E2 Managing Organisational Relationships

* Formal communication
* Informal communication

* Verbal
* Non verbal

1. Sender
2. Encoding
3. Channel
4. Decode
5. Receiver
6. Feedback
Noise can be throughout

The SENDER is the entity that conveys or sends the message

ENCODING is a process through which the message is symbolised

CHANNEL is the medium through which message is being sent. (email, face-to-face conversations, meetings, telephone calls etc).

DECODING is the process in which the message is translated and meaning is generated out of it. (problems can occur here due to interpretation).

RECEIVER. The receiver is the entity that receives the message

FEEDBACK. Is the process through which receiver sends their response.

NOISE is anything which interferes with the communication process and stops the message being received and understood by the receiver as it was intended.

* Environmental/physical noise
* Physiological noise
* Semantic noise
* Psychological noise

Physically disrupts communication.
Loud music
Phones
Chatting

Physical barriers
Deaf
Poor sight
Speech impairment

Caused by sender and receiver having a different understanding of the words.
Different dialects/languages
Using jargon
Words with several meanings

The attitude of the sender and receiver
Anger
Sadness etc

* Not being clear
* Ommitting information
* Poor word choice
* Using words that provoke an emotional response
* Using jargon
* Using innapropriate medium
* Sending too much information
* Sending mixed messages

* Not in an appropriate state to receive the message
* Not wishing to receive the message
* Filtering out elements they dont want to deal with
* Information overload
Mindset that does not admit the substance of the message

* Have a clear objective
* Plan the communication
* Think about the receiver and their situation
* Anticipate reactions to the message
* Practice using the channels of communication
* Seek and work with the feedback

* Consider their contribution
* Listen attentively
* Check out anything that is vague
* Give feedback

* Tracking & case software (tracks customer/staff queries)
* Internal blogs
* Discussion forums
* Intranet
* Chat & private messaging

Data visualisation allows large volumes of complex data to be displayed in a visually appealing and accessible way that facilitates the understanding and use of the underlying data.

* Determine the purpose of the meeting
* Establish who needs to attend
* Determine the agenda in advance
* Make suitable arrangements for location and time
* Facilitate discussion
* Manage the plan of action
* Summarise
* Publish results/minutes

* Facilitator
* Chair
* Secretary/administrator
* Protagonists
* Antagonists

sets the agenda, ensures the objectives of the meeting are being met

Makes sure the agenda is being followed and all members participate equally

Takes minutes and distributes them in a timely manner

Positive supporter

Disagreement and a negative attitude to team members

* Inappropriate chairperson
* Objectives of meeting undefined or unclear
* Lack of interest in meeting
* Too much talk
* Attendees cannot reach agreement on issues
* Action points from previous meeting not carried out
* Minutes too long or too short

Persuasion is a stronger form of influence. While influence can be direct or indirect, intentional or unintentional, persuasion is always direct and intentional. The aim of influence could be to inspire someone to buy in to an idea or make a particular decision, while the aim of persuasion is to change a person, or group's attitude or behaviour towards something or someone. The person using persuasion has a clear objective and is set on achieving it by getting others to support them. Persuasion falls short of telling or ordering someone to do something, but may use coercion as it attempts to get the other person to agree, albeit perhaps under duress.

* Reciprocity
* Commitment
* Social Proof
* Liking
* Authority
* Scarcity

1 Conflict of interest between two or more parties. What one wants is not necessarily what the others want.
2 No established set of rules for resolving conflict, or the parties prefer to work outside of an established set of rules to develop their own solution.
3 Parties prefer to search for an agreement rather than to fight openly, to have one side capitulate, to break off contact permanently, or to take their dispute to a higher authority.

* Preparation
* Opening
* Bargaining
* Closing

* Competition for scarce resources
* Competition for power and influence
* Differences in goals, values, expectations

Horizontal conflict occurs between groups and departments at the same level in the hierarchy

Vertical conflict occurs among individuals and groups at different levels in the hierarchy.