COMMUNICATION
Communication in simple terms refers to the act, by one or more persons, of sending and
receiving informations, ideas and feelings with an objective to exchange meaning. This
definition of communication is not as simple as it appears to be. Communication is rather
a complex process. Its complexity and intricacy lies in the following:
1. Thoughts, feelings experiences, prejudices and locational setting of the person who
sends and receives the message, influence its meaning;
2. Multiplicity of channels through which the message is transmitted may distort the
meaning of the message;
3. Multiple means of expression (i) verbal, consisting of words and language, and (ii)
non verbal, consisting of gestures, facial expressions, body movements, exclamations,
etc. may increase the ambiguity in interpreting the message;
4. Barriers from the environment may also distort the meaning of the message.
THE COMMUNICATION PROCESS
For the purpose of understanding, a communication can be broken down into its
following basic elements.
1. Sender or Source: refers to the person (or persons) who is sending the message. The
personality of the source is one of the most significant aspects of any communicative
act.
2. Encoding: refers to sender’s activity of translating the message in symbol (words,
language, gestures) so that it can be understood by the receiver. The sender’s
vocabulary, intentions, and the context within which he is framing his message, have
an important influence on the encoded message.
3. Message: is the content of the information which the sender intends to send to the
receiver.
4. Channel: is the means through which the message is transmitted to the receiver. For
example, the message may be conveyed through written words, spoken words,
gestures, etc. Again, it may be conveyed personally or publically, may be directed
towards the receiver or towards everyone. The effectiveness of a message depends
much on the channel used to transmit it.
5. Receiver: is the target of a communication. As in the case of the sender, the
personality of the receiver would influence the reception and interpretation of the
message.
6. Decoding: is the corresponding process to encoding in the case of the receiver. It
refers to the process of interpreting and understanding the received message. Again,
as in the case of the sender, the consequences of decoding are influenced by the
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receiver’s vocabulary, motives and the context within which the message is being
interpreted.
7. Feedback: is the concluding link of the communication process. A complete act of
communication implies that not only the sender sends the message which is received
by the receiver, but also the sender comes to know that the message has been received
and understood properly. This act of receiver’s response, which may be explicit or
implicit depending on the nature of the message, to the sender is known as feedback.
TYPE OF COMMUNCATION
Basically, there are three ways in which people communicate with each other. There are:
1. Face-to-Face Communication:
Most of the routine organizational work is carried out through verbal instructions.
This includes meetings, interviews, directions, counselling, personal talks, etc. This
way of communicating has the advantage that both the sender and the receiver have a
chance of making themselves clear.
However, in practice the fact-to-face communication may become ineffective due to
the following reasons:
i)
ii)
iii)
most people believe that just transmitting the message is enough for
communication. The do not consider whether the message was received and
understood by the other person.
most people use their listening time to structure their own arguments and
responses, and thus, completely tune out what the other person is saying; and
if the communicated message is an order or instruction, the effectiveness of
the message often gets lost through lapses of memory.
2. Written Communication:
One can not totally rely on verbally spoken communications. A wide range of
organizational activities, circulars, reports, manuals, job descriptions, etc. is conveyed
in written form. Written communication is necessary in certain situations, such as:
i)
ii)
When the same message is to be conveyed to a large number of people at
distant places:
When the message is complex in nature, e.g., about work methods, rules and
regulations, etc.
The main drawback of the written communication is that there is no certainty about
its being read by its receivers. Also, chances of getting a feedback are less in the case
of written communication, than in the case of face to face communication.
3. Non verbal Comunication:
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People convey messages not only through spoken and written words but also through
non verbal means which are equally important in expressing oneself. For example,
nodding of head conveys agreement, frowning express displeasure, shrugging
shoulders signifies grudging withdrawal and so on. These clues convey the intentions
behind the words and help in interpreting the intended meaning of the message.
However, these clues should be treated as complementary to the verbal message.
CAUSES OF COMMUNICATION BREAKDOWN:
Breakdown of communication occurs when the message is not received, is received in
a distorted form or when either the sender or the receiver refuses to participate in the
communication process. There are mainly two factors which causes communication
breakdown.
1. Physical Noise:
‘Noise’ is any factor which interferes with the communication process. For
example, distracting sound, frequent interruptions and attention diverting gestures
break the continuity of communication. Usage of highly technical and complex
words, too long and too short sentences may act as noise to render the
communication ineffective.
2. Psychological Noise:
Noise can also occur at a psychological level. Prejudices, apprehensions, tensions,
mutual distrust, perceptual differences etc. of the sender and receiver are a few
examples of Psychological noise.
COMMUNICATION WITHIN AN ORGANIZATION
Communication process within an organization is characterized and moulded by the
nature of the organization structure. The content of the communication, and the barriers
leading to communication breakdown can reasonably be anticipated by knowing the
organizational positions of the sender and the receiver. In general, there are three types
of formal communications in an organization:
1) Downward Communication:
Any communication which originates from a higher level of hierarchy and is diverted
toward the lower levels is called downward communication. This essentially consists
of policies, orders, directives, etc. Downward communications are needed:
i)
ii)
to instruct the employees about the work methods and jobs;
to provide information about the rules, procedures and practices to the
employees; and
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iii)
to provide the subordinates with feedback on their performance.
An important requirement of effective downward communication is that it needs to be
translated into more operational and practical terms as it passes down the levels of
hierarchy. Unless this translation makes the message relevant for the receiver, it defeats
its intended purpose. For example, if the corporate objectives which are phrased in very
generic terms, are presented to the worker without specifying his targets, they would
convey no message to him to act upon.
2) Upward Communication:
Both management and employees often neglect the role of upward communication in
an organization. However, many of the decisions regarding the policies and targets,
made at the upper levels of hierarchy, depend heavily on the information received
through the upward channels of communication. The upward communication is
useful.
i)
ii)
iii)
iv)
to provide feedback to the management about the implemented programmes
and policies;
to provide information about output, quality of products, etc.
to collect the job relevant feelings and reactions of the employees; and
to receive the complaints and grievances of the employees.
For smooth and unhindered upward communication some of the salient pre-requisites
are:
i)
ii)
iii)
the management must ensure an open and uninhibited organizational climate
which creates a feeling among the employees that the management is
interested in their views and problems;
the employees from whom such communications originate, must feel
responsible enough to send only those messages which are relevant and
meaningful, both in terms of content and format, within the organizational
framework; and
the functionaries at the intermediary levels (e.g. supervisors, departmental
heads, etc.) through whom such communications pas, must become a link and
not a block, in the communication channel. This is especially so in the case of
‘negative’ message (e.g. grievances, complaints, reports of failure etc.) which
may be interpreted by their supervisors’ as indications of their own
ineffectiveness.
3) Horizontal Communication:
Messages exchanged among employees who are at the same level in the
organizational hierarchy is called horizontal communication. Such communication is
important for effective organizational functioning in two ways:
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i)
ii)
it facilitates coordination of work at the inter-departmental level, and
it permits exchange of jobs, related experiences and knowledge.
It must, however, be noted that the horizontal communication to be useful, requires
going beyond the petty feelings of one-upmanship, jealousies, favouritism etc.
INFORMAL COMMUNICATION IN ORGANISATIONS
In addition to the formal channels of communications, people in an organization also
communicate through a network of personal contacts, which is known as the
grapevine or the informal channels of communication. Such communications are,
however, a double edged sword. When they are used to exchange work related or
personal information they become and important means of communication, on the
one hand, and an instrument in promoting interpersonal relations, on the other. But
they have also a tendency to degenerate into rumour mongering and inter-personal
conflicts.
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