Review of ICBC 201 course

The Communication Process

Introduction to basic concepts

Another Definition of Communication

• The sending of stimuli through somechannel by a sender so that a receivertranslates the stimuli into a message

and then feeds back additional stimulias a message monitor to the sender(Casagrande & Casagrande, 1986).

Which channel to use?Which channel to use?Amount of Amount of Information Information conveyedconveyed

Control over Control over how message is how message is composed and composed and

delivereddelivered

Control over Control over receiver’s receiver’s attentionattention

Effective for Effective for detailed detailed

messagesmessages

Face-to-faceFace-to-face HighestHighest ModerateModerate HighestHighest WeakWeak

TelephoneTelephone HighHigh ModerateModerate HighHigh WeakWeak

E-mailE-mail LowLow HighHigh LowLow WeakWeak

Hard copyHard copy

(letters, memos (letters, memos & reports)& reports)

HighHigh HighHigh LowLow GoodGood

Cross-Cultural Communication

Source: kwintessential.com

Written Communication

Internal AudiencesInternal AudiencesPresident

VPProduction

VPMarketing

VPSales

VPFinance

VPHuman Resources

Sales ManagerNorth

YOUSales Manager

BangkokSales Manager

South

District Manager 1

District Manager 2

Assistant SalesManager 1

Internal DocumentsDocument

TransmittalReportsPolicy updatesMemosE-mails

DescriptionMemo that explains what is being

forwardedSummarizing information that is used for

future planningStatement of instructions

Multi purpose functionsMulti purpose functions

Components of a formal report

Prefatory Parts Text of the Report Supplementary Parts

Cover

Title Page

Letter of Transmittal

Table of Contents

List of Illustrations

Executive Summary

Introduction

Body

Conclusion/Summary

Recommendations

References

Appendixes

*Components in a report often vary depending on formality and purpose

External AudiencesExternal Audiences

Customers

Suppliers

RetailersOutletsAgents

Government agencies

Regulators

The Media

Competitors

The general public

StockholdersInvestors

Your Company

External DocumentsDocument

QuotationsOrders/ClaimsAnnual Reports

Customer informationLettersE-mails

DescriptionLetters stating price for

services/productsLetters dealing with customer

orders/claimsReport to stockholders containing

summarized performance information

Information about new products/services/policy changes

Questions for analysis1. Who is (are) your audience(s)? What characteristics are

relevant to this message? If you are writing to more than one person, how do the people differ?

2. What are your purposes in writing?3. What information must your message include?4. How can you build support for your position? What reasons

or reader benefits will your reader find convincing?5. What objections can you expect your reader(s) to have?

What negative elements must you de-emphasize or overcome?

6. What aspects of the total situation may affect readers response?

Organizing Informative and Positive Messages

1. Give any good news and summarize main points. Include dates and share good news immediately

2. Give details clarification, background. Don’t repeat information. Be focused and present accurate information. Present details in order of importance.

3. Present any negative elements as positively as possible. Make the negatives clear but present them in a good light.

4. Explain any reader benefits. Most informative memos need reader benefits. Show that the policy helps readers –not just the organization. If possible combine the reader benefit with the goodwill ending.

5. Use a goodwill ending: positive, personal, and forward looking. Focusing on the personal well-being of the reader shows that you are concerned.

Interviews

A systematic approach

Planning the interview• Choosing the best interview structure

1. Highly structured interview-standardized list of pre-formulatedquestions. Common in market research.

2. Unstructured interview-consists of topical agenda withoutspecific questions or only few keyquestions.

3. Moderately structured interview-combination of 1. & 2. Allows for a flexible approach.

Differences in structural approachesHighly Structured

Interview

Usually takes less time

Easier for interviewer to control

Provides quantifiable results

Requires less skills by interviewer

Low flexibility in exploring responses

Unstructured Interview

Usually takes more time

More difficult to control

Results more difficult to quantify

Requires high degree of interviewer skills

Highly flexible in exploring responses

Open vs. Closed QuestionsWhen to use open questions

1. To relax the interviewee

2. To discover the interviewee’s opinions

3. To evaluate the interviewee’s communication skills

4. To explore the interviewee’s possession of information

5. To discover the interviewee’s feelings or values

When to use closed questions

1. To maintain control over the situation

2. When specific information is needed

3. When time is short

4. When interviewer is not highly skilled

5. When a high degree of standardization between interviews is important

Conducting the Interview: The OpeningThe Opening shapes the whole interview.

• Greeting and building rapportBegin with a greeting and self-introductionA few minutes of informal conversation make everybody feel comfortable.

Conducting the Interview: Orientation

Give the respondent an overview of what is to follow-this makes the respondent relax and establishes control at the same time.

• Explain the reason for the interview• Explain what information is needed and how it will be used• Mention the approximate length of the interview

Conducting the Interview: BodyIn this part you will ask your questions

Try to use a systematic sequence• Funnel sequence >

Start with a open ended-question and begin to narrow down with closed-ended questions.

• Inverted Funnel <Start with an closed-ended question followed by open-ended questions.

• Diamond structure <>Begin closed-ended questions then go to open-ended questions and end in closed-ended questions.

Conducting the Interview: ClosingEnd your interview by establishing goodwill• Signal the end of the interview• If possible review some of the key parts• Establish future actions

-repeat what the information will be used for: a term project/report/presentation etc.

• Conclude with thanking your respondent and engaging in informal ‘ small talk’

• After the interviewWrite a follow-up Thank you letter

How to Developa Communications Plan

What Is a Communication Plan?

A communication plan is a written document that describes • what you want to accomplish with your communication (your

objectives), • ways in which those objectives can be accomplished (your

goals or program of work), • to whom your solution will be addressed (your audiences), • how you will accomplish your objectives (the tools and

timetable), and • how you will measure the results of your program

(evaluation).

Working in Groups

Decision-making processes

8 shared characteristics of a successful team

• Clear & inspiring shared goals– Successful teams know why the team exists and believe

the purpose is important and worthwhile.

• Result-driven structure– Successful teams organize themselves in a manner that

ensures effective accomplishment of goals

• Competent team members– Successful teams have necessary skills to get the job done

8 shared characteristics of a successful team

• Unified commitment– Successful team members are committed to each other.– Groups’ goals are above their personal interests.

• Collaborative climate– Successful teams trust and support each other.

• Standards of excellence– Doing outstanding work is the norm in successful teams.– Each member is expected to do his/her best

8 shared characteristics of a successful team

• External support & recognition– Successful teams need an audience that shows

appreciation for their dedication

• Principled leadership– Successful teams usually have leaders who can

create a vision– Leaders can identify talents of members

Leadership styles• Authoritarian

– provide clear expectations for what needs to be done, when it should be done, and how it should be done.

– clear division between the leader and the followers.

– Authoritarian leaders make decisions independently with little or no input from rest of the group.

– best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.

Leadership styles

• Democratic – leaders offer guidance to group members, but

they also participate in the group and allow input from other group members

– encourage group members to participate, but retain the final say over decision-making process

– Group members feel engaged in the process and are more motivated and creative.

– generally the most effective leadership style

Leadership styles

• Laissez-faire– leaders offer little or no guidance to group members and

leave decision-making up to group members – can be effective in situations where group members are

highly qualified in an area of expertise– often leads to poorly defined roles and a lack of motivation.