Organization and Management

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Leading (Part 2)

Leading (Part 2)

Communication applies to all phases of managing, it is particularly important

in the function of leading. Communication is the transfer of information from
a sender to a receiver, with the information being understood by receiver.
This definition forms the basis for the communication process model
discussed in this lesson. the model focuses on the sender, the transmission,
and the good communication, and feedback, that facilitates communication.
Topic Outline:
1. Definition of communication
2. Communication process model
3. Different types of communication
4. Communication flow
5. Management change and diversity
6. Change management process
7. The difference between Filipino and Foreign Cultures: A Leadership
Challenge
8. The difference between Cross-cultural and intercultural communication

Definition of Communication
Communication
The transfer of information from a sender to a receiver, with the information
being understood by receiver.
What is Managerial Communication?
Managerial communication enables people to exchange information and
feedbacks within the organization and enables people to pursue the
organizational goals.
Why communication is needed in management?
 To establish and disseminate the goals of an enterprise;
 To develop plans for their achievement;
 To organize human and other resources in the most effective and efficient
way;
 To select, develop, and appraise members of the organization;
 To lead, direct, motivate, and create a climate in which people want to
contribute; and
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 To control performance.

The Purpose of Communication

The purpose of communication in an enterprise is to effect change – to
influence action toward the welfare of the enterprise. Communication is
essential for the internal functioning of enterprises because it integrates the
managerial functions.
1. to establish and disseminate the goals of an enterprise;
2. to develop plans for their achievement;
3. to organize human and other resources in the most effective and
efficient way;
4. to select, develop, and appraise members of the organization;
5. to lead, direct, motivate, and create a climate in which peo ple want to
contribute; and
6. to control performance

Figure 11.1 – The purpose and function of communication

Graphically shows not only that communication facilitated the managerial
functions but also that communication relates an enterprise to its external
environment. It is through information exchange that managers become
aware of the needs of customers, the availability of suppliers, the claims of
stockholders, the regulations of governments, and the concerns of the
community. It is communication that any organization becomes an open
system interacting with its environment.
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The Communication Process Model

Figure 11.2 – The Communication Process

Sender of the message: Communication begins with the sender, who has a
thought or an idea, which is then encoded in a way that can be understood by
both the sender and the receiver. While it is usual to think of encoding a
message into a spoken language, there are many other ways of encoding,
such as translating the thought into computer language.
Use of a channel to transmit the message: the information is then
transmitted over a channel that links the sender with the receiver. The
message may be oral or written, and its transmission may be through a
memorandum, a computer, telephone, a telegram, email, television, or other
media. The proper selection of the channel is vital for effective
communication.
Receiver of the message: the receiver has to be ready for the reception of
the message so that it can be decoded into thoughts. The next step in the
process is decoding, in which the receiver converts the message into
thoughts. Accurate communication can occur only when both the sender and
the receiver attach the same, or at least similar meanings to the symbols that
compose the message. Communication is not complete unless it is
understood. Understanding is in the mind of both the sender and the
receiver. Persons with closed mind will normally not completely understand
messages, especially if the information is a contrary to their value system.
Noise: Anything – whether in the sender, the transmission, or the receiver –
that hinders communication.
Feedback: to check the effectiveness of communication, a person must have
feedback. One can never be sure whether or not a message has been
effectively encoded, transmitted, decoded, and understood until it is
confirmed by feedback. Similarly, feedback indicates whether individual or
organizational change has taken place as a result of communication.

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Types of Communication

1. Verbal communication: Face-to-face, telephone, radio, television and

other media.
2. Written communication: Letters, e-mails, books, magazines, the
Internet or via other media.
3. Non-Verbal communication: Body language, gestures, how we dress
or act - even our scent.
4. Visualization: Graphs, charts, maps, logos.
Barriers and Breakdowns in Communication
1. Lack of planning
2. Unqualified Assumption
3. Semantic distortion
4. Poorly expressed message
Communication barriers in the International environment
1. Loss by transmission and poor retention
2. Poor listening and pre-mature evaluation
3. Impersonal communication
4. Distrust, Threat, and Fair
5. Insufficient period for adjustment to change
6. Information Overload
Organizational Communication Types
Formal Communication – communication that takes place within
prescribed organizational work arrangements.
Informal Communication – communication that is not defined by the
organization’s structural hierarchy.

Formal communication Informal communication

Official channel Unofficial channel

Planned and systematic Unplanned and spontaneous

Part of organization str Cuts across formal relationships

Oriented towards goals and task of the Directed towards goals and need
enterprise satisfaction of individual

Impersonal Personal and social

Stable and rigid Flexible and instable

Slow and structured Fast and unstructured

Table 11.1
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Direction of Communication Flow

Upward communication: travel from subordinates to superiors and
continues up the organizational hierarchy.
Downward communication: flows from people at higher levels to those at
lower levels in the organizational hierarchy.
Horizontal: flow of information is among people on the same or similar
organizational levels.

Guidelines for Improving Communication

Effective communication is the responsibility of all persons in the
organization, managers as well as non-managers, in working toward a
common aim. Whether communication is effective can be evaluate by the
intended results. The following guidelines can help overcome the barriers to
communication.
1. Clarify the purpose of the message
Senders of messages must clarify in their minds what they want to
communicate. This means that one of the first steps in communicating is to
clarify the purpose of the message and to make a plan to achieve the
intended end.
2. Use intelligible encoding
Effective communication requires that encoding and decoding be done with
symbols that are familiar to both the sender and the receiver of the message.
Thus, the manager (and specially the staff specialist) should avoid
unnecessary technical jargon, which is intelligible only to experts in the their
particular field.
3. Consult others’ views
The planning communication should not be done in the vacuum. Instead,
other people should be consulted and encouraged to participate: to collect
the facts, analyze the message, and select the appropriate media.
4. Consider receivers’ needs
It is important to consider the needs of the receivers of the information.
Whenever appropriate, one should communicate something that is of value
to them, in the short run as well as in the more distant future. At times,
unpopular actions that affect employees in the short run may be more easily
accepted if they are beneficial to them in the long run.
5. Use appropriate tone and language and ensure credibility
There is a saying that the tone makes the music. Similarly, in communication,
the tone of voice, the choice of language, and the congruency between what is
said and how it is said influence the reaction of the receiver of the message.
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 An autocratic manager ordering subordinate supervisors to practice
participative management will create a credibility gap that will be difficult to
overcome.
6. Get feedback
Too often, information is transmitted without communicating.
Communication is complete only when the message is understood by the
receiver. And the sender never knows whether the message is understood
unless he or she gets feedback. This is accomplished by asking questions,
requesting a reply to a letter, and encouraging receivers to give their reaction
to the message.
7. Consider receivers’ emotions and motivations
The function of communication is more than transmitting information. It also
deals with emotions, which are very important in interpersonal relationships
between superiors, subordinates, and colleagues in an organization.
Furthermore, communication is vital for creating an environment in which
people are motivated to work toward the goals of the enterprise while they
achieve their personal aims. Another function of communication is control.
As explained in the discussion of management by objectives (MBO), control
does not necessarily mean top-down control. Instead, the MBO philosophy
emphasizes self-control, which demands clear communication with an
understanding of the criteria against which performance is measured.
8. listen
Effective communicating is the responsibility not only of the sender but also
of the receiver of the information. Thus, listening is an aspect that needs
additional comment.

Management of Change and Diversity

Change Management:
Change management is an approach to shifting or transitioning individuals,
teams & organisations from a current state to a desired future state.
Change management is the process, tools & techniques to manage the
people-side of change to achieve the required business outcome(s)

Change Management Process

The change management process is the sequence of steps or activities that a
change management team or project leader would follow to apply change
management to a project or change.
Change management processes contain the following three phases:
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Figure 11.3
1) Preparing for change (Assessment)
 Identifying the problem: Opportunity that necessitates change
(symptoms)
 Data collection: Gathering structural, technological and people
information and effects of these elements on the process
 Data analysis: Summarizing the data ( advantages, dis-advantages, risks,
and consequences)
 Strategic determination: Identifying possible solutions, barriers,
strategies
 Decide if the change is necessary.
 Make others aware of the need for the change.
 Swot analysis and basic 4 forces models: (environmental forces
,organizational forces , task demand , personal need.)
2) Managing change (Planning and Implementation)
 State goal and specific measurable objectives and also the time allotted.
 Establishing the who, how, what, and when of change.
 Allocating resources, budget and evaluation methods.
 Plan for resistance management.
 Identify areas of support & resistance.
 Include everyone in the planning that will be affected.
 Establish target dates for implementation.
 Develop appropriate strategy for alteration.
 Be available to support others through the process.
 Evaluate the change then modify if necessary.
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3) Reinforcing change (Evaluation)
 Determining effectiveness of change.
 Achieved objectives and benefits - qualitative as well as financial and the
documented evidences of being achieved.
Stabilize the change: - taking measures to reinforce and maintain the
change.

Kurt Lewin’s Change Management Process

Moving
Unfreezing

Refreezing
Creating the Designing and Reinforcing and
motivation and implementing stabilizing new
desire for change actual change methods,
procedures and
behaviors

Figure 11.4
Unfreeze
 The existing equilibrium. Motivate persons by getting them ready for
change and increase willing to change.
 Build trust and recognition for the need to change.
 Actively participate in identifying problems and generate alternative
solutions.
 Is the development through problem awareness of a need for change.
Moving
 Work toward change by identifying the problem or the need for change.
 Explore the alternatives,
 Defining goals & objectivities
 Plan how to accomplish the goal &
 Implement the plan for change.
 Get persons to agree that the status quo is not beneficial to them.
Refreezing
 Does the integration of the change happened into ones personality &
consequently stabilization of the change happened?
 Then reinforce the new patterns of behavior. (Positive change)
 New level of equilibrium.
 Frequently person tries to return to old behavior after the change effort
ceases.(Negative change)
Steps for Successful Change Management
 Increase urgency: inspire people to move
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 Build the guiding team: the right people

 Get the vision right: simple vision and strategy
 Empower action: Remove obstacles
 Create short-term wins: Set aims that are easy to achieve
 Don't let up: highlight achieved and future milestones
 Make change stick: Weave change into culture

Types of Change
There are two types of change in an organization:
Planned change - refers to initiatives that are driven “top-down” in an
organization.
“Emergent” change - refers to a situation in which change can originate from
any level in the organization.

Areas of Change in an Organization

Strategic Change
Sometimes in the course of normal business operation it is necessary for
management to adjust the firm's strategy to achieve the goals of the
company, or even to change the mission statement of the organization in
response to demands of the external environments.
 Adjusting a company's strategy may involve changing its fundamental
approach to doing business: the markets it will target, the kinds of
products it will sell, how they will be sold, its overall strategic orientation,
the level of global activity, and its various partnerships and other
joint‐business arrangements.
Structural Change
 Organizations often find it necessary to redesign the structure of the
company due to influences from the external environment.
 Structural changes involve the hierarchy of authority, goals, structural
characteristics, administrative procedures, and management systems.
 Almost all change in how an organization is managed falls under the
category of structural change.
 A structural change may be as simple as implementing a no‐smoking
policy, or as involved as restructuring the company to meet the customer
needs more effectively.
Process‐oriented Change
 Organizations may need to reengineer processes to achieve optimum
workflow and productivity.

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 Process‐oriented change is often related to an organization's production
process or how the organization assembles products or delivers services.
 The adoption of robotics in a manufacturing plant or of laser‐scanning
checkout systems at supermarkets are examples of process‐oriented
changes.
People‐centred Change
 This type of change alters the attitudes, behaviors, skills, or performance
of employees in the company.
 Changing people‐centered processes involves communicating,
motivating, leading, and interacting within groups.
 This focus may entail changing how problems are solved, the way
employees learn new skills, and even the very nature of how employees
perceive themselves, their jobs, and the organization.
 Some people‐centered changes may involve only incremental changes or
small improvements in the process.

Causes for Employee Resistance to Change

In some cases, employees resist change for the following reasons:
• Lack of trust
• Perception that change is not necessary
• Perception that change is not possible
• Relatively high cost
• Fear of personal failure
• Loss of status or power
• Threats to values and ideas
• Social, cultural or organizational disagreements
• Resentment of interference

Managing Resistance to Change

1. Participation and Involvement:
Participation ensure commitment in implication of changes. Secondly,
participation will be easier when individual recognizes his personal benefit
to be gained from change
2. Communication and Education:
If information is inaccurate and not adequate then it is necessary to educate
employees through training classes , meetings and conferences. changes
must be communicated clearly without doubt in these meetings.
3. Leadership:
A leader with stronger influence and have command from the members to
exert emotional pressure on its followers to bring about the change.
4. Negotiation and Agreement:
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Negotiation is a technique used to balance the point of difference within

parties. Such negotiation happened in bargaining with Labor Unions. In such
case individual or group end up in losers as a result of change where
individual or group have considerable power to resist.
5. Willingness Of The Sake Of The Group:
Some individuals may be willing to accept changes when group belonging to
willing to accept the change. This especially true when the individual has a
Continuous Psychological Relationship with Group.
6. Timing Of Change:
Timing of introduction of change can have a considerable impact on
resistance. Management must be careful in choosing the time when
organizational climate is highly favorable to change.

Filipino and Foreign Cultures: A Leadership Challenge

Cross cultural differences in business culture and everyday living in the
Philippines can cause many obstacles to successful business endeavours if
not carefully considered.
Cross cultural training courses such as Doing Business in the Philippines and
Living and Working in the Philippines give an in-depth understanding of the
cultural behaviour and perception patterns and provide strategies and
solutions on how to deal with challenges if they occur.
The key cultural differences between Filipino and International
organizations:
HIERARCHY
Power relations in Philippine organisations are very hierarchical with the
senior manager taking a patriarchal role at the tip of the pyramid. Employees
rarely correct or challenge authority figures but follow their instructions
uncommented. They are also reluctant to say “no” to superior s even when
they know they won’t meet the deadline. Foreigners doing business in the
Philippines tend to be irritated by this dependent working attitude and often
misinterpret it as indifference or a lack of interest.
MAKING DECISIONS
Filipinos place a lot of emphasis on group harmony. Consensus is therefore
crucial when making decisions so a lot of time is dedicated to hearing and
considering opinions. Empirical data and rules are usually not considered a
liable source in this process but attention is mainly given to intuition and
immediate feelings. Not adhering to this style of negotiation can result in
severe misunderstandings and even unsuccessful business outcomes. An
intercultural training course on business and social culture in the Philippines
will prepare you thoroughly to feel comfortable when discussing business
issues with Filipino counterparts.
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 PERSONAL RELATIONSHIPS
Closely linked to the need for group harmony is the high importance Filipinos
attribute to personal relationships and relationship building. Most business
relations in the Philippines are established through friends or colleagues and
before business matters are discussed Filipinos like to engage in personal
small talk. Foreigners often get frustrated and feel meetings do not run
efficiently because so much time is designated to establishing and cultivating
relationships. They tend to underestimate the importance of socialising and
rapport building.
FACE
The concept of face in the sense of personal reputation has a large impact on
everyday behaviour patterns in the Philippines. Maintaining self-control is of
utmost importance in this regard and failure to do so can result in a huge
degradation of status. Filipinos therefore have a very indirect style of
communication and try to remain calm and refrain from criticising people in
public. For the same reason “no” as a sign of disagreement is rarely used.
Foreigners often struggle to understand the importance of face. A cross
cultural training course on Doing Business in the Philippines will give you an
in-depth insight into acceptable communication and behaviour to avoid
misunderstandings and offenses.
TIME
Filipinos have a very relaxed approach to time which determines pace of life
at work and outside. Deadlines and appointments are perceived as flexible
rather than definite and finishing off a conversation properly is usually
regarded more important than arriving on time. Foreigners often find it
difficult to deal with this mañana lifestyle and the many delays they
encounter when dealing with counterparts in the Philippines. A Doing
Business in the Philippines intercultural training course provides the
necessary insight that international business people need to be able to adjust
their expectations accordingly beforehand and forego any feeling of
frustration and discontent.

Cross-cultural Vs. Intercultural Communication

Cross-cultural Communication - implies a comparison of and contrast
between particular aspects of communication between cultures.
Cross-cultural communication has become strategically important to
companies due to the growth of global business, technology, and the Internet.
Understanding cross-cultural communication is important for any company
that has a diverse workforce or plans on conducting global business. This
type of communication involves an understanding of how people from
different cultures speak, communicate, and perceive the world around them.
Cross-cultural communication in an organization deals with understanding
different business customs, beliefs and communication strategies. Language
differences, high-context vs. low-context cultures, nonverbal differences, and
power distance are major factors that can affect cross-cultural
communication.
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Intercultural Communication - the communication between people from

different cultures (it refers to what happens when these culturally-different
groups come together, interact and communicate).
Intercultural communication refers to the effective communication
between people/ workers/ clients of different cultural background. It also
includes managing thought patterns and non verbal communication.

Culture Shock
A sense of confusion and uncertainty sometimes with feelings of anxiety that
may affect people exposed to an alien culture or environment without
adequate preparation.

Stages of Culture Shock:

Most people experience culture shock in stages. Some people go through the
stages of this process multiple times, and some may only partially apply to
you. The stages are:
The Honeymoon Stage
During this stage, everything about the new culture is exciting to you. You are
optimistic and will generally focus on the positive aspects of your new home.
You will study your new language with enthusiasm and make great progress.
During this stage, memories of home are still recent and form a kind of
protective shield.
The Disintegration Stage
This stage can be triggered without warning by a small incident or by no
cause at all. You will start to view cultural differences as a source of conflict.
You might feel isolated, confused, and depressed, and miss familiar supports.
The Reintegration Stage
During this stage, you may begin to compare the new culture unfavorably
with your home culture. You might begin to reject the differences you
encounter, and experience feelings of anger, frustration, and hostility
towards the new culture. You might seek out comfort feed from your home
country in an attempt to reconnect with what you value about yourself and
your own culture.
The Acceptance Stage
During this stage, you will learn to accept both differences and similarities
between your home culture and the new one. You will become more relaxed
and confident while you become more familiar with new situations and more
experiences become enjoyable.

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References
Rodriguez, R.A., "Fundamentals of Management"
Wiehrich, H., Cannice, M.V., Koontz, H., "Management, A Global and Entrepreneurial
Perspective, 13th Ed."

Other sources:
www.communicaid.com
www.slideshare.net
www.study.com
www.internationalstudentinsurance.com