Management Communication G.

Jitendra Kumar

102 MANAGEMENT COMMUNICATION UNIT - I

Introduction:
Communication is the process by which we exchange meanings, facts, ideas, opinions or emotions with other people. It is an essential condition of our existence and the most important activity of ours. The word communicate has been derived from Latin word communis or communicare that means share or participate verybody !nows that most of the time, through speech or writing or any other means li!e exchange of common set of symbols" we are sharing information with other human beings. It is, therefore, first and foremost, a social activity. #an is a social animal has to communicate .$ence the importance of communication for every human being. In today%s dynamic environment, information is the life blood of business. Information based systems such as #I& '#anagement Information &ystem(, )&& ')ecision support system( and &I& '&trategic Information &ystem( all rest on communication. DENIFITIONS: to another. Communication is a process of passing information and understanding from one person * +eith )avis
Communication is any behavior that results in an exchange of meaning , The -merican #anagement -ssociation

Communication may be defined as giving, receiving, or exchanging information opinions or ideas by writing, speech or visual means, so that the message communicated is completely understood by the recipients. Business -n organi.ation or economic system where goods and services are exchanged for one another or for money. very business re/uires some form of investment and enough customers to whom its output can be sold on a consistent basis in order to ma!e a profit.

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Management Communication G.Jitendra Kumar

Business Communication: The process of establishing a common understanding between or among people within a business environment

Characteristics of Effective Business Message ffective business message have a number of common characteristics !rovide "ractica# information0 1usiness message usually describe how to do some thing, explain why a procedure was changed, highlight the cause of a problem or possible solution, discuss the status of the pro2ect, or explain why a new a piece of e/uipment should be purchased. $ive facts rather than im"ressions: 1usiness message use concrete language and specific details. Information must be clear, convincing, accurate and ethical. 3ou must present hard evidence 'not 2ust opinion( and present all sides of an argument before you commit to a conclusion. C#arif% and condense information0 1usiness message fre/uently use tables, charts, photos or diagrams to clarify or condense information, to explain a process, or to emphasi.e important information. State "recise res"onsi&i#ities0 1usiness messages are directed specific audience. Therefore, you must clearly state what is expected of, or what you can do for, that particular audience. !ersuade others and offer recommendations: 1usiness messages fre/uently persuade employers, customers, or clients to purchase a product or service or adopt a plan of action.

Benefits of Effective communication: The most successful organi.ations understand that if they are to be successful in today%s business world, good communication at all levels is essential. $ere is a useful point to remember the benefits that individual employee and the organi.ation can achieve from effective communication Stronger decision,ma!ing and problem solving Upturn in productivity Convincing and compelling corporate materials Clearer, more streamlined wor!flow Enhanced professional image

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Management Communication G.Jitendra Kumar Sound business relationships

Successful response ensured

Need for Communication0

&ociologists describe human beings as social animals. -s members of society, they have to constantly interact with their fellow beings. They have feelings, emotions, li!es and disli!es 4 all of which they have to convey. In other words, what ever the environment in which they are placed, they have to build lin!s and establish relationships. The need for communication arises from their desire to express themselves in a meaningful manner
)esire for communication varies from person to person and time to time .

Evo#ution of Communication:
The art of communication is as old as man!ind itself. It is, in fact, older than the written word or even the spo!en word. $uman beings learnt to communicate much before they learn to &pea!, read or write. That is why communication is not uni/ue to human beings. Communication encompasses all living beings and pervades the animal world as well. 1irds and animals also communicate. The sounds they ma!e carry meaning. The chirping of the birds, the roaring of the lions, the hissing of the sna!es, the whining of the dogs, are often meant to be expressive.

!rinci"#es or characteristics of communication

' (n integra# "art of organi)ationa# "rocess: )ecisions of the managers are conveyed to the subordinates of different ran! and file by the superiors. Communication control coordinates them for proper wor! performance. Thus, communication is a part and parcel of organi.ational function and so an integral and inspirable part of business.
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Management Communication G.Jitendra Kumar

* Direct su"ervision0 )irect supervision is a principle of organi.ation which facilitates immediate feedbac! to !now the responses or reply of the receiver of communication. #anagers are personally involved in the entire process of communication. Interaction helps the managers to the subordinate%s suggestions, wor! related problems and help them solving. + T,o- ,a% communication0 In earlier days communication is concerned with only given orders and instructions. In this it is the function of the manager to direct the thing. It is only one,way communication. Communication process is not complete and effective if it is simply downward movement of message from superior to subordinate. 1ut it should be two,way traffic which implies both transmission and reception. - Informa# communication0 The existence of informal organi.ation should be recogni.ed which is a powerful media of communication. In every organi.ation there exists good networ! of informal groups. It is also called grapevine which indicates informal means of circulating information or gossip. It is called informal communication, because it grows up spontaneously from personal or group interest. It does not maintain superior,subordinate relationships. . /istening: Listening is a process of receiving message in the form of symbols, interpreting, and responding to the message received. The essence of communication is listening. Communication is not effective unless the person at receiving and listens effectively. Listening is an art which re/uires more patience, mental effort.
0 1esu#ts and cause0 fficiency and effectiveness are the results" it is result,oriented. &ound communication is the result of efficient management but not the cause of it.

2 C#arit%: The basic principle in communication is clarity. Clarity in communication implies that message transmitted should be capable of being understood by the recipient rather than misunderstood. 5nfamiliar and superfluous words should not be used. &imple and familiar words are to be selected to present the message. 3 S"ecific:

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Management Communication G.Jitendra Kumar

Communication should be specific and each specified piece of message should deal with a single sub2ect at time. #ultiplicity of sub2ect creates a problem of confusion and misunderstanding which is dangerous and unproductive to organi.ation.
4 5onest% in communication: The principle of uprightness and honesty of purpose in communication is very essential. -ll managerial communications should lend to a true and correct understanding in information or message to ensure effective coordination among various organi.ational activities for smooth wor!ing.

'6 Interna# and E7terna#: Internal communication is a process of transmitting matters to the people wor!ing inside the organi.ation. It is giving orders, instructions, directions, suggestions, public note. xternal communication is also e/ually important to provide lin! between the organi.ation and the external world. xternally, an organi.ation has to communicate with outside publics li!e customers, shareholders, dealers, government departments, investors, complaints etc. Factors res"onsi&#e for gro,ing im"ortance of communication 8or9 Communication changing in ,or: "#ace It has been identified that about nine tenths of managers% time is spent in communicating, one way or other. That is why modern management education stresses the importance of communication given below are some of the factors responsible for growing importance of communication. ' (dvance Techno#og%0 Today we have a variety of technological tools to help us to communicate faster, more fre/uently and across an increased range. The internet, e,mail, fax message, voicemail, tele,conferencing, video, conferencing and wireless devices have transformed the way people communicate, with every phone call or e,mail your communication s!ills are revealed for every one to see. * $#o&a# communication0 #ore and more businesses are now wor!ing on a global scale across national boundaries. #any people now wor! for multinational companies, and today%s wor! for all over the world now includes increasing numbers of people from different ethic bac!grounds. If you are to communicate effectively in this environment, you must understand other people%s bac!grounds, beliefs and characters. + Information (ge:

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Management Communication G.Jitendra Kumar

6ith an increase in amount of information in today%s business world you must able to ma!e /uic!, effective decisions based on the information you receive. 3ou must also !now how to find, assess process and communicate information efficiently and effective. - Team Based Business Environment0 In today%s fast,paced business world, the traditional management hierarchy has changed and teamwor! is now in vogue. In such a team,based environment, it is important to study and understand now groups wor! together. 3ou must learn to listen and watch other people carefully so that you interrupt all the non,verbal cues you receive. . $ro,th in Business0 #ost of the organi.ations now,a,days are growing larger in si.e. The people wor!ing in these organi.ations may be spread over different states of country. +eeping in touch with them sending across directions and getting feedbac! will be possible only when communication lines are !ept wor!ing effectively. 0 $ro,th in Trade unions: 7ver the last so many decades% trade unions have been growing strong. 8o management can be successful without ta!ing trade unions into confidence. 7nly through effective communication can a meaningful relationship be built between the management and wor!ers. 2 !u&#ic 1e#ations: very organi.ation has a social responsibility, specially towards the customers, government, suppliers and the public at large. Communication with them is only way an organi.ation can pro2ect proper image of itself.

Forms of Communication

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Management Communication G.Jitendra Kumar

According to structure of Organization Forms of Communication

According to direction of flow According to Way of expression

(ccording to Organi)ation Structure: Forma# communication0 Towards ensuring communication on an on,going basis, organi.ations develop formal systems. &taff meetings, union,management branch manager conferences, periodical sales review meetings and customers% meets are examples of forums that facilitate formal communication. 9ormal communication generally follows a well,defined hierarchical pattern and periodicity.
Informa# communication0 This type of communication ta!es place in an un,structured manner and outside the formal forums. Informal communication wor!s well in smaller, loosely !nit organi.ations. It is used more often in situations where there are no rigid hierarchical tiers. Informal communication ta!es place through charts, conservations, informal tal!s.

(ccording to ;a% of E7"ression: Ora# communication0 7ral communication refers to spo!en word. It ta!es the form of sounds and words. It has developed across different regions, cultures, continents, countries. The development of numerous languages across the world has empowered oral communication. 7ral communication plays a vital role in everyday life, both for individuals and organi.ations. It is indeed the most commonly used methods of communications both at social level and at organi.ation level. 7ral communication is also referred to as verbal communication. ;ritten communication: It is another powerful method of communication. $istory is repeat with instances where a piece of writing was involved in events of great significance 4 in love, war, peace, unions, betrayals. The power of writing is elo/uently expressed in saying The pen is mightier than the sword . 6ritten
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Management Communication G.Jitendra Kumar

communication has come to ac/uire great significance in the lives of individuals as well as business organi.ations. It reaches across vast geographic areas and targets readers around the world. 6ritten communication creates a record and can be preserved unli!e oral communication, written communication ta!es time to reach the target. Non-ver&a# communication0 The third method of communication relates to non,verbal communication which is neither oral nor written. 6hile oral communication thrives on listening and the written communication thrives on reading, the non,verbal communication thrives on observation. 8on,verbal communication may ta!e any of following forms. 1ody language :estures ;ostures -ppearance &igns and signals 9acial expressions and personal behavior

<isua# communication0 <isual communication is effected through pictures, graphs and charts, as well as through signs, signals and symbols. They may be used either independently or an ad2ust to other methods of communication. It is also useful in reaching out to an illiterate target group. - picture is worth more than a thousand words. Logo is also very common. - logo is a printed design or symbol that a company or organi.ation uses as its special sign. graphs charts, diagrams and the li!e often convey the intended message /uite effectively. &imilarly, there are pictures to convey no swimming, danger .one, fasten seatbelts and li!e. -ll these are used to illustrate, highlight and focus attention. (udio-visua# communication0 This is an extremely sophisticated method of communication. It involves demonstrations and presentations through various audio,visual aids. -udio,visual communication is an effective blend of both verbal and visual communication. &uch communications are generally spea!ing very effective and carry high retention value. -udio,visual communication however it is highly s!ill oriented. They are pre, planned, developed wit care and are often delivered at formal and structured sessions.
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Management Communication G.Jitendra Kumar

Signs, signals and symbols: &igns, signals and symbols have come to ac/uire considerable significance in world of communication. - sign is a mar!ed trace on a surface or an ob2ect with a view to indicate particular meaning. It may be a piece of paper, wood or metal that has writing a picture on it, and which gives out information, instruction or warning. It may also be a gesture a movement or sound to convey something specific. .g.0 sign of blessing 4 priests and elders a convey their blessings by placing their hands on heads of people bowing to them. &ign of victory 4 - player raise two of his fingers in a < sign after a game. &ign language helps the hearing impaired - sign is a sound or a movement that a people ma!e to give other information, instruction or warning. - signal is also understood as an indication that something exists or something is about to happen. 6e are familiar with the use of a danger signal and green signal. - symbol refers to a credo or manner of representation of ideas. &ymbols are often using the power of association to convey a specific meaning. In modern day business, the use of a logo is also very common. - logo is a printed design or symbol that a company or organi.ation uses as its special sign.

Si#ence: &ilence is also a method of communication. &ilence refers to a state of wordlessness or verbal abstinence. &ilence may express anger or atonement. In personal communication as well as business communication silence has definite role to play. In dealing with a customer, an employee would be well advised to observe silence and listen to customer before reacting. ven legal system ta!es cogni.ance of silence as method of communication. (ccording to the Direction of f#o,: U",ard communication0 Large organi.ations have different hierarchical levels or tiers, ban!s, finance companies, insurance business, railways and such other people oriented organi.ations have typically a =,tier or a >,tier
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Management Communication G.Jitendra Kumar

structure. The process of communication to be complete and effective should encompass all these levels and tiers. 5pward communication is one which moves upward from bottom to top level in hierarchy. .g.0 supervisor ? mployee manager ? supervisor executive ? manager chief executive ? executive

Do,n,ard communication0 )ownward communication moves from top to bottom i.e., from C 7 downwards. It travels through senior executives to 2unior level functionaries, from controlling office to branch, from head of division to head of unit. Corporate goals, business priorities, motivation letters, wor! related instructions, news letters from C 7 @ general managers% des! all typical examples of downward communication. .g.0 chief executive A xecutive executive A manager manager A supervisor supervisor A employee

/atera# communication0 Lateral communication generally ta!es place in organi.ation and is neither upward nor downward. It proceeds in a hori.ontal manner and ta!es place among e/uals at peer level. It may also describe as peer level communication. -ny communication that ta!es place, orally or in writing, from one branch head to other, from one division head to other, may be described as lateral communication. Diagona# or Cross,ise communication: )iagonal or crosswise communication ta!es place when people wor!ing at the same level interact with those wor!ing at a higher or lower level of organi.ational hierarchy and across the boundaries of their reporting relationships. Other T%"es of Communication - part from the different methods and channels of communication. 7ne can also loo! at various types of communication. Communication can be categori.ed into different types depending upon the level at which it level ta!es place, the direction it ta!es or by its nature. &ome of the commonly referred types of communication are.
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Management Communication G.Jitendra Kumar

;ersonal communication and 1usiness communication Internal communication and xternal communication #ass communication :lobal communication Interactive communication :rapevine

!ersona# communication: ;ersonal communication concerns communication that ta!es place between any two individuals, be it in a family, group, community or even an organi.ation. It can ta!e the form of personal letters, personal telephone calls, conservations, one,to,one meetings or e,mail messages. It is private in nature and there is nothing official about it. Business communication: 1usiness communication ta!es place to further goals of a business. It ta!es place among business entities, in mar!ets places with in the organisation and between various groups of employees% owners and employees, buyers and sellers, service providers and customers, sales persons and prospects and also between people with in the organi.ation and press persons. -ll such communication impacts business. Interna# communication0 Internal communication ta!es place with in the organisation or group among the people with in among different group of employees and between employers and employees. Internal communication serves to inform, instruct educate, develop, motivate, persuade, entertain, direct, control and caution people in organi.ation. 6hen a personal letter is written at an official address. 1esides, writing the name of addressee, the envelope is superscripted private or confidential to convey nature of communication. E7terna# communication: 5nli!e internal communication, external communication flows outward. It addresses people outside the organi.ation li!e prospective customers, competitors, public, press, media and government. xternal communication can ta!e place in various ways and through different channels. Letters, notices, broachers, demonstrations, telephone calls, business meetings, press release, press conference, audio, visual presentations, publicity films. Interactive communication:
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Management Communication G.Jitendra Kumar

Interactive communication is essentially a two,way process. It ta!es place through meetings, conferences, teleconferencing, multimedia presentations group discussions and other such active two,way exchanges. Interactive communication is most appropriate when the message or sub2ect is to be presented at length. .g. In practical sessions, case discussions and strategy formulation. Mass Communication0 #ass communication is distinctive in view of its scale. ssentially it addresses a large mass of people. ;ublic spea!ing, newspapers, maga.ines, and 2ournals, radio, television, dotcoms etc. $ra"evine: :rapevine is a !ind of informal communication that prevails in organi.=eation and business. The source of such communication may not be clear. It spreads by way of gossip and rumors. It travels through informal networ!s and often travels faster than formal message.

E#ements of communication
The various elements of communication a briefly described to help you understand the process of communication. Message: #essage &ender ncoding Channel Beceiver )ecoding -cting 9eedbac!

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Management Communication G.Jitendra Kumar

It is information, written or spo!en, which is to be sent from one person to another. $ere the person stands for the two ends of the system, and may represent an individual or a group of individuals, or even electronic machines. It exists in minds of sender 'communicator( Sender: The person who transmits, spreads or communicates a message or operates an electronic device is the one who conceives and initiates the message with the purpose of informing@ persuading@influencing@changing the attitude, opinion, or behavior of the receiver 'audience @ listener( The branch manager explaining new product lines to the sales force of a computer programmer explaining a new programme to co,wor!er accountant giving financial report to its superior all are senders of communication.

Encoding: ncoding is changing the message 'from its mental form( into symbols that is pattern of words @ gestures @ pictorial form of signs of a specific visual @ oral language. 6hile encoding a message, one needs to consider what contents to include, how the receiver will interpret and how it may affect ones relationship Channe#: This is the vehicle or medium which facilitates the sender to convey the message to the receiver . The choice of channel or medium 'written or oral( is influenced by inter relationships between the sender and receiver. It also depends on the urgency of message being sent. 1esides one may consider factors such as importance, number of receivers, costs and amount of information. 1eceiver: - receiver is the targeted audience of message. The receiver gets the message, understands, interprets, and ties to perceive the total meaning of message as transmitted by the sender. Beceivers are two types intended and intended. Decoding: )ecoding means convert the symbol into message or attaching meaning to message. It is reverse of encoding. )ecoding process has two steps.
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Management Communication G.Jitendra Kumar

Beceiving the message Interpreting the message

6e already !now the meanings already in the receivers mind but not in the message. The more the receiver understand the message as per senders expectations the more effective will be the communication (cting: Communication manipulates the receiver to act in a desired manner. - receiver response action shows that he has understood the message. 9inally the receiver completes the chain of communication by responding the message. Feed&ac:: 5ltimately the receiver reacts or responds to the communication sent by sender. The response could be based on clear interpretation of the symbols sent or it could be based on misunderstanding or misinterpretation of symbols sent. 6hatever the response of a receiver to a sender is called feedbac!. &ome feedbac! is non,verbal, smiles, signs, nods and soon.

Communication !rocess

Communication is a dynamic, two,way process that can be bro!en down into six phases. C. The sender has an idea. 3ou conceive an idea and want to share it. D. The Sender encodes the idea . 3ou decide on the message%s form 'words, facial expressions, gestures, illustrations, and so on(, length, organi.ation, tone, and style 4 all of which depend on your idea, your audience, and your personal style or mood. =. The sender transmits the message. To transmit your message to your receiver, you select a communication channel such as the telephone, a letter, an e,mail or even a facial gesture. The choice of channel depends on your message, your audience%s location, the media available to you, your need for speed, and the formality re/uired. >. The receiver gets the message. 5nfortunately, you have no guarantee that your message will actually get through. The receiver may not hear you, or your e,mail might get caught in an antispam filter. In fact, one of the biggest challenges you%ll face as a communicator in today%s crowded business environment is cutting through clutter and noise. E. The receiver decodes the message. 3our receiver tries to extract your idea from the message in a form that he or she can understand, a step !nown as decoding. If all goes well, the receiver interprets your message correctly, assigning the same meaning to your words as you intended.
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Management Communication G.Jitendra Kumar

F. The receiver sends feed&ac: -fter decoding your message, the receiver has the option of responding in some way. This feedbac! enables you to evaluate the effectiveness of your message0 9eedbac! often initiates another cycle through the process, which can continue until both parties are satisfied with the result. &uccessful communicators place considerable value on feedbac!, not only as a way to measure effectiveness but also as a way to learn. 1e aware that this is a simplified model" real,life communication is usually more complicated. 9or instance, both the sender and receiver might be tal!ing at the same time, or the receiver might be trying to tal! on the phone with one person while instant messaging with another.

Phase Phase 1: 1: Sender Sender Has Has an an Idea Idea Phase Phase 2: 2: Sender Sender Encodes Encodes Idea Idea Phase Phase 3: 3: Sender Sender Transmits Transmits Message Message
Sender=s 1o#e &electing the type of message -naly.ing the receiver 5sing the you,viewpoint ncouraging feedbac! Bemoving communication barriers

Phase Phase 6: 6: Channel Channel And And Medium Medium Recei Recei er er Sends Sends !eed"ac# !eed"ac# Phase Phase &: &: Recei Recei er er 'ecodes 'ecodes Message Message Six-Phase Six-Phase Process Process Situation Phase Phase $: $: Recei Recei er er %ets %ets Message Message

1eceiver=s 1o#e Listening or reading carefully ------------------------------------------------------------------------------------------------------------------------------------------1 ------Sri Kalahastiswara Institute of Information and Management Sciences - GJK st UNIT-I MBA 1 Semester

Management Communication G.Jitendra Kumar 1eing open to different types of senders and to new ideas #a!ing notes when necessary ;roviding appropriate feedbac! to the sender -s!ing /uestions to clarify the message

Functions of Communication:
Communication serves four ma2or functions within a group or organi.ation0 control, motivation, emotional expression and information.

Control Control !unctions o( !unctions o( Communication Communication In(ormation In(ormation

Moti Moti ation ation

Emotional Emotional E)*ression E)*ression

Communication acts to control member behavior in several ways. 7rgani.ations have authority hierarchies and formal guidelines that employees are re/uired to follow. 6hen employees, for instance for instances are re/uired to first communicate any 2ob related grievance to their immediate boss, to follow their 2ob description, or to comply with company policies, communication is performing a control function. 1ut informal communication also controls behavior. 6hen wor! groups tease or harass a member who produces too much 'and ma!es the rest of the group loo! bad( they are informally communicating with, and controlling the member%s behavior. Communication fosters motivation by clarifying to employees what is to be done, how well they are doing and what can be done to improve performance if it%s subpar. 6e saw his operating in our review of goal,setting and reinforcement theories. The formation of specific goals, feedbac! on progress toward the goals, and reinforcement of desired behavior all stimulate motivation and re/uire communication. 9or many employees, their wor! group is a primary source for social interaction. The communication that ta!es place within the group is a fundamental mechanism by which members show their frustration and feelings of satisfaction. Communication therefore provides release for the emotional expression of feelings and for fulfillment of social needs.

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Management Communication G.Jitendra Kumar The final function that communication perms relates to its role in facilitating decision ma!ing. It provides the information that individuals and groups need to ma!e decisions by transmitting the data to identify and evaluate alternative choices. 8o one of these four functions should be seen as being more important than the others. 9or groups to perform effectively, they need to maintain some from of control over members, stimulate members to perform, provide a means for emotional expression, and ma!e decision choices. 3ou can assume that almost every communication interaction that ta!es place in a group or organi.ation performs one or more of these four functions.

The Im"ortance of Communicating Effective#%

:etting 2obs you want :aining promotions ;roviding leadership 1eing productive on the 2ob Belating positively to others -ssuring success of your organi.ation

Communication Net,or:

- networ! is a structured fabric of the organi.ation, made up of system of lines, or channels, which are interconnected. Communication networ!s are those networ! channels or lines used to pass information serially from one person to another. 6e can safely say that organi.ational communication is really the flow of information through the networ!s of interrelated human roles. 7rgani.ational communication is made up of two types of channels which are formal and informal. - message coming from formal channel is !nown as formal communication and that coming through informal channel is !nown as informal communication. Forma# Channe#: The formal channel as the very name implies, is the deliberately crated, officially created path for flow of communication between the various positions in the organi.ation.

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Management Communication G.Jitendra Kumar It is deliberate attempt to regulate the flow of organi.ational communication so as to ma!e it orderly and thereby to ensure that information flows smoothly, accurately and timely to the points to which it is re/uired. The officially prescribed communication networ! may be designed on the basis of a single channel or multiple channels as follows0 Sing#e Chain: &ingle chain communication networ! exists between a superior and his subordinate. Communication flows downward or upward through each successive level. Communication flow through the chain may be orderly and easy to control but it is very time consuming. 6e find such a communication networ! in bureaucratic organi.ations. ;hee#: In wheel networ!, all subordinates under one superior communicate through him only as he is hub of the wheel. They are not allowed to communicate among themselves. Thus, there is no hori.ontal communication. In this networ!, problem of co,ordination is main drawbac!. Circu#ar: In circular networ!, the communication moves circle. ach person can communicate with his ad2oining two persons. In this networ! communication flow is slow. Free F#o,0 In this networ!, each person can communicate with others freely. In this networ!, communication flow is fast but problem of co,ordination exists. This is followed in free,form organi.ation. Inverted0 In this networ!, an individual is allowed to communicate with his immediate superior as well as his superior%s superior. In the later case, the sub2ect matter of communication is prescribed. In such a networ!, communication travel faster.

Chain

Whee l

Circula r

Free Flow

Inverted

Informa# Channe# or $ra"evine: The informal channel of communication, also !nown as Ggrapevine%, is the result not of any official action, but of the operation of social forces at wor! place. :rapevine is more active when 0 C. there is high organi.ational excitement such as policy changes li!e automation, computeri.ation etc., or personnel changes" D. the information is new rather stale" ------------------------------------------------------------------------------------------------------------------------------------------1# ------Sri Kalahastiswara Institute of Information and Management Sciences - GJK st UNIT-I MBA 1 Semester

Management Communication G.Jitendra Kumar =. people are physically located close enough to communicate with one another" and >. people cluster in groups along the grapevine, that is, they have trust among themselves. :rapevine follows different types of networ!. 5sually, there are four types of pattern through which grapevine travels. These are0 Sing#e Strand0 The individual communicates with other individuals through intervening persons. $ossi" Net,or:: The individual communicates non selectively. !ro&a&i#it% Net,or:0 The individual communicates randomly with other individuals according to the law of probability. C#uster Net,or:0 The individual communicates with only those individuals whom he trusts. 7ut of these informal networ!s, the cluster is the most popular.

Single Strand

ossi p

!ro"a"ilit y

Cluste r

-lthough grapevine informal tends to be orally, it may be in written from too. &ometimes, handwritten or typed notes are also used. In the modern electronic office, grapevine messages typically are flashed on computer screens, crating the new era of the electronic grapevine.

Barriers to communication
Communication is the lifeline of all business. -nything going wrong in it may cost the organi.ation. ach communication must be transmitted through an appropriate medium. -n unsuitable medium is one of the biggest barriers to communication. &pecialists have serious studies of it and have
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Management Communication G.Jitendra Kumar

isolated certain factors that cause problem. It is in worth while having loo!ed at these causes of communication brea!down. 1arriers hinders the flow of communication The commonly experienced barriers to the communication are0 '9 !h%sica# Barriers: a9 Noise: 8oise is the first and foremost barrier to communication. It means interference that occurs in a signal and prevents you from hearing sounds properly. In a factory, for example, the continuous noise made by machines ma!es oral communication difficult. In the same way some technical problems in a public address system or a static in a telephone or television cable disturb the sound signal and affect communication. &9 Time > Distance: Time H distance also act as barriers to the smooth flow of communication. If telecom and networ! facilities are not available" people wor!ing in different shifts" faulty seating arrangements in hall etc. These barriers need 2ust a little care to overcome. *9 /ac: of "#anning: Communication is not a casual affair. 5nfortunately many people ta!e it lightly. The results is that the message is to be sent across may not be carefully planned. There are innumerable examples of people who would given an ill,planned, long,winding lecture while a short presentations with tables or graphs would be sufficient. &uch an event would turn into one of the miscommunication or mal, communication. +9 Semantic "ro&#ems: &emantic is the systematic study of meaning. &emantic barriers may occur if. The transmitter and receiver assign different meanings to the same word or use different words for the same meaning. Interpretation of words, <ariety of meaning .g.0 6hat is the meaning of word valueI 6hat is the value of this ringI 6hat is the value of learning about communicationI
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Management Communication G.Jitendra Kumar

I value my good name. I got good value for my money. 6ords carry different shades or flavors to the transmitter and receiver

1ypassed instructions .g. -n office manager handed to a new assistant one letter with the instruction, Ta!e it to our stoc!room and burn it. In the office managers mind 'and in the firms 2argon( the word burn meant to ta!e a copy on company machine which operated by heat process. -s the letter was extremely important, he wanted an extra copy. $owever, the pu..led new employee, afraid to as! /uestions, burned the letter with a lighted match and thus destroyed the only existing one. &emantic problems minimi.ed only if we aim at clarity, simplicity so that the receiver gets the intended meaning. -9 Cu#tura# Barriers0 Cultural differences often come up as communication barriers. 6e have to be especially careful in this regard as now we have to operate in international environment. The same category of words, phrases, symbols actions, colors mean different things to people of different countries or different cultural bac!grounds. .g.0 In us people love to be called by their first names while in 1ritain and to a large extent also in India, people li!e to be addressed by their last name. .9 ;rong (ssum"tions: Juite often we act on assumptions, without caring to see! clarification for them. 6e should ma!e all possible efforts to maintain our goodwill and not act impulsively on assumptions. 09 Se#ective !erce"tion: #ost of the factors listed above lead to selective perception. It means that the receiver selectively see and hear depending upon their needs, bac!ground, motivation, experience and other personal characteristics. 29 Fi#tering: 9iltering means that the sender of message manipulates information in such a way that it will be seen more favorably by the receiver. - manager, for example, li!es to tell his boss what he feels his
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Management Communication G.Jitendra Kumar

boss wants to hear. In this process he is filtering the information. The net result is that the man at the top never gets ob2ective information.

39 Information over#oad: 5nchec!ed inflow of information very often becomes another barrier to communication. 6hen people are bogged @down with too much information they are li!ely to ma!e errors, they may also delay processing or responding to information @ message at least for sometime. -nd delay may become a habit, cause serious communication problem. 49 !oor /istening: verybody !nows about the importance of listening but very few actually practice patient, active and empathic listening. That is why so many communication problems grow up. ;oor listening accounts for incomplete information and also poor retention. '69 $oa# Conf#icts: <ery often clashes of the goals of various units and sub,units of an organi.ation lead to communication brea!downs. Communication should serve as a conflict reduction exercise. 1ut the goal conflicts act as communication reduction mechanisms. )ifferent units internali.e their own goals and that leads to the splitting or bifurcation of interests in the organi.ation. 6hen people start competing for the fulfillment of their narrow interests communication suffers. ''9 Offensive st%#e of communication: It is /uite obvious that offensive style of communication leads to communication brea!down. It is a rather sensitive point. If a manager sends a message in such a way that the wor!ers @ 2uniors become defensive their relations get strained and communication suffers. $ence it is absolutely necessary for the management to adopt a persuasive style of communication. '*9 Insufficient "eriod for (d?ustment: It is a fact well !nown to all that people respond to change in different ways. They ta!e their own to ad2ust to any news or proposal for change. 6hile the purpose of communication is to effect change, it should be !ept in mind that the employees whose duties, shifts, etc" are going to be changed should be given sufficient time. 7nly then the communication will be effective.

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Management Communication G.Jitendra Kumar

Socio @ !s%cho#ogica# Barriers: '9 (ttitude and o"inion: 6e react favorably or hostile according as the information is to our personal advantage or not. If a change in the policy of the organi.ation proves an advantageous to an employee, he welcomes it as good, if it affects him adversely" he re2ects it as the whim of the director. *9 Emotions: 6e can neither transmit nor receive anything correctly if our mind is agitated. motions play a very important role in our life. - message received when we are emotionally wor!ed up will have a different meaning for us than when we are calm and composed. -nger is the worst emotion and enemy of communication. +9 C#osed mind: 6e hold our opinion so rigidly that we 2ust refuse to listen. -9 Status @ consciousness: 6e are over 4 consciousness of our lower or higher ran! and do not express ourselves candidly. .9 The source of information0 6e react according to the trust we response in the source from which the communication originates. 09 Inattentiveness0 5nconsciously we become inattentive if the communication contains a new idea and our mind refuses to respond to it. 29 Fau#t% Transmission0 Communication often suffer or gets diluted when message pass on from one person to person in a series of transmission, a part of message is lost in transmission. 39 !oor retention: ;oor retention of communication also act as barrier. &tudies show that employees retain only EKL of the information communicated to them, the rest is lost. 7ral message in particulars are lost due to poor human retention. There from arises the necessity to repeat the message and use more than one medium to communicate the same message. 49 Unso#icited communication: 5nsolicited communication has to face stronger barriers than solicited communication. I f I see! advice, it should be presumed that I will listen to it. 1ut if a sales letter comes to me unsolicited, it is not very sure that I will pay much attention to it.
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Management Communication G.Jitendra Kumar

Barriers at sender #eve#: C( D( =( >( E( F( Lac! of planning <agueness about the purpose of communication Choice of wrong language 5nshared and un,clarified assumptions )ifferent perception of reality 6rong choice of channel

Barriers at receiver #eve#: C( D( =( >( E(

!&

;oor listening Inattention #istrust Lac! of interest -ttitudinal clashes with sender
Not in a p'(sical state

5o, to overcome from communication &arriers: C( D( =( >( E( F( M(

#&

7rientation &uitable language usage :ood listening Clarity in message 5se of grapevine +nowing the receiver Interpersonal communication 9eedbac!.

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