communication Module 1

 The word ‘Communication’ has originated from the Latin word “communis”...which means ‘common’.  Communication is a process of transferring information from one entity to another  Communication is commonly defined as "the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs"

 There are auditory means, such as speech, song, and tone of voice, and there are nonverbal means, such as body language, sign language, paralanguage, touch, eye contact, through media, i.e., pictures, graphics and sound, and writing.

WHY MANAGERS NEED COMMUNICATION SKILLS???? SUCCESS OF AN ORGANIZATION DEPENDS ON……….  THE ABILITY OF A MANAGER TO GET THINGS DONE THROUGH PEOPLE… WHICH DEFINITELY DEPENDS ON  Free Flow of Information  Getting the real involvement of the employees

Roles of Managers As analyzed by Henry Mintzberg of MIT managers need effective communication skills to perform the following inter-related roles viz:- 1.Interpersonal 2.Informational 3.Decisional

Seven C’s of communication  Credibility – of the sender  Context – should not contradict  Content – meaning and relevance  Clarity – simple terms  Continuity and consistency – unending process  Channels  Capability

Feedback Trans Sender Encoding the message MessageDecoding the message Noise Receiver Business Communication Process

Business Communication Goals  Receiver Understanding  Receiver Response  Favorable Relationship  Organizational Goodwill Sender is responsible for these goals.

Functions of communication  Information sharing  Feedback  Influence  Problem solving  Decision making  Facilitating change  Group building  Gate keeping  Right message  Coordination of efforts  Good industrial relations  Development of managerial skills  Ensuring effectiveness of policies  Motivating people  Controlling  Spreading rumors

Medium/Channels of communication  The vehicle which facilitates the sender to convey the message to the receiver.  IT could be oral, written, or non-verbal.  The medium should be preplanned  Each medium has its own rules and regulations

Working of the process Of Communication ONE- WAY PROCESS  Sender according to his ideas perceptions, behavior patterns selects the message  He the encodes the message  Transmits the message to the receiver through a medium either verbal or nonverbal  As the message reaches the receiver he decodes it and gives an internal response

ONE- WAY COMMUNICATION PROCESS SENDER ENCODING MESSAGE RECEIVER DECODES CHANNEL

TWO WAY PROCESS Adapted From Exhibit 15.3 Encode Message Decode Message NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise NoiseNoise Transmit Message Receive Message Message to be Conveyed Message to be Conveyed Message that was Understood Message that was Understood SenderReceiver Communication Channel Feedback to Sender

Types of communication  Formal communication  Informal communication

Formal Communication Channels  The system of official channels  Downward communication  top down  Upward communication  bottom up  Horizontal  within a level

board of directors board of directors Managing director Top level managemnt Middle level Senior supervisors First line supervisors Employees/ shop floor employees

Upward Communication Communication that flows from bottom to top or which is form lower hierarchical level to higher level is called upward communication E.g.: suggestions, appeals, complaints, grievances, etc Managing Director General Manger Marketing Manager

Downward Communication The Communication that flows form top to Bottom is called Downward Communication. Eg.Instructioons,Memos,Orders etc E.g. Finance Manager E.g. Finance Manager Accounts Officer Accounts Officer Data entry Operator

Lateral/Horizontal Communication The Communication between two or more persons in the same level is called horizontal Communication. Eg.:- Communication between two functional managers E.g. Marketing Manager Production Mgr

Diagonal/Crosswise Communication Flow of information among persons at different levels who have no direct reporting relationships E.g. MARKETING MGR TRAINING MGR MARKETING SUPR TRAINING SUPR MARKETING SUPR TRAINING SUPR

Improving Formal Communication 1.Decrease reliance on downward communication 2.Increase chances for upward communication 3.Encourage much greater use of horizontal communication 4.Be aware of communication problems

Common Problems with Communication Downward Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers Upward Risk of telling upper management about problems Managers acting angrily and defensively to problems Few opportunities for workers to contact upper levels of management Horizontal Management discouraging or punishing horizontal communication Managers and workers not given time or opportunity for horizontal communication Not enough opportunities or channels for lower-level workers to engage in horizontal communication

Informal Communication Channels  Transmitting messages outside the formal communication channels  The “Grapevine”  Highly accurate  information is timely  senders seek feedback  accuracy can be verified

Informal Communication Channels GossipChainClusterChain Adapted from Exhibit 15.7

Managing Organizational Grapevines  Don’t withhold information from it  Don’t punish those who use it  Embrace the grapevine and keep employees informed  Use it as a source of information

Communication Barriers  Negative forces that affect the communication process and channels  Barriers can be categorized into  Semantic barriers  Organizational barriers  Interpersonal barriers  Individual barriers  Cross cultural barriers  Physical barriers  Technological barriers

Semantic barriers  Words having similar pronunciation but multiple meanings  Badly expressed message  Wrong interpretation  Unqualified assumptions  Technical language eg:. “Mouse” eg:. “Mouse”

Organizational barriers  Culture and climate  Rules and regulations  Status relationship  Complexity in organizational structure  Inadequate facilities and opportunity  Lack of co-operation

Interpersonnal barriers ( superior – subordinate barriers)  Barriers from superiors  Shortage of time for employees  Lack of trust  \lack of consideration for employee’s needs  Wish to capture authority  Fear of losing power of control  Bypassing  Information overload

 Barriers from subordinates  Lack of proper channel  No interest to communicate  Lack of co-operation  Lack of trust  Poor relationship between superior- subordinate  Fear of penalty

Individual or psycho- sociological barriers  Style  Perception  Halo effect  Status relationship  Poor attention and retention  Inattention  Undue importance of written words  Defensiveness  Closed mind  State of health  filtering

Cross cultural barriers  Nations  Languages  Values and behavior  Social relationships  Non verbal communication

Physical barriers/ channel or media barriers  Noise  Environment  Circumstances  Defects in the medium