Management and Internal Communication (Course outline)

NATIONAL UNIVERSITY OF MODERN LANGUAGES

ISLAMABAD

DEPARTMENT OF GOVERNANCE AND PUBLIC POLICY

MSc I

MANAGEMENT & INTERNAL COMMUNICATION

COURSE OBJECTIVES:

The objectives of the Course are to introduce students to:

• Principles of communicating and the conduct of effective business communications in management positions
• Outline different kinds of commonly used written business communications and how to frame these
• Principles adopted for the effective use of the oral medium of communication and their application
• Use of modern technology in oral and written management communications

COURSE CONTENTS:

The course is designed to cover the following aspects:

• COMMUNICATION PROCESS
• What is Communication
• Why is Communication Imperfect
• Seven Cs of Effective Communication
• Organization & Channels of Communication
• Formulation of an Effective Communication Strategy
• PROCESS OF PREPARING EFFECTIVE BUSINESS MESSAGES
• Planning the Message
• Composing the Message
• Layout and Composition of Business Letters
• Memorandums
• Good News & Bad News Messages
• STRATEGIES FOR ORAL COMMUNICATION
• Strategies for Successful Speaking
• Strategies for Successful Interpersonal Communication
• REPORTS
• Short Reports
• Long Reports
• SPECIAL WRITTEN COMMUNICATIONS
• Writing Effective Business Proposals
• Formulation of Brochures
• JOB APPLICATION PROCESS
• Writing Applications and Resumes
• USE OF ELECTRONIC AIDS IN COMMUNICATIONS

METHODOLOGY

The methodology will include lectures, Readings, discussions, written exercises and Classroom presentations.

LEARNING OUTCOMES

On completion of the Course, the Student should be able to comprehend the importance of good written and oral communication in fulfilling management responsibilities at different tiers and apply the acquired skills practically.

RECOMMENDED READINGS

• EFFECTIVE BUSINESS COMMUNICATIONS by Herta A Murphy, Herbert W Hildebrandt & Jane P Thomas
• WRITING EFFECTIVELY IN BUSINESS by Beth S. Neman & Sandra Smythe
• BUSINESS COMMUNICATIONS: STRATEGY & SKILL by Mary Munter

Course 4 lectures

MANAGEMENT AND INTERNAL COMMUNICATION

REFERENCES

•      WRITING EFFECTIVELY IN BUSINESS by Beth S. Neman & Sandra Smythe

•      EFFECTIVE BUSINESS COMMUNICATIONS by Herta A Murphy, Herbert W Hildebrandt & Jane P Thomas

•      BUSINESS COMMUNICATIONS: STRATEGY & SKILL by Mary Munter

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WHAT IS COMMUNICATION ?

•      “THE ACTIVITY OR PROCESS OF EXPRESSING IDEAS AND FEELINGS OR OF GIVING PEOPLE INFORMATION”

 - Oxford Dictionary

•      “THE PROCESS  OF SHARING  BY WHICH MESSAGES  PRODUCE  RESPONSES”

- Mary Munter

FACTORS CONTRIBUTING TO IMPERFECT COMMUNICATION

v   PSYCHOLOGICAL BARRIERS

Ø   EMOTIONAL BLOCKS: BIASES, INHIBITIONS, HOSTILITY, ETC

Ø   PERCEPTUAL BLOCKS : INVOLVING PRE CONCIEVED NOTIONS, LACKING IN OBJECTIVITY

Ø   SELECTIVITY: IN CONTEXT, TIMINGS,  ETC

v   SEMANTIC & PHYSICAL BARRIERS

Ø   SEMANTIC BLOCKS : BLOCKS THAT ARISE FROM CHOICE OF WORDS OR FROM INTERPRETATION OF WORDS

Ø   PHYSICAL BARRIERS : BARRIERS CAUSED BY APPEARENCES, AUDIENCES, BAD SOUND SYSTEMS, POOR QUALITY PRINT, ETC

PRINCIPLES OF EFFECTIVE COMMUNICATION

•      PROVIDE GUIDELINES FOR CHOICE OF CONTENT AND STYLE OF PRESENTATION AS ADAPTED TO THE PURPOSE AND RECEIVER OF THE MESSAGE

•      ARE APPLICABLE TO ALL FORMS OF COMMUNICATION FROM MERE UTTERANCES AND SENTENCES TO COMPLETE DOCUMENTS OR PRESENTATIONS

•      COMMONLY REFERRED TO AS SEVEN C’s OF EFFECTIVE COMMUNICATION

SEVEN Cs OF EFFECTIVE COMMUNICATION

•      COMPLETENESS. BUSINESS MESSAGE IS COMPLETE WHEN IT CONTAINS ALL FACTS THE READER OR LISTENER NEEDS FOR THE REACTION YOU DESIRE

•      FOLLOWING GUIDELINES CONTRIBUTE TO COMPLETENESS:

•      PROVIDE ALL NECESSARY INFORMATION

•      ANSWER ALL QUESTIONS ASKED

•      GIVE SOMETHING EXTRA, WHEN DESIRABLE

•      CONCISENESS : SAYING WHAT IS TO BE SAID IN THE FEWEST POSSIBLE WORDS BUT WITHOUT SACRIFICING THE OTHER DESIRED QUALITIES

•      TO ACHIEVE CONCISENESS, OBSERVE THE FOLLOWING :

•      ELIMINATE WORDY EXPRESSIONS

•      INCLUDE ONLY RELAVENT MATERIAL

•      AVOID UNNECESSARY REPITITION

•      Examples

Due to the fact that……………………………..Because

In due course………………………………………Soon

At this time………………………………………….Now

Few in Number…………………………………….Few

On a weekly basis…………………………………Weekly

In spite of fact………………………………………Although

•      CONSIDERATION. IMPLIES PREPARING EVERY MESSAGE WITH THE MESSAGE RECEIVER IN MIND… BY TRYING TO PUT YOURSELF IN HIS/THEIR PLACE

•      SPECIFIC WAYS TO INDICATE CONSIDERATION ARE:

•      FOCUS ON “YOU” INSTEAD OF “I” AND “WE”

•      SHOW HOW RECEIVER (OF MESSAGE) WILL BENEFIT FROM WHATEVER THE MESSAGE ADDRESSES

•      EMPHASIZE POSITIVE, PLEASANT FACTS

•      CONCRETENESS . BE SPECIFIC, DEFINITE AND VIVID RATHER THAN VAGUE AND GENERAL

•      ACHIEVABLE THROUGH USE OF THE FOLLOWING MEASURES:

•      USE SPECIFIC FACTS & FIGURES

•      PUT ACTION IN YOUR VERBS – RATHER THAN IN NOUNS AND INFINITIVES

•      CHOSE VIVID, IMAGE BUILDING WORDS

•      CLARITY. IMPLIES GETTING THE MEANING FROM YOU TO THE READER/LISTENER MOST ACCURATELY AND UNAMBIGUOUSLY

•      HOW….

•      CHOOSE PRECISE, CONCRETE & FAMILIAR WORDS

•      CONSTRUCT EFFECTIVE SENTENCES & PARAGRAPHS

•      COURTESY. DISPLAY A POLITENESS THAT REFLECTS RESPECT AND CONCERN FOR OTHERS

•      DOES NOT JUST INVOLVE TERMS LIKE PLEASE AND THANK YOU

•      CAN BE GENERATED BY:

•      BEING SINCERELY TACTFUL, THOUGHTFUL & APPRECIATIVE

•      USING EXPRESSIONS THAT SHOW RESPECT

•      CHOOSING NON DISCRIMINATORY EXPRESSIONS

•      CORRECTNESS. USE OF PROPER GRAMMAR, PUNCTUATION AND SPELLINGS

•      ALSO MEANS:

•      USE OF THE RIGHT LEVEL OF THE LANGUAGE AS APPROPRIATE FOR THE OCCASION. LEVELS MAY BE:

•      FORMAL AS ASSOCIATED WITH SCHOLARLY AND ACEDEMIC WORK

•      INFORMAL WHICH IS MORE CHARACTERISTIC OF BUSINESS WRITING

•      ACCURACY OF FACTS, FIGURES AND WORDS

•      MAINTENANCE OF ACCEPTABLE WRITING MECHANICS SUCH AS USE OF GRAPHICS, TABLES, ETC

Basics in Internal Organizational Communication

Experts on organizations, management and leadership assert that effective communication is the foundation for success in any type of organization.

They asserted that there can not be too much communication but as leaders and managers  mature, they realize the need to effectively convey and receive information, so efforts at developing communication (internal and external) increase substantially.

l  Texts on organizational communication tend to first examine basic concepts such as "communication", "sender", "receivers", "encoders", etc. Then they go on to examine aspects of communications, like;

l  Downward,

l  Upward,

l  Body,

l  Verbal,

l  Written,

l  Formal,

l  Informal,

l  Interpersonal and

l  Group, etc

1.  If I know it, then everyone must know it.

Perhaps the most common communicational problem is managements' (leaders' and managers') assumption that because they are aware of some piece of information, then everyone else is, too. Usually staff is not aware unless management makes a deliberate attempt to carefully convey information.

2.         We hate bureaucracy

        When organizations are just getting started, their leaders can often prize themselves on not being burdened with what seems as bureaucratic overhead, that is extensive written policies and procedures.

• Writing something down can be seen as a sign of bureaucracy and to be avoided.
• As the organization grows, it needs more communication and feedback to remain healthy, but this communication is not valued. As a result,  confusion arises -- unless management realizes the need for increased, reliable communication.

3. I told everyone, or some people, or ...?

Another frequent problem is that management does not really value communication or assume that it just happens. So they are not aware of what they told to whom -- even when they intended for everyone to know the information.

4. Did you hear what is meant for you to hear?

With today's increasingly diverse workforce, it is easy to believe that you have conveyed information to someone, but you are not aware that they interpreted you differently than you intended.

           

            Unfortunately, you will not be aware of this problem until a major problem or issue arises out of the confusion.

5. Our problems are too big, have no time to listen to each other!

Particularly, when personnel are tired or under stress, they prefer to do what is urgent rather than what is important.

           

            So people often misunderstand others' point of view or  their intentions. This problem usually get discovered too late.

6. So what's to talk about?

 
Lastly, communication problems can arise when inexperienced management interprets its job to be solving problems and if there are not any problems/crises, then there is nothing that needs to be communicated.

Key Principles to Effective Internal Organizational Communication

1. Unless management comprehends and fully supports the premise that organizations must have high degrees of communication (like people needing lots of water), the organization will remain stilted. Too often, management learns the need for communication by having to respond to the lack of it.

2.   Effective internal communication start with effective skills in communication, including basic skills in listening, speaking, questioning and sharing feedback.

These can be developed with some effort and practice. Perhaps the most important outcome from these skills is conveying that you value hearing from others and their hearing from you.

2. A key ingredient to developing effective communication in any organization is, each person taking responsibility to assert when they don't understand a communication or to suggest when and how someone could communicate more effectively.

ORGANIZATION

AND

CHANNELS OF COMMUNICATIONS

VARIABLES THAT IMPACT ON THE STRATEGY OF EFFECTIVE INTERNAL COMMUNICATION

FORMULATION OF COMMUNICATIONAL

STRATEGY

DEPENDS ON THE FOLLOWING STEPS:

–        ANALYSING THE ORGANIZATION

–        ANALYSING THE CURRENT ENVIRONMENT

–        ANALYSING THE CHANNELS OF COMMUNICATION

1.ANALYSING THE ORGANIZATION

•         ALL ORGANIZATIONS DEPEND ON COMMUNICATION

•         COMMUNICATION SERVES THE FOLLOWING PURPOSES:

–        IS THE GLUE THAT BINDS VARIOUS ELEMENTS OF THE ORGANIZATION

–        ALLOWS STRUCTURE TO DEVELOP

–        COORDINATES ACTIVITIES

–        ENABLES PEOPLE TO WORK TOGETHER

–        HELPS ACCOMPLISH RESULTS

•         UNDERSTANDING ORGANIZATION IS ESSENTIAL FOR THE SUCCESS OF EFFECTIVE COMMUNICATION AND COULD BE DONE BY:

–        LOOKING AT HOW PEOPLE WORK TOGETHER

–        RECOGNIZING WHAT GOALS THEY WORK TOWARD

•         UNDERSTANDING HOW PEOPLE WORK TOGETHER IN AN ORGANIZATION

–        FORMAL STRUCTURES

•         ORGANIZATIONAL CHARTS

•         HIERARCHICAL STRUCTURE

–        INFORMAL STRUCTURES

•         ALSO REFERRED TO AS NETWORKS OR POLITICAL COALITIONS

•         NOT ON ORGANIZATIONAL CHARTS BUT ARE JUST AS IMPORTANT

•         MAY COMPRISE OF INDIVIDUALS OR GROUPS IN THE ORGANIZATION

•         RENDER MORE POWER OR SAY TO CERTAIN PERSONS THAN WHAT THEIR JOB DEFINES

•         PATTERNS LIKELY TO CHANGE WITH CHANGE OF FACES

•         RECOGNIZING WHAT GOALS PEOPLE WORK TOWARDS

–        COVERS ANALYSIS OF BOTH FORMAL AND INFORMAL GOALS

–        FORMAL GOALS

•         ARE OFFICIALLY PUBLISHED

•         REFLECTED IN MISSION STATEMENT AND KIND OF IMAGE THE COMPANY PROJECTS

–        INFORMAL GOALS

•         OFTEN CALLED THE CULTURE OF THE ORGANIZATION

•         RELATE TO THE VALUES, EXPECTATIONS AND BELIEFS SHARED BY THE GROUP MEMBERS

•         LESS STRAIGHT FORWARD THAN RECOGNIZING THE FORMAL GOALS

•         TEND TO SURFACE IN WHAT PEOPLE SAY AND IN THE ATMOSPHERE OF THE ORGANIZATION

            2.ANALYSING ORGANIZATIONAL ENVIRONMENT

•         ENVIRONMENT MAY COMPRISE:

–        ELECTRONIC ENVIRONMENT. AFFECTS COMMUNICATION IN TERMS OF:

•         GATHERING INFORMATION

•         WRITING

•         SPEAKING

–        INTERNATIONAL COMMUNICATION. INFLUENCES IN TERMS OF:

•         COMMUNICATING IN DIFFERENT CULTURES

•         USE OF LANGUAGE APPROPRIATE FOR THE RECIPIENT

–        NON DISCRIMINATORY COMMUNICATION. NEED TO AVOID:

•         RACIST OR ETHNIC REMARKS

•         SEXIST LANGUAGE OR TERMS

•         AVOID TENDING TO BE TOO INFORMAL

•         REFERENCE TO DISABLED OR PEOPLE WITH ANY PHYSICAL IMPAIRMENT IN ANY INSENSITIVE MANNER

            3.ANALYSING THE CHANNELS OF COMMUNICATION

•         INVOLVES ANALYSIS OF THE CHANNELS OF COMMUNICATION THAT ARE OPEN AND MAY BE EVALUATED IN TERMS OF:

–        DIRECTIONAL FLOW

–        AVAILABLE COMMUNICATION CHANNELS

           

•         DIRECTIONAL FLOW IMPLIES:

–        WHETHER A MESSAGE IS ADDRESSED WITHIN THE ORGANIZATION OR OUTSIDE.

–        WHETHER IT IS TO BE TRANSMITTED UP OR DOWN THE HEIRARCHY OR LATERALLY

           

•         HANDLING DOWNWARD COMMUNICATION

–        EXAMPLES INCLUDE STAFF MEETINGS, MANUALS, PROCEDURES, INSTRUCTIONS, JOB DESCRIPTIONS, MEMOS, COUNSELLING SESSIONS, INTERVIEWS, ETC

–        TYPICALLY USED FOR FOUR PURPOSES:

1.      TO EXPLAIN SET STANDARDS

2.      TO PROVIDE A FEEDBACK TO EMPLOYEES

3.      TO ENCOURAGE PARTICIPATION

4.      TO MOTIVATE OR INSPIRE

–        TO AVOID DISTORTION IN INFO, ENCOURAGE TWO WAY COMMUNICATION AND SEEK RESPONSE

–        NEED TO AVOID AN OVERBEARING ATTITUDE

–        CLARITY IN COMMUNICATION

–        MUST BE BASED ON MUTUAL TRUST

           

•         UPWARD COMMUNICATION

–        USED TO ACCOMPLISH THE FOLLOWING PURPOSES:

•         TO REPORT ACTIVITIES OR ACCOMPLISHMENTS OF A PERSON OR DIVISION,

•         TO OFFER SUGGESTIONS AND OPINIONS

•         TO INCREASE PARTICIPATION IN MANAGEMENT FUNCTIONS SUCH AS PLANNING & CONTROLLING

–        MAJOR PROBLEM TO BE OVERCOME IS TRUST AND HONESTY IN EXPRESSION OF OPINIONS

–        IMPORTANT TO ESTABLISH A RELATIONSHIP WITH THE SUPERVISOR IN WHICH COMMUNICATION IS EASY AND FRANK

–        IN FORMULATION OF COMMUNICATION IT IS MOST IMPORTANT TO ADOPT THE RIGHT TONE AND DETAIL WHICH SHOULD BE AS PER NEEDS OF THE BOSS. INVOLVE REPORTS, MEMOS, MEETINGS, INTERVIEWS, ETC

•         LATERAL COMMUNICATION

–        INVOLVES PEOPLE IN THE SAME HEIRARCHICAL RANK BUT DIFFERENT FUNCTIONAL AREAS

–        MAY INCLUDE COORDINATION MATTERS, PROBLEMS SPECIFIC TO A DIVISION, SHARING INFO, RESOLVING CONFLICT, ETC

–        IMPORTANT TO KEEP THIS FLOW OF COMMUNICATION OPEN

–        NEED TO BE ARTICULATE AND AVOID OVERBEARENCE

•         OUTWARD (EXTERNAL) COMMUNICATION

–        INVOLVES COMMUNICATION OUTSIDE ONE’S OWN ORGANIZATION

–        MAY INCLUDE INTERACTION WITH DEALERS, SUPPLIERS, VENDORS, MANUFACTURERS, CLIENTS, GOVERNMENT AGENCIES, ETC

–        SENSITIVE ISSUES SUCH AS “PR” HANDLED BY SPECIALISTS OR THE CORPORATE OFFICE

–        MOST COMMON EXTERNAL COMMUNICATION IS IN THE FORM OF LETTERS BUT ORAL COMMUNICATION MAY ALSO TAKE PLACE IN THE FORM OF PRESENTATIONS, NEGOTIATIONS OR MEETINGS

–        FORM OF COMMUNICATION WITH OUTSIDE AGENCIES MUST RECOGNIZE THE PECULIARITIES OF THAT AGENCY AND AN EFFORT BE MADE TO EQUATE WITH THEM AND EARN THEIR GOODWILL

AVAILABLE COMMUNICATION CHANNELS

•         ALL COMMUNICATION USES ONE OR MORE OF THREE CHANNELS ie WRITING, SPEAKING TO A GROUP OR SPEAKING TO AN INDIVIDUAL

•         CHOICE MAY BE MADE BY THE COMMUNICATOR OR IMPOSED AS A MATTER OF OBLIGATION

COMMUNICATION CHANNEL ADOPTED

•         IF A CHOICE IS DEPENDENT ON A COMMUNICATOR, IT WILL BE BASED ON AN ANALYSIS OF THE FOLLOWING FACTORS:

–        TIME AVAILABLE WITH THE INITIATOR

–        TIME AVAILABLE WITH THE OTHER PARTY

–        COST INVOLVED IN COLLECTION OF DATA, TRAVEL, AVAILABILITY OF ALLIED FACILITIES AND/OR POSTAGES

–        DETAILS TO BE COVERED OR CONVEYED

–        LOCATION OF BOTH PARTIES

–        PRIVACY

–        RELATIONSHIPS

–        RECORD

–        RESPONSE DESIRED

FORMULATING A

COMMUNICATION STRATEGY

FORMULATION OF COMMUNICATION STRATEGY INVOLVES:

THE COMMUNICATOR

HAS TO BE PURPOSEFUL, APPROPRIATE & BELIEVABLE FOR THE AUDIENCE

THE AUDIENCE

HAS TO BE MOTIVATED TO RESPOND IN THE DESIRED WAY

THE MESSAGE

HAS TO BE STRUCTURED TO MAKE IT APPROPRIATE, USEFUL AND PERSUASIVE FOR THE AUDIENCE

THE COMMUNICATOR

MUST DEFINE WHAT IS INTENDED TO BE ACCOMPLISHED

SHOULD ALSO DEFINE THE STYLE AND TONE FOR REACHING THOSE AIMS

CUMULATIVELY, IT LEADS TO A SENSE OF PURPOSE AND APPROPRIATENESS OF STYLE AND TONE THAT MAKES THE COMMUNICATION MORE EFFECTIVE

THE COMMUNICATOR

DEFINING OBJECTIVE OF COMMUNICATION

            NEED TO SPECIFY:

1. RESPONSE DESIRED FROM THE AUDIENCE
2. SPECIFIC MEANS BY WHICH RESPONSE IS PLANNED TO BE ACHIEVED

COMMUNICATION OUTLINE:

1. START WITH A GENERAL GOAL WHICH IS USUALLY A BROAD STATEMENT ABOUT WHAT YOU INTEND TO CONVEY
2. DEFINE COMMUNICATION OBJECTIVE BY DECIDING HOW YOU HOPE YOUR AUDIENCE WILL RESPOND

BENEFITS ACHIEVED:

1. SAVES TIME AND ADDS TO EFFICIENCY BY ELIMINATING UN-NECESSARY DETAILS
2. HAVING A SPECIFIC OBJECTIVE MAKES THE MESSAGE MORE EFFECTIVE

THE COMMUNICATOR

STYLE ADOPTED

•         BASIC STYLES:

–        TO “TELL”.

•         TRYING TO EXPLAIN OR INSTRUCT

•         OFTEN USED IN UPWARD COMMUNICATION

•         ALSO APPROPRIATE FOR EXTERNAL COMMUNICATION

–        TO “SELL”

•         YOU TRY TO GET YOUR AUDIENCE TO DO SOMETHING DIFFERENTLY i. e NOT JUST TO LEARN BUT TO CHANGE ACTIONS

–        CONFER

•         APPROPRIATE WHEN THE OBJECTIVE IS TO CONSULT OR INTERACT WITH THE AUDIENCE

•         YOU DO NOT KNOW THE “ANSWER” AND THAT IS TO BE LEARNT FROM THE AUDIENCE

–        JOIN

•         USED WHEN YOU NEED OR WANT HIGH AUDIENCE INVOLVEMENT

•         BOTH YOU AND THE AUDIENCE WORK TOGETHER TO DISCOVER THE ANSWER

–        EACH STYLE IS TO BE USED AS A  PARTICULAR  OCCASSION DEMANDS

THE COMMUNICATOR

TONE ADOPTED

•         IMPLIES THE WAY YOUR SPEAKING OR WRITING SOUNDS, THE FEELING YOU CONVEY OR THE MOOD YOU SET

•         THE TONE DEPENDS ON ONE’S PERSONALITY AND CAN VARY INDEFINITELY BUT IN BUSINESS COMMUNICATION, EXTREMES OF TONE ARE GENERALLY AVOIDED

•         USUALLY YOUR TONE WILL VARY WITH THE AUDIENCE AND YOUR RELATIONSHIP WITH THEM

•         AIM SHOULD BE TO ANALYSE THE EFFECTS YOUR TONE  HAS OR IS LIKELY TO HAVE ON THE AUDIENCE AND WHETHER IT IS ACHIEVING THE DESIRED PURPOSE

•         FOLLOWING THREE GUIDELINES ARE APPLIED:

–        BASE YOUR TONE ON THE COMMUNICATION STRATEGY ADOPTED

–        BASE IT ON HOW YOU SOUND TO YOUR AUDIENCE

–        BASE YOUR TONE TO REFLECT A POSITIVE ATTITUDE AND CONSIDERATION FOR YOUR AUDIENCE

THE COMMUNICATOR

HOW DOES YOUR AUDIENCE PERCEIVE YOU

•         IMPLIES THE CREDIBILITY YOU ENJOY WITH YOUR AUDIENCE i.e. THEIR BELIEF, CONFIDENCE AND FAITH IN YOUR POWER OR RELIABILITY OR TRUSTWORTHINESS

•         FACTORS THAT AFFECT CREDIBILITY:

–        POSITION OR RANK: PERCIEVED DEPENDENCY OF AUDIENCE OR COMMUNICATOR’S COERSIVE/REWARD POWER

–        SENSE OF COMMUNICATOR’S GOODWILL : BASED ON AN ESTABLISHED PERSONAL OR PROFESSIONAL RELATIONSHIP

–        AUDIENCE’S SENSE OF THE COMMUNICATOR’S EXPERTISE

–        IMAGE CARRIED BY THE COMMUNICATOR, ESPECIALLY IN ENDORSEMENTS

–        AUDIENCE’S PERCEPTION OF THE COMMUNICATOR’S MORALITY AND FAIRNESS i.e HIS OR HER VALUES AND OBJECTIVITY

THE AUDIENCE

ABILITY TO ANALYSE AND MOTIVATE THE AUDIENCE FORMS THE CORNERSTONE OF A SUCCESSFUL COMMUNICATION

INVOLVES TWO STEPS:

1. ANALYSING THE AUDIENCE
2. MOTIVATING THEM TO ACT OR THINK THE WAY YOU WANT THEM TO

ANALYSING THE AUDIENCE

INVOLVES ESTABLISHING:

•         WHO COMPRISE THE AUDIENCE . MAY COMPRISE:

–        PRIMARY AUDIENCE

–        SECONDARY AUDIENCE

–        KEY DECISION MAKERS, ESPECIALLY IN A CONFLICT SITUATION

•         WHAT DO THEY KNOW AND FEEL .

–        WHAT IS THEIR CURRENT KNOWLEDGE OF THE TOPIC

–        THEIR INCLINATIONS, DISPOSITIONS, OPINIONS AND ATTITUDES

MOTIVATING THE AUDIENCE

•         UNDERSTANDING THE PSYCHOLOGICAL THEORIES OF MOTIVATION IS CRITICAL TO SUCCESS OF THE COMMUNICATOR

•         TECHNIQUES OF WORK MOTIVATION

1.         USING THE CONCEPT OF REWARD AND AVOIDING USE OF THREAT OR COERSION

–        CONSIDERATIONS FOR SUCCESSFUL USE OF REWARDS ARE:

•         MUST BE IMPORTANT TO THE PERSON BEING REWARDED

•         MUST BE APPROPRIATE AND SINCERE

•         FOR MAXIMUM EFFECT, REWARD SHOULD BE IMMEDIATE

•         MAY NOT NECESSARILY BE ELEGANT AND ONLY SIMPLE REWARDS  CAN FULFILL THE PURPOSE

MOTIVATING THE AUDIENCE

2. APPEAL TO THE GROWTH NEEDS OF YOUR AUDIENCE

•         MASLOW’S HIERARCHY OF NEEDS

•         HERZBERG’S RESEARCH

3.         USE PEOPLE’S NEED FOR BALANCE. BASED ON THE FOLLOWING PREMISE:

–        PEOPLE PREFER A STATE OF PSYCHOLOGICAL BALANCE OR EQUILIBRIUM

–        WHEN THEY HEAR IDEAS CONFLICTING WITH WHAT THEY ALREADY BELIEVE, THEY LOSE THEIR STATE OF BALANCE AND FEEL A SENSE OF ANXIETY

–        ON FEELINGS OF ANXIETY, THEY WORK TOWARDS RESTORATION OF THEIR SENSE OF BALANCE

MOTIVATING THE AUDIENCE

4. PERFORM A COST BENEFIT ANALYSIS

•         APPLY ECONOMIC IDEAS TO PSYCHOLOGY AND USE A STRONG BENEFIT TO MOTIVATE YOUR AUDIENCE (AS AGAINST A HIGH COST WHICH WILL HAVE THE OPPOSITE EFFECT)

5. BE SENSITIVE TO CHARACTER TRAITS

•         INVOLVES

•         KNOWING YOUR AUDIENCE

•         RECOGNIZING WHAT PERSUADES HIM OR HER

•         APPLYING THE TRAIT THAT SUITS A PARTICULAR PERSONALITY OR AUDIENCE

THE MESSAGE

INVOLVES THE STRUCTURE OF WHAT YOU WRITE OR SAY TO MAKE IT APPROPRIATE, USEFUL AND PERSUASIVE FOR THE AUDIENCE

THINKING VERSUS STRUCTURING

•         IDEAS COME TO MIND IN A HAPHAZARD MANNER

•         HAVE TO BE STRUCTURED IN A MANNER THAT MAKES THEM MOST PURSUASIVE, NOT THE WAY THEY OCCUR TO THE MIND

•         HAVE TO BE ARRANGED LOGICALLY AND REACHING TO A DEFINITE CONCLUSION

THE MESSAGE

RATIONALIZING THE PROCESS OF THINKING

1. BEING AWARE OF YOUR ASSUMPTIONS. BEFORE THINKING THROUGH A PROBLEM, IT IS IMPORTANT TO UNDERSTAND WHAT THE ASSUMPTIONS BEHIND YOUR THOUGHT PROCESS ARE
2. DRAW VALID CONCLUSIONS. CONCLUSIONS ARE WHAT YOU END UP WITH. MAY BE BASED ON:
1. DEDUCTION: STARTING WITH A PRINCIPLE, APPLYING IT TO A SPECIFIC CASE AND ARRIVING AT A CONCLUSION
2. INDUCTION: STARTING WITH SPECIFICS AND GENERALIZING TO A MAIN PRINCIPLE.
3. IT IS CRUCIAL THAT SPECIFICS ARE RELIABLE, RELAVANT AND REPRESENTATIVE
3. AVOID LOGICAL DEFECTS
1. DON’T MAKE HASTY GENERALIZATIONS
2. LOOK THROUGH FALSE CAUSES
3. AVOID QUESTIONABLE ASSUMPTIONS, SKIRTING THE ISSUE AND FALSE ANOLOGIES
4. AVOID IRRELEVENAT ATTACKS & POPULAR APPEALS
5. DON’T OVER SIMPLIFY ISSUES

THE MESSAGE

STRUCTURING THE MESSAGE

SHOULD NOT MIRROR YOUR OWN THOUGHT PROCESS BUT ESTABLISH HOW BEST YOUR AUDIENCE WISHES TO BE INFORMED OF WHAT YOU WANT TO CONVEY

AN EFFECTIVE STRUCTURE IS BASED ON:

•         PROVIDING A HEIRARCHY FOR YOUR IDEAS

•         CHOSING THE APPROPRIATE ORDER FOR COMMUNICATING THOSE IDEAS

STRUCTURING THE MESSAGE

PROVIDING A HEIRARCHY FOR YOUR IDEAS

•         IMPLIES DIVIDING IDEAS INTO GROUPS AND DIFFERENTIATING AMONG THE LEVELS OF THESE GROUPS

•         TO PROVIDE A CLEAR HEIRARCHY YOU NEED TO:

–        STRESS YOUR CONCLUSION (OR FIRST LEVEL IDEAS)

–        DIVIDE YOUR WRITING OR SPEAKING INTO MAIN POINTS (OR SECOND LEVEL IDEAS)

–        SUBDIVIDE THESE INTO SUPPORTING POINTS

STRUCTURING THE MESSAGE

PROVIDING A HEIRARCHY FOR YOUR IDEAS

•         TOP (OR FIRST) LEVEL IDEA

–        CONSTITUTES THE MOST IMPORTANT IDEA IN YOUR COMMUNICATION

–        IS CLOSELY TIED TO YOUR COMMUNICATION OBJECTIVE

–        IS THE END RESULT OF YOUR TIME, EFFORT, ANALYSIS AND THINKING

–        SERVES AS THE GENERAL IDEA FROM WHICH THE REST OF YOUR MESSAGE STEMS

–        IS USUALLY STATED AT THE BEGINNING OR END OF THE MESSAGE, NEVER IN THE MIDDLE WHEN THE ATTENTION SPAN IS THE LEAST

STRUCTURING THE MESSAGE

PROVIDING A HEIRARCHY FOR YOUR IDEAS

•         SECOND LEVEL POINTS

–        ARE THE MAIN DIVISIONS IN WHICH YOU DIVIDE YOUR WRITING OR SPEAKING

–        NUTSHELLING

•         LOWER LEVEL POINTS

–        SUPPORT THE SECOND LEVEL IDEAS

•         MAY BE FORMULATED THROUGH “IDEA CHARTS” CLEARLY IDENTIFYING THE HEIRARCHY AND COMPLETING THE OVERALL RELATIONSHIP. ALSO ENSURES THAT NO IDEA IS LOST OR ISOLATED

STRUCTURING THE MESSAGE

PUTTING IDEAS IN ORDER

•         DEPENDS ON THE NATURE OF THE MESSAGE

•         FOR EXPLANATORY IDEAS

–        TELL THE AUDIENCE ABOUT SOMETHING

–        TOP LEVEL IDEA PLACED FIRST

–        REST OF THE IDEAS PLACED IN ANY OF THE FOLLOWING WAYS:

•         IN ORDER OF TIME

•         IN ORDER OF COMPONENTS, AS IN DESCRIBING EXISTING CLASSIFICATIONS

•         BY IMPORTANCE

•         FOR ACTION IDEAS

–        TELL THE AUDIENCE TO DO SOMETHING

–        IF RECOMMENDING A CHANGE, ALSO NEED TO CONSIDER OWN CREDIBILITY AND ATTITUDE OF AUDIENCE

–        IF AUDIENCE LIKELY TO AGREE, PLACE MAIN IDEA FIRST ALONGWITH STRONGEST EVIDENCE (DIRECT APPROACH)

–        IF PEOPLE ARE LIKELY TO DISAGREE, START WITH THE LEAST CONTROVERSIAL POINT, PRESENT REJECTED ALTERNATIVES AND END WITH RECOMMENDATIONS COMBINING THEM WITH THE STRONGEST EVIDENCE

SUMMARY

•         FORMULATION OF COMMUNICATION STRATEGY INVOLVES:

–        THE COMMUNICATOR

–        THE AUDIENCE

–        THE MESSAGE

•         MESSAGE FORMULATION INVOLVES:

–        PUTTING IDEAS INTO LOGICAL SEQUENCE

–        PROVIDING A HEIRARCHY TO THEM

PREPARING  EFFECTIVE BUSINESS MESSAGES

• PLANNING THE MESSAGE. FIVE PLANNING STEPS:
• IDENTIFY YOUR PURPOSE: INFORMATIONAL, PERSUASIVE, NEGOTIATING, ETC
• ANALYSE YOUR AUDIENCE. CULTURE, ATTITUDES, ETC
• CHOOSE YOUR IDEAS
• COLLECT RELAVENT DATA
• ORGANIZE YOUR MESSAGE
•  DIRECT APPROACH: BEGIN WITH THE MAIN IDEA
• INDIRECT APPROACH: BEGINNING WITH A BUFFER

n  BEGINNINGS & ENDINGS

–        GENERAL LAYOUT: PLACE MAIN IDEAS AT BEGINNING & ENDING OF A MESSAGE OR PARA

–        OPENING PARAS

§  CHOOSE OPENINGS APPROPRIATE FOR MESSAGE PURPOSE & READER

§  MAKE OPENING CONSIDERATE, COURTEOUS, CONCISE & CLEAR

§  CHECK FOR COMPLETENESS

–        CLOSING PARAS

§  MAKE ACTION REQUEST CONCISE & CLEAR: COVER WHAT, WHO, HOW & WHERE, WHEN & WHY

§  END ON A POSITIVE COURTEOUS THOUGHT

§  KEEP LAST PARA CONCISE & CORRECT

n  COMPOSING THE MESSAGE

–        DRAFTING YOUR MESSAGE

–        REVISING THE MESSAGE: FOR CONTENT, ORGANIZATION & STYLE

–        EDITING & PROOF READING

n  BUSINESS LETTERS & MEMORANDUMS

–        STANDARD PARTS OF A LETTER

n  BUSINESS LETTERS

–        STANDARD PARTS OF A LETTER

–        OPTIONAL PARTS OF A LETTER:

§  SUBJECT LINE

§  ATTENTION LINE

§  ENCLOSURE NOTATION

§  COPY NOTATION

§  MAILING NOTATION: Urgent, Registered Mail, etc

§  POST SCRIPT

n  MEMORANDUMS

–        WHAT CONSTITUTE MEMORANDUMS: AN INTERNAL OFFICE COMMUNICATION WHICH MAY COMPRISE:

§  AN INFORMAL RECORD

§  A WRITTEN REMINDER

§  AN INFORMAL WRITTEN NOTE

§  AN INFORMAL DIPLOMATIC COMMUNICATION

–        STYLE

§  ADOPT CONVERSATIONAL TONE

§  RESTRAIN EMOTIONAL OVERTONES

–        LAYOUT:

§  TO,  FROM & DATE

§  DEPARTMENT

§  SUBJECT

§  MAIN BODY

§  OPTIONAL FACILITATION