COMMUNICATION ECEM ÇAMLIYER GÜNSU GÖKHAN HASLET GEMİCİ METE GÜMÜŞTEKİN.

COMMUNICATION

ECEM ÇAMLIYER

GÜNSU GÖKHAN

HASLET GEMİCİ

METE GÜMÜŞTEKİN

Ecem ÇAMLIYER

COMMUNICATION AND ITS IMPORTANCE

Communication Two conversationsat the same time.One talks about this.The other about that.

And to make it worsethe one who says thishears only about this,the other only about that.

Thus, they learn aboutwhat they already know.One gains more of this.The other more of that.

Two conversationswithout communication.Just a reiteration of thisand a repetition of that.

by Steve Kaye

What is communication?

the process of transferring messages between parties …

Why is communication important?

We need communication to be able to

solve any kind of problems…

Communication accidents are like

traffic accidents,

Interrupting

the speech!!!=

No driver

other than

me!!!

5 Basic Communication Assumptions

1. It is impossible not to communicate for

people who perceived each other in the

same social setting.

2. Every communication activity has two tiers:

Content Tier Relationship Tier

Do you want a cup of coffee?

Would you like to have a cup of coffee?

InformalEx: friend

FormalEx: customer

Same

content

3. The syntax in the message transferring process, forms the meaning

•Does a teacher teach in order to make money?

or

•Does a teacher make money because she teachs?

4. There are two types of messages:

Mental Emotional

5. The communication always occurs between “equals” or “nonequals.”

Communication Process

COMMUNICATION BARRIERS

A. Günsu Gökhan

Communication Barriers

• Filtering• Selective perception• Information overload• Language and culture• Emotions• Gender• Interruptions• Prejudgements and prejudice

Selective perception

Information overload!!!

Prejudice

Gender

MEN SAY:

“I think you are wrong at that point”

WOMEN SAY:

“Have you looked at the marketing department’s research report on that

point?”

Overcoming the communication barriers

• Use feedback

• Simplify language

• Listen actively

• Constrain emotions

• Watch nonverbal cues

• Use new techniques like NLP

What is NLP?

Representation Systems (temsil sitemleri)

Visual(Görsel)

• Eyes are defocused, or up to the right or left

• Generally rapid speech, high, clear voice tone.

• Uses words related to visualization while talking

• High, shallow breathing in the top part of the chest

• More tension in the body, often thinner (ectomorphic) body type.

Auditory(İşitsel)

• Eyes move in the midline.• Melodious tone, resonant, at a medium pace.

Often has an underlying rhythm • Uses words related to auditory frequently while

talking• Breathing in the middle part of the chest cavity.• Often medium (mesomorphic) body type. There

may be rhythmic movements of the body as if listening to music. Head may be tilted to the side in thought in the “telephone position”

Kinesthetic(Dokunsal)

• Eyes move below the midline usually to the right.• Low and deeper tonality, often slow and soft,

with many pauses• Uses words related to feelings frequently while

talking• Deeper breathing from the abdomen• Rounded shoulders, head down, relaxed

muscle tone, may gesture to abdomen and midline.

Haslet GEMİCİ

TYPES OF COMMUNICATION

INTERPERSONAL COMMUNICATION

•To settle the claims•To efface the requirements•To know ourselves and the others•To create identity•To define the relation, predict and control•To prevent and solve the conflicts •To gain social knowledge

Goals of the interpersonal relationships

Johari Window and Interpersonal Communication Styles

Johari Window and Interpersonal Communication Styles

ARENA BLINDSPOT

FACADE UNKNOWN

Known

Unknown

Known Unknown

FEEDBACK

EX

PO

SU

RE

More

MoreLess

Less

ArenaArena is the common understanding.

The larger it becomes, the more effective communication will be.

Unknown

Facade

BlindspotThis constitutes a handicap for the self, since one can hardly

understand the behaviours, decisions, and potentials of others.

Facade diminishes the arena and reduces the possibility of effective communication.

This region constitutes that portion of the relationship where relevant information is not known by the self or by other parties.

In such conditions it is expected that the communication will be poor.

Exposure

Feedback

Increasing the arena by reducing the facade area

The individual is open and honest in sharing information with others.

Reducing the blindspot with a corresponding increase in the arena.

Feedback is depend on the individual’s willingness to “hear” and on the willingness of the others to give it.

Individual is less able to the control the provision of feedback than the provision of exposure.

The barriers on the written communication

Not using the intonation of the sender…

The situation of the sender or receiver …

Why to write?

•Archive value of the written documents•Entire message can be sent•Official •Time saving•Drafts can be used

How to be effective in written communication?

•Write in plain language•Abstain from creating gender prejudices•Broaden the vocabulary•Writing with direct statements•Take care of the grammar rules

ORGANIZATIONAL COMMUNICATION

Mete Gümüştekin

Formal and Informal Communication

• Formal Communication• Informal Communication

– Social interaction– More rapid and efficient

Organizational Communication Channels

Comparison of Communication Channels

Feedback potential

Encoding ease

Decoding ease

Personal warmth

Formality Cost Time space constraint

Face to face 1 1 1 1 4 2 1

Telephone 1 1 1 2 4 3 3

Formal presentations

4 3 2 3 3 1 1

E-mail 3 3 2 4 3 2 4

Computer conference

1 3 2 3 3 2 3

Voice mail 2 2 1 2 4 3 5

Postal mail 5 4 3 4 1 3 5

Fax 3 3 3 3 3 3 5

with 1 being high to 5 being low

Channel Criteria

CEO

Finance Manager Marketing Human ResourcesOperations

&Production

Accounting Department

Contracts Department

Public Relations Department

SalesDepartment

Training Department

Compensation Department

PlanningDepartment

Research and

developmentDevelopment

Communication Flows

• Downward– To inform, manage, coordinate and control employees

– To give them job descriptions

– To explain important points to pay attention

• Upward– To prepare reports for managers

– To help managers guess the way employees feel about the ‘culture’

– To generate new ideas and let managers know

• Lateral– To save time and ease the coordination

• Diagonal– To increase efficieny

Organizational Networks

Chain Wheel All Channel

Cont.

• Grapevine– Informs managers as to which topics

employees (don’t) hesitate to talk– Filtering and feedback

Improving Communicationsin Organizations

• Clarify the message

• Improve abilities to understand others– Learn the ways to improve communication

Communication as a Managerial Art

• Gather detailed information

• Be sure information is true and accurate

• Let information be clear and unterstood

• Process feedback

• Respect personality

• Don’t miss any layer

Communication in Group Phases

Task

Conceptual

Socio-emotional

Content of commn

Formal

InformalMngmnt of commn

Ad

jou

rnin

g

Hig

h

perfo

rman

ce

Lo

w

perfo

rman

ce

Reflectin

g

Sto

rmin

g

Fo

rmin

g

Types of Communication Featuring in Developmental Phases

Management Communication Examples

• Informal management– “We seem to be getting semi-serious about

this. Maybe one tentative and fairly easy way to proceed is to appoint Rex and Kate the leaders.”

• Formal management– “We submit the following copyright policy,

worded by the Copyright Committee, for consideration and ratification by the entire group…”

Content Communication Examples

• Socioemotional content– “A pity we didn’t have the sanity of [their] comments a couple of

months ago. It would have made it easier to understand (and deal with?) some of the heat generated. Oh well, hindsight’s a great thing…”

• Conceptual content– “I propose trying to look at nature of threads in the discussions…

I think we can come up with a fairly reliable set of measures and codebook for some of these.”

• Task content– “I humbly submit a codebook proposal… We should look the

codebook over, react to it if necessary, and commence pretesting the codebook in a week or so…”