UNIVERSITI KUALA LUMPUR

MALAYSIA INSTITUTE OF CHEMICAL & BIOENGINEERING TECHNOLOGY

Management for Chemical Engineering Technologists (CJB40403)

Lecturer’s name: Dr. Wan Noor Aidawati binti Wan Nadhari

Assignment 2:

The Role of Communication in Organization

Date:
11st May 2020

Group Members:
No Name Id No.
1. Wan Mohamad Amzar Arsyad bin Wan 55218219022
Zainuzzaman
2. Norasyraf bin Norazilan 55213219017
3. Mohamad Nazmi Bin Mohamad Saghir 55218219005
4. Farahin Nabila Binti Abdul Malek 55217219018
5. Nur Aina Faizah binti Rhahazi 55218118179
6. Nur Athirah binti Mohammad Fauzi 55218118183
1.0 INTRODUCTION

Communication and management are closely linked with each other. Communication
is directly related to the basic management functions of planning, organizing,
leading and controlling. Evaluating business environment, preparing plans and
making decisions requires communication. Delegation, coordination, supervision and
organizational development-all are done by means of communication. Developing
reward system and interacting with subordinates as a part of leading function would
be impossible without communication. Establishing standards, monitoring
performance and taking corrective actions as a part of control also requires
communications. Therefore, communication is termed as the life-blood of an
organization.

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2.0 PLANNING

A communication plan is a policy-driven approach to providing stakeholders with

information. The plan formally defines who should be given specific information, when
that information should be delivered and what communication channels will be used
to deliver the information. An effective communications management plan anticipates
what information will need to be communicated to specific audience segments. The
plan should also address who has the authority to communicate confidential or
sensitive information and how information should be disseminated (email, websites,
printed reports, and/or presentations). Finally, the plan should define what
communication channels stakeholders will use to solicit feedback and how
communication will be documented and archived. Communication plans play an
important role in change management. An effective communication strategy can help
break down resistance to change by getting everyone on the same page and helping
stakeholders become engaged and endorse the need for change and the steps being
taken to bring it about.

2.1 The Role of Planning in Communication Organization

2.1.1 Expectations

The project communication plan sets the standards for how and when communication
takes place. As the project manager, you want to set the tone for all communication
concerning the project. This allows you to maintain control of the project and ensure
all stakeholders receive the necessary information. Set standards for how participants
communicate, including email, meetings, phone calls and memos. For regular
communication such as meetings, timing is another consideration. Schedule weekly
project meetings to keep participants updated on progress.

2.1.2 Consistency

A solid communication plan increases the consistency of how the project is handled.
The participants who follow the plan should communicate consistently with one
another. You also need to ensure that all stakeholders have the same information on

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the project requirements and changes. If some stakeholders aren't informed of
changes, you risk mistakes or delays in the project work.

2.1.3 Productivity

Regular communication allows the employees working on the project to remain

productive. When they are kept in the loop on project happenings, employees will feel
more comfortable with their duties. They are equipped with the necessary information
to keep working rather than stopping frequently to seek out information they are
missing. The employees are also better able to work together with proper
communication, allowing for collaboration and effective performance on the project.

2.1.4 Outcome

A communication plan enables you as the project manager to lead the team to the
desired project outcome. Without proper communication with all stakeholders, you
might fail to meet the requirements of the project. You need clear communication from
the stakeholders to figure out exactly what they want and need from the project. For
example, if you are developing a software program for a third party, regular
communication with the third party is imperative to figure out exactly how they want
the software to work. Continued communication ensures that the final product will meet
the expectations when it is delivered.

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3.0 ORGANIZING

Organizing is the function of management that involves developing an organizational

structure and allocating human resources to ensure the accomplishment of objectives.
The structure of the organization is the framework within which effort is coordinated.
Decisions made based on the structure of an organization that are generally referred
to as an organizational design decision. Thus, organizing also requires effective
communication with others about their job task. Similarly, leaders as managers must
communicate effectively with their subordinates so as to achieve the team goals.

3.1 The Role of Organizing in Communication Organization

3.1.1 Efficient Administration

It brings together various departments by grouping similar and related jobs under a
single specialization. This establishes coordination between different departments,
which leads to unification of effort and harmony in work. It governs the working of the
various departments by defining activities and their authority relationships in the
organizational structure. It creates the mechanism for management to direct and
control the various activities in the enterprise.

3.1.2 Resource Optimization

Organizing ensures effective role-job-fit for every employee in the organization. It

helps in avoiding confusion and delays, as well as duplication of work and overlapping
of effort.

3.1.3 Benefits Specialization

It is the process of organizing groups and sub-divide the various activities and jobs
based on the concept of division of labor. This helps in the completion of maximum
work in minimum time ensuring the benefit of specialization.

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3.1.4 Promotes Effective Communication

Organizing is an important means of creating coordination and communication among

the various departments of the organization. Different jobs and positions are
interrelated by structural relationship. It specifies the channel and mode of
communication among different members.

3.1.5 Creates Transparency

The jobs and activities performed by the employees are clearly defined on the written
document called job description which details out what exactly has to be done in every
job. Organizing fixes the authority-responsibility among employees. This brings in
clarity and transparency in the organization.

3.1.6 Expansion and Growth

When resources are optimally utilized and there exists a proper division of work among
departments and employees, management can multiply its strength and undertake
more activities. Organizations can easily meet the challenges and can expand their
activities in a planned manner.

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4.0 LEADING

4.1 Managerial communication

Managerial communication is a function which helps managers communicate with

each other as well as with employees within the organization. Communication helps
in the transfer of information from one party also called the sender to the other party
called the receiver. Managerial Communication helps in the smooth flow of information
among managers working towards a common goal. The message has to be clear and
well understood in effective communication. The team members should know what
their manager or team leader intends to communicate. Effective managerial
communication enables the information to flow in its desired form among managers,
team leaders and their respective teams. Managerial communication of the following
two types:

 Interpersonal Communication: Interpersonal communication generally takes

place between two or more individuals at the workplace.
 Organizational Communication: Communication taking place at all levels in the
organization refers to organizational communication.

4.1.1 Ways of Managerial Communication

A successful manager is one who communicates effectively with his subordinates. It

is really essential for managers to express their views clearly for the team members
to understand what exactly is expected out of them. Usually there are two ways
managers communicate amongst themselves and with their subordinates:

4.1.1.1 Verbal Communication

Communication done with the help of words is called as verbal communication. No

written records are available in verbal communication. In verbal communication
individuals need to be very careful about their speech. What they speak and how they
speak matter a lot. Managers must choose the right words to address their team

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members. Make sure you do not confuse your team members. One has to be loud and
clear while interacting with employees at the workplace. Be very clear and precise.

4.1.1.2 Written Communication

Communication is also done through emails, letters, manuals, notices and so on. Such
mode of communication where written records are available is often called written
communication. Managers must inculcate a practice of communicating through emails
with their juniors as it is the one of the most reliable modes of communication. It is
essential for the managers to master the art of writing emails. Avoid using capitals,
bright colours, designer font styles in official mails. Make sure your signatures are
correct.

4.1.2 Organizational Communication

4.1.2.1 Formal Communication

Communication which follows hierarchy at the workplace is called as formal

communication. Employees communicate formally with each other to get work done
within the desired time frame.

4.1.2.2 Informal Communication

Employees also communicate with each other just to know what is happening around.
Such type of communication is called as informal communication and it has nothing to
do with designation of individuals, level in the hierarchy and so on.

4.1.3 Direction of Communication Flow

4.1.3.1 Upward Communication

Flow of information from employees to managers is called upward communication.

Upward communication takes place when employees share their views with their

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managers on their nature of work, job responsibilities and how they feel about the
organization on the whole.

4.1.3.2 Downward Communication

Downward communication takes place when information flows from managers to the
subordinates. Managers often give orders and directions to their subordinates as to
what to do and how to do various tasks. Such type of communication is called
downward communication.

4.1.3.3 Lateral communication

Lateral communication is communication that takes place among employees on the

same organizational level. In today’s dynamic environment, horizontal
communications are frequently needed to save time and facilitate coordination. Cross-
functional teams, for instance, rely heavily on this form of communication interaction.
However, conflicts can arise if employees don’t keep their managers informed about
decisions they’ve made or actions they’ve taken.

4.1.3.4 Diagonal communication

Diagonal communication is a communication that crosses both work areas and

organizational levels. Communication held between different structures of
organization. It is the communication between the higher and lower sectors of
organization. It is also known as cross-functional communication.

4.1.4 Organizational Communication Networks

The vertical and horizontal flows of organizational communication can be combined

into a variety of patterns called communication networks. Figure 1 illustrates three
common communication networks.

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 Figure 1. Organizational Communication Networks

4.1.4.1 Types of communication networks

In the chain network, communication flows according to the formal chain of command,
both downward and upward. The wheel network represents communication flowing
between a clearly identifiable and strong leader and others in a work group or team.
The leader serves as the hub through whom all communication passes. Finally, in the
all-channel network, communication flows freely among all members of a work team.
Which form of network you should use depends on your goal. Figure also summarizes
each network’s effectiveness according to four criteria: speed, accuracy, the
probability that a leader will emerge, and the importance of member satisfaction. One
observation is immediately apparent: No single network is best for all situations.

4.1.4.2 The Grapevine

Grapevine communication is informal organizational communication network. The

informal workplace dialogue in its purest form: it is characterized by conversations
between employees and superiors that do not follow any prescribed structure or rule-
based system. Grapevine communication spreads rapidly and likely touches each
person throughout the organization.

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4.2 Motivating Employee

Motivation is derived from the word 'motive' which describes needs, level of desires,
or efforts within the individuals. Motivation is the process of stimulating people
behavior in order to accomplish targeted goals and results. One of the most important
duties as a manager or leader is to motivate and inspire employees to ensure that
organization’s goal is achievable. Employee motivation is defined as the enthusiasm,
energy level, commitment and the amount of creativity that an employee brings to the
organization on a daily basis. Employees who are motivated will perform at their best
by becoming more productive, more engaged and feel more invested in their work.
When employees feel like this, it helps them and their managers to become more
successful. (What Is Motivation in Management? - Definition, Process & Types, 2014).

4.2.1 Types of Motivation

Table 1. Type of Motivation

Intrinsic Extrinsic
Definition Doing something on its own that Doing something from outside
comes from inside and gain self- sources and generates reward
reward. controlled by others.
Purpose of Enjoyment in the process itself. Benefits derived from participating.
participation
Emotions Pleasant (freedom, happy, Tension and pressure (approval not
experienced enjoyment, relaxation) under their controlled)
Rewards Affective rewards (example: Social or material reward (example:
satisfaction, pride, self-expressions) pay check, job promotion)
Example I want to feel good about my I want to be recognized by the public
motivation performance. for my ability

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4.2.2 How to Motivate Employee?

4.2.2.1 Praise.

Manager should praise their employees if they have done a good job. Employees must
want to heard from the managers if they are doing good or otherwise because they
need to know their level for improvement. By praising, they will become excited to
continue their success in the next job because they were expecting more from
manager so they will be work more to reach the expectation. However, it must be an
honest praise.

4.2.2.2 Encourage autonomy.

Let one employee to be a leader sometimes, if manager have a trust in the employee
that they can handle the project. They will become motivated if they are in charge of
their own destiny. Do not control them, let them have freedom and enjoy doing the job.
This will improve their work because they will not let a manager disappointed after
putting trust to them.

4.2.2.3 Treat them with respect.

Managers should not and never juvenile and insult employees. Just treating
employees like they are intelligent adults. When a manager respects their employee,
they will treat and see a manager as a good leader and will serve the best of
themselves in any work given.

4.2.2.4 Allow honest criticism and complaints.

Let employee voice out their complaints openly and plainly. Accept any criticism from
employees can allow plenty of leeway before the authority is compromised.

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4.2.2.5 Ensure a healthy work life balance.

As a manager, do not demand or force the employees to work overtime every week.
Employees does not want to be worked to the bone. The healthy and work life of
employees must be balanced in order to ensure their productivity is maximal.
Employees will be happy and energetic in such environment. If they have a good
reason, let them took a day off sometimes.

4.2.2.6 Be fair.

Treat employees fairly to ensure the continuous of the company and to gain respect
from the employee. Value and appreciate everyone fairly without petting anyone. A
boss who has double standards for pet employees will destroy office morale.

4.2.2.7 Pay them more.

Clearly, the most effective motivation of all is money. Employees do a job to earn
money. By giving them rewards in form of money, they will always feel wanted to give
more successful outcomes in their jobs. If it was impossible to raises salary, give them
bonus when the company occur to make extra income to boost their efforts.

4.2.3 Motivational Theories

4.2.3.1 Maslow's Hierarchy of Needs Theory

Abraham Harold Maslow's Hierarchy of Needs theory states that motivation stems
from various sets of needs. Based on interpretations of the theory, an individual will
not seek to satisfy higher-level needs until he fulfils his lower-level needs according to
the hierarchy. If a manager wants to appeal to self-actualization needs, he may offer
to develop an employee's potential and reward him with a promotion if he meets
performance requirements.

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 Figure 2. Maslow's Hierarchy of Needs Theory

4.2.3.2 Herzberg's Two-Factor Theory

Frederick Irving Herzberg states that there are certain factors in the workplace that
cause job satisfaction (motivation factors) while a separate set of factors cause
dissatisfaction (hygiene factors), all of which act independently of each other. In order
to improve job attitudes and productivity, administrators must recognize and attend to
both sets of characteristics because an increase in satisfaction cannot leads to
decrease in dissatisfaction. Herzberg thought that companies should use both hygiene
and motivational factors. For example, to ensure motivation, a manager might want to
pay his employees market wages or higher and praise their job performance formally
and informally.

Figure 3. Herzberg's Two-Factor Theory

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4.2.3.3 Equity Theory

J. Stacy Adams' equity theory states that employee’s input (efforts) and output (results)
was aimed to be equitable at workplace. For example, employees will reduce the job
performance if they believe the reward will be less than his peers for the same amount
of effort. The same activity might occur if the employee feels that his employer is
rewarding him too much relative to his peers. Managers can apply this theory by trying
to pay equitable for the same amount of work.

Figure 4. Adam’s Equity Theory diagram

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5.0 CONTROLLING

One of the most critical management functions is control. It is actually a function that
is performed by all managers at all levels of the organization. Communication in
management is a critical key to managing all channels of communication so
miscommunication does not occur. It enables leader to get the information they need
when they are expecting them to use the methods they want. Controlling is the last
management process function that takes place after planning, organizing and leading.
Communication also helps to control operation; it helps in different ways to monitor the
actions of organizational members.

5.1 The Role of Controlling in Communication Organization

5.1.1 Accomplishing Organizational Goals

The controlling function is an achievement of steps that further progress towards the
organizational objectives and bring the deviations to light and imply corrective action.
Hence it helps direct the organizational objectives that can be accomplished by
executing a control function.

5.1.2 Judging Accuracy of Standards

A good control system enables management to check whether the standards set are
correct & objective. The efficient control system also helps in keeping careful and
progress check on the changes which help in taking the major position in the
organization & in the environment and also helps to review & revise the standards in
light of such changes.

5.1.3 Making Efficient Use of Resources

Another essential feature in controlling is that, each operation is carried out in such a
way as to ensure that the resources are used in the most effective and productive
manner for the future availability of resources in compliance with established
standards & requirements.
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5.1.4 Improving Employee Motivation

Another essential role is controlling helps to maintain a good management structure

that ensures each employee knows well in advance what they expect and what
performance expectations they will be measured on the basis of. Therefore, it helps
inspire and improve their ability to make them perform better.

5.1.5 Ensuring Order & Discipline

Controlling creates an organizational environment of order & discipline that makes the
workers reduce dishonest behaviour. This keeps a close watch on employees'
behavior and the company will track and figure out the dishonest workers by using
computer monitoring as part of its control system.

5.1.6 Facilitating Coordination in Action

The final important controlling role is that each department & employee is regulated
by such pre-determined expectations and priorities that are well versed and
coordinated with each other. This means that organizational priorities are met in a
comprehensive manner.

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