The document provides information on effective communication skills. It discusses [1] the functions of communication in organizations, such as controlling behavior and providing information; [2] common communication styles like written, verbal, and nonverbal; [3] formal and informal channels of communication; [4] barriers to communication including psychological, cultural, and technological barriers; and [5] techniques for overcoming barriers and improving communication skills through open questions, active listening, and engagement.

1. ART OF EFFECTIVE COMMUNICATION
BY: SOFTSKILLS WORLD

2. Expectations from
the
Program
A Syndicate
Exercise
Based on the
syndicate’s
desire to learn
today

3. Communication Skills
“It takes 3 years to learn how to use
your tongue; however it takes life
time to learn when and where to use
it”
- Anonymous

4. One sentence can „Make a big
difference‟…..

6. Functions of Communication
1. Control member behavior.
2. Foster motivation for what is to be done.
3. Provide a release for emotional expression.
4. Provide information needed to make decisions.

7. Communication Styles In Organizations
STYLE TYPES
Written Communication Letters, Office memos, Reports,
Instruction manuals, policies,
Forms, Email
Verbal Communication Formal and Informal Conversation
Nonverbal Communication Human behavior, Facial expressions,
Body language

8. Grapevine
• Grapevine Characteristics
– Informal, not controlled by management
– Perceived by most employees as being more
believable and reliable than formal communications
– Largely used to serve the self-interests of those who
use it
– Results from:
• Desire for information about important situations
• Ambiguous conditions
• Conditions that cause anxiety

9. ACTIVITY TIME

10. Formal Channels Of Communication
Upward Communication
• Suggestions for improvement
• Disputes
• Performance reports
Horizontal Communication
•Advice to other departments Employee
•Coordination with other departments
•Problem solving for other departments Downward Communication
•Problem solving within departments
•Job instructions
•Plans and Policies
•Procedures and Rules
•Performance Feedback & Goals

11. Information Richness of Communication Channels
Low channel richness High channel richness
Routine Non-routine

12. One Way
Versus
Two Way
Communication

13. Structure Of Communication
• Sender
• Receiver
• Message
• Medium
• Context

14. Communication Process
Sender
Develop idea Encode Transmit
Feedback Medium
Use Accept Decode Receive
Receiver

15. Communication Process
Sender
 His/her knowledge on the subject or issue and ability &
limitation to communicate effectively
 His/her psychological make up & perception
 His/her biases, prejudices about receiver
Message
Content
Clarity
Construction/structure
Medium
Choice
Suitable for sender or receiver or both

16. Communication Process
• Receiver
 His/her ability to receive and understand effectively
 His/her psychological make up & perception
 His/her biases, prejudices about sender
 His/her attitude about the subject/issue
• Situation or context
Physical setting
Social context
Situation expectancies or readiness

17. Barriers To Communication
Structural Environmental
• Distance • Noise
• Time • Other people intruding
• Company : Structure/ • Discomfort (Temperature,
Systems Space, Humidity,
• Wrong Media Ventilation etc )
• Distraction

18. Barriers To Communication
Cont…
Language Psychological
• Vocabulary • Fear
• Ambiguity • Shyness
• Jargon • Aggression
• Woolly use of language • Bias / Prejudice,
• Rambling Assumption
• Pressures
• Mood
• Ego

19. Barriers To Communication
Cont…
Sender’s Weaknesses
• Inappropriate tone or • Lack of planning &
approach preparation
• Poor listening • Sending solutions/
• Lack of sufficient conclusions
knowledge
• Lack of adequate skills

20. Barriers To Communication
Cont…
Receiver’s Weaknesses
• Reluctance to receive • Not paying attention
• Prejudgment of issue or • Only hearing not listening
person
• Not clarifying
• Unfamiliarity with the
subject • Assuming

22. Common barriers to communication:
Apparent ‘cause’ Practical Example
Physiological Message in an internal report not received due to blindness.
Psychological Message from external stakeholder ignored due to ‘groupthink’
Cultural Message from organisation misinterpreted by members of a
particular group
Political Message from internal stakeholder not sent because individual
is marginalised
Economic Message not available to a public sector organisation due to
lack of resources
Technological Message not delivered due to technical failure
Physical Message cannot be heard and visual aids cannot be seen by
some members of the audience

23. Overcoming the Barriers…
• Say to yourself, “I will get Response”
• Come up with a topic for discussion everyday
• Start improving upon pronunciation
• Develop habit of reading – start with the English newspaper
/ Comics
• Understand first, then communicate
• Don’t be afraid of asking questions

24. The 4C Model Of Effective Communication
 Completeness
 Conciseness
 Clarity
 Correctness

25. Benefits of effective communication
• Quicker problem solving
• Better decision making
• Steady work flow
• Strong business relations
• Better professional image

26. Impact of Informal Communication in
Organizations

27. Questioning Technique
Open Vs Closed Questions?

28. • Tell me how you went about…?‟
(open)
• „How did you prepare?‟ (open –
secondary)
• „What was your starting point?‟
(probe)
• „So, what happened next?‟
(probe)
• „Who else was involved?‟
(probe)
• „And how did they respond?‟
(probe)
• „What were your thoughts at
that stage?‟ (probe)
• „What were the main
outcomes?‟ (probe)
• „So, that took a total of six
weeks?‟ (closed – clarifying)
• „Was it your idea or someone
else‟s?‟ (closed – clarifying)
• „And the patient made a full
recovery?‟ (closed – clarifying)
• „So, let me see if I‟ve followed
you…‟ (checking – summary)

29. Some more
examples….
• "How many people were involved in the fight?"
"About ten."
"Were they kids or adults?"
"Mostly kids."
"What sort of ages were they?"
"About fourteen or fifteen."
"Were any of them wearing anything distinctive?"
"Yes, several of them had red baseball caps on."
"Can you remember if there was a logo on any of the caps?"
"Now you come to mention it, yes, I remember seeing a big
letter N."

30. Form Cocoon
Avoid any kind of side disturbances or
disruptions by creating a cocoon around you
which can help you concentrate more on the
message of the speaker…
‘This can help you deliver better and
build a trust for yourself’

31. Unconscious mind informs both the
people ..he is interested in
whatever I am saying…

32. Engage yourself
Show your interest and willingness to here the
client….do not project at any stage that the
client is secondary ,that may lead to build
distrust….

33. Don‟t „Assume‟
“Assumption is communication‟s
greatest enemy”

36. Success for YOU…
…in the new global and diverse
workplace requires
excellent communication skills!