113

11 Communication in Business

Communication has four distinct functions within an

LEARNING OBJECTIVES:
At the end of this chapter students should be able to:
Define the term ‘communication’
Outline the major functions of communication within the
organisation
Outline the types of communication
Explain, with the use of diagrams, the communication
process
Analyse the different communication channels
Outline the factors that influence the choice of
communication channel
Evaluate the different methods of communicating
Explain the lines or flow of communication
Discuss the major barriers to effective communication
Analyse how the firm can reduce the barriers to effective
communication
organisation:
Provision of information
Control
Motivation of staff
Facilitation of interaction.
Types of communication
Verbal – this is communication that uses words. Verbal
communication may be spoken (oral) or written. This
would include telephone or face-to-face conversations,
meetings, e-mails and letters
Non-verbal – this is communication without words
(speech or written). It includes body language, gestures
and pictures
Formal – the use of the established channels of
communication in the organisation
Informal – this does not take established channels of
the firms into consideration but instead communication

W
e communicate every day – or do we? Is our is done through the channels of the employees.
communication effective? Have you ever stopped This type of communication makes good use of the
to think about what communication is? In this ‘grapevine’.
chapter we will explore the meaning and process of commu-
nication. This concept is by far one of the most important
concepts to a number of business organisations. A firm may The communication process
have remarkable goals and objectives that are achievable The communication process illustrates the successive steps
but if they are not communicated properly it may defeat the that occur between when a sender (source) sends a message
purpose. Think about this: how would you feel if a person and when it is received by the receiver. Figure 11.1 shows a
only ever gives you instructions without giving you an simple communication process and the possible barriers to
opportunity to respond or provide feedback? The truth is effective communication.
that there has not been any real communication there. So
Messa
what, then, is communication? ssage ge
Me Channel
Communication may be defined as a two-way process Messa
age g
which enables information to be disseminated between two ess Encoding Decoding
e
M

or more people. It involves the exchange of ideas, facts and

emotions by individuals. There are different definitions of Source Receiver

communication and it would good for you to refer to these

other definitions. It must be pointed out, though, that no
Feedback
matter which definition is used, communication must
involve a message which will be transmitted from the sender
to the receiver. Figure 11.1: The communication process
114 MODULE 2 | UNIT 1 | THE MANAGEMENT OF PEOPLE
Source – this is the person sending the message or, in
other words, the initiator of the message
Encoding – this is the process by which the message
is converted into a symbolic form to facilitate
transmission. The way a message is encoded may be
affected by the level of skills, attitudes, knowledge and
the socio-cultural system of the sender. These factors
may also affect the effectiveness of the message being
communicated
Message – this is what is being communicated. This
may take the form of spoken or written words. An
artist may also communicate through his/her drawings
or paintings. It is very important that the sender’s
message is clear, as ambiguity may distort effective
communication
Channel – this is the medium that is used to transfer
the message from sender to receiver. The channel
used is selected by the sender and must be appropriate
for the message being communicated. The improper
selection of a channel may lead to poor communication
– for example, if an employee is fired by the firm
and management simply leaves a voice message to
communicate the decision. This channel was not
appropriate and may lead to other problems
Decoding – before the message can be understood
by the receiver it must be decoded. This is done by
retranslating the message that was sent by the sender.
This stage is critical as it is very important that the
message that was communicated will be the same one
that is received
Receiver – at this stage the decoded message is received
by the person to whom it was sent. The receiver must
have a clear understanding of the message that is being
communicated and must possess good listening skills
Feedback – the communication process is not complete
without this stage. The receiver should provide feedback
to the sender of the message in acknowledgement
that the message was received. If the message is not
clear enough the feedback would give the receiver the
opportunity to seek clarification.
Channels of communication
There are a number of channels of communication that may
be explored in the organisation. These include the following:
Oral communication
Oral communication is the use of spoken words when
communicating. This conversation can take place face
to face or over the telephone. Oral communication offers
both parties rapid interchange of information and feedback
can be given immediately. It is a very good channel to
use when information has to be transmitted quickly.
Oral communication is by far the most used channel of
communication and is favoured for meetings, interviews
and presentations.
Advantages of oral communication
It is usually quick and requires little prior preparation
Allows for immediate feedback
It is flexible and can be easily adjusted to meet the
situation
The sender of the message can be more persuasive and
convincing
It offers direct contact between the sender and receiver
of the message.
Disadvantages of oral communication
It offers little time to think of the feedback that will be
given
Lacks record unless the conversation was recorded on
tape
It is more susceptible to distractions (barriers)
It is influenced by non-verbal clues which may distort
the message being communicated.
Written communication
Written communication is another widely used channel
of communication. It includes the use of letters, memos,
bulletins, reports and notices. Written communication is
suited for formal long-term records where details of the
communication must be kept. One of the problems with
oral communication is the lack of record in most cases.
However, written communication eliminates this problem.
Organisations opt for written communication especially
for meetings so that checks can be done in the future and
assessment can be made in terms of performance.
Advantages of written communication
A record can be kept of the information being
communicated
Information can be sent to people who are in different
locations
Can be used to clarify, explain and confirm oral
communication
Suitable for messages that are complex, detailed and
with far-reaching effect – for example, the dismissal of a
staff member

Written communication often gets to the point, since
the sender has time to organise the message to be
communicated.
Disadvantages of written communication
Written communication tends to be time consuming,
especially in its preparation
Feedback is usually delayed or very slow
Can be very impersonal
The transmission of messages can be very expensive,
especially where communicating parties are far apart
Does not offer the opportunity for immediate
clarification of messages that are not understood.
Visual communication
Visual communication is the transmission of information
in a form that can be read or seen. Research has shown that
people remember more of what they see than what they
hear. Therefore, for some communications, a visual message
is very important. Imagine a sales manager trying to present
information on the business’s performance and predictions
based on trends without using some form of visual aid. This
presentation would more than likely be on the failing side
since people want to see the trend being spoken of. There
are a number of options available to the organisation for
visual communication, including films, videos, graphs and
PowerPoint presentations.
Advantages of visual communication
Helps to simplify both oral and written communication
Suitable for communication over long distances
People tend to remember visual images over audio
Enables complex information, such as statistical data, to
be communicated effectively.
Disadvantages of visual communication
Visuals may be difficult to understand if they are not
accompanied by other methods of communication
Tends to be expensive
Its preparation may be time consuming.
Electronic communication
We will all agree that the world has changed drastically when
it comes to how we use technology. These changes have
affected the way we communicate. The internet has opened
up a myriad of opportunities to communicate via electronic
means. Electronic communication involves the sending
of written, oral or visual messages by electronic means –
for example, e-mails. Firms are increasingly developing
and expanding their network capability. This facilitates
CHAPTER 11 | COMMUNICATION IN BUSINESS 115
intranet messages which reduce the amount of paper in
the office and the time it takes for a written message to be
communicated. There has also been an increase in the use of
satellite communication systems.
Advantages of electronic communication
Usually a very quick way to transmit information
Other than the initial set-up cost, it offers a low-cost
way to communicate
Receiver can give instant feedback
Allows employees to work from home
Gives the sender a variety of way to communicate – for
example fax, e-mail, video conferencing.
Disadvantages of electronic communication
Can be expensive to maintain equipment
There is an increase in security risks, such as hacking
and computer viruses
There are privacy issues which may prevent the
transmission of certain information
Unable to retrieve information once it is sent.
Non-verbal communication
As was stated earlier in the chapter, non-verbal
communication is the type that takes place without words
(speech or written). It is very difficult for us to transmit a
verbal message without non-verbal clues. As a result, it is
very important that we consider the non-verbal aspects
of communication. The sender of the message must be
aware that the way he/she looks, listens and moves sends
a signal to other people. This signal can be used to judge
whether or not he/she cares, is being truthful or is actively
listening. Once the sender’s non-verbal signals match
with their verbal communication then it can build trust,
transparency and good relationships. The reverse could
lead to a series of distrust, anxiety, misunderstandings and
creating bad relationships. As we communicate we must be
mindful that the non-verbal clues that we are using could
be contradicting, repeating, complementing, substituting or
accenting our verbal communication.
Some of the popular non-verbal clues or signals that are
used include:
Eye contact – the eyes say a lot of things that are not
spoken. Maintaining eye contact during communication
is important as it shows interest, confidence and
truthfulness
Touch – some humans tend to touch during
communication. This may include a pat on the back, a
handshake, a hug or a rub of the head. Touching can
be a distracting non-verbal communication, especially
116 MODULE 2 | UNIT 1 | THE MANAGEMENT OF PEOPLE

when the person on the receiving end is uncomfortable
with the touch. However, it can also be reassuring or be
used as encouragement
Body movements – the way you sit, walk or stand up
can send signals. We communicate through our posture
and subtle movements. Our body movements could be
saying ‘I am comfortable communicating with you’ or ‘I
cannot wait for this to be over’
Gestures – the way we gesticulate can obstruct or
enhance our messages. Over-gesticulation is often
distracting. For some people, what is being gesticulated
and what is being said are two opposites
Facial expressions – our facial expressions say a lot
about our interest in the conversation. We can therefore
communicate a message that we are not aware of,
depending on our reaction to what we hear or what we
say
Physical distance – some people are very protective of
their personal space and will become uncomfortable
once they feel that that space is being invaded.
However, people are willing to share their space with
others with whom they are comfortable or share a good
relationship
Intonation – this is where emphasis is placed on certain
words, thus changing the meaning of the message.
Factors influencing the choice of channel
used
There are pros and cons for each communication channel
available to transmit information between the sender and
receiver. The type of communication method (see Table
11.1) used is dependent on, but not limited to, the following
factors:
The nature of the message – this may be influenced
by the importance and level of confidentiality. For
example, a caution from management to an employee
would necessitate a medium that is confidential and
leaves a record of the contents
The line of communication – where communication
is flowing upwards, i.e. from subordinates to

CASE STUDY

Communication or no communication
‘I went to the staff, called an impromptu meeting and told them what you told me and left.’ These were the words of the Human
Resource Manager, Mrs Sassy, as she recounts the task given to her by the General Manager of the firm, Mr Flex. The informa-
tion was of great importance and feedback would have been welcomed.
In the meantime, the members of the Human Resource Department are disgruntled about the manner in which things were
done. They have always seen Mrs Sassy as an autocratic leader and one who doesn’t listen to their concerns. They felt that for
her to just walk into the office, announce that she had some information to give them, give the information and then just walk
out without giving them a chance to respond was unprofessional, if not rude. The workers believe that such information regard-
ing a reshuffling of the department should have been done in a more formal manner. These were her words: ‘I know some of you
in here do not like me and the General Manager told me to tell you that the department will be reshuffled and some of you will
be reassigned next month.’
The decision to reshuffle the department and reassign some of the members came as a result of the firm’s thrust to imple-
ment the strategies of job rotation and enrichment. What could have been a very good gesture and a motivational strategy has
now left a bad taste in the workers’ mouths. The General Manager had met with all department heads and told them to approach
their departments sensitively about the pending changes. He had expected that they would return with some feedback so that he
could properly plan a meeting with the entire staff to discuss the changes and give the reasons for them. Now he may have to do
some damage control before proceeding.

Questions
1. Describe the type of communication used by Mrs Sassy. (3 marks)
2. With reference to the definition of ‘communication’ and the communication process, did communication take place? (9 marks)
3. State three (3) factors that may influence the channel of communication used by the firm. (3 marks)
4. Explain what would be the proper manner for such information to be communicated. (5 marks)
Total 20 marks
 CHAPTER 11 | COMMUNICATION IN BUSINESS 117

Methods Benefits Drawbacks

Internet Cheap and easy to use
Can send a large amount of information
Can be used to promote the product
Can send pictures and videos
Customers can interface with the firm
E-mail Message reaches receiver relatively quickly
Convenient to use
Can send information to a group of individuals at
the same time
There is no limit on the length of the message
Allows for the attachment of files
Intranet Can share confidential information
Easy communication with employees
Can lead to improvements in teamwork
Increased collaboration between employees and
management
Facsimile Allows written information to be sent over a
telephone line
It is sometimes regarded as being more official
than an e-mail
Video conferencing There is no time constraint since it can be done at
any time
Saves time and money in terms of travelling
Offers face-to-face interaction
Facilitates meeting with people in different
locations
Information can be shared and received at the
same time from all participants
Computers are needed and they may not be
widespread
Possibility of information leakages
Threat of viruses
May not receive immediate feedback
Eliminates social interface
Depends on access to computers and internet
Personal information might be hacked into
There are still some security concerns
Initial set-up cost can be high
Needs computers and internet access
Needs telephone lines
Lines might be busy
Can only send limited information
Information sent might not be very secure
Uses a lot of printed papers which may lead to
storage problems
High initial set-up costs
Needs technical expertise
Risks of the equipment breaking down

Table 11.1: An evaluation of communication methods

management, only some methods can be used. In Lines of communication

addition, management will decide on certain methods
when communicating to subordinates
Cost – as discussed earlier, some methods of
communication tend to be expensive. Organisations will
weigh the pros and cons of each medium and decide
which is most cost effective
The level of urgency – this is based on how soon the
sender wants the message to be communicated. In the
case of an emergency the sender would want to use a
method that will get the information to the receiver as
quickly as possible
Length of message – lengthy messages tend to require
some form of written communication, as it is difficult
for the receiver to remember all the information
Record requirement – earlier, we discussed that
oral communication lacks record unless it was
recorded using some form of electronic device. For
communication where a record is important (for
example, a staff meeting), then the manager would
choose a more appropriate method.
Lines of communication refers to the flow or direction of
communication from the sender to the receiver. The lines
of communication can further be broken down into formal
channels. A formal communication channel is one that is
clearly defined by the organisation and follows the chain
of command. The responsibilities and tasks to be carried
out by each individual are also clearly outlined. Formal
communication channels allow information to flow in a
vertical (downward or upward) or horizontal manner. See
Figure 11.2 (p 118).
Downward channels
This type of communication channel allows information
to be passed down from top management to subordinates.
The effect of such communication may depend on how the
information is transmitted. Management can communicate
the intended information in a number of ways, including
the use of newsletters, speeches, e-mail, memos and bulletin
boards. Downward communication is often used to achieve
the following:
118 MODULE 2 | UNIT 1 | THE MANAGEMENT OF PEOPLE
Upward
Horizontal
Downward
Figure 11.2: The flow of communication
Establishing the mission, goals and objectives of the firm
Outlining job descriptions and responsibilities
Giving instructions about the procedures that should be
followed
Communicating feedback on employees’ performance
Motivating staff.
Upward channels
This type of channel is particularly utilised under a
democratic leadership style where employees can freely
share their suggestions and concerns. These channels allow
subordinates to communicate with top management. They
give employees an avenue through which they can negotiate
salaries and pacify conflicts. Upward channels can be used to
communicate the following information:
Conflicts and disputes
Suggestions to improve the business
Submit reports about the different aspects of the
organisation
Present financial data to senior management
Draft reports on the current performance level of the
firm.
Horizontal or lateral channels
These channels allow communication to flow among peers
and co-workers. Organisations may use this type of channel to
deal with interdepartmental issues or projects. For example,
departmental managers may meet in order to forecast sales
or work on a project to improve the organisation. Therefore
these channels are used to communicate information
between people or organisational groups having the same
level of authority. Lateral communication channels may be
used to:
Coordinate the activities at the tactical level that
will result in the achievement of the organisation’s
objectives
Disseminate information among departments which can
help to improve the operations of the business
Resolve conflicts that may arise between departments
Solve problems that have the potential to affect all
departments – for example, an emerging budget cut.
Drawbacks of formal channels of communication
Subjected to rigidity, as communication has to be
sanctioned by those in authority and is limited to those
who are a part of the channel
Can be costly, as it requires additional human resource
– for example, secretaries; storage space for records; and
reproduction of the communication (such as minutes)
The fact that formal communication usually carries
some form of record may act as a deterrent to some
people to be truthful
Formal communication tends to be impersonal and as a
result may lead to poor motivation of staff
It is time consuming and prior preparation is required.
This can be compounded especially when planning
a meeting or seminar which involves a number of
managers.
Informal channels of communication
Inevitably, in any organisation, communication will occur
through not only the formal authorised channel outlined
by the firm’s organisational structure. Communication that
occurs outside of the formal channel is known as informal
communication. This does not follow the established channel
but is able to coexist with formal communication. It must
be pointed out, though, that this form of communication
is not necessarily bad for the organisation. As a matter of
fact, some managers support the use of informal channels
especially where they are able to influence them implicitly.
A commonly used informal channel of communication is
the grapevine. The grapevine is an informal network that
exists among employees or other people that is not officially
sanctioned by management. The grapevine usually thrives
when certain conditions exist. These may include, but are
not limited to, the following:
When there is insufficient information about an issue,
employees may attempt to fill in the missing pieces
Lack of confidence in the formal channels of
communication
When employees feel threatened or insecure in their
job
 CHAPTER 11 | COMMUNICATION IN BUSINESS 119

There is a strong need for socialisation which is not
facilitated by the formal channel
The use of the grapevine may also be used to spread
rumours or to gossip. If these rumours or pieces of gossip
get out of control it can be damaging to the firm. They
can spread throughout the organisation uncontrollably,
and therefore should be of concern to management.
Informal channels of communication have contributed
to the operation of the organisation and carry the following
benefits and drawbacks:
Advantages of informal channels of communication
They tend to be less intimidating and so are good
channels to use to share plans and new ideas to benefit
the firm
May be used to motivate workers since it is personal
and can build team spirit and camaraderie
Usually verbal and facilitate two-way communication
Informal communication may be used to supplement
communication when formal channels fail.
Disadvantages of informal channels of communication
The organisation cannot control what is communicated
therefore people might be misinformed
Where a rumour is spread it can be very difficult to
effect damage control
Employees may sacrifice productivity for socialisation
and sharing information
Classified information may be circulated that may have
serious repercussions.
Barriers to effective communication
The communication process is at times interrupted by
various barriers to communication. These barriers may
distort the message being sent and how it is perceived by the
receiver. Below are some of the main barriers to effective
communication:
Selective perceptions
Since we are all unique individuals, our interpretations of
messages will differ. Messages are sometimes misinterpreted
because of the receiver’s own perception of what was
communicated. The preconceptions of what a person
may be saying may impede the message that is being
communicated. How employees perceive each other also
amounts to barriers being created. One’s perception of
another may be influenced by past experiences, distrust,
social background, poor relationships with the sender and
other personal characteristics.

CASE STUDY

A flourishing grapevine
‘The local PA system’ – that is what she is called in some spheres. It is amazing how information quickly spreads throughout
this organisation once one person gets wind of it. The social structure of the organisation is very close knit and workers often sit
in their groups in the lunch room. This creates a grand opportunity for information to circulate within minutes. Ms Outspoken is
often the instigator of this grapevine. It is astonishing how she keeps getting access to information but she does and once this is
done everyone in the lunch room will be informed before leaving.
In recent times management has recognised that the employees are quite informed about information that would have been
communicated behind closed doors. Upon investigation, they have come to realise that there is a flourishing grapevine within
the organisation. Since it is very difficult to minimise the success of this channel of communication, they are considering using
it to their benefit.

Questions
1. In relation to communication, what is meant by the term ‘grapevine’? (2 marks)
2. Describe the two (2) potential types of damage that this flourishing grapevine can cause the organisation. (6 marks)
3. Management are exploring the option of using the grapevine in their favour. Discuss two (2) ways in which this could be
beneficial to the firm. (8 marks)
Total 16 marks
120 MODULE 2 | UNIT 1 | THE MANAGEMENT OF PEOPLE
Attitudes
The level of camaraderie in an organisation may influence
how a message is interpreted. It is more likely to have
attitudinal barriers to communication when employees
do not have good working relationships. For example,
where there is a lack of trust between two people it may
be very difficult for them to have confidence in what is
communicated between them. Attitudinal barriers may be
brought about by factors such as:
Poor management
Personality clashes
Lack of consultation with employees
Lack of motivation
Resistance to change.
Noise
Simply put, ‘noise’ is any interference that occurs between
when a message was sent and when it is received. Noise can
be internal or external (physical). Internal noise is affected
by a person’s background, experiences or perceptions. These
influences cause a person to interpret a communicated
message in a particular way. In contrast, external noise
includes physical sounds that will impede communication.
External noise can come from a noisy environment or
even a faulty telephone cable. Whatever the source of the
noise, the important thing is that noise prevents effective
communication from occurring.
Cultural bias
Culture brings about a different set of barriers to
communication. The culture of a country influences the
way people see and hear things, think and interpret the
world. To this end, the same words could have an entirely
different meaning in another culture. For example, ‘pants’ in
Britain means ‘underpants’ but in the United States it means
‘trousers’. You can also think of the different examples in
your region and even your country. Other factors that
may influence one’s culture and create barriers to effective
communication include age, social position, economic
status, political views, values and rules, ethics or standards
and motives.
Physical barriers
The nature of the environment where communication is
taking place can become a barrier. Where the staff are located
in different buildings, which sometimes are not even close
to each other, communication may be distorted. Physical
barriers also arise as a result of poor or outdated equipment
which should facilitate effective communication. Other
distractions such as poor working conditions or background
noise can also prevent effective communication from taking
place.
Filtering
This is where the sender manipulates the information being
sent so that it appears more favourable to the receiver. This
practice is widely done in organisations – and even among
you and your peers. Have you ever heard the term ‘telling
you what you want to hear’? Well, if you have, it is the same
thing as filtering. The sender of the message may ‘tweak’ the
information so that it is not read into deeply by the receiver
but taken at ‘face value’ and the desired feedback is given.
For example, in organisations with a number of hierarchical
levels, information may be filtered before it gets to senior
management in order to encourage the desired decision.
Non-verbal signal
Some people gesticulate a lot during communication. While
gestures and body language can enhance communication,
they sometimes become a barrier to effective communication.
This is especially true when a person’s body language is
contradicting what is being spoken. For example, imagine
sharing what should be exciting information with a straight
and sulky face.
Reducing barriers to communication
Ensure clear message
A problem that is faced by some receivers is the lack of
understanding of what was communicated by the sender.
Messages that are vague often present a serious challenge
and may lead to misinterpretation and misunderstanding.
In order to reduce this barrier to communication, the
sender should ensure that the message is unambiguous and
communicates what was intended. The onus is therefore
on the sender to keep the message simple and free of
jargon of which the receiver may not be aware. Sending
a clear message will increase the chance of the receiver
understanding the message and giving feedback.
Choice of channel
Good messages can be distorted at times because of the
channel that is used by the sender. In order to reduce
the barrier to communication, the sender should analyse
the message and use the most appropriate channel to
communicate it. While some messages can be communicated
orally, other important messages may have to be written.
Knowing the audience is also important in choosing the
 CHAPTER 11 | COMMUNICATION IN BUSINESS 121

right channel to communicate the message. Some people
are auditory, while others might be visual. This should be
borne in mind when communicating, since using a channel
that suits the receiver should bring about better feedback.
Managing feedback
There is a common notion that communication has not taken
place if there is no feedback. Unless there is feedback, there
is no guarantee that the receiver of the message has totally
understood what was transmitted. For any organisation to
grow and remain competitive, all stakeholders must be aware
of its goals and objectives. Management needs to ensure
that these goals and objectives are clearly communicated
and employees given sufficient feedback as evidence that
they are clear on what is required of them. To this end, the
management of the organisation must implement strategies
to manage feedback to get the desired result. The feedback
received will give an indication of how well communication
has taken place.
The management of the organisation can obtain feedback
from evaluation of the staff, e-mail or ‘open door’ policies.
If management is not satisfied with the feedback received,
it may need to revise the communication process as there
might have been barriers which prevented the message
from being properly transmitted. A keen manager will use
feedback to plan programmes and strategies to improve the
ability of subordinates.
Improving physical conditions
As discussed above, the working environment can pose
serious challenges for effective communication. Poor
working conditions will create both internal and external
‘noise’ which will impede communication. Management
should create the right environment which is conducive to
work. It should ensure that the working environment is safe
and ergonomically arranged. The environment should be
free of health hazards, with proper lighting and space. The
right environment will allow employees to feel comfortable,
thus reducing the barriers such as noise or physical barriers.
Table 11.2 summarises the ways in which barriers to
communication might be overcome.

Barriers to Possible ways to overcome barriers to communication

communication
Selective perception Communicate the message clearly and free of misleading information
Create good employer–employee relationships
Very important information should be communicated preferably when people are at their optimum, i.e.
rested and alert
Attitudes Be empathetic and analyse the possible effect of the message on the receiver’s feelings
Build good labour–management relations
Interact with staff regularly so as to build trust
Noise Minimise or eliminate ‘noise’ in the environment
Give information in fragments to prevent information overload
Assist people with their problems that may be causing internal ‘noise’
Cultural bias Speak in a clear language free of jargon that may be culture-specific
Gather information about the receiver’s culture before formulating the message
Physical barriers Use technology to communicate effectively across physical barriers
Improve or replace old equipment
Provide a good working environment
Minimise or eliminate the ‘noise’ in the environment
Filtering Be honest in the communication of the message by not withholding vital information from the receiver
Put information in writing so as to maintain its quality when it reaches the receiver
Non-verbal clues Reduce the number of gestures that are used during communication, i.e. do not over-gesticulate
Ensure that the gestures being used coincide with what is being communicated

Table 11.2: Methods of overcoming barriers to communication

122 MODULE 2 | UNIT 1 | THE MANAGEMENT OF PEOPLE
CHAPTER SUMMARY
Regardless of the definition used for
‘communication’, a general rule is
that it must involve a message which
will be transmitted from a sender to
a receiver
Communication can be verbal
(communication spoken by
individuals) and non-verbal
(communication without words)
The communication process
illustrates the successive steps
that occur between when a sender
(source) sends a message and when
it is received by the receiver
MULTIPLE CHOICE QUESTIONS
1. Which of the following is NOT a function of communication?
a. Provision of information
b. Telltales
c. Motivation
d. Facilitate interaction
2. The use of gestures would be classified as:
a. Formal communication
b. Verbal communication
c. Non-verbal communication
d. Informal communication
3. In which step of the communication process is the message
converted into a symbolic form to facilitate transmission?
a. Encoding
b. Decoding
c. Channel
d. Feedback
Communication is not always Lines or flow of communication
effective as it can be interrupted by refers to the flow or direction of
barriers including ‘noise’, selective communication from the sender to
perception, attitudes and cultural the receiver and can be either formal
bias or informal
There are various communication The formal communication channel
channels that may be explored in the is further divided into downward,
organisation. Examples of these are upward and horizontal channels
oral, written, visual and electronic
The grapevine is a commonly used
The choice of channel used by the informal channel of communication.
firm may be affected by cost, length
of message, line of communication,
nature of message and urgency
4. Mrs Feeble has had a bad experience with her previous male
boss who was very domineering. She is now employed in a
new job but has a male manager. Which of the following is the
MOST LIKELY barrier to communication that may exist?
a. Filtering
b. Selective perception
c. Cultural bias
d. Attitudes
5. Which of the following is an advantage of oral
communication?
a. Offers little time to think of the feedback that will be given
b. Lacks record, unless the conversation was recorded on
tape
c. Is more susceptible to distractions
d. Allows for immediate feedback
6. A disadvantage of written communication is:
a. A record can be kept of the information being
communicated
b. Information can be sent to people who are in different
locations
c. Can be used to clarify, explain and confirm oral
communication
d. Feedback is usually delayed or very slow
 CHAPTER 11 | COMMUNICATION IN BUSINESS 123

7. Which of the following is NOT an example of visual

communication? Extended Essay Questions
a. Videos Question one Total 25 marks
b. Letters a. Outline, with examples, the differences between
c. PowerPoint presentations verbal and non-verbal communication. (4 marks)

d. Films b. Using a diagram, explain the steps involved in

the communication process. (21 marks)
8. Which line of communication is particularly utilised under Question two Total 25 marks
democratic leadership styles where employees can freely
The communication process may be halted or disrupted by
share their suggestions and concerns?
barriers.
a. Upward a. Discuss four (4) common barriers to
b. Downward communication. (12 marks)
c. Horizontal b. Briefly explain one (1) way in which each of the
d. Diagonal barriers discussed in (a) can be overcome by the
organisation. (8 marks)
9. The grapevine is an example of which of the following? c. Outline five (5) factors that may influence the
a. Formal communication type of communication channel used. (5 marks)
b. Verbal communication
c. Non-verbal communication
d. Informal communication

10. Which of the following would NOT be regarded as a benefit of

informal communication?
a. Less intimidating
b. Can supplement formal communication
c. Can motivate workers
d. Classified information may be circulated