ASSIGNMENT –MB00038

Name : MOHAN LAL MEHRA

Registration No. : 511

Learning Centre : KCE College of COMPUTER & COMMUNICATION

Learning Centre Code :

Course : Master of Business Administration

Subject : Managment ProcessAnd Organisation Behavior

Semester : 1st

Module No. :

Date of Submission :

Marks Awardeed :

Directorate of Distance Education

Sikkim Manipal University
II Floor,Syndicate House
Manipal-576 104

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Siganture of Coordinator Siganture of Centre Signature of Evaluator
Q1. Describe any situation in your experience where the communication went
wrong. Analyze the situation by pointing out the type of barrier to
communication and suggest how to overcome this barrier ?

Ans: .Situation where Communication was a failure to me: As an Associate

Manager, I was a sender for a communication and intended to be received by
my executives. I have sent the following communication to my executives
through a notice and displayed on the notice board: “Coming Second Saturday
to complete our targets for the month a review meeting is arranged and all
should attend. If any executive is not able to attend should find out the contents
of the meeting from their peers without fail”. But my communication went
wrong and out of 10 executives, only three executives have attended at 4.00 PM
who checked-in with me the time of the meeting. Following were the barriers
of communication which stood in the way of my communication: The
“Channel” I have chosen communication by “Receivers” did not ensure the
receipt of the

The communication lacked the “Chronological context” The second Saturday

being a non working day. The communication has created a “Psychological
noise” by not mentioning correct time of the meeting and confusion has been
created. The “social context” also is one of the cause for the failure of the
communication as I have not taken all my executives into confident by giving
any advance information or a intention of the meeting earlier.

Lessons learnt in order to overcome these barriers of communication: My

communication was unclear by not giving exact time of meeting. The media I
have used is the placing the notice on the notice board, instead had I circulated
to all the receivers and obtained their signatures by asking their availability or
feedback my communication would not have failed. I have chosen a wrong day
a holiday though the task was a routine one.

I could have maintained good relations with my executives for success of my

communication.

Overcome the communication barriers

When you send a message, you intend to communicate meaning, but the
message itself doesn’t contain meaning. The meaning exists in your mind and in
the mind of your receiver. To understand one another, you and your receiver
must share similar meanings for words, gestures, tone of voice, and other
symbols.

1. Differences in perception

The world constantly bombards us with information: sights, sounds, scents, and
so on. Our minds organize this stream of sensation into a mental map that
represents our perception or reality. In no case is the perception of a certain
person the same as the world itself, and no two maps are identical. As you view
the world, your mind absorbs your experiences in a unique and personal way.
Because your perceptions are unique, the ideas you want to express differ from
other people’s Even when two people have experienced the same event, their
mental images of that event will not be identical. As senders, we choose the
details that seem important and focus our attention on the most relevant and
general, a process known as selective perception. As receivers, we try to fit new
details into our existing pattern. If a detail doesn’t quite fit, we are inclined to
distort the information rather than rearrange the pattern.

2. Incorrect filtering

Filtering is screening out before a message is passed on to someone else. In

business, the filters between you and your receiver are many; secretaries,
assistants, receptionists, answering machines, etc. Those same gatekeepers
may also ‘translate’ your receiver’s ideas and responses before passing them on
to you. To overcome filtering barriers, try to establish more than one
communication channel, eliminate as many intermediaries as possible, and
decrease distortion by condensing message information to the bare essentials.

3. Language problems

When you choose the words for your message, you signal that you are a
member of a particular culture or subculture and that you know the code. The
nature of your code imposes its own barriers on your message. Barriers also
exist because words can be interpreted in more than one way. Language is an
arbitrary code that depends on shared definitions, but there’s a limit to how
completely any of us share the same meaning for a given word. To overcome
language barriers, use the most specific and accurate words possible. Always try
to use words your audience will understand. Increase the accuracy of your
messages by using language that describes rather than evaluates and by
presenting observable facts, events, and circumstances.

4. Poor listening

Perhaps the most common barrier to reception is simply a lack of attention on

the receiver’s part. We all let our minds wander now and then, regardless of
how hard we try to concentrate. People are essentially likely to drift off when
they are forced to listen to information that is difficult to understand or that has
little direct bearing on their own lives. Too few of us simply do not listen well!
To overcome barriers, paraphrase what you have understood, try to view the
situation through the eyes of other speakers and resist jumping to conclusions.
Clarify meaning by asking non-threatening questions, and listen without
interrupting.

5. Differing emotional states

Every message contains both a content meaning, which deals with the subject of
the message, and a relationship meaning, which suggests the nature of the
interaction between sender and receiver. Communication can break down when
the receiver reacts negatively to either of these meanings. You may have to deal
with people when they are upset or when you are. An upset person tends to
ignore or distort what the other person is saying and is often unable to present
feelings and ideas effectively. This is not to say that you should avoid all
communication when you are emotionally involved, but you should be alert to
the greater potential for misunderstanding that accompanies aroused emotions.
To overcome emotional barriers, be aware of the feelings that arise in your self
and in others as you communicate, and attempt to control them. Most important,
be alert to the greater potential for misunderstanding that accompanies
emotional messages.
6. Differing backgrounds

Differences in background can be one of the hardest communication barriers to

overcome. Age, education, gender, social status, economic position, cultural
background, temperament, health, beauty, popularity, religion, political belief,
even a passing mood can all separate one person from another and make
understanding difficult. To overcome the barriers associated with differing
backgrounds, avoid projecting your own background or culture onto others.
Clarify your own and understand the background of others, spheres of
knowledge, personalities and perceptions aAbility directly influences an
employee's level of performance and satisfaction through the ability-job fit.
Given management's desire to get a compatible fit, what can be done? First, an
effective selection process will improve the fit. A job analysis will provide
information about jobs currently being done and the abilities that individuals
need to perform the jobs adequately. Applicants can then be tested, interviewed,
and evaluated on the degree to which they possess the necessary abilities.
Second, promotion and transfer decisions affecting individuals already in the
organization's employ should reflect the abilities of candidates. With new
employees, care should be taken to assess critical abilities that incumbents will
need in the job and to match those requirements with the organization's human
resources. Third, the fit can be improved by fine-tuning the job to better match
an incumbent's abilities. Often modifications can be made in the job that, while
not having a significant impact on the job's basic activities, better adapts it to
the specific talents of a given employee. Examples would be to change some of
the equipment used or to reorganize tasks within a group of employees. A final
alternative is to provide training for employees. This is applicable to both new
workers and present job incumbents. Training can keep the abilities of
incumbents current or provide new skills as times and conditions change.
Q2. Describe any two aspects of non verbal communication and give examples
of how each of them could be used to convey positive messages at the
workplace ?
Ans: Why is non-verbal communication important?

Basically, it is one of the key aspects of communication (and

especially important in a high-context culture). It has multiple
functions:

o Used to repeat the verbal message (e.g. point in a

direction while stating directions.
o Often used to accent a verbal message. (e.g. verbal tone
indicates the actual meaning of the specific words).
o Often complement the verbal message but also may
contradict. E.g.: a nod reinforces a positive message (among
Americans); a “wink” may contradict a stated positive
message.
o Regulate interactions (non-verbal cues covey when the
other person should speak or not speak).
o May substitute for the verbal message (especially if it is
blocked by noise, interruption, etc) — i.e. gestures (finger to
lips to indicate need for quiet), facial expressions (i.e. a nod
instead of a yes).

Note the implications of the proverb: “Actions speak louder than

words.” In essence, this underscores the importance of non-verbal
communication. Non-verbal communication is especially significant
in intercultural situations. Probably non-verbal differences account
for typical difficulties in communicating.

Cultural Differences in Non-verbal Communication

1. General Appearance and Dress

All cultures are concerned for how they look and make judgements
based on looks and dress. Americans, for instance, appear almost
obsessed with dress and personal attractiveness. Consider differing
cultural standards on what is attractive in dress and on what
constitutes modesty. Note ways dress is used as a sign of status?

2. Body Movement
We send information on attitude toward person (facing or leaning
towards another), emotional statue (tapping fingers, jiggling coins),
and desire to control the environment (moving towards or away from
a person).

More than 700,000 possible motions we can make — so impossible

to categorize them all! But just need to be aware the body movement
and position is a key ingredient in sending messages.

3. Posture

Consider the following actions and note cultural differences:

o Bowing (not done, criticized, or affected in US; shows

rank in Japan)
o Slouching (rude in most Northern European areas)
o Hands in pocket (disrespectful in Turkey)
o Sitting with legs crossed (offensive in Ghana, Turkey)
o Showing soles of feet. (Offensive in Thailand, Saudi
Arabia)
o Even in US, there is a gender difference on acceptable
posture?

4. Gestures

Impossible to catalog them all. But need to recognize: 1) incredible

possibility and variety and 2) that an acceptable in one’s own culture
may be offensive in another. In addition, amount of gesturing varies
from culture to culture. Some cultures are animated; other
restrained. Restrained cultures often feel animated cultures lack
manners and overall restraint. Animated cultures often feel restrained
cultures lack emotion or interest.

Even simple things like using hands to point and count differ.

Pointing : US with index finger; Germany with little finger; Japanese

with entire hand (in fact most Asians consider pointing with index
finger to be rude)

Counting: Thumb = 1 in Germany, 5 in Japan, middle finger for 1 in

Indonesia.

5. Facial Expressions
While some say that facial expressions are identical, meaning
attached to them differs. Majority opinion is that these do have
similar meanings world-wide with respect to smiling, crying, or
showing anger, sorrow, or disgust. However, the intensity varies
from culture to culture. Note the following:

o Many Asian cultures suppress facial expression as much

as possible.
o Many Mediterranean (Latino / Arabic) cultures
exaggerate grief or sadness while most American men hide
grief or sorrow.
o Some see “animated” expressions as a sign of a lack of
control.
o Too much smiling is viewed in as a sign of shallowness.
o Women smile more than men.

6. Eye Contact and Gaze

In USA, eye contact indicates: degree of attention or interest,

influences attitude change or persuasion, regulates interaction,
communicates emotion, defines power and status, and has a central
role in managing impressions of others.

o Western cultures — see direct eye to eye contact as

positive (advise children to look a person in the eyes). But
within USA, African-Americans use more eye contact when
talking and less when listening with reverse true for Anglo
Americans. This is a possible cause for some sense of unease
between races in US. A prolonged gaze is often seen as a sign
of sexual interest.
o Arabic cultures make prolonged eye-contact. — believe
it shows interest and helps them understand truthfulness of the
other person. (A person who doesn’t reciprocate is seen as
untrustworthy)
o Japan, Africa, Latin American, Caribbean — avoid eye
contact to show respect.

7. Touch

Question: Why do we touch, where do we touch, and what meanings

do we assign when someone else touches us?

Illustration: An African-American male goes into a

convenience store recently taken over by new Korean
 immigrants. He gives a $20 bill for his purchase to Mrs Cho
who is cashier and waits for his change. He is upset when his
change is put down on the counter in front of him.

What is the problem? Traditional Korean (and many other

Asian countries) don’t touch strangers., especially between
members of the opposite sex. But the African-American sees
this as another example of discrimination (not touching him
because he is black).

Basic answer: Touch is culturally determined! But each culture has a

clear concept of what parts of the body one may not touch. Basic
message of touch is to affect or control — protect, support,
disapprove (i.e. hug, kiss, hit, kick).

o USA — handshake is common (even for strangers),

hugs, kisses for those of opposite gender or of family (usually)
on an increasingly more intimate basis. Note differences
between African-Americans and Anglos in USA. Most
African Americans touch on greeting but are annoyed if
touched on the head (good boy, good girl overtones).
o Islamic and Hindu: typically don’t touch with the left
hand. To do so is a social insult. Left hand is for toilet
functions. Mannerly in India to break your bread only with
your right hand (sometimes difficult for non-Indians)
o Islamic cultures generally don’t approve of any
touching between genders (even hand shakes). But consider
such touching (including hand holding, hugs) between same-
sex to be appropriate.
o Many Asians don’t touch the head (Head houses the
soul and a touch puts it in jeopardy).

Basic patterns: Cultures (English , German, Scandinavian, Chinese,

Japanese) with high emotional restraint concepts have little public
touch; those which encourage emotion (Latino, Middle-East, Jewish)
accept frequent touches.

3. Smell

o USA — fear of offensive natural smells (billion dollar

industry to mask objectionable odors with what is perceived to
be pleasant ) — again connected with “attractiveness” concept.
o Many other cultures consider natural body odors as
normal (Arabic).
 o Asian cultures (Filipino, Malay, Indonesian, Thai,
Indian) stress frequent bathing — and often criticize USA of
not bathing often enough!

4. Paralanguage

o vocal characterizers (laugh, cry, yell, moan, whine,

belch, yawn). These send different messages in different
cultures (Japan — giggling indicates embarrassment; India –
belch indicates satisfaction)
o vocal qualifiers (volume, pitch, rhythm, tempo, and
tone). Loudness indicates strength in Arabic cultures and
softness indicates weakness; indicates confidence and authority
to the Germans,; indicates impoliteness to the Thais; indicates
loss of control to the Japanese. (Generally, one learns not to
“shout” in Asia for nearly any reason!). Gender based as well:
women tend to speak higher and more softly than men.
o vocal segregates (un-huh, shh, uh, ooh, mmmh, humm,
eh, mah, lah). Segregates indicate formality, acceptance,
assent, uncertainty.

Q3. Which types of listening would be required the most at the

workplace? Explain with suitable examples .
Ans:

Q4. Imagine that you have to make a presentation on your MBA project to a
group of your professors and industry experts. Prepare the following – a) A
general statement of purpose b) A specific statement of purpose c) The key idea
d) A brief audience analysis e) Delivery style
Ans:
Q5. In your opinion, does the success of a meeting depend more on the chairperson or
the participants? Justify your answer.
Ans:
Q6. How do memos differ from other written communication channels? Give
examples of two business situations that would require either an informational
or a persuasive memo.
Ans: