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Difference between efficient and effective communication

Difference between efficient and effective communication.
As mentioned before, communication has a critical role to play in ensuring organizational effectiveness. Therefore it is important to build communication channels that are effective and efficient. Effective communication channels clearly communicate to the employees the vision, the mission and the strategies that guide organizational effectiveness. Efficient communication channels on the other hand carry the point across in the shortest possible p of time.
This issue is directly related to the issue of communication barriers. It will be impossible to design an affective and efficient organizational communication structure if there are communication barriers in place. Inability to communicate on the one hand will make it impossible to educate the employees and, on the other, will make it impossible for the employees themselves to make themselves heard. Unless the employees can make themselves heard, they will not be motivated to initiate the bottom-up style of change management.
Change is most important for an organization to stay competitive. However nowhere is the effect of efficient and effective communication on individual behavior more apparent than in the case of change management. If it is the management which decides that the employees have to change their ways of working, then they cannot simply go ahead and impose the new organizational structure on the employees because employees will be reluctant to relinquish the ways of working that they have been developing over a long period time.

This is directly related to individual behavior in an organizational setting and this is a critical issue as employees must be motivated to accept change in the interest of strategic focus. An effective communication structure can help leadership teams communicate goals and objectives of change to employees. An efficient communication structure on the other hand can help the leadership team reach their audience quickly with minimum effort.
This motivates leadership teams to undertake programs contributing to the strategic focus of the organization and this motivates their subordinates to cooperate in implementing those programs. Thus the difference between efficient and effective communication is directly related to individual behavior. Read about Factors that Hinder Effective Communication
References
Guffey, Mary Ellen. (2004). Essentials of Business Communication. McGraw Hill/Irwin. Bovee, Court. , and John V. Thill. (2007). Business Communication Todays. McGraw Hill/Irwin.

Difference between efficient and effective communication

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Factors that Hinder Effective Communication in my Organization

Factors that Hinder Effective Communication in my Organization.

There is a widespread belief in the organizational world that in today’s society the future of any one company depends critically on how it is viewed by key stakeholders such as shareholders and investors, customers and consumers, employees, and members of the community in which the company resides. Public activism, globalization and recent accounting scandals have further strengthened this belief; and have also brought the importance of strategic communications management into closer orbit.
Not surprisingly, therefore, both the academic and professional worlds have been suggesting frameworks and models that prescribe steps towards the ‘strategic’ use of communications including such ideas as ‘integrated marketing communications’ (Kitchen and Schultz, 1999), ‘corporate identity management’ (Van Riel and Balmer, 2007), ‘reputation management’ (Fombrun, 2006), ‘stakeholder communications’ (Christensen and Cheney, 2004) and ‘excellent public relations’ (Grunig and Grunig, 2008).
Much of this work has been prescriptive in suggesting factors that may hinder communication in an organization, frameworks for managing these factors, and for managing firm-stakeholder interactions, as opposed to a more grounded and detailed understanding of the practices of communications among organizations and how these may make a difference in the management of firm-stakeholder relationships.

Such an understanding is, I suggest, particularly important given the rift between the importance placed by CEO’s and senior executives upon effective communications, that is, linking communications activities with the overall organization strategy and objectives of the organization, and their views that there is a huge under-performance in the communications profession in the US, the UK and continental Europe because of a lack of qualified personnel and a limited understanding of what communication practices actually make a difference (Argenti et al., 2005; Murray and White, 2004; Van der Jagt, 2005).
Against this background, I will be conducting primary research into factors that hinder effective communications in my organization that have had consistently strong and glowing reputations over the past years, despite market setbacks and negative coverage in the media. The overall aim here was to elicit and conceptualize in more detail the factors and issues that define Effective Communication (EC) in my organization.
This extended conceptualization is based upon a view of EC as a ‘practice’, which focuses upon how practitioners engage in the doing the ‘real work’ (Cook and Brown, 1999, p. 387) – a view of that, I hope, will stimulate conceptual debate and empirical research and offer a more informed basis for practitioners to make sense of their professional realities and act upon it.
CHAPTER 2
REVIEW OF LITERATURE AND CRITIQUE
According to writers Ewen (1996) and Cutlip (1995) the professional discipline of effective communication activities undertaken by an organization to inform, persuade or otherwise relate to individuals and groups in its environment – developed itself, expanding in its scope and activities, because of public skepticism, political reform, turmoil and activism throughout the 20th century. At the height of the Industrial Revolution, power was largely concentrated with big businesses, although the balance has since then shifted towards powerful groups in society including governments, trade unions, investors and stockholders (Broom et al., 1991). In response to the increased saliency and power of such groups, new areas of expertise such as investor relations, public affairs, issues management and employee communications were added to the existing specialties of media relations and publicity. The ‘managerial discipline’ has since then, as writers Van Riel (1995) and Cornelissen (2004) have documented, evolved into the ‘managerial function’ of communications.
The fundamental contrast being that under effective communications activities and specialties (eg media relations, government relations, employee communications, community relations, advertising, investor relations, corporate design and issues management) have been increasingly taken together and consolidated into one or a few units or departments and, importantly, these activities are increasingly given shape and coordinated from the strategic interests of the organization as a whole.
Van Riel (1995: 26) for example suggests in this regard that effective communication as a managerial function is ‘an instrument of management by means of which all consciously used forms of internal and external communication are harmonized as effectively and efficiently as possible’, with the overall objective of creating ‘a favorable basis for relationships with groups upon which the organization is dependent’. The evolution of effective organization and its recognition as a managerial function is furthermore documented in the relatively high position of communications managers and departments (e.g. ‘Corporate communications’, ‘Public Affairs’ or ‘Corporate affairs’) within organizations’ hierarchical structures (Cornelissen, 2004), the rise of a new ‘style’ more business savvy ‘corporate communications’ manager (Freeman, 2004; Harris and Bryant, 2006; Marion, 1998), and the widespread adoption of the effective communication vocabulary of ‘stakeholders’, ‘identity’ and ‘reputation’ (Argenti, 1996; Van Riel, 1997).
In reviewing these literatures that have dealt with the function and process of communications between firms and groups in their respective environments, I observed two key points about the current conceptualization of effective communication and its embodiment as a managerial function in firms around the globe. First, theories and theoretical frameworks in these literatures implicate the importance of effective communications in firm-stakeholder interactions – and in that sense are coming together (cf Schultz et al. , 2000: 3) – but only focus on the process of communicating between a firm and stakeholders in its environment.
These theories have been particularly focused on stakeholder effects and outcomes (e. g. images, reputations, relationships) established, but have paid very little attention to the managerial activities, professional issues and organizational contexts that characterize effective communication (cf Vercic and Grunig, 2000). Thus, there is a gap between theoretical deliberations on the relevance and importance of communications and descriptive accounts of its actual use and embodiment in practice. The Organization of Communication Work
The way in which communication practitioners and functional areas are organized is important as it not only determines to a large extent whether the communications function is enabled to provide strategic input into decision-making at the corporate level, but also whether the communication activities that are carried out at various places within the organization are streamlined and coordinated. In other words, the way in which communications is organized carries important strategic and political dimensions and is also crucial for the effective support and integration of communication activities.
Ever since the 1970s, academic and practitioner writings have emphasized that firms should consolidate rather than fragment their communications by bringing practitioners and functional areas together into central organizational departments, with the purpose of pooling and enhancing communication expertise and increasing the organizational autonomy and visibility of communications within the organization (e. g. Cook, 1973; Dozier and Grunig, 1992; Grunig and Grunig, 1998; Schultz et al. , 1993; Van Riel, 1995).
Siemens, for example, has consolidated all of its communications staff and their responsibilities into a ‘corporate brand and design’ department responsible for the strategic development and policing of the Siemens umbrella brand values, brand design and brand portfolio management, a ‘corporate communications’ department which includes advertising, internal communications and media relations, and a central ‘corporate messages’ unit encompassing both senior communications professionals responsible for developing and guarding the overall corporate story of Siemens and copy writers for speeches of senior managers.
Such consolidation is according to a number of research surveys (eg Cornelissen and Thorpe, 2001) now commonplace, with the exception of a few large corporations like General Motors which rather than bringing functional areas together into a few central communications departments have devolved them as stand-alone units (eg a governmental affairs unit) or subordinated to other functions such as human resources or finance. Generally, then, there app-ears to be a greater consolidation of communications into a few departments, yet still in separate ‘corporate communications’ and ‘marketing’ or ‘corporate branding’ departments.
Within large firms, such as multidivisional firms and multinational corporations like Siemens, Nokia, Philips and Shell, the relationship between the corporate center or group headquarters and the various business-units is usually a major strategic issue. One key structural consideration here, is as Argenti (1998: 5) suggests, to have ‘all communications focused by centralizing the activity under one senior officer at a corporation’s headquarters or to decentralize activities and allow individual business units to decide how best to handle communications’.
Most large multinationals like Siemens, Shell, Nokia and Philips have a combination of centralized ‘global’ departments at the corporate center and decentralized ‘local’ departments, teams and professionals in business-units around the world. Within both Philips and Siemens, the ‘corporate branding’ and ‘corporate communications’ departments have defined a brand charter and a number of work processes to assist professionals within the business with their specific communication programs.
The obvious reasoning behind these examples is that although bringing communications specialists together vertically into one or a few departments may lead to enhanced efficiency, to the ability to develop specialized, distinctive capabilities, and to ease of management through the centralization and consolidation of communication activities, it may not lead to coordination between communication-related departments and with other functional areas (eg human resources) outside those departments, and it risks ‘turf wars’, functional myopia, and over specialization.
A horizontal structure overlaying the vertical structure, therefore, is often seen as necessary for coordinating disparate communications tasks and activities, which also recognizes that communications with key stakeholders might emerge from various places within the organization and that the process of developing and executing communication programs is therefore essentially cross-functional or cross-disciplinary (Heath, 1994).
Horizontal structure can take various forms including multidisciplinary task or project teams, formal lines of communication, standardized work processes (Philips), council meetings (Shell, Siemens), communication guidelines (Siemens, Philips) a corporative vision and communications strategy (Nokia) or the use of ‘czars’ (senior practitioners working as integrators between departments). Large organizations in both the private and public sectors generally need at least some of these horizontal structures.
Particularly in multidivisional firms operating across geographical borders, horizontal structures do not appear to be a luxury but an absolute necessity. In recent years there has been a lot of discussion around the departmental arrangement of communications and the reporting relationship of the central corporate affairs department (see Cornelissen, 2004). Ultimately, the stakes of this discussion are about the professional status of corporate communications (vis-a-vis other established functions as human resources and finance) and its strategic involvement in decision-making at the highest corporate level.
Claims that have been made to this effect include the arguments that different communications disciplines should be consolidated in a single department, and that the head of this department should report directly to the CEO or the senior management team (or be a member of this team) to bolster and secure the functional expertise as well as the strategic involvement of corporate communications in decision-making. Broom and Dozier (1986) and Grunig and Grunig (1998) characterized this involvement in organizational decision-making as perhaps most important to the communications practitioner than any other measure of professional growth.
The guiding idea in this regard is that a direct reporting relationship to the CEO may be seen as an indication that there is indeed a broad, growing recognition among corporate executives and corporate boards that the ability to succeed will depend upon the firm’s ability to effectively communicate with its stakeholders; and that therefore the communications function is recognized as an absolute, integral part of the top management function.
White and Mazur (1995) have added that such a direct reporting relationship is also important as it leads to excellent communications management as senior management is counseled on issues, and stakeholder and identity considerations may more easily get factored into the process of organizational decision-making. The results from a number of studies indicate that in the large majority of cases, there is indeed such a direct reporting relationship from the staff communications department to the CEO and/or executive team (e.
g. Argenti and Forman, 2000; Cornelissen and Thorpe, 2001; Grunig and Grunig, 1998; Grunig et al. , 2002; Van Ruler and De Lange, 2003). In most large organizations, such a direct reporting relationships consist of counseling and advising the CEO and senior executive team on stakeholder and reputation issues, rather than having a direct involvement (through a seat on the executive team) in corporate decision-making. Contribution of Work and Activities
The contribution and consumption of work and activities carried out by communication practitioners takes place at three levels within large firms: the corporate, market (or business-unit), and operational levels. Strategies and activities at the corporate level are concerned with the overall purpose (mission and vision) and scope of the firm to meet its various stakeholder expectations and needs. Strategies and activities at the market level are concerned with determining how the firm will compete successfully in particular markets.
Strategies and activities at the operational level concern the way in which communication manages its own resources, processes and people to help deliver corporate and market-level strategic goals. Central to the question of what factors or contribution effective communication makes and whether this is located at the corporate, business-unit or strictly operational level, is the definition and enactment of the function as either strategic or tactical.
As a strategic function, there is likely to be strategic involvement of communications practitioners in managerial decision-making at the corporate and business-unit levels. Such a strategic view of communications, which in part has already been realized within the business world but in part is also still aspirational (Cornelissen, 2004), means that communications strategy is not just seen as a set of goals and tactics at the operational level – but that its scope and involvement in fact stretches to corporate and business-unit-wide decisions and activities.
At the corporate level, where strategy and activities are concerned with the corporate mission and vision as well as corporate positioning, communication practitioners can aid managers in developing strategies for interaction with the environment. In this sense, communication practitioners are directly involved or support strategic decision-making through their ‘environmental scanning’ activities which may assist corporate strategy-makers in analyzing the organization’s position and identifying emerging issues which may have significant implications for the firm and for future strategy development.
CHAPTER 3
METHODOLOGY
This research will use a descriptive case study approach to assess the factors that hinders effective organization in my organization. Gerald R. Adams and Jay D. Schvaneveldt (1997) define the descriptive case study approach as “an in-depth study of one or a limited number of cases in which each case is treated as a whole”. The authors further added, “The descriptive case study approach is particularly helpful when deeper understanding is needed” (Adams & Schvaneveldt, 2001).
This case study will be conducted with my own organizations who have a strong reputations with their stakeholders and the marketplace. This organization is an ideal subject for this study chiefly for two reasons. Firstly, this organization is a multi-divisional firm operating under the same corporate umbrella. As such, it is typical a large firm with over 75000 employees around the world and over 100 employees spread over the gulf countries. It has an elaborate organizational structure stretching from the C. E. O. to the lowest ranked employee.
There have been problems of communication both vertically and horizontally and even with the outside public (clients). Secondly, my organization has an excellent reputation in the eyes of its stakeholders and the general public according to ToMAC (Top of Mind Awareness of Corporate Brands) scores and reputation rankings published in recent years. This organization therefore allows us to examine not only the range and kind of activities carried out within my organization, but also as to what extent these make a difference (given the strong reputations enjoyed by my organization).
A descriptive case-study approach was chosen as most appropriate for our theory-building purposes (Yin, 2003). It will allow us to examine effective communication holistically and address each of the ‘practice’ dimensions mentioned above. Surveys using written questionnaires and interviews will be conducted with senior managers of my organization, for example, the president of corporate communication and marketing communication, the communication managers within divisions, and if possible, the board member who is responsible for (corporate) brand communication.
Here, a topic guide will be used with topics that are relevant in the context of the factors and practice of effective communications. However, the guide may left enough room for the respondent to communicate his or her particular views on in what way activities and dimensions (structure, political and cultural issues, professionals) are linked for effective communication in an organization. The topic guide consisted of the following themes: communication organization (How are communications activities and the staff responsible for them departmentalized and
structured within the corporation? What organizational factors and facilities exist to support effective communications? What is the professional ethos and culture of communications staff and of people in other departments of the organization? ), communications work (What is the general view of people within the organization (ie the CEO and senior managers, marketing staff, communications staff, and others) of effective communications and its role and contribution to the organization?
How is decision-making concerning effective communications strategy organized? What does the process of effective communications strategy formation look like, in both corporate and market-led communications? What general activities does your job involve? ) and communications professionals (What is the general profile of communications practitioners working in the organization? How are communications staff recruited and selected? What training and development initiatives and trajectories exist for communications staff? ).
I will then analyze the data by looking for common themes across the interviewees in my organizations and by identifying links between the dimensions of effective communication practice. MAIN ARGUMENT The practice of effective communication was conceptualized by circumscribing in very broad terms four dimensions: (1) the roles, skills and activities of practitioners, (2) the organization of these practitioners and their work, (3) political and cultural issues that contextualize and mediate these activities, and (4) the communication and consumption of the process and products of activities performed.
Throughout discussion, and in the course of the primary research with my organization, I hope to identify factors that hinder or promote effective communication practice. The first process labeled as strategic positioning describes the ongoing efforts of effective communication practitioners to position themselves as credible communications managers to senior executives within the executive team and in other functions by developing staff, by finding appropriate mechanisms for coordinating work, by developing value-added activities and by communicating the contribution of effective communications to the organization.
Underlying this process is perhaps the realization that communication practitioners need to enact managerial roles through management activities like environmental scanning, counseling and strategic planning that demonstrably add value to the corporation, and that they need to vie for an organizational arrangement that gives them a central, recognizable place in the firm from where to counsel and support senior management as well as managers in other functional areas.
To illustrate, within my organization the emphasis on corporate branding and the development of a corporate brand architecture will be presented as central to the corporate strategy of the organization: We have to influence decisions about what businesses do we invest in and what businesses we do not want to be in … We have a clear business strategy ‘ go for profit and growth ’ , which sounds really general but behind this is an intensive and very detailed program, the management system, which our branding architecture and systems tie into.
The overall corporate target is to attain worldwide leadership in each of the businesses that we are active in. Business success is the most important thing and that is driving the brand values and the brand strategy’ (Director of Brand Architecture). There is a constant concern with the strategic positioning of corporate branding and corporate communications, not just to increase and communicate the current performance but also to secure a receptive environment at the senior management table.
The head of corporate communication worldwide is a close advisor of our CEO. In fact, the incoming CEO, Kleinfeld, has a doctorate on the topic of corporate identity, and has a deep understanding of branding and communications’ (Vice President Corporate Brand and Design). A second process that we identified involves what we term cultural accommodation which describes how effective communication, its practitioners, its organization and the general way in which it is practiced is embedded in the cultural context of the organization.
Effectively, the choices made by my organization regarding staffing, training and development, structuring and the model of effective communication strategy development are all highly varied, yet linked to the core of its business, history and culture. Such variety and cultural adaptation may point to what Gratton and Ghoshal (2005) call signature practices; practices and processes that embody a company ’ s character and are therefore somewhat unique and idiosyncratic, rather than general and universal for the entire industry.
Signature practices are linked with the core values of the organization and evolve from a company-specific history and are embedded in its culture and core values. Within my organization, as mentioned, effective corporate communications is seen as a part of an Organization-Wide technocratic engineering culture where every function and the work processes involved are documented and standardized, so that these can be constantly monitored, updated and optimized. Work processes (e. g. media inquiries) within corporate communications have equally been documented and standardized in flow-charts and worksheets (following ISO quality specifications).
This kind of signature process may not work in other companies in the consumer electronics industry (or indeed other industries) as it is tied to my organizations’ core cultural values and company history. Expected Outcome The expected outcome of this study on “Factors that hinder effective communication in my organization,” are the important dimensions of this perspective. These are (1) the communication roles, skills and activities of practitioners, (2) the organization of these communication strategies among practitioners and their work, and (3) political and cultural issues that contextualize and mediate these communication activities.
Together, these dimensions (see Table 1) provide a framework for considering the practice of effective communication in its entirety. Table 1 : Summary of the practice conceptualization of effective communications Dimension Themes Roles and activities of — Manager vs technician practitioners — Generalist vs specialist — Professional development, status and contribution Organization of — Departmental arrangement effective communication work — Reporting relationship and/or seat on executive team — Centralization vs decentralization Political and cultural issues
— Status of communication practitioners and their work — Added value of communication activities — Cultural accommodation Contribution of communication and activities — Strategic or tactical contribution — Input into corporate strategy and decision- making — Interface between communication and other Functional areas (e. g. Finance, Human Resources, etc) I also articulated two processes (strategic positioning and cultural accommodation) that appear to be important factors to the practice of effective communication. In all, the practice-based conceptualization of effective communication makes the following contributions.
First, it has started to open up the ‘black box’ of the organization in which communication activities take place. Effective communication is conceptualized as an organizational phenomenon rather than a macro strategy problem detached from the internal dynamics of the organization. Internal politics, structure and cultural issues are introduced into the field of managing effective communications, not as inevitable failings or difficulties within firms, but as significant for communications strategy outcomes, perhaps even as attributes to be exploited positively
for the status and contribution of effective communication. Second, the ‘practice’ conceptualization of effective communication has started to ‘humanize’ the field (cf Pettigrew et al. , 2002: 12). In effect, all factors and activities are seen to emerge from human action – from the actions and contributions of communications practitioners, as well as the reactions by senior managers and managers in other functional areas (human resources, finance, etc. ) of the organization.
Finally, as this case study hopes to demonstrate, the factors of effective communications consists of interrelated dimensions, and as such I extend prior perspectives that have narrowly focused on either dimension or only on the strategic outcomes of effective communication activities.
References
List Argenti, P. A. (1996) ‘Corporate communication as a discipline: Toward a definition’, Management Communications Quarterly, 10, 73 – 97. Argenti, P. A. (1998)
Corporate Communication, (2nd edition) McGraw-Hill, Boston. Argenti, P. A. , Howell, R. A. and Beck, K. A. (2005) ‘The strategic communication imperative’, MIT Sloan Management Review, Spring , 46(3) , 83 – 89 .
Broom, G. M. , Lauzen, M. M. and Tucker, K. (1991) ‘Public Relations and marketing: Dividing the conceptual domain and operational turf’, Public Relations Review, 17, 219 – 225. Christensen, L. T. and Cheney, G. (2004) ‘Articulating identity in an organizational age’, in S. A. Deetz (ed. ) Communication Yearbook , Vol. 17, Sage, Thousand Oaks , 17 , pp. 222 – 235.
Clarkson, B. E. (1995) ‘A stakeholder framework for analyzing and evaluating corporate social performance’, Academy of Management Review, 20, 92 – 117 . Cook, S. N. and Brown, J. S. (1999) ‘Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing’, Organization Science, 10, 382 – 400.
Cornelissen, J. (2004) Corporate Communications: Theory and Practice, Sage, London. Cornelissen, J. P. and Thorpe, R. (2001) ‘The organization of external communication disciplines in UK companies: A conceptual and empirical analysis of dimensions and determinants’, Journal of Business Communication, 38, 413 – 438.

Factors that Hinder Effective Communication in my Organization

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Packaging as an Effective Communication Tool in Marketing

Packaging as an Effective Communication Tool in Marketing.
This has led to an enormous increase in the variety of packaging equipment, materials and design techniques. Prior to this, in Ghana, people had thought of corks and bottles only as packaging components. Ghanaian had seen packaging only as a protective tool rather than a communication tool and It had centered on boxes, containers, bottles, etc. With the growth of merchandising and self-service however, manufacturers and for that matter Ghanaian have come to realize the value of packaging as an effective communication tool in marketing than Just a container or wrapper because of intense intention on the market.
Packaging is to be considered as an aspect of the actual product when seen in the light of the three major components of a product; the core, augmented and extended product. These essential features, benefits, quality level, styling, brand name, logo plus a host of related offerings are what the buyer expects to find and all these are carefully embodied in packaging and labeling. It should be realized that people now purchase products not necessarily because of its functional aspects but because of packaging, Drank, logo, colors etc.
Evidence of good packaging is demonstrated by most of the foreign goods we see on our markets – a display of very bright and attractive labels and pack designs that catch the eyes of buyers easily and instantly. In 1996, consumer criticism led to the passage of the federal fair packaging and labeling Act which requires that consumer goods be clearly labeled in easy – to – understand terms to give consumers more information. Due to this most companies today, now place great emphasis on the registration and protection of their brands and labels and distinctive features.

Some f them even have centralized departments that control the use of brand names so as prevent imitation especially by trade mark. Another significant point to consider has to do with the consumer and how he or she recognizes brands to which he has become loyal. In the market these days, consumers do not have time to consider every aspect of the product. As a result, they normally pick the brand they are familiar with. In this respect, manufacturers in Ghana should strife to make packages that are attractive and different from others which will give maximum and handy information to customers to make purchase sessions.
The size, shape, design and closure of the pack should also go a long way to enhance the image of the product and give a visual appeal. The Cocoa Processing Company Limited has been chosen as an area for the study because this company is seen as a model to others. The main concerns are the Golden Tree Chocolate Products. Packaging is becoming an increasingly important aspect of marketing strategy. Companies are seeking packaging as a way to attract customers to new and existing products or brands.
For existing brands there is growing tendency to repackage, that s to redesign the existing package, wrapper or container. In 1989, the Cocoa Processing Company developed or repackaged its Golden Tree Chocolates to enhance the image of the products. Redesigns cost as little as CHIC,OHO to CHOUGH and are seen as potentially cost effective way to boost sales. There are two different trends in packaging; one involves reducing the packaging size and the other is increasing the size. A significant packaging issue facing marketers is the environmental impact of packages.
Concern is growing about the effect of plastic packaging on animals and human beings. Sea animals and birds mistake discarded plastic packaging and bags for food which results in the destruction of their digestive tracts. Some of these plastic packages have been found to be harmful to the earth’s ozone layer. Today’s plastic package can remain intact for up to four centuries, and for this reason packaging producers are putting millions of money into research to find biodegradable plastic packaging.
Packaging is designed to protect a product from spoilage and maintain its functional form. It is to offer convenience for consumers to ensure portability and helps in identifying the product with the company. Most importantly, packaging and labeling go a long way in communicating the product features, characteristics, benefits and others to the customers and the outside world. A bad packaging automatically depicts a bad product. A package therefore, must be able to attract attention instantly and create intent to buy.
A package must tell the consumer all he or she wants to know about a product to enable her make purchase decision, so that a package and its labeling should act as a silent salesman. Packaging in Ghana had not really developed as with the international markets and this had hampered the effective marketing of goods made in Ghana. These goods are sometimes very high in quality and should sell well on the international market but the packaging of these products leaves much to be desired.

Packaging as an Effective Communication Tool in Marketing

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Explain the principles of effective communication in the workplace

Explain the principles of effective communication in the workplace.
I am working in careers advice for IT personnel. I have been asked to produce a small booklet on valued employee attributes and communication barriers. I will write a report explaining the principles of effective communication.
Skills for General Communication
Question and answer

People at the workplace will always want to ask questions about what you have said. To avoid awkward questions do not talk about something which you do not know how to explain, and if you are going to include something in your presentation make sure you know exactly what it is and know how to explain it. When answering questions even when not sure about the answer it’s important to speak confidently as if you know exactly what to say, if you do it will seem that you know extensive knowledge about the subject. During my internship I had to do presentations and after questions were asked. I made sure I was comfortable with the topic I chose so that when I was asked questions
Engaging the audience
It’s important to keep your audience interested throughout a presentation. This is because if you do not then the audience will lose track of what you are talking about. Therefore they won’t understand what you are talking about and will become confused; especially if you are rambling and not making a clear conclusion. They may not understand the point you were originally trying to make and then the presentation will not be useful.
Skills for Written Communication
Grammar and Spelling
When writing things such as an email or presentation it is extremely important that all of your grammar and spelling is correct, because if it is not than the employer will immediately look down upon you. If you have bad spelling and grammar it will look that you don’t care and are not checking back through your work which is unprofessional. It’s important to show professional level of English as it will show employers that you will be useful at any writing task.
Structure
As with grammar it is important to structure when writing a letter or an email, there are many ways you can structure such as using sub-headings to put a point across, using paragraphs and a conclusion show that your thought or point has come to a close and labelling a letter in a professional way
Interpersonal skills
Body Language
When speaking to somebody its important to stand straight with your hands either side of you, this is because firstly standing with a straight back will allow you to speak loudly and clearly and will make you look confident which shows you know what you are talking about. Secondly if you keep your hands either side of you it is more professional than keeping them in your pocket and fidgeting.
Active engagement
It’s important to be actively engage in the conversation by showing eye contact and nodding. This will show that you are interested as if you show you are bored it will impact the other person’s communication and they may not want to interact with you again.

Explain the principles of effective communication in the workplace

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Effective Communication essay

Effective Communication essay.
Communication is the mutual exchange of facts, thoughts, opinions or emotions and it requires the presentation of the above entities from one party to another with the end result of establishing common understanding among the parties involved (Denton, 1993). Communication is a very important element in business and in organizations since it forms the basis of direction and leadership (Stennes, 2005). It is the process utilized in delivering instructions and feedback concerning everyday activities.

It also helps reduce the risk of misunderstandings that could cause misunderstandings which could lead to strikes and go-slows. In this essay, I discuss the components of effective communication and describe one experience I had related to ineffective communication. Active listening is the first component of effective communication (Temple, 2002). Since communication is a two-way event, the talking is just one half of the process. Listening is an equal if not a more important aspect. It is only through active listening that one can best comprehend what information the other party is trying to convey.

Active listening, which is equitable to attentive reading for written communication, enables the party recipient of a communication message to search and derive for the real meaning intended in the message (Temple, 2002). It also helps the recipient of a message to withhold judgment until all the information has been received and correctly interpreted. An active listener will often rephrase a message while seeking feedback so that he or she may establish for sure that the message was clearly understood (Weiner, 2008).
Another component of effective communication is feedback, and especially the quality of feedback (Weiner, 2008). Feedback is very essential as it is a supportive process and contributes to the reinforcement of ongoing behavior. In case there is a need to correct behavior or conduct, feedback is what gives the indications and nature of the measures that have to be taken. The level and quality of feedback enables one to assess himself or herself in relation to those he or she interacts with in the organizational setup (Weiner, 2008).
The last component of effective communication discussed here is the level of self-disclosure (Temple, 2002). This refers to the amount of information that an individual discloses about himself or herself. If the exchange and application of information is going to be successful, the capacity within a group working together to communicate effectively must exist in sufficient levels. Self disclosure is a very powerful communication tool is used properly, but overly disclosure and closed disclosure should be avoided (Stennes, 2005). I was once employed at a firm, which was owned by a single individual.
He made decisions all by himself, and even the team he had contracted to manage the firm on his behalf did not have much say in determining the direction we were to take. Because of the lack of effective communication, one day a group of workers conspired to lay down their tools so as to have their grievances and opinions heard. The rest of us followed suit, and operations stood still for four days. Man hours and business opportunities were lost; and this could have been avoided by establishing an effective communication channel.
Regarding effective communication in team-based scenarios as is common in project management, a communication model should be established to aid in efficient movement of information between the hierarchies of the team (Denton, 1993). The upward-downward flow model is recommended so that instructions and recommendations can flow from the management while feedback flows from the bottom of the hierarchy (Denton, 1993). This keeps all levels updated about the status of the project and the next step of execution. References Denton, D. (1993). Open Communication-Importance of Effective Communication Systems in Corporations; General Electric Co.
and Cypress Semiconductor Corp. Case Studies. Retrieved May 12, 2010, from http://findarticles. com/p/articles/mi_m1038/is_n5_v36/ai_14723295/ Stennes, B. (2005). The Importance of Effective Communication. Retrieved May 12, 2010, from http://ezinearticles. com/? The- Importance- of- Effective- Communication&id=113804 Temple, K. (2002). Setting Clear Goals: The Key Ingredient to Effective Communications Planning. Public Relations Quarterly, 47, 17-56. Weiner, R. (2008). The Seven Rules of Effective Communication. Public Relations Quarterly, 52, 8-17.

Effective Communication essay

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Barriers to Effective Communication Critical Essay

Barriers to Effective Communication Critical Essay.
This paper will discuss the process of communication and its components. The differences between listening and hearing within communication will be reviewed. Formal and informal channels of communication will be described and the different barriers between effective communications will be assessed. Lastly, strategies that may be implemented to overcome communication barriers will be examined. The process of communication can be described within five steps.
The five steps of the communication process include: transmitting an idea, sending the idea, receiving the message, understanding the message and providing feedback to the sender (Wallace & Roberson, 2009). Transmitting an idea involves the development of a thought or thoughts and then a need to divulge the information to another person is conceived. Sending the idea is the way in which the thought is transmitted from one person to the next. This could be done verbally, in writing or by portraying an action to someone else.
The intended party must then confirm receipt of the message. If this does not occur then the transmittal of the message could be unsuccessful. Receipt of the message also falls on the responsibility of the sender. The sender should ensure proper transmittal of the message to the intended recipient. Comprehension of the message is the sender’s ability to send a clear and concise message to the receiver. The message needs to be understood by the receiver in order for there to be a proper flow of communication. Feedback can occur in written form or verbally from the receiver.

The receiver of the message will provide the sender with an acknowledgement that the intended message was understood or needs further clarification. The process of communication is two-fold and requires responses from both a sender and a receiver in order for it to work properly. Listening and hearing are two different matters when it comes to communication. Hearing is something that happens naturally and we hear things all day. There is no concentration or thought process involved to hear something. Listening requires a thought and concentration. To listen to something is to actually process in our brain what is being heard or read.
Listening requires one to hear, but hearing does not require you to listen (Dunn, 2004). Intended communications can be misconstrued when the intended receiver only hears the message instead of listening to the message. Within the criminal justice organization there are formal and informal channels of communication. Formal channels of communication consist of a clear and concise method to ensure messages are transmitted from one person to the next. This type of communication channel typically funnels from the top down, meaning from the boss to the employees.
Formal communication in criminal justice includes memorandums, reports, orders and/or regulations. This helps to keep a set standard, organization within a unit and uniformity. There are also disadvantages to a formal channel of communication. The disadvantages consist of this process being time consuming and tedious. Because of the long process, a formal communication process cannot always keep up with things that change often. A formal process can also hinder ideas and thoughts from being transmitted because some people lack the skill or the drive to follow through with such a formal and long process.
The informal channel of communication is “office gossip” or idle office chatter. This allows for information to travel from the employees to the boss in a funnel up theory. This will also allow for employees to discuss information amongst themselves without being in a formal setting or doing formal reports. Informal lines of communication significantly decreases the time it takes to receive an answer rather than doing up a formal report, sending it for signature and waiting for a response back. Questions and answers can be achieved within a matter of minutes via informal channels of communication.
Barriers within the communication process exist when one person is concerned with personal or professional status (Wallace & Roberson, 2009). There are four different types of barriers that exist within this process and they are: emotional, physical, semantic and ineffective listening barriers. Emotional barriers are when people use their past or present experiences to form a message or decode a message. Self-esteem is at the root of emotional barriers; those with low self-esteem will not transmit many messages for ear of rejection and those with high self-esteem may try to impress their own ideas onto others. Physical barriers are any physical interruptions when trying to transmit a message. This could be equipment malfunctions, distance, or strict rules and regulations requiring certain steps be followed before transmitting any information. Semantic barriers are those words or phrases that can be interpreted differently depending on the person receiving the message. A phrase can be said to mean one thing and three different people could interpret it to mean three different things.
Ineffective listening is the fourth barrier that could exist in the criminal justice system. Ineffective listening is the inability to clearly listen to a message and interpret what was being said or read. This could be due to distraction, boredom, fatigue, stress or a failure to connect with the speaker. Barriers to communication hinder the process because it stops the flow of communication from one person to the next. There are ways to overcome communication barriers within the criminal justice system. One way to overcome the barriers is to provide feedback.
Feedback keeps the listener involved and lets the speaker know you are paying attention and that you understand what is being said. One can overcome emotional barriers by trying to distress before coming onto the job. Leaving emotional baggage out of the office and trying to stay focused on work at work can help to overcome the emotional barrier. Using certain tones to convey messages can defeat a semantic barrier. Tones in one’s voice can help to portray different messages in different ways. Facial and nonverbal expressions can also help to overcome semantic barriers in communication.
In order to improve listening skills requires practice. In order to effectively listen to a message there has to be a need to know. Listening skills are something that everyone can always improve on and this only comes from practice. Effective communication within the criminal justice system is imperative to everyone involved. By learning the barriers and strategies to reduce the barriers we can improve on both transmitting and receiving messages. Communication is key in every facet of life and the criminal justice system depends on it.

Barriers to Effective Communication Critical Essay

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Hcs 325 Week 2 Effective Communication Paper

Hcs 325 Week 2 Effective Communication Paper.
Effective Communication Paper Your name HCS/325 March 29, 2011 Instructor name Any organization large or small depends on the hard work of its employees to be successful. This is why communication is vital to the organization. With communication, employees can coordinate their efforts with other employees and managers to make their hard work seem almost effortless. One of the biggest reasons a company fails is ineffective communication among employees as well as supervisors and upper management.
If the staff has not been made aware that there is a goal to attain, they certainly cannot contribute to accomplishing it. Several methods of communication exist to efficiently communicate within any organization. In my organization, emails messages are largely used to communication inside and outside of the organization. Although, email is somewhat informal, it is the quickest and most effective method of sending and receiving messages and they can also be considered a formal method of communication, depending on the contents and whether or not there is any formal correspondence attached.
Email can involve one-to-one communication, but it also supports one-to-many transmissions in which the same message can be sent to lists of people (Reddick and King, 2001:24). Scheduling conferences and meetings, changing policies and procedures, keeping employees and staff apprised of any changes, and sending and receiving formal documents are just a few of the things email is used for in my organization. Email also works tremendously well when collaborating on a project. However, emails should only be used for quick messages or communication among staff members.

While the majority of the employees in my organization rely on email messages and the internet to communicate with co-workers and other staff members, face-to-face communication is still a popular method of communication in my workplace. Regardless of how effective email messages are, they cannot replace the immediacy and closeness of people communicating face-to-face. Eye contact facial expressions and the tone in one’s voice are important when communicating face-to-face with another individual and influence the way the message is interpreted.
However, with all this in mind, face-to-face is not the most effective way to communicate in my organization. Communicating face-to-face does pose some challenges for select employees when receiving information, especially in the form of a delegated task. Oftentimes, when a task is delegated to these select employees, it is not completed or completed in the wrong way. With face-to-face communication, the sender has to be sure they are clear and concise in the way they are conveying the message, as well as be fully aware of their body language and tone.
The receiver of information also has to have good interpretation skills in order to decipher what the message actually is. For effective communication, a sender transmits his or her message in a clear and organized form to maintain and promote the need and interest of the receivers. Receivers or listeners show interest only if the person communicating is loaded with confidence, gestures and softness. Apart from management professionals, good communication skills are also required at all stages of life (WordPress, 2011).
The use of email also presents challenges when communicating effectively. One must consider that there will technical difficulties such as risking that the email might not reach its destination or the proper recipient, risking that the recipient might misinterpret the information on the email message and that ease of using emails may decrease the accuracy of the information. In addition, when messages do go out with incorrect information, it is difficult to immediately correct due to the rapid distribution of the email.
One might say that my organization clearly fits the description of a boundaryless organization very well, especially since we communicate mainly through virtual methods such as email messages and sometimes through telephone and voicemail messages. Perhaps making small adjustments like working in smaller teams or units to accomplish short term goals and specific projects might help achieve the long term goals quicker. In addition, tasks might be easier to delegate as well as follow. Virtual meetings such as teleconferences and video chats might be a useful addition o communicate effectively in such a large organization. An organization’s success cannot be achieved without excellent communication among team members. The greatest leaders set the tone and foster an environment for team members to reach their individual potential (Adubato, 2010). References Email. (2005). In Key Concepts in Journalism Studies. Retrieved from http://www. credoreference. com/entry/sageukjour/email Adubato, S. (2010). Communication is key to effective office team building. njbiz, 23(27), 9. WordPress. (2011). Good communication skills. Retrieved from http://www. goodcommunicationskills. net/

Hcs 325 Week 2 Effective Communication Paper

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Effective Communication

Effective Communication.
Communication is essential for an organisation to operate effectively and efficiently. Effective communication helps to ensure that information is relayed accordingly and accurately within the organisation. If the relay of information is inaccurate, the organisation’s productivity may be affected. This essay will describe the concept of communication in relation to management and explain how effective communication is undermined by barriers such as cultural differences, generational differences and filtering of information by referring to academic literature such as journal articles.
Furthermore, an example will be used to explain how managers can increase the productivity and performance of their organisation by developing an effective system of communication. There are numerous definitions for communication but for the purpose of this essay communication will be defined as, the relay of information from one person to another (Robbins et al. 2011, p. 326). The authors also note that communication is a key element in the role of managers as their job is to plan, lead, organise and control.
Mikitka (2009) also confirms this by stating that managers need good communication skills as their job requires them to  increase efficiency, satisfy customers, implement strategies and disseminate information. Managers should also improve the communication skills of the employees (Bambacas & Patrickson 2008). The authors further state that employees will perform better if they are able to communicate with one another effectively. Therefore, communication skills are essential for an effective and efficient management.

Cultural differences is a barrier for effective communication because different cultures provide people with different ways of thinking, understanding and communicating. Tagreed (2012) states that The growing presence of workers from different races and cultures has made dramatic changes to workplaces. The author further states that managers and co-workers must note that words and expressions used to communicate can have vastly different meanings and implications for people from different backgrounds, and they must be careful to ensure that their intended messages are understood clearly as they communicate with culturally diverse co-workers.
Sensitive topics such as race, religion and politics should not be discussed within the organisation as it may create conflicts (Bambacas & Patrickson 2008). Managers should note that work methods vary among different cultures. The Asian culture emphasises on collectivism while the American culture emphasises on individualism (Tagreed 2012). The author explains this by stating that managers who do not understand this difference will face problems as they may assign team based work to employees who are accustomed to working individually and ask employees who are accustomed to team based work to work individually.
This may cause a problem as employees might not communicate with each other effectively. Gender is regarded differently in various cultures. Lin (2006) notes that females are still considered weak and not capable of decision making in some Asian cultures. The author mentions that if a female from America works in and Asian organisation, she will not be allowed to suggest ideas and participate in meetings. The author further notes that if a female from an Asian culture works in an American organisation, it is in her nature to be quiet and not communicate to her male co-workers including the manager.
This may affect the relay of information as there is no effective communication. A key factor that makes cultural differences a barrier to effective communication is language. English is not the commonly spoken language in some cultures (Tagreed 2012). The author also states that globalisation has caused many organisations to operate in English. This has become a problem as employees who are not good in English are afraid or embarrassed to communicate to others (Lin 2006). The author further mentions that even if they do communicate, information passed is commonly inaccurate.
The reason for this is because, they did not understand the information passed to them by their English speaking co-workers or the English speaking co-workers did not understand their accent (Tagreed 2012). This may result in inaccurate information being relayed. Generational Diversity is also a barrier for effective communication as different generations have different ways of relaying and processing information. Tolbize (2008) states that generational diversity has made the workplace more rigid and demanding. The author further states that the four ain generations in the current workforce are the Veterans, Baby Boomers, Generation X and Generation Y. Kyles (2005) notes that people communicate differently to others even if the difference in age is five years. The Veterans are also known as the traditional generation. The reason for this because the Veterans are strict followers of formality and authority (Tolbize 2008). The author further states that the Veterans and Baby Boomers do not question authority and use formal methods and language when communicating. Generation X and Y are more flexible in their work life (Tolbize 2008).
The author notes that they prefer informal communication and do not appreciate authority. These differences may cause a problem in communication as most middle or senior managers are Veterans or Baby Boomers and they would expect their employees to respect authority and communicate formally. Generational diversity also has an impact on work methods that may affect communication. Veterans and Baby Boomers prefer team work as they believe that by communicating with each other and sharing ideas they may develop new and innovative ideas that may increase the productivity of the organisation (Azaroff 2006).
The author further states that Generation X and Y prefer working individually as they consider team work to be unproductive. The author also notes that Generation Y will not be communicating much with others if they are assigned team work. Technology is another aspect of communication being affected by generational diversity. Kyles (2005) states the Veterans and Baby Boomers were born before technology was implemented and as a result they are not accustomed and do not rely on technology to communicate.
The author further states that they prefer face to face communication, phone calls or written letters as opposed to E-mails. Generation X and Y were born during the time of technological advancements and modernisation of industries (Kyles 2005). As a result, they prefer electronic means of communication such as E-mails and Instant messaging. These small differences affect effective communication in an organisation. Filtering of information is a barrier to effective communication as the information being relayed has been altered. Filtering an be defined as,  the distortion or withholding of information to manage a person’s reactions (Butschi & Steyn 2006). The authors state that filtering can be intentional or accidental and it prevents members of an organization from getting the actual facts of a situation . Managers should note that filtering of information does not only affect effective communication but also the morale of employees (Tourish & Robson 2003). The authors further explain by stating that employees may have insecurities if they discover that information is being withheld from them .
Filtering of information is also used to make information relayed appear more favourable to the intended person (Butschi & Steyn 2006). Another reason to frequent filtering of information in an organisation is to reduce information overload. Tourish & Robson (2003) state that many individuals have certain capacity to process information. The authors note that accidental filtering of information is common when employees or managers have an overload of work. They further state that time is another reason for the filtering of information.
For example, employees or managers tend to summarise information if they are in a rush. Filtering of information, be it intentional or accidental,  can lead to miscommunications in an organisation as information is translated or interpreted differently creating different versions. Managers should have a system to overcome these communication barriers as it will greatly affect the organisations productivity and performance. Managers can develop an effective system of communication by promoting the use of simple and unbiased language, promoting active listening and giving constructive feedback.
Therkelsen & Fiebich (2001) state that effective communication is achieved when information is relayed and understood accurately. The authors further state that by using simple and clear words instead of ambiguous words and jargons information will be understood and relayed easily. The authors also state that words used should not be biased as it may be offensive to others. For example, instead of saying cleaning lady or cleaner, people should address them as maintenance worker. Managers should provide employees with guidelines on standard of speech and conduct to improve communication within the organisation.
Managers should promote active listening because information is misunderstood in many occasions. Therkelsen & Fiebich (2001) state that there is a difference between listening and hearing. The authors define listening as, hearing with proper understanding of the message that is relayed. The authors also note that a sender may strive to deliver a message clearly. But the receiver’s ability to listen effectively is equally vital to successful communication. Listening takes practice and concentration and the only way to get practice is by communicating with people often (Therkelsen & Fiebich 2001).
Managers and employees should give constructive feedback to each other as often as possible. Feedback does not have to be formal or verbal but it has to be constructive. Tourish & Robson (2003) state that constructive feedback helps people understand their mistakes and increases morale. The authors also state that even negative feedback can be delivered constructively. They also note that constructive feedback will lead to effective communication between managers and employees. Adopting these methods will increase effective communication with the organisation without compromising its productivity or performance.
In conclusion, promoting effective communication with an organisation is not a simple task. However, by identifying and overcoming the barriers systematically, effective communication can be achieved. This essay has defined and described communication in relation to management and has identified cultural diversity, generational diversity and filtering of information as barriers to effective communication. Furthermore, examples have been used to show how to overcome these barriers without affecting the productivity and performance of the organisation. References:
Azaroff, R. 2006, “Ideas for managing a multigenerational workforce”, Federal Computer Week, vol. 20, no. 31, pp. 56-56. Bambacas, M & Patrickson, M 2008, “Interpersonal communication skills that enhance organisational commitment”, Journal of Communication Management, vol. 12, no. 1, pp. 51-72 Butschi, G & Steyn, B. 2006, “Theory on strategic communication management is the key to unlocking the boardroom”, Journal of Communication Management, vol. 10, no. 1, pp. 106-109. Kyles, D. 2005, “Managing Your Multigenerational Workforce”, Strategic Finance, vol. 7, no. 6, pp. 52-55. Lin , L, 2006, “Cross-cultural Communications and Pragmatics Principle”, Cross-cultural Communication, vol. 2, no. 2, pp. n/a Mikitka, M. J. 2009, “Managing the Multi-Generational Workforce”, Material Handling Management, vol. 64, no. 8, pp. 11-11. Robbins, S, DeCenzo, D, Coulter, M, Woods, M, 2011, Management: The Essentials, 1st edn, Pearson Australia. Tagreed, I. K. 2012, “Cross-cultural Differences in Management”, International Journal of Business and Social Science, vol. 3, no. 6, pp. n/a Therkelsen, D. J. & Fiebich, C. L. 010, “Message to desired action: A communication effectiveness model”, Journal of Communication Management, vol. 5, no. 4, pp. 374-390. Tolbize, A, 2008, ‘Generational differences in the workplace’, Research and Training Center on Community Living, University of Minnesota, viewed on 19 August 2012, <rtc. umn. edu/docs/2_18_Gen_diff_workplace. pdf> Tourish, D. & Robson, P. 2003, “Critical upward feedback in organisations: Processes, problems and implications for communication management”, Journal of Communication Management, vol. 8, no. 2, pp. 150-167.

Effective Communication

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Developing effective communication in Health & Social Care Argumentative Essay

Developing effective communication in Health & Social Care Argumentative Essay.
Unit 1: Developing effective communication in Health & social care
Task 1 intro:
Communication is at the heart of any relationship, be it familial, business, romantic, or friendly. While there have been significant advances in how we understand body language and other forms of communication, verbal communication continues to be the most important aspect of our interaction with other people. It’s important to understand both the benefits and shortcomings of this most basic communication. One-to-one communication plays a very important part in almost everyone’s life. This type of communication occurs most often in face-to-face conversations and in telephone speech skills.

Conversation consists of talk about various matters of common interest to both of the people involved. Conversations, unlike many other types of communication are usually not planned or rehearsed beforehand. Group communication refers to the communication between a group of people and another group of people or within the group itself. A group is normally considered as a collection of people that number 3 or more. This type of communication is very helpful when you need to get across the same message to more than 1 person.
For example if you are a manager who is announcing a change in hours for employees shifts, then you would gather everyone together. That way it is quicker and saves you time. Also it is helpful when you want to discuss something with your team mates or business. Group debates and discussions are very popular. Formal communication is the type of communication used for important topics, usually in the arenas of business, government, diplomatic matters, scientific matters, lectures by teachers, certain types of speeches at colleges, or in seminars.
It is speech which is meant to impress and to give weight and authority to the person speaking and to the subject being spoken about. It is polite speech, and uses polite language, whether in verbal or written form. Examples would be the president’s inaugural speech, letters between ambassadors or consuls, an address by a college president to the school, the presentation of a scientific paper or theory at a symposium or seminar. Even in written form, a letter of resignation from a post one hold.
Formal communication assumes, usually, a vertical relationship between people in that situation. Someone is the person above, in authority, and someone is the person below, dependent to some extent on that person, in that situation. Informal communication is more on a peer level. It is everyday speech, the kind of speech where you don’t have to worry too much about how you couch something, because you and the other person know each other well enough not to take things wrongly. It may be concerned with important matters, but it is not on an authoritative level.
It may be two people who enjoy argumentation going at it about some specific topic, or friends planning an outing, or working together on a project and talking through what and how to do it. Forms of communication ‘Verbal’ means ‘spoken’. So, verbal communication is the messages you send with words. It’s what you actually say. Non-verbal communication is the messages you send with your body. Some people call it your body language. For example: Facial expressions – smiling, frowning, raising eyebrows, eye contact Gestures – waving your hand, pointing your finger, crossing your arms Posture – the way you stand or sit.
Touch – being caring you would put you hand on ones shoulder to show you care. Silence – could be a sign of anger, upset, nervousness etc. Reflective listening – nodding your head to show you understand, eye contact. Non-verbal communication also includes the tone and pitch of your voice. So, verbal communication is the words. But non-verbal communication is how you say the words. Technological communication – Text messaging, E-mail, Msn, etc. Technological aids – People who are deaf blind use many different methods of communication.
The method chosen will depend upon the amount of sight and hearing the individual has the cause of deaf blindness and how long the person has had a sensory impairment. – Braille is for someone unable to see text well enough to read it, braille can be used to label objects and give access to books. Objects designed especially for blind and deaf blind people may already be labeled in braille. – British sign language is a visual means of communicating using gestures, facial expression, and body language.
Sign Language is used mainly by people who are Deaf or have hearing impairments. Within Britain the most common form of Sign Language is called British Sign Language. British Sign Language has its own grammatical structure and syntax, as a language it is not dependent nor is it strongly related to spoken English. British Sign Language is the preferred language of between 50,000 – 70,000 people within the UK. – Communication symbols could be anything from “ladies toilets sign” to “road signs”. Here are some images of communication symbols.

Developing effective communication in Health & Social Care Argumentative Essay

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Importance of Effective Communication

Importance of Effective Communication.
IMPORTANCE OF EFFECTIVE COMMUNICATION In this age of competition communication is the number one problem of the management. Competition, complex methods of production, large scale operations and specialisation in production functions have increased the importance of communication. Without effectivecommunication a manager cannot perform his duties well. Communication is as essential to business as blood is to the human body. Success of the communication system affects the successof business. The following points will prove its importance in business: 1.
Smooth Working of a Business Firm Communication is necessary for the successful smooth and unrestricted working of anenterprise. All organisational interaction depends upon working of an enterprise. All organisationalinteraction depends upon communication. The manager co-ordinates the human and the physicalelements of an organisation into an efficient and working unit that achieves common objectives. Beit an activity of purchase or sale or production or finance it is the process of communication thatmakes cooperative action possible.
The internal and external communication process of anorganisation decides the various activities to be done and various objectives to be achieved. “Communication is basic to an organisation’s existence from birth of the organisation through itscontinuing life when communication stops, organised activity ceases to exist. ” 2. Basis of Managerial Function Communication plays an important role in discharging the various functions of management. No function of management is possible without the communication process.

Itsimportance in performing the various functions is as follows:i. Planning : Planning the most important among the functions of management, requiresextensive communication among the executives and the other personnel. Communication isimportant in executing a planned programme and then controlling the activities of the personnel with the help of feedback information. ii. Organisation : Organisation is the second important function of management whichdecides the various activities of an organisation, divides them into workable units,delegates authority to perform the.
For this purpose, communication is a must becausedifferent persons, departments and group come to know their powers and jurisdiction onlythrough an effective means of communication. iii. Direction and Leadership : Direction and effective leadership requires an efficient systemof communication in an organisation. A good leader can direct or lead his subordinatesonly when an efficient system of communication is present. It brings both the leader andthe subordinates in close contact with each other and removes misunderstanding if any. iv. Motivation An efficient system of communication enables management to change theattitude of the subordinates and to motivate, influence and satisfy them. Most of theconflicts in business are not basic but are caused by misunderstood motives and ignoranceof facts. Proper and timely communication between the interested parties, reduces the points of friction and minimises those that inevitably arise. v. Co-ordination : The present day big organisations, designed on the basis of specialisationand division of labour are constituted of a large number of people.
In order to achieve thedesired objective, it is very necessary to co-ordinate the efforts of labour engaged in thevarious activities of production and the organisation. Co-ordination requires mutualunderstanding about the organisational goals and the mode of their accomplishment; andthe interrelationship between the works being performed by various individuals. vi. Control : Communication aids in controlling the activities of the individuals departmentand groups. The facts standards and information are communicated to the concerned partiesand they perform their respective obligations according to the standards set forth in the plan. . Maximum Production at Minimum Cost Every organisation aims at getting the maximum output at the minimum cost and for this purpose it requires an effective internal and external communication system. In the external field,and efficient communication system helps in improving public opinion having contacts withgovernment departments and getting market information in order to achieve the primary goals. 4. Prompt Decision and its Implementation In order to make prompt decisions, fact collecting process is necessary. Information must be received before any meaningful decision and for this purpose communication is a primaryrequirement.
Again to implement the decision effectively its communication to subordinatesconcerned is essential. Thus, decision-making and its implementation require and effective systemof communication. 5. Building Human Relations Man is the most active and effective factor of production and good human relations are the basis of cooperation and industrial peace that requires good working conditions and work-environment. As we have discussed earlier communication is a two-way traffic which helps promote cooperation and mutual understanding between the two partners of an organisation.
Efficient downward communication helps the management to tell the subordinates what theorganisation wants and how it can be performed. On the other hand upward communication helpsthe workers in putting their grievances and suggestions and reactions to the policies, before themanagement. 6. Job-satisfaction and Good Morale Morale is the human element that motivates a man to work in the right spirit. Goodcommunication removes the possibility of misunderstanding among the parties concerned. Workersknow what they have to do and how it creates a sense of cooperation among them.
It increases themorale of the workers and each worker will have job satisfaction. 7. Avoids Illusion While passing through various stages information may be distorted by interested partiesand many create illusion and misunderstanding among persons. Illusion is the great enemy of communication. An efficient system of communication aims at removing illusions andmisunderstanding by communicating facts and figures. 8. Contacts with External Parties Communication is essential not only for the internal management of the organisation but italso helps contacts with the outside world.
Contact with outside agencies such as customers,associations, other manufacturers, advertisers, suppliers, trade unions, research councils andinstitutions, etc. are necessary for furthering the interests of the organisation. It increases thegoodwill of the firm and helps in creating a favourable public attitude towards the organisation. Steps to Make Communication Effective In order to remove barriers to communication an open door communication policy should be prepared and followed by managers at all levels.
The superiors in the organisation must createand atmosphere of confidence and trust in the organisation so that the credibility gap may benarrowed down. Major efforts in this direction are: 1. Two-way communication The organisation’s communication policy should provide for a two-way traffic incommunication upwards and downwards. It brings two minds closer and improves understanding between the two parties the sender and the receiver. A sound feedback system should be introducedin the organisation so that distortion in and filtering of messages should be avoided.
There should be no communication gap. 2. Strengthening Communication Network The communication network should be strengthened to make communication effective. For this purpose the procedure of communication should be simplified, layers in downwardcommunication should be reduced to the minimum possible. Decentralisation and delegation of authority should be encouraged to make information communication more efficient, throughfrequent meetings, conferences and timely dissemination of information to the subordinates. 3. Promoting Participative Approach

Importance of Effective Communication

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