15 Effective Communication in Organisation

Objectives:

The content of this module will enable the learners to

·        compile the various communication methods and their role in the organisation

·        describe the effective ways of communication in organisation

1.  Introduction

Communication is a process by which meanings are exchanged between individuals through a common system of symbols. It also means a technique for expressing ideas effectively.

2.  Elements of communication process

Each administrative communication has seven  basic elements:

1.Sender, the person who wishes to speak out or send or transmit a message.

2.Message, the information, order, appeal, observation, instruction, report, etc., that is communicated.

3.Encoding, the act of putting the message in suitable words, charts or other symbols for transmission.

4.Transmission, the act of saying, sending or issuing the message.

5.Reciever, the respondent, addressee or audience to whom the message is communicated.

6.Decoding, the act of understanding  the message exactly as it has been sent.

7.Response, the reaction for the communication, by way of reply, action, use or storage of the message.

3. WAYS TO MAKE COMMUNICATION EFFECTIVE

Whatever the method of communication used for conveying ideas or information, the following points need to be borne in mind to make communication effective:

1. Clarity

The communication should be perfectly clear about the ideas, facts or information to be conveyed. But such clarity can come only when the communicator has given deep thought to the ideas or information. The message should not be over-expansive and it must take into account peculiarities and inter relationships of the communicator and the communicatee. But at the same time, it should also not be too inadequate, making the communicator appear disapproved, careless, uninformed and unprepared.

2. Sense of presentation and timing

It is not enough for the communicator to be himself clear about what he intends to convey to others. He should also be able to convey it in a manner, that others can understand it equally clearly.

Communication should be timely. It should reach the communicatee when he is in a most receptive frame of mind. For example, employees will be more receptive to directions when the pressure of work has not yet built up so much as to throw them on the defensive, Or, employers will be more receptive just when the accountant has reported a sizeable increase in profits.

But all this calls for a careful selection of words and a right sense of timing. Communication in this sense is using and timing the words to create the maximum effect.

3. Consistency

The communicator should convey only such messages which he himself believes to be correct and proper. For this, it is necessary that he has a mastery of the subject of the communication. Ignorance of facts often defeats the object of communication. Likewise, clerical and secretarial errors should not be allowed to creep into the communication. Further, what the communicator wants others to do, he must first do it himself. If there is a gap between what he says and actually does, his subordinates might lose faith in him.

4. Frequency

How many times the manager should communicate with a particular individual or group on the same subject? This will depend on the merits of each case. In some cases, numerous successive communications may produce better results. In others, these may have an opposite effect by arousing resistance in the communicate.

But even where communications have to be numerous and in quick succession, their timing, format and media should be imaginatively planned to derive the maximum effect. This is all the more necessary in the case of a strong-minded manager who thinks that his subordinates are quite sensible and appreciative of his ideas, may not communicate regularly and at best only drop a hint or an occasional letter.

5. Appeal emotionally

A communication may be either rational, or both rational and emotional in appeal. But as it happens, the communicatee does not always react rationally to the message. His emotions also sometimes determine his response. And his response to forces such as love, hate or fear may at times not be very rational.

Now the question is : in what proportion one should mix rational and emotional in a communication? Clearly, this will depend on the object of the communication and the attributcs of the communicatee. In any case, the communicator must be very careful in blending emotion with reason.

6. Format

The shape and size of communication is called its format. Should the communication be oral or in written, and what should be its general style? Obviously, this will depend on the needs of a given situation. No doubt, all communications have a beginning, a body and an ending—and the communicator should not lengthen or shorten anyone of these at the expense of the other. Moreover, careful attention should be given to the contents of the message. This will enable him to know if his message has gone home.

7.  Follow-up

A communication can be effective only when it is followed up systematically. For example, after a message has been delivered, the communicator should ask the communicatee to repeat back the contents of the message. This will enable him to know if his message has gone home.

3. IMPORTANCE OF COMMUNICATION Communication is an aid to :

1.    managerial performance

2.    understanding and acceptance of work

3.    leadership

4.    coordination

5.    job-satisfaction

6.    economy in time and effort

7.    public relation

4. COMMUNICATION SYSTEMS

Communication may be referred to as a pattern of inter-connecting lines. It may also be called a system. For example, in an enterprise there may be one direction system of communication providing for speed and orderliness, but having only a limited number of channels. Or, there may be circular system of communication offering a wider choice of channels and greater satisfaction to employees, but having the disadvantage of being slow, noisy and not properly organized.

An enterprise may opt for any of the communication systems or it may devise its own system by making the choice. It should bear in mind the characteristics that get to make a communication system good and effective:

5.   CHARACTERISTICS OF A GOOD COMMUNICATION SYSTEM

1. Multiple channels

Communication is rightly regarded as a tool for effective coordination of the different activities of an organization. But it can discharge this role only when the organization provides for more and more unofficial channels of communication.

Communication through the formal channels is not only time consuming and costly, but also offers greater scope for distortion in the transmission of messages. Formal channels of command should be reserved only for communication of formal orders, instructions and other vital information.

2. Standard procedures

A communication system would be more effective for distribution of operating details throughout the organization when standard procedures are devised and strictly followed.

3.  Effective control

Superior-subordinate relationship is a delicate and sensitive relationship and it should be recognized as such. Normally, no subordinate likes to show his mistakes to another, least of all to the person who happens to be his superior.

4. Use of computers

Electronic computers have virtually revolutionized the management information systems. To get the desired information, a manager has only to collect raw information and data from various sources and feed them into the computer.

5. Use of grapevine

The dictionary meaning of grapevine is an informal means of circulating information or gossip, or even a baseless rumour.

In the context of an enterprise, the grapevine takes on the role of spreading official information and message among its members. So much so, in fact, that about official policies and procedures, grapevine provides far better and more detailed information than even the official channels themselves.

A manager can always use the grapevine as a means of communication. In fact most enterprise encourage the use of grapevine for this purpose. This is because in certain organizational matters, grapevine can be superior to the formal channels of communication.

Thus,  a  good  system  of  communication  should  not  disregard  the  potential  of  grapevine.Rather, it should treat it as supplementary to the formal channels of communication.

6.  TYPES OF COMMUNICATION

Communication may be classified on more than one basis. On the basis of its flow direction, communication may be classified as

(a)    downward

(b)    upward or

(c)    side ward

For example, on the basis of relationships between the parties concerned, communication may be

(a)    formal

(b)  informal

6.1 DOWNWARD COMMUNICATON

Process of delegation and the concept that authority flows downwards requires information in the form of orders and directions to flow downward from superior to subordinates thus downward communication fits in the traditional concepts of organizational behavior. Communicativeness is generally directive and required by the subordinates to reach the targets

6.2 UPWARD COMMUNICATION

The communication is upwards to enable management and evaluate the effectiveness with which its order have been carried out. It is seen in organisations with participative management . Superior is open minded to accept the communications from subordinates

6.3  SIDEWARD COMMUNICATION

The communication that exists between the employees of the similar cadre within the organisation is sideward communication. This is often used in sharing of ideas among the departments On the basis of the method used or purpose, communication may be classified as

·        Verbal communication.

·        Written communication.

·        Communication through gestures.

Of these, communication through gestures is often used as a means to make the verbal or written communications more effective. One has only to attend a meeting addressed by a trade union leader to see how he uses his point. For a subordinate in an enterprise, a handshake with the boss is enough to turn his head for days, if not months. And if sometime the chief executive or a director pats him in full view of his co-workers, he might all but float in the air.

In written communications also, gestures can be used to express one’s feelings, ideas or sentiments. In a letter of appreciation addressed to him by the chief executive, a subordinate finds his name written in the chief executive’s own hand, would delight him immeasurably.

6.4 VERBAL COMMUNICATION

Verbal communication is a more effective method of conveying ideas, feelings, suggestions, information, etc. It gives communication a personal, intimate touch. Moreover, in a verbal communication, the reaction or response of the communicate can be ascertained at once . Verbal communication may be in any of the following ways:

6.4.1. FACE-TO-CONTACT

This refers to direct speech between any two persons, or between small groups of persons. It is the most common type of verbal communication. The purpose of such contact is to communicate–

(a)    orders,

(b)    instructions,

(c)    requests,

(d)    observations

6.4.2. INTERVIEW

An interview is generally for a discussion or conference. It is a two-way exercise, in the sense that both the parties make statements about their respective positions and ask questions. An interview can be successful only when it is held in a relaxed atmosphere. The person before interviewed should be encouraged to give out all the information and facts that he knows.

6.4.3. JOINT CONSULTATION

Joint consultation is a process where by workers is consulted in every matter concerning them and is also given the right to participate in decision making about such matters. It may cover a wide ground from minor day-to-day problems to employees’ representation on the board of directors. Joint consultation is a process through which the management and the workers are brought face-to-face with one another to sort out mutual problems.

6.4.4. PUBLIC COMMUNICATION

This method of communication may be used to announce a policy decision to workers, or to give lectures as a part of the employee education programme, or to make a speech to those seeking information (e.g.,press conference).

6.4.5. BROADCASTS

• It relates to statements from the management to the staff generally, or to certain sections of it.
• It also relates to public announcements and communication addressed to the shareholders.

Merits

The following are the main merits of verbal communication:

1. Economical.
2. personal touch
3. Better understanding.
4. Better reception.
5. Greater flexibility.

Demerits

But verbal communication has certain in-built limitations, important among which are as follows:

1. Physical distance.
2. Lengthy communications
3. Matters of record.
4. Absence of record.
5. Misunderstanding

6.5 WRITTEN COMMUNICATION

In a formal organization, such as a business enterprise, written communications are the most important media for conveying ideas, information, etc. in every such organization, one comes across a variety of orders, instructions, reports, returns, and bulletins, serving as the basis of communication. And ofcourse, there are many incoming and outgoing letters.

6.5.1 FORMS OF WRITTEN COMMUNICATION

Orders: Orders from superiors to their subordinates play an important role as a form of downward communication. Orders may be general, specific or definite. Orders issued by the top managers are of a general type. Within the framework of the general orders, middle level managers prepare specific orders for onward communication to the supervisors who, in turn, make definite orders out of these and communicate them to their own subordinates.

To be effective, an order should be to the point and complete in every respect. It should clearly indicate what is to be done, how it is to be done, where it is to be done and when and by whom it is to be done.

Instructions: The managerial function of direction makes it necessary that subordinates be properly guided and assisted in performing the tasks assigned to them. Such guidance and assistance from the manager is provided in the form of instructions.

Reports: Reports may be classified as–

(a)    Routine reports.

(b)    Commissioned reports, and

(c)    Reports necessitated by special events.

(a)Routine reports: These are prepared periodically and according to an established procedure. They provide a regular means of communication. Annual reports on staff members, monthly returns of production and sales, reports on outstanding bills, are some examples of routine reports.

(b) Commissioned reports: Reports in respect of non-routine or unusual matters are called commissioned report. Reports of this kind may be required from a person or persons formed into committee.

(c) Reports necessitated by specific circumstances : In some cases, the management may specifically lay down the circumstances when a report should be presented to them by certain individual or group of individuals . Such reports may relate to an accident in factory, machinery breakdown etc.

Characteristics of a good report

A good report must possess the following characteristics:

1. Clarity

2.Simplicity.

3. Adequacy of textual and statistical information.

4.Enough cross-references.

Merits

The following are the main merits of written communications:

1.Only mode for distantly placed persons.

2. Lengthy communications.

3.Matters of record.

4.Repeatability.

5. Delegation effectiveness.

Limitations

1.     Long winding

2.     No amends possible.

3.     Little secrecy.

4.     No flexibility.

7. COMMUNICATION PROBLEMS OR BARRIERS

Information by suppression or withholding. In either case, the result is that the objective of communication, transmission of meaning to others, is defeated. Broadly, the distortion or filtering of information may be due to the following:

1.     Mechanical barriers.

2.     Organizational barriers.

3.     Personal barriers.

7.1 Mechanical barriers

They are caused by distortion, filtering, and overloading of communication channels.

(a) Distortion: It may due to noise in the transmission, or because the communicator does not use the right words to give meanings and precision to his ideas and interpretations.

(b)Filtering: It is caused due to a distance between the communicator and the communicate. As a message passes through different points in the communication channel, it may be altered or twisted by the persons in between whether intentionally or unintentionally.

(c)Overloading : It is caused by overworking of the communication channels due to an increase in the number of message to be cleared. Where the problem cannot be solved by introduction of additional channels, the manager should ensure that urgent and important Messages are given preference over the routine types of communication.

7.2 Organizational barriers

They may be caused by inadequate or improper arrangements for various intra-organizational communication activities, and establishment of inadequate or improper policies and rules as regards communication.

(a) Inadequacy of facilities: Meetings, conferences, and other mechanisms for hearing and sorting suggestions as well as complaints, have an important bearing on the efficacy of the communication system.

(b) Inadequate policies, rules and procedures: The communication policy should be adequate to meet all the present and future requirements of the enterprise.

(c) Status patterns: Problems in communication also arise from the relative positions of the superior and subordinates in the organization. Formal organizations are generally known for an undue emphasis on the hierarchical rank of the various personnel through the use of signs known as status symbols

7.3. Personal barriers

Sometime the failure in communication is due to personal problems of the persons to whom the communication is being addressed,i .e., the communicater . These may be as follows:

(a) Lack of attention or interest: If the communicate is not attentive to the massage, he will not be able to grasp its meaning and act accordingly, thus defeating the purpose of the communication.

(b) Hasty conclusions: The communicator may be, by nature, a person in hurry, such that without going through the message carefully, he may jump to hasty conclusions according to his own opinion or belief.

(c) Lack of confidence in the communicator: If, for some reason the communicate has come to believe that the communicatee’s interests, he may be inclined to view the message with doubt and suspicion, and this may defeat the purpose of the communication.

(d) Improper state of mind: At times, the communicate may not be in a proper state of mind to receive the message correctly. If he is mentally upset and emotionally not well-balanced, this is likely to adversely affect the reception of the message communicated to him .

Conclusion

Communication is therefore a vital process at all organisations either small or large. When the communication among the labour force (manpower) is effective all the other resources of management namely machine, material, method, minute, money and market can be managed in an optimal way. It is in the hands of the organisation to select the suitable system and method and follow in par to the needs.

Book References

1. William J. Rothwell and H.C. Kazanas, 2006, Planning and Managing Human Resources, 2nd edition, Jaico Publishing house, Delhi
2. Aquinas P G, 2009, Human Resource Management Pricniples and Practice, Vikas Publishing House Pvt ltd, New Delhi
3. Pravin Durai, 2010, Human Resource Management, Pearson Publications, New Delhi
4. Jill Dyche, 2003, The CRM handbook, Pearson Publications, New Delhi