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1. Course Code : EM 505
Course Title : Institutional Management and Control
Professor : Mario C. Pasion, Ed. D. Ffp
Reporter : Cherrymay C. Molde
GRADUATE STUDIES AND APPLIED RESEARCH
Verbal/Written and Non-verbal Communication;
Organizational Change and Work Motivation
Republic of the Philippines
LAGUNA STATE POLYTECHNIC UNIVERSITY
MAIN CAMPUS
Sta. Cruz, Laguna

2. VER
Communication
What is
communication?

3. Communication is the process of sending and receiv
ing messages through verbal and nonverbal means includin
g speech or oral communication, writing or written communi
cation, signs, signals, and behavior.

4. What are the most common ways
or
methods on how we COMMUNIC
ATE
with people around us?

5. VERBAL COMMUNICATI
ON
According to Bovee and others, “Verb
al
communication is the expression of
information through language which
is
composed of words and grammar.”
According to Penrose and others, “Verbal
communication consists of sharing thou
ts
thought the meaning of words.

6. VERBAL COMMUNICATION MAY
BE TWO TYPES:
ORAL and WRITTEN Communication.

7. ORAL
COMMUNICATIO
N
 In oral communication,
spoken words are used
 It includes face-to-face
conversations, speech,
telephonic conversation,
video, radio, television,
voice over internet
 Communication is
influence by pitch, volume,
speed and clarity of
speaking

8.  It brings quick feedback
 In a face-to-face conversation, by readin
g
facial expression and body language on
e
can guess whether he/she should trust
what’s
being said or not
 More personal and informal.
 Makes immediate impact.
 Helps us correct our messages accor
ding
to the feedback and non-verbal cues
from the listener

9.  A word once uttered can’t be taken
back.
 Impact may be short liv
ed.
 It can be forgotten easil
y.
 There is no legal evidence of or
al
communication.

10. WRITTEN
COMMUNICATION  Written signs or symbols a
re
used to communicate
 Can be transmitted via
email, letter, report,
memo, etc.
 Most common form of
communication being use
d
in business

11.  Creates a permanent record
 Allows you to store information
for
future reference
 Easily distributed
 All recipients receive the same information
 Written communication helps in laying down apparent
principles, policies and rules for running of an organiz
ation.
 It is a permanent means of communication. Thus, it is usef
ul where
record maintenance is required.
 Written communication is more precise and explicit.

12.  Effective written communicat
ion
develops and enhances an
organization’s image
 It provides ready records an
d
references
 It assists in proper delegatio
n of
responsibilities
 Necessary for legal and binding document
ation

13.  Written communication does n
ot
save upon the costs.
 If the receivers of the written
message are separated by distance
and if they need to clear their doubt
s,
the response is not spontaneous.
 Written communication is time-cons
uming
as the feedback is not immediate.
 Poor writing skills and quality have a negative imp
act
on organization’s reputation.
 Too much paper work and e-mails burden is involve
d

14. Common Etiquettes in Written Communication
Focus on
format
Structuring of the
content
The various formal writing forms have a pre-determined,
universally accepted format that accompanies them.
While writing one should ensure that the content is well organized,
with the overview/basic details comprising the introduction
Ensuring
connectivity
The content that comprises a piece of writing should reflect fluency and sh
ould be
connected through a logical flow of thought, in order to prevent misinterpre
tation
and catch the attention of the reader.

15. Steering clear of sho
rt form
People may not be aware of the meaning of various short forms and m
ay thus
find it difficult to interpret them.
Importance of grammar, spelling an
d punctuation
Improper grammar, spelling and punctuation can at worst
cause miscommunication and at least results in unwanted
humor and should be thus avoided.
Importance of crea
tivity
In order to hold the readers' attention one needs to be
creative to break the tedium of writing and prevent
monotony from creeping in.

16. Avoiding excessive use
of jargon
Excessive use of jargon can put off a reader.

17. Good writing features:
Completenes
s
Correctness
Credibility
Clarity
Conciseness
Consideratio
n
Vitality

18. Types of
Writing
E-mails
Letters and Memos
Agendas
Reports
Promotional Material
Academic Documents
Research (scientific) manuscripts
White Papers

19. NON VERBAL COMMUNICATION
“It is a communication
that takes place through non-verbal cues:
through such form of non-verbal
communication as gesture, eye contact,
facial expression, clothing and space; and
through the non-verbal vocal communication
known as Para-language.”
“Non-verbal communication includ
es
any communication occurring with
out
the use of words.”

20. Forms of Non Verbal
Communication
Eye Conta
ct Eye contact, a key characteristic of nonve
rbal
communication, expresses much without
using a single word.
Eye contact also establish the
nature of a relationship.
Facial Expressi
ons
Facial expressions are the key characteri
stics of nonverbal
communication. Your facial expression ca
n communicate
happiness, sadness, anger or fear.

21. Posture
Posture and how you carry your self tells
a lot about you.
How you walk, sit, stand or hold your hea
d not only
indicates your current mood, but also your
personality in
general.
Haptic or Touch
Haptic communication is communicating
by touch.
Touch or Haptics is the characteristic of n
onverbal
communication and used when we come i
nto physical

22. Gestures
A gesture is a characteristic of nonverbal
communication
in which visible body actions communicat
e particular
message.
Gestures include movement of the hands,
face, or other parts of the body.
Personal space
Personal space is your "bubble" - the spa
ce you place
between yourself and others. This invisibl
e boundary
becomes apparent only when someone b
umps or tries to
enter your bubble.

23. Non-verbal communication is any information that is communicated without
using
words. The important characteristics of non-verbal communication are as f
ollows:
No use of
words
Culturally
determine
d
Different
meaning
Vague an
d
imprecise
May conflict
with
verbal mes
sage
Largely
unconscio
us
Shows feelin
gs and
attitudes
Informality

24. Verbal V.S. Non Verbal
Communication
Although verbal communication is easier to understand
,
non-verbal communication is essential to understand n
ot
only a message, but more importantly, the feelings behi
nd the message.

25. ORGANIZATIONAL CHAN
GE
Organizational Change refers to a
modification or transformation of the
organization’s structure, processes or goo
ds.
It is a change that has an impact
on the way work is performed an
d has
significant effects on staff.

26. Organization Changes can be:
 In the structure of an organiza
tion
 In the structure of an organizatio
nal operation and size of a workfor
ce
 In working hours or practices
 In the way roles are carried o
ut
 In the scope of a role that resu
lts
in a change in the working situat
ion, structure, terms and conditi
ons or
environment

27. TYPES OF
CHANGES
Planned Chan
ge
It is change resulting from a delibera
te
decision to alter the organization. It i
s an intentional, goal – oriented activ
ity.
Unplanned Chang
e
It is imposed on the organization and
is
often unforeseen.

28. Forces for Change in Organization
External Force
s
Internal Force
s
 Technological
change
 Globalization
 Social &
Political changes
 Workforce
diversity
 Changes in manageri
al
personnel
 Declining effectivenes
s
 Changes in work clim
ate
 Deficiencies in existin
g
system
 Crisis

29. CHANGE AGENT
Change Agent is anyone who
has the skill and power to sti
mulate,
facilitate, and coordinate the
change effort.
Roles of Change Agent
Consulting
Training
Research

30. Skills of Change Age
nt:
Empathy
Empathy leads to improved communic
ation and understanding between the c
hange
agent and organization members.
Linkage
This refers to the extent to which the ch
ange agent and organization members
are tied
together in collaborative activities.
Proximity
This refers to the physical and psycholo
gical closeness of the change agent an
d organization members.

31. Structuring
This factor refers to the ability of the change age
nt and organization members to clearly plan and
organize their activities concerning the change ef
fort.
Openness
This characteristic refers to the degree to which t
he
change agent and organization members are willi
ng
to hear, respond to, and be influenced by one ano
ther. Reward
This refers to the nature and variety of potential
positive outcomes of the change effort that might
accrue to the change agent and organization mem
bers.

32. Resistance to Cha
nge
Individual Resistance
Individual sources of resistance
to
change reside in basic human
characteristics such as percepti
ons,
personalities & needs.
Reasons of Individual Resista
nce
Economic Reason–The economic rea
son of resistance to change usually foc
us on:
 Fear of technological unemployment.
 Fear of demotion & thus reduced pay
.
 Fear of reduced work hours &
consequently less pay.
Fear of Loss- When a change is impend
ing,
some employees may fear losing their jo
bs,
status particularly when an advanced
technology is introduce
Security – people with a high
need for security are likely to
resist change because it threat
ens their feeling of safety.

33. Status quo- change may po
se disturbance to the existin
g
comforts of status quo.
Peer Pressure- individual
employees may be prepared to
accept change but refuse to acce
pt
it for the sake of the group.
Social Displacement- introduction of
change often results in disturbance of
the existing social relationships. Cha
nge may also result in breaking up of
work groups.
Disruption of Interpersonal Rela
tion-
employees may resist change that
threatens to limit meaningful
interpersonal relationships on the j
ob.

34. Organizational Resistance
Individual sources of resistance
to change reside in basic huma
n
characteristics such as percepti
ons, personalities & needs.
Reasons of Organizational Resista
nce
Resource constraint- resources are
major constraints for many organizatio
ns. The
necessary financial, material & human
resources may not be available to the
organization to make the needed cha
nges.
Structural inertia – some organizatio
nal
structures have in-built mechanism for
resistance to change.
Politics- Organizational changes ma
y
also shift the existing balance of pow
er
in an organization.

35. Managing Resistance to Ch
ange
Education & Communication
Participation
Empathy & Support
Negotiation
Manipulation & Cooptation
Coercion

36. WORK MOTIVATION
Work Motivation refers to the
human drive to work in order
to gain rewards from that wo
rk,
whether those rewards be
physical, emotional, social or
monetary.

37. Why do you work
?
If you work or study because of mon
ey, a degree or good grades you ar
e
extrinsically motivated.
You are not working at a job because you
get a great feeling of personal satisfaction
from it or because it makes you feel good
about yourself (that you are a good person),
but rather to gain some kind of reward.
If you are working at a job becaus
e
you get a great feeling of personal
satisfaction from it, and you are tryi
ng
to perform the behavior for its own
sake (not for money), and then you
are
intrinsically motivated.

38. While what people want from work is situational, depending on the person, his ne
eds and
the rewards that are meaningful to him, giving people what they want from work i
s really quite straight forward. People want:
Control of their work inspires motiva
tion
-including such components as the ability to have an impact on de
cisions;
-setting clear and measurable goals;
-clear responsibility for a complete, or at least defined, task;
-job enrichment;
-tasks performed in the work itself; and
-recognition for achievement
To belong to the in-crowd creates motiv
ation
-including items such as receiving timely information and communicatio
n;
-understanding management's formulas for decision making;
-team and meeting participation opportunities; and
-visual documentation and posting of work progress and accomplishme
nts

39. The opportunity for growth and development is motivatio
nal
-includes education and training; career paths;
-team participation;
-succession planning;
-cross-training; and
-field trips to successful workplaces
Leadership is the key in motiva
tion
People want clear expectations that provide a picture of the outco
mes desired with goal setting and feedback and an appropriate str
ucture or framework.

40. References:
• Richard Nordquist, https://www.thoughtco.com/what-is-nonverbal-
communication-1691351
•What is verbal communication and non-verbal communication?Copyri
ght
© 2013 - 2017 by The Business Communication
•Work Motivation, AlleyDog.com. https://www.alleydog.com/glossary/
definition.php?term=Work%20Motivation

41. THANK YOU!