Chapter 9 Communication - Introduction to Management Principles in Public Sector

Chapter 9 Prepared by: NORHAYATI YAACOB (MISS YAYAA) FSPPP, UiTM KELANTAN PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:1 ...

Chapter 9 Prepared by: NORHAYATI YAACOB (MISS YAYAA) FSPPP, UiTM KELANTAN PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:1  TOPIC OUTLINE This chapter consists of these main and sub topics: PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:2  CHAPTER OUTLINE This chapter consists of these main and sub ideas: COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:3  CHAPTER OBJECTIVES Upon the completion of this chapter, students should be able to: PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:4  CHAPTER KEY TERMS Important words students should be able to define: communication organizational communication communication process communication networks sender downward communication message upward communication encoding lateral communication channel diagonal communication decoding grapevine noise receiver e-mail instant messaging (IM) interpersonal communication blog verbal communication wiki nonverbal communication voice mail formal communication fax informal communication Electronic data interchange (EDI) oral communication teleconferencing written communication videoconferencing body language web conferencing paralanguage intranet visual communication extranet PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:5  Sub-Topic 9.1 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:6  9.1 Definition of Communication Communication defined: THE TRANSFER AND UNDERSTANDING OF MEANING (Robbins & Coulter, 2009) PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:7  9.1 Definition of Communication Communication defined …cont’d: The transfer and understanding of meaning: Transfer means the message was received in a form that can be interpreted by the receiver. Understanding is the interpretation of the message and is not the same as the receiver agreeing with the message. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:8  9.1 Definition of Communication Communication defined …cont’d: THE PROCESS OF EXCHANGING INFORMATION WHICH INVOLVES THE PROCESS OF SENDING AND RECEIVING INFORMATION. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:9  9.1 Definition of Communication Communication defined …cont’d: THE PROCESS BY WHICH PEOPLE SEEK TO SHARE MEANING VIA THE TRANSMISSION OF SYMBOLIC MESSAGES (Stoner & Gilber, 1986) PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:10  9.1 Definition of Communication Communication defined …cont’d: THE PROCESS BY WHICH INFORMATION (MESSAGE) IS TRANSMITTED AND UNDERSTOOD BETWEEN TWO OR MORE PEOPLE. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:11  9.1 Definition of Communication Communication defined …cont’d: THE EXCHANGE OF MESSAGES BETWEEN PEOPLE FOR THE PURPOSE OF ACHIEVING COMMON MEANINGS (Bartol & Martin). PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:12  9.1 Definition of Communication Importance of Communication: PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:13  Sub-Topic 9.2 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:14  9.2 Communication Process COMMUNICATION PROCESS: Concept & Definitions PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:15  9.3 Communication Process COMMUNICATION PROCESS: The Six (6) Components Sender Receiver Transmit Message Receive Form Encode Decode Encoded Message Message Message Message Noise Decode Receive Encode Form Feedback Feedback Feedback Feedback Transmit Feedback PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:16  9.2 Communication Process COMMUNICATION PROCESS …cont’d: The Six (6) Main Components The six (6) main components (also known as elements/steps/stages) of communication process are shown in this Basic Communication Model: PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:17  9.2 Communication Process COMMUNICATION IDEA/SOURCE: PROCESS …cont’d: The Six (6) Components This is the pre- requisite to communication and the subject matter of Disturbances that interfere with the communication. communication. This can be an opinion, This can be any psychological, social, attitude, feelings, and structural barriers that distort and views, orders, or obscure or vague the sender’s intended suggestions. message. PERSON PERSON MEDIUM MESSAGE WHO WHOM THROUGH FROM SENDER INITIATES MESSAGE WHICH THE IS OR STARTS IS MESSAGE INTERPRETED THE INTENDED TRAVELS BY RECEIVER MESSAGE TO OUTCOME: RECEIVER’S RETRANSLATED MEANING PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:18  9.2 Communication Process COMMUNICATION PROCESS: The SIX (6) components in illustration Today we are going to discuss on CHAPTER 9: COMMUNICATION. PAD101 Students… are you ready? Chapter 9: Communication Err… I am so tired and cannot focus... Ohh.. and I cannot even YAYA hear clearly A from back here Miss Yayaa is going what Miss to discuss on Yayaa is saying CHAPTER 9: COMMUNICATION and she is asking whether we are ready… YES… WE ARE READY FOR THE DISCUSSION MISS YAYAA PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:19  9.2 Communication Process COMMUNICATION PROCESS …cont’d: The SIX (6) components in the illustration PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:20  9.2 Communication Process COMMUNICATION PROCESS …cont’d: The SIX (6) components in the illustration PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:21  9.2 Communication Process COMMUNICATION PROCESS …cont’d: The SIX (6) components in the illustration PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:22  9.2 Communication Process COMMUNICATION PROCESS …cont’d: The SIX (6) components in the illustration PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:23  Sub-Topic 9.3 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:24  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION: Concept & Definitions PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:25  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION: Types PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:26  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION …cont’d: Types PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:27  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION …cont’d: Types PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:28  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION: Channels of Communication ORAL COMMUNICATION This is the form of verbal communication done through spoken word, either face-to- face or through phone, voice chat, video conferencing or any other medium. WRITTEN COMMUNICATION This includes traditional pen and paper letters and documents, typed electronic documents, e-mails, text chats, SMS and anything else conveyed through written symbols such as language. BODY/PHYSICAL NONVERBAL LANGUAGE This includes facial expressions, eye contact, body posture, gestures such as a wave, pointed finger and the like, overall body movements, touch, and others. PARALANGUAGE/VOCAL CUES/PARA LINGUISTICS This is the way something is said rather than what is actually said, is an important component of nonverbal communication. This includes voice quality, intonation, pitch, stress, emotion, tone, style of speaking, which communicates approval, interest or the lack of it. VISUAL/GRAPHIC/IMAGE COMMUNICATION This is done through visual aids such as PAD101 Chapter 9: Communication signs, typography, drawing, graphic 9:29 design, illustration, color and other Introduction to Management Principles in Public Sector  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION …cont’d: Channels of Communication Can you guess the emotions of the kid and the parents based on their body gestures and facial expressions? PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:30  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION …cont’d: Channels of Communication Can you guess the message of the manager to the employee based on his non-verbal language (body gestures and facial expressions) shown? PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:31  9.3 Interpersonal Communication INTERPERSONAL COMMUNICATION …cont’d: Channels VERBAL FEEDBACK of MESSAGE: Communication Errr… I am sorry… I… I… I admit my mistake… NON-VERBAL uhhh… I… I… promise I… MESSAGES: will change my Threatening Body behavior… (sigh)… Gesture Irritated Facial Expression Annoyed Voice Intonation VERBAL ORAL MESSAGE: I am very disappointed with NON-VERBAL your work FEEDBACK: performance!!! VERBAL WRITTEN Trembling Voice You always fail to MESSAGE: Grieving Facial meet the Warning Letter Expression deadlines!!! This is Worried Body the last warning Posture letter for you!!! PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:32  Sub-Topic 9.4 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:33 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION: Concept & Definitions PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:34 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION: Communication Types PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:35 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION: Communication Flows (Directions) PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:36 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows No. Flows Details 1. Vertical The flows of information Flow both downward and upward of the official chain of command in an organization. 2. Horizontal The exchange of (Lateral) information between Flow functional positions at a particular level within an organization. 3. Diagonal The flows of information (Matrix or that are on different Cross-Wise) lateral plans and activities Flow of an organization PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:37 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:38 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:39 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:40 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:41 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:42 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION…cont’d: Communication Flows PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:43 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION: Communication Networks Communication network is the path of information that defines whom speaks to who. Three (3) of the common organizational communication networks are: PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:44 9.4 Formal Organizational Communication FORMAL ORGANIZATIONAL COMMUNICATION…cont’d: Communication Networks The communication networks and how they rate on effectiveness criteria are shown below: Communication CHAIN WHEEL ALL-CHANNEL Networks NETWORK NETWORK NETWORK & Criteria Figure (Diagram) Communication Flow Communication Communication Communication flows according to the flows to and from flows freely formal chain of a leader (hub) to others among all members command, in a work team/group. of a work team/group. both downward and upward. Speed of Information Moderate Fast Fast Accuracy of High High Moderate Information Emergence of Leader Moderate High None Member Satisfaction Moderate Low High PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:45  Sub-Topic 9.5 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:46 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION: Concept & Definitions PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:47 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION: Importance of Grapevine The grapevine is useful as a supplement to formal channels of communication. It often travels more quickly than other channels and is usually more direct. The grapevine is present within all levels of staff. It exists because of a natural desire to know things and brings a sense of belonging to employees and managerial staff alike. It can create corporate identity and build teamwork. The grapevine allows feelings to be expressed instead of bottled up. People need to talk about what is affecting them, and the grapevine allows this kind of expression. Employees and staff can communicate important topics using their own language, instead of the technical jargon used in formal communication channels. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:48 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION: Communication Chains PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:49 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Chains PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:50 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION…cont’d: Communication Chains There are four (4) types of Informal Communication (Grapevine) No Communicati chain/network that show how the communication Details is facilitated:. on Chains 1 Single Strand Each tells one another Chain The single strand chain involves the passing of information through a line of persons to the ultimate recipient. Here, the communication process is linear. Under this communication pattern, the information flows from one person to the next person in the network. Such as, one person will give information to another person who will communicate it to the next person and similarly the third person will also communicate the same message to the next person in the network and so on. In the figure, the person A tells B, who tells C, who tells D, and so on, till the information has reached most of the persons involved or concerned. This type of chain is less reliable and accurate to pass PAD101 Introduction to Management Principles in Public Sector on the message. Chapter 9: Communication 9:51 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION…cont’d: Communication Chains No Communicati Details. on Chains 2 Cluster Some tell selected others Chain In the cluster chain, a person tells the information to the selected persons who may in turn relay (pass) the information to other selected persons. In the cluster chain network, there is an individual who, acts as a source of a message, transmits information to the pre-selected group of individuals out of whom few individuals again tell the same message to other selected group of individuals. Likewise, the chain continues, and the message reaches to all in the network. This pattern is similar to the telephone tree, wherein one person calls other two persons, then these two persons call other three persons and again these three persons are expected to call other three persons. Likewise, the information gets transmitted to all persons connected to the telephone network. This is the most common form of informal PAD101 communication network. Chapter 9: 9:52 Most of the information communication follows this Introduction to Management Principles in Public Sector Communication 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION…cont’d: Communication Chains No Communicati Details. on Chains 3 Probability Each randomly tells others Chain The probability chain is a random process in which someone transmits the information to others in accordance with the laws of probability and then these others tell still others in a similar way. Under this communication pattern the information passes randomly from persons to persons. Such as, there is an individual who acts as a source of message selects any person randomly in his network to communicate the message. That second person will again, select another person randomly and passes on the message to him, likewise the communication flows to different people chosen randomly. Here, the source of information for each member of the network is different. This communication pattern is used when the information is interesting, but not significant. This chain may also be called random process. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:53 9.5 Informal Organizational Communication INFORMAL ORGANIZATIONAL COMMUNICATION …cont’d: Communication Chains No Communicati Details. on Chains 4 Gossip One tells all Chain In the gossip chain, one person seeks and tells the information to everyone. This chain is just like the wheel where one person stays at the centre and the information passes along the spokes of the wheel to others stationed on the rim. In the gossip chain network, there is an individual who tells the message to all other members in the network directly. He is generally the central person who seeks out and transmit information to all that he has obtained. Here, every person in the network communicates with each other informally. This network is often used when the subject matter is unrelated to the nature of the job. In the figure, A is at the center and passes the information to others staying on the rim of the wheel. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:54 9.5 Informal Organizational Communication INFORMAL VS. FORMAL ORGANIZATIONAL COMMUNICATION: Formal No Informal Features. Organizational Communication Organizational Communication 1. Meaning A planned communication A casual communication among following the chain of command employees that does not follow among people inside an the organization’s chain of organization and based on command and based on formal relationships. informal relationships. Also known as Official Also known as Grapevine. Communication. 2. Purpose More task-oriented. More people-oriented. An impersonal form of A personal form of communication aims at communication aims at organizational goals. personal goals. More likely to be needed in More likely to be needed in business, career, or educational personal or social situations. situations. 3. Language Uses more standard language Uses more casual language and and places higher importance on places less emphasis on correct correct grammar and spelling. grammar and spelling Has a more formal tone. Has a more relaxed tone 4. Flexibility Rigidly structured. More flexible and less rigidly Deliberately created. structured. PAD101 Flows in vertical, horizontal and Chapter 9: Communication Spontaneously aroused. 9:55 Introduction to Management Principles in Public Sector diagonal directions. Flows in every possible 9.5 Informal Organizational Communication INFORMAL VS. FORMAL ORGANIZATIONAL COMMUNICATION…cont’d: No Formal Informal Features. Organizational Communication Organizational Communication 5. Reliability Information is authentic, Information might be less accurate and generally is not accurate since distortions are distorted. likely to happen. Comparatively More reliable, as the less reliable, as the communication is generally communication is generally written, documentary evidence oral, no documentary evidence is present. is present. More effective and low chance of High chance of misunderstanding due to timely misunderstanding due to lack of and systematic flow of control as official etiquette is information. not followed. Secrecy and confidentiality of Secrecy of information is very information can be maintained difficult to be maintained because it is totally controlled because it cannot be controlled by the management with fixed by the management in absence responsibility and ownership of fixed responsibility and towards information. ownership towards information. 6. Time and Slow means of communications Fast means of communication Cost but more expensive. since less time taken and less Efficiency expensive. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:56 9.5 Informal Organizational Communication INFORMAL VS. FORMAL ORGANIZATIONAL COMMUNICATION…cont’d: No Formal Informal Features. Organizational Communication Organizational Communication 7. Examples Organization’s Policy E-Mails, Instant Text Messages, Statements, Operating Team Blogs Procedures, Handbooks Social Media Posts and Status Letters, E-Mails, Records, (Twitter, Facebook, Instagram Reports, Forms, Memos, etc.) Newsletters, Magazines, Face-to-Face Conversations, Websites, Pamphlets, Bulletin Phone Calls, etc. Boards, Instant Text Messages, Executive Blogs, Meetings, Conferences, Presentations, Phone Calls, etc. 8. Scenario A phone call from the Secretary: A phone call from a colleague: Hello Encik Azizul, I just want to Hey Zul, you are coming for the A phone call confirm that we’re meeting today at meeting at 2.00 p.m. today? and a 2.00 p.m. message to Does that still work for you. the A text message from a colleague: members of A text message from the Secretary: Hey where r u ? U ok? Meeting the meeting Puan Eliza, Encik Ahmad asked me started already & boss asked 4 u. regarding a to check your whereabout. He is Update Yati ASAP. scheduled concerned that you haven’t arrived PAD101 meeting Introduction to Management Principles in Public Sector for our 2.00 pm meeting today. Chapter 9: Communication 9:57 Please contact and update me  Sub-Topic 9.6 COMMUNICATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:58 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION: Definitions SPECIFIC ITEMS (ASPECTS or CONDITIONS) THAT CAN DISTORT OR PREVENT COMMUNICATION WITHIN AN ORGANIZATION PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:59 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Definitions PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:60 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION: Most Common Interferences PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:61 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION: Most Common Interferences NO. INTERFERE DETAILS NCE 1. Language Difference in language (Semantic Barrier) is the most (Semantic) obvious barrier to communication as two people speaking Barriers two different languages cannot communicate with each other. Not using the language and words that other person understands makes the communication ineffective and prevents message from being conveyed. If the sender and receiver do not use the same language and words, there is no meaning to the communication. As an example, a Malaysian Manager conducts a meeting in English while some of the employees cannot understand the language, therefore, anything that the Manager says is worthless to those who don’t understand it. Besides, the accents and dialect (use of words) of people belonging to different places differs even if their language is the same. The meanings, implications and interpretations of words might be different in different dialects and accents, which may lead to various kinds of conflicts. As an example, when a Manager speaks in Bahasa but in Kelantanese dialect, some of the words might be misinterpreted by non-Kelantanese. In addition, choice of words, use of jargons and slangs, grammar and spelling, as well as quality of speech and voice can also influence the effectiveness of PAD101 Introduction to Management Principles in Public Sector the communication. Chapter 9: Communication 9:62 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 2. Social Social or Cultural Barriers often arise where (Cultural) individuals in one social group have developed different Barriers norms, values and behaviors to individuals associated with another group. The world is made up of diverse cultures. These include national origin, religion, political belief, race, age, gender, education, social status, socioeconomic class, etc. A communication barrier might happen when two individuals in an organization belong to different socio- cultural groups interact with one another. Examples of cultural barriers that prevent individuals from effective communication include: a)Behavior Differences - Behavioral differences between employees of different cultures can cause misunderstandings. Every culture has guidelines about what is considered appropriate behavior. In some cultures, looking someone in the eye when they are talking to you is considered rude, while in other cultures refraining from doing so is considered disrespectful. Getting right to the point at a formal meeting may be considered impolite by some, who expect to have "small talk" before the official discussion. Likewise, in some cultures, people talking to each other give each other space, while in other cultures, they stand close. These differences can be barriers to effective communication if they are not PAD101 recognized. Chapter 9: 9:63 Introduction to Management Principles in Public Sector Communication 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 2. Social b)Emotional Display - What is considered an appropriate (Cultural) display of emotion can differ from culture to culture. In some Barriers countries, displaying anger, fear or frustration in the workplace is considered inappropriate in a formal setting. People from these cultures keep their emotions hidden and only discuss the factual aspects of the situation. In other cultures, participants in a discussion are expected to reveal their emotions. Thus, misunderstandings can arise if a person displays strong emotion in the organization of employees who feel that such behaviour is out of place. c)Stereotypes - Stereotypes are assumptions people make about the traits of members of a group. For example, a stereotypical Malaysian is thought to be lazy and like to procrastinate but friendly and tolerant. The danger of entertaining stereotypes is that an individual is thought to possess characteristics that are ascribed to the group. Prejudging an individual can lead to misconceptions and barriers to communication. d)Generational Gap - Each age group has a different general approach to work, which often leads to conflicts with older workers describing younger workers as "slackers," and younger workers criticizing older workers as being "out of touch.“ e)Status Gap - Workers who are accustomed to workplaces where seniority and status are emphasized may find it PAD101 difficult to adapt to more fluid environments, where job titles Chapter 9: 9:64 are de-emphasized and production methods do not always Introduction to Management Principles in Public Sector Communication 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 3. Physical An example of a physical barrier to communication is Barriers geographic distance between the sender and receiver(s). Communication is generally easier over shorter distances as more communication channels are available and less technology is required. The ideal communication is face-to-face. Another type of physical barrier is physical distraction. It refers to loud, surprising, irritating or unwanted sound (noise) that disrupts the effective communication process. It may be caused by telephone interruptions or visitors walk in on the manager and subordinates in the middle of a discussion, that resulted in the disturbances to the effective communication process. In fact, one of the key factors in building strong and integrated organizational communication is proximity. Most offices have closed doors and cabins for those at higher levels of the organizational ladder while the large working areas are physically placed far apart. This kind of barrier forbids team members from effective interaction with each another. Although modern technology often helps to reduce the impact of physical barriers, the advantages and disadvantages of each communication channel should be PAD101 understood so that an appropriate channel can be used to Chapter 9: Communication 9:65 overcome the physical barriers. Introduction to Management Principles in Public Sector 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 4. Emotional The psychological state of the communicators will (Psycholog influence how the message is sent, received and ical) perceived. Barriers This happens when a communicator disregards rational and objective thinking processes and substituting emotional judgments when interpreting messages. For example, if someone is stressed they may be preoccupied by personal concerns and not as receptive to the message as if they were not stressed. Another example of a psychological barrier to communication is anger. When someone is angry it is easy to say things that he/she may later regret, and also may misinterpret what others are saying. Also, the fear and mistrust that form the roots of emotional barrier can also stop people from communicating effectively with their co-workers. Besides, care must also be taken when providing the amount of information to others lest they may lose it due to the information being overload. Information overload is the situation when the receiver is being confronted with a quantity of information that exceeds his/her capacity to process it. Thus, while managing the people, a manager must make PAD101 Introduction to Management Principles in Public Sector out how capable is a particular employee in processing the Chapter 9: Communication 9:66 message and how much information can be provided to 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 5. Perceptual Perceptual or attitudinal barriers of communication (Attitudina are internal barriers that occur within a person's mind l) Barriers when the person believes or perceives that the other person that they are going to speak with will not understand or be interested in what they have to say, thus prevent people from communicating effectively. Attitudinal barriers to communication may result from personality conflicts, poor management, resistance to change or a lack of motivation. To be an effective receiver of messages a communicator should attempt to overcome his/her own attitudinal barriers to help ensure more effective communication. Some examples of perceptual barriers are: a)Perceptual Filters - Individuals have their own preferences, values, attitudes, origins and life experiences that act as "filters" on their experiences of people, events and information. Seeing things through the lens of their own unique life experiences or "conditioning" may lead to assumptions, stereotyping and misunderstandings of others whose experiences differ from theirs. b)Triggers and Cues - What we say is affected by how we say it (tone, volume) and by our nonverbal cues, such as body language and facial gestures. For example, someone PAD101 may perceive a situation differently if the person he/she is Chapter 9: Communication 9:67 speaking with is smiling or frowning, has body odour and Introduction to Management Principles in Public Sector 9.6 Barriers to Effective Communication BARRIERS TO EFFECTIVE COMMUNICATION …cont’d: Most Common Interferences NO. INTERFERE DETAILS NCE 5. Perceptual Perpetual barriers often cause communication problems (Attitudina because the language employed by the person with the l) Barriers perceptual barrier is often sarcastic, dismissive or obtuse so the conversational partner is not going to understand what the person is saying to them fully and the person is not going to communicate anything of substance with the conversational partner. PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:68  DISCUSSION QUESTIONS PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:69  END OF CHAPTER 9 Prepared by: NORHAYATI YAACOB (MISS YAYAA) FSPPP, UiTM KELANTAN PAD101 Chapter 9: Introduction to Management Principles in Public Sector Communication 9:70