PY5CRT 14 FOUNDATIONS OF ORGANIZATIONAL

BEHAVIOR

Module: 4 Communication in Organization

Importance, processes of communication. Communication within organization:
Downward, Upward, lateral. Interpersonal communication: Formal Vs Informal,
communication media, technology, non-verbal communication. Barriers of effective
communication: organizational and Individual. Overcoming communication barriers:
Communication audits, Communication cultures, individual actions.

Definition of Communication
Communication is the process of transmission of a message and understanding of information
between two or more people; it involves at least two parties—a sender and a receiver
Importance of communication
 Control: Communication acts as a means of controlling the behaviour of the members
of the organization. Every organization has a set of rules that are supposed to be
followed by the employees, and these rules flow through the entire organizational
hierarchy. When managers want to control the behaviour of their subordinates, they
communicate these rules and guidelines through formal or informal means.
 Motivation: The managers in the organization need to communicate information
regarding performance to their subordinates on a day-to-day basis. They do so by
informing the subordinates about what they are supposed to be doing and how well
they are performing their jobs. They also need to be told about areas that require
improvement so that they are motivated enough to learn more and do better.
 Emotional expression: Since man is a social animal, he needs to be with other human
beings for sharing his thoughts and concerns. Most of us rely on the group which we
belong to satisfy this need. When members in a group share their pain and pleasure
with each other, it gives them an outlet to express their emotions. Communication,
therefore, provides a release for the emotional expression of feelings and the
fulfilment of social needs.
 Information: Information needs to be shared candidly among the members for an
organization to develop and grow. The process of communication helps group
members to pass on the relevant information to the people in the organization
Processes of communication
1. Ideation:
 Definition: The initial stage where a thought or idea is formed in the sender's
mind.
 Elaboration: Before any form of communication can take place, there must
be something to communicate. This originates as a thought or concept in the
mind. The sender must first decide what they wish to communicate and to
whom. This idea can be a feeling, information, a question, or any other kind of
message.
2. Message:
 Definition: The content or information that the sender wishes to convey.
 Elaboration: Once the idea is formed, it is then structured into a coherent
message. Depending on the medium of communication (verbal, written, non-
verbal), this could be a sentence, a gesture, a letter, or even an image.
3. Encoding:
 Definition: Transforming the message into a form that can be transmitted.
 Elaboration: This is the process of putting the message into a specific format
suitable for transmission. In verbal communication, encoding involves
choosing specific words and tones. In written communication, it might involve
selecting specific words, symbols, and grammar. In non-verbal
communication, it could be the selection of a particular facial expression or
body language.
4. Channel:
 Definition: The medium used to transmit the encoded message from the
sender to the receiver.
 Elaboration: The channel is crucial because it determines the fidelity and
speed of the message's delivery. Examples include face-to-face conversation
(air as the channel for sound waves), telephone calls (electronic signals),
emails (digital data over the internet), and traditional mail (physical delivery).
5. Decoding:
 Definition: The act of interpreting or translating the received message back
into its original form to understand its meaning.
 Elaboration: Once the message is received, the receiver must interpret or
'decode' it. This is where misunderstandings can occur if the receiver's
interpretation of the message differs from the sender's intent. Cultural,
personal, or linguistic barriers can sometimes cause these differences in
interpretation.
6. Feedback:
  Definition: A response from the receiver indicating whether or not the
message was understood.
 Elaboration: Feedback is essential to the communication process as it lets the
sender know if the message was received and understood correctly. Feedback
can be direct, like a verbal response, or indirect, such as non-verbal cues like
nodding in agreement or showing confusion on one's face. In more formal
settings, feedback can come in the form of written responses, surveys, or
evaluations.
Understanding these processes and how they interact is crucial for effective
communication. Any breakdown or misunderstanding at any of these stages can lead
to miscommunication or failure to communicate altogether.

Communication Channels/Media
Selecting a communication channel to transmit a timely, accurate, and completely
understandable message is very important. People are channels who use speech, sight, and
body motions to communicate with each other. Mechanical channels go beyond the
capabilities of the human body and include newsletters, magazines, telephones, radio,
television, and computers.
Characteristics of Communication Channels:
• Channel capacity: This refers to the amount of information that a channel can
transmit without significant distortion.
 • Channel modifiability: This is the degree to which transmission can be changed
while in progress.
• Channel duplication: Duplication involves the use of sub-channels to repeat or
elaborate on a message.
• Channel speed: The speed at which a message can be sent is often important. •
Channel feedback: Some channels allow for feedback and thus facilitate two-way
communication.
• Channel appropriateness: This refers to using the channel appropriately depending
upon the demands of the situation.
Understanding communication media is critical in organizational behavior because it
can impact factors like team collaboration, decision-making, the spread of
information, and overall organizational culture.
Types of Communication Media in Organizational Behavior:
1. Face-to-Face Communication:
 Characteristics: Direct, in-person communication.
 Advantages: Allows for immediate feedback, enables the interpretation of
non-verbal cues, and fosters relationship-building.
 Disadvantages: Not always feasible for geographically dispersed teams; can be
time-consuming.
2. Blogs:
 Characteristics: Text-based communication.
 Advantages: Centralized information sharing
 Disadvantages: Impact a large population
3. Telephone and Conference Calls:
 Characteristics: Voice-based communication.
 Advantages: Immediate feedback, more personal than written communication.
 Disadvantages: Absence of visual cues; potential for technical difficulties.
4. Email:
 Characteristics: Written, electronic communication.
 Advantages: Provides a record of communication, can be sent to multiple
recipients, allows for asynchronous communication.
 Disadvantages: Can lead to information overload; tone can be misinterpreted.
1. Risk of misinterpreting the message.
2. Drawbacks for communicating negative messages.
 3. Time-consuming nature.
4. Limited expression of emotions.
5. Privacy concerns.
5. Instant Messaging and Chat Platforms (e.g., Slack, Microsoft Teams):
 Characteristics: Real-time text-based communication.
 Advantages: Quick exchanges, facilitates collaboration, often includes features
like file sharing and group chats.
 Disadvantages: Can be distracting; lacks the depth of face-to-face
communication.
6. Video Conferencing (e.g., Zoom, WebEx):
 Characteristics: Allows for visual and audio communication across distances.
 Advantages: Combines the benefits of face-to-face and telephonic
communication, facilitates global collaboration.
 Disadvantages: Potential technical issues; requires equipment and reliable
internet.
7. Written Documents (e.g., memos, reports, bulletins):
 Characteristics: Formal written communication.
 Advantages: Provides a detailed and permanent record, can be reviewed at the
reader's convenience.
 Disadvantages: Time-consuming to produce; lacks immediacy.
8. Social Networks:
 Characteristics: Platforms for sharing information, updates, and resources
within an organization.
 Advantages: Centralized information sharing, can foster a sense of
community.
 Disadvantages: Requires regular updates; potential for misuse.
9. Collaboration Platforms (e.g., Trello, Asana):
 Characteristics: Tools designed for team collaboration on projects.
 Advantages: Streamlines project management, facilitates team coordination.
 Disadvantages: Might have a learning curve; requires consistent use by team
members.
Factors Influencing Choice of Communication Media:
1. Nature of the Message: Complex or sensitive issues might be best discussed face-to-
face, while routine updates could be shared via email.
 2. Urgency: Instant messaging might be used for immediate issues, while non-urgent
information could be shared through written documents.
3. Audience: Consider the size of the audience and their preferred communication
methods.
4. Geographical Dispersal: For geographically dispersed teams, digital communication
tools like video conferencing become essential.
5. Organizational Culture: Some organizations might prioritize face-to-face interactions,
while others may be more digitally oriented.

Communication within organization: Downward, Upward, lateral.

Downward Communication
Communication that flows from one level of a group or organization to a lower level is
downward communication. Group leaders and managers use it to assign goals, provide job
instructions, explain policies and procedures, point out problems that need attention, and
offer feedback about performance.
Downward communication flows from the higher levels of an organization's hierarchy to its
lower levels. Managers, supervisors, or team leads typically use this form of communication
to convey decisions, share information, provide feedback, and set expectations.
Importance of Downward Communication:
1. Direction and Clarity: Downward communication provides clear directives about
what needs to be achieved. It sets expectations and ensures that employees are aware
of their roles and responsibilities.
2. Maintaining Control: It helps leaders maintain control over organizational processes
by ensuring that policies and procedures are clearly understood and followed.
3. Organizational Consistency: It ensures that everyone in the organization receives the
same information, which leads to consistent understanding and action.
4. Feedback Mechanism: It allows superiors to provide constructive feedback, aiding in
the professional growth of the employees.
5. Cultural Establishment: By setting values, vision, and mission statements, it helps in
building and maintaining the organizational culture.
Advantages of Downward Communication:
1. Efficiency: Quick dissemination of information to a large number of employees,
ensuring that everyone gets the same message.
2. Order and Discipline: It establishes a clear chain of command, ensuring that policies
and decisions are implemented as intended.
 3. Goal Setting: Provides a clear picture of organizational objectives and individual
targets.
4. Role Definition: Clearly outlines roles and responsibilities, reducing role ambiguity
among employees.
5. Improves Accountability: When instructions are clear, employees know what's
expected of them, making them more accountable.
Disadvantages of Downward Communication:
1. Risk of Distortion: As messages pass through different levels, there's a risk of
information being distorted or misunderstood.
2. Lack of Feedback: A predominantly downward communication system may not
encourage employees to share feedback, leading to a one-sided flow of information.
3. Employee Morale: Over-reliance on downward communication might make
employees feel undervalued, as they might perceive themselves as mere order-takers.
4. Potential for Misinterpretation: If the message is not clear or is too complex, it might
be misinterpreted by employees, leading to potential mistakes.
5. Reduction in Initiative: Constant directives from the top might discourage employees
from taking initiatives or being proactive, potentially stifling innovation.

Upward Communication
Upward communication flows to a higher level in the group or organization. It’s used to
provide feedback to higher-ups, inform them of progress toward goals, and relay current
problems. Upward communication keeps managers aware of how employees feel about their
jobs, co-workers, and the organization in general. Managers also rely on upward
communication for ideas on how conditions can be improved.
Upward communication flows from the lower levels of an organization's hierarchy to its
higher levels. This form of communication allows subordinates, staff members, and
employees to convey feedback, share concerns, make suggestions, and report on their work to
their superiors or management.
Importance of Upward Communication:
1. Feedback Mechanism: It allows management to receive feedback on policies,
strategies, and the overall health of the organization, helping them make informed
decisions.
2. Employee Voice: Provides a platform for employees to share their insights, concerns,
and suggestions, fostering a sense of belonging and value.
3. Early Warning System: Potential problems, whether they are related to internal
processes or external factors, can be flagged early through upward communication.
 4. Informed Decision Making: Management can make better-informed decisions with
data and feedback collected from ground-level operations.
5. Promotes Transparency: Encouraging upward communication can lead to an open
organizational culture where employees feel comfortable sharing without fear of
retribution.
Advantages of Upward Communication:
1. Innovative Ideas: Ground-level employees often have insights and ideas that can lead
to innovations in processes or products.
2. Morale Boost: When employees feel heard, it boosts their morale and job satisfaction.
3. Enhances Problem-solving: Management can address issues more effectively when
they are informed about challenges faced at the operational level.
4. Builds Trust: An open channel for upward communication can enhance trust between
employees and management.
5. Better Organizational Planning: Insights from the operational level can be valuable
for strategic planning and resource allocation.
Disadvantages of Upward Communication:
1. Information Overload: Management might be overwhelmed if there's too much
information coming from all levels without proper filtering mechanisms.
2. Distortion of Information: Just as with downward communication, there's a risk of
information distortion, especially if there are multiple layers in the hierarchy.
3. Potential for Retaliation: In some organizational cultures, employees might fear
retribution for sharing negative feedback or concerns.
4. Time-Consuming: Collating and analyzing feedback and reports from all levels can be
time-consuming for management.
5. Potential Bypass of Immediate Superiors: If there's a direct channel to top
management, immediate supervisors or managers might feel undermined or bypassed,
leading to potential conflicts.

Lateral Communication When communication takes place among members of the same work
group, members of work groups at the same level, managers at the same level, or any other
horizontally equivalent workers, we describe it as lateral communication.
Lateral (or Horizontal) Communication:
Lateral communication refers to the interaction that takes place between employees or
departments on the same level of an organizational hierarchy. This form of communication
often occurs among peers and is essential for collaboration, coordination, and problem-
solving within and across departments.
Importance of Lateral Communication:
 1. Team Coordination: Lateral communication fosters coordination between team
members, ensuring everyone is aligned in their objectives and understanding of tasks.
2. Problem-Solving: It facilitates the sharing of expertise and resources, enabling more
effective problem-solving.
3. Promotes Collaboration: By facilitating communication between departments, it
ensures seamless collaboration on projects that require interdisciplinary efforts.
4. Reduces Redundancy: Sharing information and updates laterally can help avoid
duplication of efforts.
5. Enhances Speed: Direct communication between peers can result in quicker decision-
making and execution as it often bypasses hierarchical delays.
Advantages of Lateral Communication:
1. Increased Efficiency: By allowing direct communication between colleagues or
departments, decision-making processes are often faster, and tasks are executed more
efficiently.
2. Better Relationship Building: Peer-to-peer communication can enhance interpersonal
relationships, fostering a positive working environment.
3. Cross-functional Synergy: Lateral communication helps break down silos, ensuring
that different departments work in harmony and leverage each other's strengths.
4. Flexibility: It offers a more flexible communication channel, often free from the
formalities that might be present in upward or downward communication.
5. Empowerment: Employees often feel empowered when they can communicate and
make decisions without always having to go through hierarchical channels.
Disadvantages of Lateral Communication:
1. Potential for Confusion: Without clear protocols, lateral communication can
sometimes lead to confusion, especially if multiple teams are working on
interconnected tasks.
2. Risk of Bypassing Hierarchy: Over-reliance on lateral communication might mean
important information doesn't always flow up or down the hierarchical chain as it
should.
3. Conflict Potential: Without the mediation of superiors, conflicts between peers or
departments might arise and escalate.
4. Lack of Documentation: Lateral communication, especially when informal, might not
always be documented, leading to a lack of clarity or accountability.
5. Inconsistencies: Different teams or departments might receive different pieces of
information, leading to potential inconsistencies in understanding or execution.

Types of Formal Communication Networks:

• Chain: This is more often used vertically.
Refers to a structured system of communication within an organization where information
flows through established hierarchical channels. It embodies the conventional top-down
or bottom-up flow of information, and it reflects the organization's structure and
hierarchy.
Features of chain network are
1. Hierarchical: This hierarchy reflects the conventional organisational structure, and
communication can move up or down it.
2. Organised: The flow and direction of communication are well-defined in advance.
3. Consistent: Everyone in the organisation is aware of their responsibilities and who to
contact with questions.
4. Reflects Authority: The chain symbolises the official chains of command and
accountability.

• The “Y” network: Two equal-status members are positioned either at the top or at the
bottom as in an inverted Y. In a "Y" network, there's a central individual (or node) that
serves as the primary conduit for communication.
Features
1. Structure: Three other individuals are in communication with the centre person.
While the third member can speak with both the centre person and one of the
other two members, the other two of these members can only converse with the
primary person.
2. Information Flow: In this network, the central person has the closest
communication linkages and could act as a bottleneck if they are unable to
effectively manage the flow.
• Circle: This network allows each member to communicate directly with two other
members. In the circle network, each member communicates with two other members,
forming a closed loop or circle.
Features
1. Structure: Imagine that members as points on a circle, each one can only speak
directly to the members to their immediate left and right.
2. Information Flow: Messages travel around the circle in a consecutive order. A
member must go through multiple middlemen in order to speak with someone
outside the circle.
• Wheel: This network has the greatest amount of centralization of all the networks.
Features
 1. Structure: In the wheel network, there's a central individual to whom all other
members of the group report. Peripheral members don't have direct
communication with each other but only with the central figure.
2. Communication Flow: All information goes through the central individual. If one
member wants to communicate with another member, the message must pass
through the central figure.

• Star: This network allows members to communicate directly with each other
technology, non-verbal communication.
Feature
1. Structure: Similar to the wheel network, there's a central individual in the star
network. However, the difference lies in the potential flexibility and
communication capabilities of peripheral members. In some interpretations of the
star network in organizational behavior, peripheral members might have limited
direct interactions with each other, though not as extensively as the central figure.
2. Communication Flow: While the central figure remains the main communication
node, there's room for peripheral members to have some direct exchanges.
Informal communication within an organization refers to the unstructured and unofficial
channels through which information flows. This type of communication does not adhere to
the hierarchies, rules, or formal pathways typical of official communications. It emerges
naturally from social interactions among employees and is often colloquially referred to as
the "grapevine."
Types of Informal Communication:
1. Grapevine: It is an informal channel of communication not controlled by the
management and serves as a foundation for all the gossip and rumours in the
organization. Many employ ees in the organization view it as more eff ective and
credible when compared to the formal management channels (Modic 1989).
2. Social Gatherings: Interactions during office parties, team lunches, outings, or other
social events. Organizations need to create opportunities for employees to meet at a
social level away from the formal culture of the organization. Social gatherings
provide a platform to people to pass on their observations, grievances, and
achievements to their colleagues and superiors at an informal level. It can be in the
form of company picnics, luncheons, weekend parties, and so on.
3. Management by wandering around: Instead of limiting themselves to their own
offices and maintaining an official distance from their subordinates and colleagues,
managers can move around in the office premises and informally chat with people.
Advantages of Informal Communication:
1. Speed: Information often spreads faster through informal channels than through
formal ones.
 2. Builds Relationships: Informal interactions can foster camaraderie, trust, and a sense
of belonging among employees.
3. Feedback Mechanism: Employees might share genuine concerns, feedback, or
innovative ideas more freely in informal settings.
4. Fills Information Gaps: Informal communication can complement and fill in the gaps
left by formal communication.
5. Encourages Openness: Without the formalities and hierarchies, employees might feel
more comfortable expressing themselves.
Disadvantages of Informal Communication:
1. Potential for Misinformation: The grapevine is not always accurate. Rumors and
misinformation can spread quickly, leading to confusion or misconceptions.
2. Lack of Control: It's challenging for management to control or monitor the flow of
information through informal channels.
3. Selective Sharing: Not everyone is included in every informal conversation, which
can lead to information disparities or feelings of exclusion.
4. Lack of Accountability: Without official records or a structured format, it's hard to
trace back or verify informal communications.
Relevance in Organizational Behavior:
1. Organizational Climate Insight: The grapevine can provide management with insights
into employee morale, concerns, and the overall organizational climate.
2. Change Management: Informal communication can serve as a pulse check on how
organizational changes are being perceived and discussed by employees.
3. Team Dynamics: The nature and quality of informal interactions can shed light on
team dynamics, including interpersonal relationships and potential conflicts.
4. Innovation: Casual brainstorming or discussions can lead to new ideas or innovative
solutions to problems.

Interpersonal communication: Formal Vs Informal

Interpersonal communication refers to the process by which people exchange information,
feelings, and meaning through verbal and non-verbal messages. It is face-to-face
communication. Depending on the context, setting, relationship, and other factors,
interpersonal communication can be either formal or informal. Here's a breakdown of each
and their contrasts:
Formal Interpersonal Communication:
Formal interpersonal communication in organizational behavior refers to the structured,
official, and often documented exchanges between individuals within an organization.
Characteristics:
 Structured: Follows a set pattern or agenda.
 Protocol-driven: Adheres to specific norms, rules, or etiquette.
 Purposeful: Has a clear objective or goal, often related to professional or
official matters.
 Documented: There may be a record of the communication, such as meeting
minutes.
Examples: Job interviews, Performance reviews, Official meetings,
Courtroom exchanges.
Advantages:
 Ensures clarity and professionalism.
 Provides a record of interactions, useful for accountability.
 Minimizes the risk of misunderstandings in professional settings.
Disadvantages:
 Can suppress free expression of feelings or opinions.
 Might feel impersonal or distant.
 Can be time-consuming and may not always address underlying issues.
Informal Interpersonal Communication:
Informal interpersonal communication in organizational behavior encompasses the unofficial,
casual exchanges that occur between individuals within an organization.
Characteristics:
 Spontaneous: Happens naturally without pre-planning.
 Casual: Lacks rigid structures or protocols.
 Personal: Often based on personal relationships or familiar settings.
 Flexible: Can shift topics or modes easily.
Examples: Casual chats between colleagues during a coffee break, Conversations
between friends or family, Spontaneous feedback after a casual observation.
Advantages:
 Fosters stronger personal relationships and rapport.
 Allows for open expression of feelings, concerns, and ideas.
  Can lead to faster, more direct resolutions or understandings.
Disadvantages:
 Might lead to misunderstandings due to lack of clarity.
 Lacks a record, so accountability can be an issue.
 Informal settings might lead to oversharing or crossing boundaries.
Formal Vs Informal Interpersonal Communication:
Based on Purpose: Formal communication is purpose-driven and goal-oriented, while
informal communication can be for socializing, venting, or just chatting.
Based on Setting: Formal often occurs in professional or official settings, while
informal can occur anywhere, including casual settings.
Based on Documentation: Formal interactions are often recorded or followed by
documentation, whereas informal interactions rarely are.
Based on Flexibility: Informal communication is more adaptable and can shift topics
or tones quickly. In contrast, formal communication tends to stick to a predetermined
agenda.
Based on Expression: Formal communication might suppress the full expression of
emotions or opinions, while informal allows for a freer exchange.
Based on Etiquette and Protocols: Formal communication follows strict norms and
etiquettes, while informal is more relaxed.

Barriers of effective communication: organizational and Individual.

Communication, though intended to be smooth and effective, is not always flawless and
sometimes tends to become ineffective. Ineffective communication may be attributed to
different types of human or technical barriers.
The major barriers can be classified into four categories:
1. Intrapersonal factors
Intrapersonal factors refer to the elements within the individual’s personality which
act as a barrier in receiving, analysing, and interpreting the information that is
available. There are different intrapersonal barriers in an individual’s personality.
Some of these are as follows:
• Selective perception: Our perception about a subject affects the way in which it is
converted to meaningful communication.
• Individual differences: People differ in this ability to develop and apply basic
communication skills.
• Emotions: The emotional state of a manager has an impact on his or her
effectiveness.
• Frame of reference: When different frames of reference are used, common
understanding in communication is not achieved.
 • Preconceived ideas: This affects the interpretation of the content of the message
2. Interpersonal factors
Interpersonal factors play an important role when two individuals communicate
with each other in the organizational setting. Some of the interpersonal factors
which act as a barrier to effective communication are given here:
• Climate: The lack of climate can easily lead to a restricted flow of
communication.
• Trust: Lack of trust between a superior and subordinate makes communication
ineffective.
• Credibility: It refers to the perceived characteristics of an information source.
• Sender–receiver similarity: The accuracy of communication between two
communicators is directly related to the extent to which they perceive themselves
to be similar
• Interpersonal sensitivity: Some people are unable to achieve their
communication goals because they lack interpersonal sensitivity.
• Selective listening: People have a tendency to hear what they want to hear and
tune out what they do not want to hear.
• Semantic problem: Words have different meanings for different people and this
can lead to problems in understanding communication.
3. Organizational factors
Organizational factors are the elements within the organizational setting that either
facilitate or act as barriers that may prevent the communication process from running
smoothly. Some of these organizational factors which act as communication barriers
are discussed here:
• Status: The person’s status in an organization depends largely upon the prestige
associated with the position occupied.
• Hierarchical Transmission: Although the transfer of information through an
organizational chain of command (hierarchical fans) is necessary, it does give rise to
numerous communication difficulties.
• Group Size: Interpersonal communication becomes increasingly difficult as the size
of the work group increases.
• Spatial Constraints: The more the distance between two employees, the lesser will
be the frequency of interaction and more likely that they will encounter problems of
mutual coordination due to miscommunication.
4. Technological factors
Technological factors are the elements in the medium, content or the quantity of information
that has to be passed on for effective communication to take place. The following includes
some of the technological factors that act as barriers to effective communication:
• Language and meaning: A major determinant of communication accuracy is the
extent to which communicators assign similar meaning to the same word. • Non-
verbal cues: These non-verbal stimuli are silent messages that may communicate
inaccurate transfer of meaning: for example, degree of eye contact between
communicators may indicate interest, liking, involvement or aggression.
 • Channel effectiveness: Written channels (memoranda, charts, diagrams, or company
newspapers) have been found to be most effective for transmitting lengthy and
detailed material.
• Information overload: This occurs when the volume of information exceeds the
person’s capacity to process it. Then, there is a tendency to sort out, ignore or forget
the information.
Overcoming communication barriers:
The advance knowledge of the barriers to communication makes it possible to take actions to
minimize the impact of these barriers and make the process of communication effective in
organizations. Some of the strategies that could be used by managers in organizations to
reduce the effect of these barriers and make the process of communication effective are as
follows:
 Set the goals of communication in advance: Before going ahead with the process of
communication, the communicator should know what he wants to achieve through
this.
 Use proper language: The sender of the message should ensure that the language used
for disseminating the information is easy to understand and does not involve the use
of jargons or words that are beyond the comprehension of the receiver.
 Improve sender’s credibility: The person sending the message across should be seen
as a credible person.
 Encourage feedback: Any process of communication is incomplete without feedback.
The sender can be sure of the authenticity of his message only if it has been received
by the receiver as it was intended. Two-way communication and sensitivity to non-
verbal messages can improve the feedback process.
 Develop a trusting climate: The culture of the organization should promote trust. The
process of communication is ineffective if the person sending a confidential message
is not sure that it will remain confidential.
 Select an appropriate channel: An appropriate channel will help to make the process
of communication effective. Care has to be taken to select the right channel. Level
(1972) has proposed the following guidelines for selecting the right channel:
• Oral communication would be appropriate only for discussing interpersonal
problems and problems related to work performance.
• Written communication is desirable in situations where information is of a
general nature and requires future action.
• Oral communication followed by written communication is suitable in all
kinds of situations, especially the ones requiring immediate action and job-
related instructions.
• Written communication followed by oral communication is not a frequently
used method of communication.
 Avoid evaluative judgement: Any judgement prior to receiving the message is not
desirable. The receiver should be open to communication without any preconceived
 ideas and bias. He should try to create a climate that fosters acceptance and
understanding.
 Listen to the entire message: A message has two components—content and feeling. A
receiver should try to fully receive the message rather than in parts.
 Provide appropriate feedback: The receiver should provide appropriate feedback to
the sender about the message that he has received. Appropriate feedback will bring
about constructive dialogue without creating a defensive environment and will help
attain a common communication ground.
Communication audits as a method to overcome barriers of communication

A communication audit entails a comprehensive review of your organization’s

communications, and feedback from your stakeholders, to determine what’s working, what
isn’t working and where improvements can be made. It seeks to identify strengths,
weaknesses, and areas of improvement in communication methods and channels. By
addressing the findings of a communication audit, organizations can effectively overcome
various barriers to communication, ensuring more effective and efficient information flow.
How Communication Audit Helps Overcome Barriers to Communication:
1. Identification of Issues: The audit uncovers existing communication issues, whether
they're rooted in technology, processes, or human factors.
2. Understanding Audience Needs: Through the audit, organizations can gain insights
into how different audiences (e.g., departments, teams, external stakeholders) prefer
to receive information, enabling tailored communication strategies.
3. Streamlining Channels: The audit can reveal redundant or underutilized
communication channels, allowing the organization to simplify and streamline how
information is disseminated.
4. Feedback Mechanisms: By evaluating feedback mechanisms, the audit ensures that
there are adequate means for employees and stakeholders to ask questions, clarify
doubts, and provide input.
5. Enhancing Clarity: If the audit finds that messages are often misinterpreted or unclear,
it can lead to training or resources to improve messaging clarity.
6. Technological Solutions: The audit can highlight outdated or inefficient
communication technologies, prompting upgrades or changes that make
communication smoother and more accessible.
7. Cultural and Behavioral Insights: The audit may uncover that certain organizational
cultural aspects or behaviors are impeding effective communication. Addressing these
can foster an environment that values open communication.
8. Training Needs: If the audit identifies areas where employees lack communication
skills, it can lead to targeted training and development initiatives.
Steps in Conducting a Communication Audit:
 1. Define Objectives: Clearly outline what you hope to achieve with the audit.
2. Gather Data: This can be through surveys, interviews, focus groups, and analyzing
existing communication channels and tools.
3. Evaluate Communication Effectiveness: Assess the relevance, timeliness, clarity, and
accuracy of communication efforts.
4. Analyze Feedback: Look at how the organization receives, processes, and acts on
feedback from employees and other stakeholders.
5. Review Communication Channels: Examine the tools and platforms used for
communication, from emails to intranet platforms to meetings.
6. Report Findings: Compile the findings into a comprehensive report that highlights
strengths, weaknesses, and areas for improvement.
7. Develop an Action Plan: Based on the findings, create a strategic plan to address the
identified barriers and improve communication processes.
8. Implement Changes: Act on the recommendations of the audit, making necessary
changes in communication strategies, tools, or processes.
9. Review Regularly: Communication needs and tools evolve. Regular audits ensure the
organization continues to communicate effectively.
Communication cultures as a method to overcome barriers of communication
Communication cultures refer to the shared values, norms, and practices within an
organization that influence how communication is approached and executed. Establishing a
robust communication culture is essential in ensuring effective information flow, reducing
misunderstandings, and promoting collaboration within the organization.
Utilizing communication cultures to overcome barriers can be seen in the following ways:
1. Open Communication Culture:
 Description: Promotes transparency and encourages employees at all levels to
communicate openly.
 Benefits: Reduces rumors and misinformation, fosters trust, and ensures that
employees are well-informed.
2. Feedback-Oriented Culture:
 Description: Establishes regular feedback mechanisms, ensuring that employees both
give and receive constructive feedback.
 Benefits: Enables continuous improvement, provides clarity, and addresses
misunderstandings promptly.
3. Inclusive Communication Culture:
 Description: Ensures that all voices, including those from diverse backgrounds or
minority groups, are heard and valued.
  Benefits: Promotes diversity and inclusivity, reduces potential misunderstandings
stemming from cultural differences, and taps into a broader range of perspectives.
4. Digital Communication Culture:
 Description: Emphasizes the importance and norms around using digital tools, from
email etiquette to collaboration platforms.
 Benefits: Streamlines communication, ensures efficient use of digital tools, and caters
to a distributed or remote workforce.
5. Meeting Culture:
 Description: Establishes norms around meetings, such as their frequency, structure,
and follow-up protocols.
 Benefits: Ensures meetings are productive, reduces unnecessary or ineffective
meetings, and promotes clarity in action items.
6. Learning and Development Culture:
 Description: Emphasizes the importance of continuous learning, offering training in
effective communication.
 Benefits: Equips employees with the skills needed to communicate clearly and
effectively, reducing misunderstandings and improving overall communication
quality.
Implementing Communication Cultures to Overcome Barriers:
1. Assessment: Start with an assessment to understand the current communication
challenges and strengths.
2. Top-Down Approach: Leadership should model the desired communication
behaviors, setting a standard for the rest of the organization.
3. Training: Provide training sessions on effective communication practices tailored to
the organization's needs.
4. Feedback Loop: Encourage feedback on the communication processes and be ready to
adapt and improve continuously.
5. Clear Guidelines: Establish and communicate clear guidelines on the desired
communication practices, including the use of digital tools, meeting protocols,
feedback mechanisms, etc.
6. Celebrate Success: Recognize and reward effective communication within the
organization to reinforce its importance.
7. Regular Review: Periodically review and update the communication practices to
ensure they remain effective and relevant.
Individual actions as a method to overcome barriers of communication
Individual actions and duties are just as important in breaking down communication barriers
as organisational strategies and cultures. An organization's members can all take specific
actions to promote better communication. Here are some specific steps that can assist in
removing communication barriers:
1. Active Listening:
Ensure that you're fully present and attentive when someone else is speaking. This
helps in comprehending the message and signals respect to the speaker.
2. Asking Questions:
If something isn't clear, seek clarification. This reduces assumptions and
misunderstandings.
3. Avoiding Jargon:
Use simple language, especially when communicating with someone from a different
department or background.
4. Using Feedback:
Provide feedback to the sender to confirm understanding. Conversely, be open to
receiving feedback on your messages.
5. Being Empathetic:
Understand the feelings and perspectives of others. This fosters open and trusting
communication.
6. Non-Verbal Communication:
Be aware of your body language, tone of voice, and facial expressions as they can
convey a lot of unspoken information.
7. Repeating or Summarizing:
Restate key points to ensure that you've understood the message correctly, especially
in critical conversations.
8. Avoiding Multitasking:
When communicating, especially in meetings or one-on-one conversations, give your
full attention and avoid distractions.
9. Utilizing the Right Medium:
Decide on the most appropriate channel for communication. For instance, complex
topics might be better discussed face-to-face rather than through email.
10. Adapting to the Audience:
Tailor your message based on the recipient's knowledge, cultural background, and
preferences.
11. Checking In:
Regularly check in with colleagues or team members, especially in remote working
environments, to ensure everyone is on the same page.
12. Self-awareness:
Be conscious of your biases, assumptions, and communication patterns. Reflect on
how they might affect your interactions.
13. Continuous Learning:
Invest time in communication skills workshops or training programs. This not only
improves personal skills but also sets a standard within the team or organization.
14. Constructive Feedback:
When offering feedback, use the "sandwich" method: start with something positive,
offer the critical feedback, and end on a positive note.
15. Cultivating a Positive Environment:
Encourage open dialogue, be approachable, and foster an environment where team
members feel safe to express their thoughts and concerns.

Persuasive Communication
Centred around influencing the attitudes, convictions, plans, or actions of others. It is
employed to persuade members of a group to adopt a certain point of view, come to a certain
conclusion, or pursue a certain course of action. From a manager inspiring their staff to fulfil
a deadline to a CEO persuading the board on a new strategic path, persuasive communication
can take many different shapes.
Importance of Persuasive Communication in OB:
1. Decision Making: Effective persuasion can guide decision-making processes and
ensure that the best ideas are adopted.
2. Change Management: Organizations frequently undergo changes. Persuasion is
crucial in ensuring employees understand, accept, and engage with these changes.
3. Conflict Resolution: Persuasive skills can be used to navigate conflicts, find common
ground, and reach mutually beneficial solutions.
4. Motivation: Leaders often use persuasion to motivate employees, fostering a culture
of ambition, productivity, and alignment with organizational goals.
Key Elements of Persuasive Communication:
1. Message: What you're trying to convey. It should be clear, concise, and relevant to the
audience.
 2. Audience Analysis: Understand your audience's needs, beliefs, and attitudes.
Tailoring your message to resonate with them increases its impact.
3. Credibility: People are more likely to be persuaded by someone they view as credible,
knowledgeable, and trustworthy.
4. Emotional Appeal: Connecting with the audience on an emotional level can be
powerful. Stories, testimonials, or visuals can elicit emotions that support your
message.
5. Logical Reasoning: Supporting your message with logical arguments and evidence
strengthens your case.
6. Two-way Communication: Encouraging feedback and being open to questions can
make your message more persuasive, as it allows for clarification and deepens
understanding.
Strategies for Effective Persuasive Communication:
1. Understand the Audience: Recognize their needs, values, and potential objections.
Address these proactively in your message.
2. Be Genuine: Authenticity builds trust. Avoid manipulation or misrepresentation.
3. Use Multiple Channels: Reinforce your message by conveying it through various
communication channels, whether it be face-to-face, email, presentations, or others.
4. Be Consistent: Sending consistent messages over time can increase persuasion, as
repetition can solidify ideas and viewpoints.
5. Seek Endorsements: Having others vouch for your ideas or decisions can amplify
their impact.
6. Highlight Benefits: Instead of just presenting information, focus on the benefits and
value your message brings to the audience.

Importance questions for Internal Examination

1) Communication
2) Communication process.
3) Communication channel and its characteristics.
4) Communication within organization.
5) Barriers of effective communication
6) Methods of overcoming communication barriers.
7) Communication process.
8) Organizational communication.
9) Information overload.
10) Persuasive communication.
11) Role of feedback