ch 8(communication & decision making)
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By:- SARFARAZ KARIM
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COMMUNICATION
It is the process to send message from
sender to receiver through medium
Verbal or Non-Verbal
Sitting, walking, talking, listening or
thinking, we are engaged in some form
of communication
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The Communication
Process Communication process The transferring and understanding of meaning
Two fold (Sender Receiver, Receiver-
Sender) Goal Oriented
Feedback
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Communication Process Terms
Encoding The conversion of a
message into somesymbolic form
Message A purpose to be
conveyed
Channel The medium by which a
message travels Decoding
A receivers translationof a senders message
Feedback The degree to which
carrying out the workactivities require by a
job results in the
individuals obtainingdirect and clearinformation about theeffectiveness of his herperformance
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Written Versus Verbal
Communications
Written
Tangible
Verifiable
More permanent More precise
More care is taken
with the written word
Verbal
Less secure
Known receipt
Quicker response Consumes less time
Quicker feedback
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Nonverbal Communications
Body language Nonverbal communication cues such as facial
expressions, gestures, and other body
movements
Verbal intonation
An emphasis given to word or phrases that
conveys meaning
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Communication Barriers
Filtering
The deliberate manipulation of information to
make it appear more favorable to the receiver
Selective perception Selective hearing communications based on
ones needs, motivations, experience, or other
personal characteristics
Information overload The result of information exceeding processing
capacity
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Barriers to Communication
Badly expressed
message
Loss in transmission
Poor Retention
( Inability to retain)
In attending listening Tendency to evaluate
Interests and attitudes
Semantic problem
( Tough language)
Over Communication
Good communication
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Communication Barriers
(contd)
Jargon
Technical language that is not understood byoutsiders
Gender Men communicate to emphasize status and
independence; whereas women talk tocreate connections and intimacy.
National culture Communication differences that arise from
the different languages and national cultures
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The Grapevine
The grapevine motto: Good informationpasses among people fairly rapidlybad
information, even faster!
GrapevineAn unofficial channel of communication that is
neither authorized nor supported by the
organization.
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Information Technology (IT)
E-mail The instantaneous transmission of messages on
computers that are linked together.
Instant messaging (IM)
Interactive, real-time communication that takesplace among computer users who are logged onto the computer network at the same time.
Voice mail A system digitizes that a spoken massage,
transmits it over the network, and stores themessage on a disk for the receiver to retrievelater.
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Information Technology (contd)
Teleconferencing
Group can confer simultaneously using
telephone or e-mail group communications
software. Video-conferencing
A simultaneous conference during which
meeting participants in different locations
can see each other over video screens.
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Information Technology (contd)
Intranets
An organizational communication network
that uses Internet technology but is
accessible only to organizational employees. Extranets
An organizational communication network
that uses Internet technology and allows
authorized users inside the organization to
communicate with certain outsiders such as
customers or vendors.
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Information Technology (contd)
Wireless communications
Allow users to send and receive information
from anywhere as signals sent without a
direct physical connection to a hard-wirednetwork system.
Knowledge management
Cultivating a learning culture in which
employees systematically gather knowledge
and share it through computer-based
networks and community of interest teams.
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Developing Interpersonal Skills
Listening requires: Paying attention
Interpreting
Remembering sound stimuli
Active listening requires: Listening attentively (intensely) to the speaker.
Developing empathy for what the speaker issaying.
Accepting by listening without judging content. Taking responsibility for completeness in getting
the full meaning from the speakerscommunication.
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Characteristics of Feedback
Positive feedback
Is more readily and accurately perceivedthan negative feedback.
Is almost always accepted, whereasnegative feedback often meets resistance.
Negative feedback Is most likely to be accepted when it comes
from a credible source or if it is objective. Carries weight only when it comes from a
person with high status and credibility.
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Empowerment Skills
Delegation The assignment of authority to another person to
carry out specific activities while retaining theultimate responsibility for the activities.
Proper delegation is not abdication andrequires: Clarifying the exact job to be done
Setting the range of the employees discretion
Defining the expected level of performance Setting the time frame for the task to be completed
Allowing employees to participate
Establishing feedback controls
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Communication
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Decision
Decision:A Choice from two or more alternatives is called.
Decision Making Process:
A set of eight steps including identifying a problem,Selecting an alternative, and evaluating the
decisions effectives.
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Identification of a problem
Identification of
Decision Criteria
Allocating of weight-age
to criteria
Development of Alternative
Analysis of Alternative
Selection of an Alternatives
Implementation of the alternative
Evaluation of Decision Effectiveness
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Step 1: Identifying a problem
Inconsistency between an existing and adesired state of affairs.
My sale representatives Need new Computer
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Step 2: Identifying decision
criteria Criteria that define whats relevant in a
decision.
Price
Weight
Warranties
Screen Type
Reliability
Screen Sizes
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Step 3: Allocating Weights to the
Criteria Weight the items in order to give them the
correct priority in the decision
Criteria Weight
Reliability..10
Screen Size8
Warranties..5
Weight.5
Price....4
Screen Type..3
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Step 4: Developing Alternatives
To list the viable alternatives that couldresolve the problem.
Compaq Acer HP
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Step 6: Selecting an
AlternativeAn act of choosing the best alternative from
among those condition.
Model Reliability Screen Size Warranty Weight Price ScreenType
Total
Acer TravelMat737Tl
8*10=80 3*8=24 5*5=25 10*5=50 3*4=12 5*3=15 206
CompaqPresario 1800XL
8*10=80 40 50 30 24 15 239
HP omnibook900
80 40 25 50 12 30 237
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Step 7: Implementing the Alternative
Conveying a decision to those affected andgetting their commitment to it.
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Step 8: Evaluating Decision
effectiveness Process involves appraising the outcome of
the decision to see if the problem has beenresolved.
Did the alterative chosen in step 6 andimplementation in step 7 accomplish thedesired result ?
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The Pervasiveness of Decision
Making Everyone in an organization makes decision,
but decision making is particularly important in
a managers job. Decision making is part of all
four managerial functions.
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The pervasiveness of decision
making Planning What are the organization's long term objectives?
What strategies will best achieve those objectives?
What should the organizations short termobjectives?
How difficult should individual goals be?
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The pervasiveness of decision
making Organizing How many employees should I have report directly
to me?
How much centralization should there be in the
organization?
How should jobs be designed?
When should the organization implement a
different structure?
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The pervasiveness of decision
making Leading How do I handle employees who appear to be low
in motivation?
What is the most effective leadership style in a
given situation?
How will a specific changes affect worker
productivity?
When is the right time to stimulate conflict?
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The pervasiveness of decision
making Controlling What activities in the organization need to be
controlled?
How should those activities be controlled?
When is a performance deviation significant?
What type of management information system
should the organization have?
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The Manager as Decision Maker
Decision making process Rationality
Bounded rationality
Intuition
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The Manager as Decision Maker
Rational decision making Describes choices that are consistent and value
maximizing within specified constraints
Assumptions of RationalityA decision maker who was perfectly rational would
fully objective and logical. He or she would
carefully define a problem and would have a clear
and specific goal.
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The Manager as Decision Maker
Bounded rationality Behavior that is rational within the parameters of a
simplified decision-making process, which is
limited (or bounded) by an individuals ability to
process information.
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The Manager as Decision Maker
Intuitive decision makingA subconscious process of making decision on the
basic of experience and accumulated judgment.