Communication: Importance, Forms and Improving Effectiveness in Communication Process in An Organization
Communication: Importance, Forms and Improving Effectiveness in Communication Process in An Organization
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are involved in the process of communication, i.e., the sender and the
receiver.
Communication Process/Elements of
Communication Process:
The communication process begins when sender thinks of an idea or
message to be conveyed to other person. Then the sender encodes the
message, i.e., plans out the words or the language in which the message
must be sent to the other party. After encoding the message the sender
transmits or transfers the message by using different ways and means.
After transmission the message reaches to receiver.
The receiver decodes the message to understand the message and give
his response or feedback to the sender. When the feedback reaches back
to sender then only the communication process ends which means the
communication is a circular process which starts with sender and ends with
sender.
1. Sender:
Sender is the person who conveys the message. The communication
process begins immediately when the idea comes in the mind of sender.
2. Message:
The contents of ideas or message or suggestion which sender wants to
share with receiver is called message.
3. Encoding:
Receiver cannot read the mind of sender. So receiver converts the idea into
a language or other communication symbols such as pictures, gestures,
etc. This is known as encoding.
4. Media:
It is the way or means through which encoded message has to be
transmitted to receiver. The common ways of transmission are phone,
letter, internet, message, etc.
5. Decoding:
Decoding refers to converting the encoded message into language and
understanding the message.
6. Receiver:
Receiver is the person who receives the communication and understands
the message.
7. Feedback:
After understanding the message the receiver sends his response on that
idea or message to sender. When response reaches the sender then only
communication process ends.
8. Noise:
Noise is any element which results in disturbance, distraction or interruption
in the flow of information. The noise can be a loud sound made by any
vehicle, disturbance in the telephone line, disconnection of line, losing of
letter or documents on the way, poor connectivity in the e-mail or internet.
Due to noise the message is not conveyed to receiver and receiver is not
able to decode the message in the same manner as expected by the
sender.
Importance of Communication:
The communication is an important element of directing because of
following points:
1. Act as basis of Coordination and Cooperation:
Generally the organisational objectives are set up at planning stage and
these objectives have to be communicated to management at all levels.
That is why through communication only the objectives and goals of the
organisation are made clear to every employee.
While setting up the personal targets and objectives of employees the
managers must get the accurate information which reaches manager
through communication only. Through communication the top level
management is able to interact with lower level management and all the
employees. This interaction helps in getting the commitment and cooperation and coordination of people.
2. Act as basis for Decision Making:
For taking any major decision or solving any problem in the organisation
there is a need to get the most accurate information and information moves
in organisation through communication only. Whenever the managers are
taking decisions they keep in mind the pros and cons or positive or
negative aspects. The accurate information regarding the positive and
negative aspect comes only through communication.
i. Downward Communication:
The flow of information from the top level or from the superiors to lower
level or subordinates is known as downward communication. In this
communication the manager passes instructions to his subordinates and
the success of downward communication depends upon communication
skill of the managers. The common ways of having downward
communication are:
ii. Upward Communication:
When the subordinates inform or pass any information to superiors then it
is known as upward communication. This communication flows from
subordinates to superiors. Upward communication generally consists of
work performance, opinion, grievances or problems of the employees.
In the recent years upward communication is gaining more importance
because the subordinates prefer to involve themselves in the decision
making and they have started demanding a better working condition. The
upward communication may take place in the following manner:
iii. Horizontal Communication:
Horizontal communication is the communication between the two or more
persons working at the same level of authority. Generally different
departmental heads discuss the policy of their department with each other.
That will be considered as the horizontal communication. Discussion
between two managers of same rank is also a horizontal communication.
For example, the marketing manager may discuss from time to time the
quality and packing of product with the production manager.
Disadvantages:
1. The information is delayed as generally scalar chain is followed while
passing of information.
2. In formal communication the information is conveyed or passed in
impersonal manner.
3. The information may not be transmitted accurately to avoid the
unfavourable effect of communication.
2. Chain Pattern:
Under the chain pattern each person gets the information from one person
that is their immediate boss and passes the information to one person who
is their immediate subordinate. So, every member is attached to one
person.
3. Circle Pattern:
In the circle pattern each person communicates with two more persons in a
group. The person may receive or give information to two more persons in
the organisation. In this type of organisation every member participates
equally in flow of information. That is why it is more decentralised.
Under all channel pattern there is no fixed pattern of communication. All the
members in the organisation are linked to each other and information can
flow from anywhere in the organisation. It is most decentralised
organisation.
5. Inverted V:
In this network a subordinate is allowed to communicate with his immediate
superior and also with the superior of his superior. However in latter case
only limited communication can take place.
2. Informal Communication:
Informal communication between different members of organisation who
are not officially attached to each other is known as informal
communication. Generally, the social interactions, friendly talks and nonofficial matters are discussed in the informal communication.
There is no fixed direction or path for the flow of information under informal
communication. The information moves in a very vague, confusing and zigzag manner. That is why the network of informal communication is known
as Grape Vine.
i. Semantic Barriers
ii. Psychological Barriers
iii. Organisational Barriers
iv. Personal Barriers
1. Semantic Barriers:
Sometimes the same words and sentences can be understood differently
by different people in the organisation which means difference in the
understanding levels of employees. For example, if the production manager
announces in the meeting that there will be increase in budget of
production department then employees may understand that their salary
will increase but managers may understand it that expensive machinery will
be purchased. Main causes for semantic problem can be
(i) Badly expressed message:
Sometimes due to lack of vocabulary manager may use wrong words,
omission of needed words. Due to this the manager may fail to convey the
same meaning to his subordinates.
(ii) Symbols with different meanings:
Sometimes a word may have different meanings. Receiver may understand
the other meaning. For example: Price, Prize, Principle, Principal, Right,
Write, etc. or handle with care. Hold the handle of door carefully.
(iii) Faulty Translations:
Sometimes the workers do not understand the language which is used by
manager so workers get it translated. If translator is not efficient he may
3. Organisational Barriers:
Factors related to organisational structure, authority relationship, rules,
regulations may act as barriers to effective communication.
Some of the organisational barriers are:
(i) Organisational Policy:
If organisational policy does not support free flow of information it may
result in barriers. For example in centralised organisation most of the
information remain at top level only. People at lower level may not be able
to communicate freely in centralised organisation.
(ii) Rules and Regulations:
Rigid rules, regulations may also create barriers as following rules may
lead to red tapism, delay of action and delay in movement of information.
(iii) Status Difference:
Sometimes the people working at higher level do not believe in the
information supplied by the lower level employees as they feel how would
he know about my job and who is he to give me suggestions.
(iv) Complex organisation:
When the information passes through various levels then there can be
screening or filtering of information at different levels. For example, while
giving the feedback the subordinates filter all their negative points and
highlight only their positive side.
(v) Organisational Facilities:
In large organisation free and effective flow of communication is possible
only when some facilities like social get together, complaint box, task force,
etc. exist. In absence of such facilities there can be delay and barrier to
effective communication.
4. Personal Barriers:
Certain personal factors of sender and receiver may influence the free flow
of information.
Some of the personal barriers are:
(i) Lack of Confidence of Superior in his subordinates:
If superiors have no confidence and trust in their subordinates then they
pay no attention to their advice, opinion or suggestions.
(ii) Lack of incentives:
If there is no incentive for communication then subordinates may not take
initiatives to give suggestions.
For example if there is no reward given for giving some good suggestion
then employees will take no initiative to give good suggestions.
(iii) Fear of Authority:
Sometimes superiors conceal and hide information if they have fear of
losing their authority over the subordinates.
5. Proper feedback:
Feedback helps to know the effect or success of communication given by
sender. Communication is complete only when the message is understood
by the receiver.
We can never know whether receiver has understood the message or not
unless we get the feedback. Feedback also provides opportunity for
suggestions and criticism.
6. Communication for the present as well as for future:
Communication must meet the need of present organisation as well as for
future organisation. There must be consistency in the past, present and
future communication.
7. Follow up communication:
There should be proper follow up of the information given by manager to
subordinate. This follow up helps to remove hurdles, misunderstanding of
instructions given by manager to subordinates.
8. Good listener:
The sender must listen to receivers words alternatively; on the other hand
receiver must also listen with due attention. Patient and attentive listening
solve many problems.
9. Open mind:
The parties to communication must have open mind. They should not try to
withhold information for their personal interest. They should not react
before receiving and listening the full message.
10. Completeness of message: