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Q: Q Group communication has its own advantages over other forms of communication particularly in organizations where it becomes a need However there are different approaches of group leadership that?
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The advantages and disadvantages of the direct and the indirect approaches?

time and type of response.


Why s communication considered multi-dimentional process?

Communication is considered a multi-dimensional process because it involves various elements and factors that interact and influence the overall exchange of information. Here are some reasons why communication is regarded as multi-dimensional: Sender and Receiver: Communication involves at least two parties—the sender and the receiver. Each party brings their own perspectives, experiences, and background knowledge, which can shape how they encode and decode messages. The sender's intended meaning may be interpreted differently by the receiver based on their individual filters and understanding. Verbal and Nonverbal Communication: Communication encompasses both verbal and nonverbal elements. Verbal communication includes spoken or written words, while nonverbal communication involves body language, facial expressions, gestures, tone of voice, and other nonverbal cues. Both verbal and nonverbal aspects contribute to the overall meaning and understanding of the message. Context and Environment: Communication takes place within a specific context or environment that can influence the message's interpretation. Cultural, social, and situational factors play a role in shaping how messages are perceived. The context includes factors such as the physical setting, social norms, cultural values, and the relationship between the sender and receiver. Channels and Mediums: Communication occurs through various channels and mediums, such as face-to-face conversations, phone calls, emails, text messages, video conferences, and social media platforms. Each channel has its own characteristics and limitations, affecting how information is transmitted and received. Feedback and Interaction: Communication is an interactive process that involves feedback. Feedback allows for clarification, confirmation, or adjustment of the message. It helps the sender gauge the effectiveness of their communication and provides the opportunity for the receiver to seek clarification or express their understanding. Noise and Distortions: Communication can be affected by noise or interference that disrupts the clarity or accuracy of the message. Noise can be external (e.g., background noise) or internal (e.g., distractions, biases). These factors can introduce distortions and impact the communication process. Purpose and Goals: Communication serves different purposes and goals, such as sharing information, expressing emotions, persuading, or building relationships. The diverse objectives of communication contribute to its multi-dimensional nature, as different strategies and approaches may be required for each purpose. Considering these various dimensions of communication helps us understand that it is a complex process influenced by numerous factors. Recognizing and navigating these dimensions can enhance our ability to communicate effectively and understand the intricacies involved in transmitting and receiving messages.


How can the internal communication be effective in the organisation?

Internal Communication also known as Employee Communication which is at its most fundamental, facilitating deliberate connections and discussions inside the organization. This communication occurs flanked by leaders, managers and employees or peer-to-peer, from leader-to-leader or employee-to-employee. And when it's elegant, this Internal Communication make sure your people are dedicated to achieving revolutionary company results, by serving get better teamwork, efficiency and recital. It authorizes them to convey business approach by sustaining the convictions, behaviors and civilization that outline this and your company's opportunity. It earnings that when verbal communication to customers, what employees speak is optimistic and more and more, so is your make and standing. In a worldwide market as spirited as ours, the majority precious advantage isn't products, procedures or knowledge - it is the worker. While roles and responsibilities may show a discrepancy, winning comes teams accomplish this by: Understanding worker spectators and stakeholders, and company objectives and outcomes, to advance employee appointment. Developing a convincing employee comes approach aligned to the company strategy, and the accurate structure and skills to distribute these. Equipping leaders and managers to outline employee performances and approaches, and constrain business results. Choosing channels and messages that instruct and motivate every employee to transport on organizational goals. Measuring the efficiency of Internal Communication to show ROI, secure and uphold investment, and let somebody know planned arrangement.


How can you avoid information overload?

The response below is specific to email overload, although the same concepts apply to other types of information overload as well. Employees are spending larger and larger portions of their day processing email. In many cases, business users receive 100 (or more) messages a day, and can spend 2 to 3 hours a day on email related activities. Research has identified negative impacts from the constant interruptions of processing high volumes of email, including professional and personal stress. Work also has been found to become "fragmented", resulting in lower productivity, errors, omissions, and reduced decision making abilities. For email, the key strategies to deal with email overload fall into three broad groups: organizational, technological, and behavioral. Organizational approaches to reducing email overload incorporate the use of corporate guidelines or acceptable use policies as a way to set organizational-wide rules around the appropriate, and inappropriate, use of email. These approaches are also referred to as "email etiquette" or "netiquette", and focus on teaching people to "use email more appropriately". These can run the range from being enforced as formalized policies and procedures, communicated as suggested guidelines, or expressed as cultural norms of expected behavior within the organization. Organizational approaches are an important component to helping to manage email use within the organization. They set a common set of values, expectations, and behaviors around the use of email, reducing the email overload burden for everyone. Technological approaches to reducing email overload leverage specific features and functionality in the email system itself as ways to reduce email overload. This approach has traditionally been the primary focus area for most email training programs. The goal is on improving an individual's fluency in the email system and making people "use email more efficiently". Research has found that there is often little formalized training on the use of email, as most people are presumed to already be email proficient. Yet most email users, even those that deem themselves "email savvy", are only familiar with a small fraction of their email system's features and capabilities. A technological approach which utilizes targeted feature training can yield significant improvements in email skills, which can result in large reductions in email overload. Behavioral approaches to reducing email overload focus on improving the knowledge, actions, and behavior of the individual senders and recipients. These approaches incorporate the areas of media competencies and email triage, and focus on teaching people to "use email more effectively". Media competencies include topics such as when email is an appropriate (and inappropriate) form of communication, how to build high-quality email subject lines and message bodies, and understanding and reducing the negative impacts of constant email distractions. Email triage (workflow) encompasses the difficult yet important area of improving skills in how to manage your daily in-box volumes, including how to scan, analyze, prioritize, organize, and file your messages. Behavioral approaches, the way you interact with, and react to email, are yet another critical component to improving email skills and reducing your email overload. Research has found that in order to make the greatest improvements in your email skills and the largest reduction in your email overload, you must focus on elements in all three areas (Organizational, Technological, and Behavioral) in order to be truly successful. In addition, email research has found that here is likely no single effective email processing strategy, and that email training needs to stress a diversity of skills and approaches to meet individual styles. Yet, the solution isn't to simply blame the media as the source of the issue. There was a time (not so long ago) when the telephone was the primary source of communications. You would come into the office in the morning, seeing the "dreaded blinking voicemail light" on the phone, and then listen to how many voicemail messages had accumulated since you had left at the end of the prior day. Similar "overload" issues were experienced with telephone communication, including excessive time spent on phone calls, frequent checking of voicemails (including in the evenings, weekends, and vacations), the infamous "voicemail phone tag game" (i.e: "returning your message... call me... tag.. your it.."), and even exceeding your voicemail account limitations so you could not be left a new message. Look back and we can identify similar issues for other communication methods such as fax machines (with its communication failures and "lost pages"), pagers (remember those?), and even formal letters that had to be written, proofed, and delivered (often by expensive, overnight delivery). And now, we are seeing similar challenges with managing communications through the vast array of social media networks (twitter, LinkedIn, Facebook, etc.). The issue isn't email itself, but rather on teaching individuals and organizations how to use the "right type of media" for the "right types of situations", and investing the organizational resources in providing the training to help improve an individual's knowledge, skills and fluency across all the available media types.


Factors to consider when choosing communication channel?

Costs incured in the channel chosenConfidentialitySafety and securityUrgencyDistanceWritten records - possibility of future referenceResources -what kind of resources do you need?

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What has the author Richard W Budd written?

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Should every individual employee in an organization plays a role in controlling work activities?

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Why are organizations moving toward the use of experiential approaches to learning?

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Did Helen have people who disagreed?

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What are the general approaches?

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How do you buy mutual funds online?

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