Os © Communication is a Universal Process Communicaton ‘The principles of communication are in the nature of universal application. The princi, universality of communication is one of the characteristics pertaining to the nature of communication fuly speaking, the problem of effective communication is present in all interpersonal, group ag organisational activities. The problems are present everywhere whether it be a family, a schoo, State and Central Government departments, undertakings, corporations, trade unions and in ll activities: ‘The principles and techniques of communication are universatin application but not necesarly and exclusively applicable to only business. They are applicable to social, religious, charitable, formal, non-formal, non-profit organisations also. Communication is a universal process, The chairman, managing director, heads of various functional areas and subordinates have necessariy, touse the same communication skills and principles in their inter-personal group and organisttionl situations. The fundamental principles of scientific communication are applicable to all humax activities, from the simplest small groups to great corporations and the public. There are a number of elements fundamental in the process of communication which at common to the process of communication in different walks of life. It is on the basis ofthe elements that theory of communication can be evolved. The principles and theory of communicana are useful because they provide a broad basis for approaching communication problems. Universality of conimunication principles also means that they are transferable, newcomers can kxiow and made as effective communicators., Universality of principles also means that all people have follow the same principles and skills regardless of their position. Thus, communication seeks © harmonise individual efforts with the organisational goals. The Process of Communication Communication is a process of exchange of ideas, facts, opinions and manner by whichttt receiver of the message shares meaning and understanding with another. It is the whole see of transmission and interchange of facts, ideas, feelings etc. Process is a course of acide Communication as an organisational process affects all It enables us to transfer information 60" one person to another, from one department to another, from outside to the organisation, 00m". ‘whether the organisation is an individual, fina, society or a body corporate, The ultimate obi that information transferred must be understandable by the receiver. It is organisational process becaiise a group of people and group activities are involved. oy information transmission involves a reader or a listener who responds to the mess4@®'y, organisational process is also the means of preparing information and circulating it to ote organisation. Without this process, organisational activities do not progress. Communication Vehicle of individuals and group in the organisation. In this process, the transmitter U5°% | media to convey ideas, opinions, facts or feelings to another, The media may be written oral media, visual or audio-visual medi sual orcomminicaton medicare neo posters, ete. Television and films are audio-visual communication media, +o ‘Communication is a process that uses a set of media iti fooling of one pon 1 soter Me chalege te commana es ee case oo AFundamentals of Communicatioh ae their purpose to the listener or reader. So, a good communicator must understand the receivin; " eres, soe and understanding capabilities of the recipient not only of the transmitting message but also their effect. [COMMUNICATIO! ‘SYMBOLS Fig11 Communication Process In the process of various media, the organisation's mission is accomplished and activised. The transmitter selects when and what to communicate and determines their medium for transmission. The receiver or recipient takes the message, interprets, perceives and responds to it. The whole Sequence is the communication process. As a process, itis routine and continues forever. Every time a person transmits the facts, ideas, opinions or feelings, another person responds in turn. communicating facts, ideas, feelings or attitudes. It is a never ending process cycle. The cycle, in brief, broadly covers the following elements shown in the figure.‘Communication Elements of Communication Process The whole process of communication involves the following elements: — SENDER ENCODING (CHANNEL RECEIVER DECODING f icating with B (called According to David K. Berlo, the whole sequence of communicating wit ( communication process) involves six steps. / ; a ti Tdeation-)Encoding-}Transmission-PReceiving->(Sender)->Decoding Acting = ‘A brief deseription of the various elements involved in the process of communication is ib following pages. ae geet spoken or written, to be passed from one person to 1. Message: A piece of information, another. It is the subject matter of communicat attitude, or course of action, including information. 2, Transniitter! He is'the sender of message or communicator or spreader, a person who transmits the message. In the case of mechanical devices used for communication, para transmitter is an operator that transmit message. The person who conveys the message is known as the communicator or sender. There is always a communicator in the process. He conceives and initiates the message. He is the driving force to change the behaviour of the receiver. 3, Encoding (Communication Symbol): The process of conversion of the subject matter into symbols is called encoding. The message or subject matter of any communication is always abstract and intangible. Transmission of the message requires the use of certain symbols. The communicator plans and ‘organises his ideas into a set of symbols, signs etc. Encoding process translates ideas, facts, feelings, opinions into symbols, signs, words, actions, pictures, and audio- visuals etc. It is up to the sender to select a medium he feels proper to communicate effectively to the intended listener or receiver, : 4, Communication Channel: Later, the transmitter has to select the channel for sending the information. Communication channel means the medium or media through which the message passes, The words, symbols or signs selected should, be transmitted to the receiver or listener through certain channel or medium. Media in plural represent vehicles to transmit message. The Communicator has to decide how best he can pass the message, what he has to convey. Media may be written media or oral media. Again, there are various forms of written media like lettefs, reports, manuals, circulars, notes, questionnaires etc. The forms of oral media include face-to-face conversation, dictaphone, telephone, recording, radiomeeting, conference etc, The channe! may be tion. It may involve any fact, idea, opinion, figure, Itexists in the mind of the communicator.undamentals of Communication, @ avisual channel like. slides, neon hoardings, posters etc. Television and documentary films represent audio-visual channels. 5, Receiver: There is always a receiver in the process of communication. Receiver is the person to whom the message is meant for by the sender. A person who receives the message is {alled the receiver. Effective communication process is not complete without the existence of receiver of the message. Responding or acting to the message is done by the receiver only. Itis the receiver who receives and tries to interpret, perceive, understand and act upon the message. 6, Decoding: Decoding is the process of translation of an encoded message into’ordinary understandable language. Receiver converts the symbols, words or signs received from the sender to get the meaning of the message. 7, Acting: According to the understanding of the message, the receiver acts or implements the message. 8, Feedback: Feedback js though the last element and an important one in the: communication rocess. As it has been explained, communication is an exchange process. For the exchange to be complete the information must go back to the ‘communicator, so that he can know the reaction of the receiver. The sending back of the knowledge about the message to the transmitter is known as feedback. It ensures that the receiver has received the message and understood in the same sense as the sender meant. Feedback enables the communicator to carry out corrections or amendments or change the message to be effective. ‘The entire sequence described above isthe complete communication process or cycle having eight components. COMMUNICATION PROCESS: MODELS AND THEORIES “There are many comraunicalion process models and theories to understand the probess involved in itas developed by different people. It is practically very tedious, time and space consuming to Consider all the communication models. Iti, therefore, desirable to become acquainted with some significant and important models which serve the purpose of understanding the process of communication. 1,LINEAR MODEL 1. Aristotle’s Model ‘The first step towards development of a communication model had been taken by Aristotle ehad developed an easy, simple and elementary model of the conimunication process. According to Aristotle, in a communication event, there are three main ingredients, such as: ‘The Speaker, The Speech, and The Audience. Subsequently, a number of experts have developed moder models of communication which are more complex and dynamic.| @ Conmunisan 2. Mathematical Theory aaa ‘The Mathematical Theory of Communication developed DE ttl a ieee popularly called Shannon-Weaver Model, was developed in 1949 as a mock it eto communicationThey considered the theory as strictly pen Leadteeae With technology and technical aspects of communication. It created an impa ets se measuring the unit ofthe information transmitted over technical channel. 3. Information Theory oe In 1950 the information theory developed separately from the communication theory. Computer science, data processing, cybernetics and so on are the only segments of | the information theory, Every discipline has contributed to the communication theory. The behavioural scientists have adopted very successfully the mathematical theory to explain human communication. Shannon was an engineer, concemed himself with the technical problems of transmitting signals from the one point to another. He considered communication as a mechanistic system consisting of the following five basic elements. They are: 1, Information — source 2. Transmitter — to convert a message into transmittable sign 3. AChannel 4. A receiver — who reconstructs the message from the sign 5. Destination — the person or machine to whom it is intended. The other four components he introduced in the system, are: 1. The Message; 2. Transmitted Signals; 3. Received Signals; 4. Noise Source. DESTINATION MESSAGE MESSAGE. Technological aspects of communication have a direct beari i ! ‘ : aring on measurin its of ition transmitted over the technical channel which led to the development it airesfeacntliscomroratn @ and its problems are being tried to be explained by the mathematical model developed by Shannon- ‘Weaver model. Their model contains the essential elements for explaining the human communication process. They identify the element of semantics — that meaning lies in people. The degree of difference in meaning between the sender and the receiver is accounted for by noise. The mathematical theory of communication is also used in developing the information and computer science. 4, David K. Berlo’s Model David Berlo’s process theory is one of the basic theories for all communication theorists. The various theories of process models indicate the idea persuasively to another person. Berlo’s model is of basic importance in developing other communication models and for identifying elements of communication. Berlo’s process theory has contributed a great deal to the subject of communication. In this model, he identified essential elements and also other factors affecting them such as the five senses. One thing, however, we have to mention here is that the model does not consider verbal and non-verbal stimuli. The following nine components are included in his model: A Source A Encoder A Message A Channel A Receiver A Decoder AMeaning A Feedback and A Noise Fig. 1.3 David k. Berlo’s ModelComme, 5. Harold D. Lasswell Model , The communication process of Lasswell, in its broader analysis, gives rise to four bas: important questions. They are Who? What? Whom? Which? The behavioural aspects of pisiemy in the communication process is well- established by Lasswell. But his model ignores thee elements of the communication process. But Lasswell’s model indicates the major elements; process by posing some questions dealing with the act of communication. They are; "x Who? Says What? In What Channel? To Whom? With What Effect? _ 1. Why? “ Why do we want to communicate? What is the purpose of the communication? Is it to persuade or to inform? Is any particular action required? 2. What? ‘What is it we want to communicate? An order, an idea, an attitude or a feeling? What form of words or possible actions best meets the situation? 3. How? How are we going to communicate? In what form will the communication get home the message fastest? What impact will a particular form have on the recipient? 4. Who? Is there a key to the communication situation? How does he feel about me, about this situation? 5.When? Finally, when? When is the right time to get across this message? When is the receiver likely to give it the most attention? Can timing be critical to the success of the communication? In this model, he covers the five elements in the process by putting the above questions. ioe model emphasises on the effect of conimunication and the response of the receivers. The behaviow" aspects of the sender is the important element in the process. wHo SAYS WHAT IN WHICH To WHOM wire WHAT CHANNEL SENDER MESSAGE MEDIA RECEIVER EFFECT ‘Fig. 1.4 Lasswell Modeli undamentals of Communication @ 6.Wilbur L. Schramm Model Histheory is concemed with: mass communication. His model ‘How Communication Works’ | jqrepresented in Fig. 1.5. In this model, the focus is onthe signal fom the two sides of the source id receiver. The encoder which is the source has'to encode and the same is to be decoded towards destination. The model is very simple to understand. SOURCE J ENCODER | vs ) pecone} DESTINATION J Figs 7.U.S. Rai and S.M. Rai Model 1x ‘MEDIUM TRANSMITTER RECEIVER Fig-1.6 8,Roger A. Vogel & William D. Brooks Model RECEIVER ‘SOURCE Fig.7 2, INTERPERSONAL OR INTERACTIONAL MODEL The interpersonal or interactional model of communication is also called “circular” or “cyclical” model. The various models discussed above are linear models, which do not consider the response or reply from the receiver of the message. Linear models have some limitations because they contain almost some common elements of communication process. But actually effectiveoN 2 is stem Of communicar: A ar _ In the circular sys ication eatin a Serle circular Re models may undergo change if th, rs = the element of feedb. introduced. en feedback is introduced. icati s means interaction or ;, Feedback with reference to the con Ee erate eae it cg 2 face-to-face communication with another person vee ide teccive cai ria Doe of feedback Sstonesne and sag ane te evision or alteration ofthe origi ast communication. Thus, sending altogether a new message. ication ci lical rathe a communication circular or cycl er than lin na ee Stadia avoton sae limitations, which re att Stace g ceetieal iatepenoal mal of cman, The interpersonal ef erate Poe Communication demands that the sender of the message has to ascertai eee been understood by the receiver or acted upon it or behaviour is changed: © MUSt know i Teceiver’s reaction, response or behaviour of the receiver on the message, This 1S possible With the introduction of the last bt the most important element ofeommunication, 10. feedback jy other words, itis necessary to have interaction between the sender and the Teceiver, i ven rise to interpersonal or interactional mode! of communication, Itis thei tides information called feedback. This: may be effected by the Words, sgn, ‘behaviour change. By this, the cycle or circular flow of Communication is complete. This is tyo. ‘way communication or inter-personal or interactional model. The linear model is known as ong way communication. This is the reason why effective communication is called interpersonal ‘The interpersonal model of communication demands the presence of the following elements in the process of communication: 1. Message or idea or simulus 2. Sender or transmiter or communicator 3. Encoding 4. Channel 5. Medium 6 Receiver 7. Decoding 8 Action or behaviou change 9. Feedback Thecircular, —. or behaviour ay gE Leone ea action on themes plane ay oe oie comming rfanloborrenyorbehavin articular way. Ts aa rar lunication, oa on eratenton fn communicate ft the purpose of neem Changed by introducing the eleo™ ent, evaludtion and planning fitoN coma, 9. Support words with deeds: When managers contradict themselves b " thing and doing another, they undermine their own directives. For example, an agg issues a notice reminding everyone to be in the building by 8.30 AM. while he or she, au Q ie show up at 9.15 A.M. should not expect anyone to take the notice seriously, Suborainty, always cognizant of such managerial behaviour and quickly discount such directions “2, « 10. Be a good listener: By concentrating on the speaker's explicit and imps, the manager can obtain a nvich better understanding of what is being said. Meaning, The essentials of effective communication are more useful in personnel managemen THE SEVEN C’s OF COMMUNICATION 1. Credibility: Communication starts with the climate of belief: This climate is yun y performance on the part of the practitioner. The performance reflects an eamest desire ig? the receiver. The receiver must have confidence inthe sender. He must have a high regard ir | source’s competence on the subject. 2. Context: A communication programme must square with the realities of its environ Mechanical media are only a supplementary to the word and the need that takes place in diy living. The context must provide for participation and playback: the context must confi, xy contradict the message. | 3. Content: The message must have meaning for the receiver, and it must be compat | with his value system. It must have relevance for him. In general, people select those items ¢f information which promise them the greatest rewards. The content determines the audience. 4. Clarity: The message must have meaning put in simple terms. Words must mean the sane thing to the receiver as they do to the sender. Complex issues must be compressed into themes, slogans or stereotypes that have simplicity and clarity. 5. Continuity and consistency: Communication is an unending process. It requires receptica and achieve penetration. Repetition with variation contributes to both factual and attitude learning The story must be consistent. ,& Channels: The established channels of communication should be used, channels that feceiver uses and respects. Creating new ones is difficult. Different channels have different eft and serve effectively in different stages ofthe diffusion process, 7. Capabil Communication must take into ili capa account the capability of the audien Commnnication are most effective when they require the least effort ee the Ba of the recipieat his includes factors of availability, habit, teading ability and receiver's knowledge.” OBJECTIVES OF COMMUNICATION Human Relations: Communication’s use of it among other things, in without communication and the medi Job is to help and promote human relations, makiss mutual undone edie. There can be no mutual unde “understanding in human relations is possible thiol?FACTORS RESPONSIBLE FOR GROWING IMPORTANCE OF COMMUNICATION We have emphasised above the importance of communication in different areas. In the preceding paragraphs we tried to identify the areas where communication plays an important role and the need for an effective system of communication. The purpose of this paragraph has been to present factors responsible for the growing importance of communication. Thus, under this paragraph, we will be looking for various factors for the importance of communication. 1. Large-size Organisation: Modern forms of business organisations are larger in size, both in terms of installed capacity and in terms of a large number of people working. The existing organisations have grown in size by the process of expansion, modernisation etc. Large-size organisations have a large number of personnel working within the organisation and outside. It has created several levels of hierarchy in the organisation. Direction and co-ordination among all creates problems. It is an important factor mainly responsible for growing importance of communication. It isonly with the multi-media and multi-channel communication, direction, co-ordination and motivation is possible. Thus, communication is a vital aspect in the management process. 2. Technological Improvements: Another important factor responsible for the growing importance is technological advancement or development. A number of mechanical devices, both inoral and written communication, have emerged on account of technical improvements. We have Witnessed rapid changes in communication technology, known as ‘communication age’ or ‘communication revolution.’ So, a complex modern business organisation should adjust itself to the latest technology available if it is to succeed in this competitive world. Sophisticated communication technologies have been discussed in detail in subsequent chapters. The installation of new technologies ensures speed, accuracy, message load, and avoids frauds. An effective system of& Communcaton mechanical communication network can help the management to overcome communication batters, A mumber of audio, visual, audio-visual and electronic media have occupied an important rojg ; communication. Telelecturing or teletutorial, tele-conferencing, computer-aided design, computer aided manufacturing, television short circuit, and new devices of telecommunication seryiog. F 3, computer mail message services, management technological developments are advancements communication. 3. Growth of Trade Union Activities: Today, trade union activities occupy @n importayy place in the organisation-structure. Management cannot ignore or neglect the existence of tragg unions as they survive inspite of many factors. Workers and employees have organised trag, unions in all types of organisation, irrespective of small, big, medium, private, public, co-operative, productive and service industries. Union publications ventilate the voice of the union. They effective media of communication. Management can use trade unions and their media for effective communication. There must be always good relations between the management and aoe Unions which promote industrial peace and harmony. The executives have to interact ue unions and exchange views, share viewpoints to transmit open and frank information to 1 ar {0 create confidence. Importance of communication has arisen in the industry with the growth of trade union movement. Building of a good mutual understanding and developing a friendly and amicable atmosphere of co-operation in the enterprise etc. are possible through an effective system of communication in the industry. 4, Emphasis on Human Relations: In modern days, the emphasis is on recognition of dignity of labour and authority. Workers are not to be treated as a commodity. They are part and parcel of the organisation having a partnership relationship. The concept of master-servant relationship has lost its significance. They are co-partners of the enterprise. A successful management is one which must understand the needs, attitudes and feelings of the workers. As such, the emphasis is on human relations, which implies better understanding of workers. This emphasises, at the same time, the significance of the two-way traffic in communication. Therefore, the growing recognition of human relations and to maintain good human relations with workers and a host of other factors hhave necessitated to have an effective communication. 5. Public Relations: The social responsibility of management cannot be ignored. The responsibilities imply the obligations which a business house owes to the society. There are four important groups such as owners of the business, i.e., the shareholders, customers, employees and the society at large. These people must be kept informed always about the steps taken in the discharge of their social responsibilities. Public relations emphasise a proper understanding of the nature of the public and the social environment in which an industry is operating and the changes that are constantly taking place. The word ‘public’ refers to any group of people who share @ common interest. Employees are public, known as internal public. Relation is the outcome of mutual understanding derived from the process of sharing of the common interest. The integration of these two elements gives us public relations which is today a specialised management function. IMPORTANCE OF COMMUNICATION The world of modern day is often called the “Age of communication and information.” The importance of communication has been greatly emphasised by all management experts: ~*~ee @ Communication like birth, death, growth and decay isa: art of individual life as well as organisational existence. Its importance is self-explanatory and is a common experience of all as well. A person is a communicating animal. He is the only animal who can express and has the power to express in words. In these days, communication is business; it would be very hard to find the managers, subordinates, salesmen, technicians, foremen, lawyers, auditors, consultants, teachers, doctors, or anyone else who is not at least concerned with the problem of communication, It is the process of understanding people. Communication is an important aspect of management. No one can overlook its importance. The main cause of misunderstanding is lack of effective communication. In an inter-dependent set-up, the importance of communication in management cannot be overemphasised. Its importance has been widely recognised in recent years. Ithas been rightly remarked that “The No. 1 management probiem today is communication.” Group activities in the case of common goals cannot be accomplished without communication. The entire organisation, control, co-ordination and motivation cannot be: discharged without communication. Itis our practical experience to see organisations fully involved in moving messages vertically, tally and diagonally between various officially designated positions. The growth and survival ofmodern industrial organisations is greatly dependent on communication. George R. Terry states: “Communication serves as the lubricant, fostering for the smooth operations of the management process.” The reasons for the growing importance of communication can be judged from the following paragraphs: 1, Co-ordination: The modern complex organistions are laige in size faving a large number ofpeople working in the organisation to achieve common. goals. The otgatiisational structure shows many levels of organisational hierarchy, both tall network and flat network. This always leads to the problem of co-ordination. An effective system of communication Promotes better co-ordination. It helps lot in co-ordination. Co-ordination is necessary between groups; channels are essential for the efficient functioning of the entire organisation. It is the communication which promotes better co-ordination. 2. Smooth Working: Smooth and uninterrupted working of an enterprise is to a great extent dependent on good communication network. Communication assumes a greater role in this. direction. Comective decision-making and efficiency of the organisation is based on information supply. Ifthe messages are not flowing freely across the organisation, smooth functioning and unrestricted working of the organisation are not possible. According to Herbert G. Hicks, “communication is basic to an. organisation’s existence from birth of the organisation on through its continuing life.” 3. Effective Decision-Making: Facts and figures of past and present, are to be provided for quick and effective decision-making. The primary basis is communication through which an effective network which supplies information helps in arriving at quick decisions. Problem-defining, altemative courses of action, selecting the best course of action are all possible only with necessary information supplied to the decision-maker. In its absence, it may not be possible even for the top Management to take meaningful decisions. On the other hand, objectives and goals cannot be achieved unless the top management can effectively communicate to the lower levels.Communication ¢ George R. Terry tha 4. Managerial Efficiency: As pointed out earlie’ the rena ve nanagemet POC, communication serves as the lubricant fostering the smooth operat’ nin wi ‘chan individual or Tanning, control, Co Communication promotes managerial efficiency- Efficiency ie oat like P! group is informed towards the cor erial fhe management is aan vmmon goals. Managerial ordination, motivation cannot be discharged ‘without communi ates personnel working in of getting things done through other people. itis comm ment aveys goals, policies, targets the organisation with the desires ofthe management. Mane va redstiok £0 measuring managerial by issuing orders, instructions orally as well asi written form. efficiency is communication. t efforts, are possible only lective or joi 5. Co-operation: Co-operation amon workers, 6 oups am between the management with the exchange of information between individuals 2 veeay comuication and the employees promote Tustial peaceand MExITUDP' ye no mutual ‘understanding and network develops co-operation between peo} ould be smooth and receptive ut communication. ly and across the co-operation withot in horizontal d with co-operation and Wi on te promoted, in shorts communication promotes co-operation organisation, Faith and confidence wo and understanding among employees: 6, Effective Leadership: Leadership implies the penn ef js always a continuous process of communication Pere a si direction, motivation, as well 28 ‘establishment of effeotive leaders ip. him through conveying ideas, opinionss feelings, facts and decisions the medium of communication that the followers convey their opinion i thoit leader. Thus, transmission and reception ensure a two-way traffic, the sine qua non for bifective leadership. A manager with good communication can become & successful leader of his subordinates. 7, Job Satisfaction: Communication is essential for achieving job satisfaction. Management conveys messages which promote mutual understanding. Reception and recognition provide job satisfaction to employees. Two-way ‘communication creates confidence which leads to job satisfaction among employees. Openness, frank expression. of opinions are necessary in this direction. §; Increases Productivity: Communication helps the mana productivity with the minimum cost and eliminates waste, ‘These are all the main objectives of the management, It is remarked that “the great enemy of communication isthe illusion of it.” This illusion can be avoided only with an effective system of communication. It is through communication that the workers can be well informed about the process of production, new methods of production and the activities of the workers in a similar organisation. Thus, a good system of communication helps the management to achieve maximum productivity with minimum cost, elimination of waste, reduction of cost etc. Inter-firm comparison to know one’s operational efficiency, is not possible without effective communication. ‘ ace of a leader and followers. There mmunication is the basis for ‘The followers have to follow jtted to them. It is through s, ideas, feelings, facts etc. to gement in achieving maximum wae Building: Morale and good human relations in the organisation are essential 10 ‘goals of the organisation and to promote its goodwill in the public. An effective system of<>) communication builds good morale and improve human relations. Participatory communication is the best technique of morale building and motivation. S. Khanwala remarked that “Most of the conflicts in business are not basic but are caused by misunderstood motives and ignorance of facts. Proper communication between the interested parties reduces the points of friction and minimize those that inevitably arise, Management, at every work level, is primarily charged with the responsibility of seeing that proper procedures are established for sympathetic interchange of information between all the two parties concerned.” 10. Achieving Managerial Roles: Henry Mintzberg has described a manager’s job by assigning three roles. They are inter-personal roles, informational roles and decisional role. Communication plays a vital role in these three types of role. In the case of inter-personal role a manager has to interact always with subordinates. In the information role, a manager has to collect information from various people and supply the necessary information to others both inside and outside the organisation. A manager in a decisional role or written media of communication discharges interpersonal, informational and decisional roles as well. Fundamentals of Communication The importance of communication may be concluded with the remark of Chester I. Barnard, “The first executive function is to develop and maintain a system of communication.” COMMUNICATION, INFORMATION AND DATA Communication and Information So far we have discussed the term “communication.” Communication is the basis for organising things which takes place in an organisation. In this context, it is necessary to understand and distinguish the words “communication”, “information” and “data” and how communication is: different from information. A thorough discussion of communication has been presented. At this juncture, it is important to mention the process so as to enable us to distinguish between information and communication. Patterning is the basic process by which one can transform energy into information. Patterning is the basis for information. The undifferentiated background noise are unpatterned. Patterning is the only one of the aspects of information. Another important aspect is uncertainty which is something predictable, When uncertainty is reduced, it is through the process and function of communication. Every communication contains information but all informations may not have communicative value. In the words of M. J. Myers and G. E. Myers, “Information is like an enormous umbrella, a broad concept which covers communication as one particular type of information. Information is a global concept referring to any pattern of energy input you are exposed to.””" Commvnication is a process, patterning expressed in symbols. Every information is to be translated into symbols, then only information has communicative value. A message may have information value which the communicator may have, unless he translates it into commonly understandable codes or symbols, it may not have communication value. An Indian and a German are able to communicate with each other only when they use arbitrary symbols which both can understand. Communication is a tool with which a proper transmission of information is possible. Information is to be transmitted to the receiver by translating into a shared symbolic code.~ x Communication Legal rights and Responsibilities of the Buyer, Seller, Carrier, Public. Utility, and hence value of information derives from its use in decision-making. What happens as the number of people have access to information increases: Good: Unit cost of information decreases; improvement in management; liberation of ming and increased social responsibility. Bad: Decreased quality, loss of privacy; vulnerability to malicious actions and vulnerability 1, accident. The Communication of Uncertainty Telling the truth, the whole truth and nothing but the truth. But what about the usual situation where you do not know the whole truth? You do not know how much of the whole truth do you know? You do not know the importance (c.g., relevance) of what you do not know? Thus, apart from the substantial difficulty of communicating, what do you know, how do you estimate the size of what you do not know. Express its relative importance. Towards Effective Information For satisfactory information in certain fields the following points must be observed: (1) The volume of information must be adequate. (2) The density or frequency of the information must be in accordance with practical experience. (3) The:information must be clear and readily understandable. (4) The information must be objective. (5) The information must be up-to-date; it must be presented without unnecessary delay, ie., immediately or at the most only a short time after the event. (6) The information must be aimed at proper direction and must make use of the proper media to reach the sector of the public for which it is intended.?* ‘Types of Information (1) Pre-emptive Messages (2) Informative Messages (3) Evaluative Messages (4) Imperative Messages (5) Fidelity Messages (6) Distortion Messages CLASSIFICAT:ON OF COMMUNICATION Communication is broadly classified into the following groups: (1) _Intrapersonal Communication (2) Interpersonal CommunicationFundamentals of Communication (3) Group Communication; (a) Small-Group Communication (b) Large-Group Communication (4) Organisational Communication (a) Small-Group Communication (b) Informal Communication (5) Mass Communication. ‘The word “small group” is used to make distinction from a large group like seminars, conferences, workshops, symposium and other large group gatherings. Plan of the Study The subject matter and discussion on organisation communication have been presented in detail in Chapter 8 under Management Communication, in Chapter S, under Formal Communication, in Chapter 10 under Informal Communication. The subject matter of Group Communication has been discussed in Chapter 11, under Group Dynamics and Communication. ‘The other aspects of interpersonal communication like interpersonal foundation, interpersonal variables, communication models for understanding interpersonal relations have been covered in* other chapters in appropriate places. CLASSIFICATION OF COMMUNICATION Intra personal _Inter personal Group Organisational Mass communication communication Communication Communication — Communication Small Group Large Group Formal Informal Communication Communication Communication Communication Fig. 115 Inter and Intrapersonal Communication Exchange of information between one-to-one is called “interpersonal corimunication.” Dialogue is a powerful medium of communication. Interaction with people gives rise to interpersonal Communication. One of the earliest media of exchange of information between two persons is known as the “interpersonal communication.” The basic characteristic feature of interpersonal communication is oral and face-to-face communication. It is quite different from other media, like written, mass or group communication,Communication is a transaction process where people relate ™ and we ee of symbols. Transactions have an important leis the in in This helps to improve interpersonal sil in communication with 0 e_ception ion, Communication is the process of lifetime experiences Digg deve? pay nication. Two people contact simultancously and shar sys? ier. Interpersonal communication is ‘pebaviour-oriented Intrapersonal Communication commune’ Interpersonal communicatic a perro ication does not include intrapersonsl 2 o¢ onesel communication implies conanoniaucht Srithin the self oF in pani ments interpersonal roles. Interview isthe best method of interpersoO ee or informal meeting and discussion with someone on a particul®® om Interpersonal Communication: Behaviour-oriente@ ‘There are two important theories known as: 1. Information Theory and 2. Interpersonal Theory ; i Thetnthcoatedorernon to commento OT ca mainly concemed communivation is behaviour oriented. Interpersonal orientation A terpersonal communication with transmitting ye fomonepesentoanetict: TCI inetgormation includes the Bi , A si is to effect a change in the behaviour. In this wey ee the language- psychological presses like perception, leaning, motives porate Jistening sensitivity and non-verbal Interpersonal communication process inco! F commauniation ‘The question that nriges is “is there a noise in the forest if a tree crashes to the ground, but no one is there to hear it?” This according to P. F. Drucker, demonstrates some of the important aspects of interpersonal communication. The answet js negative. There is no doubt about the fact that when trees crash, they produce sound waves, but no sound because there is none in the forest to hear the sound. For effective communication, there should be present both the sender and the receiver which alone promotes interpersonal communication. In the process of communication, a sender of message js necessary. Unless there is a receiver to receive the sound cote message, no communication takes place, Itis the receiver ‘who is important in the feedback. . ‘Trust and confidence play an important role in interpersonal aspects of communication. The research study of Glen Mellinger indicates that people who do not trust one another do no! communicate effectively with one ‘another. Its of great significance for: superior-subordinate relations in an organisation. ‘There would always be ineffective communication, if the subordinates do not trust the boss manager. Fred Luthans says that people perceive only what they expect to perceive; the othe expected may not be perceived ata. The growing generation gap can play havoc with int communication so can status differentiate incompatability of any sort. Given attention to an doing something above these interpersonal variables can spell the difference between. effective al ineffective communication. Interpersonal communication plays crucial role in the orgam communication. —- randementals of Communication @ COMMUNICATION NOISE The literary meaning of the word “noise” is sound, an unpleasantly loud sound, Communication noise is one of the elements contained in every communication process. Noise with reference to mmunication refers to any distortion or destruction, preventing the correctness and effective transmission of impulse oran idea in the mind or the source or sender to the mind of the listener. It has been defined as anything present in the perceived signal or code which was not present in the original message. The word “noise” has an origin from the phraseology of electronic communication. tis an element of communication very important for effective transmission. It is an interfering clement; itis anoise in communication, Itseems it is a major element that prevails and surrounds the various stages of communication. Noise is any disruption in the communication system which results in the message received by the receiver quite different from the perceived and intended meaning. In simple words, it is anything that reduces the accuracy or fidelity of communication. It prevails like a cloud over the system and present at all other elements. Itis any where in the entire communication system. “The three mile island of Nuclear Disaster was caused partly by the noise of human failing to correctly decode the instrument message.” Noise is unwanted symbols or signals of messages which interfere and disturb the reception of wanted signals. Generally, the distortion is in the form of sound, but it also includes various other non-sound distortions. The element of noise in communication includes non-sound distortions. For instance, a noise can also be in the form of visual, audio-visual, written, physical or psychological in respect of some pieces or bits of information transmission may contain little wanted signals and more noise. C.F. Shannon who developed the information theory viewed communication as mechanistic. He introduced various basic components in his communication models. Among them, noise is one. The other elements are message, transmitted signals and received signals. Noise may be anything that affect the signal. The noise source may occur at any stage when signals travel through the channels and which prevents the received signal froia being identical to the transmitted signals. ‘The communication model of Shannon-Weaver which contains noise element is given below: INFORMATION i | | RECEIVER | DESTINATION pee TRANSMITTER + MESSAGE SIGNAL RECEIVED MESSAGE SIGNAL NOISE SOURC! Fig. 1.16 Communication NoiseOA QD The communication model of David K. Berlo contains the noise element which forms like a cloud over the entire system of a communication and can be present in all other elements. Here the noise component hangs like a cloud over the system, his model is as follows: ‘Communication, NOISE source ] Excoper | | cranner} Receiver] DI ope} MEANING FEEDBACK Fig. 1.17 ‘The important task in the communication process is to see that the information message should reach the destination without distortion or with a minimum of distortion. The noise source should not cause the source of message different from received message at destination. The basic idea of communication model of Shannon is that the information message transmitted represents selected or patterned by the sender from the various alternative possible messages/effectively transmittable. Thus, noise is a physical or technical barrier and an extraneous distracting signal in the way of effective communication. Sources of Noise 1. Source: Source is the first and basic element of communication that has some thought, need, idea or information to transmit. It is the source where human element translates mental perceptions into a code that represents the message wished to be transmitted. It is the subject matter of any communication. It may involve any fact, idea or impulse, that exists in the mind of the communicator. A sender may create noise if he is unable to understand the message or describe inaccurately something. - 2. Encoding: Mental perception is to be encoded into signals or symbols~ Language is the most popular code used to express such mental perceptions, the soutce itself is often encoder of the original message. The process of translating the message into arbitrary symbols may contain noise, if the meaning is not effectively represented by symbols, the idea is subject to transcription and other mistakes. 3. Channel: A channel is the link that connects the source and the receiver. The five senses of communication channels are like sight, taste, hearing, smell and touch. Similarly, other examples of channels are the telephone system, linking two persons talking, air which carries sound waves. A person lost on a desert island may usé a floating bottle as a channel to carry a note. A channel adopted for transmitting message may contain noise. A channel may contain static or other noises that obstruct the message from getting through accurately. 4, Decoding or Receiver: The message is transmitted to the intended receiver who decodes it and attaches meaning to it. In certain complex communication systems, the receiver and decoder are separate iridividuals. ‘The receiver decodes and attaches meaning to understand the intended impulses of the sender. Decoding process also contains noise by way that the receiver may decode the message incorrectly or attach a wrong message to it or understand it in a sense quite different from that of the source meaning. There are many factors on which it depends upon whether the —a undamentals of Communication : a receiverattaches the: intended meaning to the message like communication skills, attitudes, expenence, environmental, and socio-cultural factors. types of Noise J, Static, Tone or Buzz: Noise is anything that present in the perceived signal which was not present in the original message. So more sounds like static, tone, or buzz may cause noise in the communication. 2, Cultural Differences ete.: Noise may also result from cultural differences, physical sounds. non-verbal distortions, physical defects etc. Physical form of noise creates obstructions in hearing the speaker’s message and disturbs one’s concentration, For instance, a band practice nearby the jace of speaking or hearing, talking to others while a radio is on, playing with loud music or foreman attempts to give orders or instructions to the workers in a noisy machine shop. 3. Different Outlooks: A noise problem arises when two persons with different outlooks. 4, Technical Noise: Poor telephone connections which interrupt conversations, weather and other broadcast systems which interrupt quiet listening; similarly, mudged transcripts and bad handwriting are also some examples of technical noise. 5, Visual Noise: Visual noise can be experienced when a student arrives late to the classroom and all the students are distracted by his late arrival. 6. Social Noise: Myers and Myers say: In the human systems, noise is not simply physical but refers to internal distractions experienced by people. Noise in a social sense is whether it interferes with accurate transmission of messages. Headaches, worries, lack of confidence. defensiveness, lack of motivation, and inadequate training are all-examples of noise in human communication. Redundancy in Transmission Inorder to overcome ‘noise’ and to make the information source get a message to a destination with a minimum amount of distortions, the redundancy in transmission is to be established. The concept of redundancy is to be built up to solve the problem of noise. The principle of redundancy originates from information, and its adoption to the organisational communication is of special interest. Actually, redundancy means expressing an idea which is already conveyed by another word which isalso used, In simple words, it means repetition of a message to help prevent noise from occurring ina channel or an exchange. To build redundancy means saying there are enough ways to avoid error. Myers and Myers say: “It has been estimated that only about half of what we say to each other ig really needed to reconstruct a message, and the other half is a sort of noise insurance.” Channel redundancy is the best solution in the case of channel noise. For instance, re-dialing a telephone because of disrupted conversation. It involves the need of 4 back up channel. In many cases, people try to reduce redundancy, particularly when the charge forthe transmission of message is based on the number of words. For example, telegram words. Similarly, in the case of channels, where time is basis of charging a message, for instance, long:YO __ X Communication Introduction ‘There are different ways of circulating or transmi communication may be different according to th Communication is the flow of messages from the communicator to the receiver. Ina very tall network and a flat network, information flows in different directions. The organisation is concerned with the flow of communication. As such, it may flow by swords, letters, symbols or messages. The positions in the organisation strusture must fen interact, interface, as a process of exchange of facts, ideas, opinions ete. As such, messages move vertically, upward, downward, horizontally and reciprocally. They may move through formal or informal channel of communication. Classification of Formal Communication ‘Thus, the total communication set-up broadly be clas According to the Organisational Structure and Function jtting communication. ‘Types of ¢ media and means adopted. sified as follows: (A) Formal ‘communication. (B) Informal communication. IL. According to the Direction of Flow (A) Downward communication. (B) Upward communication. (C) Horizontal communication or lateral communication or cross-wise communication. IIL. According to the Way of Expression (A) Oral or Verbal communication. (B) Written communication or Black and White communication.The chart given below shows the various types of communication. COMMUNICATION QRWN SAK _ \ \ Under the following paragraphs, we will concentrate on the discussion in detail the concepts of the above network which may lead us to understand communication in its completeness. I. ACCORDING TO ORGANISATIONAL STRUCTURE A. Formal Communication Meaning and Nature: An official communication having official backing and sanction. A precise communication channel following a fixed pattern rather than occuring without control. Under formal system of communication, the message flows according to a fixed and prescribed way. Formal communications are both oral and written, but mostly black and white. They originate from the formal organisation structure. They are related to the positions in the organisation. As such, they are linked to all sorts of formalities, rules, procedures etc., opposed to grapevine of informal communication. When information is transmitted by virtue of one’s status, placement in the organisation is termed as Formal Communication. It flows through officially prescribed route. Inthe route are located officially recognised positions. For example, when an executive instructs his subordinates by virtue of his superior position to do a particular work, itis a formal communication. Formal channel of communication recognises superior and subordinate positions and relationship. In a way, it is a two-way communication. It directs in a prescribed manner, the employees t0 understand what the management intend them to do. Thus, it does not grow up spontaneously from persons and not flexible. The written formal communication is generally expressed in organisational manuals, handbooks, bulletins, annual reports, handouts etc. With these media, management deliberately seeks to control the flow of communication in the organisation. The object of formal communication is to make it circulate properly and in an orderly way towards organisational efficiency. Tealso ensures flow of information in a planned route smoothly, accurately and timely. In all official communications, we come across the words “through the proper channel.” It means communication transmitted according to position in the organisational structure. It may b® . single or multiple channels. In a single channel, there is only one party of communication. The organisational chart indicates the direction or channel of communication,La BA GWEC ‘The structure determines official relations and locations of offically recognised postitions. It aso determines theoles and rules which are made and applied accordingly which results in formal information. flow of Reasons for Rules Rules are framed and enforced in the formal system. There are a number of causes for pmulating formal rules and formal channel of communication. According to Myers and Myers, formal rules ‘and systems of communication exist in an organisation at least for the following reasons: (1) To control and measure outputs and to articulate the rules themselves. (2) To co-ordinate complex activities in the system and relate the sub-systems to each other and to the organisation. @) To regulate responses to other systems outside to the environment and to competing systems, so that a high level of predictable behaviour may be maintained and consistency encouraged. (4 Toco-ordinate resource allocation of people, money and things. (5) To create a climate within the organisation so that it can adjust its output as it receives and processes the feedback.’ In an organisation where there are a large number of individuals the more difficult is the communication, So, management frames communication rules and message transmitting ways. ‘he rules will be more when there are more groups and activities carrying repetitive and non- repetitive activities. Sometimes, formal rules would be more rigid for effective communication. ‘There would be many rules of communication if there is heavy interdependence, inter-relationship leps between individuals, groups and between groups, sub-groups: and groups. To facilitate communication ps. tobesmooth, easy and orderly, the management, prepares communication policy manuals, procedures, rules, regulations for their implementation. 7 Characteristics of Formal Organisation (1) Objectives: Formal organisations grow ta achieve the objectives of the organisetions. (2) Well Defined: Formal structure is systematically well-defined and controlled. (3) Atithority: The structure describes authority, power responsibility and accountability relationships precisely. (4) Fixed Channel: Formal organisations have well-defined route or path and channel for transmission of information. (6) Downward flow: Formal communication in a formal organisation is characterised by vertical downward communication. Messages are usually passed by written media like orders, instructions, rules, procedures and practices. (6) Delay; Formal structure is known for delay in transmitting information because it has to pass through various levels in a tall complex organisation.(1) Correct Information: Only official and correct pieces of information are passed, Tp, is no place for rumours and other unfounded information. Messages are passed yy substantial evidence, and official support and backing. th (8) Job Specification: The formal organisations assign specific and clearly defined joy, and tasks to the members working to be accomplished. (9) Relationships: In formal structure, hierarchy of relationships are clearly defined, oy the other hand, relationships are governed by rules, regulations, procedures and otherjo, instructions. (10) Positions and Rewards: All positions at different levels are defined and rewarded by prestige, rank, status, pay and other ‘perquisites. (11) Organisational Chart: There is a fixed place for formal structure on the organisationa] chart or structure showing interrelationships. (12) Official Backing: Formal organisations are deliberately created in order to achieve organisational objectives, and as such, they have official backing and support. (13) Rigid: Formal’structure is rigid, inflexible and controlled. There is no place for losely defined relationships. (14) Applicabitity: Universities, big business corporations, State and Central government departments, multinational corporations are the examples of formal organisations. (13) Conversion: Formal organisations can be converted into informal organisations when well defined structure, controls, rigidity, relationships, rules etc., are not enforced. Formal Channel Within the network of formal organisational communication structure, there are four types of directional flow. They are: (1) Downward Channel. (2) Upward Channel. (3) Diagonal Channel. (4) Horizontal Channel. B. Informal Communication (Grapevine) II. ACCORDING TO DIRECTION OF FLOW A.Downward Communication Meaning and Nature: Another type of communication is according to the direction of the flow. The direction of flow may be downward communication or upward communication communication is said to be downward when it flows from the top to the bottom. In the levels” management, from top to bottom means the flow of communication from the superiors to subo! is A When information comes from higher level toa lower level in the organisation structute, itis ®™ as downward communication. 2The information passes through written orders, reports, rules, instructions, manuals, policy ves etc. Downward communication may be circulated either by oral media or written media. iret ohude grapevine, interviews, public address system, conferences, meetings, mechanical me telephone, face-to-face conversation, house joumal, union activities ete. Written devies Ihe mmunieation may take the form of handouts, folders, manuals, periodical reports, ese Taers, memos, instructions, clarifications, orders ec, bulletins, 3 retisway downward communication which sin the nature of dietivesis the mos comaon a h in all organisations. In downward communication, management transmits information, the fare in ret organisation and policies tobe accomplished. Thus, lows fromthe topmost os ornoak levels of management towards lowest level or to the operating level. The directive om ‘of information moves through the organisation structure stage by stage. ‘The executives put the decisions in the channel for their downward movement at appropriate Not ‘nly time but other factors should also be taken into consideration before circulating te is upto the managers to decide when, what and where communication is to be te tis more appropriate to quote Koontz and Donnell: “Timing, scope and means areal involved inthe flow of information downward in the decision process. Selecting the correct time tod communicating decision are the prerogatives of the manager. Most decisions flow thropgh the organisation structure level by level.”” Indownward communication, the written. media is mostly followed and is in common us¢. By this, management can effectively transmit ‘objectives and goals to be accomplished and enforged for implementation. It has official support and backing from the topmost authority. Downward message is not meant for acceptance or ratification from lower levels. It is imposition for implementation. However, there is a scope for better interaction, improving the quality of their response. Purpose of Downward Communication ‘To achieve certain objectives, downward communication is imposed. Thus, there are five basic purposes for sending messages from the superiors to subordinates. According to Katz and Khan, the following are the five basic purposes: (1) To provide specific task directives or instructions on how to do the job. (2) Toprovide information which produces an understanding of the task and its relationship to other organisational tasks and, therefore, gives a rationale or reasons for the job. To provide information about organisational policies, procedures and practices. To provide feedback on performance to the subordinates. (5) Toprovide philosophical information regarding the organisation's mission or orientation towards goals of the organisation > 8 4 Downward communication is needed: (1) To get things done, @) To prepare for changes.Y | information and susp el the pride of being channel is used by the management for transmitting generally wy. communication by way of notices, orders, objectives, policies, instructions and through, other ten to the employees at lower levels in the organisation. Meds reasons why managers use downward communication which a ay be ively well-informed.* | | | o ive summarised as follows: (1) Job instructions. (2) Job rationale. (3) Procedure and policies. (4) Feedback. (5) Indoctrination. Downward Channel The first type of directional flow is do ica ane sbedint ake pace though downward chanel, This channel eames onualerorean® | cS 4 SeBZ B upward Communication Meaning and Nature: It is opposed to downward communication. A communication is said tp be upward when it moves from the bottom tothe top. In the organisational structure, from the totop means the flow of communication from subordinates to superiors. Whenever information moves om a lower level toa higher level in the organisation, itistermed “upward communication.” Upward communication may be transmitted either by oral media or written media. Oral media consist of face-to-face conversation, informal communication, social groups, union channel of entation etc. Upward written communication may take the form of grapevine, complaints and suggestions, personal letters, explanations and clarifications, reply to memos etc. So, in an upward communication which is in the nature of suggestive and advisory is the common feature in all organisations. Upward communication system is adopted to submit reports, ons, complaints and grievances, Though upward communication is common, but, in practice, itisless favoured by the top management. But still upward communication is a definite chain and formal. Like reports and suggestions, upward communication includes reactions, proposals for submission tothe superiors. But in modern business organisation and complex organisation behaviour ofupward communication is considered to be important to achieve organisational goals. It acts as amain source of motivation to employees and to get the things done through them easily. Upward flow also facilitates the management to know the acceptance or rejection and the extent to which it is accepted or rejected and acted upon. Similarly, executives must, in tur, knoy the activities and progress achieved by their subordinates. This is possible only through upward ‘communication. For example, a General Manager asks his Assistant Manager to do a certain task. ‘The General Manager at the same time may be interested to know how efficiently he has performed. Upward communication has many advantages such as: (1) It meets a two-way communication, (2) _ Feedback on information is possible. 3) Itacts as a check for individual achievements. (4) Flat networks have sufficient message from the bottom for onward communication upward, : Needs Upward communication is needed: (1) To create receptiveness of communication. (2) Tocreatea feeling of belonging through participation. 3) Toevaluate communication. (4) To demonstrate a concer for the ideas of each individual."Upward communication has to do with what the organisation members say (1) About themselves, their performance and their problems. (2) About others and their problems. (3) About organisational practices and policies. (4) About what needs to be done and how to do it? Upward Communication Channel ‘The way or path through which the conceived information, ideas, or message is transferreq from the subordinates to their superiors. The upward directional flow of communication is a channe} through which the subordinates interact with their bosses. ‘This communication may include seeking clarification, clarifying doubts, participation in decision-making, sharing work experience, ete Subordinates report to their superiors as to the day-to-day work performance, problems, review etc. P. F. Drucker writes that the good “time users” among managers spend many more hours in their communication up, than on their communication down. This channel includes from the botton to the top of organisational hierarchy. Itis provided through feedback. Superiors obtain information from the svbordinates for evaluation, correct it dissatisfaction or disagreement, of complaints to express gris suggestions on management policies, procedures etc. SOOMHHMAANy and put it in downward channel. Questions expressing ievances, giving good ideas, offering cs S— ‘A vettical communication has two ways: one is downward and the other is upward. One of essential characteristics of effective communication is that it should be two-way. So, upward annél alsO form the part of the official lines of authority. Upward channel permits to know the «tonal and emotional reactions of the message passed downward. This kind of formal, structure sao unication has two channels of both downward and upward. These are two formal channels $eommunication Which are needed to offset the dissatisfaction, Thus, the chain of common channels fiough which the information is passed up and down the chain in writing or otherwise. MEDIA OF UPWARD COMMUNICATION (1) Suggestions: Suggestions by subordinates to superiors ensure a two- way communication. ‘The employees can offer suggestions to the executives or seniors on all matters relating to work for jmprovement or to rectify errors. Written or verbal media can be adopted to offer suggestions. (2) Complaints: In addition to suggestions, employees are also entitled to lodge complaints. Anefficient organisation generally encourages all types of complaints. It is an upward medium to transmit messages relating to one’s displeasures, dissatisfaction to someone, particularly to superiors or top management about the matter. Employees’ complaints of working conditions, welfare conditions and general matters of the organisation. Complaint boxes may be established into which an employee can place'a written complaint which the management may receive and look into the matter. ) Grievance Procedure: A common and best media of upward communication is grievance procedure. It is a window through which messages can be transmitted upward. The workers may present alist of their grievances to the directors or executives. Messages go upward on a number ofcauses like iJIness, quarrel, dissatisfaction relating to working conditions and on matters of unfair, unjust or inequitable treatment. (4) Counselling: It is a verbal upward communication medium. It is a process of giving advice. Executives are expected to give advice on the problems faced by the subordinates. It is the responsibility of the superiors to take up counselling periodically. It ensures a two-way communication. In this, employees have every liberty to express their opinions, facts, feelings etc. Sometimes, counselling with subordinates may fail. Special staff counsellers may be provided to whom employees can have interaction to solve the problem. 6) Opinion Survey: Management sometimes may conduct opinion surveys to solicit opinion or feelings on a particular matter. Questionnaires may be circulated among the respondents. While giving answers to specific questions the employee can express freely his feelings and opinions. (6 Open Door Policy: The superiors must have an open door attitude towards subordinates. ‘open door policy is highly commanded but it has a number of limitations. The policy is workable a in small organisations. The frontline superior may bypass. The management cannot get adequate to assess a superior’s skill. ( Exit Interview: A type of interview which is basically a verbal communication. The isconvened when an employee is leaving the organisation. It is an opportunity to meet the “mployee leaving the organization to have interaction and face-to-face conversation to ascertain inOR @Q the employee's opinions, feelings and views about the organisation and knowing the reasons fy leaving the organisation. The interview also may sometimes follow filling a puasiipnahie to solicit information on certain matters. At the time of leaving the organisation, he may not give true and fal} information. ~Cornmiunication, ‘i i sommunicati (8) Grapevine: The management cannot ignore the existence of: see a wea of i will survive inspite of many limitations. Informal communication: es ee eeaiaitek oom transmit messages upward. Management has to listen to it ES aa aan can know te ut of social relationship and which is always flexible. Through ts ee opinions, attitudes, feelings and facts about the organisation from cakes i -way prot sen (2) Meetings: Participatory communication system achieves atwo-ay Doesss at meetings message upward. Meetings ensure employees to represent a eer Supmasicalion. WHE, with the employees is the best way to achieve natural course of up' communication process. ; 7 (10) Union Activities: Labour unions facilitate to ventilate be ie of oe _ te management. The office bearers of the labour unions on behalf of oe management the feelings, attitudes and demands of employees. It is a m¢ any matter of employer-employee relations. is ae (1 Participation in Management: Subordinates’ participation in managerial decision-making is yet another usual medium of upward communication. It facilitates interaction with superiors. (12) Collective Bargaining: Collective bargaining also represents a medium of communication which promotes employer-employee relationship. What Should be Communicated Upward? ‘The following matters usually figure in the subjects to be communicated ‘upward: (1) About the employees, whether they are satisfied with their pay in 'refation to the job. (2) About their working hours and shifts. (3) About the distribution of workload among the workers. (@ About their bosses, whether they observe rules and regulations. G) About their promotions, training, and other benefits, (©) About the Policies, plans and actions that affect their work. (7) About the feelings of their associates like superiors, subordinates or equals. + Personal or family problems. (10) About the company’ s future, reputation, financial soundness, competition and prospec's (11) About recreational, educational, medical, canteen matters and other welfare issues. (12) About the work i i i i ») Abaet the ork accomplishments, problems, Plans, attitudes and feelings of his (13) About the matters of complaints, Suggestions, Srievances, etc,Reluctancy to Communicate Upward Upward communication moves from the bottom to the top. Though the channel is there, ard communication is not effective. But effective upward channel is necessary to achieve a two-way process. Feedback is possible only when there is upward communication to know the ses of the receiver. The measurement of effectiveness of communication is not possible without upward communication. Communication, however, does notsimply mean always downward, superiors to subordinates, It involves both transmission and reception. So upward channel occupies a pivotal role in the process of ‘communication. But, in actual practice, upward communication is not effective and successful. The main reason is that subordinates are reluctant to communicate upward. The managers generally do not wish to know reactions and responses from the subordinates. Subordinates have to take the initiative. ‘There are several cireumstances in which a subordinate is reluctant to communicate upward or even manipulates what he tells his boss, as remarked by Harris. The following are the circumstances: Reasons for Reluctance (Limitations of Upward Communication) (1) Fear: The subordinate will be hesitant to send upward any messages that may result in the negative, punitive actions against the subordinate by his superiors. The subordinate feels his ‘boss will not be happy about messages and will tend to suppress or slow down. The subordinate will betempted to distort or rearrange negative information about himself to reduce the probabilities of negative action toward himself."® As Gemmill States Ifa subordinate believes that disclostires of his feelings, opinions or personal goal will harm his interest he will conceal or distort it." Q) Distrust of Superiors: The subordinate who feels that his superior is autocratic, unsympathetic, and task-oriented will develop a distrust of his superior that may cause him to withhold useful information. On the other hand, the more trust and confidence the subordinate has in the superior, the more likely he will be to give the boss messages freely and openly." @) Little Use of Messages: The subordinate who feels that his job is of litle importance and the information he possesses is probably non-vital will not likely communicate messages to his superior. There appears to be a direct relationship between one’s feeling of importance and responsibility and one’s willingness to communicate upward." (4) Lack of Common Sharing: Subordinates keep their superiors better informed when the subordinates know that will be done with their work, when they share common references with their superiors, and when the superior is easily available to the subordinate.” (5) Perception: The subordinate’s perception of his boss’s attitude toward him (the amount of interest the boss has in him etc.) and the open-mindedness of the boss will affect upward communication. Ifthe superior regularly shows a desire for messages from his subordinates, practices Sean and provides feedback on information received, upward communication will be enhanced, '*(© Lack of Ability: Lack of ability to communicate is another barrier to effective upwarg communication. Most of the subordinates have not developed or cultivated this ability of communicating upward. This means that subordinates must think ahead and visualise the message, plan the message, leam to present and communicate to the superiors. Thus, they are habimated, (1) Lack of Confidence in Superiors: Yet another block to effective upward communication is the lack of confidence in superiors. The managers hesitate to turn dow? a by the subordinates. Often the situation is by no means so clear-cut, however, the lack of confidence may be subjective and almost unconscious. In many cases, the manager may B1V¢ lip service or show lip sympathy to the subordinates’ ideas or suggestions. (8) Fear of Criticism: A factor that keeps a man from embracing areater esponsibility is the fear of criticism for mistaking. A great deal depends upon the nature © ; (9) Lack of Self-Confidence and Incentives: Lack of selfconfidents and ack of soit incentives stand in the way of effective upward communication. Finally, there iy po eae positive incentives which act as a positive inducement for epaquiesiss F nr : wee communication, like personal recognition, additional incentive for useful 2% a oe y respectable members of the company, and other rewards both tangible and intaibe ir inate point is that the person sending useful information or advice should be provided wath a positive incentive that is important to him. (10) Long Chain of Command: The hierarchical levels ‘cannot ‘be ignored in upward channel. ‘The channel suffers from a more number of levels through which the messages have to flow from bottom to the top. The speedy solution to the problem is not available because it is known for delay and slow process. People in chairs take their own time to understand. before it reaches to the decision-making Jevel. This is followed by filtering, dilution and distortion of the message whez messages pass through so many upward levels. (11) Non-listening Attitude: The executives are not serious on matters coming from the bottom, neither very much attentive, nor inclined to listen. The communicator from the lower level feels discouraged to transmit any information in future, fully and freely. They have the natural bias and prejudices would seldom care to listen with considerable patience. (12) Status: They feel shame or insult, in listening to subordinates’ advice or suggestions. Managers with greater powers and authority fel a sort of complex, feelin terms of their competency. (14) Distance: Another reason that keeps the subordinates, communicati te as. “ ae = is distance-factor. There is a long distance between the rbitioas ee in por of their physical location. The physical distance also hampers upward communicati ve .ders channel and communication tedious and infrequent. enren adYY RRA AG (15) Other Reasons: The social and psychological consideration should not be overlooked jn this context. For instance, members have attachment, intimate relationship in the informal anisation which discourages them for the effective communication channel flow upward. It is quite possible that the: superiors may withhold any information which they consider ‘unpleasant, and sikely to. displease or not likely to be acceptable to the boss. The subordinates try to be in the good books of their bosses and pass only such messages which find favour with their superiors. Upward communication, as we have said, is a two-way relationship. Even then, the boss dares to tum to authority, there may be reasons why superiors shrink from accepting messages. We see, then a variety of possible reasons why a subordinate may hesitate to communicate upward. ‘These and other points that might be added to the list emphasise the need to think about the individuals involved and the factors that will affect their reactions to any change in the communicated message. Fortunately, many instances of upward communication encountered none of these obstacles, and in other situations, there may be only one or two points that interfere with effective upward channels. In any case, the list suggests potential reasons to watch for and provide a frame of reference for analysing the Problem. Measures to Encourage Upward Communication Superiors should also know the reactions and responses from the receiver on their messages. ‘The message of the sender is of his own initiative. At this end, downward communication moves as adirection or command but upward communication for effective feedback. 0. J. Harris has suggested the following six duties on superiors to encourage upward communication: (1) The supervisor must make known his need for messages from his subordinates and his interest in hearing from them. (2) The supervisor should reward his subordinates for their upward communication efforts when this is possible. (3) Thesupervisor should cultivate a relationship of mutual understanding and respect between. himself and his subordinates. Through his own actions, he can gain the trust and respect, that will also encourage more open-communication. (4) Superiors should emphasise to subordinates, the positive uses made of their messages as well as the negative uses. (5) Supervisors can delegate authority and encourage subordinates to feel responsible for specific action performances. The importance of upward communication will normally be felt under these conditions. (© If upward is still below desired levels, other steps may be necessary in order to gain needed information. Formal questionnaires, reports and other information sources may be called for.”ication, organisati K. Davis has suggested that in order to improve upward cae icra aa adopt a policy that employees keep their direct supervisors infor : (7) Any matters in which the supervisor may be held accountable by those above him, een oF Within uni (8) Any matters in dispute are likely to cause a controversy betw* Units of the organisation, 9) Any matters requiring advice from the supervisor or his co-ordination, with other person, or units, i iance from establi (10) Any matters involving recommendations for changes in or vari tablished practices or policies. mit 9 (11) Any other matters which will enable higher management to improve economic and socia) performance.”* P.C. Tripathi has suggested the following: ‘ * policy. The true test of an open door 1 ior should genuinely follow an ‘open door’ policy. a ” Po ences un door ama pended wieiertine are psychologically free to enter. (13) ‘There shouldbe a grievance redressal system inthe organisation to serve as a meansto resolve differences and to redress wrongs, both actual and imaginary. (14) Informal recreational events like picnics, sports and parties should be arranged to provide an opportunity to the subordinates for unplanned upward communication which is not the primary purpose of these events but which is an important by-product of them. (13) The superior should speak less and listen more. The nature has given him two ears bu only one tongue. Nine commandments for good listening are: stop talking, put the talker at ease (permissive environment), show him that you want to listen (do not read your mail when your subordinate talks), remove distractions (do not doodle, tap or shuffle Papers), empathise with him, be patient (do not start for the door and walk away), hold your temper, go easy on argument and criticism, and ask questions. (16) ‘Subordinates should be encouraged to write letters to the superior. Some space can be ‘eserved in the employees’ magazine called “house organ”, usually published by many organisations for clearing rumours ot for p rinting letters received from the workers.” Importance of Upward Communication (1) Upward communication Provides useful information, for decision-making, data ete., which are more sei (2) This channel serves the growth and development of democratic leadership. (3) Itmotivates and encourages work spirit to activat forimproved and efficient working of an organi (4) Itpromotes loyalty, fe workers. The motivation is esse! isation, honesty and participative attude so esental for effective futeit caiimanicalion (5) Under this system of communication, ideas of the subordinates cannot be obtained without encouraging upward communication. (6 Effective communication channel flow upward essentially provides the managers with the information of what the subordinates are doing, highlights of their work, achievements, progress and future job plans. (7) This channel serves as a useful channel because it deals with work-centred matters about which the alert executive normally tries to keep himself well informed. (6) Effective communication upward channel conveys feelings about the job, feelings about their associates, feelings about the company. (9) It provides scope which may be valuable to spell out, in detail some of the things an executive should learn through upward channel. (10) It facilitates an effective inbuilt feedback mechanism particularly feedback in the case of written communication. (11) It gives an opportunity to present an improved picture of what subordinates think of the willingness of the superiors to discuss policies, plans and actions. The general objective through strong upward communication is democratic leadership and feedback at work place. Another objective is the development and strengthening of individuals through the satisfaction of the human need for self-expression and participation and the ‘promotion of loyalty and respect for the employer. Thus, for these reasons, managers encourage a free flow of upward communication. There are, in additions, more immediate benefits to the employees, employers and the executives. Horizontal Communication (Sideways) Meaning and Nature: Under the third category of communication, horizontal communication is one channel. It is known by various other names like side-ways communication, lateral ‘communication, cross-wise communication, and inter-scalar communication, a third flow of directional communication. A communication is said to be horizontal when it takes place between two subordinates of the same superior. Itis mainly informaPand is reflected in meetings, conferences, seminars etc. It occurs between two or more persons who are subordinates of the same person. Cross-wise communication is between functional executives, among a section of officers of a department working under one top Superior, the meeting of General Managers of various units of the company, communication between territorial sales managers are the examples of cross-wise communication. It takes place between ‘Wo or more persons who are linked to each other by equal status or equality of relationship. pes system necessarily relates to the exchange of communication between persons of one edled th of one department, with other persons and departments at the same level. Henry Fayol Ths e horizontal communication a “bridge” or “gangplank” of organisational communication. : ee direct exchange of. information between superiors immediately. It takes place among Ria a fl of equal status in the organisational structure. The special feature of horizontal channel 10€s not appear on the organisation chart. i___laway, cross-wise communication creates some confusion and practical difficulty. Sometimes unity of commands affected. In a tall network, there is “gangplank” or bridge. According to Fayo), ‘Gangplank gives an opportunity to the equal ranks to communicate directly without ing vertical or up and down the organisation. This refers to informal system. The informal system jg generally used when the formal network fails to provide the needed information. The horizontal or lateral communication encourage to compare inter-departmental activities, performance in the organisation. Myers and Myers state on lateral communication in these words: When two sub-systems choose to communicate horizontally then, itis altogether possible that they will create a whole se of new messages up both the “legs” of the “high crotch” system just to tell their bosses what they communicate about. Care taking by superiors of the sub-system coalitions, we believe, may, in some instances, add measurably to the message load in the total system. Oral media for cross-wise communication may be grapevine, gossip, rumour, meeting, lecture, conference, committee, telephone and its various types, union activities, interviews, face-to-face conversation etc. The written media used in horizontal communication are memos, notes, reports, house organs, posters, bulletin boards, handouts, manuals, periodical reports, union Publications etc Objectives of Lateral Communication The objectives of this communication are: (1) To bring about task of co-ordination among peers. (2) To fumish emotional and social support to the individual on the principle that people inthe same boat share the same rate.” (3) Cross-wise relationships exist between personnel in one division.* (4) All the enterprises not only permit but also insist on voluntary cross-wise or horizontal channels of communications at all levels, to speed information and improve understanding* Functions of Lateral or Horizontal Communication The following are the important functions of lateral communication: (1) Department co-ordination is possible by meetings between heads of departments. They can instruct their respective departments in the methods of working in concert. (2) Problem-solving is possible. Employees generally carry their problems to their superios who become overloaded with employees’ problems, Lateral communication makes possible solving of problems without the intervention of executives. Employees also bes0m? more self-reliant, through involvement in the problem-solving process. (3) Lateral communication enables sharing of information among the departments: TS contributes to making the departments effective. (4) Intra-departmental and inter-departmental disputes can be settled without the interven? of the executives. —fo BRAG KK ©) ‘The interaction among organisation peers gives emotional and social support to the worker. But if there are no problems to be solved or if there is no need for co-ordination among departments, lateral communication may rise to useless and ideal gossip and rumouring. Hence, if communication forms are irrelevant, they should not be employed as they are destructive of organisation. (© Lateral communication may serve as a substitute for upward and downward communication.” Characteristics of Horizontal Communication () Internal: It takes place within an organisation, particularly between line and staff degartments. Horizontal communication channel is not necessarily a vertical flow. (@) Open and Frank among Equals: Horizontal communication permits individuals in the process 10 exchange messages openly, freely and frankly with the people of equal status is the organisational hierarchy. G) Common Understanding: The system essentially relates to communication among the people of equal positions. Hence, communication flows between them very clearly. This solves the problem of any distortion or filtering etc. Itis because of the fact of common level of understanding, perception, thinking, decision-making ability and approach to problems. (4) Co-ordination. Co-ordination between various departments is one of the essential functions ofthe management. It is che responsibility of the managers, heading various departments to promote co-ordination. Exchange of information among the people of equal status is essentially of co-ordinating function, Downward flow is an authoritative flow of messages, while upward communication provides feedback on operational performance. (6) Mostly Informal: The basic features of horizontal communication are speed, quick decisions and readiness to accept tasks. This system is more likely to be informal in same respects and formal in respect of some other aspects. (6 Applicability: The horizontal communication system does not exist in all types of organisations, For instance, the system is almost non-existent in universities and hospitals. But it commonly prevails in big business organisations and multi-national corporations. Importance of Horizontal Communication (1) Co-ordination: Co-ordination is one of the primary cuties of management to promote «ffective co-ordination. Ina large organisation, there are many departments or divisions, containing large number of people working. It is the responsibility of the people of equal status in the Organisational structure to promot co-ordination with effective horizontal communication. @) Problem Solving: People of equal status are well-qualified in solving problems. The aaa of horizontal communication facilitates quick exchange of information, would solve problems partments or sections or group of persons. im @) Conflict Resolution: The concept of conflict has been increasingly recognised as an as dimension in the organisational behaviour. Conflict arises as a result of disagreement or sition between two or more individuals or departments. Horizontal communication is an important achannel to resolve interpersonal conflicts, inter-group conflicts among equals. The system facilitates mutual trust and confidence by resolving individual and group’s conflicts and rivalries among departments and equals. (4) Communication by Objectives: The channel gives relief tothe superiors BY exempting them from certain matters. It avoids referring unnecessary matters tothe superiors and facilitates effective co-ordination. (5) Effective Control: Horizontal communication flow exercises 40 effective control over things and promotes efficiency of working operations. (©) Speed Flow: Downward communication is known for delay inpasing iferion ae ithas to pass through various levels of organisational hierarchy. ae i" oan of horn the subordinates are usually reluctant to communicate upward. 1 i Aiccarchy fait range cominunication is that the people of equal status in the organisation® ey information more frankly and freely, as such horizontal communicatio! \couracy, quickness and faster passing of information. (7) Useful to Subordiantes: Subordinates at different levels welcome beeing communication channel flow. The system allows interaction aniong organisational peers. As a result, it encourages social and emotional support to workers. (8) Balances Downward and Upward: Horizontal communication channel flow of downward and upward communication channels. Therefore, it is a good substitute for the upward and the downward channels. (0) Avoids Vertical Flow: As a special system of communication, it gives an opportunity to the people of equal ranks to communicate directly without resorting to upward and downward channels. (10) Informal in Nature: Since it short-circuits vertical up and down the organisation, it characterises horizontal communication as informal. The informal system is generally used when the formal network fails to provide the needed information. Limitations (1) Creates Confusion: Horizontal communication creates some confusion and difficulty. Sometimes, unit of command is affected. In a tall network, there is a hang plank. ea wo) poe te Disruption: Another shortcoming of horizontal communication is that it leads tod su ae organisational hierarchy causing problems like conflicts, ignoring levels, messes (3) Creates Conflicts: A typical limitation of ho1 es Confl rizontal communication is that it may 8° scope for conflicts, mis ing and j i ; i en ig and jealousy. This may result in blocking of continuoporizontal Communication Channel This channel interconnects and is concerned with intra-adrainistrative or external departmental xchange of information or messages with each other. It is better known as horizontal or lateral 1 of communication. When the message passes through and across the organisational level j,isknown as horizontal channel. In this, different flows of the channel communication are between the line and staff centres. The functional heads exchange messages and ask each other’s ental or specialised help. It is a formal channel which functions within the structure of thority relationship. ‘Many organisations permit cross or horizontal communication which is horizontal-channel of communication at all levels, to speed transmission of information and improve understandings. orizntal-channel provides communication that takes place between personnel in one division and l of equal, lower or superior status in other divisions. These channels are formalised to the ‘extent that specific contacts which a manager has to maintain to carry out. his job and those managers sith whom he shares responsibility for specific tasks. Communication Bridge Fayol observed this lateral channel or communication form and constructed a bridge of organisational communication. Serial transmission and communication are associated with some of the problems inherent to it, as such lateral communication has been evolved to minimise some of the problems, In a usual flow, a large number of communication links are present. In downward and upward communication, there are problems of filtering, distortion and other difficulties in the transmission of message. Establishing a direct link between the sender and the receiver avoids virtually all these problems. = oa \ \ \ ~~ \\ AN Fig. 9.4 Fayol’s Bridge of Organisational CommuzicationMedia of Horizontal Communication ; iipecipnasiaiy The importance of horizontal or cross-wise communications being E eseaiver GF bike a itis a channel through which messages flow between the a aay by the Bree subordinates of the same superior. A number of media a contac personal dy attempting to communicate with others. The positions are usually horizontal flow of informay written media. There are many media from which to choose for fe Se tea an feelings and attitudes. Most of the media as covered above may @ cl However, some of them are listed below: k containing informati (1) Handbooks ana Manuals: Handbook signifies small book cons i ‘tier ‘articular matter. A manual is a compilation of directions an ‘mostly used in horizontal communication. wal reports. Th : @) Annual Reports: Finns prepare periodical reports known NN Pee them, tee a detailed information on the activities, performance, progres statistical figures too. i tice or advertisement for sticking cy iin Boards and Posters: A poster is a large not : aval Balen Deeds ntce bord on whi a displayed matters of general and pariaig importance. Posters are called bill boards which may include picture, a play card consisting inly ofa picture of an illustration. (@) Labour Union Issues: Labour union publications are very helpful in, communicating th voice of the employees to the management and to the company employees. Union publications added to the management voice can be highly persuasive. They convey o the management the collective feelings and attitudes of the employees, (5) Letters, Memos etc.: Letters, reports, memorandum, office orders, office notes et, constitute important written media in horizontal communication. They help to communicate and help the recipient to remember the matter, The merit of this medium like other media provides record of evidence and proof, (© Instructions: Communication through the instruct same superior. Instruction may be i Persons who are tied to each o ion medium often takes place betweet issued by the departmental Heads orby ther by telationship of equality. ins: House organ is an effective medium of communicating informatio. electives perks 10 emplocaes otf the employees, House organ is ike a magazine wid desires thro 1°, MPlovees. The management oan effectively communicate its views 2 Sires through house orgacis, 8) 6 ‘ , i exces ene Mecting ste Like meetings, Conferences are the usual media fo confereace has a large. rap Bron Presentation. Meeting consists of a small group, ate conference summarises the pace Pesidpas have to present their views and the leader of . - Here also, andi ri F estas can be put, explanations, Clecifications and ansverseante ene ‘witheachotien ught. (1) House Orga Companies publish hWW VEC GG. QQR (0) Grapevine: Informal communication between managers. (10) Telephone:Telecommunication services of various types are used at the horizontal evel. CCORDING TO THE WAY OF EXPRESSIONS A ‘Verbal or Oral Communication Oral communication is one of the earliest as well as the most widely practised medium of communication. It is through oral words or words of mouth. Oral communication has the advantage ofspeed, correctness and complete interaction. The communicator and the recipient are the parties. Jnoral communication, the process is a face-to-face conversation. In oral or verbal communication, mechanical devices can also be used like telecommunication network. ‘The media of oral communication are the telephone, dictaphone, record, radio, meetings, conference, interview, public address system, grapevine etc. In a face-to-face conversation, doubts, clarifications, explanations and questions can be asked and answered at once. Effective oral contmunication calls for certain principles for effective communication such as clarity, brevity, precision, conviction, logical sequence, good vocabulary, completeness, etc. B, Written Communication Ina written communication, every message is in black and white. It is the best method when the communicator and the recipient are beyond oral communication media. This medium ensures exchange of facts, ideas, opinions through a written instrument by which the individual or organisation comes in touch with each other and share meaning and understanding with another. In this type of communication, the words get in touch with those of others. The process involves sending a message by written words. Formal communication is usually in writing such as rules, orders, manuals etc, There are several media of written communication, such as letters, circulars, notes, explanations, memoranda, leaflets, handbills, reports, forms, questionnaires, handouts, union publications, catalogues, bulletins, magazines, newspapers, posters, brochures, office orders etc. Diagonal Communication Meaning and Nature: After having understood the various vertical directional flow of Communication like downward, upward and horizontal, let us now come to another direction of Communication known as “Diagonal Communication.” Diagonal communication provides a line or route for conveying information in the organisation ‘mong the various levels. The communication route under this system takes a line from one caves gt individuals to different levels.It goes across the organisation. Diagonal communication ‘om subordinates to superiors and between persons at different levels. lt sia oe place among departments or employees of different levels of hierarchy. The functional Hes usually use diagonal communication. It occurs not only among individuals; it also travels be on the artnents. For an effective diagonal communication, it is not necessary that the individuals Same hierarchical level. a