FEDERAL AGENCY FOR EDUCATION

ULYANOVSK STATE TECHNICAL UNIVERSITY

GRADUATION PROJECT

Topic: Analysis of communications in an organization

Speciality 08050765 "Management of the organization"

Specialization__________________________________________________________

Project Manager ___________________________________________ E.A. Volkova

Section consultants:

Economic part __________________________________________ E.A. Volkova

Environmental and legal part_________________________________ A.N. Checkin

Allow for protection:

Head of department

_________________________

_____ __________ _________

Introduction…………………………………………………………………………………3

Chapter 1 Communications in the organization…..……………………………………………..7

1.1 Communications - concept and functions………………………………………..….....7

1.2 Types of communications……………………………………………………………….…11

1.3 Communication process…………………………………………………….....18

1.4 Communication networks and styles………………………………………………...25

1.5 Interpersonal communications and barriers………………………………………..…30

1.6 Organizational communications and obstacles on their way…………………….…..36

1.7 Regulation of information flows……………………………………………39

Chapter 2 Communication systems in Dina-Service LLC……………...……………43

2.1 Characteristics of the enterprise………………….……………………………….….43

2.2 Structure of communications………………………....…………………………….…46

2.3 Analysis of communications………………………...……………………...48

Chapter 4 Organizational and economic efficiency of recommendations………..87

Chapter 5 Environmental and legal support of the project ..…………………………….90

Conclusion……………………………………………………………………………..96

List of used sources……………………………………………………98

Introduction

One of the most important factors in the integration of management is communication. Communication is the communication of people in the process of their joint activities, it is the exchange of ideas, thoughts, feelings, the exchange of information. Without communication, no organized group of people can exist.

Communication It is a means by which organized activities are united into a single whole. It can also be seen as the means by which social and energy contributions are introduced into social systems. Communication is a means by which behavior is modified, changes are made, information becomes effective, goals are realized. In essence, this is a kind of "circulatory system" of a single organism of the company. Effective leaders are those who are effective in communication. Managers must master the art of communication, since, figuratively speaking, they do the work "foreign hands."

The role of communications is obvious both in small firms and in powerful companies and corporations. The future of not only the enterprise as an economic entity in the market, but also the people working in this enterprise, and at the global level, the well-being of the whole country as a whole depends on the effectiveness of communication links and interactions.

Communication has become a topic of research relatively recently, not because the ancient peoples were ignorant of its important role, but because everyone "knew" about its need and took part in the dissemination of information. Bernand was one of the first, and at least one of the best-known authors, to seriously consider communication in large enterprises. He viewed it as a means by which people are united in an organization to achieve a common goal. This is still the main function of communication. Without communication, management is also impossible, because, on the one hand, it relies on existing and established forms of communication, on the other hand, it forms those forms of communication that facilitate both joint activities and management itself.

Although communication has a wide application in all areas of management, it is especially important for exercising the function of leadership and leadership. According to research, a leader spends 50 to 90% of his time on communication. This seems incredible, but understandable, given that the manager does this to fulfill his role in interpersonal relationships, information exchange and decision-making, not to mention the managerial functions of planning, organizing, motivating and controlling. It is the fact that the exchange of information is built into all the main types of management activities that can be called communication as a connecting process.

Since the manager fulfills three of his roles and performs four main functions to formulate the goals of his organization and achieve them, the quality of information exchange can directly affect the degree of implementation of the goals.

This means that effective communication is essential for the success of individuals and organizations. Poor communication is one area of ​​managerial problems.

Effective leaders are those who are effective in communication. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Therefore, communication is a complex process. The main components of which are:

The subjects of the communication process are the sender and recipient of the message (communicator and recipient);

Communication means - a code used to transmit information in a sign form (words, pictures, notes, etc.), as well as channels through which a message is transmitted from the switch to the recipient (letter, telephone, radio, telegraph, etc. );

The subject of communication (some phenomenon, event, etc.) and the message reflecting it (article, radio broadcast, television story, etc.);

The effect of communication is the consequences of communication, expressed in a change in the internal state of the subjects of the communication process, in their relationships or in their actions.

When considering the communication process, it is necessary to take into account that in the conditions of human communication, it is important not only how information is transmitted, but also how it is formed, refined, and developed. Communication and information are different but related things. Communication includes both what is being communicated and how that "what" is being communicated.

In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste. Effective communication requires certain skills and abilities from each of the parties.

In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also understood and comprehended.

The purpose of the work is to develop comprehensively substantiated recommendations for improving the communications of Dina-Service LLC

The task of the work is to analyze the state of the problem being solved, to identify approaches, ways and methods for solving problems. Give a general description of the company. Conduct the necessary study of the organization's communications, develop recommendations for improving communications. Perform an economic and comprehensive justification of the recommendations: calculate the expected economic and organizational effects.

To study the processes, methods of literature analysis, observation and study of the documentation of Dina-Service LLC were used. These methods were chosen due to their affordability and ability to access non-confidential information.

Chapter 1 Organizational Communications

1.1 Communications - concept and functions

Communication (lat. communicatio), literally meaning "common" or "shared by all." In practical terms, it is the process of exchanging ideas and information between two or more people, leading to mutual understanding.

Some scientists adhere to the following definition of communications (lat. communicatio) - to make common, to communicate, to communicate, and argue that this is the first condition for the existence of an organization.

American psychotherapist E. Bern in 1955. founded transactional analysis - a unit of communication, consisting of a communication stimulus and a communication response. Berne described three I-states (parent, adult and child) in which each person can be and which alternately, and sometimes together, go to external communication. I-states are normal psychological states of the human personality.

Edward Lawler says that “an information system is the key to effective coordination and feedback in any organization, but it is especially important in a system with a high degree of employee participation in decision making.”

In fact, people communicate with each other less effectively than they think. This fact was illustrated by Rensis Likert while studying the work of foremen and their subordinates in one of the public utilities. While 85% of foremen believed that their subordinates feel free to discuss important business matters, only 51% of subordinates actually had this feeling of freedom. In another study, a department head recorded instructions or decisions communicated to subordinates on 165 special occasions. Judging by the records of subordinates, they were aware of only 84 such messages. One researcher analyzed the performance of a California healthcare company and found significant differences between senior, middle and grassroots leaders in how they evaluate the effectiveness of communications in their organizations.

German marketers E. Dichtil and H. Hörschgen write that "until now it has not been possible to create an exhaustive qualification of the forms of marketing communications."

J.-J. Lamben refers to the forms of marketing communications as advertising, street selling, sales promotion and PR. In addition to these forms, Lambin refers to direct marketing such means of communication as catalog sales, telemarketing, direct mail, exhibitions and fairs.

R. Daimari considers it necessary to single out from PR publicity, and from advertising - corporate advertising (“advertising of the corporate image”).

In the broadest sense, the goal of communication in an enterprise is to bring about changes, to influence activities in such a way as to achieve the prosperity of the enterprise.

Also, communications can be considered as a collective term denoting the interaction of subjects based on information. The effectiveness of communications often determines the quality of decisions and how they will actually be implemented. Since an organization is a structured type of relationship between people, its effective functioning largely depends on the quality of communications. In the broadest sense, the purpose of communications in the enterprise is to bring about changes, influence activities in such a way as to achieve the prosperity of the enterprise.

There are two main functions of communication: informational and personal. The first carries out the process of information movement, the second - the interaction of individuals. These two functions are closely related to each other. The interaction of personalities is largely carried out due to the movement of information, but it is not completely reduced to information processes, because communication is built not only on the fact of transmitting and receiving information, but also on its personal assessments and individual interpretations.

If you describe the work of a manager, then the leader spends 50 to 90% of his time on communications. This seems incredible, but understandable, given that the manager does this to fulfill his role in interpersonal relationships, information exchange and decision-making, not to mention the managerial functions of planning, organizing, motivating and controlling. It is the fact that the exchange of information is built into all major types of management activities that can be called communication as a connecting process.

Based on the fact that the manager plays three roles and performs four main functions in order to formulate and achieve the goals of the organization, the quality of information exchange can directly affect the degree of implementation of the goals. This means that for the success of individuals and organizations as a whole, it is necessary effective communications.

Although it is acknowledged that communications are important to organizations, surveys have shown that 73% of American, 63% of British and 85% of Japanese executives consider communication to be the main obstacle to their organizations' effectiveness. According to another survey of approximately 250,000 employees in 2,000 different companies, information sharing is one of the most difficult problems in organizations. These surveys show that ineffective communication is one of the main areas of concern. By thinking deeply about communication at the individual and organizational level, we need to learn how to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

When thinking about communication in an organization, one usually thinks of people who speak in person or in groups at meetings, talk on the phone, or read and write notes, letters, and reports. While the above cases account for most of the communication in an organization, communication is a pervasive and complex process. We will identify where effective communications are required outside and inside the organization. If one were to study what people in an organization actually talk about, write and read, the focus would have to be on some issues that are related to the needs of information interaction with the external environment that affects or will affect the organization.

Organizations use various means to communicate with the components of their external environment. They communicate with existing and potential consumers through advertising and other means of promoting goods to the market. In the direction of public relations, priority is given to the formation of a certain image, the "image" of the organization at the local, national or international level. Organizations have to comply with government regulation and fill out lengthy written reports in this regard. In its annual reports, any company provides information on finance and marketing, as well as informs about its location, career opportunities, benefits, etc. Using lobbyists and making contributions to various political groups, committees, the organization is trying to influence the content of future laws and regulations. Must maintain contact with the legal representatives of employees and organizations that have a trade union. If there is no union, then the organization can communicate with its employees in order to ensure that the union does not appear. These are just a few examples of the variety of ways an organization can respond to events and factors in its external environment. Once again, we emphasize that discussions, meetings, telephone conversations, memos, video tapes, reports, etc., circulating within the organization, are basically a response to opportunities or problems created by the external environment.

1.2 Types of communications

Interlevel communications in organizations

Within the framework of vertical communications, information moves within the organization from level to level. It is transmitted downstream, i.e. from higher levels to lower ones (Figure 1). In this way, the subordinate levels of management are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the VP of Manufacturing may inform the Plant Manager (Mid-Level Manager) of upcoming changes in the production of a product. In turn, the plant manager must inform the managers subordinate to him about the features of the upcoming changes.

In addition to the exchange downstream, the organization needs to transfer information upstream. For example, a bank clerk may notice that a new computer sometimes makes a customer wait a few minutes longer than before because the machine is periodically "busy" or disconnected. Employees may conclude that waiting is annoying for some customers. Suppose the bank effectively informed every employee that "customer service is our first concern." In this case, employees are ready to inform their immediate supervisor about the problem. This boss, in turn, must inform the operations manager, who, in turn, informs the vice president of banking operations.

The transfer of information from lower levels to higher levels can have a significant impact on performance. In one real-life example, an engineer has developed a more efficient way to cut sheet metal for aircraft wings, and communicates his idea to his supervisor. If he bursts into his office with something like this: “As you wish, but you must implement this new cutting method,” the manager may react negatively. But if the manager decides to support the engineer's proposal, he will report it to the next higher level of management. The change requires approval from the plant manager or higher level operations manager. There is a situation in which something that has arisen at the lowest level of the organization must rise to the very top, successively passing through all intermediate levels of management. This example illustrates the exchange of information that takes place to improve the competitiveness of an organization by increasing productivity.

At each of the levels listed above, a decision could be made to reject a new idea. Assuming that the idea was indeed a good one, telling the engineer that his proposal was rejected would effectively inform him that the organization is not encouraging him to look for and develop similar proposals that reduce costs. Ultimately, the organization may miss out on many significant productivity and savings opportunities. The specific idea described has saved the organization $13.5 million over 5 years.

Upward communication– i.e. from the bottom up are also a way of letting the top know what's going on at the lower levels. In this way, management learns about current or emerging problems and suggests possible options for correcting the situation. The upward exchange of information usually occurs in the form of reports, memos, proposals and explanatory notes.

Communication between different departments (divisions)

In addition to sharing vertical communications, organizations need to horizontal communications. The organization consists of many departments, so the exchange of information between departments is necessary to coordinate tasks and actions. Since an organization is a system of interconnected elements, management must ensure that specialized departments and departments work together to move the organization in the intended direction.

For example, representatives of different departments in a business school periodically exchange information on issues such as scheduling of classes, the level of requirements, cooperation in research and advisory activities, and service to the local community. Similarly, in a hospital, nursing and medical staff from different departments must exchange information about resource allocation, work group coordination, cost control, new treatments, and so on. In retail, regional sales managers may meet periodically to discuss common issues, coordinate marketing strategy, and share product information. In knowledge-intensive companies, key middle managers from manufacturing, marketing, and R&D meet to coordinate product innovation . Based on the underlying technology, companies can produce various products, so it is of paramount importance to be able to get information through the R&D department about what the market wants. This will allow the organization to remain close to the customer and continue to meet customer needs effectively. Similarly, manufacturers must justify sufficiently low costs for the implementation of future R&D innovations so that further production is justified. Committees or ad hoc groups often also participate in horizontal communications.

Additional benefits of horizontal communication are the formation of equal relations. It is proved that such relationships are an important component of the satisfaction of the employees of the organization.

Communications leader - subordinate and leader - working group

Perhaps the manager-subordinate relationship is the most obvious component of communication in an organization. Although they serve as an example of the vertical exchange of information, which was discussed above, we consider this type of information exchange separately, since the main part of the communicative activity of the leader is precisely the relationship between the leader and the subordinate. Studies have shown that 2/3 of this activity is carried out between managers and managed.

With clarification of objectives, priorities and expected results; ensuring involvement in solving the tasks of the department; discussion of performance issues; achieving recognition and rewards for the purpose of motivation; improving and developing the abilities of subordinates; with the collection of information about an emerging or real-life problem; informing a subordinate about an impending change, as well as receiving information about improvements and suggestions, are some of the many types of information exchange between a leader and a subordinate.

In addition to the exchange of information between the leader and the subordinate, there is an exchange between the leader and his work group. To increase the effectiveness of the group's actions, the leader allows communication with the working group as a whole. Since all members of the group participate in the exchange of information, everyone has the opportunity to reflect on the new tasks, priorities and prospects of the department, how it is necessary to work, about upcoming changes and their possible consequences for this and other departments, about recent problems and achievements, suggestions rationalization character.

In addition, sometimes the working group meets without leaders to discuss problems, improvements, or impending changes. Equality relationships, as mentioned above, can contribute to increasing employee satisfaction with their work.

Formal communications

Communications reflect the connections necessary for the performance of functions and powers, connections determined by the nature and system of distribution of functions. They are determined by the policy, rules, job descriptions of this organization and are carried out through formal channels. Such communications usually take the form of a written message. Written communications have certain advantages. They can be kept as records and reference sources, they are often more carefully worded than oral reports, and can sometimes save both time and money. They are used to carry out a huge amount of paperwork in concluding transactions and agreements, setting out organizational charts and rules, drafting corporate charters and other legal documents, publishing bulletins, memorandums, drafting contracts and claims, advertising and press releases, setting out a course of action, delegating authority. , job descriptions and many other things. Written messages also have disadvantages. People can be careful and precise when composing messages, but they often don't. Poorly written messages followed by numerous written and verbal "clarifications" make the final message both expensive and confusing. Written communications have another function - the preservation of documents for legal purposes.

Informal communications

The channel of informal communications can be called a channel for spreading rumors.

Rumors “are hovering around chilled water machines, in hallways, in canteens, and in any other place where people gather in groups.” Since information is transmitted much faster through rumor channels than through formal communication channels, managers use the former for planned leaks and dissemination of certain information or information of the “just between us” type.

Informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

Typical information conveyed through informal communication channels: upcoming layoffs of production workers, new penalties for lateness, change in organizational structure, upcoming relocations and promotions, a detailed discussion of two managers at the last sales meeting, who is dating whom after work, etc. d.

However, studies show that the information transmitted through the channels of informal communication, i.e. rumors are often accurate rather than distorted.

In addition, in many cases the message being conveyed is misunderstood and therefore the exchange of information is ineffective. Most often, the reason for such low efficiency is the oblivion of the fact that communication is it's an exchange.

During the exchange, both parties play an active role. For example, if a manager describes to one of his subordinates how the work needs to be changed, this is only the beginning of the exchange. For effective communication, the subordinate must communicate how he understands the task and expectations regarding the results of his activities. The exchange of information occurs only in one case, when one side “offers” information, and the other perceives it. For this to be the case, the greatest attention should be paid to the communication process.

Communication with the external environment

A very capacious and broad concept, since it also includes the exchange of information with potential consumers and suppliers, constant communication among competing organizations, the provision of various reports on financial activities to various government agencies, and even, perhaps not always indirectly, participation in all kinds of political processes (Figure 2). The list of all connections with the "outside world" does not end there, but all of them are aimed at a timely and successful response to changes in external factors.

Figure 1 - Communication within the organization

In addition, any organization is a social object, and must obey not only the unspoken rules of a modern civilized society, but also state regulation, which in turn proves the direct influence of the external environment on it.

Figure 2 - Communication between the organization and the external environment

1.3 Communication process

A communication process is a process during which information is transferred from one subject to another.

In many cases, the transmitted message turns out to be incorrect and, consequently, the exchange of information is ineffective, as a rule, only 50% of attempts to exchange information lead to the mutual consent of those communicating. The main point is that people forget the fact that communication is an exchange. Which leads to less effective communication. It is essential that both parties play an active role during the transfer of information. For example, when a manager describes duties to a subordinate, it is necessary that he, in turn, tell how he understands them, and what you expect from him when they are performed. The exchange of information occurs only when one party offers information and the other perceives it. The study of communication involves considering it as a process consisting of stages and stages, and knowledge of the role and content of each of the stages allows you to more effectively manage the process as a whole. Therefore, we can conclude: communication process is the exchange of information between two or more people.

The main goal of the communication process is to ensure the understanding of the information being exchanged, i.e. messages. However, there is no guarantee of the effectiveness of communication between the people who participated in the exchange of information. This can be observed when faced with cases of ineffective communication with friends, family, co-workers at work. To better understand the process of information exchange and the conditions for its effectiveness, one should have an idea of ​​the stages of the process, in which two or more people participate.

In the process of information exchange, four basic elements can be distinguished.

1.Sender a person who generates ideas or collects information and communicates it.

2.Message- the actual information encoded using symbols.

3.Channel- a means of information transfer.

4.Recipient - the person to whom the information is intended and who interprets it.

When exchanging information, the sender and recipient go through several interrelated stages. Their task is to compose a message and use a channel to convey it in such a way that both parties understand and share the original idea. This is difficult, because each stage is at the same time a point at which the meaning can be distorted or completely lost. These interrelated steps are:

1. The birth of an idea.

2.Coding and channel selection.

3. Transfer.

These steps are illustrated in Figure 3.

Figure 3 - A simple model of the communication process

The difficulty in distinguishing the stages of the communication process is due to the fact that the entire process is often completed in a few seconds. Let's analyze these stages to show what problems can arise at different points. This analysis is like carefully examining a single frame on a film.

The birth of an idea

The formulation of an idea or the selection of information is the beginning of the exchange of information. The sender decides which worthy idea or message should be exchanged. At this first stage, many communication attempts fail because the sender does not spend enough time thinking about the idea.

It must be remembered that the idea has not yet been translated into words or acquired another form in which it will serve the exchange of information. The sender has only decided which concept he wants to make the subject of the exchange of information. To carry out an effective exchange, the sender must take into account many factors. For example, a manager who wants to share information about performance evaluation should clearly understand that the idea is to communicate specific information to subordinates about their strengths and weaknesses and how their performance can be improved. The idea cannot consist in vague general praise or criticism of the behavior of subordinates.

This example shows the connection between perception and communication. A manager who considers subordinates capable of development and improvement, and therefore, in need of information with an assessment of the results of their work, most likely will have good positive ideas for exchanging information on the specified topic in essence. A manager who perceives subordinates and children waiting to be corrected and directed is likely to instill in his ideas the negative quality of criticism inherent in this way of thinking.

Another example of anticipated problems during the concept phase comes from a shop manager who has just received a message from senior management that the company needs to increase video game production by 6% without increasing overtime pay. If the shop manager cannot decide the best way to share this information with subordinates and send them the message exactly as it was received, misunderstandings are possible, as the workers will only understand the fact that changes are needed. If the manager does, however, think through the ideas that need to be communicated, he can come to the following conclusions:

1.Workers must understand what kind changes are needed - a 6% increase in production without additional overtime.

2.Workers must understand why they need these changes, otherwise they may conclude that the company is trying to squeeze more out of them and pay less, and rebel.

3.Workers need to understand how change must be made – product quality and scrap rates must not change due to the increase in production, otherwise efficiency may decrease, not increase, as requested in their message by top management.

Managers who do not communicate satisfactorily may act unsuccessfully, because this is how top management acts towards them. The meaning is that for the behavior of subordinates, top managers often serve as a role model. If managers tend to be coercive or not frank in sharing information, it is entirely possible to behave in similar ways when exchanging information with their subordinates. However, being in a different position than the boss, it is not at all necessary to act in the same style, even if this style is effective. What is needed is to realize what ideas are meant to be conveyed before , how you send a message, and confidence in the adequacy of ideas, taking into account the specific situation and purpose.

Encoding and channel selection

Before conveying an idea, the sender, using symbols, must encode it, using a system of code signs for this. This coding turns an idea into a message.

The sender must also select channel compatible with the type of characters used for encoding. Some well-known channels include the transmission of speech and written materials, as well as electronic means of communication, including computer networks, e-mail and videoconferencing. If the channel is not suitable for the physical embodiment of the symbols, transmission is not possible. A picture is sometimes worth a thousand words, but not when conveying a message over the phone. Similarly, it may not be feasible to talk to all employees at the same time. Aide-mémoires can be sent out in advance of small group meetings to ensure the message is understood and the issue is shared.

If the channel is not very consistent with the idea that was born in the first stage, the exchange of information will be less effective. Medium (air, water, light, taste, physical actions) and various technical devices and devices (lines, waves, etc.) are used as channels. Example. The leader wants to warn the subordinate about the inadmissibility of the last serious violation of security measures, and does this during a light conversation over a cup of coffee or by sending him a note on the occasion. Although these channels may not be able to convey the idea of ​​the seriousness of violations as effectively as a formal letter or meeting..

The choice of means of communication should not be limited to a single channel. It is often desirable to use at least two communication media in combination. The process becomes more complicated because the sender has to establish the sequence of use of these means and determine the intervals in the sequence of information transmission. However, studies show that the simultaneous use of the means of exchanging oral and written information is usually more effective than the exchange of written information alone. Relying on both channels forces one to prepare more carefully and record the parameters of the situation in writing. However, in order to avoid an uncontrolled flow of papers, in no way should each information exchange be in writing.

The second stage is more understandable if we think of it as a packing operation. Many really good products don't sell until they're packaged in a way that the consumer finds understandable and appealing at the same time. Similarly, many people with great ideas fail to encode them into symbols and put them into channels that are meaningful and attractive to the recipient. When this happens, the idea, no matter how valuable, very often does not find a “market”.

Broadcast. The sender in the third stage uses the channel to deliver the message to the recipient. This is the physical transmission of a message, which many people mistakenly take for a communication process. At the same time, as we have seen, communication is only one of the most important stages that must be passed through in order to convey ideas to another person.

Decoding is the translation of the sender's characters into the recipient's thoughts. If the characters chosen by the sender when formulating the idea have exactly the same meaning for the recipient, the latter will know exactly what the sender had in mind. If there is no need to react to the idea, the process of information exchange can end there.

However, for a number of reasons, the recipient may give a slightly different meaning to the message than in the sender's head. Thus, the exchange of information should be considered effective if the recipient demonstrates understanding of the idea by performing the actions that the sender expected from him.

Feedback

In the presence of feedback, the sender and receiver switch roles. The recipient becomes the sender and vice versa. So, the whole cycle repeats again, but in a different direction.

Feedback can contribute to a significant increase in the effectiveness of the exchange of management information. According to a number of studies, two-way information exchange (with opportunities for feedback) compared to one-way (no feedback), although it proceeds more slowly, nevertheless, relieves stress more effectively, is more accurate and increases confidence in the correct interpretation of messages. This has been confirmed in a wide variety of cultures.

Figure 4 - The process of information exchange as a system with feedback and noise

Noise - any interference in the communication process with a distortion of the meaning of the message . Efficient communication is greatly enhanced by feedback, allowing both parties to suppress noise. Noise sources that can create barriers to information exchange vary from language (whether verbal or non-verbal) to differences in perception. Noise can change the meaning of encoding and decoding processes, and to differences in organizational status between supervisor and subordinate, which can make it difficult to accurately convey information.

Certain noises are always present, so at each stage of the information exchange process there is some distortion of meaning. Examples of the presence of noise: sound errors in pronunciation; distortion in communication lines; language errors, etc. Usually we overcome the noise and get our message across. However, a high level of noise sometimes leads to a noticeable loss of meaning and can completely block the attempt to establish information exchange. In Figure 4, the exchange process is presented in the form of a diagram.

1.4 Communication networks and styles

Communication networks - this is a connection in a certain way of individuals participating in the communication process with the help of information flows (Figure 5). In this case, not individuals as such are considered, but communication relations between them. The communication network includes the flow of messages and signals between two or more individuals. It focuses on the organization's patterns of these flows, not on whether the meaning or meaning of the message was conveyed.

The network created by the manager consists of vertical, horizontal and diagonal links. Vertical connections are built along the line of leadership from the boss to subordinates. Horizontal connections - connections between equal levels of individuals or parts of the organization: between deputy heads, between heads of departments, between subordinates. Diagonal connections are connections with other superiors and other subordinates. The network of these connections creates the structure of the organization. The task of a formal organizational structure is to give the communication flows the right direction. The possibilities of developing a communication network in an organization limit the size of units. If the group size increases exponentially, then the number of possible communication relationships increases. Therefore, the communication network in a group of twelve people is more diverse and complex than in a group of three people.

Picture

Figure 5 - Interpersonal communication network of a group leader in an organization

There are examples of communication networks for groups of the same or different sizes (Figure 6). In circle networks, group members can only exchange information with those who are close to them. In wheel networks, there is a formal, centralized hierarchy of power in which subordinates communicate with each other through their boss. The objective basis of such a situation is that the person in the center of the "wheel" has more communication connections than other members of the group. He receives more messages, is more often recognized by other members of the group as a person performing leadership functions, has more social influence on other members of the group, usually bears more responsibility for conveying information, he is more than others expected to finally solve the problem.

Group of three

"Wheel" "All-channel" "Turntable"

Group of four

"Wheel" "Chain" "All Channel"

Group of five

"Wheel" "Y" "Circle"

"All-channel" "Chain X" "Alpha"

"Chain"

Figure 6 - Samples of communication networks in groups

A similar picture is observed in networks of type "Y". Such networks are called centralized and can be effective if simple problems are solved. Another type of power hierarchy is represented by "chain" networks, in which horizontal connections appear - an element of decentralization. "Omnichannel" networks represent completely decentralized groups. They are typical for cases where the participation of all in solving complex problems is required. This approach is also called open communications.

To understand the relationship of power and control in an organization, knowledge of the types of communication networks is especially important. Hiding or centralizing information is known to support power relations.

The nature of the interdependence of jobs and people in a group or organization determines the type of more efficient communication network. Simple interdependence allows the use of centralized networks. Complex interdependence allows the use of centralized networks. However, a complex network may not solve a simple problem.

Communication styles - these are the ways in which the individual prefers to build communication interaction with others. There are many different styles used by people in interpersonal communication; there are also many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

Two variables such as one-sidedness in communication and the use of feedback can be taken as the basis for measuring interpersonal communication. The first involves the degree to which one presents oneself in communication to others in order to get a response from them, especially showing how they perceive us and our actions. The second dimension shows the extent to which people are interested in using feedback for communication purposes. Having built a matrix on this basis, where the first dimension will be laid down vertically, and the second dimension horizontally, we can distinguish five styles of interpersonal communication (Figure 7) .

One-sidedness

communications

Low

Low Using Feedback High

Figure 7 - Communication styles

The communication style of the individual in Quadrant 1 can be defined as self-representation. This style is characterized by a high degree of desire to present oneself to others, and a low level of feedback from the individual using this style. Self-representation in this case is measured in the range from average to maximum. The individual does this, thereby focusing attention on himself in order to evoke a reaction to his behavior. Unfortunately, the described style suffers from the fact that the reaction of others is often left without the necessary feedback. By taking others' reactions to their behavior very closely, the individual using this style may exhibit unbridled emotions that are not conducive to establishing an effective relationship between the communicating parties.

The communication style of an individual in square 2 is defined as self-realization and is characterized by the maximum degree of self-presentation and the maximum level of feedback. Under ideal conditions, this style is desirable, but situational factors (politics of the organization, difference in status, etc.) may prompt an individual who owns this style to abandon it.

The communication style in square 3 is characterized by self-closure, i.e. both a low degree of self-presentation and a low level of feedback. In this case, the individual, as it were, isolates himself, preventing others from recognizing him. This style is often used by "introverts" - people with a tendency to turn their mind more inward. The extreme manifestation of this style is the concealment of one's ideas, opinions, dispositions and feelings towards others.

The communication style in Quadrant 4 is self-protective and, as shown in the matrix, is characterized by a low degree of self-presentation and a high level of feedback. Widely used to get to know others better or judge them more correctly. Usually this style is used by individuals who are little open to others, but who love to discuss them. They love to hear about themselves, but do not like to discuss their qualities with others, especially the bad ones.

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called self-trading and is characterized by moderate self-presentation and moderate feedback exchanged in the process of interpersonal communication.

It is wrong to think that any one of the named communication styles is the most preferable. The practice of effective communication shows that the style in which the individual realizes himself is more desirable and used in more situations. With regard to the use of other styles, it is important to understand the problems of effective feedback, be able to present yourself and be able to listen to others.

1.5 Interpersonal communications and barriers

The leader spends 50% to 90% of his time talking, so we highlight direct interpersonal communication here.

Our consideration of interpersonal barriers focuses on:

1) perception;

2) semantics;

3) the exchange of non-verbal information;

4) low-quality feedback;

5) bad hearing.

Perceptual barriers

The leader must be aware of the process of perception, since it is this process that determines the "reality for the individual." People do not react to what is actually happening in their environment, but to what is perceived to be happening. Taking into account some of the factors that affect perception in the process of information exchange makes it possible to prevent a decrease in the effectiveness of communications by promptly removing the barriers caused by perception.

Because of the conflict between the areas of competence, the basic judgments of the sender and the recipient, one of these barriers arises. People can interpret the same information in different ways depending on their experience. For example, in a retail organization, sales managers may have different views on how best to empty the retail space of stores. In a manufacturing organization, marketers may think that increasing sales through product variety is more important than lowering production costs as a result of greater standardization of products. At the same time, production workers can think and generate ideas for information exchange from the opposite point of view. Hospital staff and administrators may have different bases of opinion regarding the need to increase efficiency in order to reduce costs or to allocate additional resources to improve the quality of care.

The reason for the selective perception of information, depending on the range of interests, needs, emotional state and the external environment of people, may be the discrepancy between the foundations of judgments. This characteristic is very important for the exchange of information. It follows from this that in many cases people perceive only a part of the message received by them in the physical sense. Difficulties of organizations in exchanging information are attributed to the difference of people on the basis of the interpretation of the messages they receive. As a result, the ideas encoded by the sender may be distorted and not fully understood.

Information that conflicts with experience or previously learned concepts is often either completely rejected or distorted in accordance with these experiences or concepts. Studies have confirmed the presence of a tendency for people to perceive the problems of the organization within the framework of the foundations of judgments, which are formed on the basis of their specific functions.

Another reason for the difficulties of perception in the process of communication is the existence of barriers due to the social attitudes of people. If there is a bad experience of interaction with certain employees or departments, in all likelihood, the exchange of information is influenced by the attitudes of people. Suppose, for example, that one of the firm's employees comes up with a proposal to improve customer service. Further, during the last exchange of information with him, his tendency to exceed the limits of hospitality was discussed. Due to the negative attitude towards him, which could have formed during the previous conversation, it is quite possible that his idea will not be fully heard. It is also possible that he inflated his entertainment expenses by inviting a prospective client to dinner with wine. Perhaps he thought that in this way he would be able to significantly increase the sales of the sales department. If the stance on hospitality limits is that "going over the limit is always indicative of poor control over disbursed funds," then his view of the situation is likely to be misunderstood. These two cases of information exchange can be the beginning of a bad relationship between a subordinate and a superior.

The above example shows the impact that the communication climate can have on the relationship between a leader and a subordinate. These relationships are formed depending on how each of the individuals acts in relation to the other in various interactions and information exchanges. The frequency of contacts between two people and the communication style that each chooses in relation to the other in the future will depend on the positive or negative tone of the relationship that arises. A manager who does not create a positively colored climate in relations with others will receive limited information exchange with employees in the future. Over time, a climate of mistrust, antagonism, and self-protection can develop. According to research, the flow of information and the accuracy of information exchanged between people in the organization are growing in a climate of trust. One study found that if managers are open and honest with their employees, the latter respond in kind to the former in exchange of information. The higher the openness of one or both people involved in the exchange of information, the greater the satisfaction from contact.

Semantic barriers

Earlier in this chapter, we indicated that the purpose of communications is to ensure understanding of the information that is the subject of exchange, i.e. messages. Entering into informational contact and using symbols, we are trying to exchange information and achieve its understanding. The symbols we use include words, gestures, and intonations. It is with these symbols that people in the process of communication. The sender encodes the message with verbal and non-verbal characters. In this discussion, our attention is focused on the problems associated with the use of words as symbols.

Semantics- a section of linguistics dealing with the meanings of language units. Since words (symbols) can have different meanings for different people, what one intends to communicate will not necessarily be interpreted and understood in the same way by the recipient of the information. The explanatory dictionary of the Russian language gives about 300 thousand possible definitions for 75,000 words, 17 meanings of such a simple word as pass the. The word "end" can, for example, be interpreted by a sailor as a mooring rope, and by a driver as the end of a road. For a tailor, this is a piece of fabric. There is also a more common meaning - complete failure, collapse.

Semantic variations are often the cause of misunderstanding, for in many cases the exact meaning attributed to the symbol by the poisoner is not at all obvious. A manager telling a subordinate that a report appears to be adequate may mean that it is complete and on purpose. However, the subordinate may decode the word "adequate" to mean that the report is mediocre and in need of significant improvement.

The symbol has no unique inherent meaning. The meaning of the symbol is revealed through experience and varies depending on context, the situation in which the symbol is used. Since each person has his own experience, and each act of information is to some extent a new situation, no one can be absolutely sure that other people will attribute the same meaning to the symbol that we have given it.

Semantic difficulties may also be due to the divergence of the ways in which people assign meaning to groups of characters. This is of great importance for communication. For example, if you don't say to a subordinate, "Do something as soon as you have the opportunity," what does it really mean: "as soon as possible" or "when you have time"? Or, for example, the manager says that he wants to receive a comprehensive report, what does the words "comprehensive report" really mean? If you tell your subordinate: “Be sure to contact me if there are any problems,” will the subordinate understand what exactly the manager means by “problems”? In this example, an additional complication is perhaps created by the fact that the subordinate has a feeling that the existence of problems is bad. As a result, he may not get in touch with the manager when problems do arise, despite the fact that the manager feels it is important to be informed of emerging or existing problems as soon as possible. Studies have shown that workers and managers, as well as managers at different levels, attach different meanings to words such as "incentives", "quota", "collaboration" and "budget".

As can be seen, in order to effectively communicate with people in the organization, leaders must come to understand the true meaning of the words they use and achieve an understanding of the meanings that are embedded in the words used by management.

Semantic barriers can create communication challenges for companies operating in a multinational environment. It is not hard to guess that semantic barriers due to cultural differences can seriously impede business negotiations.

Non-verbal communication and barriers

Although verbal symbols (words) are our primary means of encoding ideas to be conveyed, we also use non-verbal symbols to convey messages. Non-verbal communication uses any symbols other than words. Often, non-verbal transmission occurs simultaneously with verbal transmission and can enhance or change the meaning of words. The exchange of glances, facial expressions such as smiles and expressions of disapproval, raised eyebrows in bewilderment, a lively or fixed look, a look of approval or disapproval are all examples of non-verbal communication. Using a finger as a pointing finger, covering the mouth with a hand, touching, disinterested posture are also non-verbal ways of conveying meaning (meaning).

Recently, this area of ​​interpersonal communication has increasingly attracted the attention of scientists and specialists. The fact is that the effect of most verbal messages is created by non-verbal information: 38% - by the tone of voice and 55% - by facial expressions, postures and gestures. From this it follows that only 7% remains words. This is especially evident in cases where the verbal part of the sender is contradictory. In such a situation, the recipient relies more on the non-verbal part to understand the meaning of the message. The main types of non-verbal communication are shown in table 1.

Table 1 - Non-verbal communication

The main types of non-verbal communication	Examples
body movement	Gestures, facial expressions, eye movements, touch, posture
Personal physical qualities	Body structure, weight, height, hair and skin color, body odor, muscles
Using the Environment	The way of using and feeling the external environment, the manner of placing oneself in the environment, remote closeness in communication, the feeling of "own" and "foreign" territory
Physical environment	Design of the premises, furniture and other objects, decorations, cleanliness and tidiness, lighting, noise
	Lateness, early arrival, tendency to keep oneself waiting, culture of time, relationship of time and status

Like semantic barriers, cultural differences in the exchange of non-verbal information can create significant barriers to understanding.

1.6 Organizational communications and obstacles in their path

An understanding of the process of interpersonal information exchange and methods of improving the ability to communicate should contribute to the growth of the effectiveness of the managerial activity of the manager. However, in addition to interpersonal contacts, the manager must be aware of the barriers to the exchange of information in the organization and methods for improving such exchange.

In this subsection, we will consider barriers in organizational communications.

Distortion of messages

In the case when information moves up and down within the organization, the meaning of the messages is slightly distorted. This distortion may be due to a number of reasons. In case of difficulties in interpersonal contacts, messages can be distorted inadvertently, as discussed earlier. In the case when any leader does not agree with the message, there may be a deliberate distortion of information. In this case, the manager modifies the message so that the change in meaning occurs in his interests.

Information exchange problems due to message corruption can also arise due to filtering. Filtering concepts refer to the tendency for messages to become corrupted as they move up, down, or from level to level within an organization or department. The need in an organization to filter messages so that only those messages that concern it are sent from one level to another level of an organization or department. In order to speed up the movement of information or to make the message more clear, various information must be summarized and simplified before messages are sent to different parts of the organization. Since it is the managers who determine which messages to send, all sorts of barriers in interpersonal contacts can lead to weeding out some messages and emphasizing others. Such a selection can cause important information not to get to another sector of the organization or information to go there with a significant distortion of the content. According to one study, only 63% of the content of information sent by the board of directors reached the vice presidents, 40% to the heads of the shops, and 20% to the workers.

Messages sent to the top may be distorted due to mismatch of the statuses of the levels of the organization. Senior managers have a higher status, so there may be a tendency to provide them with only positively perceived information. This can lead to the fact that the subordinate will not inform the manager about a potential or existing problem, because he does not want to tell the boss the bad news. Further, since subordinates often want approval from the manager, they can only tell him what he wants to hear. Studies have shown that status differences strongly affect the quality of information exchange. In addition to the reason for the deterioration of the information coming to the top, one can attribute the increased attention of the leaders of the middle Even to messages from the upper levels of power compared to information from their subordinates. Other reasons that prevent employees from sending up may be fear of punishment and a sense of the futility of this case.

Information overload

Barriers to the exchange of information can also be the result of overloaded communication channels. A manager who is busy processing incoming information and the need to maintain information exchange is probably not able to effectively respond to all information. The leader is forced to sift out less important information and leave only the one that, in his opinion, is the most important; the same applies to the exchange of information. Another obstacle is that a person's short-term memory is able to remember a certain number of signs that are not personal. Unfortunately, the manager's understanding of the importance of information may differ from that of other employees of the organization.

Poor organizational structure

In an organization with multiple levels of management, the potential for information corruption increases as each successive level of management can correct and filter messages. Some of the best-run American companies have moved to a structure "with few levels of management and channels of relatively direct information exchange" .

The unsatisfactory composition and use of committees, working groups, personnel in general, as well as the way power is organized and the distribution of tasks can be attributed to aspects that can cause problems in communications. Conflicts between different groups or departments of an organization can also create problems in the exchange of information. It can be said that a poorly designed information system can reduce the effectiveness of information exchange and decision making in an organization.

1.7 Regulation of information flows

At all levels of the organization, leaders must represent the information needs of their own, their superiors, colleagues, and subordinates. The manager also needs to learn how to assess the qualitative and quantitative aspects of their information needs, as well as other consumers of information in the organization. He must be able to define what is "too much" and "too little" in information exchanges. Further, we consider that information needs largely depend on the goals of the manager, the decisions he makes and the nature of the indicators for evaluating the results of his work, as well as his department and subordinates.

Management actions

Managing the flow of information is an example of one of the few actions a leader can take to improve communication. There are others. For example, a manager may practice holding short meetings with one or more subordinates to discuss planned changes, new priorities, work allocation, etc. The manager may, at his discretion, choose to have periodic meetings with all subordinates to review previously discussed issues. Many organizations insist that executives hold such weekly meetings-meetings. A subordinate can take similar actions, seeking, on his own initiative, a meeting with a supervisor or workmates. All these examples show the essence of mapping the roles of the controller, distributor and source in the information process.

Planning, implementation and control form additional opportunities for managerial action in the direction of improving information exchange. Discussion and clarification of new plans, strategy options, goals and appointments necessary for more effective implementation of the planned, monitoring the progress of work according to the schedule, reports on the results of such control - these are additional actions subject to the head.

Feedback systems

To the extent that feedback can improve interpersonal communication, so can the feedback systems established within the organization. These systems form part of the control and management information system in the organization. One option for a feedback system is to move people from one part of the organization to another in order to discuss certain issues. For example, the Ford firm sends employees from its main headquarters to factories dispersed throughout the country to discuss issues related to product quality. Similarly, the mayor of the city personally visits the districts to ascertain the normal implementation of various government programs, or for the same purpose sends employees of the municipality on his behalf. Considering the need for feedback in an organization, one communicator writes: “An effective leader bridges the gap between himself and his subordinates by creating a thoughtful communication system that ensures messages go down and are taken up there.” Employee surveys are another option for a feedback system. Such surveys can be conducted to obtain information from managers and workers on literally hundreds of questions:

1) whether the goals of their activities are clearly communicated to them;

2) potential or actual problems they face or may face;

3) whether they receive accurate and timely information necessary for their work;

4) whether their leader is open to suggestions;

5) whether they are informed about the upcoming changes that will affect their work.

Proposal collection systems

In order to facilitate the flow of information to the top, proposal collection systems have been developed. All employees have the opportunity to generate ideas for improving any aspect of the organization. The purpose of such systems is to reduce the severity of the tendency to filter or ignore proposals on the way from the bottom up.

Most often, the above system is implemented in the form of boxes for complaints and suggestions, where employees of the company can anonymously submit their suggestions. Unfortunately, this option is not very effective, since there is often no mechanism for confirming the fact that proposals have been considered, as well as stimulating employees whose proposals have benefited the organization. Programs that provide financial incentives and have a mechanism to reveal why a particular idea is implemented, allow employees to understand the reasons for accepting or rejecting their proposals. In addition, employees have a chance to receive monetary rewards.

You can create another system for collecting proposals. An organization may deploy a private telephone network or helplines through which employees can anonymously call and inquire about appointments and promotions. Sometimes managers work on the line, immediately answering questions. Responses are either sent directly to employees (unless the question is anonymous) or printed in a newsletter.

Another variant of the feedback system provides for the creation of a group of managers and ordinary workers who meet and discuss issues of mutual interest.

Newsletters and modern information technology

Relatively large organizations usually publish monthly newsletters that contain information for all employees. Such monthly newsletters may include articles reviewing management proposals, occupational health and safety, a new contract, a new product or service that will soon be offered to consumers. A selection of "employee of the month", new divisions of the organization and development prospects, management's answers to questions from the ranks to employees.

Video recording technology has given organizations another means of channeling information. The result is the creation of their own television channels and programs.

Recent advances in information technology are helping to improve the exchange of information in organizations. The personal computer has already had a huge impact on the information that managers, support staff and workers send and receive. E-mail enables employees to send written messages to any person in the organization who has a personal computer in the workplace. This reduces the traditionally inexhaustible flow of telephone conversations. In addition, e-mail is an effective means of communication between people located in different offices, different cities, and even in different regions and countries. Recent innovations in telephony systems allow one person to send multiple messages to different people and then receive replies to the original messages. During video conferences, people in different places, including different countries, discuss all sorts of problems, looking at each other's faces.

Chapter 2 Communication systems at Dina-Service LLC

2.1. Enterprise characteristics

Dina-Service LLC is a professional organization specializing in property valuation and real estate activities.

The society was founded on February 1 2001 on the basis of the group of companies "Dina" in order to provide professional appraisal and real estate services. Currently, the group of companies includes an insurance company, an audit company, a leasing company and a security company.

LLC "Dina-Service" has been successfully operating in the market of the Russian Federation for more than four years, being the winner of the competitions of the Department of Property Relations of the Ulyanovsk Region for the performance of work on the "Evaluation of property and business" and the Committee for City Property Management on the "Evaluation of urban property" in 2003 and 2004 years.

The company provides appraisal services on the basis of the license of the Federal Agency for Federal Property Management No. 001185 for the right to conduct an independent appraisal.

The professional liability of appraisal activities is insured by OJSC Military Insurance Company with a liability limit of 2,000,000 rubles.

Professional liability of real estate activities is insured by OAO Ingosstrakh with a liability limit of 1,000,000 rubles.

The company builds its activities with clients on the basis of contractual relations and bears responsibility before them established by law for the fulfillment of the tasks and functions provided for by the Charter of the enterprise. In its activities, the organization is guided by the legislation of the Russian Federation, the orders of the regional administration, as well as the Charter of the enterprise.

In general, if we talk about the appraisal services market in Ulyanovsk and the Ulyanovsk region, then the state of affairs here is not the most favorable for the enterprise. It is formed and close to saturation. The competition is very high. There are more than 30 appraisal organizations operating in the region.

LLC "Dina-Service" is accredited by the Russian Society of Appraisers (ROO) - a professional association of appraisers in Russia. Accreditation at the ROO is a guarantee of the quality of services.

Dina-Service LLC is a member of the Union of Real Estate Market Professionals in Ulyanovsk and is a member of the Russian Guild of Realtors.

This organization is organized and operates to meet the following goals:

- Receiving a profit;

- the most complete and high-quality satisfaction of consumer needs;

- the most complete satisfaction of the needs of the employees of this organization.

The goal of the organization, in my opinion, coincides with the goals of its employees: the organization needs to get as much profit as possible, and this is important for employees, because the size of their wages directly depends on the profit of the organization. It's not a secret for anyone that the receipt of this very profit is ensured by the successful work of the personnel, which is well understood by the Company's management.

In their work, employees use modern technologies and methods. But the training of employees is poorly developed, there are no trainings. The staff of the organization is generally highly qualified, but young people with modest work experience are also recruited.

Maxim Nikolaevich Povtarev, acting on the basis of the Charter, is the General Director of Dina-Service LLC.

LLC "Dina-Service" provides a full range of services for the assessment and revaluation of property and real estate activities, including:

Estimating the value of real estate (for the purposes of buying and selling, leasing, lending on security, insurance, contribution to the authorized capital and other necessary cases);

Valuation of land and natural resources;

Estimating the cost of construction in progress;

Estimation of the cost of machinery, equipment, vehicles, aircraft and sea vessels, inland navigation vessels;

Estimating the cost of inventory;

Valuation of the results of intellectual activity, intangible assets, confidential information of commercial value;

Estimation of the value of shares, securities, shares, shares in authorized capitals, enterprises as property complexes;

Assessment of the value of receivables, debts, bills;

Purchase and sale of residential and non-residential premises;

Rental housing and commercial real estate;

Preparation of documents, including land-legal;

Dina-Service LLC is located at Ulyanovsk, st. Lenina, 63. The location on the main street of the city is very convenient for clients and partners.

The organization's clients are:

Ulyanovsk City Property Management Committee;

Territorial body for federal property management;

OJSC "Aviastar-SP";

Municipal Unitary Enterprise Housing and Public Utilities Krasny walk;

PO Undorovsky plant of mineral water "Volzhanka";

JSC "High Technologies";

Oil company Yukos;

JSC "Vodokanal";

JSC "Inzen furniture factory";

JSC "OKB Iskra";

JSC "Plant Iskra";

JSC "Kometa";

GOU VPO "Ulyanovsk University";

JSC "Institute";

The partners of the organization are:

Insurance company "Nasta-Center";

Insurance company Russkiy Mir;

Insurance company "Progress Garent";

Insurance company Avikos;

Guta Insurance Company;

Insurance company "Ingosstrakh";

Insurance company "MAKS";

Insurance company "MSC";

Insurance company "Sogaz";

Insurance company "Consent";

Insurance company "Juice";

Insurance company "Sheksna";

arbitration managers;

Trading organizations;

Car services;

Law firms;

2.2 Structure of communications

Let's analyze the structure of the company's communications. To understand how communications take place in Dina-Service LLC, let's consider the company's management structure (Figure 8). The supreme management body is the General Director. The Deputy General Director is subordinate to the director of the company. He, in turn, reports to the heads of departments and the secretary.

The management structure has a fairly small number of management levels and channels of relatively direct information exchange.

Figure 8 - The structure of the company's management (number of employees is indicated in brackets)

2.3 Conducting a communications analysis

To analyze the state of communications in Dina-Service LLC, a questionnaire was developed for managers and employees of the company and a survey was conducted, based on the results of which the following analysis was made:

Questionnaire for the head.

1. Are you in a management position?

¨ for the first time (1)

¨ not for the first time (3)

Figure 9 - Diagram of the experience of working with the staff of managers

Analyzing the answer, we can say that three out of four managers have experience in managerial positions, and therefore have experience in working with personnel, solving problems, and establishing communications. But, on the other hand, they have an established line of leadership that may need some minor changes.

2. How long have you been in a leadership position (if your current position is not first, then how long in total)?

CEO - 10 years.

Deputy CEO - 7 years.

Head of Evaluation Department - 5.5 years

Head of real estate department - 5 years.

Based on the answers received, it can be seen that the management of the enterprise has experience in managing the enterprise.

3. Your education

¨ Secondary Special (0)

¨ Average (0)

Figure 10 - Diagram of the level of education of the management team

Since all top-level (level) managers have higher education, it can be concluded that they have all the necessary knowledge to effectively manage the enterprise.

4. Does your position correspond to the education received?

¨ Corresponds to (2)

¨ Does not match (1)

¨ Not fully (1)

Figure 11 - Diagram of the correspondence of education with the position held

Since not all managers hold a position corresponding to the education received, it is necessary, if possible, to provide them with the opportunity to improve their qualifications with the help of special advanced training courses.

5. Is it necessary to combine all possible types of communications in the enterprise?

Figure 12 - Diagram of the need to combine all types of communications

Opinions on this issue were divided equally. Half of the leaders consider it necessary to use all possible types of communication, and the other half of the leaders do not think so. The more channels for transmitting information, the greater the likelihood of timely transmission of information.

6. Are refresher courses needed?

¨ Once a year (3)

¨ Every three years (1)

Figure 13 - Diagram of the frequency of refresher courses

Most of the management is aware of the importance of professional development as one of the main components on the way to a more efficient operation of the enterprise.

7. What types of communications are more often used at your enterprise in your enterprise?

¨ Personal contact (3)

¨ Conference calls (0)

¨ Telephone conversations (1)

¨ Via memos (0)

¨ Email (0)

Figure 14 - Diagram of the use of communication tools

It can be seen from the answer that it is necessary to improve the communications that take place in the enterprise, since even one or more links in the enterprise may fail in the movement of important information, which can lead to irreversible consequences, for example, untimely completion of the task. Which in turn can lead to more serious consequences.

8. Whom do you contact outside the firm?

¨ Suppliers (2)

¨ consumers

¨ competitors (1)

¨ public authorities (1)

¨ labor market

Figure 15 - Diagram of contacts outside the firm

Analyzing the responses received, one can see that managers have fairly close ties with the external environment. The activities of some managers are related to contacts, for example, both with competitors and suppliers. Which in turn obliges them to have the necessary knowledge in the correct (correct) communication with them.

9. Do you consider personal relationships important in the communication process?

¨ Important (3)

¨ possible but not required (1)

¨ unnecessary at all

Figure 16 - Diagram of the importance of personal relationships

One of the most important results of the survey can be considered that managers consider it important to use personal relationships in communication. Since this leads to a more effective perception of information. In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste. Effective communication requires certain skills and abilities from each of the parties.

10. Do you think more positive communication is an emotional-psychological factor in a relationship type?

¨ chief - chief (1)

¨ boss - subordinate (1)

¨ subordinate - subordinate (2)

Figure 17 - Diagram of the emotional and psychological factor in a relationship

Managers believe that positive emotions in communication are also known to lead to a more effective perception of the information received. Perhaps the manager-subordinate relationship is the most obvious component of communication in an organization. Although they serve as an example of vertical information exchange.

11. What is the moral and psychological situation at your enterprise

¨ Prosperous (4)

¨ generally good, but there are problems (0)

¨ this does not apply to work (0)

Figure 18 - Diagram of the moral and psychological situation at the enterprise

The answer to the question showed, in the opinion of the leaders, that a favorable moral and psychological situation has developed in the team. This has a beneficial effect on the work of each employee and the team as a whole. Informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

12. How do you work with senior management?

¨ at a strictly agreed time (0)

¨ in operation (1)

¨ as needed (3)

Figure 19 - Diagram of contacts with management

The ability of the company's managers to contact higher management as needed means that the company's management has the ability to respond in a timely manner to all sorts of factors that can lead to a failure in the operation of the enterprise.

13. How often do you communicate with the workforce of the organization?

¨ Often (0)

¨ As needed (4)

Figure 20 - Diagram of contacts with the workforce

The fact that management considers it important to communicate with the workforce shows that the opinion of the workforce is taken into account. Some important and relevant proposals of the employees of the enterprise, which may affect the operation of the enterprise, are considered by the management of the organization.

14. How do you prepare for upcoming staff meetings and in what way?

¨ meeting plan (0)

¨ report (0)

¨ don't cook anything (4)

Figure 21 - Diagram of preparation for meetings

The results of the responses show that the management of the enterprise does not properly approach the preparation of upcoming meetings. Which, in turn, can lead to incomplete understanding by employees of what they would like to convey to them by management. If the structure of the organization is poorly thought out, the manager's ability to plan and achieve the goals set is somewhat narrowed.

15. How often do you hold management meetings?

¨ once a week (0)

¨ once every two weeks (0)

¨ once a month (0)

¨ as needed (4)

Figure 22 - Diagram of the regularity of holding meetings of the management team

There are only 4 managers in the firm who are in the same building and meet every day, so there is no need to hold meetings at a clearly scheduled time, but it is more expedient to hold them as needed.

16. How often do you hold meetings of the entire team?

¨ once a week (0)

¨ once every two weeks (0)

¨ once a month (0)

¨ as needed (4)

Figure 23 - Diagram of the regularity of staff meetings

An important quality of the leaders of the enterprise is that they hold meetings with subordinate employees as needed. This allows you to timely solve all sorts of unexpected problems. As well as more efficient operation of the enterprise.

17. How do you solve production issues at your enterprise?

¨ Sole boss (0)

¨ Management team (1)

¨ Team of specialists (3)

¨ All team (0)

Figure 24 - Diagram of decision-making options in the enterprise

According to the answers to this question, it is clear that managers resort to the help of specialists when solving production issues, but the final decision remains with the management team. The opinion of specialists is very important, because. the manager may not know all the subtleties of each issue.

18. How can lower-level employees come into personal contact with you?

¨ on scheduled appointment days (0)

¨ using official documents (1)

¨ anytime, as needed (3)

¨ with confidential box (0)

Figure 25 - Diagram of the possibility of contacts between employees and the head

It is very important that any employee, at any time, can contact the manager to resolve production issues. This allows you to get the job done more quickly. In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also understood and comprehended.

19. Do you know all your employees of the firm?

¨ Almost all (0)

Figure 26 - Diagram of employee knowledge

In a small firm, where the staff does not exceed fifty people, all employees and managers know each other not only by face, but also by name. This unites and makes the team one big team moving towards a common goal.

20. How effectively does the team fulfill the orders and instructions of the management?

¨ Effective (2)

not always

¨ Sometimes (1)

¨ Quite often (1)

Figure 27 - Diagram of the effectiveness of the execution of orders and orders

One of the main problems is the untimely delivery of management documentation to the staff, which leads to a mismatch in deadlines, and can also lead to untimely completion of the task. All this can lead to the failure of the entire enterprise.

21. Does the provision of complete information affect the quality of the work performed?

¨ Influences (4)

¨ No effect (0)

Figure 28 - Diagram of the impact of information on the quality of work

As can be seen from the above, untimely delivery of documentation leads to all sorts of problems, which in turn affect the quality of the work performed.

22. In communication during communication (oral transmission of information), what is most important?

¨ What they say (1)

¨ As they say (0)

¨ Correct wording (1)

¨ Main idea (2)

Figure 29 - Diagram of the impact of communications in communication

23. Which option of information transfer, in your opinion, is more effective?

¨ One-sided (0)

¨ Double sided (4)

Figure 30 - Diagram of the effectiveness of information transfer options

24. What interpersonal barriers prevent you from correctly perceiving information?

¨ Perception (1)

¨ Semantics (0)

¨ Non-verbal communication (0)

¨ Poor quality feedback (2)

¨ Poor listening (1)

Figure 31 - Diagram of the influence of interpersonal barriers

The leader spends 50% to 90% of his time talking, so we highlight direct interpersonal communication here. The leader must be aware of the process of perception, since it is this process that determines the "reality for the individual." People do not react to what is actually happening in their environment, but to what is perceived to be happening. Taking into account some of the factors that affect perception in the process of information exchange makes it possible to prevent a decrease in the effectiveness of communications by promptly removing the barriers caused by perception.

25. What external indicators influence your communication?

¨ Gestures, facial expressions, postures (1)

¨ Personal physical qualities (1)

¨ Intonation of speech (1)

¨ Furnishings (1)

¨ Time (0)

Figure 32 - Diagram of the influence of external indicators on communication

Non-verbal communications in most cases have a subconscious basis, as they testify to the actual emotions of the participant in the communication process and are a reliable indicator of the displayed behavior. Non-verbal information is difficult to manipulate and difficult to hide in any interpersonal communication. This largely determines how the words will be interpreted.

Questionnaire for employees.

1. What is your education?

¨ Higher (3)

¨ Incomplete Higher (4)

¨ Secondary Special (5)

¨ Average (3)

Figure 33 - Diagram of the level of education

The survey showed that the level of education of the company's employees is above average, some employees are currently continuing to receive education, which indicates the professional growth of personnel.

2. Do your qualifications match the position you hold?

¨ Corresponds to (5)

¨ Does not match (4)

¨ Not fully (6)

Figure 34 - Qualification Compliance Diagram

In today's market conditions, it is difficult for people to find a job, and even more so, one with a decent salary, so there are employees whose qualifications do not match their position. As the previous question showed, some employees are trying to change this by continuing their training.

3. Do you have any other work activity?

Figure 35 - Diagram of combining work

After analyzing the answer, we can conclude that some employees combine work with another place of work, there may be problems in the implementation of communications. As well as untimely attention to various types of information coming to them in various ways. Therefore, there may be, for example, a delay in making certain decisions that may be of the utmost importance for the efficient operation of the enterprise.

4 Are you satisfied with the moral and psychological climate in the team?

¨ Satisfied (15)

¨ Dissatisfied (0)

¨ Not completely (0)

Figure 36 - Diagram of the moral and psychological climate

The answer to the question showed, in the opinion of the employees, that a favorable moral and psychological situation has developed in the team. This has a beneficial effect on the work of each employee and the team as a whole. Informal communications that do not follow the general rules of a particular organization; they are carried out according to the established system of personal relations between employees of the organization.

5. What is the atmosphere in the team?

¨ good-natured, all very sociable and interesting people (7)

¨ normal, you can communicate (5)

¨ we just all work together, that's all. (3)

Figure 37 - Diagram of the atmosphere in the team

Opinions are divided on the issue, but most believe that the atmosphere in the team is good-natured, people work cheerful, sociable, interesting, but still, some employees have communication problems.

6. What types of communications are more often used at your enterprise in your enterprise?

¨ Personal contact (6)

¨ Conference calls (0)

¨ Telephone conversations (6)

¨ Through memos (3)

¨ Email (0)

Figure 38 - Diagram of types of communications

From the answers to this question, it can be seen that employees prefer personal contact with people or communication by phone, which allows them to solve questions and problems in more detail, and also use a documentary form of communication for a more detailed description, for example, technologies, financial documentation, information that is perceived only in writing, etc.

7. Whom do you contact outside the firm?

¨ Suppliers (4)

¨ Consumers (8)

¨ Competitors (0)

¨ public authorities (3)

¨ labor market (0)

Figure 39 - Diagram of contacts outside the firm

Analyzing the responses received, one can see that employees have fairly close ties with the external environment. The activities of employees are connected with contacts, for example, with suppliers, customers and public authorities. Which in turn obliges them to have the necessary knowledge in the correct (correct) communication with them.

8. Do you consider personal relationships important in the communication process?

¨ Important (13)

¨ possible but not required (2)

¨ unnecessary at all (0)

Figure 40 - Diagram of the importance of personal relationships

One of the most important results of the survey can be considered that employees consider it important to use personal relationships, emotions, gestures, and facial expressions in communication. Since this leads to a more effective perception of information. In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, smell and taste. Effective communication requires certain skills and abilities from each of the parties.

9. Do you think more positive communication is an emotional-psychological factor in a relationship type?

¨ chief - chief (3)

¨ boss - subordinate (5)

¨ subordinate - subordinate (7)

Figure 41 - Diagram of communication of the emotional and psychological factor

Employees of the company believe that the communication of the emotional-psychological factor in a subordinate-subordinate relationship is more positive, although the relationship between superiors and subordinates is also generally positive. And with regard to communication of the emotional and psychological factor in relationships such as boss - boss, one can say that perhaps the employees do not know how communication develops between the management team.

11. Is your workplace comfortable and technically equipped enough?

¨ Convenient (8)

¨ Not very comfortable (6)

¨ Poorly equipped (1)

Figure 42 - Workplace Convenience Diagram

The productivity of labor depends on how the workplace of employees is equipped. The workplace is a zone of labor application, equipped with the necessary technical means, in which the labor activity of the performer or a group of performers performing one job with the same type of operation is performed.

12. Do you often have to stay at the workplace due to lack of working time?

¨ Always (6)

¨ Sometimes (7)

¨ Never (2)

Figure 43 - Diagram of delays at work

The results of this question follow directly from the previous one, since due to the lack of technical means, the staff have to stay at the workplace after the end of work. It is also possible that the guidance documentation is misunderstood.

13. Through what channels do you directly receive guidance information?

¨ Written (7)

¨ Orally (8)

¨ Electronic format (computer files) (0)

Figure 44 - Diagram of information transmission channels

It can be seen that most employees receive information through one communication channel, which can lead to insufficient understanding of management information. It is known that for greater digestibility of the information received, it is necessary to use several communication channels.

14. Does the timely provision of complete information affect the quality of the work performed?

¨ Influences (15)

¨ No effect (0)

¨ This does not apply to work (0)

Figure 45 - Diagram of the impact of timely information on the quality of work

As can be seen from the above, untimely delivery of documentation leads to all sorts of problems, which in turn affect the quality of the work performed. Within the framework of vertical communications, information moves within the organization from level to level. It is transmitted downstream, i.e. from higher levels to lower ones. In this way, the subordinate levels of management are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc.

15. Which way of transferring information, in your opinion, is more effective?

¨ One-sided (0)

¨ Double sided (15)

Figure 46 - Diagram of the effectiveness of information transfer options

Feedback can contribute to a significant increase in the effectiveness of the exchange of management information. According to a number of studies, two-way information exchange (with opportunities for feedback) compared to one-way (no feedback), although it proceeds more slowly, nevertheless, relieves stress more effectively, is more accurate and increases confidence in the correct interpretation of messages.

16. In communication during communication (oral transmission of information), what is most important?

¨ What they say (2)

¨ As they say (1)

¨ Correct wording (5)

¨ Main idea (7)

Figure 47 - Diagram of the impact of communications in communication

When transmitting information, it is very important to correctly formulate and correctly convey the meaning of the information. The more accurately the information is transmitted, the more correct and faster the reaction to this information will be. However, for a number of reasons, the recipient may give a slightly different meaning to the message than in the sender's head. Thus, the exchange of information should be considered effective if the recipient demonstrates understanding of the idea by performing the actions that the sender expected from him.

17. What external indicators influence your communication?

¨ Gestures, facial expressions, postures (3)

¨ Personal physical qualities (6)

¨ Intonation of speech (3)

¨ Furnishings (2)

¨ Time (1)

Figure 48 - Diagram of the influence of external indicators on communication

Non-verbal communications in most cases have a subconscious basis, as they testify to the actual emotions of the participant in the communication process and are a reliable indicator of the displayed behavior. Non-verbal information is difficult to manipulate and difficult to hide in any interpersonal communication. This largely determines how the words will be interpreted.

18. What interpersonal barriers prevent you from correctly perceiving information?

¨ Perception (2)

¨ Semantics (0)

¨ Non-verbal communication (3)

¨ Poor quality feedback (9)

¨ Poor listening (1)

Figure 49 - Diagram of the influence of interpersonal barriers

People do not react to what is actually happening in their environment, but to what is perceived to be happening. Taking into account some of the factors that affect perception in the process of information exchange makes it possible to prevent a decrease in the effectiveness of communications by promptly removing the barriers caused by perception.

In organizational communications, the main thing is to improve the information flow. Here are some specific ways to improve communication in organizations that any manager should know.

Regulation of information flows. Managers at all levels of the organization must represent their own information needs, their superiors, colleagues and subordinates. The leader must learn to evaluate the qualitative and quantitative aspects of their information needs, as well as other consumers of information in the organization. He should try to define what is "too much" and "too little" in information exchanges.

management actions. Managing the flow of information is just one example of a manager's actions to improve communication. There are others. For example, a manager may practice short meetings with one or more subordinates to discuss upcoming changes, new priorities, work allocation, and so on. The manager may also, at his discretion, prefer the option of periodic meetings with the participation of all subordinates to consider the same issues. Planning, organization and control form additional opportunities for managerial action in the direction of improving information exchange.

Feedback systems. To the extent that feedback can help improve interpersonal communication, so can feedback systems that are created in the organization. Such systems form part of the control and management information system in the organization. One option for a feedback system is to move people from one part of the organization to another in order to discuss certain issues.

Employee surveys are another option for a feedback system. Such surveys can be conducted to obtain information from managers and workers on literally hundreds of questions.

Systems for collecting proposals. Suggestion collection systems are designed to facilitate the flow of information to the top. At the same time, all employees get the opportunity to generate ideas regarding the improvement of any aspect of the organization's activities. The purpose of such systems is to reduce the severity of the tendency to filter or ignore ideas on the way from the bottom up. Most often, such a system is implemented in the form of suggestion boxes, where employees of the company can anonymously submit their proposals.

The system for collecting proposals can be organized in a different way. An organization may deploy a private telephone network through which employees can make anonymous calls and inquire about appointments and promotions.

Another variant of the feedback system provides for the creation of a group of managers and ordinary workers who meet and discuss issues of mutual interest.

Another approach is based on quality circles, as well as groups of non-managerial workers who meet weekly to discuss suggestions for improvements.

Differentiation of access to information, depending on the status of the employee and the area of ​​work, leads to a decrease in misunderstanding of the information received by the employee.

Restricting access to databases that are of paramount importance to the company.

Territorial delimitation of access zones for employees depending on their official status and duties. This, in turn, should lead to the fact that the enterprise will not distort information and information overload.

Constant updating of software and technical means of information protection.

Use of newsletters as it is a good way to bring together a large amount of information and thus show a wide range of activities of the enterprise. If an enterprise operates in many areas of business or simultaneously participates in various companies, then it can use the newsletter as a comprehensive advertisement.

Constant analysis of external information (primarily the media). As you know, one of the most important types of communication is communication with the external environment. They allow you to timely assess the changes taking place in it, which can affect the enterprise both positively and negatively, for example, the timely detection of leaks of confidential information from the enterprise.

When analyzing the effectiveness of communications in Dina-Service LLC, the following problems were identified:

For managers and employees, the education received does not correspond to the position held;

The enterprise uses a limited number of types of communications;

Enterprise leaders do not properly prepare for upcoming meetings;

There is an untimely delivery of information;

There are barriers such as: bad feedback, bad listening, bad perception;

Insufficiently technically equipped workplaces;

There are delays at work.

The main and most urgent problem in Dina-Service LLC is the problem of downstream communications. To speed up the delivery of information to departments and their leaders, I suggest two ways.

The first most promising way is to provide each subdivision with a personal computer with an Internet connection and assign registered mailboxes to them. This will reduce the time of delivery of the necessary information, while not interrupting the work of the staff involved in the sale of goods to the client, which will increase the culture of service, and therefore attract additional customers.

The second way, used simultaneously with the first, is the use of short text messages (SMS) sent to mobile phones. The method of sending the message can be selected either via the phone or using the website of the telecommunications company. Using this method of informing will increase the speed of information delivery to a specific addressee, unload the secretary and staff. It is possible to inform about the time and date of the next meeting, the need to contact the management and other cases that do not require special explanations from the poisoner.

Modern information technology. Recent advances in information technology can help improve the exchange of information across enterprises. The personal computer has already had a huge impact on the information that managers, support staff and workers send and receive. E-mail gives employees the ability to send written messages to anyone in the enterprise. This should reduce the traditionally inexhaustible flow of telephone conversations. In addition, e-mail is an effective means of communication between people located in different offices, different cities, and even in different states and countries. Recent innovations in telephony systems allow one person to send several messages to different people, and then call and get answers to the original messages.

You should also pay attention to the qualifications of the staff. I suggest that the management of the company organize refresher or retraining courses, or pay for part of the training for employees who study on their own.

Personnel training ensures that the professional knowledge and skills of the employee correspond to the modern level of production and management. The training of workers and employees includes four main blocks:

Professional training. There is primary, secondary and higher vocational training for workers and specialists with obtaining a document of education (diploma, certificate). The term of study is from 1 to 6 years.

Training. It is carried out at professional courses, at schools of managers, at faculties of advanced training and at business institutes. The term of study is from 1 day to 1 year.

Personnel retraining. It is carried out in educational institutions when workers master a second profession, and employees a second specialty. The training period is from 2 months to 2 years.

Postgraduate additional education, Carried out to obtain the highest professional or scientific qualification in postgraduate or doctoral studies. The term of study is 2-4 years.

Johnson & Johnson's communications experience shows that a combination of communication tools such as meetings, memos, telephone conversations, formal reports, videotapes, and face-to-face conversations eventually reached many of the firm's employees.

The organization uses a variety of means to communicate with the components of its environment. They communicate with current and potential customers through advertising and other promotional programs. In the field of public relations, the priority is to create a certain image, the "image" of the organization at the local, national or international level. Organizations have to comply with government regulation and fill out lengthy written reports in this regard.

People in Western culture tend to focus on tactics and giving advantages to themselves, while the Japanese are more concerned with getting to know the people they are about to deal with. The first ritual step in any interaction with a business Japanese is the exchange of business cards (meishi).

The business card is widely used in international practice. It can be used to represent its owner in absentia.

Arthur Wood, a former CEO of Sears, has reported on the strong impact of communications on organizational success. Speaking about how the firm managed to increase its sales from $5 billion to $15 billion a year, he stated, “Many years ago we realized that there was only one way to solve the problem and that was better communication.”

International Paper has developed a communications improvement program for the corporate and shop floor. As part of this program, a channel was created for shop managers to communicate directly with part-time workers to discuss common shop floor and workplace safety issues with them. After a series of meetings, the results of the discussion were reported to the top management, which in turn reacted to the information received, bringing their reaction to the leaders of lower levels.

One of the leaders in the early detection and resolution of corporate problems is Levi Strauss of San Francisco, which for many years has been highly responsive to the needs of its employees. In July 1982 the clothing giant began to roll out Speak Free programs at its head office for its 1,700 employees. Similar to what banks do, Speak Free is a confidential two-way written communications program.

Program coordinator Cathy Teegardin said the company's move is because "management has felt a real need to get in touch with the views and attitudes of employees," especially in the wake of recent layoffs.

The English firm British Petroleum publishes a quarterly video newspaper called Pipeline. This newspaper covers the main events in the life of the company, operating in many countries of the world, it is sent to all branches and to tanker ships.

IBM also uses videotapes. They usually accompany printed materials. In one program, the CFO explains the financial achievements of his department over the past year. The tape is complemented by the annual report published in the newsletter, and the videotape allows the firm's employees to make their own judgment about the style and characteristics of the leaders who lead the company.

The data of foreign studies show that the effectiveness of horizontal communications reaches 90%, vertical - 20-25% (i.e., such an amount of information coming from the management reaches the workers and is correctly understood by them). In other words, performers are able to realize their functions with only a fifth of the information intended for them. The insufficient efficiency of vertical, both ascending and descending communications, is confirmed by the data that the nearest supervisor of workers (foreman), leaving the office of the first head of the enterprise, takes out only 30% of the information, and the shop manager - about 40%. Communication from the bottom up is even more inefficient, since no more than 10% of the information reaches the authorities. This convincingly testifies to the existing untapped reserves in the organization of communications, the possibilities of their qualitative improvement.

We emphasize once again that discussions, meetings, telephone conversations, memos, videotapes, reports, business cards, etc., circulating within the organization and outside it, are necessary to increase the level of communication in the organization, which directly affects the increase in the efficiency of the work of all company employees.

In our country, communications are also developing quite effectively.

It is difficult to imagine even a small firm or a private entrepreneur who does not have a personal computer in their technical equipment. And in larger firms, there are databases that allow you to immediately get any information on the activities of the company, and e-mail is also used to exchange information and send production and technical documentation.

INTRODUCTION 5

Chapter 1 The Integrating Role of Communication 6

Communication concept 6

Types of communications 8

Elements of communication 9

Chapter 2 Communication Process 10

Concept of communication process 10

Communication barriers 13

Overcoming communication barriers 14

Chapter 3 The importance of communication in the activities of a manager 17

CONCLUSION 20

References 21

INTRODUCTION

Effective communications are a prerequisite for achieving the goals of the organization, performing the basic functions of management.

It is especially important to ensure the effectiveness of communication processes at engineering enterprises that produce complex high-tech products. A high degree of coordination of management decisions is required at all stages of production for the production of high-quality, in-demand products, which significantly increases the importance of organizational communications.

The purpose of the course work: to consider communications as the most important element of management: the importance of managerial communications, types of managerial communications, as well as the elements and stages of the communication process.

the study of barriers that arise in the implementation of communications;

analysis of managerial communications on the example of specific machine-building organizations.

Chapter 1 The integrating role of communication

The concept of communication

Communication is the process of exchanging information, experience and information. They allow you to coordinate activities both within the enterprise and to establish external contacts.

Communications are not only a necessary condition and a consequence of any activity - they reflect one of the human values. It is no coincidence that they say that the greatest value of a person in life is communication. The information circulating in society, to the creation of which a person had a hand, is called social. The source of social information is human activity.

The importance of communication between managers and employees has been emphasized in the works of many management theorists, among them: Peters and Waterman, Chris Argyris, Herzberg, Maslow and others. This idea was picked up by Mayo. In his book The Social Problems of Industrial Society, he says that the problems of absenteeism, high turnover of personnel, illegal strikes show that we do not know how to ensure interaction, so cooperation in an industrial society does not leave a single chance. one

By "social art" Mayo understood the ability to communicate with other people and respond to their aspirations and attitudes in a way that promotes cooperation. This idea already contained the potential possibility of using the real aspirations of some people in the interests of others. The difficulty of communication exacerbates, in his opinion, the relationship between groups within the nation, especially between workers and managers. His lack of understanding extends to the explanation of international conflicts. .

Roethlisberger emphasized that in society there is a type of leaders who improve communication and mutual understanding, do not think about ambition, show attention to the human situation, try to “instill” a newcomer, use means of friendly influence, and not impersonally formal. Relations in such systems are smoother. General management theories do not even have a hint of this spontaneous practice. Roethlisberger developed practical principles for “human” leadership of workers and stimulation of labor, in which one of the practical recommendations said that in any organization there should be “such a development of the communication system that would capture and mutually take into account the views of the parties, i.e. daily one of the conditions for “democratic” governance would be realized” 2

Studies have shown that the effectiveness of the impact of communications on group cohesion also depends on the type of communications. So, Bavelas in the 50s, laying dual connections at the basis of informal communication, studied the relationship between the speed of information passing in a group, its cohesion and the possibility of centralizing decisions with various options for arranging group members in a system of information channels. Group dynamics has clarified the role of intra-group communications in promoting and consolidating the positions of the informal

leader. This is facilitated by the position in the center of communication channels, which ensures the possession of valuable information for the group and facilitates the management of group processes. Communication, according to Cartwright, Bavelas, Miller and Form, institutionalizes the existing distribution of group roles. 3

Types of communications

Communications reflect various types of interests that determine the results of human activity.

The bulk of communications, especially in complex organizations, are communications within the organization.

Inter-level communications are used to bring to the executors of planned targets, decisions on reorganization (from a higher level down to executors); providing reports on the work performed, the use of resources, proposals (from the performer up to the manager). At the same time, the form of the information provided is determined, the choice of means is made. Communication between departments of the same level includes, for example, the exchange of information between marketing, finance, production, etc. departments.

In the process of communication, the manager-subordinate solves the following tasks:

clarification of tasks, priorities of activities, significance of results; motivation of performers;

collection of information about the problem;

collection of proposals from performers to make adjustments to the planned targets;

distribution of resources. four

An important specificity of communications between the leader and the working group is the possibility of a wider feedback. Along with formal communications, there are informal communications in the organization. What information is transmitted through informal channels? Is it more reliable than information transmitted through formal channels? A deliberate leak of information is possible, its transfer through informal channels to clarify the attitude to innovations. And if the reaction to this information is positive, innovations are put into practice.

Elements of communication

According to M.Kh. Mescon, the main goal of the communication process is to ensure the understanding of the information that is the subject of the exchange, that is, messages. However, the mere fact of information exchange does not guarantee the effectiveness of communication between people participating in the exchange. In order to better understand the process of communication and the conditions for its effectiveness, one should have an understanding of the elements and stages of the process. 5

In the process of information exchange, four basic elements can be distinguished:

sender - a person who generates ideas or collects and transmits information;

message - the actual information encoded using symbols;

channel - a means of transmitting information;

recipient - the person to whom the information is intended and who interprets it.

When exchanging information, the sender and recipient go through several interrelated stages. Their task is to compose a message and use a channel to convey it in such a way that both parties understand and share the original idea. This is difficult, since at each stage the meaning of the message can be distorted or completely lost.

In the practice of management, special forms of business communications have been developed, the successful use of which can improve the quality and productivity of business communications. Special forms include conversations, telephone conversations, meetings, negotiations, conferences.

Chapter 2 Communication process

Due to the lack of any skills, misunderstanding may arise, at any stage specific communication barriers appear - at the level of both interpersonal and organizational communications, which negatively affect the management of the organization.

Concept of communication process

M.Kh. Mescon cites studies that show that a leader spends 50 to 90% of all time on communications - he does this in order to realize his roles in interpersonal relationships, information exchange and decision-making processes. The quality of communications can directly affect the degree to which the goals of the organization are realized. From this we can conclude that mutual understanding between the manager and the person who is the recipient of information for its further transfer to the intended destination - that is, the secretary, personal assistant, assistant - is the key to effective information exchange. 6

The communication process is a sequence of actions in the communication of people.

As a result of this process, information is promoted through the following stages:

1. The birth of an idea. Keith Davis stresses the importance of this step: “A bad message won't get any better on glossy paper or by turning up the volume on the loudspeaker. The leitmotif of the stage is "don't start talking before you start thinking". 7

2. Encoding and channel selection. Before conveying an idea, the sender must use symbols to encode it using words, intonations and gestures (body language). This coding turns the idea into message.

3. Transfer. In the third step, the sender uses a channel to deliver a message (an encoded idea or set of ideas) to the recipient. It is about the physical transmission of a message, which many people mistakenly take for the actual process of communication. At the same time, the transfer is only one of the most important stages that must be passed through in order to convey the idea to another person. The transfer of information is carried out using sign systems.

One of the first to study communication processes in the organization was F. Taylor. He developed a rigid organizational structure with a clear relationship between positions and roles. In this structure, only vertical power ties take place, that is, such an organization is based on formal, extremely rigid, vertical, hierarchical communication ties.

The information transmitted along the vertical is divided into two types: the task and the necessary explanation for it (what Taylor called the “lesson”), as well as control over the execution of the task. Feedback during control is reduced to a report on the completion of the task.

“Every worker, good or mediocre, must daily receive a very definite lesson; it should by no means be inaccurate or vague, the lesson should be carefully and clearly written and should not be easy. eight

To understand the basic principles of the implementation of the communication process in organizations, you need to understand the fundamental points of this process, that is, you need to at least find out who reports the information, through which channel it can be received, what is the reliability of this channel and whether it is possible to successfully process and understand this information. Only knowing these points, the leader can use the information to influence the behavior of subordinates. According to the simplest model of communication proposed by G. Laswell, the act of communication can be considered from the point of view of answering the questions: who reports what, to whom and with what effect. This model is characteristic of the rational school of organization study. Here, no importance is attached to the content of the message, the characteristics of the transmission channel, the possibilities of understanding the message, and possible distortions of information in the communication process. The shortcomings of such a simplified view of the communication process have been corrected to a certain extent by the American researchers C. Shannon and W. Weaver. In their works on information theory, they presented the main components of the communication process in the form of a diagram:

This scheme is certainly a step forward compared to that proposed by Lasswell, but it is suitable only for rigidly formalized structures, where information is extremely simple, understandable and flows only in one direction. To study an organization, it is important to present a universal communication scheme applicable in all management situations. Such a communication model was proposed by the German scientist W. Tram. In his model, communication acts as a contact between the sender and the recipient, established with the help of a message that is sent through a specific channel, encoded and decoded by the recipient; in addition, there is a feedback channel and the result (effect) of the communication process is highlighted. This process is shown in a diagram below. 9

Communication barriers

Sources of communication barriers are both individuals and organizations as a whole.

1) Individual barriers. Firstly, barriers between people can be associated with differences in emotions and types of perception: if a person rigidly defines his position even before the discussion begins, then the chances of communication success are sharply reduced. Secondly, the problem may lie in the wrong choice of channel or means of communication. Thirdly, communication difficulties are often associated with semantic differences. Semantics is the meaning of words and the context in which they are used. Thus, the word "efficiency" for a factory manager can mean achieving high production volumes, and for a human resource specialist, the satisfaction of workers.

2) Organizational barriers. They are related to factors inherent in the organization as a whole. First of all, it is a problem of different status and level of authority. Differences in the goals and needs of departments have a significant impact on communication - each of them has its own problems. The third problem is that the communication flows may not match the task of the team or the entire organization. And the last hurdle. The lack of formal channels in the organization has a negative impact on the effectiveness of communications. Their absence in the organization means the absence of communications in the organization as such. ten

Overcoming communication barriers

Management must create an organizational structure that encourages positive, effective communication, which requires both individual skills and organizational action.

individual skills. Perhaps the most important individual communication skill is listening. Listening actively means providing feedback to the sender of the message. Secondly, it is necessary to choose suitable channels for the transmission of one's own messages. Thirdly, both the sender and the recipient must try to understand the other party's point of view. And, finally, governance based on going out to the people. When a manager sees everything with his own eyes, meets people, he gets a much more complete picture of the organization, gets the opportunity to directly convey important ideas and values ​​to employees.

organizational actions. The atmosphere of trust and openness in the organization encourages employees to communicate honestly with each other, when employees fearlessly convey both good and bad news to the top. To create such an atmosphere, efforts are needed to develop the interpersonal qualities of workers. Second, managers must develop and use formal channels of communication, in all directions. Third, managers should encourage the simultaneous use of multiple channels of communication, formal and informal. Fourth, the structure of the organization must meet the needs for communication. eleven

	How to overcome them
Individual
barriers between people	active perception
Channels and means of information transmission	Selecting an adequate channel
Semantics	Knowing the perspective of the interlocutor
Information signal mismatch	Governance Based on Outings
Organizational
Differences in status and level of power	Atmosphere of trust
Needs and goals of departments	Development and use of formal channels
Inconsistency of the communication network with work tasks	Changing the structure of an organization or group
Lack of formal channels	Encouraging the use of multiple, both formal and informal channels

As a result of the observations of communications at the state enterprise Uralvagonzavod, it was revealed that the prevailing barriers in establishing contacts between the subjects of the organization in the transfer and perception of information are the following:

1. Inattention, the cause of which is fatigue and frequent immersion in the thoughts of employees due to the routine nature of the activity (75%).

2. Losses in the process of transmission or storage associated with the insufficient presence of the necessary stage of communications - feedback (20%).

3. Lack of transmission and unexplained assumptions, which is that the head, in the opinion of the staff, does not always consider it necessary to inform the team about certain decisions or the reasons that prompted him to make them (4%).

4. Fear, which, most likely, is not associated with the personal qualities of the leader, but with the temporary psychological well-being of the communicator and the recipient (about 1%). 12

The main points for improving work in enterprise management are:

Create a special unit (for the release of engineers from work unusual for their qualifications);

Raise the provision of information to the proper level;

Internet connection;

Eliminate distractions from the main work.

Thus, both theorists and management practitioners agree that the effectiveness of the organization as a whole depends on the effectiveness of communications. poor communication can paralyze an organization. And the effectiveness of communications depends on how well problems and barriers will be overcome in the implementation of the communication process.

Chapter 3 The value of communications in the activities of a manager

Admittedly, communications are of great importance for the success of enterprises and represent one of the most difficult problems of management. In essence, this is a kind of "circulatory system" of a single organism of the company. Effective leaders are those who are effective in communication. Managers must master the art of communication, since, figuratively speaking, they do the work "foreign hands."

The formation of communication networks and the creation of conditions for the successful functioning of communications in an organization are one of the most important tasks of management. It is no coincidence that the German scientists W. Siegert and L. Lang note: "Bread for the people of the organization is information and communications." 13 If information flows within enterprises and communications with the outside world are disrupted, the very existence of that enterprise is threatened. Information alone is not enough. Only when it is appropriately transformed and processed, that is, when communication links arise, the existence and effective operation of the organization is ensured.

According to the results of foreign studies, 73% of American, 63% of English, 85% of Japanese leaders consider the inefficiency of communications to be the main obstacle to achieving the goals of the organization. According to another survey, approximately 250,000 employees in 2,000 different companies consider sharing information to be one of the most difficult problems in the organization's activities. fourteen

And indeed it is. Every middle and senior manager daily faces the fact of unsatisfactory performance of job duties by employees. As a rule, in such cases it is concluded that their professional competence is insufficient. However, the true reason may lie in something completely different: in the inefficiency of communication links. That is, an employee may not receive the information he needs to perform his job duties in the proper amount, thus ending up outside certain information flows.

Understanding the essence of communications and mastering the methods of their implementation is one of the main factors in achieving business success.

As noted by B.Z. Milner 15 , communications are important for managers for the following reasons:

Leaders spend most of their time on communications. According to many experts, this takes 75-95% of the time of leaders. Therefore, they should be interested in improving this type of activity;

communications are essential for effective management;

mastery of communication is also necessary in order to express the effectiveness of the authority and will of the leader;

well-established communications contribute to organizational effectiveness. If an organization is effective in communication, then it is effective in all other activities.

Another confirming fact of the influence of communications on managerial and organizational effectiveness is the results of another study, during which the activities of a wide range of "real managers" were directly observed. It showed that they devote a third of their working time to routine communications - the exchange of information and work with documents. The findings from this study are summarized in the chart below:

Thus, it cannot be denied that the communication process

is a central issue in most human and organizational activities. 16

I noticed that all the concepts, theories, teachings about how to manage better and how to make an organization more profitable, are focused on the importance of communications, on what a huge role they play in the activities of the enterprise. Indeed, the impact of the communication process on the development of an organization cannot be overestimated: almost everything that leaders do to help the organization achieve its goals requires the effective exchange of information. Communication is a very complex process, which consists of interrelated stages, each of which is necessary in order to make our thoughts more understandable to another person. And, if one of them is lost, then the meaning of what is being transmitted will be lost, and the communication process will be paralyzed.

CONCLUSION

I think that every leader of any organization would like to have a friendly and hard-working team capable of achieving their goals together with him. Work to create and improve the conditions for the formation of such a team is no less important than production activities. Among these conditions, the most important is the organization and establishment of communication links.

Communication- this is the communication of people in the process of their joint activities, this is the exchange of ideas, thoughts, feelings, the exchange of information. Without communication, management is also impossible, because, on the one hand, it relies on existing and established forms of communication, on the other hand, it forms those forms of communication that facilitate both joint activities and management itself. Although communication has a wide application in all areas of management, it is especially important for exercising the function of leadership and leadership. Research shows that leaders spend most of their time communicating. This seems incredible, but it becomes clear when you consider that the manager does this to fulfill his roles in interpersonal relationships, information exchange and decision-making, not to mention the managerial functions of planning, organizing, motivating and controlling. It is precisely because the exchange of information is built into all major types of management activities that communication can be called a connecting process. Effective communication is essential for the success of individuals and organizations. Ineffective communication is one of the areas of manager's problems. Effective leaders are those who are effective in communication. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Bibliographic list

Lutens, F. Organizational behavior: Per. from English. 7th ed./F. Lutens.

Meskon, M. Fundamentals of Management. Per. from English/M. Mescon, M. Albert, F. Hedouri. – M.: Delo, 1996.

Milner, B.Z. Theory of organizations / B.Z. Milner. – M.: INFRA-M, 1998.

Urbanovich, A.A. Management Psychology: Textbook / A.A. Urbanovich. - Minsk: Harvest, 2003.

Management. Textbook for universities / M.M. Maksimtsov, A.V. Ignatieva, M.A. Komarov and others; Ed. MM. Maksimtseva, A.V. Ignatieva. - M .: Banks and exchanges, UNITI, 1998

Zverintsev A.B. Communication management PR. - St. Petersburg: Soyuz, 1997.

Nirenberg J. Negotiation Genius. - Minsk: Potpourri, 1997.

Vesnin V.R. Management: Textbook. - M .: TK Velby, Prospekt Publishing House, 2004.

Vikhansky O.S., Naumov A.I. Management: Textbook - M: "Higher School", 2004

Perchnikova I.N. Management, Textbook, 4th edition - M: UNITI Bank, 2005

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Communication is the exchange of information between two or more people.

A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows.

In this analysis, it is necessary to identify communication links within the organizational structure. To begin with, we will consider each type of communication and then identify the difficulties in developing communication relationships.

1. Vertical communication

Everything is basically clear here. Communication goes from top to bottom. That is, the control apparatus issues instructions and sends them down to the departments. From top to bottom from the CEO down to the lower level employees.

2. Horizontal communications

Communications in this case occur both in the control apparatus and at the levels located below, under the control apparatus. Typically, interpersonal relationships at lower levels are conducted independently of the CEO.

If we take the vertical form of communications, then this primarily applies to regulatory documents, orders, and oral form. In addition, management information is sent both in writing and by mail. In JSC "Bayan-Sulu" orders, orders most often occur in writing. There is also an intercom of meetings at the enterprise itself. E-mail and telephone nodes are also effectively used. The company has created an electronic database that stores information on various indicators.

The information and computing system of the enterprise is coordinated by the center of the Automatic Control System, which is responsible for the availability of high-quality software and the elimination of system failures.

In horizontal form, everything is much simpler. There aren't any barriers. Communication here takes place according to well-known schemes. Te is a telephone by which employees can communicate with each other without leaving the workplace during working hours. In addition, all employees are connected to the same mobile operator at a single corporate rate, which allows them to be contacted by phone at the field cheaper than usual.

Next comes e-mail, which in our time is not an innovation, as it is also one of the most convenient means of communication. There is also a local network in the enterprise, and employees can exchange documents without connecting to the Internet.

Another means of transmitting/receiving information is a fax, which is used to send documents necessary for doing business, balance, accounting, etc.

Of the informal methods of communication, it is worth mentioning the ICQ instant messaging server. Employees in their free time, and even during work, communicate via ICQ. This type of communication can be attributed to a plus.

• 3. Communication styles
• 1) Official. This includes the obligatory wearing of strict clothing, correct behavior and communication.
• 2) Business. In many ways, it is similar to the official one, but more relaxed in behavior and manner of communication. It does not mean mat, insults, loud speech.
• 3) Free. More suitable for loose comfortable wear. It does not mean dirty torn clothes, jeans, or what you are used to walking around at home.

The enterprise in question does not have a clearly defined dress code, but they adhere to a business style of clothing with casual elements. Cleanliness neatness of clothes and hairstyles are required.

As in any organization, Bayan-Sulu JSC has various obstacles and various difficulties. These include untimely reporting of information to employees and the director (more often if he is on a business trip), all this can lead to material losses or some kind of inconsistency.