Communication
Content
A Report on Communication and Coordination
(MAN I - Nursing Service Administration)
by: Therese Rachel Mae A. Tating
COMMUNICATION
Definition
The transfer of information and understanding from one person to another A way of reaching others by transmitting ideas, facts, thoughts, feelings, and values. * Its goal is to have the receiver understand the message as it was intended. * When communication is effective, it provides a bridge of meaning between two people so that they can each share what they feel and know. By using this bridge, both parties can safely cross the river of misunderstanding that sometimes separates people. Intrapersonal communication y communication that happens within the individual Interpersonal Communication An interactive process between individuals that involves sending and receiving verbal and nonverbal messages. The basic purpose of interpersonal communication is to transmit information so that the sender of a message is understood by the receiver of the message. Organizational Communication The process whereby managers use the established communication system to receive and relay information to people within the organization and to relevant individuals outside the organization
Importance
Organizations cannot exist without communication. If there is no communication, employers cannot know what their co-workers are doing. Cooperation also becomes impossible, because people cannot communicate their needs and feelings to others. Communication helps accomplish all the basic management functions ± planning, organizing, leading, and controlling ± so that organizations can achieve their goals and meet their challenges. When communication is effective, it tends to encourage better performance and job satisfaction. People understand their jobs better and feel more involved in them. In some instances, they even will voluntarily give up some of their long-established privileges because they see that a sacrifice is necessary.
Elements
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Source Encode Channel of communication Message Decode Receiver Response Feedback Field of Experience
Source The originator of the message May be an institution, and organization or a media 3 Functions To determine what specific meaning is to be communicated To encode or translate ideas into messages To transmit messages Encoding The process of translating a message into words, gestures, and other symbols that communicate the intended meaning of the receivers Converting the information into a format that the receiver will understand Message Any verbal or nonverbal stimulus that elicits meaning in the receiver A fact, concept, idea, or feeling that is transmitted by spoken or written words signals or other means from one person or group to another Channel of communication Means by which message travels from a source to a receiver Interpersonal channels face-to-face exchange between a source and a receiver it could be through letters or fax Mass media channels newspapers, magazines, films, radio, and/or TV enable a source to reach many receivers
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Decoding The process of translating received stimuli into an interpreted meaning Meanings are references such as ideas, images, and thoughts Affected by expectations, mutuality of meaning, and personal interpretations Field of Experience The code or frame of reference The sum of references in the form of each person¶s knowledge, beliefs, and values influenced by culture Codes must at least contain certain set of symbols in order to make communication work Receiver Receives the message and translates into a meaningful one 3 Functions To receive the message To decode To respond to the message Action The behavior taken by the receiver as a result of the message sent Feedback May be a direct or direct response by the receiver to the source¶s message
One-way VS Two-way Communication
One-way communication A process in which information flows in only one direction ± from the sender to the receiver with no feedback loop More common because it is faster and easier for the sender Two-way communication A process in which information flows in two directions ± the receiver provides feedback and the sender is receptive to the feedback More difficult and time-consuming More accurate and receivers have the chance to ask questions, make suggestions and understand more precisely what they should do with the information * Open communication is generally better that restricted communication. In effect, if employees know the problems an organization is facing and hear what managers are trying to do, they will usually respond favorably. * Open-book management builds on the overall theme of open and transparent communications. They work best when employees understand the business, trust that they will receive some benefit from the organization¶s success and are fully empowered to run the workplace.
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Effective Communication * Occurs when the sender¶s message is fully understood by the receiver Efficient Communication * Occurs at minimum cost
2 Factors in Communication
* Persuasion is presenting a message in a manner that causes the other person to support it. * Credibility is trust, respect and integrity in the eyes of others.
Channels of Communication
Oral communication o Includes face-to-face discussion telephone conversations and formal presentations and speeches. Advantages Questions can be asked and answered. Immediate feedback and direct Receiver can sense the sincerity or lack of it More persuasive Sometimes less expensive Disadvantages Lead to spontaneous, ill-considered statements No permanent record Written Communication o Includes memos, letters, reports, computer files, and other written documents Advantages Can be revised Can be saved Message is permanent More time for analysis Disadvantages Sender has no control of where, when or if the message is read No immediate feedback Receiver may not understand parts of the message
Modes of Communication
Downward communication o the traditional line of communication o primarily directive and helps coordinate the activities of different levels of the hierarchy by telling staff associates what to do and by providing them the information to relate their efforts to the organization¶s goals o often fails to achieve employee understanding Upward communication
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o o o
Provides a means for motivating and satisfying personnel by allowing employee input Important in problem-solving Allows free communication of information among managers and staff associates
Lateral communication o or horizontal o occurs between departments or personnel on the same level of the hierarchy o most frequently used in coordinating activities Diagonal communication o Occurs between individuals or departments that are not on the same level of the hierarchy o Informal in nature and used in project types of organizations o Common when communications often flow in all directions at the same time The Grapevine o Informal method of communication often rapid and subject to considerable distortion o Transmits information faster because it uses cluster chain pathways involving 3 or 4 individuals at a time o Often fragmentary and incomplete with no formal line of accountability Electronic Communication o E-mail A computer-based communication system that allows you to send a message to someone or to a group of people almost instantaneously Stored within the computer system until the recipients turn on their networked personal computers and read the message at their convenience Advantages Fast Convenient Disadvantages o Loss of face-to-face contact o Temptation to send spontaneous emotion-laden messages o Use of acronyms and emoticons that can be misunderstood o Blog
Online diaries created and updated frequently and are used to express personal thoughts and commentaries on topics of interest to them
o
Telecommuting Also called electronic cottage
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All or part of their work are at home or at a satellite location through computer links to their offices Advantages Freedom from distraction at the workplace Reduction in time and money spent Spend more time for family Improve productivity Opportunity to hire key talent from a distant city Capacity to accommodate the disabled or chronically ill Disadvantages Possibility of being overlooked at promotion time Risk of getting burned out Social isolation Virtual Offices Uses portable communication tools so work can be done almost anywhere Advantage Reduce office space Disadvantage Social isolation
o
Control of Rumor Dealt with firmly and consistently as soon as possible Provide facts from reliable sources
Barriers in Communication Barrier or noise may emerge in either the physical surroundings or within the individual¶s emotions Types o Personal Barriers Arise from human emotions, values, and poor listening habits May stem from differences in education, race, sex, socioeconomic status Often involve a psychological distance ± a feeling of being emotionally separated o Physical Barriers Occur in the environment Proxemics studies the physical distance between two parties as they communicate (personal, social and public distance) o Semantic Barriers
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umor o Is grapevine information that is communicated without secure standards of evidence being present o Unverified and untrue part of the grapevine o Result of both interest and ambiguity o Tends to change as it passes from person to person o Subject to filtering and elaborating
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Arise from limitations in the symbols with which we communicate Jargon is the specialized language of a group, which can include use of acronyms and slang or distinctive terms that are created by a professional of interest group Inference is interpreting a symbol on the basis of assumptions instead of facts
Improving Communication
o o Establish a clear purpose. Idea should be clear. One must gather information needed and seek consultation from others as appropriate. Know the audience ± The communicator knows what the message is ± the skill is in putting that message across and different audiences may need different approaches. This means putting the needs of the audience before the needs of the communicator. Generate ideas y Brainstorming ± is conducting an internal conduction with yourself and jotting down the subject and any ideas related to it. Look for the pros and cons and isolate the main topics. y Idea mapping ± also called mind mapping. You create a visual presentation of your ideas with your main topic in the middle of the page and right down all the ideas that come to mind in relationship to this idea, starting with the most general and working outward. Organize the idea map, possibly regrouping some topics and removing others. y The Journalist¶s Questions ± who, what, why, when, where, and how y The Decision Tree ± is a way to break the topic into its parts so that you can see how the subtopics relate and whether you have the right and enough support. It is more structured and depends on an internal question and answer dialogue to be most effective. Choose the right code ± ensures that the correct degree of importance will be attached by the audience. Humor may have a part to play but one should possess sensitivity to events and able to code the message is a manner that reflects the likely mood of the audience. It is also important that both leader and audience recognize a similar meaning. Eliminate or make allowance for noise ± Ensuring that the message is carefully thought out and that there are no contradictions is important. Make sure that the transmission is not interrupted in any way and that there is always a summary. Tell a story ± Using stories from the relevant culture can assist in contextualizing the message, thus aiding in understanding. Don¶t let technology obscure the message ± Technology aids communication, not hinder it. An inappropriate method can distort a message. Keep records ± For future reference so there is an audit trail. Don¶t surprise people if you don¶t have to ± A good leader does not to point to a document in their hand and demands an explanation, unless they have informed the other person that they intend to raise the matter.
o
o
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o
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o o
Remember the body language ± Leaders ignore body language at their peril and need to remember that when they are gesticulating at the end of the phine, thei agitation may be perceived through their tone of voice even though they can not be seen Learn to act ± Leaders are able to put themselves into a part and because they are aware of the totality of the message ± words, tone, body language, etc. ± they are able to fool an audience in to believing they are somebody else. Be redundant ± It means dyou should state your viewpoint in a variety of ways and at different times with different audiences. Convey your visions and talk about them tirelessly until followers ³buy into´ the message. Be critical in writing ± Strive for clarity, organization, readability and brevity. Use specific, concrete words and revise if you have time while taking the reader into consideration. Active listening ± helps the source of the message say what he or she really means. Seek Feedback ± It is feedback that shows whether a message has been understood.
Communication Role of A Supervisor
Nursing supervisors need to be motivated, dedicated within their line of work, team players and team leaders, and have the ability to work effectively with staff and employers alike. The task of a nursing supervisor is to oversee the other nurses, to ensure that everyone is performing optimally in their work and to ensure that patients are receiving the best possible care. The task of the nursing supervisor is to also ensure success of the nursing team that he or she is in charge of; this is done by being a team leader, encouraging communication and openness and increasing the spirit of the nurses. Together with the other lead nurses, you are provided with the responsibility of allocated units and wards, this would be according to your fields of experience. It would then be your duty to coordinate the activities within the patient care unit and to assign nurses to their units along with their shift schedules etc. Critical thinking and creative skills are therefore two key aspects required of a nursing supervisor. As a nursing supervisor, you are leading and directing the work of others and therefore, one must be prepared for a very challenging and hard work. The task of a nursing supervisor is therefore very stressful and demanding and it is typical for a nursing supervisor to suffer from stress, burnout and fatigue.
Assertiveness
y y the best style for nurse managers and the one they should foster in their personnel. Ability to communicate with others about who you are, how you live, what you do, what you want and the ability to make them feel comfortable talking about themselves o
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Broken record
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y
Used to reach a compromise by indicating what they want and by keeping other people from talking them into what the others want to do.
o
Fogging y Is agreeing with the truth, agreeing in principle or agreeing with the odds rather than denying the criticism, getting defensive, or counterattacking with criticism. y Helps desensitize one to criticism and reduces the frequency of criticism y Encourages a person to listen and respond only to what is being said rather than to what is implied, and to consider probabilities.
o
Negative Assertion y Assertively accepting negative aspects about themselves y Reduces the need to seek forgiveness for the mistake or the need to counterattack with criticism y not appropriate for physical or legal conflicts or relating to people on a close interpersonal basis Negative Inquiry y Fosters assertiveness in the critic y The criticized asks for more information in an unemotional manner y Provides basis for problem-solving thus reducing repetitive criticism
o
Assertive persons are self-enhancing, expressive, choose for themselves and can achieve their goals. They say what they want, using objective words and send ³I´ messages, maintaining eye contact in a well-modulated voice. They are attentive listeners who give the impression of caring. To achieve assertiveness, one must substitute verbal persistence for silent passivity or verbal abuse. When under attack, an assertive person can: Reflect y Focus on the affective components of the aggressor¶s message. It helps him evaluate the appropriateness of the intensity of his feeling. Repeat the assertive message Point out the implicit assumptions y Involves listening closely and letting the aggressor know that you have heard him Restate the message using assertive language y Focus on the ³I´ message Question y The assertive person can place the behavior of the aggressor to a form of a question as an effective means of helping the other person become aware of an unwarranted action
Group Communication
o Small-group communication y when nurses interact with two or more individuals
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y
staff meetings, patient care conferences, teaching sessions, or support groups
o
Large-group communication y communication with many people Organizational communication y individuals and groups within an organization communicate to achieve established goals y nurses on a practice council meeting to review unit policies or nurses working with interdisciplinary groups on strategic planning or quality assurance will use organizational communication to achieve their aims
o
Stages o Forming stage y When people are introduced, they go through a process of meeting each other o Storming stage. y stage where there is much competition and attempts at the establishment of individual identities. o Norming stage y the group begins to establish rules and design its work o Performing stage y the work actually gets done o Termination or closure y In this phase, the leader guides members to summarize, express feelings, and come to closure.
GROUP DYNAMICS One has to do with the task or the purpose of the group, and the other has to do with the maintenance of the group or support functions.
TASK ROLES OF GROUPS There are 11 tasks that each group performs. For the work of the group to be accomplished, all the necessary tasks will be carried out, either by members or by the leader. o Initiator y Contributor who proposes or suggests group goals or redefines the problem. There may be more than one initiator during the group¶s lifetime. Information seeker y Searches for a factual basis for the group¶s work. Information giver y Offers an opinion of what the group¶s view of pertinent values should be. Opinion seeker y Seeks opinions that clarify or reflect the value of other members¶ suggestions. Elaborator
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o o o
o
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o o
o o o o
Gives examples or extends meanings of suggestions given and how they could work. Coordinator y Clarifies and coordinates ideas, suggestions and activities of the group. Orienter y Summarizes decision and actions, identifies and questions departures from predetermined goals. Evaluator y Questions group accomplishes and compares them to standard. Energizer y Stimulates and prods the group to act and raises the level of it actions. Procedural technician y Facilitates group action and arranging the environment. Recorder y Records the group¶s activities and accomplishments. y
GROUP BUILDING and Maintenance Roles The group task roles contribute to the work to be done; the group-building roles provide for the care and maintenance of the group. Encourager o Accepts and praises all contributions, viewpoints, and ideas with warmth and solidarity. Harmonizer o Mediates, harmonizes, and resolves conflicts. Compromiser o Yields his or her position in a conflict situation. Gatekeeper o Promotes open communication and facilitates participation by all members. Standard setter o Expresses or evaluate standard to evaluate group process. Group commentator o Records group process and provide feedback to the group. Follower o Accepts the group¶s ideas and listens to discussion and decision.
INDIVIDUAL ROLES OF GROUP MEMBERS Group members also carry out roles that serve their own needs. Group leaders must be able to manage member roles so that individuals do not disrupt group productivity. The goal is management and not suppression. Not every group member has a need that results in the use of one of these roles. o Aggressor y expresses disapproval of other¶s values or feelings through jokes, verbal attacks, or envy. Blocker y persist in expressing negative points of view and resurrect dead ideas. Self-confessor
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o o
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o o o o
o
y uses the group setting as a forum for personal expression. Recognition seeker y works to focus positive attention on her/him. Playboy y remains uninvolved and demonstrate cynicism, nonchalance or horseplay. Dominator y Attempts to control or dominate the group. Help seeker y uses expression or personal insecurity, confusion or self-depreciation to manipulate sympathy from other members. Special interest pleader y cloaks personal prejudices or biases by ostensibly speaking for others.
Managers must be well grounded in group dynamics and roles because they need to facilitate group communication and productivity. However, the leadership roles have an even greater impact on group effectiveness. Dynamic leaders inspire followers toward participative management by how they work and communicate in groups leaders keep group members on course, draw out shy, politely cut off garrulous, and protect the weak. As organizations differentiate their structures, managers must simultaneously consider issues of integration and coordination. Because the different unit parts are part of the lager organization, some degree of communication and cooperation must exist among them.
COORDINATION
Definition o The procedure that links the various parts of an organization for the purpose of achieving the organization¶s overall mission Purposes o Enhances collaborative efforts resulting in efficient, smooth and harmonious flow of work o Prevents overlapping of functions, promotes good working relationships and work schedules are accomplished as targeted o Convey clearly defined polices, standard operating procedures, policies and guidelines using the proper channels of communication. Approaches Stable Environments o Coordination by Standardization y Constrains actions and integrates various units by regulating what people do o y Coordination by Formalization The presence of rules and regulations governing how people in the organization interact
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Coordination by Plan y Interdependent units are required to meet deadlines and objectives that contribute to a common goal. y Interdependent units are free to modify and adapt their actions as long as they meet deadlines and targets required for working with others Coordination by Mutual Adjustment y Units interact with one another to make accommodations to achieve flexible coordination y Takes time y Effective when problems are new and cannot be programmed in advance with rules, procedures or plans.
Summary
We have learned the definition importance, elements, modes, channels and barriers of communication and coordination. We have also learned the ways to improve communication.
References:
Communication, paperback ed., Cartwright R. Guide to nursing management and leadership, 6th ed., Tomey A.M. Leadership role and management functions in nursing theory and application, 4th ed., Marquis, B.L., Huston C.J. Organizational behavior: human behavior at work, 12th ed., Newstrom J.W. Supervision: key link to productivity, 4th ed., Rue L.W., Byars L.L. Fundamentals of human resource management, 2nd ed., Noe, R.A., Hollenbeck, J.R. Gerhart B., Wright P.M.
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(MAN I - Nursing Service Administration)
by: Therese Rachel Mae A. Tating
COMMUNICATION
Definition
The transfer of information and understanding from one person to another A way of reaching others by transmitting ideas, facts, thoughts, feelings, and values. * Its goal is to have the receiver understand the message as it was intended. * When communication is effective, it provides a bridge of meaning between two people so that they can each share what they feel and know. By using this bridge, both parties can safely cross the river of misunderstanding that sometimes separates people. Intrapersonal communication y communication that happens within the individual Interpersonal Communication An interactive process between individuals that involves sending and receiving verbal and nonverbal messages. The basic purpose of interpersonal communication is to transmit information so that the sender of a message is understood by the receiver of the message. Organizational Communication The process whereby managers use the established communication system to receive and relay information to people within the organization and to relevant individuals outside the organization
Importance
Organizations cannot exist without communication. If there is no communication, employers cannot know what their co-workers are doing. Cooperation also becomes impossible, because people cannot communicate their needs and feelings to others. Communication helps accomplish all the basic management functions ± planning, organizing, leading, and controlling ± so that organizations can achieve their goals and meet their challenges. When communication is effective, it tends to encourage better performance and job satisfaction. People understand their jobs better and feel more involved in them. In some instances, they even will voluntarily give up some of their long-established privileges because they see that a sacrifice is necessary.
Elements
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Source Encode Channel of communication Message Decode Receiver Response Feedback Field of Experience
Source The originator of the message May be an institution, and organization or a media 3 Functions To determine what specific meaning is to be communicated To encode or translate ideas into messages To transmit messages Encoding The process of translating a message into words, gestures, and other symbols that communicate the intended meaning of the receivers Converting the information into a format that the receiver will understand Message Any verbal or nonverbal stimulus that elicits meaning in the receiver A fact, concept, idea, or feeling that is transmitted by spoken or written words signals or other means from one person or group to another Channel of communication Means by which message travels from a source to a receiver Interpersonal channels face-to-face exchange between a source and a receiver it could be through letters or fax Mass media channels newspapers, magazines, films, radio, and/or TV enable a source to reach many receivers
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Decoding The process of translating received stimuli into an interpreted meaning Meanings are references such as ideas, images, and thoughts Affected by expectations, mutuality of meaning, and personal interpretations Field of Experience The code or frame of reference The sum of references in the form of each person¶s knowledge, beliefs, and values influenced by culture Codes must at least contain certain set of symbols in order to make communication work Receiver Receives the message and translates into a meaningful one 3 Functions To receive the message To decode To respond to the message Action The behavior taken by the receiver as a result of the message sent Feedback May be a direct or direct response by the receiver to the source¶s message
One-way VS Two-way Communication
One-way communication A process in which information flows in only one direction ± from the sender to the receiver with no feedback loop More common because it is faster and easier for the sender Two-way communication A process in which information flows in two directions ± the receiver provides feedback and the sender is receptive to the feedback More difficult and time-consuming More accurate and receivers have the chance to ask questions, make suggestions and understand more precisely what they should do with the information * Open communication is generally better that restricted communication. In effect, if employees know the problems an organization is facing and hear what managers are trying to do, they will usually respond favorably. * Open-book management builds on the overall theme of open and transparent communications. They work best when employees understand the business, trust that they will receive some benefit from the organization¶s success and are fully empowered to run the workplace.
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Effective Communication * Occurs when the sender¶s message is fully understood by the receiver Efficient Communication * Occurs at minimum cost
2 Factors in Communication
* Persuasion is presenting a message in a manner that causes the other person to support it. * Credibility is trust, respect and integrity in the eyes of others.
Channels of Communication
Oral communication o Includes face-to-face discussion telephone conversations and formal presentations and speeches. Advantages Questions can be asked and answered. Immediate feedback and direct Receiver can sense the sincerity or lack of it More persuasive Sometimes less expensive Disadvantages Lead to spontaneous, ill-considered statements No permanent record Written Communication o Includes memos, letters, reports, computer files, and other written documents Advantages Can be revised Can be saved Message is permanent More time for analysis Disadvantages Sender has no control of where, when or if the message is read No immediate feedback Receiver may not understand parts of the message
Modes of Communication
Downward communication o the traditional line of communication o primarily directive and helps coordinate the activities of different levels of the hierarchy by telling staff associates what to do and by providing them the information to relate their efforts to the organization¶s goals o often fails to achieve employee understanding Upward communication
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o o o
Provides a means for motivating and satisfying personnel by allowing employee input Important in problem-solving Allows free communication of information among managers and staff associates
Lateral communication o or horizontal o occurs between departments or personnel on the same level of the hierarchy o most frequently used in coordinating activities Diagonal communication o Occurs between individuals or departments that are not on the same level of the hierarchy o Informal in nature and used in project types of organizations o Common when communications often flow in all directions at the same time The Grapevine o Informal method of communication often rapid and subject to considerable distortion o Transmits information faster because it uses cluster chain pathways involving 3 or 4 individuals at a time o Often fragmentary and incomplete with no formal line of accountability Electronic Communication o E-mail A computer-based communication system that allows you to send a message to someone or to a group of people almost instantaneously Stored within the computer system until the recipients turn on their networked personal computers and read the message at their convenience Advantages Fast Convenient Disadvantages o Loss of face-to-face contact o Temptation to send spontaneous emotion-laden messages o Use of acronyms and emoticons that can be misunderstood o Blog
Online diaries created and updated frequently and are used to express personal thoughts and commentaries on topics of interest to them
o
Telecommuting Also called electronic cottage
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o
All or part of their work are at home or at a satellite location through computer links to their offices Advantages Freedom from distraction at the workplace Reduction in time and money spent Spend more time for family Improve productivity Opportunity to hire key talent from a distant city Capacity to accommodate the disabled or chronically ill Disadvantages Possibility of being overlooked at promotion time Risk of getting burned out Social isolation Virtual Offices Uses portable communication tools so work can be done almost anywhere Advantage Reduce office space Disadvantage Social isolation
o
Control of Rumor Dealt with firmly and consistently as soon as possible Provide facts from reliable sources
Barriers in Communication Barrier or noise may emerge in either the physical surroundings or within the individual¶s emotions Types o Personal Barriers Arise from human emotions, values, and poor listening habits May stem from differences in education, race, sex, socioeconomic status Often involve a psychological distance ± a feeling of being emotionally separated o Physical Barriers Occur in the environment Proxemics studies the physical distance between two parties as they communicate (personal, social and public distance) o Semantic Barriers
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umor o Is grapevine information that is communicated without secure standards of evidence being present o Unverified and untrue part of the grapevine o Result of both interest and ambiguity o Tends to change as it passes from person to person o Subject to filtering and elaborating
MAN1NSA91909 trmtating
Arise from limitations in the symbols with which we communicate Jargon is the specialized language of a group, which can include use of acronyms and slang or distinctive terms that are created by a professional of interest group Inference is interpreting a symbol on the basis of assumptions instead of facts
Improving Communication
o o Establish a clear purpose. Idea should be clear. One must gather information needed and seek consultation from others as appropriate. Know the audience ± The communicator knows what the message is ± the skill is in putting that message across and different audiences may need different approaches. This means putting the needs of the audience before the needs of the communicator. Generate ideas y Brainstorming ± is conducting an internal conduction with yourself and jotting down the subject and any ideas related to it. Look for the pros and cons and isolate the main topics. y Idea mapping ± also called mind mapping. You create a visual presentation of your ideas with your main topic in the middle of the page and right down all the ideas that come to mind in relationship to this idea, starting with the most general and working outward. Organize the idea map, possibly regrouping some topics and removing others. y The Journalist¶s Questions ± who, what, why, when, where, and how y The Decision Tree ± is a way to break the topic into its parts so that you can see how the subtopics relate and whether you have the right and enough support. It is more structured and depends on an internal question and answer dialogue to be most effective. Choose the right code ± ensures that the correct degree of importance will be attached by the audience. Humor may have a part to play but one should possess sensitivity to events and able to code the message is a manner that reflects the likely mood of the audience. It is also important that both leader and audience recognize a similar meaning. Eliminate or make allowance for noise ± Ensuring that the message is carefully thought out and that there are no contradictions is important. Make sure that the transmission is not interrupted in any way and that there is always a summary. Tell a story ± Using stories from the relevant culture can assist in contextualizing the message, thus aiding in understanding. Don¶t let technology obscure the message ± Technology aids communication, not hinder it. An inappropriate method can distort a message. Keep records ± For future reference so there is an audit trail. Don¶t surprise people if you don¶t have to ± A good leader does not to point to a document in their hand and demands an explanation, unless they have informed the other person that they intend to raise the matter.
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o
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Remember the body language ± Leaders ignore body language at their peril and need to remember that when they are gesticulating at the end of the phine, thei agitation may be perceived through their tone of voice even though they can not be seen Learn to act ± Leaders are able to put themselves into a part and because they are aware of the totality of the message ± words, tone, body language, etc. ± they are able to fool an audience in to believing they are somebody else. Be redundant ± It means dyou should state your viewpoint in a variety of ways and at different times with different audiences. Convey your visions and talk about them tirelessly until followers ³buy into´ the message. Be critical in writing ± Strive for clarity, organization, readability and brevity. Use specific, concrete words and revise if you have time while taking the reader into consideration. Active listening ± helps the source of the message say what he or she really means. Seek Feedback ± It is feedback that shows whether a message has been understood.
Communication Role of A Supervisor
Nursing supervisors need to be motivated, dedicated within their line of work, team players and team leaders, and have the ability to work effectively with staff and employers alike. The task of a nursing supervisor is to oversee the other nurses, to ensure that everyone is performing optimally in their work and to ensure that patients are receiving the best possible care. The task of the nursing supervisor is to also ensure success of the nursing team that he or she is in charge of; this is done by being a team leader, encouraging communication and openness and increasing the spirit of the nurses. Together with the other lead nurses, you are provided with the responsibility of allocated units and wards, this would be according to your fields of experience. It would then be your duty to coordinate the activities within the patient care unit and to assign nurses to their units along with their shift schedules etc. Critical thinking and creative skills are therefore two key aspects required of a nursing supervisor. As a nursing supervisor, you are leading and directing the work of others and therefore, one must be prepared for a very challenging and hard work. The task of a nursing supervisor is therefore very stressful and demanding and it is typical for a nursing supervisor to suffer from stress, burnout and fatigue.
Assertiveness
y y the best style for nurse managers and the one they should foster in their personnel. Ability to communicate with others about who you are, how you live, what you do, what you want and the ability to make them feel comfortable talking about themselves o
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Broken record
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y
Used to reach a compromise by indicating what they want and by keeping other people from talking them into what the others want to do.
o
Fogging y Is agreeing with the truth, agreeing in principle or agreeing with the odds rather than denying the criticism, getting defensive, or counterattacking with criticism. y Helps desensitize one to criticism and reduces the frequency of criticism y Encourages a person to listen and respond only to what is being said rather than to what is implied, and to consider probabilities.
o
Negative Assertion y Assertively accepting negative aspects about themselves y Reduces the need to seek forgiveness for the mistake or the need to counterattack with criticism y not appropriate for physical or legal conflicts or relating to people on a close interpersonal basis Negative Inquiry y Fosters assertiveness in the critic y The criticized asks for more information in an unemotional manner y Provides basis for problem-solving thus reducing repetitive criticism
o
Assertive persons are self-enhancing, expressive, choose for themselves and can achieve their goals. They say what they want, using objective words and send ³I´ messages, maintaining eye contact in a well-modulated voice. They are attentive listeners who give the impression of caring. To achieve assertiveness, one must substitute verbal persistence for silent passivity or verbal abuse. When under attack, an assertive person can: Reflect y Focus on the affective components of the aggressor¶s message. It helps him evaluate the appropriateness of the intensity of his feeling. Repeat the assertive message Point out the implicit assumptions y Involves listening closely and letting the aggressor know that you have heard him Restate the message using assertive language y Focus on the ³I´ message Question y The assertive person can place the behavior of the aggressor to a form of a question as an effective means of helping the other person become aware of an unwarranted action
Group Communication
o Small-group communication y when nurses interact with two or more individuals
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y
staff meetings, patient care conferences, teaching sessions, or support groups
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Large-group communication y communication with many people Organizational communication y individuals and groups within an organization communicate to achieve established goals y nurses on a practice council meeting to review unit policies or nurses working with interdisciplinary groups on strategic planning or quality assurance will use organizational communication to achieve their aims
o
Stages o Forming stage y When people are introduced, they go through a process of meeting each other o Storming stage. y stage where there is much competition and attempts at the establishment of individual identities. o Norming stage y the group begins to establish rules and design its work o Performing stage y the work actually gets done o Termination or closure y In this phase, the leader guides members to summarize, express feelings, and come to closure.
GROUP DYNAMICS One has to do with the task or the purpose of the group, and the other has to do with the maintenance of the group or support functions.
TASK ROLES OF GROUPS There are 11 tasks that each group performs. For the work of the group to be accomplished, all the necessary tasks will be carried out, either by members or by the leader. o Initiator y Contributor who proposes or suggests group goals or redefines the problem. There may be more than one initiator during the group¶s lifetime. Information seeker y Searches for a factual basis for the group¶s work. Information giver y Offers an opinion of what the group¶s view of pertinent values should be. Opinion seeker y Seeks opinions that clarify or reflect the value of other members¶ suggestions. Elaborator
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o o o
o
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o o
o o o o
Gives examples or extends meanings of suggestions given and how they could work. Coordinator y Clarifies and coordinates ideas, suggestions and activities of the group. Orienter y Summarizes decision and actions, identifies and questions departures from predetermined goals. Evaluator y Questions group accomplishes and compares them to standard. Energizer y Stimulates and prods the group to act and raises the level of it actions. Procedural technician y Facilitates group action and arranging the environment. Recorder y Records the group¶s activities and accomplishments. y
GROUP BUILDING and Maintenance Roles The group task roles contribute to the work to be done; the group-building roles provide for the care and maintenance of the group. Encourager o Accepts and praises all contributions, viewpoints, and ideas with warmth and solidarity. Harmonizer o Mediates, harmonizes, and resolves conflicts. Compromiser o Yields his or her position in a conflict situation. Gatekeeper o Promotes open communication and facilitates participation by all members. Standard setter o Expresses or evaluate standard to evaluate group process. Group commentator o Records group process and provide feedback to the group. Follower o Accepts the group¶s ideas and listens to discussion and decision.
INDIVIDUAL ROLES OF GROUP MEMBERS Group members also carry out roles that serve their own needs. Group leaders must be able to manage member roles so that individuals do not disrupt group productivity. The goal is management and not suppression. Not every group member has a need that results in the use of one of these roles. o Aggressor y expresses disapproval of other¶s values or feelings through jokes, verbal attacks, or envy. Blocker y persist in expressing negative points of view and resurrect dead ideas. Self-confessor
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o o
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o o o o
o
y uses the group setting as a forum for personal expression. Recognition seeker y works to focus positive attention on her/him. Playboy y remains uninvolved and demonstrate cynicism, nonchalance or horseplay. Dominator y Attempts to control or dominate the group. Help seeker y uses expression or personal insecurity, confusion or self-depreciation to manipulate sympathy from other members. Special interest pleader y cloaks personal prejudices or biases by ostensibly speaking for others.
Managers must be well grounded in group dynamics and roles because they need to facilitate group communication and productivity. However, the leadership roles have an even greater impact on group effectiveness. Dynamic leaders inspire followers toward participative management by how they work and communicate in groups leaders keep group members on course, draw out shy, politely cut off garrulous, and protect the weak. As organizations differentiate their structures, managers must simultaneously consider issues of integration and coordination. Because the different unit parts are part of the lager organization, some degree of communication and cooperation must exist among them.
COORDINATION
Definition o The procedure that links the various parts of an organization for the purpose of achieving the organization¶s overall mission Purposes o Enhances collaborative efforts resulting in efficient, smooth and harmonious flow of work o Prevents overlapping of functions, promotes good working relationships and work schedules are accomplished as targeted o Convey clearly defined polices, standard operating procedures, policies and guidelines using the proper channels of communication. Approaches Stable Environments o Coordination by Standardization y Constrains actions and integrates various units by regulating what people do o y Coordination by Formalization The presence of rules and regulations governing how people in the organization interact
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Coordination by Plan y Interdependent units are required to meet deadlines and objectives that contribute to a common goal. y Interdependent units are free to modify and adapt their actions as long as they meet deadlines and targets required for working with others Coordination by Mutual Adjustment y Units interact with one another to make accommodations to achieve flexible coordination y Takes time y Effective when problems are new and cannot be programmed in advance with rules, procedures or plans.
Summary
We have learned the definition importance, elements, modes, channels and barriers of communication and coordination. We have also learned the ways to improve communication.
References:
Communication, paperback ed., Cartwright R. Guide to nursing management and leadership, 6th ed., Tomey A.M. Leadership role and management functions in nursing theory and application, 4th ed., Marquis, B.L., Huston C.J. Organizational behavior: human behavior at work, 12th ed., Newstrom J.W. Supervision: key link to productivity, 4th ed., Rue L.W., Byars L.L. Fundamentals of human resource management, 2nd ed., Noe, R.A., Hollenbeck, J.R. Gerhart B., Wright P.M.
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