Description
Communication can be viewed as a medium, a means to performance ends, or as constititive, as the end in itself. Within the goal dominated domain of aviation, it is more often defined as task communication, about the goals of the team and organization.
European Journal of Humanities and
Social Sciences
ISSN 2220-9425 Volume 1, No. 1 (2011)
http://www.journalsbank.com/ejhss.htm
© JournalsBank® Publishing Inc. 2011
© JournalsBank.com (2011). ISSN 2220-9425
13
The Role of Communication to Improve
Organizational Process
Seyyed Ali Banihashemi
*
*
[Department of Industrial engineering, Young Researchers Club, Islamic Azad University, Zahedan Branch,
Zahedan, Iran], [[email protected]]
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
14
The Role of Communication to Improve
Organizational Process
*
Seyyed Ali Banihashemi
Abstract
The purpose of this paper is presentment theoretical framework of communication in
organization, for managers due to a better understanding of the dimensions and aspects
of it, and improve communication quality in their organization. The Methodology of
this research is archiev type which exploited of various foreign articles and books. The
results of this paper indicate that managers who want to have a appropriate
communication, after selection of communicational channel, should have a
comprehensive plan according to their environment and organization.
.
Keywords: Communication, Management, Organization
*
Acknowledgment
Nill
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
15
I. Introduction
Communication can be viewed as a medium, a means to performance ends, or as
constititive, as the end in itself. Within the goal dominated domain of aviation, it is more often
defined as task communication, about the goals of the team and organization. Non task
communication would include innovation and social maintenance communication. [5]
Thus communication is essential to effective team perfoamance and communications for
any organization is like blood flow in the human body. The most efficient managers are who
that understand communication and the use it in their organizational environment. For
coordinatino between material and human elements of organization as a efficient network,
good communication is essential. Because communication isn't being connected organization
operation will stop. The porpose of this paper is to help managers to communicate desirably
in the organization. Therefore first we explain brief skills in communication, communication
process and types of communication .then we discusss Communications planning process, and
with expressing Johari window clear vague and dark areas of communication in organization
for managers.
II. Communication Skills
In any organization, communication is critical to effective management. Communication
is transference and the understanding of meaning.
Communication involves both receiving and sending messages (see Table 1). For the
purpose of management, it is important to give thoughtful consideration on how to
accomplish each task most effectively. In this respect what management is looking for is
judgement, the ability to communicate (which means listening as well as speaking),
humaneneas and concern, openness of mind, and the ability to concentrate and that hard for a
goal that the individual has to buy into. [4]
Table 1. Simple communication model
Receive Send Communication
Verbal indicators that others
give to you
Verbal indicators you give to
others
Verbal
Behavioural indicators others
give to you
Behavioural indicators, such
as hand movements that you
give to others
Visual
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
16
Communication skills have great importance in the work area just as they in all areas of life. For
most of the professions, communication skills such as being able to express one or to understand the
others correctly are required for success and satisfaction at least in elementary level. [8]
Even though an organization performs its tasks more efficient than expected, one should know
that this success will not continue so long if it lacks the same efficacy in communication. [10]
The success of communication depends an several factors. Transmission of message by the
process of encoding and decoding the message,which may result in short-term perception, is not
adequate for the success of communication. Communication should be in such a way that will give
opportunity for the respondent or receiver to task decision with regard to the message he perceived. [3]
III. Communication Process
Communication is the transmission of meaning from one person to another or to many
people, whether verbally or non-verbally. Communication from one person to another is
commonly depicted as a simple triangle consisting of the context, the sender, the message ,
and the receiver. [2]
There are also at least two positions on the role of communication in organizations. One
regards communicatin as a subprocess which plays an important role in other organizational
processes.
For example, communication serves as a channel for the exercise of leadership or for the
maintenance of interorganizational linkages. The other position argues that communication is
the process which constitutes the organization and its activities. [6]
Communication is essentially a perceptual process. The sender must encode intended
meaning to create messages. The receiver then decodes the messages to obtain perceived
meaning. Effective communication depends on the sender and the receiver sharing an
understanding of the rules used to encode meaning into messages. As shown in Figure 1,
effective communication between individuals (the sender and the receiver) involves many
steps, including encoding, decoding, and feedback. [7]
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
17
NOISE
FEEDBACK
Figure 1. Communications model
Communication is about creating and exchanging messages between senders and
receivers over channels. As shown in Figure 2, the source in human communication is the
person sending the communication. In order for communication to take place, an objective,
expressed as a message to be conveyed by some person is required. This message is encoded
in human communication. The channel is the medium through which the message travels. [9]
ORGANIZATIONAL ENVIRONMENT
SOURCE OF UNCERTAINTY
Figure 2. Communication as a process
Sender / Reciver
Reciver / Sender
TRANS-
MISSON
TRANS-
MISSON
ECODING
DECODING
ECODING
DECODING
Intended
meaning
Perceived
meaning
Perceived
meaning
Intended
meaning
Communication Network Communication
Sender (channel) Sender
MESSAGE
Receiver Receiver
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
18
IV. organizational communications
All communication is associated with initiating some form of action or behaviour.
Communication is generally one of three types (Table 2). At its simplest level, top-down
communication is used to instruct, control, and direct impersonally. Top-down
communication is commonly associated with hierarchically structured, centrally driven
organizations in which decisions are taken without too much consultation at the lower
operating levels within the hierarchy. Feedback is not a requirement though team briefings are
usually undertaken by middle managers. In contrast to top-down communication, the purpose
of two-way communication is to create the conditions under which people freely contribute
more to the achievement of the goals of the organization. Two-way communication is
associated with participatory styles of management, best practice, and the alignment of project
goals and personal goals.
Three-way communication that is downward, upward, and lateral are a feature of “project
organizations” in which people are encouraged to cross barriers to get the information they
need to
do the job. [4]
Table 2. Types of communication
Type of
communication
Explanation
Downward
communication
The process is management owned and
controlled and is used to pass information
down through the organization
Downward and
upward
communication
A two-way flow of information is
exchanged between management and
operating staff-ownership of the process is
sometimes shared
Downward, upward,
and lateral
communication
There is a free exchange of information
across the organization
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
19
V. Formal and informal communication
Organizational communications differ in formality. Formal communications are official,
organization-sanctioned episodes of information transmission. They can move upward,
downward, or horizontally and often are prearranged and necessary for performing some task.
Informal communication is more unofficial. People gossip, employees complain about
their boss, people talk about their favorite sporta teams, they whisper secrets about their co-
workers, work teams tell newcomers about how they operate. The grapevine is the social
network of informal communication that helps people interpret the organization, translates
management's formal messages into "employee language", and conveys information that the
formal system leaves unsaid. On the other hand, the grapevine can be destructive when
irrelevant or erroneous gossip ang rumors proliferate and harm operations. [1]
richness is the information-carrying capacity of an item of data. When the communication
of a single item of data conveys substantial new understanding, that communication is
information rich. As shown in Figure 3, communication media vary in their information
richness. Information richness is determined by such factors as the number of channels
utilized in the communication medium and the opportunities for and speed of feedback.
Figure 3. The Relationship between Information Medium and Information Richness
Face-to-face communication is highly information rich because it utilizes multiple
channels (words, facial gestures, body language) to reinforce a message. Face-to-face
communication also provides opportunities for immediate feedback. Written communication
High
Information
Richness
Low
Information Medium
Face-to-face communication
Telephone
E-mail and voicemail
Written documents (letters, memos, bulletins, etc.)
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
20
is lower in information richness because it lacks the support of multiple, meaning-confirming
channels, and feedback is slower. [7]
VI. Communication Planning Process
Communications planning with the proper investment of time, resources, and
collaboration becomes both a problem solving process and a learning process. Perhaps the
greatest payoff that comes from successful use of communication planning is the groundwork
that is laid for future cooperation within the project community.
Communications planning generally involves four phases. Within each phase, the
participants will normally work through several tasks to accomplish the specific objectives
(Figure 4). The phases are:
1. Assessment of needs
2. Formulate plan
3. Implementation plan
4. Feedback.
Phase 1: Assessment
The assessment phase is a critical first step in determining the scope of communications
planning. The objectives of an assessment are to identify key communications issues and
which stakeholders will be affected and those that will play a vital role in the project.
Visions and Goals
Evaluation Stakeholders
Feedback
Development and Implementation
Figure 4. Overview communications planning
COMMUNICATION
PLANNING
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
21
Phase 2: Formulate Plan
Once the assessment phase is concluded, the next task is to assimilate the findings from
the assessment and recommend a suitable course of action. There is no precise formula for
determining the right communication plan or whether it is likely to succeed or hit the right
mark. However, there are a number of key indicators that contribute to what may be
considered best practice.
• Keep the process simple
• Know your audience
• Maintain an overview of the vision
• Define clear roles and responsibilities
• Set concise deliverables
• Perform validations at appropriate intervals
• Use appropriate validation criteria
• Represent your vision by words and deeds.
Phase 3: Implementation
Once an agreement is reached as to the content of the plan, the work of implementation
and monitoring begins. Although the process often creates a great deal of good will, the
progress can be
wiped out by a lack of attention to detail following agreement to implement the plan. During
the implantation phase, the project manager should support the actions of the implementers
and ensure that all actions are concluded in line with the agreed deliverables. [4]
VII. Communication Styles
People differ in the ways they choose to communicate with others. We all know
individuals who rely on face-to-face discussions, and others who utilize e-mail and voicemail
almost exclusively. Developed by Drs. Joseph Luft and Harry Ingham (after whom it was
named), the Johari Window has received widespread use by management trainers as a device
for assessing and categorizing managers' communication styles. As shown in Figure 5, the
Johari Window classifies an individual's tendencies to facilitate or hinder interpersonal
communication along two dimensions: exposure and feedback. Exposure is the extent to
which an individual openly and candidly divulges feelings and information when trying to
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
22
communicate. Feedback is the extent to which an individual successfully elicits exposure
from others. These two dimensions of communication (exposure and feedback) give rise to
four distinct components of interpersonal communication. As shown in Figure 5, the arena
represents information that is known to the manager and known to others. In the best of all
worlds, all communication would be in the arena. A manager would be open and candid in
discussions with others team members, and in turn those other members would be open and
candid in discussions with the manager. The more information that falls in the arena, the more
effective the communication. The second cell of the Johari Window is the blindspot.
Information in the blindspot is known to others but not known to the manager. Blindspots
occur when a manager does not communicate enough, does not listen well when
communicating, or antagonizes others so that they don't provide the manager with feedback.
Components of communication become hidden when a manager fails (intentionally or
unintentionally) to provide information to others. Hidden information can cause problems,
particularly if the manager incorrectly assumes that everyone already knows it. Finally,
information may be unknown to both the manager and others. This information is not
intentionally being held back, but it nevertheless remains uncommunicated. [7]
Feedback
Low High
Low
Known Unknown
Known Known to Others
Exposure
Unknown Unknown to Others
High
Known to Self Unknown to Self
Figure 5. The Johari Window
Differences in the extent to which managers' communication skills and abilities result in
arena, blindspot, hidden, and unknown information give rise to four distinct communication
styles:
Type A communicators are low in both exposure and feedback. Type A managers would
be characterized as uncommunicative, terse, and even aloof or impersonal. Type A
communication results in both hidden information and blindspots.
Arena
Hidden Unknown
Blindspot
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
23
Type B communicators are also low in exposure, but they are high in feedback. Type B
managers constantly seek out information, but they rarely provide information in exchange.
Type B communication results in hidden information. Managers low in exposure (Type A or
Type B communicators) basically don't trust others with important information. Low-
exposure communication is particularly ineffective when paired with high feedback because it
results in continual requests for information.
Type C communicators are high in exposure but low in feedback. Type C managers are
typically perceived as being autocratic or arrogant. They provide lots of information but rarely
request the opinions of others. They are likely to be perceived as not valuing others' opinions
and perspectives. Type C communication tends to create blindspots.
Type D communicators are high on both exposure and feedback. Most of their
information is arena information, and they tend to communicate effectively. [7]
VIII. Conclusion
The communication in organization is so important that it is said, the first and most
important task of managers that they have to expand communications system in the
organizations. Necessary information should be considered before a decision must be
taken.Communication is considered as the blood vessels that bring life flows and lack of
information cause will be disorder of the heart. In short, without effective communication
tasks of survival and it will not be possible.
In this paper investigated all aspects and points to effective communication in the
organization, it gain in conclusion that channels of communication is one of the most effective
way in a relationship, and qualified managers have to pass over all stages of communication.
We hope that the results of this paper caused the attenation of managers in their responsibility.
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
24
References
[1]. Bateman, T.S., and Snall, S.A., 2002. Management, McGraw-Hill Higher Education, 5
th
.
[2]. Barrett, Deborah J., 2006. Strong Communication Skills a must for today's leaders,
Handbook of Business Strategy, Emerald, PP: 385-390.
[3]. Master, 2008. Communicatioz complex human phenomenon [Online] Available :
http//:www.AssociatedContent.com.
[4]. McManus, J., 2006. Leadership: Project and human capital management , Butterworth
Heinemann.
[5]. Mckinney, Earl H. & etal, 2004. The role of communication values in swift starting action
teams: IT insights from flight crew experience, Journal of Information & Management, Vol.
41: 1043-1056.
[6]. Nicholson, N., 1995. The Blackwell Encyclopedic Dictionary of Organizational Behavior,
Blackwell Publsher Ltd.
[7]. Stroh, L.K., Northcraft, G.B., and Neale, M.A., 2002. organizational behavior : a
management challenge, Lawrence Erlbaum Associates Publishers.
[8]. Unalan, Demet & Tengilimoglu, Dilaver, 2009. An empirical study to measure the
communication skills of the manager assistants? medical secretaries and office workers in
the public sector, The Journal of American Academy of Business Cambridge, Vol 14, Num 2:
245-250.
[9]. Vasu, M.L., Stewart, D.W., and Garson, D.G., 1998. Organizational Behavior and Public
Management, CRC Press Publisher.
[10] Zarei Matin, H. & etal, 2010. Relationship between Interpersonal Communication Skills
and Organizational Commitment (Case Study: Jahad Keshavarzi and University of Qom,
Iran), European Journal of Social Sciences,Vol. 13, Num. 3: 387-398.
doc_842906058.pdf
Communication can be viewed as a medium, a means to performance ends, or as constititive, as the end in itself. Within the goal dominated domain of aviation, it is more often defined as task communication, about the goals of the team and organization.
European Journal of Humanities and
Social Sciences
ISSN 2220-9425 Volume 1, No. 1 (2011)
http://www.journalsbank.com/ejhss.htm
© JournalsBank® Publishing Inc. 2011
© JournalsBank.com (2011). ISSN 2220-9425
13
The Role of Communication to Improve
Organizational Process
Seyyed Ali Banihashemi
*
*
[Department of Industrial engineering, Young Researchers Club, Islamic Azad University, Zahedan Branch,
Zahedan, Iran], [[email protected]]
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
14
The Role of Communication to Improve
Organizational Process
*
Seyyed Ali Banihashemi
Abstract
The purpose of this paper is presentment theoretical framework of communication in
organization, for managers due to a better understanding of the dimensions and aspects
of it, and improve communication quality in their organization. The Methodology of
this research is archiev type which exploited of various foreign articles and books. The
results of this paper indicate that managers who want to have a appropriate
communication, after selection of communicational channel, should have a
comprehensive plan according to their environment and organization.
.
Keywords: Communication, Management, Organization
*
Acknowledgment
Nill
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
15
I. Introduction
Communication can be viewed as a medium, a means to performance ends, or as
constititive, as the end in itself. Within the goal dominated domain of aviation, it is more often
defined as task communication, about the goals of the team and organization. Non task
communication would include innovation and social maintenance communication. [5]
Thus communication is essential to effective team perfoamance and communications for
any organization is like blood flow in the human body. The most efficient managers are who
that understand communication and the use it in their organizational environment. For
coordinatino between material and human elements of organization as a efficient network,
good communication is essential. Because communication isn't being connected organization
operation will stop. The porpose of this paper is to help managers to communicate desirably
in the organization. Therefore first we explain brief skills in communication, communication
process and types of communication .then we discusss Communications planning process, and
with expressing Johari window clear vague and dark areas of communication in organization
for managers.
II. Communication Skills
In any organization, communication is critical to effective management. Communication
is transference and the understanding of meaning.
Communication involves both receiving and sending messages (see Table 1). For the
purpose of management, it is important to give thoughtful consideration on how to
accomplish each task most effectively. In this respect what management is looking for is
judgement, the ability to communicate (which means listening as well as speaking),
humaneneas and concern, openness of mind, and the ability to concentrate and that hard for a
goal that the individual has to buy into. [4]
Table 1. Simple communication model
Receive Send Communication
Verbal indicators that others
give to you
Verbal indicators you give to
others
Verbal
Behavioural indicators others
give to you
Behavioural indicators, such
as hand movements that you
give to others
Visual
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
16
Communication skills have great importance in the work area just as they in all areas of life. For
most of the professions, communication skills such as being able to express one or to understand the
others correctly are required for success and satisfaction at least in elementary level. [8]
Even though an organization performs its tasks more efficient than expected, one should know
that this success will not continue so long if it lacks the same efficacy in communication. [10]
The success of communication depends an several factors. Transmission of message by the
process of encoding and decoding the message,which may result in short-term perception, is not
adequate for the success of communication. Communication should be in such a way that will give
opportunity for the respondent or receiver to task decision with regard to the message he perceived. [3]
III. Communication Process
Communication is the transmission of meaning from one person to another or to many
people, whether verbally or non-verbally. Communication from one person to another is
commonly depicted as a simple triangle consisting of the context, the sender, the message ,
and the receiver. [2]
There are also at least two positions on the role of communication in organizations. One
regards communicatin as a subprocess which plays an important role in other organizational
processes.
For example, communication serves as a channel for the exercise of leadership or for the
maintenance of interorganizational linkages. The other position argues that communication is
the process which constitutes the organization and its activities. [6]
Communication is essentially a perceptual process. The sender must encode intended
meaning to create messages. The receiver then decodes the messages to obtain perceived
meaning. Effective communication depends on the sender and the receiver sharing an
understanding of the rules used to encode meaning into messages. As shown in Figure 1,
effective communication between individuals (the sender and the receiver) involves many
steps, including encoding, decoding, and feedback. [7]
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
17
NOISE
FEEDBACK
Figure 1. Communications model
Communication is about creating and exchanging messages between senders and
receivers over channels. As shown in Figure 2, the source in human communication is the
person sending the communication. In order for communication to take place, an objective,
expressed as a message to be conveyed by some person is required. This message is encoded
in human communication. The channel is the medium through which the message travels. [9]
ORGANIZATIONAL ENVIRONMENT
SOURCE OF UNCERTAINTY
Figure 2. Communication as a process
Sender / Reciver
Reciver / Sender
TRANS-
MISSON
TRANS-
MISSON
ECODING
DECODING
ECODING
DECODING
Intended
meaning
Perceived
meaning
Perceived
meaning
Intended
meaning
Communication Network Communication
Sender (channel) Sender
MESSAGE
Receiver Receiver
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
18
IV. organizational communications
All communication is associated with initiating some form of action or behaviour.
Communication is generally one of three types (Table 2). At its simplest level, top-down
communication is used to instruct, control, and direct impersonally. Top-down
communication is commonly associated with hierarchically structured, centrally driven
organizations in which decisions are taken without too much consultation at the lower
operating levels within the hierarchy. Feedback is not a requirement though team briefings are
usually undertaken by middle managers. In contrast to top-down communication, the purpose
of two-way communication is to create the conditions under which people freely contribute
more to the achievement of the goals of the organization. Two-way communication is
associated with participatory styles of management, best practice, and the alignment of project
goals and personal goals.
Three-way communication that is downward, upward, and lateral are a feature of “project
organizations” in which people are encouraged to cross barriers to get the information they
need to
do the job. [4]
Table 2. Types of communication
Type of
communication
Explanation
Downward
communication
The process is management owned and
controlled and is used to pass information
down through the organization
Downward and
upward
communication
A two-way flow of information is
exchanged between management and
operating staff-ownership of the process is
sometimes shared
Downward, upward,
and lateral
communication
There is a free exchange of information
across the organization
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
19
V. Formal and informal communication
Organizational communications differ in formality. Formal communications are official,
organization-sanctioned episodes of information transmission. They can move upward,
downward, or horizontally and often are prearranged and necessary for performing some task.
Informal communication is more unofficial. People gossip, employees complain about
their boss, people talk about their favorite sporta teams, they whisper secrets about their co-
workers, work teams tell newcomers about how they operate. The grapevine is the social
network of informal communication that helps people interpret the organization, translates
management's formal messages into "employee language", and conveys information that the
formal system leaves unsaid. On the other hand, the grapevine can be destructive when
irrelevant or erroneous gossip ang rumors proliferate and harm operations. [1]
richness is the information-carrying capacity of an item of data. When the communication
of a single item of data conveys substantial new understanding, that communication is
information rich. As shown in Figure 3, communication media vary in their information
richness. Information richness is determined by such factors as the number of channels
utilized in the communication medium and the opportunities for and speed of feedback.
Figure 3. The Relationship between Information Medium and Information Richness
Face-to-face communication is highly information rich because it utilizes multiple
channels (words, facial gestures, body language) to reinforce a message. Face-to-face
communication also provides opportunities for immediate feedback. Written communication
High
Information
Richness
Low
Information Medium
Face-to-face communication
Telephone
E-mail and voicemail
Written documents (letters, memos, bulletins, etc.)
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
20
is lower in information richness because it lacks the support of multiple, meaning-confirming
channels, and feedback is slower. [7]
VI. Communication Planning Process
Communications planning with the proper investment of time, resources, and
collaboration becomes both a problem solving process and a learning process. Perhaps the
greatest payoff that comes from successful use of communication planning is the groundwork
that is laid for future cooperation within the project community.
Communications planning generally involves four phases. Within each phase, the
participants will normally work through several tasks to accomplish the specific objectives
(Figure 4). The phases are:
1. Assessment of needs
2. Formulate plan
3. Implementation plan
4. Feedback.
Phase 1: Assessment
The assessment phase is a critical first step in determining the scope of communications
planning. The objectives of an assessment are to identify key communications issues and
which stakeholders will be affected and those that will play a vital role in the project.
Visions and Goals
Evaluation Stakeholders
Feedback
Development and Implementation
Figure 4. Overview communications planning
COMMUNICATION
PLANNING
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
21
Phase 2: Formulate Plan
Once the assessment phase is concluded, the next task is to assimilate the findings from
the assessment and recommend a suitable course of action. There is no precise formula for
determining the right communication plan or whether it is likely to succeed or hit the right
mark. However, there are a number of key indicators that contribute to what may be
considered best practice.
• Keep the process simple
• Know your audience
• Maintain an overview of the vision
• Define clear roles and responsibilities
• Set concise deliverables
• Perform validations at appropriate intervals
• Use appropriate validation criteria
• Represent your vision by words and deeds.
Phase 3: Implementation
Once an agreement is reached as to the content of the plan, the work of implementation
and monitoring begins. Although the process often creates a great deal of good will, the
progress can be
wiped out by a lack of attention to detail following agreement to implement the plan. During
the implantation phase, the project manager should support the actions of the implementers
and ensure that all actions are concluded in line with the agreed deliverables. [4]
VII. Communication Styles
People differ in the ways they choose to communicate with others. We all know
individuals who rely on face-to-face discussions, and others who utilize e-mail and voicemail
almost exclusively. Developed by Drs. Joseph Luft and Harry Ingham (after whom it was
named), the Johari Window has received widespread use by management trainers as a device
for assessing and categorizing managers' communication styles. As shown in Figure 5, the
Johari Window classifies an individual's tendencies to facilitate or hinder interpersonal
communication along two dimensions: exposure and feedback. Exposure is the extent to
which an individual openly and candidly divulges feelings and information when trying to
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
22
communicate. Feedback is the extent to which an individual successfully elicits exposure
from others. These two dimensions of communication (exposure and feedback) give rise to
four distinct components of interpersonal communication. As shown in Figure 5, the arena
represents information that is known to the manager and known to others. In the best of all
worlds, all communication would be in the arena. A manager would be open and candid in
discussions with others team members, and in turn those other members would be open and
candid in discussions with the manager. The more information that falls in the arena, the more
effective the communication. The second cell of the Johari Window is the blindspot.
Information in the blindspot is known to others but not known to the manager. Blindspots
occur when a manager does not communicate enough, does not listen well when
communicating, or antagonizes others so that they don't provide the manager with feedback.
Components of communication become hidden when a manager fails (intentionally or
unintentionally) to provide information to others. Hidden information can cause problems,
particularly if the manager incorrectly assumes that everyone already knows it. Finally,
information may be unknown to both the manager and others. This information is not
intentionally being held back, but it nevertheless remains uncommunicated. [7]
Feedback
Low High
Low
Known Unknown
Known Known to Others
Exposure
Unknown Unknown to Others
High
Known to Self Unknown to Self
Figure 5. The Johari Window
Differences in the extent to which managers' communication skills and abilities result in
arena, blindspot, hidden, and unknown information give rise to four distinct communication
styles:
Type A communicators are low in both exposure and feedback. Type A managers would
be characterized as uncommunicative, terse, and even aloof or impersonal. Type A
communication results in both hidden information and blindspots.
Arena
Hidden Unknown
Blindspot
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
23
Type B communicators are also low in exposure, but they are high in feedback. Type B
managers constantly seek out information, but they rarely provide information in exchange.
Type B communication results in hidden information. Managers low in exposure (Type A or
Type B communicators) basically don't trust others with important information. Low-
exposure communication is particularly ineffective when paired with high feedback because it
results in continual requests for information.
Type C communicators are high in exposure but low in feedback. Type C managers are
typically perceived as being autocratic or arrogant. They provide lots of information but rarely
request the opinions of others. They are likely to be perceived as not valuing others' opinions
and perspectives. Type C communication tends to create blindspots.
Type D communicators are high on both exposure and feedback. Most of their
information is arena information, and they tend to communicate effectively. [7]
VIII. Conclusion
The communication in organization is so important that it is said, the first and most
important task of managers that they have to expand communications system in the
organizations. Necessary information should be considered before a decision must be
taken.Communication is considered as the blood vessels that bring life flows and lack of
information cause will be disorder of the heart. In short, without effective communication
tasks of survival and it will not be possible.
In this paper investigated all aspects and points to effective communication in the
organization, it gain in conclusion that channels of communication is one of the most effective
way in a relationship, and qualified managers have to pass over all stages of communication.
We hope that the results of this paper caused the attenation of managers in their responsibility.
European Journal of Humanities and Social Sciences Vol. 1, No.1 (2011)
© JournalsBank.com (2011). ISSN 2220-9425
24
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