Post on 05-Apr-2018
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Establish and apply best practice in communicating withemployees both directly and through trades unions.
Brikit Griminalli Norbert
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Communication in the organisation Types and Styles of Communication
Barriers to communication
Direct and Indirect Communication
Problems of Poor communication
Best Practice
Solutions for British Leyland
Implementing A CommunicationStrategy
Conclusion
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Communication is defined by Bennett(1991) as the transmission of informationand its receipt. It can involve the exchangeof data, opinion and/or sentiment.
Shannon and Weaver (1949) describedcommunication as a series of relations
between inputs and outputs
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Types1. One way2. Two way or Interaction3. Transaction
Styles
CENTRALISED DECENTRALISED HIERARCHICAL
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4. Words
mean
different
things to
different
people
5. Emotionalcontest6. Noise
7.
Organisationalsize
2. Perceptions
about the
communicator3.
Influence
of ones
own
reference
group
1.
Hearing
what we
expect
to hear
IntendedMeaning
Encodes into
symbols
Decodes
symbols
Perceived
meaning
Feedback or new
message
Message
throughchannel
e.g.
TRADE
UNIONS
BARRIERS TO COMMUNICATION (Watson and Gallagher 2005)
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Direct Communication: Is speech thatsignificantly states and directs an action.
Indirect Communication: Is not typicallyauthoritative. It invites contribution andmakesthe listener feel that their ideas areimportant.
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Good Bad
Individual face-to-face Involves all within theteam and they hear thesamemessage. Provides aforum for discussion ifdelivered well.
Can appear top-downand bureaucratic ifdelivered badly
ConsultativeCommittees Two waycommunication.inclusive and includesgood feedback andresponse
Not alwayseffective. Decisionmaking can becomeover-complicated. Consensus may be difficult to
reach.Notice Boards Can give key messagesand useful visualstimulation.
Can give key messagesand useful visualstimulation.
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Magazines Can be a moreinteresting read - power
of story telling ratherthan 'dry'information. Moretactile, can read overlunch. Good forexternal PR
Cost. Production andresource time. Quickly
out of date. Can beseen as simply corporatepropaganda
Intranet Electronic info, messageof the day, documentstore etc etc. Accessiblefrom desktop andmobile devices
Not always suitable formanual workers or thoseworking out in thefield/non-officeconditions. Can be
impersonal orinformation overload
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Information from the sender may not reachthe recipient
Communication overload may occur Misunderstanding
Lack of feedback
Poor organisational performance
Employee dissatisfaction Stifles creativity and innovation
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1. Adjust to the world of the receiver2. Use feedback
3. Use reinforcement
4. Use simple direct language5. Reinforce words with actions
6. Use multiple channels of communication
7. Create self managed teams and decentralise
authority
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BEST PRACTICES Contd.THE 7 CS OF EFFECTIVE
COMMUNICATION (Rollinson 1998)1. COMPLETENESS2. COURTESY3. CLARITY4. CORRECTNESS5. CONSISTENCY6. CONCRETENESS7. CONCISENESS
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Communities of practice
Company handbooks Consultation policy Consultative committees
Team briefings
Magazines Newsletters, Notice Boards and Bulletins
Videos and Recorded Messages
Emails Websites
360 degrees feedback appraisal system
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Embedded in the organisations strategy Stages in implementing a communication strategy
in British Leyland
Communication requirement analysis
Communication and technology audit
Gap analysis
Draft communication strategy and plan
Consultation
Agree communication strategy and plan
Implement
Constantly review
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Effective communication methods, tools andtechniques
Effective change management strategies
Dedicate resources to communicationstrategies
Assessment of the organisational culture
Assess potential resistance within the
organisation
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Bennett, R. (1991) Organisational Behaviour. London: Pitman Publishing
Beardwell.J, Claydon.T (2009) Human Resource Management A Contemporary Approach.Harlow: FT Prentice Hall
Cully.M, Woodland.S, and Dix. G. (1999) Britain At Work. London: Routledge
Derek Rollinson (1998) Organisational Behaviour and Analysis. Addison-Wesley: Harlow
Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. New York:Bantam Books
Goodman.M. (1995) Creative Management. Harlow: Prentice Hall
Mullins.L (2010) Management and Organisational Behaviour. Harlow: FT Prentice Hall
Santosus.M, Surmacz. J. (2001) The ABCs of Knowledge Management. : CIO Magazine
Shannon, C. and Weaver, W. (1949) The Mathematical Theory of Communication. IllinoisUniversity Press
Watson, G. and Gallagher, K. (2005). Managing for Results. London: CIPD