ENGINEERING MANAGEMENT

COMMUNICATING
COMMUNICATING

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

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

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

WHAT COMMUNICATION IS

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

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

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

Communication may be used to serve any of the following functions:

1. Information function – information provided through communication may be used for

decision-making at various work levels in the organization. A construction worker, for
instance, may be given instructions on the proper use of certain equipment. This will later
provide him with a guide in deciding which equipment to use in particular circumstances.
Another concern is the manager who wants to make sure that his decision in promoting an
employee to a higher position is correct. Through communication, the information provided
will minimize if not eliminate the risk.
2. Motivation function – Communication is also oftentimes used as a means to motivate
employees to commit themselves to the organization’s objectives.
3. Control function – When properly communicated, reports, policies, and plans define roles,
clarify duties, authorities, and responsibilities. Effective control is, then, facilitated.
4. Emotive function – When feelings are repressed in the organization, employees are affected
by anxiety, which, in turn, affects performance. Whatever types of emotion are involved,
whether satisfaction, dissatisfaction, happiness, or bitterness, communication provides a
means to decrease the internal pressure affecting the individual.

THE COMMUNICATION PROCESS

The communication process consists of eight steps which are as follows: develop an idea,
encode, transmit, receive, decode, accept, use, and provide feedback.

Figure 1.1 The Communication Process

who
develops accepts or
SENDER encodes RECEIVER receives decodes
idea rejects
message
Develop an Idea

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

Encode

The next step is to encode the idea into words, illustrations, figures, or other symbols suitable
for transmission. The method of transmission should be determined in advance so that the idea may
be encoded to conform with the specific requirements of the identified method.

Transmit

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

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

Receive

The next step in the communication process is the actual receiving of the message by the
intended receiver. The requirement is for the receiver to be ready to receive at the precise moment
the message relayed by the sender.

The message may be initially received by a machine or by a person. In any case,

communication stops when the machine is not turned or turned on to receive the message, or the
person assigned to receive the message does not listen or pay attention properly.
Decode

The next step, decoding, means translating the message from the sender into a form that will
have meaning to the recipient. If the receiver knows the language and terminology used in the
message, successful decoding may be achieved. Examples of various terms encoded and decoded
are shown in Figure 6.3.

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

Accept

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

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

Figure 6.3 Examples of Encoded and Decoded Information

Where Used Encoded Decoded

Selling 5/10; n/30 Sales on account is allowed

A five percent discount is

deducted from total price if
settled within ten days.
Account must be settled
within 30 days.

Flowcharting Start Indicates beginning of a

flowcharting activity.
 A basic queuing system
configuration indicating a
Production
single-channel, single-phase
system.

As the supervisor feels that he was not consulted in the hiring process, he thinks that his only
obligation is to accept the employee in his unit and nothing more.

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

1. the accuracy of the message;

2. whether or not the sender has the authority to send the message and/or require action; and
3. the behavioral implications for the receiver.

Use

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

Provide Feedback

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

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

FORMS OF COMMUNICATION
 Communication consists of two major forms:

1. verbal and;
2. nonverbal.

Verbal Communication

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

Oral communication mostly involves hearing the words of the sender, although sometimes,
opportunities are provided for seeing the sender's body movements, facial expression, gestures, and
eye contact. Sometimes, feeling, smelling, tasting, and touching are involved.

An alternative to oral communication is the written communication where the sender seeks
to communicate through the written word. The written communication is, sometimes, preferred over
the oral communication because of time and cost constraints. When a sender, for instance, cannot
meet personally the receiver due to some reason, a written letter or memo is prepared and sent to
the receiver.

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

Nonverbal Communication

Nonverbal communication is a means of conveying message through body language, as

well as the use of time, space, touch, clothing, appearance, and aesthetic elements. Body language
consists of gestures, bodily movement, posture, facial expression, and mannerisms of all kinds.

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

Various factors may impede the efficient flow of communication. Any of these factors may
derail the process at any given period. Even if everything is already properly planned, the timing
may be affected by the factors.

Types of Barriers
1. Personal Barriers
Personal Barriers are hindrances to effective
communication arising from a communicator’s characteristics as
a person, such as emotions, values, poor listening habits, sex,
age, race, socioeconomic status, religion, education, etc.
2. Physical Barriers
Refer to interference to effective communication occurring in the
environment where the communication is undertaken such as loud noises,
distance, walls, etc.
3. Semantic Barriers
Semantics – the study of meaning as
expressed in symbols. When the wrong meaning is
interpreted by the receiver, misunderstanding occurs.
This is then considered as a barrier to communication.
Semantic barrier may be defined as an “interference
with the reception of a message that occurs when the
message is misunderstood even though it is received exactly as transmitted.”

OVERCOMING BARRIERS TO COMMUNICATION

When communication barriers threaten effective performance, certain measures must be

instituted to eliminate them. Here are some recommended measures:
1. Use feedback to facilitate understanding and increase the potential for appropriate action.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use multiple channels so that the accuracy of the information may be enhanced.
4. Use simplified language that is easily understandable, and which eliminates the possibility of
people getting mixed-up with meanings.
TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS

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

Downward Communication
Downward communication refers to message flows from higher levels of authority to lower
levels. Among the purposes of downward communication are:
1. to give instructions
2. to provide information about policies and procedures
3. to give feedback about performance
4. to indoctrinate or motivate
Among the techniques used in downward communication are as follows: letters, meetings,
telephones, manuals, handbooks, and newsletters.
Letters are appropriate when directives are complex and precise actions are required. When
orders are simple but the result depends largely on employee morale, techniques that provide
personal interchange like meetings and the telephone, are appropriate. Modern technology has
made it possible for people to hold meetings even if they are thousands of kilometers apart from
each other.
Manuals are useful sources of information regarding company policy, procedures, and
organization. Unlike using persons as sources of information, manuals are available whenever it is
needed.
Handbooks provide more specific information about the duties and privileges of the individual
worker. It has also the advantage of being available whenever needed.
Newsletters provide a mixture of personal, social, and work-related information. Articles about
new hirings, promotions, birthdays of employees, questions and answers about work related issues
are presented.

Upward Communication
There is a need for management to provide employees with all the necessary material and
non-material support it can give. The first requirement, however, is for management to know the
specific needs of the employees. This is the primary reason for upward communication.
 Upward communication refers to messages from persons in lower-level positions to persons
in higher positions. The messages sent usually provide information on work progress, problems
encountered, suggestions for improving output, and personal feelings about work and non-work
activities.
Among the techniques used in upward communication are: formal grievance procedures,
employee attitude and opinion surveys, suggestion systems, open-door policy, informal gripe
sessions, task forces, and exit interviews.
Formal Grievance Procedures. Grievances are part of a normal operating organization. To
effectively deal with them, organizations provide a system for employees to air their grievances.
Holley and Jennings define grievance as “any employee’s concern over a perceived violation
of the labor agreement that is submitted to the grievance procedure for eventual resolution.”
Grievance represent an open, upward communication channel whereby employees can offer
suggestions to management.
Depending on the size and nature of the company, the grievance procedure may consist of a
single step or a number of steps. Companies with a collective bargaining agreement with its union
must refer to the grievance procedure spelled out in the law on labor relations.
Employee Attitude and Opinion Surveys. Finding out what the employees think about the
company is very important. The exercise, however, requires expertise and the company may not be
prepared to do it. If the organization’s operation is large enough to justify such activity, then it must
be done. If the assistance of an outside research firm is considered, a benefit-cost analysis must be
used as a deciding factor.
Suggestion Systems. Suggestions from employees are important sources of cost-saving and
production enhancing ideas. Even if majority of the suggestions are not feasible, a simple means of
acknowledging them contributes to employee morale.
Open-Door Policy. An open-door policy, even on a limited basis, provides the management
with an opportunity to act on difficulties before they become full-blown problems.
Informal Gripe Sessions. Informal gripe sessions can be used positively if management
knows how to handle them. When employees feel free to talk and they are assured of not being
penalized for doing so, then management will be spared with lots of efforts determining the real
causes of problems in the company.
Task Forces. When a specific problem or issue arises, a task force may be created and
assigned to deal with the problem or issue. Since membership of task forces consists of management
and nonmanagement personnel, integration and teamwork are fostered, creativity is enhanced, and
interpersonal skills are developed.
Exit Interviews. When employees leave an organization for any reason, it is to the advantage
of management to know the real reason. If there are negative developments in the organization that
management is not aware of, exit interviews may provide some of the answers.
Horizontal Communication
Horizontal communication refers to messages sent to individuals or groups from another
of the same organizational level or position.
The purposes of horizontal communication are:
1. to coordinate activities between departments
2. to persuade others at the same level of organization
3. to pass on information about activities or feelings
Among the techniques appropriate for horizontal communication are: memos, meetings,
telephones, picnics, dinners, and other social affairs.

MANAGEMENT INFORMATION SYSTEM (MIS)

It was mentioned at the beginning of this chapter that communication may be used to serve
the information function. This means that a way must be devised to allow the organization to absorb
information necessary for effective decision-making. In this regard, companies of various sizes have
organized systems to gather information that will be useful to management.
Management information system (MIS) is defined by Boone and Kurtz as “an organized
method of providing past, present, and projected information on internal operations and external
intelligence for use in decision-making”.
The MIS currently used by corporate firms consists of “written and electronically based
systems for sending reports, memos, bulletins, and the like”. The system allows managers of the
different departments within the firm to communicate with each other.
 Manufacturing

Finance Marketing

MANAGEMENT
INFORMATION
SYSTEM

Engineering Personnel

Research and
Development

Figure 5. The MIS and Its Relation with the Different Departments of the Organization

The Purposes of MIS

The MIS is established for various reasons. Wheelen and Hunger enumerate them as follows:
1. To provide a basis for the analysis of early warning signals that can originate both externally
and internally.
2. To automate routine clerical operations like pay-roll and inventory reports.
3. To assist managers in making routine decisions like scheduling orders, assigning orders to
machines, and reordering supplies.
4. To provide the information necessary for management to make strategic or non-programmed
decisions.