Class Notes by Dipesh Gautam for Rehdon College BBS 1st Year Students

Communication: Communication is the transfer and understanding of meaning. Hence,

communication involves the understanding of meaning. Everything a manager does involve communication. Not some
thing but everything! A manager can’t make a decision without information. That information has to be communicated.
Once a decision is made, communication must again take place. Otherwise, no one will know that a decision has been
made. The best idea, the most creative suggestion, or the finest plan cannot take form without communication.
Managers, therefore, need effective communication skills.

Managers spend most of their time communicating than doing anything else. They spend a large part of each day
talking and listening. When they are not talking or listening, they are likely communicating in other ways- reading,
watching, and gesturing. Or perhaps they are just taking the information by seeing and feeling. All these activities are
form of communication. Without communication facts, ideas, and information cannot be exchanged.

Definition: Communication can be defined as the process of sending a message in such a way that the message
received is as close in meaning as possible to the message intended.

Communication Process: Communication process consists of steps taken to get message from one mind to another.
The sender has an idea, which he transmits to the receiver through signs (physical sensations capable of being
perceived by another). These signs might be a printed or spoken word, a gesture or a hand-shake. The receiver takes
those signs, interprets them and then reacts with feedback.

The process is more complex, though. When communicating, the sender encodes the message. That is, he chooses some
tangible sign (something which can be seen, heard, felt, tasted, or smelled) to carry the message to the receiver. The
receiver, in turn, decodes that message; that is, he finds meaning in it.

The following steps are involved in the communication process:

1. Sender: Sender is the source of information. Communication begins when someone has an idea, information, or
feelings to transmit. The sender can be a manager, non-manager, a group, or an organization. The sender prepares the
message, which he or she intends to transmit to somebody. We all are senders or communicators of information.

2. Encoding: Encoding is the process of translating the idea or the feeling into some language or symbols. It is the
development of a message by selecting and combining symbols in a manner intended to best achieve the objectives of
the source. The sender of information thus chooses the appropriate words, pictures, or nonverbal cues to expresses
this/her ideas.

3. Message and Medium: A medium is simply the pathway. Communication channels—or the media through which
messages are sent—can have an influence on the success of communication. Typical channels used in business
communication are face-to-face conversations, telephone conversations, formal letters, memos, or e-mails. Each
channel has its own advantages and disadvantages in communicating a particular message. Hence, attention must be
given to their right selection

4. Decoding by the receiver: Decoding refers to the process by which the receiver assigns some meaning to the
symbols transmitted by the source. In other words, the receiver interprets the message to derive meaning out of it. This
process is called decoding. From the technical point of view, communication becomes complete only when it is
received and understood by the receiver as intended by the sender.

5. Feedback: This is the final phase in the communication process. Feedback determines whether the message is
clearly understood and whether required action is taken by the receiver as intended by the sender. If there are any
differences, it should be corrected with a modified message. The receiver’s response indicates whether the intended
meaning was received. The success of the communication process can be measured only when the sender is able to
receive positive response from the receiver.

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Class Notes by Dipesh Gautam for Rehdon College BBS 1st Year Students

6. Noise: Noise is any element or conditions that interference with the normal flow of information from one person to
another. It disturbs the free flow of information form one person to another. For example, actual noises, such as the
noise of machines, radio, vehicle, people talking loudly, etc. interfere with the message. These prevent the receiver in
properly listening the message. A fax machine would create a noise in the message by transmitting only part of it or
invisibility.

Barriers to effective communication: A number of interpersonal and intrapersonal barriers help

to explain why the message decoded by a receiver is often different than that which the sender intended.

Exhibit: Barriers to effective communication:

1. Filtering: Filtering refers to the way that a sender manipulates information so that it will be seen more favorably by
the receiver. For example, when a manager tells his boss what he feels that boss wants to hear, he is filtering
information. Filtering happens frequently in organization. As information is passed up to senior executives, it has to be
condensed and synthesized by juniors so upper management doesn’t become overloaded with information. The
personal interests and perceptions of what is important by those doing the synthesizing are going to cause filtering.

2. Selective Perception: The second barrier is selective perception. The receiver in the communication process
selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.
Receivers also project their interests and expectations into communications as they decode them.

3. Information Overload: Individual has a finite capacity for processing data. For instance, research indicated that
most of us have difficulty working with more than about seven pieces of information at one time. When the information
exceeds our processing capacity, the result is information overload. Today’s typical executive frequently complains of
information overload. The demand of keeping up with e-mail, phone calls, faxes, meetings, and professional reading
create huge data that is nearly impossible to process and assimilate

5. Language: Words mean different things to different people. Although we speak common language, our usage of that
language is not uniform. Employees in an organization come from different educational, social, and cultural
backgrounds. They have different patterns of speech. Words are often misinterpreted resulting in communication
breakdown.

6. Communication Apprehension: It is estimated that 5 to 20 percent of the population suffers from communication
apprehensions or anxiety. People who suffer from it experiences undue tension and anxiety in oral communication,
written communication, or both. For example, oral apprehensive may find it extremely difficult to talk with others face
to face or become extremely anxious when they have to use the telephone. As a result, they may rely on memos or
faxes to convey messages when a phone call would not only be faster but more appropriate.

How can mangers overcome communication barriers?

Exhibit: Overcoming Barriers to effective communication:

1. Use feedback: Many communication problems can be directly attributed to misunderstandings and inaccuracies.
These problems are less likely to occur if the manger uses the feedback loop in the communication process. This
feedback can be verbal or nonverbal. If a manager asks a receiver, “Did you understand what I said?” the response
represents feedback. Feedback should include more than yes and no answers. The manger can ask a set of questions
about a message in order to determine whether the message was received as intended.

2. Simplify language: Because language can be a barrier, manager should choose words and structure their messages
in ways that will make those messages clear and understandable to the receiver. The manger should consider the
audience to whom the message is directed so that the language will be tailored to the receivers. Communication is
effective when a message is both received and understood. Understanding is improved by simplifying the language
used to the intended audiences.

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Class Notes by Dipesh Gautam for Rehdon College BBS 1st Year Students

3. Listen actively: Listening is an active search for meaning. In listening, two people are thinking-the receiver and the
sender. Many of us are poor listeners. Why? Because listening is difficult; and it is, usually, more satisfying to be the
talker. Active listening is enhanced by empathy with the sender-that is, by placing ourselves in the sender’s position.
Because senders differ in attitude, interests, needs and expectation, empathy makes it easier to understand the actual
content of a message.

4. Constrain emotions: It is wrong to assume that managers always communicate in a fully rational manner. We know
that emotions can severely distort the transference of meaning. A manager who is emotionally upset over an issue is
likely to interpret the incoming messages wrongly and fail to express his/her outgoing messages clearly and accurately.
What can the manager do? The simplest answer is to stop communicating until he/she becomes free form emotions.

5. Give emphasis on nonverbal cues: Action speak louder than words. Given this fact, the effective communicator
watches his/her nonverbal cues to ensure that they, too, convey the desired message.

Communication Structure: Communication structure is a pattern or network through which the members of a
group or organization communicate with each other. Four major types of communication structure can be found in
organization. These are: wheel, chain, circle, and all-channel.

1. Wheel network: This structure is wheel shaped. Under this network, the leader of the organization works as a central
person to accumulate information and to disseminate it to all the members. Thus, the total communication relies on the
middle person or the leader to act as a center for the group’s communication. Those on the end of the wheel do not
communicate with each other. This is an example of communication in a group.

2. Chain Network: The chain network has all the appearances of an organizational chain of command. In this network,
each member communicates with a person immediately above and below him or her. It is an example of vertical
hierarchy, where communication takes place upward and downward the structure. This type of network is common in
all organizations where hierarchy of authority and responsibility is clearly defined among the members. If the task
involved is of sequential nature, communication takes place only with the persons linked in the sequence.

3. Circle Network: This is a unique type of communication structure. In this network, a person can communicate to
other person next to his right or left but not with any other members of the group. For example, in a meeting, a member
converses with the member on his right or left. This structure is often found in the working of a task force or committee

4. All-Channel Network: In this structure, members have no restriction and boundaries to convey their information.
They have more freedom to flow information among the group members. This type of communication structure is
found in informal groups that have no formal structure, leader, or task to accomplish. In a decision-making task, this
structure may be suitable. Every member communicates with others in evaluating all possible alternatives.

Types of Communication: Communication is the sharing or exchange of thought by oral, written, or nonverbal
means. Depending upon the requirements, different communication channels can be sued to transfer information on the
basis of their effectiveness. In organization, information flows in three direction-down, up, and sideways- through
formal and informal channels. There are four type of communication.

1. Formal Communication: Formal communication is the official channel of communication that flows through
established line of authority. It has a distinct path that is institutionally determined and controlled by the management
to communicate information. The management decides which information to share, with whom, and when. Examples
of formal communication include official letters, memos, notices, newsletters, report, staff meetings, and the like.

The form of formal communication are downward, upward and sideward exchange of information.

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Class Notes by Dipesh Gautam for Rehdon College BBS 1st Year Students

Downward communication: In downward communication information flows from superior to subordinates in the
management hierarchy. It deals with the information related to instructions, plans, policies, etc. such information is
essential to maintain regular operation of the enterprise to meet planned objectives.

Upward Communication: In upward communication information flows from subordinates to superior in an

organization. It deals with information related to employee suggestion, grievance procedures, meetings, or problem-
solving groups. Such information enables the management to know what is actually happening in all the department of
the organization. It helps the manager to maintain effective control over the organizational performance.

Sideways Communication: In sideward communication system information flows among the employees having equal
level of authority where employees of the same level exchange ideas, views, experience, and knowledge among each
other. For example, exchange of information between a marketing manager and a production manager.

2. Informal communication: It is an unofficial form of communication. It is free from all sorts of formalities. It occurs
outside the formal channels. Members of an informal group exchange their opinions, views, ideas, and other
information to each other. The information flowing through this channel is not officially approved. However, much of
the communication in organization takes place informally. Employees communicate with one another to maintain their
social relationship and friendship.

The most common form of informal communication includes the grapevine, rumors, and non-verbal communication.

The Grapevine: The grapevine is the informal, confidential communication network that quickly develops within
any organization to supplement the formal channels. Grapevine cuts across the formal channels of communication; it
follows relationship and networking patterns within and outside the organization, rather than the formal, rational ones
imposed by the organization's hierarchy. Thus, people gathering around the water cooler or in the cafeteria, may be
from different divisions of a company, but share information to pass the time.

The grapevine has several functions in the organization. It carries information inappropriate for formal media. Fearing
legal actions, most organization would rarely use printed media to share opinions on the competence, ethics, or
behavior of others. At the same time, they will freely discuss these informally on the grapevine. Similarly, the
grapevine will carry good or bad news affecting the organization far more quickly than formal media can.

John Newstrom and Keith Davis (1993) have identified four possible types of grapevine chains:
Single-stand chain: Person A tells something to person B, who tells to the person C, and so on down the line. In this
chain, each person tells to the one next to him/her
Gossip chain: One person seeks out and tells everyone the information of an interesting, but non-job-related nature. In
this chain, one person tells the information to all
Probability Chain: Individuals offer information to others indifferently. In this chain, one person randomly tells the
information to others.
Cluster Chain: It is the dominant grapevine pattern. In this pattern person A conveys the information to a few selected
individuals, some of whom inform a few selected others. In this chain, the person tells the information to the selected
ones.

The Rumors: Rumors refer to an unverified belief that circulates in an organization. It is a widely spread opinion
without authority for its truth. They are spread throughout the organization. Hence, such rumors are the every day
reality of organizations. Rumors can be expected during disasters, social disturbances, food shortages, etc. These are all
important issues that arouse fears. A rumor has three components: target, allegation and source. The target is the object
of the rumor. The allegation is the point about the target. And source is the communicator of the rumor.

3. Interpersonal communication: Interpersonal communication is a two-way communication system. It takes place

between two individuals or group of individuals in face-to-face or through direct contact. This is the primary means of
communication in the workplace. In this method both the parties exchange their views and news in a direct way. For

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Class Notes by Dipesh Gautam for Rehdon College BBS 1st Year Students

example, a manager provides direction and guidance to subordinates to perform given jobs; similarly, subordinate
communicate the progress of work and also suggestion to resolve problems in performance.

The important methods of interpersonal communication are:

Oral Communication: Oral communication is the exchange of information through spoken words. It takes place in
face-to-face conversation, group discussion, telephone calls, and so on. Oral communication has several advantages.
Questions can be asked and answered. It provides immediate and direct feedback. It develops friendly expression and
sense of belonging among the people. Therefore, oral communication is the essential and most effective form of
interpersonal communication. Its major drawback is that the words spoken by the managers may give a wrong message
to employees.

Written Communication: When information is exchanged through written means, it is known as written
communication. Written communication is the most formal and widely used method of interpersonal communication.
Written communication can be done in the form of letters, circulars, telegrams, memos, reports, manuals, bulletins,
notices, etc. People prefer this form of communication because written matters are easier to follow. If confusions arise,
this can be verified. The advantage of this type of interpersonal communication is that it can be recorded for future
reference and evidence. Its drawback is that it inhibits feedback and is more time consuming and resource consuming.

4. Non-verbal communication:
Nonverbal communication occurs when there is an exchange of information through nonlinguistic signs. It involves
neither written nor spoken words. Nonverbal communication is a valid and rich source of information. Nonverbal
communication serves a variety of purposes, including sending first impressions such as a warm handshake. It also
signals emotions (through tears or smiles), and status (through clothing and jewelry). Nonverbal signals can also signal
when someone is lying; for example when being deceptive, vocal pitch often rises.

Managers must to be aware of non-verbal communication in the workplace. Such communication has its potential
impact. Non-verbal communication should be used to supplement verbal communication.