MODULE 12: COMMUNICATION PROCESS

Learning Objectives
• Understanding of Communication process and Principles of Communication
• Understanding of various types, importance and barriers of Communication

I. Introduction:

• Communication plays key role in the success of a manager. How much professional
knowledge and intelligence a manager possesses becomes immaterial if he is not able
to communicate effectively with his subordinates and create understanding in them.

• Directing abilities of a manager mainly depend upon his communication skills. That is why
organisation always emphasises on improving communication skills of managers as well as
employees.

• The word communication has been derived from the Latin word ‘communis’ which
means ‘common’ which consequently implies common understanding. Communication is
defined in different ways. Generally, it is understood as a process of exchange of ideas,
views, facts, feelings etc., between or among people to create common understanding.

• It is not possible to have human relations without communication. However, good and
effective communication is required not only for good human relations but also for good and
successful business.

Definition:

• “Communication is an exchange of facts, ideas, opinions or emotions by two or more

persons” --- Newman and Summer

• Communication is the sum of all things one person does when he wants to create
understanding in the mind of another. It involves systematic and continuous process of
telling, listening and understanding. --- Louis Allen

• Communication is transfer of information from the sender to the receiver with the
information being understood by the receiver. --- Harold Koontz and Heniz Weihrich
 • Communication is a process by which people create and share information with one
another in order to reach common understanding. --- Rogers

II. Elements of Communication Process

Communication has been defined as a process. This process involves elements like source,
encoding, media/channel, receiver, decoding, noise and feedback. The process is represented in
the figure. The elements involved in communication process are explained below:

• Sender: Sender means person who conveys his thoughts or ideas to the receiver. The sender
represents source of communication.

• Message: It is the content of ideas, feelings, suggestions, order etc., intended to be

communicated.

• Encoding: It is the process of converting the message into communication symbols such as
words, pictures, gestures etc.,

• Media: It is the path through which encoded message is transmitted to receiver. The channel
may be in written form, face to face, phone call, internet etc.,

• Decoding: It is the process of converting encoded symbols of the sender

• Receiver: The person who receives communication of the sender.

• Feedback: It includes all those actions of receiver indicating that he has received and
understood message of sender.

• Noise: Noise means some obstruction or hindrance to communication. This hindrance may
be caused to sender, message or receiver. Some examples of noise are:

Ambiguous symbols that lead to faulty encoding

A poor telephone connection

An inattentive receiver

Faulty decoding (attaching wrong meanings to message)

Prejudices obstructing the poor understanding of message

 Encoding Decoding

Sender Message Media Receiver

Noise

Feedback

Communication Process

III. Principles of Communication:

Communication is based upon following seven principles,

These are known as 7 C's of communication.

1. Conciseness: It should be notified that the message should be concise in nature so that it
will be easy to catch the readers' attention.
2. Concreteness: Message should be concrete as having all the meanings conveyed in it but
should be shorter in length.
3. Clarity: It must give appropriate and explicit meaning that would not diversify and
confuse the reader at any instance by placing prominence and consequences with all the
facts and figures.
4. Completeness: Also it is important that the message must have completed meaning that
will provide the sufficient information to its reader.
5. Courtesy: Another important feature is that the sender must be emphasizing on the
courteous tone and must give some compliments and benefits to its readers.
 6. Correctness: The message conveyed must be checked for correctness and should be free
from all grammatical errors
7. Consideration: There must be proper consideration in the message and it should
emphasize on your attitude rather than 'I' and 'we' kind of words.

IV. Types of Communication

a) On the basis of relation:

1. Formal communication
• It follows the course laid down in the organization structure of the enterprise.
• Members of the enterprise are supposed to communicate with each other strictly as per the
channels laid down in the structure. Generally, orders, instructions, decisions of the superior
officer etc., are communicated through this channel
2. Informal communication (or grapevine communication)
• This communication has no formal manner of routing. It might spread from any person to
any person, in any manner and in any direction, like the structuring of a grapevine.
• Jumping of communication channels takes place because of informal relations between
members of the organization. It may be conveyed by a gesture, nod, smile etc.

A COMPARISON BETWEEN FORMAL AND INFORMAL COMMUNICATIONS

Basis of distinction Formal communication Informal communication

1.Speed It is slow. The rate of slowness of It is very fast. it spread like an

this type of communication epidemic as it might proceed from
depends on the length of the scalar any person to any person, in any
chain. It is not suitable to manner. It is suitable in emergency
emergency situations. situations.

2.Authority It is most authentic, as it takes place It is least authentic as it spreads in a

via the official scalar it chain. grapevine manner (Rumours)

3.Nature It is impersonal and official. It is a It is personal and unofficial. It

 source of tension to individuals in, relieves individual of tension in
many cases. many cases.

4.Planning It is pre-planned. It helps people It is wholly unplanned. It is

understand their jobs and is the contingent in nature.
basis of smooth.

4.Feedback Feedback to communication may o Immediate feedback is there. People

may not be there. In fact, people at can freely express their opinions
lower levels might not be able to about informal communication,
express themselves freely on many without fear or favour.
organizational issues.

6.Control It is controllable by management. It It is wholly uncontrollable, not

could be subject to modification, possible to modify as the source of
subsequently. communication may not be known
at all.

7.Distortion Distortion in communication is not There are distortion in informal

possible, especially when it is in communication according to the
writing. whim and prejudices of individuals.

8.Record-keeping It is mostly written records of It is mostly oral. No records of it

communication could be easily kept could be kept.
for future reference

9.Fixation of As the source of communication is It is not easily traceable.

responsibility known responsibility for Responsibility for communication
communication could be easily could not be fixed on any
fixed on individual. individual.

10. Resistance It being official, usually meets with Question of resistance to this type
resistance, on the part of communication does not arise, as it
employees. is social and personal in nature.

11.Secrecy of Confidential information does not Confidential information could not

confidential leak. It could be kept restricted. be confidential like an epidemic.
matters

12.Rigidity or It is based on the plans, rules and It is quite flexible and depends on
flexibility policies of the organization, which personal likes and dislikes.(ever
are quite fixed. changing)

13.Mutual support It does not support informal It supports the formal

communication. communication.

b) According to Expression

1. Oral communication or verbal communication:

• It is way of transmitting messages etc., through words spoken by the sender of

communication to the recipient of it. Communication is made direct face to face or
through telephone or intercom system.

• Modes:

Communicating through a face to face contact( sender- recipient)

Communication through mechanical devices(speaker, telephone, intercom)
Sending oral messages through- peons, agents, servants
Speaking to people trough delivering lectures.
An exchange of views at meeting, conference etc.,
Holding group discussion
2. Written communication

• It is way of transmitting messages etc., through words reproduces in writing by the sender
of communication for the information of the recipient of it. it includes statements,
circulars, letters, reports, memos, manuals etc.,

• modes:

sending letters by the sender to the recipient

communication through publications in house journal, magazines, bulletins etc.,
communicating messages, news, etc., through notices displayed on notice boards
3. Gesture communication:
 • Communication through gestures is often used as a means to make the verbal or written
communications more effective.

• One has only attend a meeting addressed by a trade unions leader to see how he used the
different gestures- wave of hand pouting of lips, movements of eyes- to make his point.

• Gestures can be used to express one’s feelings, ideas or sentiments. For a subordinate in
an enterprise, a handshake with the boss is enough to turn his head for days, if not month.
c) On the basis of direction

1. Downward communication

• The communication flows from the superiors to the subordinates. It moves downwards in
an organization, from the top management to middle and lower level management
travelling via various links in the scalar chain.

• Essentially, the purpose here is to communicate the policies, procedures, programmes,

orders, instructions, etc., to subordinates. Issue of orders and instructions is the heart of
downward communication i.e.,
2. Upward communication

• It proceeds upwards in an organization from the lower level management to middle and
upper level management, travelling via various links, in the scalar chains.

• This type of formal communication is really a feedback to downward communication.

• it includes reports, suggestions, reactions of workers, proposals, inquiries, complaints,

grievances, etc.,
3. Sideward (horizontal) communication

• It takes place among managers, placed at the same rank, in the organization. It is
necessary for achieving co-ordination of actions of individuals, doing the similar type of
work, under managers of equal ranks.

• For Example: A communication between two assistant production managers is an

instance of horizontal communication.
 • It used to improve, understanding, coordinate efforts for achieving organization
objectives. It relates to task coordination, understanding, problem solution, conflict
resolution, information sharing.

V. Importance of Communication

Communication is one of the most central aspects of managerial activities. It has been estimated
that a manager spends 90 percent of his time in communicating-reading, writing, listening,
guiding, instructing, approving, reprimanding, etc. Effectiveness of a manager depends
significantly on his ability to communicate effectively with his superiors, subordinates and
external agencies such as bankers, suppliers, union and government.

The importance of communication in management can be judged from the following:

Acts as basis of coordination: Communication acts as basis of coordination. It provides

coordination among departments, activities and persons in the organization. Such
coordination is provided by explaining about organizational goals, the mode of their
achievement and inter relationships between different individuals etc.

Helps in smooth working of an enterprise: Communication makes possible for the smooth
and unrestricted working of the enterprise. All organizational interactions depend on
communications. The job of a manager is to coordinate the human and physical elements of
an organization into an efficient and active working unit that achieves common objectives

Acts as basis of decision making: Communication provides needed information for decision
making. In its absence, it may not be possible for the managers to take any meaningful
decision. Only on the basis of communication of relevant information one can take
right decision.

Increases managerial efficiency: Communication is essential for quick and effective

performance of managerial functions. The management conveys the goals and targets,
issues instructions, allocates jobs and responsibilities and looks after the performance of
subordinates. Communication is involved in all these aspects. Thus, communication
lubricates the entire organization and keeps the organization at work with efficiency.

Promotes cooperation and industrial peace: Efficient operation is the aim of all prudent
management. It may be possible only when there is industrial peace in the factory and mutual
 cooperation between management and workers. The two way communication promotes
cooperation and mutual understanding between the management and workers.

Establishes effective leadership: Communication is the basis of leadership. Effective

communication helps to influence subordinates. While influencing people, leader should
possess good communication skills.

Boosts morale and provides motivation: An efficient system of communication enables

management to motivate, influence and satisfy the subordinates. Good communication
assists the workers in their adjustment with the physical and social aspect of work. It
improves good human relations in industry. Communication is the basis of participative and
democratic pattern of management. Communication helps to boost morale of employees and
managers.

VI. Barriers to Communication

It is generally observed that managers face several problems due to communication breakdowns
or barriers. These barriers may prevent a communication or filter part of it or carry incorrect
meaning due to which misunderstandings may be created. Therefore, it is important for a
manager to identity such barriers and take measures to overcome them.

The barriers to communication in the organizations can be broadly grouped as: semantic
barriers, psychological barriers, organizational barriers, and personal barriers.

These are briefly discussed below

Semantic barriers:
Semantics is the branch of linguistics dealing with the meaning of words and sentences.
Semantic barriers are concerned with problems and obstructions in the process of encoding and
decoding of message into words or impressions.

Normally, such barriers result on account of use of wrong words, faulty translations, different
interpretations etc. These are discussed below:

i) Badly expressed message: Sometimes intended meaning may not be conveyed by a manager to
his subordinates. These badly expressed messages may be an account of inadequate vocabulary,
usage of wrong words, omission of needed words etc.
ii) Symbols with different meanings: A word may have several meanings. Receiver has to
perceive one such meaning for the word used by communicator. For example, consider these
three sentences where the work ‘value’ is used:

(a) What is the value of this ring?

(b) I value our friendship.

(c) What is the value of learning computer skills?

You will find that the ‘value’ gives different meaning in different on texts. Wrong perception
leads to communication problems.

iii) Faulty translations: Sometimes the communications originally drafted in one language
(e.g., English) need to be translated to the language understandable to workers (e.g.,
Hindi). If the translator is not proficient with both the languages, mistakes may creep in
causing different meanings to the communication.

iv) Unclarified assumptions: Some communications may have certain assumptions which are
subject to different interpretations. For example, a boss may instruct his subordinate, “Take care
of our guest”. Boss may mean that subordinate should take care of transport, food,
accommodation of the guest until he leaves the place. The subordinate may interpret that guest
should be taken to hotel with care. Actually, the guest suffers due to these unclarified
assumptions.

v) Technical jargon: It is usually found that specialists use technical jargon while explaining to
persons who are not specialists in the concerned field. Therefore, they may not understand the
actual meaning of many such words.

vi) Body language and gesture decoding: Every movement of body communicates some meaning.
The body movement and gestures of communicator matters so much in conveying the
message. If there is no match between what is said and what is expressed in body movements,
communications may be wrongly perceived.

Organizational barriers:

The factors related to organization structure, authority relationships, rules and regulations
may, sometimes, act as barriers to effective communication. Some of these barriers are:
i) Organizational policy: If the organizational policy, explicit or implicit, is not supportive
to free flow of communication, it may hamper effectiveness of communications. For
example, in an organization with highly centralized pattern, people may not be encouraged
to have free communication.

ii) Rules and regulations: Rigid rules and cumbersome procedures may be a hurdle to
communication. Similarly, communications through prescribed channel may result in delays.

iii) Status: Status of superior may create psychological distance between him and his subordinates.
A status conscious manager also may not allow his subordinates to express their feelings freely.

iv) Complexity in organization structure: In an organization where there are number of

managerial levels, communication gets delayed and distorted as number of filtering points
are more.

v) Organizational facilities: If facilities for smooth, clear and timely communications are not
provided communications may be hampered. Facilities like frequent meetings, suggestion
box, complaint box, social and cultural gathering, transparency in operations etc., will
encourage free flow of communication. Lack of these facilities may create communication
problems.

Psychological barriers:

Emotional or psychological factors act as barriers to communicators. For example, a worried

person cannot communicate properly and an angry receiver cannot understand the real
meaning of message. The state of mind of both sender and receiver of communication
reflects in the effective communication. Some of the psychological barriers are:

i) Premature evaluation: Sometimes people evaluate the meaning of message before the
sender completes his message. Such premature evaluation may be due to pre-conceived notions
or prejudices against the communication.

ii) Lack of attention: The pre-occupied mind of receiver and the resultant non-listening of
message acts as a major psychological barrier. For instance, an employee explains about his
problems to the boss who is pre-occupied with an important file before him. The boss does not
grasp the message and the employee is disappointed.
 iii) Loss by transmission and poor retention: When communication passes through various
levels, successive transmissions of the message results in loss of, or transmission of
inaccurate information. This is more so in case of oral communication. Poor retention is another
problem. Usually people cannot retain the information for a long time if they are
inattentive or not interested.

iv) Distrust: Distrust between communicator and communicate acts as a barrier. If the parties do not
believe each other, they cannot understand each other’s message in its original sense.

Personal barriers:

The personal factors of both sender and receiver may exert influence on effective
communication. Some of the personal barriers of superiors and subordinates are mentioned
below:

i) Fear of challenge to authority: If a superior perceives that a particular communication

may adversely affect his authority, he or she may withhold or suppress such communication.

ii) Lack of confidence of superior on his subordinates: If superiors do not have confidence on the
competency of their subordinates, they may not seek their advice or opinions.

iii) Unwillingness to communicate: Sometimes, subordinates may not be prepared to communicate

with their superiors, if they perceive that it may adversely affect their interests.

iv) Lack of proper incentives: If there is no motivation or incentive for communication,

subordinates may not take initiative to communicate. For example, if there is no reward or
appreciation for a good suggestion, the subordinates may not be willing to offer useful
suggestions.

VII. Improving Communication Effectiveness

The barriers to effective communication exists in all organizations to a greater or lesser

degree. Organizations keen on developing effective communication should adopt suitable
measures to overcome the barriers and improve communication effectiveness. Some such
measures are indicated below:

i) Clarify the ideas before communication: The problem to be communicated to

subordinates should be clear in all its perspective to the executive himself. The entire
 problem should be studied in depth, analyzed and stated in such a manner that is clearly
conveyed to subordinates.

ii) Communicate according to the needs of receiver: The level of understanding of receiver
should be crystal clear to the communicator. Manager should adjust his communication
according to the education and understanding levels of subordinates.

iii) Consult others before communicating: Before actually communicating the message, it is
better to involve others in developing a plan for communication. Participation and
involvement of subordinates may help to gain ready acceptance and willing cooperation of
subordinates.

iv) Be aware of languages, tone and content of message: The contents of the message, tone,
language used, manner in which the message is to be communicated are the important
aspects of effective communication. The language used should be understandable to the
receiver and should not offend the sentiments of listeners. The message should be stimulating
to evoke response from the listeners.

v) Convey things of help and value to listeners: While conveying message to others, it is
better to know the interests and needs of the people with whom you are communicating. If
the message relates directly or indirectly to such interests and needs it certainly evokes
response from communicate.

vi) Ensure proper feedback: The communicator may ensure the success of communication
by asking questions regarding the message conveyed. The receiver of communication may
also be encouraged to respond to communication. The communication process may be
improved by the feedback received to make it more responsive.

vii) Communicate for present as well as future: Generally, communication is needed to meet
the existing commitments, to maintain consistency; the communication should aim at future
goals of the enterprise also.

viii) Follow up communications: There should be regular follow up and review on the
instructions given to subordinates. Such follow up measures help in removing hurdles if any
in implementing the instructions.
ix) Be a good listener: Manager should be a good listener. Patient and attentive listening
solves half of the problems. Managers should also give indications of their interest in
listening to their subordinates.

References
1. L.M. Prasad, Principles & Practice of Management, Sultan Chand & Sons, 1999, ISBN: 81-7014-
024-2

2. B.S. Moshal, Management Theory and Practice, Galgotia Publishing Company, 1998, ISBN: 81-
85989-26-5

3. Business studies, Part I, Principles and functions of management, NCERT.

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1. What is informal communication?

2. What are semantic barriers of communication?
3. Who is a supervisor?
4. Explain different networks of grapevine communications?

MCQ

1. Which one of the following is not an element of direction?

(a) Motivation (b) Communication

(c) Delegation (d) Supervision

2. The motivation theory which classifies needs in hierarchical order is developed by

(a) Fred Luthans (b) Scott

(c) Abraham Maslow (d) Peter F. Drucker

3. Which of the following is a financial incentive?

(a) Promotion (b) Stock Incentive

(c) Job Security (d) Employee Participation

4. Which of the following is not an element of communication process?

(a) Decoding (b) Communication

(c) Channel (d) Receiver

5. Grapevine is

(a) Formal communication (b) Barrier to communication

(c) Lateral communication (d) Informal communication

6. Status comes under the following type of barriers

(a) Semantic barrier (b) Organisational barrier

(c) Non Semantic barrier (d) Psychological barrier