Wyniki wyszukiwania - BazTech

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Kształtowanie kultury bezpieczeństwa w zakładzie dużego ryzyka : trening komunikacji w środowisku zawodowym

Pich Robert, Gwiazda-Rzepecka Brygida, Gonciarz Agnieszka

Przemysł Chemiczny

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2019

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T. 98, nr 4

495--498

2

Komunikacja w sytuacjach kryzysowych

Miszczak M.

Nowoczesne Systemy Zarządzania

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2010

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T. 5, nr 1

229--240

EN

Crisis situations appear very often and unexpectedly. They constitute a challenge for organization and workers, especially if they are not prepared for them. The article shows how to organize communication in crisis situation between organization and media also between organization and co-workers. The main principle is truthfulness. Immediate action is important too.

3

Komunikacja społeczna oraz zarządzanie konfliktami interpersonalnymi jako metody kształtowania relacji w strukturze organizacyjnej

Grunt D.

Nowoczesne Systemy Zarządzania

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2010

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T. 5, nr 1

241--252

EN

The purpose of communication is to transmit certain information that is necessary in everyday life. Communicating in other words is informing, influencing someone, disclosing our feelings, cooperation. We can distinguish the following elements in the structure of the communication process: message, code, channel of communication, information gap, noise, feedback and reference frame. Sender in a process of communication is a person aware of the need to communicate a particular message. This entity in an organization is a person who has the information. Receiver is a person to whom the message is directed. Communicating is carried out via symbols. Thus decoding is about converting the information into symbols. By decoding the message the receiver tries to read it correctly. Then there is the specific receipt of the message. Another element of the communication process is a channel for transmitting signals from the source of information to the addressee. There is also an information gap in the process of communication. It can be divided into the gap of hope with which the receiver agrees hoping to receive more information in order to eliminate it, and the gap of disagreement that is the difference in the content of the information the receiver does not agree with. The last element is feedback. This is nothing but a Receiver’s reaction to the Senders message. In case when there is no feedback, we deal with informing. Feedback is a prerequisite for effective communication. The process of communication is one of the elements forming the relations in the group in the frame of organizational structure. Managing such a group has many advantages provided that it is well-considered and efficiently done. Similarly to the individual relations, the group relations may have a formal nature, for example in order to implement a certain action, or an informal nature, basing on the actual shared interests of its members. We can also deal with a conflict in an organization. It occurs when an individual or a group seeks to achieve a certain goal, while the other individual or group tries to prevent it. In classical terms a conflict in the workplace is a discrepancy of the purposes, values and benefits. Interpersonal conflict is experienced by everyone when their beliefs and values are incompatible with each other, or when too much information hinders them to make a decision. Those conflicts additionally make it harder to make even the simplest of decisions. Work environment is often characterised by different kinds of destructive conflicts, which have negative consequences. They include: decrease in self-esteem, deterioration of physical and psychological welfare, as well as loss of confidence. Intensification of difficulties in the action largely depends on the nature of the conflict, its significance and duration. The course of the conflict largely depends on the individual character traits of the people involved. Only few people are able to react without emotion to the conflict. Most, however, is frustrated when there is an obstacle while they pursue the objective, the identification of the conflict, examining its sources and destructive influence on an individual or a group allow taking steps in order to restrict or suppress it. the conflict may be resolved successfully only when both Parties feel encouraged to do so. The belief of one Party that it is not responsible for the present situation and that the effort should be made by the other Party may be the reason for the lack of motivation to reconcile. Also the belief that it may cause losses may be the reason for hindering changes. That is why one of the basis to terminate a conflict is to understand that a long-term conflict entails a mutual loss in the form of huge energy resources which instead of in work are used in continuous fights.

4

Rola komunikacji w organizacji

Jaruszewski W.

Zeszyty Naukowe / Wyższa Szkoła Oficerska Sił Powietrznych

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2009

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Nr 2

153--164

PL

W dobie kryzysu system zarządzania organizacją związany jest bezpośrednio z możliwościami komunikacyjnymi liderów, menedżerów i zwykłych pracowników funkcyjnych organizacji. To właśnie oni mogą być hamulcowymi w rozwoju organizacji, bądź też znacząco przyczynić się do jej rozwoju. Dlatego też sprawny proces komunikacji w organizacji to podstawowe zadanie dla zarządzających organizacją w XXI wieku. Celem artykułu jest przybliżenie czytelnikowi problematyki związanej z komunikacją w organizacji. W pierwszej części artykułu przedstawiono problematykę potrzeb i proces komunikacji. W drugiej części opisano elementy procesu komunikowania się w organizacji.

EN

At present time of global crisis management organization system is directly related to the communication capabilities of leaders, managers and ordinary function organizations. They all can be the reason of stopping organization’s development or meaningly contribute to its growth. That is why the good communication process is so important for people who manage an organization in XXI century. The principal goal of this article is to bring nearer problems connected to communication in organizations to the reader. The first part describe the problem of the necessities and communication process. The second part describe components of a communication process in organization.

5

Zastosowanie outsourcingu w procesie komunikacji w organizacji

Markowska K.

Problemy Jakości

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2009

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R. 41, nr 6

44-47

6

Relacje interpersonalne w przedsiębiorstwach gospodarki cyfrowej

Gurmińska K.

Nowoczesne Systemy Zarządzania

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2007

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T. 2, nr 1

131--139

7

Nowoczesna komunikacja w organizacji

Sarnacka J.

Zeszyty Naukowe. Studia Informatica / Uniwersytet Szczeciński

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2006

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Nr 18

153-159

EN

The article contains thoughts on communication in organization with the use of Internet and appropriate software. It presents several means of communicating with business partner ranging from e-mail through communicators to videoconferencing. It's advisable to use Internet more effectively in information exchange inside and outside company because it cuts costs and speeds up communication.

8

Rola komunikacji w procesie tworzenia systemów informacyjnych

Wyskwarski M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2004

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z. 20 cz. 2

187-201

PL

W artykule przedstawiono wybrane zagadnienia związane z procesem komunikacji w trakcie tworzenia systemów informacyjnych. Poruszono zagadnienia dotyczące sposobów komunikowania się między uczestnikami realizowanego procesu. Wskazano potrzebę zapewnienia doskonałej komunikacji pomiędzy pracownikami oraz zwrócono uwagę na wpływ, jaki komunikacja wywiera na wynik końcowy przedsięwzięcia.

EN

This paper presents selected tasks relating to communication process which takes place when building IT systems. It discusses the methods of communication between the persons involved in the executed process. The author indicates a need ensure excellent communication between employees as well as points to the impact, the communication has on the outcome of the project.