WHAT

COMMUNICATION IS

 from Latin commnicre, meaning "to share.

The purposeful activity of information exchange between

two or more participants in order to convey or receive the

intended meanings through a shared system of
signs and semiotic rules. Wikipedia

It is a process of sharing information through symbols,

including words and message. -Morris Philip Wolf and
Shirley Kuiper

COMMUNICATION IN MANAGEMENT
must be made for a purpose and because it has a
cost attached to it, it must be used effectively.

a function which helps managers communicate

with each other as well as with employees within
the organization.

FUNCTION OF COMMUNICATION

Information Function
Information provided through
communication may be used for
decision-making at various work
levels in the organization.

Motivation Function
Communication is also
oftentimes used as a means to
motivate employees to commit
themselves to the organization's
objectives.

Control Function
When properly communicated,
reports, policies, and plans
define roles, clarify duties,
authorities and responsibilities.
Effective control is, then,
facilitated.

Emotive Function
When feelings are
repressed in the
organization, employees are
affected by anxiety, which,
in turn, affects

FUNCTIONS OF COMMUNICATION

Informati
on

Motivati
on

Control

Emotive

IO
COMMUNICAT
N

E
C
O
PR
SS

SENDER
Develo
ps idea
encodes

RECEIVER
Who
receive
s
messag
e
decodes
Accept
s or
rejects

Then
provides
feedback to

EIGHT STEPS OF
COMMUNICATION PROCESS
Develop an
Idea

Decode

Encode

Accept

Transmit

Use

Receive

Provide
Feedback

Develop an
Idea
must be useful or of some value.

Encode
used to convey meaning of
message.
the sender must begin
encoding, which means
translating information into a
THE IDEA IS message in the form of
ENCODED
symbols that represent ideas

Transmit
an appropriate communication
channel.
spoken word, body movements,
the written word, television,
'telephone, radio, an artist's
paint, electronic mail, etc.

Receive
ready to receive at the precise
moment the message relayed
by the sender.

Decode
translating the message from
the sender into a form that
will have meaning to the
recipient.

Knows the language and

terminology

Successful decoding may be

achieved.

Accept
acceptance (or rejection) is partial.

Use
the receiver could store
it and retrieve it when
required.
If the message requires
a certain action to be
made, then be, may do
so, otherwise, he
discards it as soon as it

Provide Feedback
Depending on the
perception of the
receiver

FORMS OF COMMUNICATION

Verbal
Communicatio
n

 are those transmitted through hearing or sight.

the use of sounds and words to express yourself
oral and written.

ORAL COMMUNICATION

PUBLIC SPEAKING

involves hearing the words of the

sender.

Involves body movements, facial

expression, gestures, and eye
contact.

WRITTEN COMMUNICATION

 communicate through the written word.

because of time and cost constraints.
Has also limitation.

FACIAL
EXPRESSION

APPEARAN
CE

SPACE
LANGUAGE

SYMBOLS

TOPOGRAPHY, PHOTOGRAPHY, SIGNS AND

SYMBOLS

TELEVISION AND VIDEO CLIPS

THE BARRIERS TO
COMMUNICATION

CLASSIFICATI
ON

Personal
Barriers

Physical
Barriers

Semantic
Barriers

Systematic
Barriers

Personal Barriers

educati
on

emoti
on

valu
es
poor
listeni
ng
habits

religio
n
Socioecono
mic
status

sex

rac
e

age

LANGUAGE BARRIERS

PSYCHOLOGICAL BARRIERS

ATTITUDINAL BARRIERS

Physical Barriers
ENVIRONMENT

PHYSIOLOGICAL BARRIERS
from the receivers physical state.
e.g. background noise

Semantic Barriers

study of meaning as expressed in symbols.

words, pictures, and actions.
interference with the reception of a message
that occurs when the message is
misunderstood even though it is received

Systematic Barriers

LACK OF
UNDERSTANDING

LACK OF
RESPONSIBILITY

OVERCOMING
BARRIERS TO
COMMUNICATION

OVERCOMING
BARRIERS TO
COMMUNICATION

1.Clarify Ideas before Communication

clear in his mind
about what he wants
to say
the objective of his
message

2. Communicate According to the Need of

the Receiver

3. Consult Others before Communication

4. Be Aware of Language, Tone and Content of

Message

5. Convey Things of Help and Value to the Listener

6. Ensure Proper Feedback

7. Consistency of Message

8. Follow up Communication

9. Be a Good Listener

TECHNIQUES FOR
COMMUNICATING IN
ORGANIZATIONS

DownwardMoving
Communication

Downward-Moving
Communication
Purpose:

higher levels
of authority

1. to give instructions
2.to provide information about
policies and procedures
3.
4.

to give feedback about

performance
to indoctrinate or motivate

lower levels
of authority

LETTER
S

MEETINGS

TELEPHONES

MANUALS

HANDBOOK

NEWS
LETTERS

Downward-Moving
Communication
(concerns)

implementation of goals, strategies and

objectives

job instructions and rationale

procedures and practices
performance feedback
indoctrination

Upward-Moving
Communication

Upward-Moving
Communication

Work progress

higher-level
positions

Problems encountered
Suggestion for improving output
personal feelings about work and
non-work activities.

t
o
lower-level
positions

FORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND OPINION

SURVEY

SUGGESTION SYSTEMS

OPEN-DOOR POLICY

INFORMAL GRIPE SESSIONS

TASK FORCES

EXIT INTERVIEWS

HorizontalMoving

Communica
tion

PURPOSE

1.
2.
3.

To coordinate activities between

departments
To persuade other others at the same
level of organization
To pass on information about activities
or feelings

MEMOS, DINNER, PICNIC, AND TEAM

BUILDING

UpwardMoving
Communica
tion
DownwardMoving
Communica
tion
HorizontalMoving

Communica
tion

MANAGEMENT
INFORMATION SYSTEM

Manufacturi
ng

Marketing

Personnel
Finance

Engineeri
ng

MIS

Research
and
Developm
ent

PURPOSES OF MIS

To provide a basis for the analysis of early warning

signals that can originate both externally and
internally.

To automate routine clerical operations like payroll

and inventory reports.

To assist managers in making routine decisions like

scheduling orders, assigning orders to machines,
and reordering supplies.

To provide the information necessary for

management to make strategic or non-programmed

Case 6. NORTHERN CONTAINER CORPORATION:Time to Cry

Engineer Godofredo Monsod, Jr., general manager of Northern Container Corporation (NCC), wastaken aback
by a letter-replay from aprospective new customer (see Exhibit 1). His company has beenoperating for only
five years and is in needof new customers with potentials of doing business withthem in a long-term basis.
.NCC is engaged in the manufacture of general and sanitary tin cans, cooking oil filling facilities, andmolds
and dies fabrication. Its factory and administrative office is located at Valenzuela, Metro Manila.
Since, its first year of operation. Engineer Monsod worked hard to make NCCs operation at fullcapacity. The
companys various departments are manned by a personnel complement of 323, growing by 5 percent
annually.
The increasing number of employees is a result of the growing patronage of the companys products by
customers. Engineer Monsod felt, however, that thecompany needs one more good customer andtheir
operations will be at full capacity. It was in October 1996that Engineer Monsod came in contactwith the
general manager ofa newly established company, Mr. Godofredo Tapiador. Engineer Monsodwas able to
convince Mr. Tapiador to order his tin can requirementsfrom NCC.
In January 10, 1997, NCCs production manager informed Engineer Monsod that unless new production orders
are received by his department, he willbe forced to recommend the lay-off 12workers in the factory. Five
days later,12 workers were indeedlands off.It was in January 25 that Engineer Monsod through of making a
follow-up of the agreement betweenhim and Mr. Tapiador. A letter was sentto Mr. Tapiador on the same da.
On January 28, EngineerMonsod read the reply of Mr. Tapiador.After a while, Engineer Monsod composed
himself and prepared to think hard aboutwhat happenedand what possible remedies could be worked out.

Case 6. NORTHERN CONTAINER

CORPORATION: Time to Cry
Engineer Godofredo Monsod, Jr., general
manager of Northern Container Corporation (NCC),
wastaken aback by a letter-replay from
aprospective new customer (see Exhibit 1). His
company has beenoperating for only five years and
is in needof new customers with potentials of
doing business withthem in a long-term basis.

NCC is engaged in the manufacture of general

and sanitary tin cans, cooking oil filling facilities,
andmolds and dies fabrication. Its factory and
administrative office is located at Valenzuela,
Metro Manila.
Since, its first year of operation. Engineer
Monsod worked hard to make NCCs operation at
fullcapacity. The companys various departments
are manned by a personnel complement of 323,
growing by 5 percent annually

The increasing number of employees is a result

of the growing patronage of the companys
products by customers. Engineer Monsod felt,
however, that thecompany needs one more good
customer andtheir operations will be at full
capacity. It was in October 1996that Engineer
Monsod came in contactwith the general
manager ofa newly established company, Mr.
Godofredo Tapiador. Engineer Monsodwas able to
convince Mr. Tapiador to order his tin can
requirementsfrom NCC.

In January 10, 1997, NCCs production manager

informed Engineer Monsod that unless new production
orders are received by his department, he willbe
forced to recommend the lay-off 12workers in the
factory. Five days later,12 workers were indeedlands
off .It was in January 25 that Engineer Monsod through
of making a follow-up of the agreement between him
and Mr. Tapiador. A letter was sentto Mr. Tapiador on
the same da. On January 28, Engineer Monsod read the
reply of Mr. Tapiador. After a while, Engineer Monsod
composed himself and prepared to think hard
aboutwhat happened and what possible remedies
could be worked out.

Exhibit 1
RED RIBBON MANUFACTURING CORPORATION1
201 Putting Bato
Taytay, Rizal
27 January 1997
THE GENERAL MANAGER
Northern Container Corporation
1526 Amihan St.
Bakod Pare, Valenzuela
Metro Manila
Dear Sir:
This is in reply to your letter dated January 25, 1997 inquiring about whether we
still consider ordering in cans from your company. Please be informed that since we
have placed our order with your marketing department as early as December 1,
1996 and no reply was sent to us, we deemed it wise to deal with another company
as late as January 15, 1997.Thank you for your interest and we hope to do business
with you under other circumstances.
Yours truly,
GODOFREDO TAPIADOR
General Manager