{"id":264221,"date":"2026-07-15T01:58:17","date_gmt":"2026-07-14T22:58:17","guid":{"rendered":"https:\/\/1kitap1.com\/en\/introduction-to-business-management-oxford-university-11e-erasmus\/"},"modified":"2026-07-15T01:58:17","modified_gmt":"2026-07-14T22:58:17","slug":"introduction-to-business-management-oxford-university-11e-erasmus","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/introduction-to-business-management-oxford-university-11e-erasmus\/","title":{"rendered":"Introduction To Business Management Oxford University 11e – Erasmus"},"content":{"rendered":"
\"<\/figure>\n

Managers communicate their organisations\u2019 visions, missions, goals, strategies, plans, problems and expectations to employees. They also listen to employees\u2019 problems and aspirations. The ability to communicate effectively is an important element of leading. The following section describes a simple communication model. The discussion of communication appears here as another element of the leading function because effective communication is an essential part of effective leadership. Communication Communication is an essential element of leading. Effective leadership depends on constant communication between leaders and their employees. It is important in building and sustaining relationships in an organisation.<\/p>\n

Good communication is conducive to good relations between managers and individual employees, groups, teams and, ultimately, the organisation and its environment. Managers devote a considerable proportion of their time to communicating with the organisation\u2019s stakeholders, both inside and outside the organisation. Furthermore, the management process is dependent on effective communication. Theoretically, communication is the transfer of information or messages from one person to another. Figure 9.4 illustrates a simple communication model, which provides a basis for understanding the key elements of interpersonal communication.<\/p>\n

The sender is the source of a message. To communicate effectively, the sender should know exactly what the message is that he or she wishes to transmit. The sender should take care with his or her choice of words and their meaning and should encourage two-way communication by showing insight into the receiver\u2019s perceptions.<\/p>\n

\u2022 The message may convey ideas, opinions, plans, orders or explanations. In the interests of effective communication, the message should be simple and clear. The communications channel is the way the message reaches the receiver. It may assume any form that the recipient\u2019s senses can perceive it, if it is comprehensible. For example, the recipient can hear spoken language, see, or feel gestures and read the written word.<\/p>\n

The receiver of the message should absorb the message and show that he or she has received and understood the message (listening skills are important here). For communication to be effective, the recipient should receive the message unimpeded, meaning that the recipient should understand the message in accordance with the sender\u2019s intentions.<\/p>\n

Because effective communication is so important in leadership, managers should remove all hindrances that may affect the clarity of their messages, such as obscurity, language differences, erroneous perceptions, doubts about the source or sender and ambiguities. Managers should promote effective communication by encouraging feedback and by using face-to-face communication wherever possible. Managers can enhance their communication by using simple language.<\/p>\n

They should contemplate any symbolic content in their communication before sending the message. Figure 9.4: A basic communication model Listening Listening is a crucial component of effective communication.<\/p>\n

\n

Oxford University Press is a department of the University of Oxford. It furthers the University\u2019s objective of excellence in research, scholarship, and education by publishing worldwide. Oxford is a registered trade mark of Oxford University Press in the UK and in certain other countries Published in South Africa by Oxford University Press Southern Africa (Pty) Limited Vasco Boulevard, Goodwood, N1 City, P O Box 12119, Cape Town, South Africa Oxford University Press Southern Africa (Pty) Ltd 2019 The moral rights of the author have been asserted First published 2007 Tenth Edition published in 2016 Eleventh Edition published in 2019 All rights reserved.<\/p>\n

No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the prior permission in writing of Oxford University Press Southern Africa (Pty) Ltd, or as expressly permitted by law, by licence, or under terms agreed with the appropriate reprographic rights organisation, DALRO, The Dramatic, Artistic and Literary Rights Organisation at dalro@dalro.co.za.<\/p>\n

Enquiries concerning reproduction outside the scope of the above should be sent to the Rights Department, Oxford University Press Southern Africa (Pty) Ltd, at the above address. You must not circulate this work in any other form and you must impose this same condition on any acquirer. Introduction to Business Management Print ISBN: 978 0 19 074576 9 e-book ISBN: 978 0 19 075416 7 Typeset in Utopia Std Regular 9.5pt on 12pt Acknowledgements Publisher: Janine Loedolff Editor: Gail Learmont Designer: Judith Cross Cover designer: Gisela Strydom Typesetter: Jeanine Fourie, Martingraphix Indexer: Language Mechanics Permissions researcher: Patricia Rademeyer Reproduction by: Name Surname Cover reproduction by: Name Surname The authors and publisher gratefully acknowledge permission to reproduce copyright material in this book.<\/p>\n

Every effort has been made to trace copyright holders, but if any copyright infringements have been made, the publisher would be grateful for information that would enable any omissions or errors to be corrected in subsequent impressions. Links to third party websites are provided by Oxford in good faith and for information only.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

\n
\n

Table of Contents<\/p>\nToggle<\/span><\/path><\/svg><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n