e of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is Executives and managers are involved in meetings, presentations, interviews, conferences, telephone conversations, memos or emails, participating in all sorts of communications methods to exchange the necessary information. In fact, when one examines an organization, it can be easily seen that many examples of verbal and nonverbal behavior exist. Some communication specialists believe that these and almost all other forms of behavior are really means of communication and conversely that all forms of communication reflect the behavior of individuals. But, is this the case? Well, if nothing else, the fact remains that in every organization, communication occurs constantly.

People who are concerned with human communication do not focus on precisely what one says or writes, but on how the persons involved perceive and translate the message they send and receive. Experts working in the behavioral sciences and related areas have contributed a great deal in recent years to the field of communication. For example, valuable work on theories of human communication has been done by psychiatrist Jurgen Ruesch. Dr. Ruesch identifies various communication networks as follows:

- The intrapersonal network is entirely within the individual and involves thinking and feeling.

- The interpersonal communication network links two or more persons.

- The group interaction network links groups of people. Because of the number of people involved, it is usually difficult to achieve effective communication with everybody.

- The final network is cultural. Here there is no specific originator or receiver of the message.

Certain symbols in our society-cars, clothing, homes, morals, and the like-are part of out cultural network. It is almost impossible to correct or change the system because of its powerful and pervasive nature.

Thus, it is easy to estimate the importance of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is t

nversely that all forms of communication reflect the behavior of individuals. But, is this the case? Well, if nothing else, the fact remains that in every organization, communication occurs constantly.

People who are concerned with human communication do not focus on precisely what one says or writes, but on how the persons involved perceive and translate the message they send and receive. Experts working in the behavioral sciences and related areas have contributed a great deal in recent years to the field of communication. For example, valuable work on theories of human communication has been done by psychiatrist Jurgen Ruesch. Dr. Ruesch identifies various communication networks as follows:

- The intrapersonal network is entirely within the individual and involves thinking and feeling.

- The interpersonal communication network links two or more persons.

- The group interaction network links groups of people. Because of the number of people involved, it is usually difficult to achieve effective communication with everybody.

- The final network is cultural. Here there is no specific originator or receiver of the message.

Certain symbols in our society-cars, clothing, homes, morals, and the like-are part of out cultural network. It is almost impossible to correct or change the system because of its powerful and pervasive nature.

Thus, it is easy to estimate the importance of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is

great deal in recent years to the field of communication. For example, valuable work on theories of human communication has been done by psychiatrist Jurgen Ruesch. Dr. Ruesch identifies various communication networks as follows:

- The intrapersonal network is entirely within the individual and involves thinking and feeling.

- The interpersonal communication network links two or more persons.

- The group interaction network links groups of people. Because of the number of people involved, it is usually difficult to achieve effective communication with everybody.

- The final network is cultural. Here there is no specific originator or receiver of the message.

Certain symbols in our society-cars, clothing, homes, morals, and the like-are part of out cultural network. It is almost impossible to correct or change the system because of its powerful and pervasive nature.

Thus, it is easy to estimate the importance of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is

of the number of people involved, it is usually difficult to achieve effective communication with everybody.

- The final network is cultural. Here there is no specific originator or receiver of the message.

Certain symbols in our society-cars, clothing, homes, morals, and the like-are part of out cultural network. It is almost impossible to correct or change the system because of its powerful and pervasive nature.

Thus, it is easy to estimate the importance of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is

e of communication to managers. In an effort to attain organizational goals, they use communication to persuade, inform, and motivate people who play key roles in getting things done. Managers almost always get their jobs done through other people. They may be skilled controllers, production supervisors, or directors of engineering, but they need people to help them achieve their objectives. But the only way to get other people to do what a manager thinks should be done is through communication.

Research indicates that although monetary awards and fear of punishment might be effective motivators, these rarely work on a long-term basis. Communication, which often fulfills basic social and egoistic needs, can and does work as a positive motivator. In fact, some spoken words of praise and recognition or a look that reflects encouragement or approval may prove to be just as effective a means of communication as any written memorandum.