COMMUNICATING

The achievement of the objectives of the engineer ing organization will depend on the performance of
the human and non-human elements attached to it. The task of management is to "program" these
elements correctly so that each will respond accordingly to their assigned taaks. Standard programming
methods have already been adapted by technologists for most machines and equipment.

The programming approach to the human element is different and must be dealt with using methods
espoused by behavioral scientists. Employees will perform accord-ing to the dictates of their minds. If
this is really so, then management must reach them through powerful means of persuasion under an
atmosphere conducive to effective communication.

The issue now will be "is management using the communication option effectively?" The answer must
be "yes", for if not, trouble may be forthcoming, if it has not yet arrived.

WHAT COMMUNICATION IS

Morris Philip Wolf and Shirley Kuiper define communication as "a process of sharing information
through symbols, including words and message."

Communication may happen between superior and subordinate, between peers, between a manager
and a client or customer, between an employee and a government representative, etc. It may be done
face-to-face, or through printed materials, or through an electronics device like the telephone, etc.

In management, communication must be made for a purpose and because it has a cost attached to it, it
must be used effectively.

FUNCTIONS OF COMMUNICATION
Communication may be used to serve any of the following functions

1. Information function - Information provided through communication may be used for deci sion-
making at various work levels in the orga nization. A construction worker, for instance, may be given
instructions on the proper use of certain equipment. This will later provide him with a guide in deciding
which equipment to use in particular circumstances.

Another concern is the manager who wants to make sure that his decision in promoting an employee to
a higher position is correct. Through communication, the information provided will minimize if not
eliminate the risk.

2. Motivation function - Communication is also oftentimes used as a means to motivate em-ployees to

commit themselves to the organiza tion's objectives.

3. Control function - When properly commu-nicated, reports, policies, and plans define roles, clarify
duties, authorities and responsibilities. Effective control is, then, facilitated.

4. Emotive function- When feelings are repressed in the organization, employees are affected by
anxiety, which, in turn, affects performance. Whatever types of emotions are involved, whether
satisfaction, dissatisfaction, happiness, or bitterness, communication provides a means to decrease the
internal pressure affecting the individual.

Communication Model
1. Develop an Idea

The most important step in effective communication is developing an idea. It is important that the idea
to be conveyed must be useful or of some value. An example of a useful idea in how to prevent
accidents in workplaces.

2. Encode

The next step is to encode the idea into words, illustrations, figures, or other symbols suitable for
transmission. The method of transmission should be determined in advance so that the idea may be
encoded to conform with the specific requirements of the identified method. An example of an encoded
message using telefax as a means of transmission is shown in Figure 6.2.

3. Transmit

After encoding, the message is now ready for trans-mission through the use of an appropriate
communication channel. Among the various channels used include the spoken word, body movements,
the written word, television, telephone, radio, an artist's paint, electronic mail, etc.

Proper transmission is very important so the message sent will reach and hold the attention of the
receiver. To achieve this, the communication channel must be free of barriers, or interference
(sometimes referred to as noise).

4. Receive

The next step is the communication process is the actual receiving of the message by the intended
receiver.

The requirement is for the receiver to be ready to receive at the precise moment the message relayed
by the sender.

The message may be initially received by a machine or by a person. In any case, communication stops
when the machine is not turned or tuned on to receive the message, or the person assigned to receive
the message does not listen or pay attention properly.

5. Decode

The next step, decoding, means translating the message from the sender into a form that will have
meaning to the recipient. If the receiver knows the language and terminology used in the message,
successful decoding may be achieved. Examples of various terms encoded and decoded are shown in

If the receiver understands the purpose and the background situation of the sender, decoding will be
greatly improved. In legal practice, for instance, the declarations of a dying person have more weight.

6. Accept
The next step is for the receiver to accept or reject the message. Sometimes, acceptance (or rejection) is
partial. An example is provided as follows:

A newly-hired employee was sent to a supervisor with a note from his superior directing the supervisor
to accept the employee into his unit and to provide the necessary training and guidance.

The factors that will affect the acceptance or rejection of a message are as follows:

1. the accuracy of the message;

2. whether or not the sender has the authority to send the message and/or require action; and

3. the behavioral implications for the receiver.

7. Use

The next step is for the receiver to use the information. If the message provides information of
importance to a relevant activity, then the receiver could store it and retrieve it when required. If the
message requires a certain action to be made, then he may do so, otherwise, he discards it as soon as it
is received. All of the above-mentioned options will depend on his perception of the message.

8. Provide Feedback

The last step in the communication process is for the receiver to provide feedback to the sender.
Depending on the perception of the receiver, however, this important step may not be made.

Even if feedback is relayed, it may not reach the original sender of the message. This may be attributed
to the effects of any of the communication barriers.

FORMS OF COMMUNICATION
Communication consists of two major forms:

1. verbal and

2. nonverbal.

Verbal Communication

Verbal communications are those transmitted through hearing or sight. These modes of transmission
categorize verbal communication into two classes: oral and written.

 Oral communication mostly involves hearing the words of the sender, although sometimes,
opportunities are provided for seeing the sender's body movements, facial expression, gestures,
and eye contact. Sometimes, feeling, smelling, tasting, and touching are involved.
 Written communication where the sender seeks to communicate through the written word. The
written communication is, sometimes, preferred over the oral communication because of time
 and cost constraints. When a sender, for instance, cannot meet personally the receiver due to
some reason, a written letter or memo is prepared and sent to the receiver

The written communication, however, has limitations and to remedy these, some means are devised.
Perfume advertisers, for instance, lace their written message with the smell of their products. In the
same light, the now popular musical Christmas card is an attempt to enhance the effects of the written
note.

Nonverbal Communication

Nonverbal communication is a means of conveying message through body language, as well as the use
of time, space, touch, clothing, appearance, and aesthetic elements. Body language consists of gestures,
bodily movement, posture, facial expression, and mannerisms of all kinds.

Nonverbal expressions convey many shades of meaning and it is to the advantage of the communicator
to understand what messages are relayed.

THE BARRIERS TO COMMUNICATION

Various factors may impede the efficient flow of communication. Any, or all, of these factors may, at any
point, derail the process. Even if the message is trans-mitted by the channel, the timing and the meaning
of the message may be affected by the factors.

The barriers to communication may be classified generally as:

1. Personal Barriers

Personal barriers are hindrances to effective communication arising from a communicator's

characteristics as a person, such as emotions, values, poor listening habits, sex, age, race, socioeconomic
status, religion, education, etc.

Emotions cloud the communicator's ability to judge correctly the real meaning of messages received.
People with different values will find it hard to communicate with each other. Poor listening habits of a
receiver frustrate the communication efforts of a sender.

2. Physical Barriers

Physical barriers refer to interferences to effective communication occurring in the environment where
the communication is undertaken. The very loud sound produced by a passing jet temporarily drowns
out the voice of a guest delivering a speech. Such distraction does not allow full understanding of the
meaning of the entire message and is an example of a physical barrier.

Physical barriers include distances between people, walls, a noisy jukebox near a telephone, etc. An
office that is too tidy may sometimes inhibit a person from meeting the occupant of the office face-to-
face. A menacing pet dog (or secretary) posted near the door may also prevent a person from directly
communicating with the object person behind the door.
A communication channel that is overloaded may also prevent important information to reach the
intended user. Another physical barrier to communication is wrong timing. For instance, how may one
expect a person who has just lost a loved one to act on an inquiry from a fellow employee?

3. Semantic Barriers

Semantics is the study of meaning as expressed in symbols. Words, pictures, or actions are symbols that
suggest certain meanings. When the wrong meaning has been chosen by the receiver, misunderstanding
occurs. Such error constitutes a barrier to communication.

A semantic barrier may be defined as an "interference with the reception of a message that occurs when
the message is misunderstood even though it is received exactly as transmitted.

For example, the words "wise" and "salvage" will have different meanings to an English speaking
foreigner than to an ordinary Filipino.

OVERCOMING BARRIERS TO COMMUNICATION

When communication barriers threaten effective performance, certain measures must be instituted to
eliminate them. To eliminate problems due to noise, selective perception, and distraction, the following
are recommended:

1. Use feedback to facilitate understanding and increase the potential for appropriate action.

2. Repeat messages in order to provide assurance that they are properly received.

3. Use multiple channels so that the accuracy of the information may be enhanced

4. Use simplified language that is easily understandable and which eliminates the possibility of people
getting mixed-up with meanings.

TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS

Communication may be classified as to the types of flow of the message which are as follows:
downward, upward, or horizontal. Each of the types of message flow has its own purposes and
techniques.

Downward Communication
Downward communication refers to message flows from higher levels of authority to lower levels.
Among the purposes of downward communication are:

1. to give instructions

2. to provide information about policies and procedures

3. to give feedback about performance

4. to indoctrinate or motivate
Among the techniques used in downward communication are as follows: letters, meetings, telephones,
manuals, handbooks, and newsletters.

Letters are appropriate when directives are complex and precise actions are required. When orders are
simple but the result depends largely on employee morale, techniques that provide personal
interchange like meetings and the telephone, are appropriate. Modern technology has made it possible
for people to hold meetings even if they are thousands of kilometers apart from each other.

Manuals are useful sources of information regarding company policy, procedures, and organization.
Unlike using persona as sources of information, manuals are available whenever it is needed.

Handbooks provide more specific information about the duties and privileges of the individual worker. It
has also the advantage of being available whenever needed.

Upward Communication
There is a need for management to provide employees with all the necessary material and non-material
support it can give. The first requirement, however, is for management to know the specific needs of the
employees. This is the primary reason for upward communication.

Upward communication refers to messages from persons in lower-level positions to persons in higher
positions. The messages sent usually provide information on work progress, problems encountered,
suggestions for improving output, and personal feelings about work and non-work activities.

Among the techniques used in upward communication are: formal grievance procedures, employee
attitude and opinion surveys, suggestion systems, open-door policy, informal gripe sessions, task forces,
and exit interviews.

 Formal Grievance Procedures. Grievances are part of a normally operating organization. To

effectively deal with them, organizations provide a system for employees to air their grievances.

Holley and Jennings define grievance as "any employee's concern over a perceived violation of
the labor agreement that is submitted to the grievance procedure for eventual resolution."
Grievances represent an open, upward communication channel whereby employees can offer
suggestions to management.

Depending on the size and nature of the company, the grievance procedure may consist of a
single step or number of steps. Companies with a collective bargaining agreement with its union
must refer to the grievance procedure spelled out in the law on labor relations

 Employee Attitude and Opinion Surveys. Finding out what the employees think about the
company is very important. The exercise, however, requires expertise and the company may not
be prepared to do it. If the organization's operation is large enough to justify such activity, then
it must be done. If the assistance of an outside research firm is considered, a benefit-cost
analysis must be used as a deciding factor.

 Suggestion Systems, Suggestions from employees are important sources of cost-saving and
production enhancing ideas. Even if majority of the suggestions are not feasible, a
simple means of acknowledging them contributes to employee morale.
  Open-Door Policy. An open-door policy, even on a limited basis, provides the management with
an opportunity to act on difficulties before they become full-blown problems.
 Informal Gripe Sessions. Informal gripe sessions can be used positively if management knows
how to handle them. When employees feel free to talk and they are assured of not being
penalized for doing so, then management will be spared with lots of off arts determining the
real causes of problems in the company.
 Task Forces. When a specific problem or issue arises, a task force may be created and assigned
to deal with the problem or issue. Since membership of task forces consists of management and
non-management personnel, integration and teamwork are fostered, creativity is enhanced, and
interpersonal skills are developed.
 Exit Interviews. When employees leave an organization for any reason, it is to the advantage of
management to know the real reason. If there are negative developments in the organization
that management is not aware of, exit interviews may provide some of the answers,

Horizontal Communication

Horizontal communication refers to messages sent to individuals or groups from another of the same
organizational level or position.

The purposes of horizontal communication are:

1. to coordinate activities between departments

2. to persuade others at the same level of organization

3. to pass on information about activities or feelings

Among the techniques appropriate for horizontal communication are: memos, meetings, telephones,
picnics, dinners, and other social affairs.

MANAGEMENT INFORMATION SYSTEM

It was mentioned at the beginning of this chapter that communication may be used to serve the
information function. This means that a way must be devised to allow the organization to absorb
information necessary for effective decision-making. In this regard, companies of various sizes have
organized systems to gather information that will be useful to management.

Management information system (MIS) is defined by Boone and Kurtz as "an organized method of
providing past, present, and projected information on internal and development operations and
external intelligence for decision making.

The MIS currently used by corporate firms consists of "written and electronically based systems for
sending reports, memos, bulletins, and the like." The system allows managers of the different
departments within the firm to communicate with each other.
The Purposes of MIS

The MIS is established for various reasons. Wheelen and Hunger enumerate them as follows:"

1. To provide a basis for the analysis of early warning signals that can originate both externally and
internally.

2. To automate routine clerical operations like pay-roll and inventory reports.

3. To assist managers in making routine decisions like scheduling orders, assigning orders to machines,
and reordering supplies.

4. To provide the information necessary for management to make strategic or non-programmed

decisions.