以下是高顿网校小编为学员整理的：p3商务分析，供学员参考。
 
　　A COMMUNICATION MODEL
　　A commonly-used model of communication is the Shannon-Weaver model. This depicts the communication process as:
　　For communication to be successful the message has to get from the sender to the recipient and be understood and acted upon. When communicating core values and mission, the five elements would typically be:
　　· information source: the board
　　· transmitter: encoding the message – deciding what needs to be said or what needs to be shown and designing the message
　　· the communication channel – eg internet, letters, meetings. These are listed more fully in the next section
　　· the receiver: decodes the message – eg a web-browser displaying a page
　　· destination – employees, customers, shareholders.
　　Noise can interfere with the message at any stage and this can be termed a barrier to communication. Noise can prevent or distort communication. Typical sources of noise are:
　　· language difficulties – ensuring that the message is properly translated into foreign languages and that any terminology used can be understood
　　· information overload – too much information so that recipients are overwhelmed and fail to see the most important information
　　· failure to receive – wrong email addresses, trying to display Flash animations on iPhones
　　· reluctance to receive the message – eg employees might be reluctant to change their * and might ignore the communication
　　· status differences – eg management stays remote from employees and is reluctant to hear bad news about the organisation’s performance
　　· inappropriate communications channels – eg expecting employees to read and digest a long text on the organisation’s core values when a training course, video presentation or discussion might be much more effective.
　　Communications can break down very easily and the organisation’s management might not even be aware of this. A survey carried out by the Boston Consulting Group (1) found that although around 27% of bosses believe their employees are guided by a ‘set of core principles and values that inspire everyone to align around a company’s mission’ only 4% of employees agree. Similarly, 41% of bosses say their firm rewards performance based on values rather than merely on financial results. Only 14% of employees believe this. So, quite obviously there are serious communications failures relating to the core values of the organisations in the survey.
　　高顿网校小编寄语：勤思则得，善问则裕，广泛交流，深入切磋。

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