COMMUNICATION
Perhaps the most important component of leadership/management process
is communication. It is an exchange of information that takes place on several
levels and is constantly occurring.
Communication  is the process of passing or transmitting and receiving
information from one person to another.
 is the transfer of information from the sender to the
receiver with the information being understood by the receiver.
The communication model:
An effective communication model consists of six stages:
Sender
Message
Encoding
Fact
Idea
Concept
Feeling
Words
Gestures
Facial
experssions
Sender feedback
Receiver
Transmitting
(channel)
Decoding
Verbal
Sees, hears,
Non-verbal
feels, interprets
Face-to-face
Symbolizes
Group written
Messages for
Instructional
meaning
media
Receiver feedback
Action
Ignores
Stores
Delays
Performs
Figure 1. Communication process
1.
The sender:
Chooses a fact, concept, ideas to communicate. This is the content of
communication. It is the basis of a message.
2.
Encoding:
Means translating the message into verbal and non verbal symbols that will
communicate the intended message to the receiver.
3.
Transmitting:
Is the channel used to communicate the message. The message can be of any
form, i.e. speech, written, media or non verbal.
4.
Decoding:
The receiver perceives and interprets or decodes the sender’s message into
information that has meaning.
5.
Action:
Is the behavior acted by the receiver as a result of the message sent, received
and perceived.
6.
Feedback:
Is a continuous two way process. The communication process is not complete
until feedback occurs.
Kinds of communication:
There are two basic types of communication:
1.
Formal communication “the official”:
-
This type is established by management and formally pictured in
the charts of the organization.
-
It is a line of communication for the transmission of official
message and information within or outside the organization.
2.
Informal communication “the grapevine”:
-
This type of communication is build around the social relationship
of the members of the organization, i.e. arises on account of the nature
desire of the people to communicate with each other.
-
Grapevine does not follow formally delegated lines of authorities
and responsibilities but it is a powerful and purposeful, effective tool of
good administrative practice, that it is considered a mean of understanding
of the public’s opinion and morale in the organization, and as a safety
valve.
-
An intelligent manager can make use of grapevine for spreading
information informally and preventing false rumors by providing correct
facts, this will be possible when the manager maintains an attitude of
friendliness and cooperation with the members of informal organization.
Types of communication:
A.
Verbal communication:
The need for the manager/leader to accurately and reliably send and receive
verbal messages is critical for effectiveness. Verbal messages that are vague or
unclear promote confusion and poor job performance.
Effective verbal communication:
1.
Brief:
Use the fewest words that send the message. Keep it short, simple and to the
point. Using too many words can mud messages and confuse the receiver.
2.
Clear:
Speak slowly and clearly. Repeat important points. Use words that are simple
enough to be understood.
3.
Paced appropriately:
The speed with which a message is delivered has an impact on the
communication. A message that is sent too rapidly increases anxieties in the
receiver. Awkward pauses or the use of too much or too little silence can convey
messages other than what was intended.
4.
Effective toned:
The tone of a person’s voice can have a strong influence on the message
being sent. Vocal tones can also indicate one’s emotional state. To send an
effective message, the tone of voice must match the words that are sent.
5.
Relevant:
Communications that are important have more impact. If the message has
little relevance or importance it will be casually received and soon forgotten.
6.
Well-timed:
In order to be received fully, verbal messages need to sent at advantageous
times, for example: messages that are personal or related to performance
need to be times so that they can be sent in private, with time for discussion.
Communications that praise a staff member should be sent in public. Thus,
encouraging recognition and worth. A good rule of thumb for timing
messages: “Praise in public; criticize in private.”
B.
Non verbal communication:
These messages are considered to be a more accurate description of emotions
than verbal messages. It is easier for us to control our words and speech than the
non-verbal messages we send.
Techniques for developing effective non verbal communication focus on the
use of personal appearance, body language, distance and territory, attending
behaviors and touch.
1.
Personal appearance:
One’s personal appearance is the combination of one’s physical
characteristics, style of dress, hygiene, etc. it is a mixture that creates an
impression.
2.
Body language:
The sending and receiving of non verbal messages through the use of bodily
movements and facial expressions is referred to as body language. These
messages sometimes have a greater impact on communication than the verbal
messages.
3.
Distance and territory:
The more private or personal the communication, the closer the distance
between people.
4.
Attending behavior:
These are a combination of behaviors that indicate if and how the receiver is
listening to the speaker. They include eye contact, focusing on the speaker’s
message, and attentive listening techniques.
5.
Touch:
Touch is a powerful tool that conveys both positive and negative expressions.
Its interpretation depends on the cultural background and emotional state or
mood of the people and the nature of the relationship or interaction. Awareness
of space and territory is essential when communicating with touch.
Channels of communication in the organization:
There are four channels of managerial communication (Figure 2):
1.
Downward communication.
2.
Upward communication.
3.
Horizontal communication.
4.
Diagonal communication.
Horizontal
Downward
Upward
Diagonal
Figure 2. Various directions in which communication flows
1.
Downward communication:
It flows from people at higher level to those at lower level, i.e. from the
superior to subordinate or from manager to assistant manager in the
organizational hierarchy.
-
The types of downward oral communication include instructions,
speeches, meetings, use of telephone.
-
Examples of written downward communication are letters,
handbooks, pamphlets, policy statements and procedures.
-
This downward communication helps to tie the different levels of
organizational hierarchy together and is the instrument by which an
executive puts his/her delegated authority to effective use.
2.
Upward communication:
It passes from subordinates to superior, i.e. “continues up the organizational
hierarchy.”
-
Upward communication provides a means for motivating and
satisfying personnel by allowing employee input.
-
3.
Common means of upward communication include:
Face-to-face discussion.
Open-door policies.
Staff meetings.
Written reports.
Performance appraisal
Suggestion boxes.
Counseling
Attitudes
Surveys
Democratic management
Horizontal flow communication:
Is one that takes place directly people on the same or similar organizational
level. It is most frequently used to coordinate activities.
4.
Diagonal flow communication:
It occurs with persons at different levels who have no direct reporting
relationship. Frequently used between staff, groups, organizations and line
function as in project type.
This type of communication is used to speed information flow, to improve
understanding and to coordinate efforts for the achievement of organizational
objectives.
Barriers that can hinder communication:
-
Lack of planning to communicate: i.e. sometimes we cannot decide
what to say.
-
Poorly expressed message: i.e. speech illogical arrangement,
language is not clear, lack of interest.
-
Environmental factors: which may interfere with communication as
noise, hot or cold environment, inadequate lighting, unsuitable place.
-
Personal factors: as anxiety, fear, ill health.
-
Neglect of listening.
-
Ignorance of system or routine of establishing and coordinating
activities.
Measures to improve communication:
1.
Clarify ideas before attempting to communicate, i.e. be sure of what you
wish to communicate.
2.
Examine the purpose of communication, i.e. be quite clear about the
purpose and objective of what you want to accomplish.
3.
Provide right climate, i.e. remove organizational blocks and other
communication barriers, select the right physical setting.
4.
Be clear in the use of language.
5.
Use adequate medium, i.e. select oral, written or visual medium that you
consider most effective for achieving your communication objectives.
6.
Watch carefully the tone of your voice.
7.
Remember that communication is a two-way, i.e. be sure the message is
received and understood by the receiver.
8.
Be sure your actions do not contradict your communication.
9.
Be a good listener.
10.
Provide climate of trust and confidence.
11.
Feedback to be sure that what has been communicated has been properly
understood by the receiver.
12.
Communication to be effective requires follow-up.
13.
Whenever possible, communicate something that helps or is valued by the
receiver.