Name: Muhammad Umar Memon

Roll no: 2K19/BBA/121

Subject: Business Communication
Topic: Summaries
Assigned by: Dr Sami Shaikh
 2021
THE IMPORTANCE OF
COMMUNICATION IN
BUSINESS MANAGEMENT
 CONTENTS

01 Intoduction

02 Importance of Good Communication

03 Communiacation Method

04 Managing Communication in Organizations

 01
Introduction
• Communication is the act of sending a message through different media; it can be
verbal or nonverbal, formal or non-formal so long as it transmits a thought
provoking an idea, gesture, action, etc.
• Good communication is considered a learned skill. Mostpeople are born with
physical ability to talk, but we must learn to speak well and communicate effectively.
• We learn basic communication skills by observing other people and modelling our
behaviors based on what we see.
• It is a process that is essentially a sharing one, a mutual interchange between two or
more persons.In addition ,communication is the exchange of information between
managers.
Theoretical Background

• Communication researchers have increasingly sought to connect and to integrate effects

across levels of analysis, from the "micro" to the macro.
• The social cognitive theory of Albert Bandura (1986) and the transtheoretical model of
Jams Prochaska et al. (1994), for example, recognize that an individuals' behavior is
formed in the context of the larger community and social environment.
• Early studies focused on opinion or attitude change in the context of such variables as the
credibility of the information source, fear, organization of arguments, the role of group
membership in resisting or accepting communication,and personality differences.
• Since the 1960s, however, research has emphasized cognitive processing of information
leading to persuasion. On the other side, recent investigations have shown that business
and management communication becomes a crucial and strategic partner in order for
corporations to achieve their goals
 02
Importance of Good Communication in Organizations
• Communication is an essential part of any company. Moreover, goodcommunication skills
are incredibly important in the business world.
• This central idea is to remember what is communicated especially during times of conflict.
In fact, you are not being effective when your voice rises, your body tenses, or your
temper flares.
• Some scientists believe that in order for successful communication to occur,two things
must be kept in mind;
1. Everyone has his/her own ideas and perceptions and these must be respected.
2. The idea of closure; that every conversation needs closure
• Tucker states that you need to keep in mind that each person comes to the conversation
table with his or her own perception of what happened, what exists, or how to do
something.
• Companies are made up of various types of employees and managers, each with
their own personalities and viewpoints. Therefore, it is important to remember to
respect everyone‘s opinions no matter how different they may be.
• Also, the notion of closure in a conversation is essential because leaving a
conversation up in the air or even with hostility can often result in damaging or
breaking business relationships.
• Good communication is necessary in order for businesses to run successfully and
smoothly.
• While an organization is separated from its environment, it has to have some ways
of communicating with the environment.
• Anything which is external to a system belong to the environment and not to the
system itself
• The environment exerts considerable influence on the behaviour of an organization
at the same time, the organization can do little or nothing to control the behaviour
of the environment.
The importance of communication for a manager

• The most effective managers are those who understand communication and its use in
his organisaion setting.
• Communication is the vehicle that allows managers to fulfil each management function
• To plan successfully, managers must be able of effectively communicate their vision to
the rest of the organization (Radovic Markovic ,M. and Omolaja M ,2009).
• To organize successfully, managers must allow for and encourage free-flowing
communication both up and down the hierarchy, as well as between departments and
colleagues.
• To lead successfully, managers must clearly communicate organizational goals to
employees and through that communication, inspire employees to trust in their
leadership and to perform at the highest levels possible.
• To control successfully, managers must effectively communicate with employees to
monitor progress to reemphasize organizational goals, and to correct on-going
processes.
 03
Communiacation Method
• There are many methods or techniques of communication depending on the nature, scope
and level of technology and those of application of information in the organization.
• In small scale business organizations most communications whether between the business
owner and the workers or between him and his clients are done on face-to-face personal
contacts.
• However, as business expands and nature of operations becomes more complex, there will
normally be the need for more documentations which necessitates written rather than
simple oral communication.
• The giant companies especialliy the multi-products, multinational and trans-national
companies, etc, make use of the modern day high technology.In nearly all these companies,
most communications are done using computers, telephone, Internet, Intercom, telex,
telefax, radiogram, telegram General System of Mobile communications (GSM) and the like.
• Types of communication are in the following slides;
Oral Communication

• This express information through the use of languages, which is composed of words and
grammar.
• To create a thought, words are arrangeed according to the rules of grammar so that the
various parts of speech are in the proper sequence. Then the message is communicated
either in Oral form or Written form.
• Managers communicate with colleagues and employees using such oral media as face-
to-face conversion, telephone calls, (including messages left on answering machines),
private meetings, group meetings, teleconferencing (the use of telephone equipment to
allow people in differing locations to take part in discusion.
• Oral communiction is generally easier and more efficient than written communication. It
allows for immediate feedback.
• Managers tend to rely more heavily on oral than on written communication for sharing
information on a dayto-day basis, although they generally put important messages in
writing.
Electronic Communication
• In many big companies or organizations where computerisation has gained a lot of grounds,
much information is transferred between subsystems by computers.
• Interfaces between modules of computer systems enable automatic transfer of electronic
data in the forms of signals and waves. Consequently, detailes of despatches of good from
stock might be automatically passed on to the sales ledger or accounting subsystems, so that
invoice can be raised.
• Information systems play a vital role in the e-business and e-commerce operations,
enterprise collaboration and management, and strategic success of businesses that must
operate in an internetworked global environment. Access to information and communication
technologies (ICTs) implies access to channels and modes of communication that are not
bound by language, culture or distance.
• Internet services, in conjunction with existing and more widely used communication media,
that enable the broadest enhancement of information and communication resources.
• Presentation of communication is also an integral part of a company‘s success. If anemployee
has a brilliant idea for reducing cost and they have an opportunity to present it to the
President, they must make the most use of the opportunity
 04
Managing Communication in Organizations
• Communication is the key mechanism for achieving integration and coordination of the
activities of specialized units at different levels in the organization (Radovic Markovic, 2011).
• Managing communication in an organization requires more than an understanding of the
communi-cation process. Managers must be effective communicators themselves, and they
mst also encourage employees to communication effectively.
• Every organization has a formal communication system in which the flow of information is
dictated by the offical organisational structure.
• Formal channels follow the organisation‘s arrangement of the various levels, divisions,
departments and job responsibilities.
• Effective vertical communication provides people on lower level with information about
plans, schedules, politics and procedures to help them accomplish their work and it
provides upper level management with feedback to determine the responses to messages
sent downward.
• Downward communication is the flow of information from higherst to lowest level in
the organizational hierarchy. Managers use it to accomplish a variety of key
organizational functions and objectives as follows:
» To clarify and build support for the organization mission
» To instruct, direct, query or reward employees
» To explain policies, rules, regulations and codes of practices
» To provide feedback from management
» To share information about the organization‘s health and about key
elements in the external environments.
• On the other hand upward communication is the flow of information from lower to
higher levels in the organization. Managers encourge upward communication to
perform the following important functions:
» To gather valuable information
» To give employees the opportunity to air grievances
» To find out when employees are ready for information from
management
» To get feedback from the employees in the forms of reports,
complaint, suggestions, advice, e.t.c.
» To get information about work problems
THANK YOU
 2021
COMMUNICATION WITHIN THE
WORKPLACE
 CONTENTS

Part 01 Part 02 Part 03 Part 04

Introduction Methodolgy Analyis Findings Recommendations
 01
Introduction
• Communication is the glue that holds a society together. The ability to communicate
enables people to form and maintain personal relationships.
• the quality of such relationships depends on the caliber of communication between the
parties (Brennan, 1974).
• Communication is the process of sharing ideas, information, and messages with others in
a particular time and place.
• Communication includes writing and talking, as well as nonverbal communication (such as
facial expressions, body language, or gestures), visual communication (the use of images
or pictures, such as painting, photography, video or film) and electronic communication
(telephone calls, electronic mail, cable television, or satellite broadcasts).
• Communication is a vital part of personal life and is also important in business, education,
and any other situations where people encounter each other (Encarta, 1998).
• When there is an internal communication gap within an organization there is usually a
breakdown in the way information is been sent from the sender to the receiver.
• This is precedent in organizations that have a top down hierarchy. In this type of hierarchy
it can be difficult for bottom level employees to obtain information regarding changes
within the organization.
01 IMPORTANCE OF THE STUDY

• We live in a world filled with other people. We live together, work together, and play
together. In our personal lives, we need each other for security, comfort, friendship, and
love.
• In our working environment, we need each other in order to achieve our goals and
objectives. None of these goals can be achieved without communication.
• Communication is the basic thread that ties us together. Through communication we
make known our needs, our wants, our ideas, and our feelings.
• The better we are at communication, the more effective we are at achieving our hopes
and dreams (Alessandra, Hunsaker, 1993).
• Based upon conversations among the customer service representatives, this study is
important because there appears to be a lack of communication within the organization.
Some of the representatives feel as though the supervisors have daily meetings, but no
information is shared regarding thecompany changes and/or procedures.
• When there is an internal communication gap it becomes difficult for anyone to effectively
achieve goals.
01 PURPOSE OF THE STUDY

• The purpose of this study is to determine whether or not there's an internal

communication gap that exist between the customer service representatives and unit
leaders and the supervisors.
• The three objectives of this study was to:
1. Discover whether or not there is an internal communication gap
between supervisors and the customer service representatives and/or
unit leaders within the call center.
2. Determine the subject's perception of their immediate supervisors
level of communication.
3. Identify the ways in which employees usually receive most of their
information.
01 KEYWORDS

Somebody or something that sends or transmit something.

Sender

Message A communication in speech, writing, or signals

Channel A course or a means of communication or expression

Receiver These messages are delivered to an audience.

Context The words or phrases or passages that come before and after a
particular word or passage in a speech or piece of writing and help to
explain it's full meaning
 02
METHODOLOGY OF PROCEDURES
02 RESEARCH AND DESIGN

• A quantitative research methodology was used for the research to determine if there was
a communication gap within the organization. A multiple choice single answered survey
was distributed to the customer service representatives.
• A survey can be a powerful tool to improve communication between different parts of an
organization.
• Surveys are especially useful for establishing upward communication links from lower-
level employees to management (Edwards, Thomas, Rosenfeld, Booth-Kewley, 1997).
02 INSTRUMENTATIONS

• The survey distributed was through the use of a free survey template from
SurveyConsole.com.
• Questions were revised in order to meet the objectives of the research.
• The survey consisted of ten multiple choices single answer questions and one open ended
question.
• The participants were asked single answer questions to discover whether or not there was
an internal communication gap between supervisors and the customer service
representatives andlor unit leaders within the call center, to determine the subject's
perception of their immediate supervisors level of communication and to identifir the
ways in which employees usually receive most of their information.
• The survey was distributed to the employees by the researcher via face-to-face contact
(drop-off-survey).
• The drop-off survey, combines features of face to face interviews with mail surveys. In this
case, surveyors go door-to-door, personally delivering questionnaires to individual
household or businesses.
02 DATA COLLECTING AND RECORDING

• The researcher requested that the participants return the survey via face-to-face.
• Eighty seven percent of the surveys were completed.
• No one chose to indicate "NP" at the top of the survey.
• The surveys that were received were turned over and placed in a binder; periodically the
surveys were shuffled to maintain the confidentiality of the participants.
• The surveys were given a number, than divided into the number of years in which the
participants had been employed within the organization.
• A Microsoft program, Excel was used to determine the percentage rate of each answer
given by the participants.
 03
ANALYSIS FINDINGS
03 ANALYSIS FINDINGS

• The present study were designed to determine whether or not there were an internal
communication gap that existed between the customer service representatives and/or
unit leaders and the supervisors.
• The three objectives of this study was to:
1. Discover whether or not there was an internal communication gap
between supervisors and the customer service representatives and/or
unit leaders within the call center
2. Determine the subject's perception of their immediate supervisors
level of communication.
3. Identify the ways in which employees usually receive most of their
information.
• A survey was hand delivered to 111 customer service representatives andlor unit leaders
who had been employed within organization XYZ for less than a year to sixteen years.
• A total of ninety-seven surveys was completed and returned to the researcher.
• The representatives and/or unit leaders responded to questions regarding the
communication within their organization.
• The representatives that responded to the survey are impressively diverse thirty six
percent of the participants was employed for 1 year or less.
• Fifty- seven percent was employed for two to five years.
• Five percent employed for ten to fifteen years and one percent for sixteen years.
03 RESULTS
 04
Recommendations
04 RECOMMENDATIONS

• The researcher would recommend for future research that the survey exclude any neutral
options.
• Although by eliminating this option it forces the participants to answer one way or the
other. The researcher believes that you will get more precise answers.
• The supervisors can also following communication techniques can be used by any leader
to increase the level of internal communication in the company and therefore the level of
the company's efficiency (Fishman, 2000).
Ø Find out if those listening to you hear what you say and interpret it
correctly. One way of doing this is to ask questions that will show the
understanding level of those with whom you are speaking. If you are
addressing a group meeting, allow time at the end of the meeting for
questions.
 Ø Share information with employees whenever possible. One of the most
sensitive areas in management involves how much company information
should be shared with employees. Many feel that information should be
given on a need-to-know basis. Their reason is that information given
loosely can result in company secrets getting out to the competitors.
• Supervisors can also share information with the employees through weekly andlor
biweekly meetings.
• The supervisor should include in their meetings any information that is bringing about a
change within the organization.
• If representatives andlor unit leader have questions about other personnel issues the
supervisor should direct the customer service representatives to the correct source that
can give them an answer.
THANK YOU
BUSINESS COMMUNICATION
RESEARCH
Past, Present, and Future
 1,Introduction

CONTENTS 2,Looking Backward

3,Knowledge for whom

4,Sources and Method

Part 01
Introduction
Intoduction

• Janus, the Roman mythological figure usually depicted as having two faces, one in the back
of his head looking to the past and the other in the front looking toward the future.
• It is an apt metaphor for the goals of the Publications Board of the Association for Business
Communication’s (ABC) special session at the 2005 annual meeting in Irvine, California.
Titled “Business Communication Research: Past, Present, and Future,”
• He simultaneously looked to our research past and future to explore the value our
research has provided, to give us a clearer idea of why we are focusing on the research we
are currently engaged in,
• and to suggest future research that both academics and practitioners will appreciate. The
session’s five-person panel, made up of ABC Outstanding Research Award winners and
2005 Best Publication Award recipients.
• These participants, all very active researchers, are housed in a variety of academic
departments—management, hotel administration, English, and political science—and
work in Europe, Asia, and the United States.
• These participants, all very active researchers, are housed in a variety of academic
departments—management, hotel administration, English, and political science—and work
in Europe, Asia, and the United States.
• This diversity resulted in panel members’ responding to questions posed by the session
facilitator, Jim Suchan, from different disciplinary and cultural angles.
• To prime the five-member panel’s thinking processes, the two session facilitators provided
the following questions to the panelists several weeks before the session:
1. What new communication knowledge has our research created? To whom has it
been important: researchers, instructors, practitioners? What has been the
impact of that new knowledge on our key stakeholders?
2. Which research areas need more attention? What are the broad-based research
questions or issues we need to address? Whose communication concerns are
influencing our perception of research areas needing attention?
3. What disciplinary areas inform our communication research? What areas can we
look to for interesting theory, models, and conceptual frameworks to expand
our own and our important stakeholders’ understanding of communication?
 4. How can business and managerial communication research strengthen our
field’s value and thus improve its position in the academy and withpractitioners?
• These questions were used merely as prompts during the session. We expected that the
interaction between session participants and the panel would result in interesting
improvisational runs (to use a jazz metaphor) from the session’s major themes (its riffs).
Part 02
Looking Backward
Looking Backward: New Knowledge we have created

• Panel members cited organizational genre, narrative, and discourse analysis, particularly of
everyday workplace conversations, as several major areas in which the field has generated
new knowledge.
• “better understand what actually happens with communication in the business workplace.”
said by Dorothy Winsor called as the most important thing.
• That knowledge, Dorothy Winsor and Pris Rogers pointed out, did not exist 20 to 25 years
ago. During the 1980s, we often relied on checklists, rubrics, and simple guidelines to
describe and define effective workplacewriting and speaking.
• We turned to these simple, acontextual ways of describing effective communication for
several reasons.
• First, we often used undergraduate students to conduct pseudo–laboratory experiments to
prove the value of the communication practices we taught.
• Second, we lacked theories and frameworks that rooted communication practice within
organizational contexts.
• Despite these gains in new knowledge, Daphne Jameson pointed out that business and
managerial communication researchers need to provide practitioners with a better
understanding of best practices.
• However, Daphne observed that communicating to students and other practitioners best
practices obtained from fieldwork and consulting is often difficult because that information
is proprietary.
• In short, communication researchers need to more directly link their work—basic or applied
research—to the everyday communication practices of managers and support staff members.
• If they are incapable or unwilling to do so, businesspeople will continue to be unaware of or
ignore the research we produce.
• This issue of the value and importance of best-practices research generated lively debate
among panel members and session participants.
• Some claimed that the best-practices concept is flawed because it is too prescriptive and
leads to formulaic responses to communication situations.
Part 03
Knowledge for whom
FOR WHOM DO WE CREATE NEW KNOWLEDGE?

• This best-practices debate surfaced the long-standing tension between the pragmatic
communication needs of business, industry, and the public sector and the role of the
academy to generate theory that informs, indeed guides, practitioners’ communication
strategies and practice.
• Kathy Rentz described well the difference in roles between practitioners and academics. She
stated that practitioners draw on institutional communication lore to define their
communication actions because they have to respond quickly to communication situations.
• However, researchers have the time, energy, and resources—both intellectual through our
education and ongoing research and financial because of the function, purpose, and our role
as part of a university—to look with care at business communication challenges and puzzles.
• Moreover, we have the time, the incentives, and the ability to be careful and methodical in
our work.
• We recognize the importance of using appropriate research designs and methodologies to
answer important questions.
• one session participant pointed out, the concepts and theories that our research creates can
open new windows for managers to see their communication worlds differently and thus
provide a new way of thinking about managerial communications.
• several panelists observed that business communication does not create its own theories.
• We borrow theory from other disciplines—rhetoric, management, organizational theory,
psychology—and celebrate that fact by describing ourselves as multi- or interdisciplinary.
• Sessions participants echoed this concern about our research field’s identity. One participant
pointed out, for example, that it is not clear what we mean by being a multidisciplinary area.
• What are the disciplines within our set? Are individuals multidisciplinary, or is it the field,
however it is defined, that is multidisciplinary? More specifically, participants from Europe
indicated that it is a struggle to define international managerial communication and to
differentiate between professional, business, and managerial communication.
• Geoffrey Cross argued that we need a coherent research program or agenda to create a
business and managerial communication discipline.
• He added that Creating that discipline will give us a research identity that will differenti ate
us from other disciplines, give our journals a clearer sense of focus, andenable our members
to speak with a clearer voice about what contributions to communication knowledge and
practice we provide.
Part 04
Sources and Method
Sources and Method
• The panelists and session participants provided far-ranging suggestions about sources for
research ideas.
• Several session participants indicated that we need to go into business organizations and
shadow first-line supervisors, midlevel managers, and support staff members to understand
communication problems in the context of other organizational processes and systems.
• To benefit from that experience, we need to understand and speak the language of business,
not merely communication.
• As one session participant pointed out, some of us deride the language of business and have
significant reservations about the capitalistic enterprise.
• Although research using student samples is often maligned, Pris Rogers stated that students,
particularly MBA students who have several years of staff or managerial work experience,
provide a rich information source for managerial problems.
• These students’ detailed stories about communication successes and failures, particularly if
there is a common theme to those experiences, can surface timely research questions.
Furthermore, these students can provide entrée into organizations or provide links to others
who can provide that entrée, enabling us to go beyond data gathered in the university
environment.
• Several session participants working in Europe stated that, in addition to drawing research
agendas from multicultural and multinational companies, researchers can discover useful
and relevant areas to explore by looking outside of business organizations.
• Finally, several session participants pointed out that our communication research focuses
too much on those who have status and power in organizations.
• Our work also needs to address the less powerful, those whose voices are rarely heard or are
muffled, such as hourly employees, temporary workers, and call center employees.
• The impact of these workers’ communication practices is often overlooked, even though
they maybe the first form of interaction that customers have with an organization.
T h a n k y o u