1. 1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 The Communicating Process

2. 2 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Learning Points 1.(A) Elements of the communication process. (B) The flow of communication. 2.Small vs. Large group communication. 3.(A) Non-verbal communication. (B) Barriers to effective communication. (C) Development of listening skills. 4.Application of the communication process.

3. 3 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 “Communication in organization: Why, what, when, and how?”

4. 4 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Variables Affecting the Communication Process 1. Nature of the message 2. Background of sender 3. Background of receiver 4. Relationship between sender and receiver 5. Time of day 6. Unusual circumstances of those communicating

5. 5 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 The Communication Process SenderReceiverMessageChannel Feedback Noise Encoding Decoding

6. 6 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Encoding Is a process that involves translating the thoughts or information into words, signs, or symbols. Decoding Occurs when the receiver interprets the message and gives it meaning from his or her own perspective.

7. 7 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 3 Communication Flows (Info flow and Interaction flow) 3 Communication Flows (Info flow and Interaction flow) Upward (Bottom-up) Downward (Top-down) Horizontally (Less formal: Among peers)

8. 8 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Downward (Top-down) Communication Is used by administrative office managers to: 1. Keep their subordinates informed. 2. Give them job-related instructions. 3. Provide subordinates with feedback regarding their job performance.

9. 9 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Factors to Consider in Selecting Appropriate Downward Medium Factors to Consider in Selecting Appropriate Downward Medium Permanency of record Immediacy Need for evidence of understanding or feedback Formality

10. 10 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Factors That Affect the Success of Downward Communication Factors That Affect the Success of Downward Communication 1. Appropriateness of communication channel 2. Timing and clarity of the message 3. Attitudes of those involved in the communication process

11. 11 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Upward (Bottom-up) Communication Is used by employees to convey to their supervisors their feelings, ideas, aspirations, and attitudes

12. 12 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Variables That Affect the Success of Upward Communication Variables That Affect the Success of Upward Communication 1. The nature of the relationship between the subordinate and the manager. 2. The quality of the subordinate’s presentation of the message. 4. The timeliness of the message. 5. The extent to which the substance of the message is useful. 3. The extent to which the content of the message is positive or negative.

13. 13 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Horizontal Communication Takes place between individuals of equal hierarchical rank and is more informal than either downward or up communi- cation. Small Group Activities

14. 14 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Functions of Horizontal Communication (QC circle) 1. It helps employees fulfill their socialization needs. 3. It helps others better understand individual and departmental responsibilities. 4. It helps individuals solve their own problems before others have to become involved. 2. It helps employees and departments coordinate their activities with one another.

15. 15 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Reasons People Join Small Groups Security Power or Strength in Numbers Power or Strength in Numbers Ready Access to Advice Ready Access to Advice Morale Support Morale Support

16. 16 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Nonverbal Cues Impact the Communication Process By: Nonverbal Cues Impact the Communication Process By: Confirming: These cues confirm a verbal message. Replacing: These cues replace spoken words. Contradicting: These cues contradict the verbal message, adding an element of confusion to the communication process. Emphasizing:These cues support the verbal message.

17. 17 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Nonverbal Communication is Expressed By Body Language Paralanguage Proxemics Time

18. 18 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Body Language Involves Gestures Kinesics (posture) Occulesics (facial expressions) Eye contact Tactilics (touch)

19. 19 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Barriers to Effective Communication 1. Taking things or people for granted. 2. Incorrect assumptions regarding subordinate interest. 3. Characteristics of upward, downward, and horizontal communication. 4. Semantics (word meanings). 5. Perception of something.

20. 20 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Effective Communications & the Decision-Making Process (Bounded rationality & Incomplete Information) Effective Communications & the Decision-Making Process (Bounded rationality & Incomplete Information) 1. Defining and limiting the problem (or situation). 2. Analyzing the problem (or situation). 3. Defining criteria to be used in evaluating various solutions. 4. Gathering the data/information. 5. Identifying and evaluating possible solutions. 6. Selecting the best solution. 7. Implementing the solution.

21. 21 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Steps in the Nominal Group Technique Listing Recording Voting Discussing Final Voting

22. 22 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Sources of Conflict --- How to SOLVE? 2. Incompatibility of goals. 3. Organizational reward systems thought to treat some unfairly. 4. Changes in the organizational environment. 1. Limited resources that must be shared. Constructive Conflicts 5. Personal issues.

23. 23 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Types of Change Confronting Administrative Office Managers Types of Change Confronting Administrative Office Managers Planned Change Is proactive Is a result of careful planning, developing, and implementing Reactive Change Is forced change Is a result of events that make change necessary

24. 24 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Effective Communications & Steps Involved in Implementing Change 1. Recognize the need for change. 2. Plan the change. 3. Recommend a plan. 4. Decide about the plan. 5. Implement the plan.