Unit 1. Communication

“EVERYTHING THAT CAN BE SAID

CAN BE SAID CLEARLY”

Ludwig Wittgenstein (1889-1951)

Austrian philosopher

Communication (n) – 1. the process of giving information or of making emotions

or ideas known to someone

e.g. “There was a breakdown in communication.”

nonverbal communication (without speaking)

e.g. “One of the most powerful forms of nonverbal

communication is body language.”

communication skills

e.g. a workshop to improve teachers’ communication

skills

1a. the process of speaking or writing to someone to

exchange information or ideas

to communicate with

in communication

2. communications (plural) a system for sending information

communications system / network

3. (formal) a message such as a letter, phone call or e-mail

DISCUSSION Discuss the questions below

1.What is meant by communication?

2. What is meant by business communication?

3. How do people communicate?

4.What modes of communication are there?

5.Is it easy for you to communicate with unknown people?

6.How do you usually start your conversation with unknown people?

7.Are there any differences in two types of communication: private and

business?

8.What do you think effective communication means?

9.How to become a good communicator?

10.How do you usually communicate?

11.Must communication have a purpose? What is the purpose of

communication?

12.When do you think communication takes place?

13.In what way should you send a message: most suited for you or the

receiver?

14.Formulate some rules for ‘a good communicator.

1. Read the following conversation and discuss the questions below.

David Johnston, General Manager of Northern Textiles Ltd, visits the Supplies

Department to talk to Valerie Harper. Valerie has been working in the department for about a year.

Johnston Hello, Valerie. Just dropped by the check that those spare parts have

arrived – the ones for the cutting machines.

Harper The spare parts? Oh, yes. Look, I’m sorry.

Johnston What? Don’t tell me… Oh, no.

Harper I’m really sorry. I called Jack Peters at Humber Engineering, but

there’s been some sort of go-slow at the factory some dispute over

overtime pay – and they just can’t meet all their orders.

Johnston Come on, Valerie, you can do better than that. It’s your job to make

sure spare parts get here on time.

Harper Yes, but surely…

Johnston No ‘Yes, but’s. You’re a university graduate, aren’t you?

I thought you people knew how to solve problems- anyway, that’s

what you told me at your interview.

Harper I tried one or two other firms. The trouble is, these machines are

really old. No one seems to be making spare parts for them any more.

Johnston Nonsense, try some more firms. And, if you have to, lean hard on Jack

Peters. We’re one of his best customers.

Harper All right. But to be honest …

Johnston That’s more like it. You can go far in this company if you have the

right attitude, Valerie. Now, you will have those parts here by

Monday, won’t you?

Harper Yes, Mr Johnston.

Johnston Great! How’s the boyfriend these days? The one I met at the office

party.

Harper Oh, Tom? He’s fine, thanks.

Johnston Glad to hear it. OK, Valerie, don’t let me keep you from your work.

Harper OK, Mr Johnston, fine.

1.Are David Johnston and Valerie Harper communicating effectively?

Why? Why not?

2. If not, how could they improve communications between them?

B. Suggest your ideas on ‘Bad things to avoid in communication’

1) ………………………………………………….

2) ………………………………………………….

3) ………………………………………………….

4) ………………………………………………….

5)…………………………………………………..

6) …………………………………………………..

7) …………………………………………………..

READING FOR DETAIL

A Understanding a printed text

The following passage introduces the topic of maintaining good communication

and relationships between managers and the people they work with.

Look at the way the passage is constructed, paying attention to the headings.

Then read and translate the words and word combinations from the text before

reading.

Read the text carefully looking up everything you do not understand and answer

the questions given below the text.

Wordlist.

1.to receive information -……………………………………………………

2. to wish …………………………………………………………………….

3. to pass ……………………………………………………………………..

4. to send …………………………………………………………………….

5. to suit ……………………………………………………………………..

suited ……………………………………………………………………

6. receiver …………………………………………………………………..

7. to submit …………………………………………………………………..

8. to support …………………………………………………………………

9. appropriate terms …………………………………………………………

10. staff ……………………………………………………………………..

11. a powerhouse of ideas ………………………………………………….

12. actions ………………………………………………………………….

13. to make …………………………………………………………………

14. with …………………………………………………………………….

without ……………………………………………………………….

15. to follow ……………………………………………………………….

16. route …………………………………………………………………….

17. up and down …………………………………………………………….

18. to forget ………………………………………………………………….

forgotten …………………………………………………………….

19. communication path …………………………………………………….

20. social links ………………………………………………………………

21. official – unofficial ……………………………………………………..

22. formally – informally …………………………………………………..

23. grapevine ……………………………………………………………….

24. office gossip …………………………………………………………….

25. to affect …………………………………………………………………

26. interesting and useful …………………………………………………..

27. to receive and understand ………………………………………………

28. audience, recipient or reader ……………………………………………

29. to explain ……………………………………………………………….

30. tend to receive ………………………………………………………….

31. to seek out ………………………………………………………………..

32. to expect …………………………………………………………………

33. to ignore or reject ………………………………………………………...

34. past experience …………………………………………………………..

35 to depend on ………………………………………………………………

36. a purpose …………………………………………………………………

purposeful ……………………………………………………………..

purposeless …………………………………………………………….

37. to persuade ……………………………………………………………….

persuasion ……………………………………………………………..

38. to influence ………………………………………………………………

39. to take some course of actions …………………………………………..

40. to accept information ……………………………………………………

TEXT 1. How Information Travels

1. Managers do not work in isolation; once they receive

Channeling information, they will often wish to pass it on. To be most

information effective a message should be sent in the form most suited

to the receiver (and that is not necessarily the form easiest

to you, the sender). When you submit a recommendation to

your boss you will summarize the arguments as best you can

stressing the facts that support your case and filter out the

information which is unnecessary.

When decisions are passed down to you, from on high, you

will wish to “translate” them into appropriate terms for your

staff. This can sometimes take the form of receiving orders and

passing on detailed instructions.

The manager is the hub of a system of communication -

a one-man communication centre, as well as being a

powerhouse of ideas, an initiator of actions, and a thinking

man as well. The good manager is a good communicator – and

usually vice versa.

2 Communications of all kinds are what make organization

The formal work. Without adequate communications an organization

route will soon grind to a halt. Communications usually follow

the route of the established management hierarchy.

3 Formal communications usually pass up and down the

The Grapevine pyramid of management as intended. What is too often

forgotten is that there are other communication paths.

In any organization there are social links that are unofficially

and informally used to transmit “interesting’ information.

(“Interesting” information can be defined as that affecting

people.) The ‘grapevine’ includes not only the social links

but also everything from office gossip to post-room

misinformation. Every office, every factory, every organization

has its grapevine.

The good communicator will be aware of the grapevine

and plug into it. Not all that he obtains from it will be

complementary, nor will it always be correct, but it will

always be interesting and often useful. At times the manager

can feed information into the grapevine himself. If he

is not to lose all credence though, his input must always be

correct.

4. Communication is a two-way process. It is not

Two-way complete until the message has been received and under-

communication stood. The extent to which the message is understood

is more important than the way or form in which it is sent.

This means that the transmission of messages should

always be in the form best understood by the person receiving

them. Some things are better said, some best written down.

The principle is repeated: think first, last and all the time about

the recipient or audience or reader.

Adjust the writing, the speaking and arithmetic to suit him.

And if pictures will help, give him a picture.

Clearly, the style and quality of communication will

depend not just on the sender and the receiver but also on

their relationship to each other. A small, informal organisation

will suggest a different style of communication to a large

rigidly-controlled, hierarchical one. In all cases it is necessary

to select the best mode for communication.