REDEFINE COMMUNICATION

FOR MANAGERS TO ADJUST &

EXCEL THE BUSINESS
OPERATION IN THE COVID-19
PANDEMIC ERA

A F Ataur Rafee
Roll Number: 2110034103
26th Batch EMBA
Management Studies
Rajshahi University
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TABLE Of CONTENTS
INTRODUCTION:....................................................................................................................................... 1

DEFINING COMMUNICATION................................................................................................................ 2

FORMS OF COMMUNICATION............................................................................................................... 2

EFFECTIVE COMMUNICATION............................................................................................................. 4

BUSINESS COMMUNICATION................................................................................................................ 5

TYPES OF BUSINESS COMMUNICATION............................................................................................. 5

REDEFINING COMMUNICATION FOR MANAGERS IN COIVD-19 ERA...........................................7

CONCLUSION.......................................................................................................................................... 11

WORKS CITED......................................................................................................................................... 12

ENDNOTE................................................................................................................................................. 13

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INTRODUCTION:
Communication is one of the very vital factors for a business organization. In every step of
managing a business organization there is need of communication. But because of the stay-at-
home policy imposed by some of the government of the world to reduce the number of
affected, the communication process in a business organization became changed. Before
COVID-19 pandemic the communication process in an organization was mainly face to face.
But as the shutdowns started, and people started to stay at home the communication process
became online based. Different types of online platforms became prevalent for the easy
management of day-to-day office works. (International Labour Organization 2020) These
online platforms helped the organization to do work, manage the employees, do meetings, and
many other organizational tasks which were been done in a regular basis in the office
environment.
Due to COVID-19 pandemic in the year 2020 the whole world had to witness inevitable
profound changes in all aspects of life. Particularly, the firms and the production sector
suffered a lot of loss even greater than the Great depression and the Second World War.
(Roubini 2020) The main reason behind this was because of the fast dispersal of the COVID-
19 virus many countries have implemented such policies which advocated “stay-at-home” or
“social distancing.” (Donthu and Gustafsson 2020) Even though because of this intervention
it has been possible to manage the pandemic from the health point of view which resulted in
the limiting of the victims, (Painter and Qiu 2020) but also it has opened up numerous
scenarios where the business is facing difficulty, low demand, interruptions and disturbances
in supply chain and many more. (Miklós and Pető 2020) One of the most affected sectors was
tourism, (Gössling, Scott and Hall 2020) which was later followed by numerous other sectors
such as food, sport, and agriculture. (Gray 2020) (Ratten 2020) These effects have also
affected the dynamics of consumptions and on the attitude of consumers. People reacted to
restrictions by implementing panic purchasing behaviour (Yuen, et al. 2020) which shifted
their attention to purchasing online. (Gao, et al. 2020) In this case of online purchasing,
technology has pushed the firms to initiate or complete the digital transition process. From the
medical field, education, commerce, and management in general, technological tools have
continued in various ways the since the early stages of the pandemic. (Woolliscroft 2020)
(Dhawan 2020) (Verma and Gustafsson 2020)

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Communication in a business organization is very much important. This article is going to

explore the ways in which we communicate in an organization has changed in a business
organization during COVID-19 pandemic era.

DEFINING COMMUNICATION
Communication comes from the Latin words: Cum which means “with” and Munus which
means “service, duty, office”.  When combined, Cum Munus means “performing an office
with”. After Cum Munus, it became Communis which means “joint, used by two”. As proof
of how dynamic language is, it became Communicare which means “to share, to divide with”.
So, we can say that communication is a process where somethings are imparted on or it can
also mean to share something so that it is common to everybody participating.
Louis A. Allen defines communication as the sum of all the things one person does when he
wants to create understanding in the mind of another which involves systematic and
continuous process of telling, listening and understanding. (Bhatnagar 2011)
According to Brown communication is “a process of transmitting ideas or though from one
person to another, for the purpose of creating understanding in the thinking of the person
receiving the communication”. (Ndidi 2015)
While defining communication Weihrich H. Koontz said it is the transfer of information from
a sender to a receiver, with information being understood by the receiver. (Koontz 1993)
And in the words of Kelly, “Communication is a field of knowledge dealing with systematic
application of symbols to acquire common information regarding an object or event.
So, from the definition of this authors we can define communication as the process of
transmitting message from a person to another person in a way that the message is received by
a receiver and understood by them to partake in the discussion if needed.

FORMS OF COMMUNICATION
Generally, communication can be divided into two basic categories namely Verbal
Communication and Non-verbal communication. Verbal Communication refers to the
production of spoken language to send an intentional message to a listener. (McDuffie 2021)
On the other hand, non-verbal communication is the most basic form of communication. It is
all the cues, the gestures, vocal qualities, special relationships, attitude towards time that
allow us to communicate without words. The concept of non-verbal communication lies with
the observer, who both reads specific signals and interprets them in the context of a particular
situation and a particular type. Non-verbal communication embraces all body language
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communication, and also includes clothing and adornment, environmental factors and even
the manner in which we use time. (Eunson 2012) There are many types of non-verbal
communication, such as facial expression and eye behaviour, gestures and postures, vocal
characteristics, personal appearances, touching behaviour, and use of time and space.

BARRIERS OF COMMUNICATION
Countless barriers to communication can hinder any face of the communication process.
Noise is an obstruction in the communication process that garbles or obscures the sender’s
meaning. These types of barriers can exist between people and within organisation.
Communication barriers between people can happen because of the difference in perceptioni,
incorrect filteringii, language problemsiii, poor listeningiv, differing emotional statesv or even
because of differences in backgroundvi. Communication barriers within organisation may
happen because of different reasons. Notable among these are as follows:
 Information Overload: The audience’s ability to concentrate effectively on the most
important message is reduced if there is too much or too little information. People
sometimes try to cope up with too much information by ignoring some of the
messages, by delaying responses to messages them deem unimportant, by answering
only parts of some messages by responding inaccurately to certain messages, by
taking less time with each message or by reacting only superficially to all messages.
 Message Complexity: Some business messages deal with the subject matter that can
be technical or difficult to express. As a result, these types of communication may be
dull and it is a real challenge to make them interesting.
 Message Competition: Sometimes communications are faced with messages that
compete for attention. If someone is talking on the phone while scanning a report, both
messages are apt to get short shrift. Even the message that the sender is sending may
have to compete with a variety of interruption.
 Differing Status: Employees of low status maybe overly cautious when sending
messages to managers and may talk only about subjects that they think the manager is
interested in. Similarly, higher status people may distort messages by refusing to
discuss anything that would tend to undermine their authority in the organization.
 Lack of Trust: There is a need of creating an atmosphere of fairness and trust within
the organization for communication to be successful. It can be avoided if the managers

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share key information with colleagues and employees, communicate honestly, and
include all employees in decision making if possible.
 Incorrect Choice of Medium: If the medium of communicating is incorrect then the
message will be distorted so that the intended meaning is blocked.
 Closed Communicating Climate: A directive, authoritarian style of communication
blocks the free and open exchange of information. To overcome climate barriers,
spend more time listening than issuing orders.
 Unethical Communication: Ethical messages are crucial to any organization’s
credibility and success. To overcome ethics barries, the message should include all the
information that ought to be there and at the same time, the messages should
completely truthful.
 Physical Distortion: Communication barriers can sometimes be physical such as bad
connection, poor acoustics and illegible copy. At the same time, the receiver may be
distracted by an uncomfortable chair, poor lighting or some other irritating condition.

EFFECTIVE COMMUNICATION

One of the most important features of communication is that it needs to be effectual and well-
organized for better and smooth functioning of an organization. Effective communication can
be defined as communication between two or more persons in which the intended message is
properly encoded, delivered through appropriate channel, then received, and after that
properly decoded and understood by the recipients.

In other words, communication is said to be effective when all the parties (sender and
receiver) in the communication, assign similar meanings to the message and listen carefully
to what all have been said and make the sender feel heard and understood.

In a business organization, communication is said to be effective when the information or

data shared among the employees effectively contribute towards organization’s commercial
success. In order to the communication be effective the message should be clear, correct,
complete, precise. At the same time, the reliability of the message should be ensured and also
the recipient should be considered and the tone attitude, language, position of the receiver
should be considered.

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BUSINESS COMMUNICATION
Business communication is not a new concept. The process of business communication is
same as general communication but the only difference is that of the application to the
situation. Generally, business deals with a lot of things which includes different types of
economic activities. These economic activates in turns generates profit.
While defining Business Communication Lesikar and Pettit said, “Business communication
is the ingredient that makes organization possible. It is the vehicle through which the basic
management functions are carried out.”
William Scott defined business communication as “Business communication is the
transmission and accurate imitation of ideas ensured by feedback for the purpose of the
accomplishing organizational goals.”
W. H Meaning defined business communication as, “The exchange of ideas, news, and views
in connection with the business among the related parties is called business communication.”
So, we can conclude by saying that, business communication is the type of communication
that deals with the communication activities inside and outside the organization.
Communication in the business organization have a wider level of reach, because the
communication deals with a wide range of activities.

TYPES OF BUSINESS COMMUNICATION

Business communication can be divided broadly into two categories. 1. Internal
Communication and 2. External Communication.
1. Internal Communication: The exchange of information that happens within the
organization is known as internal communication. Each organization has its own
approach to transmit information through the organization. The forms of internal
communication may include Letters, Memo, Notices, Instructions, Orders, Circulars,
Reports, Announcements, Opinions, Suggestions, Complaints, Magazines and
Manuals. Internal Communication may happen in different ways. Such as
a. Downward and Upward, Horizontal, Diagonal: Downward communicating is the
form of internal communication that happens from superior to subordinate. It may
include order, instructions, notices and announcements etc. Upward
communication is the communication from subordinates to superiors, usually it
covers suggestions, complaints, and report etc. Horizontal communication is the
communication that happens in the same level within the organization. It generally

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covers consultations, advice, discussion, meetings etc. Diagonal communication

takes places between people who work in different departments and at different
levels within an organization. Sometimes diagonal communication involves
committees, teams or task forces that are created to solve problems or complete
special projects. This type of communication largely depends on correlation,
goodwill and respect between the parties involved.
b. Formal or Informal: It refers to the official communication within the organization.
It generally follows the channels of formal relationships of authority. Informal
communication, on the other hand, is the unofficial form of communication which
sometimes is described as grapevinevii.
c. Oral, Written or Non-verbal: Oral communication includes face to face talks or
conversations on intercom instrument. Written communication is any type of
communication that happens in a written form. Non-verbal communication are all
the cues, gestures, vocal qualities, special relationships, attitudes toward time that
allow us to communicate without words.
d. Manual or Mechanical Communication: The form of manual communication is the
type of message that are communicated in person, such as sending a letter or notice
thorough messenger or by post, face to face conversation etc. On the other hand,
mechanical communication are the types of messages that are transmitted with the
help of mechanical aids like telephone or television or any other media.
2. External Communication: There is always an interexchange of different types of
messages among the company, customers, vendors, distributors, competitors,
investors, journalists, government and community representatives. External
communication links the organization with the outside world of customers, suppliers,
competitors, and investors. This type of communication includes, acknowledgements,
enquires, quotations, tenders, placement of orders, follow up and reminders, meeting,
greeting, conferences, and notices. External communication can be both inward or
outward. Inward is the communication from outside which includes inward mails,
incoming telephone calls etc. On the other hand, outward is the communication from
organization to outsiders which may include quotation, tenders, acknowledgements
etc.

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REDEFINING COMMUNICATION FOR MANAGERS IN COIVD-19

ERA
There are measures that can be taken at the pre-event and prodromal stage of a crisis. The
enterprises and managers can establish schemes to prevent or curb the effects of a crisis or
disaster (epidemics, terrorist attacks, economic crisis). Even though the firms are not capable
of stopping the crisis mentioned here from occurring but they can detect the crises on time
and apply cooping strategies to lower the risks. By applying well established crisis
management theories allows us to draw valuable insights and develop a suitable conceptual
framework that has its application in enterprise management during COVID-19. There are
few existing theoretical frameworks of crisis management such as Theory of Crisis
Management Teams (CMT), the Stakeholder Theory, and the Distribution Cognition Theory
provides a perspective on vital organizational functions that are building blocks when
designing a successful response plan. (Obrenovic, et al. 2020)
The companies are very much underprepared for a crisis of immense magnitude and at the
same time from the economic implication that stems from crisis despite the prevalence of
contingency and risk management plans which exists in the company. The organizations
which are characterized by a networked arrangement, distributed workforce and direction,
malleable and straightforward guidelines and less correlation are more compliant and can deal
with catastrophic situation more successfully. (Ganatra, Hammond and Nohria 2020)
During a crisis, the resilience, leadership and preparedness of organization, systems and
people are tested. (Germain and McGuire 2014) In order to respond effectively to crises,
organizations, communities and societies must engage in strategic planning and acquire state
of readiness. At the same time, leadership in a crisis demands an integration of skills and traits
that allow a leader to plan for, respond to, and learn from crisis events while under public
scrutiny. (Wooten and James 2008) Some also argues that the crisis leader needs to discharge
two roles: engaging in authentic human acts and delivering institutional messages. (Giglioti
2016) In connection with authenticity, the leader performs the role of comforter and
counsellor so that they can help the individuals to make sense of the crisis and reassuring
them about the future. At the same time the leader has to discharge their role of institution,
where he needs to deliver formal scripted responses often in the form of official statements on
important matters. So, simply we can say that the leader needs to perform different kinds of
roles in order stand tall and firm when a crisis strikes. Implicitly conceptualization is a
realization that crisis leadership is a discursive and co-constructed phenomenon. (Giglioti
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2016) Another key task of the leader is to provide a hopeful, yet realistic vision of the future
during the time of crisis. The vision must be brief, clear, present a challenge to followers and
have the ability to inspire. (Kantabutra 2003)
The increased use of social media is changing how we communicate with one another. In
contrast with traditional communication forms where a more formal. Conventional tone is
expected, the social media facilitated a more conversational, dialogic approach which allows
leaders to present a human face to the crisis and engender personal relationship with others.
(Kulkarni 2019)
The implementation of new technologies to enrich, amendment, or even interrupt business
model, from operation and strategic perspective to gain benefit is well proven. A global health
crisis can quickly put the limelight on the choices to use and adopt certain technologies
considered advanced and critical to the organization’s survival, as occurred during, and can
continue after COVID-19 pandemic. Business has and will continue to experience the
expansion and placement of new disruptive tools into the various aspects of business
organization at an operational and strategic levels. There are numerous benefits of adopting
and implementing advanced technologies by businesses which includes creating additive
capability (Smith and Correa 2005), digitization of internal operation (Caldeira, et al. 2012),
and the creation of social businesses, especially by small and medium scale business
entrepreneurs. (Turkina 2018) Likewise, there are other trending technologies which were
recently created for gradually implementing in the organization, such as ‘Big Data’ analytics,
machine learning, Social Business Intelligence, Internet of Things (IoT), and blockchain
technology. (Arnold, Kiel and Voigt 2016) (Beck, et al. 2017)
A lot changes are coming to business organizations. Leaders of this business organizations
have to think about not only how to cope with the current changes but also what to do to
prepare for future scenarios. One of the challenges that this pandemic possesses is that it has
the potential of changing and reshaping the future of work. Even before the COVID-19 the
surge of automation, the rise of artificial intelligence (AI), and machine learning have
magnified the speed of change. It has changed the way we do our work, the tools we use, the
aesthetic of work. (Centre of The Future of Work 2020) The business approaches for the past
few decades have been influenced by globalization, lean production, just-in-time supply chain
management which have given many organizations to rely on a system of interdependency.
This system of interdependency emphasizes adeptness and reduces cost over self-sufficiency.
It has assisted the organization to outsource by using globalized supply chain with minimal

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inventory. In this system, if any of the components of the supply chain sinks, the entire
system collapses because no one can make a final product with 99% of the parts. COVID-19
has closed production of the world waves, the impact to this system of global interdependency
will have long and lasting effects, and many are still to be realized.
Even though working from home which is a government requirement to curb the spread of
virus has been a new normal for the professional. This has affected in a positive way in most
cases. The work from home incorporates the organizational life with the use of different
terminologies including virtual meetings, virtual desk, online software, e-learning etc. For the
freshers in the job life, work from home experience will be most intense period of their
professional life as the pace of change is extraordinary. In a traditional workplace where
people had to go to the office and work face-to-face, now work from home have replaced it.
The managers have to think about how to communicate effectively in this new normal
situation. The use of technology will greatly support the managers to maintain good
communication with the workers within and outside the organization. Calling, texting,
creating chat group, emails, creating software to manage the workers who are working from
home, using prevalent online meeting software to hold meetings or monitoring workers from
home can be very much useful for the managers. Now the managers have to thinks new ways
to communicate effectively with the workers because of the work from home policy. Virtual
work is an inevitable process due to changes in the world of work with many professionals
having to make adaptation in order to transform their home to a working space. (Kim and
Hollensbe 2017) Organizations will be forced to assess how the employees can sustain
commitment and engage effectively online (Capece and Campisi 2013) and at the same time,
examine whether their organizational response to remote work has proven beneficial. A
number of ways can be effective to properly communicate in the COVID-19 pandemic. These
steps can be 1. Creating a team for centralized communication, 2. Communicating with the
employees, 3. Communicating regularly with the customers, 4. Reassuring shareholders, 5.
Being proactive with the communities.
1. Creating a team for centralized communication: Decentralized communication is
understandable and even desirable in large, complex organization. But when in
emergency or crisis, there is a need of crisis response team. Ideally this teams should
be small which consist of members of the leadership team, some from corporate
communications, and HR executive, and expert in the area of concern if possible. This

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team should meet regularly to monitor the situation, be the source of information to
the other employees, give regular updates, be as transparent as possible.
2. Communicating with the employees: Employees are the most important constituency
of the organization. If they aren’t informed then the communication outside of the
organization will be more difficult. The company needs to demystify the situation for
the employees. In order to communicate with the employees, the organization should
post information regularly either physical location or virtual, describe the decision-
making process. Communicating everyday with the employees, trying to provide
timely information rather than waiting.
3. Communicating regularly with the customers: When we communicate with the
customer it needs a different approach than the employees. The reason behind this is
that the company do not have the same access nor frequency with the customer to
communicate. The company should focus on what is important to the customer at the
time of the pandemic. At the same time, the company should provide relief to the
customer when possible. For example, JetBlue and airline company waived change
and cancel fees for COVID-19 concerns. As a result of this, the current customers
were reassured and brought in new customers. In contrary, the insurance company do
not consider the COVID-19 a valid reason for cancelling flight. Lastly, the company
should be empathetic to the present situation rather than focusing on selling
opportunities. They should rethink advertising and promotion strategies to be more in
line with current zeitgeist. One of the best practices for communicating in crisis was
set by Johnson & Johnson. During the Tylenol Crisisviii they started by speaking
directly, early and often with its customers. It also issued national alert, telling people
to stop consuming Tylenol products, and also established a toll-free number for
consumers to call with questions or concerns.
4. Reassuring Shareholders: The epidemic has created intense instability in the financial
markets and turned what was an incredible bull market into a potential recession. As
the earning season is just around the corner, publicly listed companies have special
responsibility to communicate the impact of the virus on their operation. In order to do
that they need to be transparent in communicating near-term challenges. They also
need to use the crisis as an opportunity to reinforce the corporation’s long-term
fundamentals. Furthermore, they need to communicate about the steps that they are
taking about the problem. In addition to this, they should also be paying attention to

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travel guidance and developing communication plans around the annual meeting
which will include setting the webcast up for the shareholders.
5. Being proactive with the communities: The things happening within the organization
during COVID-19 also affects people in the communities around those organizations.
Organization should do their best to make sure that their action doesn’t affect
negatively. But the managers can think about a crisis as a time to enhance
relationships with the local communities. They can provide resources such as cleaning
supplies or food for those who are in quarantine. Provide transparency about what is
happening within the organization rather than maintain radio silence.
In the time of ambiguity, the managers need to look at communication from the angle of the
audience and have compassion for them rather than fear of doing the wrong thing. This
requires organizations to communicate when they don’t have all of the information, to reveal
as much as they can about the delicate information, and to be attentive about correcting
mistakes without worrying about the ramifications.

CONCLUSION
COVID-19 has challenged and trembled our analogue behaviour and practices to transform
our world. Due to the productive, disruptive and destructive nature of the virus, it has
postured significant social and economic repercussions across different businesses and
sectors. It is also uncertain that if we will be able to keep our jobs or it will be replaced by
machines and at the same time in what way the work will be changed by this pandemic. If
there is any indication in the history, after the event of 9/11 there has been changes in the jobs
of airport security for the entire world. When the pandemic will be finally over, and people
will be going back to their normal life pre-pandemic, will they be able to go back to their
normal work or workplace because the pandemic will change the jobs or the organization. At
present, it is imperative that effective, clear and concise communication within the
organization should be maintained. The managers need to think of new ways to communicate
in the organization so that they can continue to be productive.

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i
Different persons interpret their surround differently as a result they take the meaning of words in different ways.
ii
Filtering is the process of screening out or abbreviating information before the message is passe onto someone else.
iii
The language of person to person or profession to profession differs, and as a result, the meaning may differ
iv
Most common barrier to reception is simply the lack of attention on the receiver’s part.
v
Message contains content meaning which deals with the subject of the message and a relationship meaning which
suggest the nature of the interaction between sender and receiver. Communication can break own when the receiver
reacts negatively to either of these meanings.
vi
Age, education, gender, social status, economic position, cultural background, temperament, health, beauty,
popularity, religion, political belief, even a passing mood can all separate one person from another and make
understanding difficult.
vii
Grapevine communication is defined as unstructured and informal network formed on social relationship rather
than organizational charts or job description.
viii
During the fall of 1982, seven people died after taking Extra Strength Tylenol, which was the best-selling painkiller
on the market. The capsules were injected with cyanide by someone who were never identified.