LESSON - 1

INTRODUCTION TO MANAGERIAL COMMUNICATION

Learning Objectives

x Describe the role of managerial communication x Understand the significance of communication x Recognize the objectives of communication x Enunciate the definitions of communication

Structure

x Introduction x Need for Managerial Communication x Impact of Culture x Workforce Diversity x Objectives of communication x Communication Theories x Definitions

INTRODUCTION

The Managerial Communication is the communication process designed, developed and operated by the management in managing the affairs of the organization. The efficiency of management depends on the way the information asset is used to create values. The network and the system developed for exchange of information in an organizational environment determines the capability of an organization. The changes in business environment, the extent of use of technology in communication transform the communication process.

Business environment has become complex, operational jurisdiction becomes wider, competition is recognized, products become knowledge based and the workforce becomes culturally diverse. The developments in Information Technology, communication network and computing capabilities changed the communication within and among the corporations. These corporations are necessitated to employ human resources with different ethnic, cultural and religious backgrounds and education through different educational systems. The communication is the essential constituent in the day to day activities of managers while they plan, decide, organize, lead and control the resources viz., human, financial, material and information.

In this situation the communication system must facilitate transmission of information and data quickly and enable management to solve problems, take decisions, coordinate workflow, plan ahead and increase productivity through better relationship among the stake-holders of the organization. When the organizations become e-organizations, effective and speedy communication becomes an

indispensable component of success whether it is interpersonal, intergroup, intra group, organizational, or external levels. The advent of internet, e-mail, voice mail, fax message revolutionized the communication. It facilitates smooth flow of communication in large organizations. The technological developments led to new business opportunities like Call Canters, Business Process Outsourcing, Knowledge Process Outsourcing Data Warehousing and Data mining operations and e-publications. It has created e-business opportunities. When the world is moving towards knowledge age, the good communication skills determine the success of business organizations.

The technological developments have created a situation in which the communication facilities become more economical and thereby facilitate expansion of business. The dramatic changes in world economy demand infrastructure in communication for optimizing their resources. The efficient communication system can minimize inefficiencies of large organizations; policy decisions reach other divisions quickly, monitor market conditions, speed up reporting by subordinates, update stock, sales, expenses and other information; divisions operate in a coordinated manner and develop competitive advantage.

In this course on managerial communication, objective of communications, the basic process of communication, the Communication Theories and the critical issues of Managerial Communication are discussed.

NEED FOR MANAGERIAL COMMUNICATION

Communication is the vital input in managerial function. The policies, decisions, directives and instructions are communicated from the top level management to lower level functionaries, the problems, grievances, clarifications and suggestions are communicated from lower level to top level and for coordination information is sought and transmitted among peers . Mostly written communication is used for recording the facts and verifying it on future dates. Oral communication is invariably used in execution process. Nonverbal communication has greater impact on the receiver and sender must always be cautious about the need for restraint in transmitting nonverbal cues. In the new economic world order, the knowledge based service organizations are emerging as major business activity in changing the operational mode of manufacturing oriented organizations. The generation, compiling and transmission of information determine the competitive positioning of an organization. This situation warrants thorough understanding of communication.

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IMPACT OF CULTURE

Culture which is shared system of symbols, beliefs, attitudes, values, expectations and behaviour can affect communication styles in many ways. E. Hail1 opined two aspects are import in differentiating communication styles. The first is the extent to which the context affects what is said or how it is said. Cultures are considered high context tend to change what a person said and how it is said significantly depending on the context. Depending on rank and status the same word may give different meaning to different people. The individuals from high context cultures view behaviour of persons belonging to low context cultures as a sign of immaturity or lack of sophistication. The second dimension refers to the explicit or implicit nature of communication. The cultural values determine the effectiveness of communication. The globalization of business operations made the people to understand the cultural diversity of the workforce apart from the demographic, psychological and social variation in their communication skills. Communication is affected by ethnocentrism-the tendency of each group to think according to his group behaviour. There is imperative need in a multinational/trans-national corporation to understand the intercultural sensibilities of the employees. Cultural differences among the participants of communication process may cause communication problems. However they can overcome these problems if they understand the culture of others.

1E. Hail (1976) Beyond Cultures, Garden City, Double day, New York

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WORKFORCE DIVERSITY

The globalization of business operation led to workforce diversity. The Hudson Institute2 made a study about the workers of 21st century. The observations of the study are:

x Labour force is growing in the size more slowly than the past. x The percentage of young people in total labour force is falling. x The average age of the worker is rising. x More women are joining the labour force. x The proportion of ethnic minorities in the labour force is also increasing.

2 Haynes and Sampath Mukerjee, 21st Century Management, New Central Book Agency (P) Ltd, Kolkata (2005)

This study was done in America. The workforce diversity in other countries indicate in addition to the above mentioned changes certain other changes are also noticed among its workforce such as

x Child labour in workforce is decreasing. x Workforce in service sector is increasing.

x Skill level among the workforce is growing. x The growth of knowledge sector brings forth different organizational culture

due to diversified workforce.

OBJECTIVES OF COMMUNICATION

Business organizations need people with four communications skills viz. writing, speaking, listening and interpersonal communication. The contemporary knowledge about the communication in the global business environment with the avowed objective of achieving business goals becomes basic necessity. These communications skills are used with different objectives for achieving excellence in business operations.

The objectives of communication are to

x Teach or learn something x Obtain/accomplish something x Express feelings x Solve problems x Stimulate interest x Socialise x Entertain x Exchange ideas, views, opinions and facts x Decide the operational, strategic and tactical functions x Negotiate the purchases, terms of contract, mergers, acquisitions and

takeovers x Send orders, circulars and instructions x Conduct training programmes for enriching the skills of employees x Perform Planning, organizing, staffing, budgeting and coordination functions x Create awareness about the products and promotions x Understand the consumers, suppliers, distributors and shareholders x Resolve conflicts and facilitate team based operation x Question, answer, justify or clarify decisions x Persuade, influence, and inform customers x Evaluate the contribution of employees x Discipline the employees x Project the image of the organization

COMMUNICATION THEORIES

Bormann3 classifies communication theories as

(1) Special Theories, which are style specific and relate to the communication practices and

(2) General Theories, which account for communication features common to several or many or all such communities.

The special and general theories are essential and crucial in the intellectual process of understanding communication. In his view communication theories includes

summaries and concepts growing out of research programmes. These are structured and coherent statements that are guiding practice but do not provide explanations of communication events.

Rhetorical Theory is the accumulated body of knowledge of writing by experts in various rhetorical communities. The communication usage of a community constitutes their communication style and each such community is called rhetorical community.

In a similar way Communication Theory refers to the accumulated body of writing by researchers and experts studying communication in a realistic way. A detailed discussion on communication theories is beyond the scope of this course material.

3Bormann, G. Ernest (1980), Communication Theories, Holt, Rinehart and Winston, New York

DEFINITIONS

Communication is the process of exchange of information. It can be verbal or non-verbal but needs a sender and a receiver. Sender is a person who transmits the information to the receiver who gets it. In order to make communication an effective one, the sender and receiver should have the same understanding of the information exchanged. Communication may be defined as the process of interchange of thoughts, opinions, ideas and facts through signs, symbols, words or phrases. The definitions of noted authors are enlisted below:

Louis A. Alien

"Communication is the sum of all the things one person does when he wants to create understanding in the mind of another. It involves a systematic and continuous process of telling, listening and understanding."

Theo Hainan

"Communication is the process of passing information and understanding from one person to another It is the process of imparting ideas and making oneself understood by others".

Koontz and O'Donnell

"Communication is an intercourse by words, letters or symbols, and is a way that one organization member shares meaning and understanding with another."

Newman and Summer

"Communication is an exchange of facts, ideas, opinions or emotions by two or more persons ".

Ordway Tead

"Communicating is a composite of information given and received, or a learning experience in which certain attitudes, knowledge and skills change, carrying with them alterations of behaviour, of listening effort by all involved of a sympathetic fresh examination of issues by the communicator himself, of a sensitive interaction of points of view leading to a higher level of shared understanding and common intentions".

William Scott

"Administrative communication is a process which involves the transmission and accurate replication of ideas ensured by feedback for the purpose of eliciting actions which will accomplish organizational goals".

Peter Little

"Communication is the process by which information is transmitted between individuals and/or organizations so that an understanding response results."

SUMMARY

Communication is the critical activity of managerial process. It is an integral part of social life of human beings and basic requirement of business activities. In the present global focus of business operations make it more significant. The cultural differences, intercultural differences among multicultural forces and cultural context are essential ingredients of communication. The objectives are expression of feelings, opinions, facts and ideas; performing various managerial activities; building relationship with stakeholders and in every decision. The definitions given by noted authors enable the reader to understand components of communication and its usage value. In the international business new organizational forms emerged, new skills developed and new behavioural patterns are noticed. The globalisation of business activities, emergence of service organizations as leaders in business processes and emergence of e-organizations redefined work culture and managerial communication.

REVIEW QUESTIONS

1) Enunciate the need for Managerial Communication.

2) Define Communication.

3) Outline Communication Theories.

4) State the objectives of Communication.

5) Elucidate the impact of culture on communication.

6) Explain the role of communication in e-organizations.

- End of Chapter -

LESSON - 2

COMMUNICATION PROCESS

Learning Objectives

x Understanding the process of communication x Identifying the components of communication x Recognizing the functions of communication

Structure

x Introduction x Communication domain x Models in communication Process x Shannon-Weaver model x Steps in Understanding Communication Process x Communication Functions

INTRODUCTION

Communication process describes six phases of communication. Communication is a vibrant two way activity. In this 21st century, the communication infrastructure enabled people in different countries to transact business in any part of the world if they could innovate, invent and invest in the production of goods or service with high quality standards. In this lesson a detailed discussion on the different phases of communication is given.

COMMUNICATION DOMAIN

Initially people considered communication as an art and believed that it can be effectively carried out only by certain faction of the community and the development in the later ages proved it to be wrong. Bormann while describing the art of communication opined that the human being intervene into any material or social reality with the conscious intent of rearranging either or both to some ideal from the result is artificial as opposed to be natural. As soon as the effect of communication was felt a lot of research was carried out by the experts in the field. Finally, like other management concepts communication also gained interdisciplinary "science" status. Now the market space has become global and the people in different countries feel they are living in a global village because they are able to communicate with any person in any country. The developments in Communication Engineering and Information Technology made it possible. The time and space are not constraints in

the interaction of people. So it is not prudent to categorize communication in a single domain.

MODELS IN COMMUNICATION PROCESS

There are a number of concepts that explain the state of knowledge about human communication. The process of communication consists of six steps viz. ideation, encoding, and transmission, receiving, decoding and acting. It starts from the sender when he develops a message, select appropriate medium and transmits it to the receiver. Then the receiver decodes the message in accordance with this composition of mind, frame of reference encodes it and formulates his response. In the next phase the original speaker decode it. This is an inter-disciplinary subject and it had undergone radical changes right from the time of inception of mankind but the basics had stood the terms of time. The components of communication process are presented below and the picture depicted in the graphical form presents the relationship among those elements.

Components of Communication Process

The sender - Developer of the idea and the initiator of the communication process

The receiver - The person/ group supposed to get benefited by the message

The Message - The content of the communication

The Medium - The method of passing on information

The Code - The system of signs or sounds used

The Channel - Sound waves or light waves

Interference - Noise which can affect transmission of information

Feedback - Information on how information was received

Context - Framework in which communication takes place

In any communication at least some of the meaning lost in simple transmission of a message from the sender to the receiver. In many situations a lot of the true message is lost and the message that is heard is often far different than the one intended. This is most obvious in cross-cultural situations where language is an issue. But it is also common among people of the same culture due to behavioural dimensions of the human elements involved. The miscommunication can be minimized if the impact of barriers is clearly understood and the significance of feedback is recognized. In fact feedback is the mechanism whereby the way the receiver interpreted the message is informed to the sender.

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THE SHANNON-WEAVER MODEL4

4 Adapted from internet and abridged, Claude E. Shannon and Warren Weaver (1949) The Mathematical Theory of Communication, University of Illinois, Urbana.

The Shannon-Weaver model is transmission models of communication. A study on day-to-day communication will reveal that other forms of communication are more than face-to-face interaction, e.g. using the radio, newspapers or the telephone. In these cases, technology is used in channels.

When, for instance, the telephone is used, you speak, the phone turns the sound waves into electrical impulses and those electrical impulses are turned back into sound waves by the phone at the other end of the line.

Claude Shannon and Warren Weaver produced a general model of communication. This is now known after them as the Shannon-Weaver Model. Although they were principally concerned with communication technology, their model has become one which is frequently introduced to students of human communication early in their study.

The Shannon-Weaver Model (1947) proposes that all communication must include six elements:

1. a source 2. an encoder 3. a message 4. a channel 5. a decoder 6. a receiver

These six elements are shown graphically in the model. The emphasis here is very much on the transmission and reception of information. This model is often referred to as an 'Information Model' of communication.

Apart from its obvious technological bias, a drawback from our point of view is the model's obvious linearity. It looks at communication as a one-way process. That is remedied by the addition of the feedback loop which you can see in the developed version of the model:

A further drawback with this kind of model is that the message is seen as relatively unproblematic. It's fine for discussing the transformation of 'information', which might be, say A#/I8/O, but, when we try to apply the model to communication, problems arise with the assumption that meanings are somehow contained within the message.

1. The Source

All human communication has some source (information source in Shannon's terminology), some person or group of persons with a given purpose, a reason for engaging in communication. You'll also find the terms transmitter and communicator used.

2. The Encoder

When you communicate, you have a particular purpose in mind, for example, you want to show that you are a friendly person, you want to give them some information, you want to get them to do something, you want to persuade them to understand of your point of view, and so on. You, as the source, have to express your purpose in the form of a message. That message has to be formulated in some kind of code. How do the source's purposes get translated into a code? This requires an encoder. The communication encoder is responsible for taking the ideas of the source and putting them in code, expressing the source's purpose in the form of a message.

It's fairly easy to think in terms of source and encoder when you are talking on the phone (transmitter in Shannon's terminology). You are the source of the message and the phone is the encoder which does the job of turning your sounds into electrical impulses. The distinction is not quite so obvious when you think of yourself communicating face-to-face.

In person-to-person communication, the encoding process is performed by the motor skills of the source - vocal mechanisms (lip and tongue movements, the vocal cords, the lungs, face muscles etc.), muscles in the hand and so on. Some people's encoding systems are not as efficient as others.

3. The Message

The message of course is what communication is all about. Whatever is communicated is the message. Denis McQuail (1975) in his book 'Communication' writes that the simplest way of regarding human communication is "to consider it as the sending from one person to another of meaningful messages".

The Shannon-Weaver Model, in common with many others, separates the message from other components of the process of communication. In reality, though, you can only reasonably examine the message within the context of all the other interlinked elements. Whenever we are in contact with other people we and they are involved in sending and receiving messages. The crucial question for Communication Studies is: to what extent does the message received correspond to the message transmitted? That's where all the other factors in the communication process come into play.

Frequently the messages have meaning, which they refer to or are correlated according to some system with certain physical or conceptual entities. Matters such as the social context in which the message is transmitted, the assumptions made by source and receiver, their past experiences and so on are simply disregarded. In this respect, models which incorporate such factors are probably more revealing of the complexity of the communication process.

4. The Channel

The words channel and medium are often used interchangeably, if slightly inaccurately. The choice of the appropriate channel is a vitally important choice in communication. It's obvious that you don't use the visual channel to communicate with the blind or the auditory channel with the deaf, but there are more subtle considerations to be taken into account as well.

Physical Noise

Shannon is generally considered to have been primarily concerned with physical (or 'mechanical' or 'engineering') noise in the channel, i.e. unexplained variation in a communication channel or random error in the transmission of information. Everyday examples of physical noise are:

x a loud motorbike roaring down the road while you're trying to have a conversation with somebody

x your little brother or sister standing in front of the TV set while you are watching a TV show

x mist on the inside of the car windscreen while you are driving x smudges on a printed page, making some text or diagram illegible

Generally speaking, in this kind of everyday communication, we're fairly good at avoiding physical noise: you shout when the motorbike goes past; you clout your little brother or sister; you turn on the demisters in your car, etc.

However, it is possible for a message to be distorted by channel overload. Channel overload is not due to any noise source, but rather to the channel capacity being exceeded. You may come across that at a party where you are holding a conversation amidst lots of others going on around you or, perhaps, in a communication lesson where everyone has split into small groups for discussion or simulations.

Although physical noise and how to avoid it is certainly a major concern of scholars of communication, the Shannon and Weaver model turns out to be particularly suggestive in the study of human communication because of its introduction of a decoding device and an encoding device. The possibility of a mismatch between the two devices raises a number of interesting questions. In technological communication: I give you a PC disk and you stick it into a Mac - the Mac can't decode it; I give you an American NTSC video tape and you stick it into a European PAL video recorder - the recorder won't decode it. Transfer this notion of a mismatch between the encoding and decoding devices to the study of human communication and you're looking at what is normally referred to as semantic noise. That concept then leads us on to the study of social class, cultural background, experience, attitudes, beliefs and a whole range of other factors which can introduce noise into communication.

It might be worth mentioning here, especially in connection with the reference to the linearity of the Shannon-Weaver model, that some workers in the newly developing science of complexity have pointed to a fundamental twin flaw in our science. Since Newton, that science has been concerned to understand the world using linear models and has also been concerned to discount as 'experimental noise' anything which might hinder the application of a linear model. Complexity theorists point out that when you add the noise into the system, you generally end up with something non-linear, complex and unpredictable.

Semantic Noise

Semantic noise is not as easy to deal with as physical noise. It might not be an exaggeration to say that the very essence of the study of human communication is to find ways of avoiding semantic noise. Semantic noise is difficult to define. It may be related to people's knowledge level, their communication skills, their experience, their prejudices and so on.

Examples of semantic noise would include:

Distraction: You are physically very attracted to the person who is talking to you. As a result, your attention is directed to their deep blue eyes rather than what they are saying. There is no physical noise which prevents the message from reaching you. You hear it, but you don't decode it. Equally, your attention could be distracted by the other person's peculiar tics and so on. Or think of when you watched the TV news, the reporter was standing outside No. 10 Downing Street, but behind him the policeman outside the door was picking his

nose. As soon as the report's over you realize you haven't a clue what it was about.

Differences in the use of the code: The other person is waffling on in Arabic about fishes and loaves. You don't understand. There is nothing which physically prevents the elements of the message from reaching you, you simply can't understand it.

Emphasizing the wrong part of the message: Maybe you can think of an advertising campaign which has been so successful with some new style or gimmick that everyone is talking about it. However, no one has actually noticed what product is being advertised.

Attitude towards the sender: You're talking to someone a lot older than you. On the basis of their age, you make a lot of assumptions about the kind of code appropriate to them, and the conversation goes wrong because they were the wrong assumptions.

Attitude towards the message: I may have a very positive attitude to the Arabic-speaking bearded chap in the flowing robes. But, despite that, I'd be unlikely to find him very persuasive even if he were talking to me in English about his fishes and his loaves. He believes in transcendent beings and I don't. Whilst I may respect his right to hold to what I consider to be silly convictions, I can find little respect for the beliefs themselves. So, unless he can find what consider a more convincing explanation of this particular trick, he's wasting his breath, however convinced he may be.

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5. The Decoder

Just as a source needs an encoder to translate her purposes into a message, so the receiver needs a decoder to retranslate. The decoder (receiver in Shannon's paper) is an interesting and very useful development over, say, the Lasswell Formula. If you take a look at our discussion of the receiver you'll see that we considered how, for example, a blind person would not have the equipment to receive whatever non-verbal messages you send in the visual channel.

The notion of a decoder reminds us that it is quite possible for a person to have all the equipment required to receive the messages you send (all five senses, any necessary technology and so on) and yet be unable to decode your messages.

An obvious example would be:

You can see it. You probably guess that it's a foreign language, maybe even that it is Arabic. You probably don't understand it, though. In fact, it is Arabic and it does mean (but nothing very interesting). My message, encoded to you in that short sentence, cannot be decoded by you. You have the appropriate receiving equipment, but no decoder. You don't understand the code.

Can you think of where you might come across a similar inability to decode where the English language is concerned? Suppose you've been reading around Communication Studies and have come across a reference to the philosopher Immanuel Kant. So you ask your teacher about him. She replies, "Well, the Critique of Pure Reason is essentially all about answering the question: how are synthetic judgments a priori possible?" Eh? You probably have a meaning for every one of those words, except perhaps 'a priori'. You might perhaps guess that she is using the title of one of Kant's works in her answer. But the statement is incomprehensible unless you know the technical jargon of philosophy. You can't decode the message - and your teacher is a pretty lousy teacher for having failed to predict your inability to decode it (or for having accurately predicted your inability and using it as an excuse to show off!).

Those two examples may seem pretty obvious and also rather unusual. Indeed, they are, but they do serve to illustrate how communication breakdown can occur because we make the false assumption that receivers decode messages in the same way we do, that they use the code in the same way. There's a whole host of reasons why they won't - age differences, class differences, cultural differences and so on.

6. The Receiver

For communication to occur there must be somebody at the other end of the channel. This person or persons can be called the receiver. To put it in Shannon's terms, information transmitters and receivers must be similar systems. If they are not, communication cannot occur. (Actually Shannon used the term destination, reserving the term receiver for what we have called decoder. However, this

terminology is used for the broader understanding of 'communication theory' as distinct from Shannon's information theory.)

What that probably meant as far as he was concerned was that you need a telephone at one end and a telephone at the other, not a telephone connected to a radio. In rather more obviously human terms, the receiver needs to have the equipment to receive the message. A totally blind person has the mental equipment to decode your gestures, but no system for receiving messages in the visual channel. So, your non-verbal messages are not received and you're wasting your energy.

Feedback

Feedback is a vital part of communication. When we are talking to someone over the phone, if they don't give us the occasional 'mmmm', 'aaah', 'yes, I see' and so on, it can be very disconcerting. .This lack of feedback explains why most of us don't like ansaphones. In face-to-face communication, we get feedback in the visual channel as well - head nods, smiles, frowns, changes in posture and orientation, gaze and so on. Advertisers need feedback which they get in the form of market research from institutions like Gallup. How else would they know if their ads are on the right track? Broadcasters need feedback which they get from BARB's ratings. Politicians need feedback which they get from public opinion polls and so on.

Why do people often have difficulty when using computers, when they find it perfectly easy to drive a car? You'd think it should be easier to operate a computer - after all there are only a few keys and a mouse, as against levers, pedals and a steering wheel. A computer's not likely to kill you, either. It could be due to the lack of feedback - in a car, you've the sound of the engine, the speed of the landscape rushing past, the force of gravity. Feedback is coming at you through sight, hearing and touch - overdo it and it might come through smell as well! With a computer, there's very little of that.

Some years ago, our students used to play games on college computers during the lunch hour. Occasionally, if we held a lunchtime meeting, say, we would have to ask them to turn the sound off. It was amazing to see how their scores plummeted when that single channel of feedback was removed. Xerox at the Palo Alto research Centre (PARC) have been researching for years how to provide more feedback for example, when you save a file to your hard disk, there might be a clanging noise and the more echo there is the emptier your hard disk is. You might at the moment be using a 'clicky' keyboard. There's no very good reason why a modern keyboard should make a constant clatter, but I'm used to using one at home and find it quite difficult to use keyboards which deprive me of that feedback.

Feedback is defined by the father of cybernetics, Norbert Wiener, as follows:

In its simplest form the feedback principle means that behaviour is tested with reference to its result and success or failure of this result influences the future behaviour.

Well, that's the Shannon-Weaver model. Do you feel enlightened? I shouldn't imagine that any student of human-to-human communication would feel especially

enlightened by Shannon's original paper, since it's all to do with information theory and, in essence, human beings don't process information, but process meanings. In the above discussion of the model I have often referred to meaning, a topic largely absent from the original model, but it is only by broadening the model to take in meaning and the biological, cognitive, technological, socio-cultural and other factors which influence it that this model can be of any use.

STEPS IN UNDERSTANDING COMMUNICATION PROCESS

The knowledge acquisition process in communication consists of the following steps:

1. Describe the components of communication 2. Recognize the functions of communication 3. Explain directions in formal communication network 4. Elucidate characteristics of the non verbal communication 5. Identify the major verbal & nonverbal barriers to communication 6. Explain legal and ethical dimensions of communication

FUNCTIONS OF COMMUNICATION

1. Instruction Function : The instruction function ensures flow of information. Decisions are communicated as instructions for execution. It flows down the line from persons in higher level in the organizational hierarchy to persons at lower levels. It is the command process wherein the person in lower level is expected to follow the instructions scrupulously.

2. Influence Function : The influence function of communication is the critical input of selling. In business organizations parsons with knowledge authority could able to imbibe new thoughts and ideas in the minds of persons in positions due to positional authority. In other words, it is a function known as motivational function, mainly deals with influences them to act, interact and react. It promotes mutual understanding and co-operation for better accomplishment of performance of their jobs.

3. Interview Function : In this knowledge age, selecting the right resource is an important task. Interviews are two-way oral communication process. Selection interviews are the screening process wherein the candidates are allowed to present their credentials and the selector makes as assessment about the capabilities of the candidates about their suitability for the post. Appraisal interviews are conducted to assess the performance of the employees once in a year as a routine affair at the time of selecting, people for superior positions. Occasionally organizations conduct interviews for reprimand the employees who breach discipline. In certain cases stress interviews may be conducted for knowing the capability of managerial personnel in withstanding stress situation.

In marketing research interviews are methods used for probing the opinions, views and psychographic profile of consumers with the aid of interview schedule have become routine affair.

4. Evaluation Function : In business operations review of existing operation, appraisal of new projects, estimation of cost, assessment of quality of work contributed by workmen, appraisal of performance, valuation of assets including human capital assessment, survey of future opportunities are part of evaluation process. Evaluation function is judgment based on qualitative and quantitative information inputs.

5. Direction Function : Direction is very important management function. Koontz and O'Donnell describe direction as an interpersonal aspect of managing by which subordinates are led to understand and contribute effectively and efficiently to the attainment of enterprise objectives. Tripathi and Reddy quotes communication as an instrument of direction. According to them, "Through communication superior gives orders, allocate jobs, explains duties and ensures performance. It not only enables superiors to know how his subordinates feel but also help the subordinates to know how the company feels on a number of issues concerning them".

6. Teaching Function : The workers are to be trained to handle jobs and about their personal safety, need for complying with procedures and practices in vogue. They have to acquire new skills. The employees need to understand the necessity for good customer relationship. They are taught through lectures, circulars, in-house magazines the product knowledge, the rules and regulations of the company, the vision and mission of the organization.

7. Image Projecting Function : Any corporate citizens need to build image for the successful conduct of business, acquiring new business, retaining the existing customers, develop a new brand or extension of an existing brand, recruiting best human resource and mobilizing funds. There is inter-relationship and interdependence between the society and an enterprise operating in the society. Good will and confidence are to be created among the public. It is the communication function with multiple objectives. Through effective external communication system, an enterprise can inform the society about its goals, activities and progress. The society can appreciate the social interaction of the company and thereby create more business opportunities.

8. Incidental Function : There are certain communication activities which are not directly connected with the accomplishment of the objectives an organization. The organization may engage in promotion of art, culture, music, sports. The communication generated for these activities are incidental functions. The organization may take part in mitigating the problems of public at large during natural calamities like floods, tsunami, gale, without any motive but discharging their corporate social responsibility.

9. Orientation Function : The employees of the organization are to be given orientation about the location of different departments, divisions, central facilities and about the organizational structure. This will help them in drawing the materials and drawings, getting clarification, identifying to whom he need to report, what are his privileges and duties. These activities generate communication that helps people to acquaint themselves with the fellow workers, superiors and subordinates and their status in the hierarchy. They can familiarize themselves with the objectives, policies, procedures, rule and regulations of the organization.

10. Other Functions : Communication either oral, written or through body language, takes place in every decision making activity. In general everyone in the organization is to be provided with necessary data and information so that they can able to discharge the tasks effectively and efficiently.

SUMMARY

Communication process starts from ideation stage, encoded to form the message. It is transmitted through media and received by the receiver. The feedback make the process complete. However the barrier becomes hindrances in communication. The functions of communication are instruction, influencing, direction, teaching, image projection, incidental, evaluation orientation and others.

REVIEW QUESTIONS

1. Elucidate the process of communication. 2. Describe the various components of communication. 3. Outline Shannon-Weaver model 4. Enlist the functions of communication.

- End of Chapter -

LESSON - 3

MEDIA OF COMMUNICATION

Learning Objectives

x Distinguish the different medias of communication

x Identify the role of different media available for carrying communication

x Elucidate the process of media richness

Structure

x Channels of Communication

x Channel and Media

x Media Richness

x Media choice in Managerial Communication

CHANNELS OF COMMUNICATION

As indicated in Shannon-Weaver model Channels and media are interchangeably used. In this lesson the subtle distinction is indicated. Communication is transmitted through different channels and uses the media to achieve maximum reach. The different channels are classified as:

1. Written communication 2. Oral communication 3. Non-verbal communication

1. Written Communication

In order to record the communication for future references letters, office memo, circulars, orders, reports, agenda minutes, manuals, handbooks, are prepared in the written form. The merits of communication can be enlisted as:

1. It can be maintained as permanent record. 2. In litigation it can be used as evidence. 3. It must confirm to rules and regulations of the company 4. It is more accurate and precise 5. It can be recalled and referred later 6. It provides wide access 7. It facilitates delegation of powers 8. It is the cheapest form of educating employee

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Written communication contains certain demerits viz.

1. It is a time consuming process 2. It is costlier and involves lot of paper work 3. It is difficult to get quick clarification 4. It may be destroyed or copied by competitors 5. It delays decisions 6. It may be destroyed by fire or natural calamities

2. Oral Communications

Oral communication comprise of face-to-face conversations, conversation over telephone or mobile, radio broadcasts, interviews, group discussions, expression in role plays and presentation in seminar conferences, symposiums, public speeches, discussions and meetings in forums, announcements in public address systems.

Oral communication occurs in many different settings. These may be divided into three main types:

i. The formal and informal networks in which peers exchange information, such as professional associations, work units, work teams, etc.

ii. The activities of change agents, opinion leaders, etc.

iii. The contacts established at team meetings, conferences, training courses, etc.

Whether to use oral communication is a decision we all make frequently in the course of a workday. The change agent must be able to identify those situations in which oral communication is the most appropriate one to use.

CHANNEL AND MEDIA

Bovee narrates the selection of channel and media determines effectiveness of communication. A person can choose oral channel and choose media such as

x Face to face conversations x Speeches x Presentations x Discussions x Discourses x Dictaphone x Audiotapes x Videotapes x Teleconferences x Video conferences x Chat x Voice mail x Phone conversation

A person may choose written channel and opt for the media like

x Letters x Memos x Reports x Telegrams x E-mail x Fax x Website presentation x Short Messaging Service (SMS)

The channel and media choice govern the style and tone of the message. The purpose, time and ability and expectation of the audience determine the media.

MEDIA RICHNESS

Media richness is the value of medium in a given communication situation. Richness is the ability of the media in achieving the intended purpose of communication and to get the feedback. Face-to-face communication is rated as the richest media but official communication needs to be recorded for further reference or for solving a dispute on a later date. However every media has got certain limitation that filters the message and creates different perceptions when it reaches through different media. In the recent past video conferences are used by elite hospitals for eliciting the opinion of experts in other countries for solving complicated surgical operations

where the time is an important factor. The business leaders often reach the shareholders or consumers through the e-mail.

MEDIA CHOICE IN MANAGERIAL COMMUNICATION

Managerial communication comprises of two distinct domains viz. internal communication and external communication. In business operations the electronic media play dominant role. The internet connectivity has changed the nature of business operations. The manufacturer or service provider in a small country can reach out the consumers in different countries. The emergence of countries such as India and China as the leading players in market is the direct contribution of electronic media. The transnational corporations started using the intellectual resource in others countries and new business concepts such as Business Process Outsourcing (BPO), Call Centre, and Medical Transcription. Websites of corporations presents the information about their policies, communicates changes in their distribution system, prices, etc., places their product information and also promote their products apart from building image. In the recent past, Web poll and e-mail survey become important tool in the hands of market researchers.

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SUMMARY

The channel and media choice are critical. The oral channel along with the appropriate media such as face-to-face conversations, speeches, presentation, discussions, discourses, Dictaphone, audiotapes, videotapes, teleconference, video conference, chat, voice mail or telephone or mobile conversation or written channel along with media like letters, memo, reports, telegram, e-mail, fax, website presentations, short messaging service can be used. The communicator need to understand the richness of Medias and select the media based on the purpose of communication, time, and the expectation of receiver. Global business operations changed media selection.

REVIEW QUESTIONS

1) Differentiate between channel and media in communication.

2) Explain the term 'media richness'.

3) Outline different media in oral communication.

4) Enlist the media in written communication.

5) Distinguish between external communication and internal communication.

6) State the media selection criteria of managers.

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LESSON - 4

PRINCIPLES OF COMMUNICATION

Learning Objectives

x Understanding the basic principles of communication x Recognizing the characteristics of intercultural communication x Identifying special features of managerial communication

Structure

x Introduction x Principles of Basic communication x Principles of Managerial communication

4.1 INTRODUCTION

Communication studies made attempts to discover the nature, essence and dynamics of communication. Initially emphasis was laid on rhetorical principles for oral communication but during nineteenth century the orientation changed to writing. The research carried out by English departments and Psychology departments did not converge. These studies generated plethora of polarized information. The knowledge gained through these studies resulted in evolving guidelines by different persons in different manner. The principles of communication listed by various authors are dissimilar and there is no attempt to evolve a common code. The focus of this course material is on global communication attempt is made to present the principles for basic communication and global communication which are to be studied together for understanding the ideology.

4.2 PRINCIPLES OF BASIC COMMUNICATION

Communication is a two-way process of exchange of information through different of channels. Whether one is engaged in dyadic communication, in group discussions or in public speaking, the following sets of guidelines apply:

x Know your audience. x Identify the purpose. x Understand the topic. x Anticipate objections. x Ensure clarity in presentation x Present a complete picture. x Achieve credibility with your audience. x Establishing eye contact; encouraging gestures are to be used. x Focus on the situation, issue, and behaviour, not the person. x Maintain the self-confidence and self-esteem of others. x Follow through on what you say. x Communicate a little at a time. x Present information in several ways. x Develop a practical, useful way to get feedback. x Use multiple communication techniques. x Make sure to summarize.

4.3 INTERCULTURAL COMMUNICATION

The advances in telecommunications, information technology, and transport facilities made business more and more global. The emergence of World Trade Organization (WTO) created enormous business opportunities. The changing business environment created more job opportunities for intellectuals and workforce become multicultural. This process necessitated intercultural communication process. Bovee defines it as the process of sending and receiving between people whose cultural background; leads them, to interpret verbal and non verbal signs differently. The emergence of strong organization culture increases the commitment of the members to the core values of the organization. The new paradigm in international business like compliance to quality control measures such as ISO 9000/14000 inculcates role culture and task culture among the employees where cultural divide does not affect communication because of the commitment. Global players like Wipro, Ranbaxy, and Infosys are cultivating role culture and task culture.

4.4 PRINCIPLES OF MANAGERIAL COMMUNICATION

Managerial communication has got certain characteristics. In managing organizations documentation, transmission of policies, strategies, information on new products and services Multinational and Translation's companies can minimize distortion in communication to achieve the minimum impact of cultural divide, gender divide, and educational divide by establishing the system whereby the information divide is not created. The principles of Managerial Communication will improve the organizational performance.

4.4.1 Achieve Speed and Reach in Communication through Electronic Media

Communication is the essential component in the operation of global organization. The availability of electronic oral media like voice mail, audiotape, videotape, teleconferencing, videoconferencing and written media like e-mail, fax, computer conferencing and websites can able to achieve speed and reach in communicating with others.

4.4.2 Overcome the Language Barriers

United States of America being the country of migrants, people from countries with different language background got settled there. English emerged as the working language in many industries, especially Communication, IT industries uses it to a large extent. Now attempts are made to use software for translate in the language in which they have familiarity. Global organizations use the language of the client to reach them in the right way.

4.4.3 Overcome Cultural Barriers

India being a multicultural, multi linguistic country with people following different religious faiths and different sub groupings like caste, race, etc. overcoming barriers becomes imperative task of managers. HR managers are often selected with adequate exposure about the cultural workforce of the organization.

In communicating with customers through advertisement, public relations exercise, the cultural dimensions of target audience must be kept in mind. This phenomenon brings forth the fact that same style of presentation message cannot be used throughout the world. In advertisements, the copywriters are very careful about meaning of the word used by them in different languages and that should never carry adverse comments about any culture.

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4.4.4 Use Information Sources

The organizations which play in the international market need to use information available in International Business Handbooks, Encyclopedia and Directories.

Lesikar presents certain international information sources. Principal International Business lists necessary information about the major companies located around the world. The Government through its various departments, autonomous research laboratories, and development agencies bring out publications which provide input for decision making in organizations.

4.4.5 Ignorance of Use of Media

The lack of knowledge in using that medium prevents the person from using that medium. When a person does not know the basics of computer may not able to send the communication through e-mail and source data from internet.

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4.5 SUMMARY

Basic communication principles are such as know your audience, identify the purpose of communication, understand the topic, predict the objections and prepare the reply, clarity in thought and presentation, develop credibility with the audience, establish effective contact, use positive gestures, link the speech with the situation, current issue and behaviour of audience, the imperative need to have confidence, convey the message in different forms are presented. The principles which are peculiar to global communication such as role of speed and reach in communication, the need for overcoming the language and cultural barriers, using the international information sources, the ability to use the strength of different media are to be understood in the clear perspective for ensuring the effectiveness of communication.

4.6 REVIEW QUESTIONS

1. Elucidate Principles of Communication. 2. Outline the Principles of Managerial Communication. 3. What is the role of culture in communication? 4. State the features of intercultural communication.

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LESSON - 5

COMMUNICATION IN ORGANIZATIONAL SETTINGS

Learning Objectives

x Understanding the communication in organizational settings x Knowing the importance of communication in organizations x Differentiating the roles of internal and external communication x Appreciating the value of downward, upward and lateral communication x Identifying the role of grapevine

Structure

x Introduction x Internal Communication x External Communication x Communication Networks x Downward Communication x Upward Communication x Horizontal Communication x Grapevine

5.1 INTRODUCTION

Chester Barnard (1938) emphasized critical role of communication in organizations. The organizations, irrespective of their size, nature of operation, geographical location etc need to identify, gather, and process information. The organizational communication can be broadly classified as internal communication and external communication.

Internal communication comprises of communication within the organization, among its divisions and branches. In the organization, communication flows from the directors to workmen through different levels of managers and supervisors. Such flow of information is downward communication. Information that emanates from lower or middle level and reaches the top management is called upward communication. In addition, information flows in the informal channel to management through informal channels.

External communication consists of transmission of data and information from the stakeholders, government, financial institutions and public.

The organization being an artificial person can get the tasks accomplished only through communication. In this information age the quantum of information has increased and the modern organizations try to set paperless offices where electronic media play a critical role. Communication is the indispensable function of any organization.

5.2 INTERNAL COMMUNICATION

Global organization need to operate in different countries. These organizations set up various regional, zonal and branch office based on the concentration of customers. This phenomenon necessitates the generation of large volume of communication for ensuring smooth operation. In the technology oriented communication system it is possible to control offices, collect information transmit data, cornmunicate decisions, receive feedback and encourage employees to generate ideas, suggest measures that can enhance the performance of the organization.

The growth in Information Technology enabled complex business activities can be undertaken at an unimaginable speed. There arises imperative need for well developed communication system. This century being the knowledge centre, the intellectual resources are to be effectively used, which warrants that large amount of communication is generated. Everyday information is exchanged through letters, fax, e-mail or through internet.

Freeman8 opined the American Express uses communication internally for creating new products and services, payments and investments are integrated, more rapid and secure delivery is ensured, the financial assets are accessed and marketing of products are done effectively.

5.3 EXTERNAL COMMUNICATION

Organizations interact with shareholders, customers, suppliers, middlemen in distribution network like distributors and dealers, competitors, supporting organizations like banks, government, trade associations, press and the public. In addition to their interaction in their business activity, occasionally advocacy advertisements, image building exercises are done to prop up the corporate image or by supporting intellectual exercises such as Seminar, Symposium, Convention, Conference or Workshop. Normally external communication takes place through letters, phone, fax, internet, e-mail, websites, videotapes and video conferences.

In the annual Extraordinary General Meetings, oral presentations supported by visual aids are undertaken for maintaining the image of the organization among the shareholders. Global organizations reach the stakeholders through media. Exclusive public relations experts are appointed for building and maintaining corporate image.

Freeman said American Express use external communication for keeping an eye on the world environment with particular attention to issues and trends which have a bearing on our business. They watch the arbitrary and discriminatory actions of governments that impede flows and choice of communication and its impact on cost of operation.

Though major part of the external communication is formal, informal communication is also vital to the survival and growth of any organization. Knowing the pulse of the consumers, assessing the changes in their buying power, buying habits, competitors activities and for tracking technological changes, external informal communication help the organizations. Even during interviews the chief executives communicate through their facial expression, tone of voice and their appearance. The lobby teams setup in the largest marketplace of the world viz. USA, the Japanese acted as role model for others in using public relations for business.

8 Freeman. L. Henry (1984), A User's View of International Communication, Communication Regulation and International Business, IMI, North Holland, Amsterdam.

5.4 COMMUNICATION NETWORKS

Communication Networks can be classified on the basis of the flow of information. Three different models such as Chain, Wheel, and All Channel are depicted below for presenting the direction of flow of information.

Another way of classifying organizational communication is Downward Communication, Upward Communication, Lateral Communication, and Diagonal Communication. The operation in an organization depends upon the communication infrastructure in the organization, procedures adopted, the speed and quality of information, and the ability of its officials and subordinates in interpreting the messages received by them. A pictorial representation of these forms of communication is depicted below:

5.5 DOWNWARD COMMUNICATION

In downward communication, information flows from the higher levels of the organization to the lower levels. The messages Managers deliver are information, instruction, advice, request, appreciation, or reprimand. The purpose of downward communication may be enlisted as:

x Informing the employees about the mission of the organization x Instructing the subordinates for executing the plans x Maintaining good relationships among the employees x Induction new products and processes x Providing feedback to the employees about their performance x Responding to employee grievances

Whenever management wants to introduce changes, it has to prepare the employees for accepting the change and that is communicated from the top.

5.6 UPWARD COMMUNICATION

The communication that originates from the bottom and reaches the top management or middle level management by way of seeking clarification, expressing grievances, conveying suggestions, asking for facilities, criticism on the policies, report on routine work and other information, is upward communication.

5.7 LATERAL COMMUNICATION

In lateral communication, information flows among the employees at the same level in various departments or divisions. The managers, supervisors or workers in various departments interact among themselves for solving problems, and coordinate to achieve the targets. Most of the manufacturing companies convene coordination meeting of materials, marketing and production department staff for meeting delivery schedule. Major part of lateral communication is oral and through periodical meetings. In written form letters, memos, reports are used to communicate at peer levels.

5.8 DIAGONAL COMMUNICATION

This form of communication normally deviates from the hierarchical structure. The electronic communication gadgets increase this type of communication. It is the method whereby CEO may directly contact the person concerned and make enquiries. In this form transmission is quick and barriers are minimized.

5.9 GRAPEVINE

Grapevine is the informal network in any organization. It is an important source of information. Keith Davis classified grapevine into four basic types viz. single strand, gossip, probability and cluster. In single strand, information is passed through a long line of persons to the final recipient. In gossip chain, one person spreads information to others. It is like wheel type communication where information flows along the spokes. Probability is the one where information travels in an unpredictable manner. In cluster type of grapevine, information is passed on to selected individuals. Grapevine is used by the prudent managers for spreading right type of information at a faster rate. In general, the information which challenges the power of persons in authority flow through this form of communication. Grapevine is often termed as safety valve where unexpressed emotions are released.

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5.10 SUMMARY

Communication is the backbone of the operation of an organization and that can be classified as internal communication and external communication, or as downward communication, upward communication, lateral communication and diagonal communication. There is an imperative need to understand and design the communication infrastructure and establish procedures for uninterrupted flow of communication in global communication for the smooth flow of operation. Grapevine is an inevitable net work of communication and at times acts as an important source of information. It is classified as single strand, gossip, probability and cluster.

5.10 REVIEW QUESTIONS

1. Outline various classifications of organizational communication. 2. Differentiate between internal and external communication. 3. State the advantages of downward communication. 4. What is upward communication? Enlist its advantages. 5. Elucidate the role of lateral communication. Outline the significance of

grapevine.

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LESSON - 6

BARRIERS TO COMMUNICATION

Learning Objectives

x Recognize that barriers that hamper communication process. x Classify barriers as Organisational, Semantic and Psychological barriers. x Understand the impact of information overload.

Structure

6.1 Introduction

6.2 Organisational barriers

6.3 Semantic barriers

6.4 Personal barriers

6.5 Psychological barriers

6.6 Deceptive Tactics

6.7 Information overload

6.8 Other barriers

6.1 INTRODUCTION

Communication process is hampered if there is a block at any stage. Such kind of interference that distorts the message is called noise. The factors that caused the noise are called barriers. According to Daniel Katz, "Physical barriers to communication are rapidly disappearing but the psychological obstacles remain". In general, barriers may be classified as Organizational barriers, Semantic barriers, Physical distractions, Deceptive tactics, and Information overload.

6.2 ORGANISATIONAL BARRIERS

In the communication network of any organization there are lot of restrictive environments. When the message moves through transmission channel, it may get distorted. Under British legacy, which many traditional organizations follow, the members in the communication chain may hold-up messages without knowing his authority or the purpose of such communication. There are different sorts of barriers in organizational environment and those elements are discussed below. The ability of the management in minimizing the barriers will ensure smooth flow of communication. The study on organizational barriers is critical in evaluation of the communication in the information age.

6.2.1 Policies

The policies are broad guidelines laid down by the top management. Since the policies are frameworks within which decisions can be taken at lower levels, failure to lay down clear-cut policies may lead to confusion, and people at different levels communicate as perceived by them. The policies are used as the basis for taking tactical decisions. Hence any misunderstanding in communicating policies will jeopardize the decision making process at lower levels.

6.2.2 Rules and Regulations

Rules and regulations are detailed written form of instructions that specific action must or must not be performed in a given situation. At times, rules and regulations act as hindrance to flow of communication due to rigidity. If the rules and regulations are not clear, it will become a breeding ground for corrupt practices. The rigidity in framing the rules and regulations will not only obstruct the smooth flow of information, but also impede the operations of the organization.

6.2.3 Status and Position

When the managers use authoritarian leadership, the information flows from top level management to employees at all levels, but the upward communication does not take place. In a democratic set up, more information flows in the right direction. If the person at higher levels does not respond to the suggestions or advise of the people at the lower levels, they will not give further feedback / suggestions.

6.2.4 Complex Organisation

The complexity of organisation structure may act as a stumbling block in the flow of communication. In organizations where more users are there, more hindrance is created in the flow of information. In organizations where the communication network, the level of computerization, and the ability of the employees to cope up with that kind of environment do not match with the requirements, it acts as barrier in the flow of communication.

6.3 SEMANTIC BARRIERS

Semantic barriers happen on account of linguistic backgrounds and lack of ability of the participants in the communication process. In a country like India, where many languages are spoken, the semantic barkers are more. Even if the people speak the same language, the same word may have different meanings in different places. Murphy and Peck have cited the case of the word 'run' with 110 meanings and that may be interpreted in 110 ways (the latest number is 179 as per www.thesaurus.com). Though the same language is spoken in USA and UK, but due to changes in value system, perceptions differ and these kinds of barriers exist. Linguistic barriers are present in oral and written communication. New work culture is emerging because of diversity. In this work environment, use of simple and familiar words can minimize the semantic barriers. The cultural, social and educational backgrounds of the workforce warrant easy to understand sentences.

The semantic barriers are classified and explained further below.

6.3.1 Badly Expressed Message

The indispensable components of effective communication are 'clarity' and 'simplicity'. The ambiguity in the message and lack of precision in design of communication results in badly expressed message. The use of unfamiliar words and highly technical jargons, inconsistency in organization of thoughts, use of unnecessary propositions, adjectives and adverbs, longer sentences, poor language, poor construction of sentence, etc. may act as hindrances in the flow of communication. According to Koontz and O'Donnel, badly expressed messages are those messages which are poorly chosen empty words and phrases, careless omissions, lack of coherence, poor organisation of ideas, awkward sentence structures, inadequate vocabulary, platitudes, repetition, jargon, and failure to clarify implications.

6.3.2. Imperfect / Faulty Translation

Transmitting and the receiving of information is a continuous process of communication. Encoding process translates ideas, facts, opinions, and feelings into

words, symbols, action pictures and audio-visual materials. Every communicator receives different types of messages from superiors, peers, and subordinates, and those are translated before communicating the information to subordinates, peers, and superiors into languages suitable for them. The messages should be encoded into a set of symbols or words understandable by the receiver. Koontz and O'Donnell opine that it must be put into words appropriate to the framework in which the receiver operates, or it must be accompanied by an interpretation which will be understood by the receiver.

6.3.3. Unclarified Assumptions

If the message is not clear, the receiver will interpret it as perceived by him. Koontz and O'Donnell observed that the non-communicated assumptions are often overlooked but they are critically important barriers which underlie practically in all messages. Even though a message is specific, the unclarified assumptions may not be clear to the receiver. The wrong interpretation of unclarified assumption may lead to strain in relationship with the employees, customers and public. The decision-making may be delayed due to the existence of such barriers.

6.3.4. Application / Use of Jargons

All jargon communication should be avoided as far as possible. Jargon is a language which is special to science, technology, law, medicine, management and other professions. There is, for instance, legal jargon, military jargon, technical jargon etc. Special and technical personnel often use technical language of their own. This leads to isolation of that group, as others may not understand the terms, and hence the message.

6.4 PERSONAL BARRIERS

6.4.1 Barriers among Superiors

The superior and subordinate relationship in the formal organisation structure restricts free flow of information and exchange of ideas, suggestions and questions. The mindsets of those who occupy superior positions make them maintain distance from their subordinates. This phenomenon restricts flow of creative ideas from subordinates. In most of the cases, superiors do not to listen to the views and opinions of subordinates, and never admit their own errors or slip-ups. The following are the various personal factors which are a hindrance in the flow of communication:

a. Regards and Gratefulness : The regard and gratitude of the subordinates towards superiors are exploited, and superiors may not listen to their views seriously. This phenomenon harmfully affects free flow of oral communication. They feel responding to subordinates will encourage them to make demands frequently.

b. Excessive use of Authority : When people without knowledge-authority occupy positional-authority, they develop fear of challenge of power and use the authority excessively without any rationale. The creative pursuit of the organization is affected due to interference in the flow of communication. It is

an important barrier in communication that may adversely affect the growth of an organization. Such people often underrate the understanding capability and intelligence of peers and subordinates. They maintain false prestige and block free flow of information. They withhold information partly or wholly. This attitude of seniors acts as impediment in the successful transmission of communication.

c. Proper Channel Syndrome : Many organizations insist on 'through proper channel', which is the fundamental nature of formal communication. When the message passes through different persons, each one incorporates his perception without knowing the spirit of the original message. The Siachen episode in India, where the officials in Delhi blocked the sanction of purchase of equipment , which is the fundamental requirement in the world's highest battlefield, without knowing ground situation, is the best example for this kind of communication barrier. As per this mentality, all communication should flow through lines of superiors. Superiors always wish to exercise their authority and they do not like bypassing them in communication. Even in emergency, if communication is directly sent to the decision-maker, the person bypassed treats this as erosion to this authority.

d. Prejudice : Those who occupy superior positions want to decide the issues based on the rapport he has with the sender, instead of the merit of the issue. As a result, communication is blocked by prejudice, i.e, favouritism or nepotism.

e. Disbelief : Disbelief of superiors on subordinates creates distrust. They look at each and every message with suspicion, and that makes them interpret things in wrong sense. Distrust of the superiors for any reason restricts communication.

f. Sycophant Syndrome : There are some superiors in all organisations who always like their subordinates to say "Yes" for all their decisions. This phenomenon makes their task easier and cultivates among their subordinates a habit of ageeing or accepting the decision of boss without questioning, not seeking clarification, and not expressing differing opinions, so that the boss does not get displeased or annoyed with them.

g. Inferiority Complex : When a superior post is occupied by a person for reasons other than merit, he may develop under-confidence or inferiority complex, and may dislike more capable people than him. He may then try to block communication from such proactive or more competent people. This psychological phenomenon inhibits communication. Such superior officials may discuss his doubts with someone else rather than with his subordinates. He would generally resist suggestions given by the subordinates, who he would try to project as less competent, and incapable to advise the superiors. Lack of confidence will lead to one-way communication.

h. Time Factor : The superiors use the term "no time", "lack of time" in many situations. They do not spare considerable time to talk to their subordinates. Their ignorance about time management delays or kills communication.

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6.4.2. Barriers among Subordinates

Subordinates are also equally responsible for restricting communications in upward direction. They act as barriers in a number of ways as these:

i. Fear of Exposing Mistakes : Subordinates dislike reprimand by superiors. They may not admit or expose their mistakes, and obstruct the information which may adversely affect their position / image in the organization.

ii. Aversion for Changes : In general, persons in subordinate positions like to do the work in a repeated fashion. It is imperative to inculcate the habit of accepting changes.

iii. Reluctance to Communicate Upward : Some subordinates never like to incur the displeasure of superiors for the fear of negative opinion/action from superiors.

iv. Under-estimation of their Talents : Many subordinates think creativity and innovation are the job of superiors, and as a result they do not communicate their ideas to persons in the higher positions. The inculcation of subordinate tendency through instructions makes them dependent on superiors for guidance. In the process, they forget about using their talents and underestimate their capabilities. This phenomenon acts as barrier in upward communication.

6.5. PSYCHOLOGICAL BARRIERS

The psychology of the employees in an organisation is relating to security of the job, dignity, peace of mind etc. Psychological needs and feelings are the most important barrier in organisational communication process. Listening, interpretation, and encoding-decoding of a message depend upon psychological status of both the transmitter and the receiver. The following are some of the psychological barriers inhibiting communication:

6.5.1 Suspicion

Subordinates may suspect actions of superiors. This situation arises because of ill-conceived judgments, irrational decisions, unreasonable screening and infiltration of information etc. Acting with suspicion saps their energy and makes them work without enthusiasm. It is also detrimental to the use of creativity of the human resources. In Japanese system, the superior officials freely mingle with their subordinates and as such productivity is more.

6.5.2 Inattention

Employees do not read all the circulars, bulletins, notices, minutes and reports. As a result communication does not reach the destination. Even in oral communication, if their mind is pre-occupied with some other issue they may not listen, and not absorb the message. Not giving attention to reading material is a common practice. The simple failure to listen to oral message happens because listeners are pre-occupied with other matters, like family problems, a mail they must reply to immediately, an idea they must not slip their mind, thoughts about a past experience with the speaker etc. Communication is ineffective and a failure, because the receiver is not listening. Koontz and O'Donnell: Unfortunately, not listening seems to be a chronic human failing.

6.5.3 Premature Evaluation

Even before grasping the message, some people tend come to a conclusion. Such premature evaluation leads to wrong judgments. This kind of barrier can be eliminated if the listener acts in a prudent manner. For example, those interviewing a candidate may make such premature evaluation, spoiling not only the candidate's job opportunity, but also the corporation losing a good resource.

6.5.4 Failure to Communicate

Failure to communicate the right message at the right time may jeopardize business opportunities, and at times lead to costly mistakes. Even lethargic attitude of those who occupy the managerial positions may cause colossal damage to the organization if they do not communicate the right message, or communicate unwanted or wrong information.

6.5.5. Loss by transmission and Poor Retention

When a message is passed through a medium, it may get filtered at different stages. In the end, a completely different message may get delivered. Studies indicate that in oral communication, about 30 percent of information is lost at each stage of transmission. The IT revolution and the advent of sophisticated computers assure higher level of accuracy in receiving messages.

6.5.6. Emphasis on Written Message

All organizations keep the information in written form, and retrieve it in case a dispute arises at a later date. It is mandatory for reducing deviations in routine decisions. Excessive dependence on written message may delay the decisions and negotiations. No organization can function without written form of communication.

However the extent of use of written communication determines the efficiency of the organization.

6.6. DECEPTIVE TACTICS

The Political leaders often make false promises, exaggerated claims, quote inaccurate statistic and hide negative information. In global business operations, such deceptive tactics erode credibility, tarnish image, and spoil repetitive orders. An organization cannot develop illegal or unethical messages. In advertisements, exaggeration is permitted to a certain extent but the falsification of information may damage future business opportunities. Some religious preachers, through their fine-tuned messages, claim some external force is responsible for every action, and present very optimistic information. Such information arouses optimistic expectation in the minds of consumers, beyond the capability of product, and leads to the organization losing customer confidence.

6.7 INFORMATION OVERLOAD

Knowledge age has already dawned. Everybody has got access to information on the internet. The message people receive through letters, e-mails, couriers, fax machines, voice mails, telephones, mobiles etc. is increasing day-by-day. Information needs to be screened before one absorbs the required information. Information overload is really an impediment in the communication process. The receiver must be capable of discriminating useful information from useless information. Modern organizations develop paperless offices and train their staff in sending messages in the shortest possible form. Even while commuting, people communicate constantly, thereby creating problems for fellow commuters.

6.8. OTHER BARRIERS

6.8.1 Knowledge Divide

Persons who specialize in a particular domain in IT industry may find it difficult to understand the communication pertaining to other domains.

6.8.2. Resistance to Change

By nature human beings are conservative and change-resistant. Those who fail to accept change do not progress. English knowing population moved ahead, whereas language fanatics could progress as fast.

6.8.3. Perception

Human attitudes and behaviours are dissimilar. Various people view the same message in different ways, based on their knowledge, needs, social environment, levels of education, and other cultural and personal factors. Everyone perceives and approaches things differently, hence interprets and evaluates the information received from his own point of view. Lack of uniformity in perceptions or understanding can cause miscommunications, and be a great barrier of communication.

6.8.4 Closed Minds

The expression 'closed minds' refers to tendency of people to think they know everything about an issue, and inhibits communication. They do not open their minds to new ideas that are placed before them.

6.8.5 Fear

Fear is another barrier which blocks effective communication. Subordinates nurture fear about speaking out to their superiors. The level of fear depends upon the leadership style of the superior. There is lot of information flow that takes place between the superior and subordinates. If fear psychosis is not eliminated, information may not flow as desired. Fear becomes an impediment and the subordinates may avoid communication. It may result in sending partial information that may be detrimental to decision making process.

6.8.6. Lack of Ability to Communicate

Everyone may not be endowed with effective communication ability. It is a skill that differentiates individuals. It can be perfected with continued exposure and practice. Lack of ability to communicate is a barrier. Oral communication capabilities are a basic requirement for those who work for political establishments, sales departments, etc., where the skills of influencing, and persuasion are the desirable competencies.

6.8.7 Insufficient Adjustment Period

If the people subjected to newer ways of communication (through electronic media, gadgets etc) are given insufficient time to get adjusted, they will not be able to participate fully in the communication channels. At times, changes in organization, position, status, place of work, composition of staff, etc affect the communication competence of employees till they get adjusted to the changes. Working in shifts, staggering of office hours, changes in nature of job, puts them into a communication 'hibernation' for some time.

6.8.8. Space and Time

Space and time are barriers to effective communication. In case of written communication, sending it to far-off places takes time and hence distance inhibits the speed of communication. Delayed messages are worthless information.

6.9. SUMMARY

Interference in the communication process distorts information. Barriers may be classified as Organizational barriers, Semantic barriers, Personal Barriers, Physical distractions, Deceptive Tactics, Information overload, and other barriers. Certain guidelines for overcoming the barriers like ethical communication, open communication environment, optimizing information content, selective information, etc would make the managerial communication system efficient and effective.

Please use headphones

6.10 REVIEW QUESTIONS

1. State the various barriers in communication 2. Classify these barriers 3. Elucidate the psychological barriers 4. Outline Semantic barriers

- End of Chapter -

LESSON - 7

GUIDELINES TO BARRIERS TO COMMUNICATION

Learning Objectives

x Recognize the need for overcoming the barriers x State the guidelines for overcoming the barriers x Understand the need for minimising the barriers

Structure

7.1 Introduction

7.2 Guidelines for overcoming barriers

7.3 Strategies for surmounting the barriers

7.4 Review Questions

7.5 References

7.1 INTRODUCTION

In managerial communication, the communication must reach the audience in the right perspective. If the interference in communication occurs due to technological factors, it can be removed by rectifying the technological faults. If it is due to human factors, the sender and receiver need to enhance the receptivity through remedial measures. Certain guidelines are given here for improving the communication.

7.2 GUIDELINES FOR OVERCOMING COMMUNICATION BARRIERS11

Successful communicators require meticulous planning in