Summary
SHRM Samenvatting Communication in Organizations.
- Course
- Institution
- Book
Communication in Organizations summary for the Strategic Human Resource Management course. This summary contains chapters 1,2,3,7,10,14,15.
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
Samenvatting SHRM Communications in Organizations
-
Summary communications in organizations
-
Communication in Organizations
Seller
Follow
lotte1998
Content preview
Part 1: Basic communication skillsIn communication a distinction can be made between the sender, the person who sends out a
message, and the receiver, the person who receives the message. This applies also for sender and
receiver (or listener) skills.
Chapter 1. Regulating skills
The purpose of regulating skills – protecting the order and clarity of the conversation.
Opening the conversation, setting goals – how to open the conversation is naturally
dependent upon the situation. Whether starting formally or informally, in both cases clarity
of your intentions promotes the smooth progression of the conversation. It can be stated
that a clear conversational structure promotes efficiency
Goal evaluation – conversations are based on a goal, often this is about solving problems.
Closing the conversation – in order to keep a check on the time it is wise to make known the
time available at the beginning of the conversation, and keep an eye on this time too. End
with a summary.
Chapter 2. Listening skills
It is important to let your controversial partner know that he is being listened to, reasons:
It is stimulating for the partner; and
It can avoid the problems that occur when one does not listen well.
Non-selective listening skills; attentive Selective listening skills
behaviour
Nonverbal behaviour Asking questions
Minimal encourages Paraphrasing
Reflection of emotions
Concreteness
Summarizing
Non-selective listening skills
Half of our communication is composed of nonverbal behaviour.
From facial expression it can be seen whether someone is interested in what the other
person is saying or not. Facial expression is often directly related to feelings.
Regarding eye contact, neither have a fixed stare, nor avoid the speaker’s eyes altogether.
The interest in the other person can also be shown by a relaxed and friendly body posture.
By nodding and making supportive gestures with the hands and by avoiding nervous and
distracting movements, you can show your attention: encouraging gestures.
Verbal following means that the comments you make should be in line with what the speaker is
saying and that you do not start any new subjects.
Minimal encouragers are short verbal reactions intended to stimulate the speaker to talk by
showing that he is being listened to hemming (uh-huh), yes…yes, and then?, go on etc.
Selective listening skills
Selectivity in a conversation is related to the fact that in reactions someone gives certain aspects of
the speaker’s conversation more attention than others.
During conversations it is often necessary to clarify what speakers are saying exactly and what they
really want asking questions.
Open-ended questions – leave speakers much freedom in formulating answers to them.
, Closed questions – can be answered with a single word, either a yes or a no will usually do.
Paraphrasing of content means briefly stating in your own words what the speaker has said. It is
based on factual information, so no own opinions. The paraphrase needs to be expressed in a
questioning way.
Reflection of feelings means mirroring of feelings. The goal is to show that you are trying to
understand how the speaker feels. Feelings can be divided into single or complex feelings.
Single feelings can either be positive (I am happy) or negative (I am sad).
Complex feelings are often confusing and especially arise in emotional situations.
The meaning of concreteness – lettings speakers tell their story as concretely as possible.
The goal of summarizing is to give structure to the conversation by ordering the main points of
contents, as well as emotions. The summary needs to be made in a questioning tone because it is
likely to forget certain aspects or not express them correctly due to the large quantity of information.
Chapter 3. Sender skills
A distinction has been made between skills where you take the initiative and skills with which you
react to someone.
Sender skills – initiative Sender skills – reactive
Giving information Refusing
Making requests and giving instructions Reacting to criticism
Giving criticism
Situation clarification
Sender skills – initiative
How to give information, is related with four factors:
Structure – means the clarity and orderliness of an amount of information.
The conversational partner is most likely to understand the information if you use short
sentences, known words and clear wording, and speak in a calm tempo – simplicity of style.
Conciseness – means a certain restriction in the amount of information given.
Attractiveness, two methods: ways to enliven the content of the conversation, and ways to
strengthen the relationship between the speaker and conversational partner(s).
Making requests and giving instructions is something that some people have difficulties with. Often
there is a combination of three causes:
1. Lack of courage, afraid to stand up for themselves.
2. Negative expectations that one has about the reactions that the request will cause.
3. Lack of skill, not knowing how to make a request or give the order.
Different methods for making requests and giving instructions:
The sub-assertive way – not assertive enough, timid, shy, self-conscious.
The assertive way – being outspoken, standing up for yourself, being independent.
The aggressive way – standing up for yourself, but in an irritating way.
Giving criticism is often experienced as difficult, there are several reasons for this:
1. Being afraid of the relationship with the person will be altered.
2. One’s own insecurity or fear of not begin taken seriously.
A distinction can be made between criticism of opinion and criticism of behaviour.
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller lotte1998. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $3.49. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
52510 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now