Name: Jessa Reyes BSED 2A
DATE: March 27, 2014
jessa_reyes018@yahoo.com
COMMUNICATION PROCESS
The exchange of
information (a message) between
two or more people,
These are many different models of the interpersonal
communication process, but here are some of the key elements:
·
the sender or communicator (the
person who initiates a message)
- the receiver or interpreter (the
person to whom a message is directed)
- the message (the verbal and/or
nonverbal content that must be encoded by the sender and decoded by
the receiver)
- the
channel (the medium by which the message is
delivered and received)
- the
context (the
setting and situation in which communication takes place)
- noise (anything that interferes
with the accurate expression or reception of a message)
- feedback (a
response from the receiver indicating whether a message has been received
in its intended form)
Effective communication takes
place when a sender's message is fully understood by the receiver.
The
goal of communication is to convey information—and the understanding of that
information—from one person or group to another person or group. This
communication process is divided into three basic components: A sender transmits
a message through a channel to the receiver. (Figure shows
a more elaborate model.) The sender first develops an idea, which is composed
into a message and then transmitted to the other party, who interprets the
message and receives meaning. Information theorists have added somewhat more
complicated language. Developing a message is known as encoding. Interpreting
the message is referred to as decoding.
The other important feature is the
feedback cycle. When two people interact, communication is rarely one‐way only. When a
person receives a message, she responds to it by giving a reply. The feedback
cycle is the same as the sender‐receiver
feedback noted in Figure . Otherwise, the sender can't know whether the
other parties properly interpreted the message or how they reacted to it.
Feedback is especially significant in management because a supervisor has to
know how subordinates respond to directives and plans. The manager also needs
to know how work is progressing and how employees feel about the general work
situation.
The critical factor in measuring the
effectiveness of communication is common understanding. Understanding exists
when all parties involved have a mutual agreement as to not only the
information, but also the meaning of the information. Effective communication,
therefore, occurs when the intended message of the sender and the interpreted
message of the receiver are one and the same. Although this should be the goal
in any communication, it is not always achieved.
The most efficient communication occurs
at a minimum cost in terms of resources expended. Time, in particular, is an
important resource in the communication process. For example, it would be
virtually impossible for an instructor to take the time to communicate
individually with each student in a class about every specific topic covered.
Even if it were possible, it would be costly. This is why managers often leave
voice mail messages and interact by e‐mail rather than visit their
subordinates personally.
However, efficient time‐saving communications
are not always effective. A low‐cost
approach such as an e‐mail note to a
distribution list may save time, but it does not always result in everyone
getting the same meaning from the message. Without opportunities to ask
questions and clarify the message, erroneous interpretations are possible. In
addition to a poor choice of communication method, other barriers to effective
communication include noise and other physical distractions, language problems,
and failure to recognize nonverbal signals.
Sometimes communication is effective,
but not efficient. A work team leader visiting each team member individually to
explain a new change in procedures may guarantee that everyone truly
understands the change, but this method may be very costly on the leader's
time. A team meeting would be more efficient. In these and other ways,
potential tradeoffs between effectiveness and efficiency occur.
The importance of effective communication
Effective communication
is vital to all businesses. The communication process involves:
If the right message
does not get to the right person, in the right format, then this could affect
the overall efficiency of the business. Worse still, the wrong messages might
be passed on to the wrong people. This could actually harm the business.
There are a number of
parts to any communication. For instance, sending a text message involves:
·
the sender - the person
writing the text
·
the receiver - the
person to whom the message is addressed
·
the content of the
message - for example, news, information, an invitation
·
the format of the
message - in this example it is text but many other different ways are possible
·
the communication
channel through which the message is sent - in this case a mobile phone network
·
the medium - how the
message will be sent, in this case it is in writing.
It is vital that each
part of the message is correctly chosen and in place. If not, the message may
not be received or understood. Sending a text to someone without a mobile phone
will obviously fail.
It is important for a
business to choose how and when it will send messages to intended receivers.
For example, a building society will only send information about a new savings
product to its members by text or email, if they have specifically chosen to
receive communication by that method. Sending information by this method to
people who cannot receive text or email could result in losing an opportunity
to sell a new product.
The BSA's member
building societies mainly communicate with three groups:
1. Members who require information about the
society's aims and performance. Members are legally entitled to receive certain
information from their society, such as a copy of the annual summary financial
statement on the society's business and notice of the Annual General Meeting.
As well as the required formal forms of communication, societies also
communicate with their members on a more informal basis:
·
Building societies run
roadshows to promote services or support the community. For instance, the West
Bromwich Building Society has run roadshows with the charity Help the Aged
helping pensioners to cope with finances in winter.
·
Members can also become
part of member panels that discuss key issues and report back to the whole
membership. Yorkshire Building Society uses its Member Panel of more than
10,000 customers to decide which charitable causes it will donate to.
2. Societies believe it is important to engage
with the local communities in which they work:
·
The Cambridge Building
Society explains its commitment to local people: 'As a local, mutual
society, we are committed to supporting the local community in which we
operate.'
·
Saffron Building Society
lends its mobile communications vehicle and loudspeaker equipment to local
shows and sports events.
3. New customers may be attracted by TV or radio
broadcasts and press advertising. Societies also use different forms of media
to promote their services and the benefits of mutuality:
·
Bath Building Society
pays to advertise itself on a hot air balloon. In return, the balloon company
gives it a number of free flights. The Society offers these as prizes in
auctions to raise money for charity.
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