COMMUNICATING

ENGINEERING MANAGEMENT

PREPARED BY:
BSCE 4B Group No. 4

FEBRUARY 1, 2016

 COMMUNICATING

COMMUNICATING
ENGINEERING MANAGEMENT

a process of sharing information

through symbols, including words and
message.

When feelings are repressed in the

organization, employees are affected by
anxiety, which, in turn, affects
performance.

THE COMMUNICATION PROCESS

Morris Philip Wolf and Shirley Kuiper

WHAT COMMUNICATION IS

In management, communication must be

made for a purpose and because it has a cost
attached to it, it must be used effectively.
FUNCTIONS OF COMMUNICATION

Information Function

Information provided through

communication may be used for decisionmaking at various work levels in the
organization.

Motivation Function

Communication is also oftentimes used as

a means to motivate employees to commit
themselves to the organizations
objectives.

Control Function

When properly communicated, reports,

policies, and plans define roles, clarify
duties, authorities and responsibilities.
Effective control is, then, facilitated.

Emotive Function

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Develop an Idea

It is important that the idea to be

conveyed must be useful or of some
value.

Encode

To encode the idea into words,

illustrations, figures, or other symbols
suitable for transmission.

 COMMUNICATING

Transmit

Transmission through the use of an

appropriate communication channel.

Receive

The message may be initially received by

a machine or by a person.

1. ORAL
It involves hearing the words and
sometimes seeing body movements, facial
expressions, and gestures.
2. WRITTEN
The sender seeks to communicate through
written words.
NONVERBAL COMMUNICATION

Decode

Translating the message from the sender

into a form that will have meaning to the
recipient.

Generally involves use of body gestures,

movements, facial expressions, and
mannerisms of all kinds. The use of physical
appearance also counts.

Accept

The next step is for the receiver to

accept or reject the message.
FACTORS THAT WILL AFFECT THE
ACCEPTANCE OR REJECTION OF A MESSAGE

THE BARRIERS TO COMMUNCATION

These barriers may be classified generally as:

PERSONAL BARRIERS

1. the accuracy of the message;

These are emotions, values, poor listening,

habits, sex, age, religion, etc.

2. whether or not the sender has the

authority to send the message and/or
require action; and

3.

the behavioral implications for the

receiver.

Use

Perception of the message.

Provide Feedback

Providing feedback depending on the

perception of the receiver.
FORMS OF COMMUNICATION
VERBAL COMMUNICATION

PHYSICAL BARRIERS

These are unavoidable things occurring

externally, like noises created by people or
nature or people unintentionally
preventing communication.

SEMANTIC BARRIERS

These refers to the scenario when a

message is misunderstood even though it
is received exactly as transmitted.
OVERCOMING BARRIERS TO
COMMUNICATION
1. Use feedback to facilitate
understanding and increase the
potential for appropriate action.

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 COMMUNICATING
2. Repeat messages in order to provide
assurance that they are properly
received.

To indoctrinate or motivate

TECHNIQUES USED IN DOWNWARD

COMMUNICATION

3. Use multiple channels so that the

accuracy of the information may be
enhanced.

1. Meetings

4. Use simplified language that is easily

understandable and which eliminates
the possibility of people getting mixedup with meanings.

3. Manual

TECHNIQUES FOR COMMUNICATING IN

ORGANIZATIONS
DOWNWARD COMMUNICATION
Message flows from higher levels of authority
to lower levels.

2. Telephone

4. Handbook
5. Newsletter
6. Letters
UPWARD COMMUNICATION
Messages from persons in lower-level
positions to persons in higher positions.

PURPOSES OF UPWARD COMMUNICATION

PURPOSES OF DOWNWARD

Work progress;

COMMUNICATION

Problems encountered;

To give instructions

Suggestions for improving output; and

To provide information about policies

and procedures

Personal feelings about work and nonwork activities.

To give feedback about performances

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 COMMUNICATING
TECHNIQUES USED IN UPWARD

COMMUNICATION
1. FORMAL GRIEVANCE PROCEDURE
Grievance is any employees concern
over a perceived violation of the labor
agreement as defined by Holley and
Jennings.
2. EMPLOYEE ATTITUDE AND OPINION
SURVEYS
Finding out what the employees think
about the company.
3. SUGGESTION SYSTEMS
Important sources of cost-saving and
production enhancing ideas.
4. OPEN-DOOR POLICY
Provides the management with an
opportunity to act on difficulties before
they become full-blown problems.
5. INFORMAL GRIPE SESSION
6. TASK FORCES
May be created and assigned to deal
with the problem or issue.
7. EXIT INTERVIEWS
May provide some answers whenever
an employee leaves the organization.

To pass on information about activities

or feelings

TECHNIQUES USED IN HORIZONTAL

COMMUNICATION
1. Memos
2. Meetings
3. Telephone
4. Picnics
5. Dinners
6. Other Social Affairs
MESSAGE FLOW AND AREAS OF CONCERN
UPWARD COMMUNICATION CONCERNS

Problems and exceptions

Suggestions for improvement

Performance reports

Grievances and disputes

Financial and accounting information

DOWNWARD COMMUNICATION CONCERNS

Messages sent to individuals or groups from

another of the same organizational level or
position.

Implementation of goals, strategies

and objectives

Job instructions and rationale

Procedures and practices

PURPOSES OF HORIZONTAL

Performance feedback

Indoctrination

HORIZONTAL COMMUNICATION

COMMUNICATION

To coordinate activities between

departments
To persuade others at the same level of
organization

HORIZONTAL COMMUNICATION
CONCERNS

Interdepartmental coordination

Intradepartmental problem-solving

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 COMMUNICATING

Staff advice to the departments

2. To automate routine clerical

operations like payroll and inventory
reports.

MANAGEMENT INFORMATION SYSTEM

Consists of written and electronically based
systems for sending reports, memos,
bulletins, and others.

3. To assist managers in making

routine decisions like scheduling
orders, assigning orders to machines,
and reordering supplies.

The Purposes of MIS provided by Wheelen and

Hunger:
1. To provide a basis for the analysis of
early warning signals that can originate
both externally and internally.

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4.

To provide information necessary

for management to make strategic or
nonprogrammed decisions.