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- Dictionarycommunication/kəˌmjuːnɪˈkeɪʃn/
noun
- 1. the imparting or exchanging of information by speaking, writing, or using some other medium: "television is an effective means of communication" Similar
- 2. means of sending or receiving information, such as phone lines or computers: "satellite communications"
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the communication process determine the quality of communication. A problem in any one of the. elements can reduce communication effectiveness (Keyton, 2011). For example, information must be enc. ded into a message that can be understood as the sender intended. Selection of the particular medium for transmi.
irections: downward, upward, and horizontal (Lunenburg & Ornstein, 2008). These three directions establis. the framework within which communication in an org. nization takes place. These communication flows are depicted in Figure 1. Examining each one briefly will enable us to better appreciate the barriers. the means.
Eye contact is a strong nonverbal cue that serves four functions in communication (Hickson, 2010). First, eye contact regulates the flow of communication by signaling the beginning and end of conversation. Second, eye contact facilitates and monitors feedback, because it reflects interest and attention. Third, eye contact conveys emotion.
Definition and Characteristics The culture of an organization is all the beliefs, feelings, behaviors, and symbols that are characteristic of an organization. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011).
improved communication and understanding between the change agent and organization members. Linkage This refers to the extent to which the change agent and organization members are tied together in collaborative activities. The greater the collaborative involvement (the tighter the linkage), the more likely the change agent will be successful.
authority, and communication with little shared decision making (high centralization). Each functional role requires precise definitions of rights and obligations and technical methods (high formalization). These schools emphasize status differences between
circle of communication. In contrast, out-group members are outside the leader’s inner circle, receive less attention and fewer rewards, and are managed by formal rules and policies. In this article, I discuss how the leader-member exchange theory works; research findings; managerial implications of the theory; and how to build
Mutual adjustment exists when work is coordinated through informal communication. Mutual adjustment or coordination is the major thrust of Likert’s (1987) “linking-pin” concept. The third basic dimension of an organization is the type of decentralization it employs. The three types of decentralization are the following:
Create and implement a communication strategy that consistently communicates the new vision and strategic plan. 5. Empower broad-based action Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. 6. Generate short-term wins.
generated nominally (without verbal communication). This prevents inhibition and conformity, which occurs in the phenomenon of groupthink (Janis, 1982). Evaluation occurs in a structured manner that allows each idea to get adequate attention. The research on the effectiveness of the nominal group technique is encouraging.
