence the process of business communication. LEARNING OBJECTIVES After studying this chapter, you will be able to… P A R T 1 Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 3 CHAPTER 1: Establishing a Framework for Business Communication chain45154/Getty Images 1-2 THE Communication Process Effective business communication is essential to suc-cess in today’s work environments. Recent surveys of executives demonstrate that abilities in writing and speaking are major determinants of career success in many fields. 1 Although essential to personal and profes-sional success, effective business communication does not occur automatically. Your own experiences likely have taught you that a message is not interpreted correctly just because you transmitted it. An effective communi-cator anticipates possible breakdowns in the Communication Process—the unlimited ways the message can be misunderstood. This mind set pro-vides the concentration to plan and design the initial message effectively and to be prepared to intervene at the appropriate time to ensure that the message received is on target.

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  A Primer on Organizational Behavior

  • James L. Bowditch, Anthony F. Buono, Marcus M. Stewart(Authors)
  • 2015(Publication Date)
  • Wiley

    (Publisher)

  C H A P T E R F O U R Communication O ne of the fundamental processes that is the basis for virtually all activity in or- ganizations is communication. In one sense, communication is the process through which we conduct our lives. As soon as two individuals come together there is a need for communication between them—some way to facilitate an understanding of what each person wants and needs from the other and their situation. The importance of communication in the business world is reflected by studies that show managers spend well over 75 percent of their time communicating. 1 Even though advanced informa- tion technologies may be changing the way we communicate with our co-workers, customers, and other key stakeholders—especially our increased reliance on cellular communication and e-mail—we still spend most of the business day communicating with others. As our ability to manage information and knowledge becomes increas- ingly important, an understanding of how we communicate explicit knowledge (e.g., hard data, codified procedures, universal principles) and tacit knowledge (e.g., per- sonal knowledge embedded in individual experience), and how we can improve that process have become increasingly important as well. THE Communication Process Communication is often defined as the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals in- volved. All models of human communication reflect this basic definition, and include an information source, a message, a receiver, and an interpretation of the message. 2 The message itself may be transmitted either through symbols, such as words, writ- ing, and drawings, or the exchange of behavior, such as gestures, eye contact, and body language. 3 In many instances, communication efforts are both symbolic and behavioral exchanges. The key is to understand the meaning of these symbols and behaviors.

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  Organizational Behaviour

  • Mitchell J. Neubert, Bruno Dyck, Mary Waller, Thomas Medcof(Authors)
  • 2016(Publication Date)
  • Wiley

    (Publisher)

  Finally, it seems as if Hudson’s Bay is back on track and in a position that will make Canadians proud. THE CANADIAN PRESS IMAGES/Rachel Verbin The Bay’s road to success has definitely included some bumpy patches, and new ones continue to emerge The Four‐Step Communication Process 239 The Four‐Step Communication Process THE 4‐STEP PROCESS IDENTIFY ENCODE & TRANSMIT RECEIVE & DECODE CONFIRM Communication is the process of transferring information by using meaningful symbols so that a message is understood by others. In this chapter, we focus on communication among organizational members. Communication takes place throughout organizations and at all different levels. Most organizational communication occurs when co‐workers confer with one another; this is lateral, or horizontal, communication. Other times communication crosses hierarchical levels, such as when managers assign tasks to people in their departments using downward communication, or when members provide information to managers using upward com- munication. To illustrate how important communication is, consider the fact that managers spend about 75 percent of their time communicating with others in some way or another. 2 The Communication Process has four basic steps, as shown in Figure 11.1. 3 In the first step, the sender identifies an idea or a message that is to be communicated. In the second step, the sender transmits the message after deciding how to express it (that is, which medium to use and how to encode the message). In the third step, the receiver receives the message and interprets it. The process by which the receiver attributes meaning to a mes- sage is called decoding. In the fourth step, information travels from the receiver to the sender, completing the communication cycle and indicating that the message has been understood or that more clarification is needed. LEARNING OBJECTIVE 1 Explain the four‐step Communication Process from a conventional and sustainable perspective.

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  Wiley Pathways Healthcare Management

  Tools and Techniques for Managing in a Health Care Environment

  • Donald N. Lombardi, John R. Schermerhorn, Jr., Tere Stouffer(Authors)
  • 2015(Publication Date)
  • Wiley

    (Publisher)

  A range of communication barriers and per- ceptions can negatively impact the Communication Process. Savvy managers can improve communications by focusing on mutual benefit, tailoring their messages, actively listening, and using effective communication techniques. Workplace con- flict may be inevitable, but proactive managers can respond effectively to conflicts, often improving situations. In particularly, negotiation is complex set of tools that managers can utilize to minimize conflict and encourage positive workplace interaction and communication. 12.1 Understanding the Communication Process The ability to communicate well, both orally and in writing, is a critical man- agement skill. Through communication, people exchange and share information with one another, and influence one another’s attitudes, behaviors, and under- standings. Communication allows one to establish and maintain interpersonal relationships, listen to others, and gain information. No manager can handle conflict, negotiate successfully, and succeed at leadership without being a good communicator. It is no wonder that “communication skills” often top the list of attributes employers look for in job candidates. 12.1.1 Communication Essentials Formally defined, communication is an interpersonal process of sending and receiving symbols with messages attached to them. The key elements in the Communication Process are shown in Figure 12-1. They include a sender, who is responsible for encoding an intended message into meaningful symbols, both verbal and nonverbal. The message is sent through a communication channel to a receiver, who then decodes or interprets its meaning. This interpretation may or may not match the sender’s original intentions. Feedback, when pre- sent, reverses the process and conveys the receiver’s response back to the sender. Another way to view the Communication Process is as a series of questions.

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  Organizational Change

  Creating Change Through Strategic Communication

  • Laurie Lewis(Author)
  • 2011(Publication Date)
  • Wiley-Blackwell

    (Publisher)

  Communication Processes Processes are sets of actions designed and directed towards some desired outcome. Communication Processes involve interaction, dis- course, and interpretation. Processes are sometimes created formally by decision-makers in organizations. At other times processes are created in emergent interaction that may become normative (usual) practice over time. Discussions of Communication Processes in the context of change are often limited to the actions and plans designed by implementers to afford smooth introduction of changes and increase the likelihood of desired results for implementers and the organizations that employ them. Here, we will consider Communication Processes in a broader sense as enacted by many different stakeholders for a variety of purposes that may or may not align with those of implementers. We will consider three key Communication Processes in implementation of change: information dissemination; soliciting input; and socialization. Information Dissemination This is a Communication Process frequently used during organizational change in order to reduce uncertainty. Uncertainty reduction has typi- cally been framed as a fundamental problem during times of change and turbulence in organizations. Uncertainty is usually defined as a lack of information or as confusion related to many available possible interpre- tations of events or objects (e.g., what is this? what does this mean?). Typically, this is viewed as a “problem” in that non-implementers lack necessary information to productively participate in change initiatives. Bordia, Hobman, Jones, Gallois, and Callan (2004) propose that uncer- tainty during change involves strategic (how is this organization situated Processes of Communication During Change 57 in the external environment? what is its future?), structural (how will this organization operate? what will its culture be like?), and job-related (how will my job, rewards, and status change?) uncertainties.

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  Human Communication Theory and Research

  Concepts, Contexts, and Challenges

  • Robert L. Heath, Jennings Bryant(Authors)
  • 2013(Publication Date)
  • Routledge

    (Publisher)

  To examine the anatomy of the Communication Process, this chapter reviews several definitions, thinks of communication as a process, examines early models of the process, and discusses components of the process. We devote the last section in this chapter to a summary of key themes that drive the study of communication in all of its contexts. This discussion is designed to challenge you to refine your definition of communication and to decide which concepts best explain the Communication Process.

  Communication—A Hard Term to Define

  What is communication? Hundreds of definitions have been proposed over the past 50 years, but none is entirely satisfactory. A good definition accurately and completely features the key concepts and it points to the relationship between them. For this reason, one definition can be better than another because it more accurately and completely captures the essence of the phenomenon being considered. Think about that as you dissect the definitions that follow.

  The following examples show the variety of definitions that have been offered. Before studying these examples, jot down your definition of communication and compare it against them. What concepts does your definition feature? Can your definition explain what happens in the four dominant contexts: interpersonal, group, organizational, mass-mediated communication?

  Featuring what is called a transmission paradigm, Devito (1986) said that communication is “the process or act of transmitting a message from a sender to a receiver, through a channel and with the interference of noise; the actual message or messages sent and received; the study of the processes involved in the sending and receiving of messages” (p. 61). This view of communication has been very popular but offers a limited view. For a moment, consider what is implied by a transmission approach to communication. It assumes that a source or sender creates a message that contains information and transmits that message to the receiver. This view postulates that communication works properly when the message received is the same as the message sent. This linear transmission view of communication assumes that the source “injects” information and other influence into the receiver’s mind. Viewed this way, a message is a “lump” of meaning—like a bullet—that transports and inserts an idea into the receiver’s brain.

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  The Keys to Success in Management

  • Henry Kyambalesa(Author)
  • 2019(Publication Date)
  • Routledge

    (Publisher)

  2/    BUSINESS COMMUNICATION

  Poor ... [communication] turns first impression into lasting bad impression .21

  Good communication skills are an indispensable factor in the success of any given manager - and of any individual whose work requires him or her to have regular interactions with people, as a matter of fact. But like any other element or factor in the manager’s arsenal of aptitudes, the communication skill is not an in-born quality or attribute; it can be developed only through learning. But, as alluded to earlier in the previous chapter, one cannot acquire any of the essential managerial skills entirely from books, lectures, seminars, and workshops;22 many aspects of managerial competence are learnt best in practice.

  Let us now proceed to enhance our grasp of business communication by exploring the following: the nature of communication, the Communication Process, communication effectiveness, internal communication, and external communication.

  2.1/   WHAT IS COMMUNICATION ?

  Essentially, the term “communication” is used to refer to the process by which meaning and understanding are transacted between a given source (a person, a group of persons, an organisation, or a government agency) and a particular receiver (a person, a group of persons, an organisation, or a government agency). As portrayed in Figure 2.1 , it implies an exchange or a sharing of meaning and understanding between or among any given parties.

  Good communication makes things happen in organisational settings; without it, work can stall because nobody can know what to do, let alone the procedures to follow in executing work assignments. It is through communication that any given organisational member can get to know about his or her responsibilities, authority, and accountabilities, as well as the various procedures, methods, and rules of the workplace. To any given organisation, therefore, communication is, to an organisation, what the nervous system is to the human body.

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  Tourism Communication N4 SB

  TVET FIRST

  • L Daly(Author)
  • 2018(Publication Date)
  • Macmillan

    (Publisher)

  1 M O D U L E 2 M O D U L E The Communication Process 1 Overview By the end of this module, you should have a thorough understanding of all aspects covered in the following units: • Unit 1.1: The Communication Process. • Unit 1.2: A model of the Communication Process. • Unit 1.3: Communication terms. • Unit 1.4: The four categories of communication. • Unit 1.5: Barriers to interpersonal communication. • Unit 1.6: Gatekeeping. • Unit 1.7: Acquiring the effective message and the role of feedback. • Unit 1.8: Verbal communication. • Unit 1.9: Verbal communication in business. • Unit 1.10: Non-verbal communication. • Unit 1.11: Business terminology in the travel industry. • Unit 1.12: Approaches to communication. Setting the scene 1. Can you communicate with someone without speaking? 2. What is white noise? 3. How is the travel industry communicating with its clients in the modern world of technology? You will be learning the theory of how people communicate in general and, more specifically, about how this happens in the world of travel and tourism. These days, technology is changing the way we communicate. Communication happens in more ways than you may be aware of. The Communication Process We will study the way communication occurs among people, and how we judge the effectiveness of the message based on the receiver’s reaction to the message. A model of the Communication Process The two-way process of communication can be illustrated in a simple model as shown in Figure 1.1. Unit 1.1: Unit 1.2: Note Modules 1 to 5 of this Student’s Book for Tourism Communication N4 are based on the January 1995 Syllabus, Examination Instruction No. 20 of 1998 version. communication: a message sent via a channel from a sender to a receiver, who then gives feedback 2 Module 1 1. Sender 2. Message 3. Encodes message 4. Channel 5. Receiver 8. Barrier/ interference 6. Decodes message 7.

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  N4 Tourism Communication

  • L Steenkamp(Author)
  • 2013(Publication Date)
  • Future Managers

    (Publisher)

  The challenge is to find the most effective means of sharing ideas and information so that all parties have the same understanding of the information . In this module we hope to show how this can be achieved . 1.1 The Communication Process Message Feedback Sender Medium = face-to-face Receiver Yes. By when do you need it? Could you set up a website for me? 1.1.1 Elements in the Communication Process Here is an explanation of the terms used to describe the elements in the Communication Process . The sender – the person WHO wishes to communicate a message . This person encodes the message and sends it to the receiver, also known as the transmitter. In this example it is the young woman. The message – WHAT the sender wishes to say, ask, instruct, comment, reply, etc . In this example it is the enquiry . The channel (medium ) – HOW the message is sent The channel can be direct or indirect, oral or written or nonverbal . Telephone calls, e-mails, letters and newspaper advertisements are all examples of channels . In this example it is face-to-face . The Communication Process 3 FutureManagers The receiver – the person to WHOM the message is sent This person must decode the message and react to it . The receiver is also known as the destination. In this example it is the young man . Encoding – the sender puts the message into a code, e .g . Xhosa or sign language or body language and sends it to the receiver who decodes it . Decoding involves making sense of and interpreting the message . This is not as easy as it sounds . The receiver has to have sufficient background knowledge and the right attitude in order to “get the message” properly and send suitable feedback . This feedback is then sent as an encoded return message . For effective communication to take place, the sender must choose to encode in a way he/she thinks the receiver will understand . In this example the code is spoken, plain English language .

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  Organisational Behaviour

  • Gert Alblas, Ella Wijsman(Authors)
  • 2021(Publication Date)
  • Routledge

    (Publisher)

  5 © Noordhoff Uitgevers bv 167 5 Communication in organisations • What is communication? • What forms of communication are there? • What does the Communication Process consist of? • What are the functions of communication? • How is communication in organisations organised? • What impediments to communication can occur? • How can impediments be removed? 168 © Noordhoff Uitgevers bv 5 Keeping in touch Lisa begins her working day by opening her email inbox. A lot of new messages have come in. One student asks if she can still join the forthcoming practical exam and, if so, what she must prepare. Four other students have handed in a term paper that she will need to assess and comment on. A colleague asks her to telephone him to discuss the approach to a new course. In addition, she has bent sent the provisional agenda for a meeting and asked whether she also has agenda items, and some general communications about various matters within the organisation. She works partly from home but spends three afternoons a week at the study centre. There she can see the students and maintain personal contact with her direct colleagues and members of the secretary’s office. This direct and informal contact is good for relationships and helpful in dealing with matters of all kinds. © Noordhoff Uitgevers bv COMMUNICATION IN ORGANISATIONS 169 5 § 5.1 Communication Lisa wants to do well as a teacher. That means she will regularly need to communicate with students, fellow teachers, and the staff at the secretary’s office. She also feels it is important to stay in touch with her manager and the head of studies. Communication is the transference of verbal and non-verbal communication between one or more individuals. People exchange information with each other: knowledge, feelings, opinions, preference, desires, etcetera. How does this exchange take place? We distinguish three ways of exchanging information: • written communication; • oral communication; • non-verbal communication.

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  The Emerald Handbook of Group and Team Communication Research

  • Stephenson J. Beck, Joann Keyton, Marshall Scott Poole, Stephenson J. Beck, Joann Keyton, Marshall Scott Poole(Authors)
  • 2021(Publication Date)
  • Emerald Publishing Limited

    (Publisher)

  The authors suggest that the group decision making process consists of a number of episodic and transition periods of varying duration, and together, they constitute the “ rhythms of task performance ” for the group (p. 359). Moreover, they contend that the number and type of episodic and transition periods can vary from group to group, and task to task, such that (a) groups working on the same decision making task can produce different episodes and transitions and (b) groups working on different tasks can likewise produce different episodes and transitions. Communication and the Group Decision making Process In the group decision making literature, the terms process and communication are often used interchangeably. While these two terms share some conceptual simi-larities, they are also clearly different. Process , as we noted earlier, consists of the 196 Randy Y. Hirokawa and Ashley Laybon cognitive and behavioral acts that group members produce, both individually and collaboratively, to arrive at a collective group decision. Communication , on the other hand, consists of the verbal and nonverbal symbolic acts produced by group members during the decision making process. As such, communication is a component of process. The conceptual confusion between process and communication is largely due to the fact that the two constructs are inseparable. That is, in the absence of the direct mental transmission or transfer of information and ideas among group members (i.e., mental telepathy ), the exchange of symbolic messages (i.e., communication ) is fundamentally necessary in order for group members to work toward a collective choice ( Stasser & Abele, 2020 ). The interconnection between communication and process thus begs the question of the role that communication plays in the development of group decisions and their overall quality. The literature distinguishes two views of the role that communication plays in the decision making process of a group.

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  Engineering Words

  Communicating clearly in the workplace

  • Sharon Burton, Bonni Graham Gonzalez(Authors)
  • 2023(Publication Date)
  • XML Press

    (Publisher)

  Give them writing that makes it easy for them to understand. So what is the business context? Business writing is performed, as the name implies, in a business. Most businesses exist for one reason only: to make a profit (or at least enough money to keep running). While there are not- for-profit and/or mission-driven businesses, those aren’t the kinds of businesses this section is about. The businesses we discuss here make a profit (or break even) by selling a product for the highest reasonable price and controlling costs while doing so. When you’re on the receiving end of cost management, this can seem unreasonable, but it is, in fact, responsible business behavior— when it’s done right, anyway, but that’s a topic for another day. The Business Context of Communication 22 There are three key contexts to understand for business communication: ● Finance: A general grasp of how money flows through a business. ● Historical/technical: An understanding of the problem you’re trying to solve and the prior art necessary to solve it. ● Market size and maturity: Where your product (or proposed product) falls on the technology adoption curve. We’ll discuss this in more detail later, but for now, think of this as a predictable pattern that describes how consumers and businesses adopt brand-new technology. The larger the segment of the bell curve, the more potential users might be interested. The financial context: the flow of money in a business Figure 3.1 provides a rough and very high-level diagram of how money flows through a business. Money comes in as Revenue Some money goes out as raw material costs direct, loaded labor costs shipping costs Cost of Goods Sold (COGS): What’s left is called Gross Profit What’s left is called Net Profit Other money goes out as facilities costs non-direct, loaded labor costs insurance General and Administrative Costs (GA): sales costs Figure 3.1 – Flow of money through a business 23 The Business Context of Communication

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