Communication

COMMUNICATING
The achievement of the objectives of the organization will depend on the performance of the
human and non-human elements attached to it. The task of management is to program these elements
correctly so that each will respond accordingly to their assigned tasks. Standard programming methods
have already been adapted by technologists for most machines programming approach to the human
element is different and must be dealt with using methods espoused by behavioral scientists. Employees will
perform according to the dictates of their minds. If this is really so, then management must reach them
through powerful means of persuasion under an atmosphere conducive to effective communication.

WHAT COMMUNICATION IS
Morris Philip Wolf and Shirley Kuiper define communication as a process of sharing information
through symbols, including words and message. Communication may happen between superior and
subordinate, between peers, between a manager and a client or customer, between an employee and a
government representative, etc. It may be done face-to-face, or through printed materials, or through an
electronic device like the telephone, etc. In management, communication must be made for a purpose
and because it has a cost attached to it, it must be used effectively.
Communication
Function
of
FUNCTION OF COMMUNICATION

1.Information information provided through communication may be used for decision-making at various
work levels in the organization. a construction worker, for instance, may be given instructions on the proper
use of certain equipment. This will later provide him with a guide in deciding which equipment to use in
particular circumstances. Another concern is the manager who wants to make sure that his decision in
promoting an employee to a higher position is correct. Through communication, the information provided
will minimize if not eliminate the risk.

2.Motivation function Communication is also oftentimes used as a means to motivate employees to
commit themselves to the organizations objectives.

3.Control function - When properly communicated, reports, policies, and plans define duties, authorities
and responsibilities. Effective control is then facilitated.

4.Emotive function When feelings are repressed in the organization, employees are affected by anxiety,
which, in turn, affects performance. Whatever types of emotions are involved, whether satisfaction,
dissatisfaction, happiness, or bitterness, a means to decrease internal pressure affecting the individual.
Communication
Forms
of
Forms of
Communication
Verbal Communication
Non-Verbal Communication
Verbal Communication
Oral
Written
Oral Communication
involves hearing the words of
the sender, although sometimes,
opportunities are provided for seeing the
senders body movements, facial
expression, gestures, and eye contact.
Sometimes, feeling, smelling, tasting, and
touching are involved.
Written Communication
alternative to oral communication is the
written communication where the sender
seeks to communicate through
the written word.
The written communication is, sometimes
preferred over the oral communication
because of time and cost constraints.
When a sender for instance, cannot
meet personally the receiver due to
some reason, a written letter or memo is
prepared and sent to the receiver.
Written Communication
Forms of
Communication
Verbal Communication
Non-Verbal Communication
Non-Verbal Communication
Non-Verbal
Communication
a means of conveying message
through body language, as well as
the use of time, space, touch, clothing,
appearance, and aesthetic elements.

Process
Communication
The

Factors that will
affect acceptance
or rejection
The accuracy of the message
Whether or not the sender has
the authority to send the
message and/or required
action; and
The behavioral implications for
the receiver.

The
Communication
Process
Provide Feedback
Depends on the perception of the
receiver, however, this is important
step may not be made. Even if feedback
is relayed, it may not reach the original
sender of the message. This may be
attributed to the effects of any of the
communication barriers.

Communication
Barriers
to
THE BARRIERS TO COMMUNICATION
Various factors may impede the efficient flow of communication. Any or all, of these factors may, at
any point, derail the process. Even if the message is transmitted by the channel, the timing and the meaning
of the message may be affected by the factors. These are:

1.Personal barriers
2.Physical barriers
3.Semantic barriers

Personal Barriers
Personal barriers are hindrances to effective communication arising from a communicators
characteristics as a person, sex, age, race, socioeconomic status, religion, education, etc.

Emotions cloud the communicators ability to judge correctly the real meaning of messages
received. People with different values will find it hard to communicate with each other. Poor listening habits
of a receiver frustrate the communication efforts of the sender.
Physical Barriers
Physical barriers refer to interferences to effective communication occurring in the environment
where the communication is undertaken. The very loud sound produced by a passing jet temporarily drowns
out the voice of a guest delivering a speech. Such distraction does not allow full understanding of the
meaning of the entire message and is an example of a physical barrier. Physical barriers include the
distances between people, walls, a noisy jukebox near a telephone, etc. An office that is too tidy may
sometime inhibit a person from meeting the occupant of the office face-to-face. A menacing pet dog (or
secretary) posted near the door may also prevent a person from directly communicating with the object
person behind the door. A communication channel that is overloaded may also prevent important
information to reach the intended user. Another physical barrier to communication is wrong timing. For
instance, how may one expect a person who has lost a loved one to act on an inquiry from a fellow
employee?

Semantic Barriers
Semantics is the study of meaning as expressed in symbols. Words, pictures, or actions are symbols
that suggest certain meanings. When the wrong meaning has been chosen by the receiver,
misunderstanding occurs. Such error constitutes a barrier to communication. A semantic barrier may be
defined as an interference with the reception of a message that occurs when the message is
misunderstood even though it is received exactly as transmitted. For example, the words wise and
salvage will have different meanings to an English speaking foreigner than to an ordinary Filipino.
OVERCOMING BARRIERS TO COMMUNICATION
When communication barriers threaten effective performance, certain measures must be instituted to
eliminate them. To eliminate problems due to noise, selective perception, and distraction, the following are
recommended:

1.Use feedback to facilitate understanding and increase the potential for appropriate action.

2.Repeat messages in order to provide assurance that they are properly received.

3.Use multiple channels so that the accuracy of the information may be enhanced.

4.Use simplified language that is easily understandable and which eliminates the possibility of people getting
mixed-up with meanings.
TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS
Downward Communication Downward Communication refers to message flows from higher levels of
authority to lower levels. Among the purposes of downward communication are:

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

UPWARD COMMUNICATION CONCERNS:
1.problems and exceptions
2.suggestions for improvement
3.performance reports
4.grievances and reports
5.financial and accounting information

DOWNWARD COMMUNICATION CONCERNS:
1.implementation of goals, strategies and objectives
2.job instructions and rationale
3.procedures and practices
4.performance feedback
5.Indoctrination

HORIZONTAL COMMUNICATION CONCERNS:
1.interdepartmental coordination
2.intradepartmental problem-solving
3.staff advice to the departments
Upward Communication
There is a need for management to provide employees with all the necessary material and non-
material support it can give. The first requirement, however, is for management to know specific needs of
the employees. This is the primary reason for upward communication. Upward communication refers to
messages from persons in lower-level positions to persons to persons in lower-level positions to persons in
higher positions. The message sent usually provide information on work progress, problems encountered,
suggestions for improving output, and personal feelings about work and non-work activities.

Among the techniques used in upward communication are: formal grievance procedures,
employee attitude and opinion surveys, suggestion systems, open-door policy, informal gripe sessions, task
forces, and exit interviews.

Formal Grievance Procedures - Grievances are part of a normally operating organization. To effectively deal
with them, organizations provide a system for employees to air their grievances.

Holley and Jennings define grievance as any employees concern over a perceived violation
of the labor agreement that is submitted to the grievance procedure for eventual resolution. Grievances
represent an open, upward communication channel whereby employees can offer suggestions to
management.

Depending on the size and nature of the company, the grievance procedure may consist of a
single step or a number of steps. Companies with a collective bargaining agreement with its union must
refer to the grievance procedure spelled out in the law on labor relations.
Employee Attitude and Opinion Surveys - Finding out what the employees think about the company is very
important. The exercise, however, requires expertise and the company may not be prepared to do it. If the
organizations operation is large enough to justify such activity, then it must be done. If the assistance of an
outside research firm is considered, a benefit-cost analysis must be used as a deciding factor.

Suggestions Systems - Suggestions from employees are important sources of cost-saving and production
enhancing ideas. Even if majority of the suggestions are not feasible, a simple means of acknowledging
them contributes to employee morale.

Open-Door Policy - An open-door policy, even on a limited basis, provides the management with an
opportunity to act on difficulties before they become full-blown problems.

Informal Gripe Sessions - Informal gripe sessions can be used positively if management knows how to handle
them. When employees feel free to talk and they are assured of not being penalized for doing so, then
management will be spared with lots of efforts determining the real causes of problems in the company.

Task Force - When a specific problem or issue arises, a task force may be created and assigned to deal with
the problem or issue. Since membership of task forces consists of management and non-management
personnel, integration and teamwork are fostered, creativity is enhanced, and interpersonal skills are
developed.

Exit interviews. When employees leave an organization for any reason, it is to the advantage
of management to know the real reason. If there are negative developments in the organization that
management is not aware of, exit interviews may provide some of the answers.
Horizontal Communication
Horizontal communication refers to messages sent to individuals or groups from another of the same
organizational level or position. The purposes of horizontal communications are:

1.to coordinate activities between departments

2.to persuade others at the same level of organization

3.to pass on information about activities or feelings.

Among the techniques appropriate for horizontal communications are: memos, meetings,
telephones, picnics, dinners, and other social affairs.

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

1.To provide a basis for the analysis of early warning signals that can originate both externally and internally.

2.To automate routine clerical operations like payroll and inventory reports.

3.To assist managers in making routine decisions like scheduling orders, assigning orders to machines, and
reordering supplies.

4.To provide the information necessary for management to make strategies or non-programmed decisions.
Figure 6.5 The MIS and Its Relation with the Different Departments of the Organization