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JUDUL BUKU: Diploma in Business Administration Study Manual BUSINESS COMMUNICATION

PENGARANG : William House

PENERBIT : Abe

RINGKASAN ISI BUKU

A,PURPOSE OF BUSINESS COMMUNICATIONS

The purpose of business communications is to understand more fully how this process functions
most effectively. At an individual level, using the correct formats for letters, memos, reports, or the
correct language or approach in oral presentations, telephone calls, meetings or interviews, will be
an accurate representation of how an organisation organises and communicates. Information can
enter an organisation in a variety of ways:

 personal experience of staff;

How information is transmitted externally and utilised effectively internally will be crucial to the
organisation’s success. The main focus of business communications is to:

(a) give out information;

(a) Power Culture

This is often developed from a “one man band” or entrepreneur. One person will control all
communications within the organisation and may deliberately encourage or block certain
information.

(b) Role Culture

Information passes from the top down to clearly defined departments, to people with clearly
defined responsibilities. This can aid initial communication but may result in a delay in activity if
several groups have to be involved. This type of culture is often found in bureaucratic organisations
such as local government, the Civil Service, banks, etc.

(c) Task Culture

Here teams of people will work together on particular projects in problem-solving groups according
to personal expertise rather than status.

(d) Person Culture

The most important factor here is the personal needs of the staff – their individual growth and
development.

Communication Systems Within and Between Organisations

The formal communication system in an organisation sets out the command structure and the inter-
relationships between the departments within it. A company organisation chart in either a company
brochure or company report will usually outline the chain of command and responsibility and hence

(a) Downward vertical flows

These are usually in the form of verbal or written messages. Verbal messages are usually planned,
intending to communicate a clearly defined set of instructions or information. The written messages
will usually be contained in memos, or notices of staff meetings.

(b) Upward vertical flows

These are used to convey information from lower staff levels to management They can take the form
of progress reports or reports of grievance procedures. In a bureaucratic organisation they will
almost always be in written form. There may also be a “house style” determining exactly how such
written reports are presented to management.

(c) Horizontal flows

These take the form of the proceedings of cross-functional, problem-solving teams as found in the
task or people-culture organisations. They may occur at formal or informal meetings within the
functions or they may be responses to or requests for information.

(d) Diagonal communications

These may take the form of formal meetings or informal conversations. Diagonal communications
can also be viewed as an attempt to improve internal communications so that the passing of
information and ideas is not restricted to and from management or along the same levels of
responsibility

B. THE COMMUNICATION PROCESS

In order to send our message, it is clear that we need an understanding of the role/function of the
communicator and audience, and then we can select the appropriate channel of communication.
There will also be feedback from us, as communicators, to the audience.

Effective communication needs to be planned; organisations, and individuals within them, must
identify not only what they want to communicate, but with whom and why. Information will always
be communicated within or between organisations, which are themselves networks of
communications.

Encoding and Transmission

What is the message?

Given that all participants in the communications process have their own unique perspective, it is up
to the communicator to make sure that the message accurately reflects what is intended and is then
presented in the most suitable format.

Channels of Communication

It is important to ensure that you use an appropriate channel or medium to communicate with a
target audience. There are various methods of communicating with a target audience:

Face to face – meetings, interviews, presentations or informal discussions, etc.

Oral – using the telephone, voice mail and answer machines, etc.

Written – using letters, memos, reports, forms, fax messages, or E mail, etc.

Visual – using charts, tables, diagrams, slides, maps or notices, etc.

Decoding

Who is your audience?

Communication will also be determined by the status of your audience. In different contexts each of
us has a different status and may represent different market segments: doctor, patient, mother,
wife, husband, single parent, consultant, tennis coach, etc. The same message may be addressed to
different audiences using differing language and channels of communication, and you will require
the feedback to be different for your own internal communications.

Interpreting and Feedback

People are important. In dealing with organisations we sometimes lose sight of the fact that not only
do we need to understand the organisational culture, but we do also actually communicate with
people. Personal communication style can be as important in delivering a message as the selection
of the appropriate channel. Initial impressions are important but like all communications are not a
one-way process.
C. KEY FACTORS FOR EFFECTIVE COMMUNICATION

Personality Perception

People respond to each other as to their perceptions of each other’s personality. As individuals we

function as:

 The person we are.

These three personalities are often significantly different. J

udgement and Concealment

Often we make a judgement about facts and information we come across. When we pass this
information on to others we subconsciously make an “internal” judgement about what we feel is
important. This may mean that some aspect is emphasised or played down (concealed) depending
on whether we feel it is relevant or irrelevant.

Congeniality

The recipient of a message tends to be more attuned to the message if it is congenial to or confirms
the person’s own frame of reference, i.e. all the attitudes and presumptions that determine how a
person perceives issues and events. It is almost like a filtering mechanism which blocks out
“unacceptable” facts and opinions whilst reinforcing and embellishing information that is more
“acceptable”.

Rumour

Despite our analysis of intentional or unintentional communication, a rumour is the most effective
form of communication within any organisation. Sometimes rumours are intentional or
unintentional leaks of information which become part of the organisational culture prior to any
official statements being made.

Status

The confidence that readers and listeners have in a communication is affected by the extent to
which they believe the information and the credibility of the communicator. Much of this credibility
is derived from perceived status. Teachers are listened to because there is a perception that they are
honest, objective and competent. Estate agents may arouse suspicion because they are trying to
make a large commission from the seller.

D. THE BARRIERS TO EFFECTIVE COMMUNICATION

For a communication to be effective it is dependent on the nature and quality of the information
which is being sent to the recipient. It also relies on the interpretation placed on the communication
by both sender and receiver. There are a number of potential barriers which may result in an
ineffective communication, which in turn may cause problems in the workplace. These include:

 Irritation
 Misunderstanding
 Mistakes
 Conflict
Barriers to successful communication include:

(a) Technical noise

For example, if a message is not received because of interference on a mobile telephone or because
a fax machine is not working properly.

(b) Physical noise

For example, if an office is too noisy because it lacks sound-proofing or a group is too large so they
cannot hear what is being said in a presentation.

(c) Lack of interest or hostile attitude

For example, if, during a sales presentation, an individual believes a product is not appropriate for
his needs or feels strongly that his valuable time is being wasted, then the person’s message will not
get through what is essentially a very strong barrier.

(d) Poor listening skills

For example, if a group of staff on a training course are not used to sitting down and concentrating
on what is being said then their lack of listening skills might mean that the message is not
successfully communicated.

(e) Information overload

For example, during a meeting a manager might try to give his audience a long list of facts and
figures in a short period of time; this would mean that most of his message would not be
communicated successfully.

(f) Lack of understanding

For example, if someone had a poor grasp of language and used incorrect words such as
“economically variable” instead of “viable”, or the person used technical jargon or abbreviations
which were not understood by the audience.

(g) Psychological noise

For example, if a person at an interview said that he was very interested in the job being described
but started to yawn and gaze disinterestedly out of the window as the interviewer was speaking.

(h) Perceptual bias

For example, if a person uses selective hearing and tunes out in order to avoid an unpleasant
message or one that does not fit into his pre-existing attitudes and values.

(i) Poor timing

For example, telephoning at lunch times and on Friday afternoons may make it difficult to get
through because the person you need to contact is unavailable; or if you are talking to someone in
an appraisal interview telling them how long-term planning in the firm might affect their role, they
are unlikely to be listening if they know that the next topic concerns their annual pay rise!
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