By :PK gupta
2.0 IMPORTANCE OF COMMUNICATION
3.0 FORMS OF COMMUNICATION
4.0 LIBRARIANS AS COMMUNICATION MANAGERS
Roles and Responsibilities
Librarians to create and establish credibility in the organisation by developing a trust with the senior management and peer groups.
Library manager has to be very clear in his content which he wants to communicate and deliver. It should not be elaborative but pin-pointed and meaningful.
To provide the right information it has to be well-crafted content. The contextual-message should be in-depth.
The library manager and this communication should take their feedback constantly must make his arguments.
Library manager should be consistent, and promise a return, what has been communicated. This will develop trust among the management and peer group.
Library manager is required to identify and set up right communication channels to communicate. Sometimes appropriate blende of right channels would be very effective.
Capacity of the audience
The identification and appropriate use of right channel, for the right audience is necessary. Different channels are used depending upon the capacity and different tier of audiences.
Librarian’s message that will be given a clear, understandable, accurate, and give simple words. Avoid ambiguity in the message. Usage of symbols, images are preferred and make impact.
5.0 METHODS OF COMMUNICATION
5.1 Internal communication
5.2 External communication
5.1 Oral Communication in Practice
5.1.1 Different forms of Oral Communication
5.1.2 Guidelines to Create a Structured Oral Message
5.1.3 Listening Skills
5.1.5 The Telephone
5.2 Non-verbal Communication
6.0 COMMUNICATION PROCESS
7.0 CHANNELS OF COMMUNICATION
- Satisfy the information needs of the organization - Formal channels of communication are designed to cater to the informational needs of the organization, i.e., when and where, what kind of information is required and who is to provide it.
- Integrates the organization - Formal communication channels work as linking wires in a big sized organization, and thus integrate its functioning.
- Coordination and control- By providing required information at right time to right places, the formal communication networks greatly facilitates coordination and control in the organization.
- Sorts the information for high-level executives - Formal communication channels facilitate the flow of selective information to the top executives. Otherwise they will be finding themselves in the midst of all relevant and irrelevant information.
- Restricts unwanted flow of information - When a person is supposed to formally communicate some information to some authority, that itself has a restrictive implication that he need not disseminate this information anywhere else.
- Reliability and accuracy of information - When information moves through formal channel, it has to have some basis to substantiate it. It is any time more reliable and accurate than the informally obtained information.
- Time consuming and expensive - Since formal communication channels involves lot many levels, information takes time to travel across. Moreover, paper work, involvement of executive’s time, and other facilities required for the communication network make it an expensive proposition.
- It increases the workload of the line supervisor - Since most of the reporting goes from down to up, generally line supervisor is the person who has to devote a good deal of time because in forwarding information under formal channels. This leaves him with little time to perform other organizational functions properly.
- Information may get distorted - There are dangers of messages being lost, filtered or distorted as they pass through many points.
- Creates gaps between top executives and lower subordinates - Formal communication channels reduce the need of contact between the top executive and the subordinates at the lowest level. Many a times they do not even recognize each other. This adversely affects superior subordinate relationship.
- Grapevine - channel mostly associated with gossip and rumors
- Social gatherings - organizational gatherings give a chance to people of various ranks to meet and talk
- Management by walking around - where a manager informally walks through the work area and casually talk to employees
8.0 COMMUNICATION MEDIA
8.1 Impact of information technology
8.2 Social Media
8.2.1 Understanding social media.
- Conversation. No longer is the communication one-way, broadcast or somehow sent to a passive audience. Social media is at least a two-way conversation, and often a multidimensional conversation. Social media engages everyone involved.
- Contribution. Social media encourages contributions and reactions from anyone who is interested. ‘Encourage’ is the key here; social media solicits an interaction, positive and negative, by making it easy to contribute.
- Collaboration. Social media promotes an exchange of information between you and your audience, and among audience members, by inviting participation. Creating a quick and simple collaborative platform requires that information be organized and easily distributed.
- Connection. Accessing information on the Internet only takes a click. Social media thrives on connections, within its own Web vehicles and through links to other sites, resources, people, and automatic feeds. People can even create their own personalized site of connections.
8.2.2 What are social networking sites?
This is one of the fastest-growing networks. You follow people you know or in whom you’re interested, they follow you, you exchange brief text-only messages. If you say something interesting, one of your followers might ’re-tweet’ it, which means repeating it and saying who said it. So, some of their followers might start to follow you too, and that’s how you meet new people.
Unlike Twitter, you get a page on the web and can use this for longer bits and pieces. You can upload pictures, videos, play games, whatever you want to do. There are Facebook applications for reviewing books, reviewing films, areas for private messages and for more open discussions. This can really be your place on the internet if you want it to be.
A bit like a Facebook for business. This is a network for contacting and keeping in touch with work colleagues. You may only contact people who are a friend of a friend, or a friend of a friend of a friend, and so forth.
There’s less scope for socialising here, but you can upload and share any pictures you want others to see. You can also download and sometimes use pictures on websites, as many people put them up with few copyright restrictions.
It's still early days for Google's competitor to Facebook and Twitter, but the company is such a behemoth that it's not a good idea to count them out. Google+ lets you put all your acquaintances in separate "circles", so you can post something to your best friends that you might not want sent to your work colleagues.
9.0 COMMUNICATION STRATEGIES
- WHO is the audience?
- WHAT is the best way to convey the information to the target audience—radio, TV, direct mail, other? What kind of image do you want to project? Will it be an effective part of your total communication effort?
- WHEN is the deadline? Will your message be distributed in time to be effective?
- HOW much will it cost? Is this the most effective use of available funds?
- WHY is the best strategy for this audience?
Media: Newspapers, newsletters, radio, TV
- Print materials: fact sheet, newsletter, flyers, tent cards, etc.
- Web site
- E-mail lists
- Presentations to groups
- Word of mouth
9.1 Communication Plan Objectives
- To improve communications between the Library and its stakeholders through clear, consistent and timely messages using a range of communication channels
- To promote the Library as a high quality resource for the entire user community
- To increase awareness and promote the use of library services, facilities and resources
- To promote library contributions towards the institution’s strategic directions
- To improve the channels available for feedback and input
- To expand the channels of communication available
- To increase the level of patron satisfaction with library communications
9.2 Planning and Strategizing Communication
Specific key messages
Specific strategies & actions
available on the library website
using library resources and facilities
them of their borrowing privileges
10.0 Barriers to Communication
How to maximise communication
A learner may not be able to see or hear properly.
It is the responsibility of the communicator to be clear in speech and visual presentation.
A learner may not be willing and eager to receive the message. Their interest may not lie in what you have to say.
As a communicator, it is important that we design our communication in such a way that it takes into account the educational levels of the people, their experiences and backgrounds. We need to select appropriate examples and situations for explaining issues. The material that we use should also be carefully selected so that no ambiguous messages are given. Speak slowly if people are having difficulty in following you. Illustrate your points with lots of examples so that they are able to relate to what you say.
A learner may not be able to understand what is being said or shown. This may happen because of lack of schooling, lack of functional literacy of different experiences and situations (for example you may be speaking about a city to a rural farmer)
People are interested and willing to change when they are given suggestions rather than lecture. So as a communicator, we need to learn the art of suggesting rather than telling. We need to offer our suggestions in a way that people recognize that the change will meet a need that they have recognized.