REG. NO.

:- 11006738
ROLL NO. :- B30
SECTION :-S1009

SUBMITTED TO
Mr. VIVEK CHATURVEDI
SUBMITTED BY
AMRITA PRIYADARSHNI
Achieving these objectives requires communication facilities in
several ways. To identify a few

(a) Message/ information exchange with generating station to evolve

generation schedules,

(b) Message exchange between generating stations/ substations and bulk

user such as Railways, industry, major municipalities, etc.,

(c) In case of outage to coordinate speedy recovery of affected

generating stations/ transmission line

(d) Communication with the control centre and/or headquarters of power

utility for overall management of system and most importantly

(e) Collection of power network status on almost real-time basis.

Good communication between management and employees

helps a company operate as a whole rather than a collection of
parts, like the circulatory system of a healthy body.
But there are often questions for both sides about when, how
and what is appropriate to raise… and with whom. So the first
step in improving communication is making sure it has  the
space it needs to grow. 
Regular Contact
One of the best ways to encourage communication is keeping a
channel open through regular contact. For line managers and
their teams, it could be a brief get together each morning or a
fuller weekly meeting.
If communication is at a distance, as between head office and
branch workers, it might take the form of a weekly memo or
monthly newsletter.
The key is that it’s regular, and regular is not the same as often. 
Regular communication means that a channel will be open at
set, predictable times that people can plan for and count on.
Staying Well-Balanced
Gaps between management and staff can widen if
communications become narrow or stereotyped, such as only
discussing performance targets or problem areas, or being
forever cheery and upbeat.
Adding a few balancing questions can make communications
more well-rounded and keep people engaged. An enthusiastic
introduction to a new policy, for example, should also ask what
challenges people foresee. A meeting focused on problems can
be balanced by an interest in people’s successes.
Being Open and Realistic
While it might not be feasible to be completely transparent about
everything all the time, it’s better to say outright if you aren’t in
a position to talk about something than ignore an elephant in the
room.
Similarly, being open about what can’t be done or guaranteed is
better than offering promises or assurances that may not
materialize.
Making communication worthwhile
The aim of communication is to understand one another, but
people also need to feel that the talk has been worthwhile.
Staff members can become discouraged and close off if they
consistently leave meetings empty handed, especially for issues
that are causing them concern.
Even when a manager can’t intervene directly or move things
forward, he or she can help by brainstorming different options,
offering suggestions or looking for other resources employees
could access.
Following Up
Following up on what’s been discussed is important for showing
care and interest. It could be an occasional update or printout of
a relevant article, but follow-ups will always have a more
positive impact if offered unsolicited i.e. without having to be
chased or reminded.
As with so many things, good communication between
management and staff depends as much on quality as quantity.
Like the body’s circulation, a company needs its arteries to be
clear, open, and able to carry nutrients to where they’re needed. 

Different organizations look for slightly different outcomes

from their internal communication discipline as follows:

 Create understanding of strategy and direction

 Support organizational change
 Keep people informed of company news
 Build company pride
 Help people to live the values
.
where the Group internal communication team reports into
corporate communication, the discipline is heavily involved in
day-to-day news management.
Working in an industry that’s currently very much in the
spotlight and undergoing significant media and government
scrutiny, staying topical and timely is critical to the credibility of
internal communication but it can’t be at the expense of the
other longer-term projects that they support.
There’s no “one-size-fits-all” solution to structuring your
internal communications discipline, but enduring structures
seem to be those that mirror the business.
Increasingly, evidence is proving that engaged employees are
more productive but many of us have felt uncomfortable about
drawing too hard a line between the communication we do and
the engagement scores or indices devised by our companies.
“It’s about line managers,” we say. Or, “Engagement is really an
HR topic.” The research showed that many internal
communicators are now embracing a role in facilitating
engagement, realizing that their skills can make them uniquely
qualified to play a key role in supporting line managers and also
seeing that they can build a profile for their own discipline at the
same time.
Interaction with employees
We all know that face-to-face communication is the holy grail of
internal communication and that face-to-face communication
involving managers (rather than communicators) builds trust,
shows commitment and helps employees to connect what they
do in their every day jobs with the mission of even the largest
business.
Our research confirmed the challenges faced in building
two-way dialogue:

 Often methods, including conference calls, team briefings

and roadshows, are still broadcast channels and don’t
consistently facilitate dialogue.
 Information is often sent by email and not briefed in
person.
 There are no measures to test how effective line managers
are at communication.
  Managers may not know what’s expected of them in terms
of communication.
 There’s often no proof that employee feedback has been
listened to.
But we also saw what those companies who are getting it right
are doing:

 They have a supportive leadership team.

 They make communication a formal part of the line
manager’s role and give each line manager effective
communication training.
 They send briefing materials direct to front line managers
and these are tailored to the local context.
 They audit the process to ensure it’s happening.
 They use technology to enable a faster, more professional
solution.
Use new technology effectively
Technological innovation means that new communication
channels are becoming widely accessible, such as instant
messaging (which is likely to take over from email), blogging
and intranets.
Some CEOs are exploiting blogs successfully – they have the
energy, commitment and time to keep them current. Video
streamed online gives leaders real visibility and brings issues
alive, although it can be expensive to produce and requires an IT
infrastructure with sufficient bandwidth to make it widely
available.
In customer-facing situations, where frontline employees are
located in call centers or branches it also requires a culture that
supports people to take time out to watch this channel.
The most interesting thing we discovered around channels and
technology was how decisions are made and who’s doing the
decision making.

Some companies embrace the communication channels their

employees favor outside of work.Facebook, YouTube and
Twitter have exploded and employees are happily adopting these
new channels.
Some companies work with whatever new development their IT
department signs them up to. And some communicators are
driven by their existing company culture, understanding that
social media tends to reflect the level of interaction and dialogue
that’s already happening on the ground rather than being a spark
for igniting it.

The rest observes.

It’s almost too obvious to state, but intranets are now the
foundation for internal communication, particularly in large or
global organizations. However, few companies have translated
this into a central role in driving the online and collaboration
strategy for their organization, preferring to eschew the technical
jargon and let the IT department take the lead.
Aim for “less is more”
We know that employees are constantly deluged by digital and
printed internal communication, which they will respond to by
either ignoring or deleting.
In a bid to retain the credibility of their communication the most
switched on companies have rationalized the number of
channels they use or set up criteria that drives when new
websites or newsletters can be created.
As internal communicators we often face the dilemma of
wanting to manage message volume while needing to help
different business areas to get their messages across.
Use strategy to develop a clear agenda

Another way to tackle the volume of messages is to streamline

those from leaders in the business – who usually convey their
important information via separate employee communications.
Use an executive communication board to unite all the business
leaders once or twice a year to review the communication
agenda.
When they see the whole picture from the employee perspective
they’ll recognize the need to prioritize and rationalize message
output.
Join up your communications

When it comes to issues like restructuring or corporate actions,

employees will turn to trusted external news sources to
corroborate internal information.
As internal communicators we’re often hampered by a more
onerous set of internal sign-off requirements than our external
media colleagues, making it more challenging to produce clear
material quickly

You can better align internal and external communication by

considering the following:

 Integrate the internal and external communication function

by introducing split roles.
 Educate internal communicators about what drives the
news agenda.
 Push back if you get jargon or “corporate speak” to print
from other functions.
 Think about shift working, or out-of-hours and on-call
arrangements if your company is in the media spotlight.
 Create a dedicated internal news management role within
the internal communication department to drive news
around the business strategy.
Should the discipline be centralized with all internal
Communicators reporting into one functional line or devolved,
either to the regions or business units.Centralization makes for
greater global alignment to the overall corporate strategy, and
better coordination and control of messaging. It’s also more cost
effective. But a devolved structure means greater alignment to
the business operations, supporting the delivery of more tailored,
localized information.
Many companies we talked to are finding that the business
partner model is the best of both worlds.
Account managers have a close knowledge of their business or
function but sit within a centralized functional head office or
regional team, and can therefore draw on the skills of specialist
event management and online communicators.
Aware of all the communications hitting their audience, they
can manage the flow of communication, ensure the right cultural
nuance and local context.
The biggest challenge here is finding someone with such a broad
range of skills, who’s both strategic and creative and draws on
aspects of management consulting, HR, marketing and
communications.
Communication is the key to success in any relationship. When
a lack of communication exists in the organizational setting it
has the potential to cause significant problems between
management and employees. If this absence of interaction
persists in the workplace, matters typically go unaddressed.
As a result conflict often arises and problems remain unresolved
because of the absence of communication. A lack of verbal
exchanges commonly increase resentments and this usually
further escalates the situation.
Fortunately this kind of situation can be reversed by making a
few changes in the organizational environment.
The best way to avoid communication related issues is to
encourage an atmosphere which promotes open communication.
Leaders can effectively set the environment to be
Communication friendly by establishing policies which
welcome the exchange of ideas. Employees are likely to respond
favorably and will probably embrace any opportunity to share
ideas when encouraged.
*Establish an open door policy
A definitive way to improve communication between
management and employees is for managers to create an open
door policy to welcome any thoughts, comments, complaints or
suggestions.
When employees are encouraged to share feelings, it gives a
sense of empowerment where they feel comfortable making
contact with their managers to voice their concerns.
When managers sit behind closed doors and remain aloof, only
coming out of their offices from time to time to check up on
things, employees aren't usually at ease talking to their bosses
when issues arise; as a result problems fester because they
remain unaddressed.
Establishing an open door policy effectively removes that
discomfort. This not only improves communication but also
benefits the organization as a whole.
*Nurture a team environment
Another way to foster solid communication is for leaders to
consider themselves a team member, not act as someone who
managers the members.
When managers take an active part in the daily activities and
maintain an avid interest in what goes on during the day
employees are more inclined to relate to their bosses.
This makes them feel more comfortable approaching the boss.
Organizational studies indicate that businesses which do not put
total emphasis on hierarchical status, but rather work off a
horizontal flat scale have stronger communication.

Improving communication between management and

employees
The key to any successful operation is communication! If your
staff is uninformed, and poorly trained, disastrous effects will
ensue. Having great communications skills with your staff will,
enable your commands to be carried out to your standards, allow
a productive work environment because everyone has clear
objectives, and produce a better experience for your guests,
which is clearly the overall objective.
1.) Hold daily shift meetings.
Prepare for these prior to your staff begins their day. These
really do not have to be long, 2 - 3 minutes will definitely do the
job. You will likely be holding 2 per shift, one for back of the
house workers, and the other for the front of the house,
particularly the wait staff. These little huddles can be
information hubs your workers can count on to get the latest
information as to daily specials, and what you will be able to
reinforce standards and expectations on a daily basis. Always be
training!
2.) Communication Boards
These are a great tool for any restaurant, yet are mostly forgotten
about, or underused in many establishments. This is the place
the staff should go to when they come on their shift.
This will always contain information which was in the shift
meeting, along with upcoming promotions, soups of the day.
And any 86'd item.
We all know what 86 means right? If not, it is an item no longer
available, or sold out. Communication boards are an effective
communication tool for a restaurant.
3.) Staff Meetings
Aside form your daily three minute huddles, occasional staff
meetings are important if your restaurant is making substantial
changes, such as a new menu roll out.
This training may take longer than a three minute shifter, and
also allow you to gather the entire staff all at once, including
other mangers.
This will allow time for your staff to communicate their
obstacles and frustrations.
If communication is good between management and staff, and
the staff feels empowered, their performance rises and
expectations can actually be exceeded.