The path or passage that any exercise of authority and leadership leads, allows progress from one form, state or formation to another form, state or reality. True leadership is that which guides progress from one state to a higher one. This is also the essence of transformation, which is the preliminary step to true innovation, updating and securing the organization.
- The communication:
To define this concept we will use the Shannon-Wiener model, which became known in the late 1940s. Its efficiency comes from its simplicity. He introduced the concepts of "amount of information" "source", "channel", "noise" and "feedback".
Let's start by saying that the issuer can be any internal or external individual of an organization or company, it is the source of communication, who wants to transmit a thought or idea to another or others. In the case of a company, it could be the manager, secretary, worker, client, whoever has the need to transmit information related to services, events, etc. that happens in the company.
E l code in this case refers to the way that thought be encoded, including the ability, attitude, knowledge and sociocultural system. What's more, the overall success of each person is also determined by speaking, writing, listening, and reasoning skills. We have preconceptions about various topics, and those attitudes affect our communications. It must be taken into account that what is not known can not be communicated and even if the individual (sender) knows it, it is possible that the receiver does not understand it.
The message is the actual product of the encoding source. It is all the information that is transmitted and if a successful communication is achieved it will also be all that the receiver receives.
The channel is the medium through which the message travels. In an organization and in any situation it is very important to select the most appropriate means to transmit the information and this will depend on the type of information, who should receive it, the conditions that are required for a better understanding of it. Traditionally, an organization's network of authority is followed by messages related to the work of its members; For this the most appropriate is a formal channel. Other forms of messages such as social or personal, follow informal channels in the organization.
The receiver is the object to whom the message is addressed. But before this happens, the message must be decoded, a process that requires the skills, attitudes and previous knowledge of the receiver on the subject.
And now the element that indicates in the process if there was success or not, we refer to feedback. In an organization, it will be measured if an information arrived properly if a response to it is recovered.
What if it doesn't happen?
If an organization gets vague and inappropriate answers, it is because in the process there are sources of distortion such as the following:
- Encoding was done carelessly. Limited selection of symbols Confusion in the context of the message. Selection of an inappropriate channel. High noise level. Limited receiver prejudice, knowledge and perceptual skills. Little attention and care in the decoding process.
All these factors can cause the message to be interpreted differently from that imagined by the sender.
Aggression in communication
This phenomenon, which occurs to 20% of the population, can cause communication problems, since it causes the sender to fear when speaking or writing, which can trigger him to resort to the inappropriate means to communicate and thus avoid this conflict but that in turn leads to other problems. For example, the supervisor of a department may use memos or letters to convey messages, when a call is often not only faster but also more appropriate.
For all this we must be aware that there is a group of people in organizations who severely limit their oral communication and will rationalize their practice by telling themselves that not much communication is needed to do their job effectively.
To ensure that an organization has good internal and external communication, it is very important to pay attention to this area so that corrections can be applied through instructional courses, seminars, group activities, etc. on time.
FLOW OF COMMUNICATION IN THE ORGANIZATION:
- Communication Direction:
Communication can flow vertically or horizontally. The vertical dimension can be further divided in an upward or downward direction.
DESCENDING: It is the communication that flows from one level of the group or organization to a lower level. It is used by group leaders and managers to assign tasks, goals, publicize problems that need attention, provide instructions.
- Manager Supervisor Employees, workers, technicians, etc.
UPWARD: This communication flows in a bet to the previous one, that is, from the employees or subordinates to the management. It is used to provide feedback to those above, to find out about progress, problems, about the feelings of employees, how employees feel in their positions, with their co-workers and in the organization, to capture ideas on how to improve any internal situation in the organization. A leader knows that both directions are important and essential to achieve the proposed goals with the minimum of problems, but unfortunately not all organizations are aware of this, so on many occasions the ideas, thoughts and proposals of the employees go unnoticed. who consider that this will not influence job performance.
- Laborer, employees, technicians, customers Supervisor Manager
Organizational Examples of Upward Communication
- Performance reports prepared by supervisors Suggestion boxes Employee attitude survey Procedures for expressing complaints
SIDE: This type of communication occurs when two or more members of an organization whose positions are at the same level exchange information. For example communications between supervisors of various plants or departments.
This type of communication is very positive to avoid bureaucratic and slow processes in an organization, in addition, it is informal and promotes action.
Supervisor Dept. Purchasing - Finance Department Supervisor
COMMUNICATION NETWORKS:
Communication networks define the channels through which information flows. The channels of an organization can be formal or informal and each one has a respective use within the company. Formal networks are generally vertical, following the chain of authority and limited to communications with business tasks. On the contrary, informal networks are not rigid in their direction, they can take anyone, jump levels of authority and surely satisfy social needs of the internal members of the organization, for example rumors or gossip.
Now, a formal network can be presented in three ways: the chain, the wheel, and the entire channel.
The chain rigidly follows the formal chain of command. It is used if the precision of the data is the most important.
Chain
The wheel relies on a leader to act as a central conduit for all group communications, facilitates the emergence of a leader, is fast and highly accurate
Wheel
The entire channel network allows all group members to actively communicate with each other and is best suited if greater satisfaction is sought, its accuracy is moderate, and leaders are unlikely to emerge.
All the channels
Regarding informal networks, the information can run between members in the form of gossip or rumor, it is not controlled by management and is perceived by employees as more reliable and credible than the information issued by management through formal networks, Rumors emerge as a response to situations that are important to us, where ambiguity exists and under conditions that create apprehension, for example secrecy and competition that typically prevail in organizations around issues such as the appointment of new bosses, relocation of offices and new work assignments.
It is important to understand that gossip is a part of the information network of any group or organization, it shows managers those issues that employees consider important and anxiety provoking, in this way the manager can minimize the negative consequences of rumors by limiting its range and impact.
SUGGESTIONS TO REDUCE THE NEGATIVE CONSEQUENCES OF RUMORS:
- Announce time schedules for making big decisions Explain decisions and behaviors that might seem inconsistent or secret Emphasize the downsides, as well as the benefits, of current decisions and future plans Openly discuss worst-case possibilities - almost never constitutes an anxiety provocation or an unspoken fantasy
CHOOSING THE RIGHT CHANNEL
The preference of one channel over the other depends on whether the message is routine or non-routine. The first type of message tends to be direct and with a minimum of ambiguity whereas the non-routine ones are complicated and tend to be confusing. Managers can managers can communicate the routine messages through the channels that do not possess much wealth (pamphlets, newsletters, general reports, memos and letters), while they can communicate the non-routine messages through the rich channels such as email, phone and face-to-face conversations. A high-performance manager will be more sensitive to the proper selection of the channel when transmitting information.
BARRIERS TO EFFECTIVE COMMUNICATION IN THE ORGANIZATION
- Filtering is the manipulation of the sender's information so that it is viewed more favorably by the receiver. The personal interests and perceptions of what is important of those who summarize are present in the results of the information, making it impossible for recipients to get objective information. The more vertical the structure of the organization, the more possibilities of filtration there will be Selective perception in which the receivers see and listen selectively based on their needs, motivations, experience, background, which does not allow reality to be perceived and in their When the recipient feels threatened, they tend to react in ways that reduce their ability to achieve mutual understanding.responding in ways that delay effective communication Age, education, and cultural background are variables that influence the language a person uses. Words mean different things to different people which creates difficulties in communication.
RECOMMENDATIONS FOR EFFECTIVE COMMUNICATION IN THE Organization
- The president or manager must engage in philosophy and behavior, with the notion that communicating with employees is essential to achieving the organization's goals Associate actions with the words Engage with two-way communication (top-down and bottom-up Emphasis in face-to-face communication Keep the members of the organization informed of changes and decisions within the organization Give employees confidence and courage to communicate bad news Design a communication program to convey the information that each department or employee needs Fight for information to flow continually
COMMUNICATION AND VISION
Every organizational process is governed towards the future by a vision, every organizational process is developed through communication, therefore communication and vision are decisive in the direction and future of the organization.
Understanding the vision is particularly key to the exercise of managerial and business communication, as it integrates a community of visions and thoughts around a particular vision.
A poorly communicated good vision does not make sense or poor vision can also be improved and enhanced with excellent communication.
The power of vision is in the effects of your communication, one of the main reasons for communication is to develop common vision.
A leader focuses on the coalition of the groups on the illusion of the vision, on the motivation and inspiration to keep people excited in the direction of future vision, the vision of the future and in the orientation towards tomorrow and the other place appealing to the thrill of staying. the leader communicates a vision of promise, illusion and future and makes employees identify with it by working day by day to achieve it and all this thanks to a successful communication process.
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