COMMUNICATION

DR. ITISHREE GITA KUMARI

ASSISTANT PROFESSOR

BERHAMPUR UNIVERSITY
• “PRIVATE.
NO VISITORS ARE ALLOWED”.

• “ PRIVATE?
NO. VISITORS ARE ALLOWED”.
 DEFINITION
• Communication is vital to organizations—it’s how we coordinate actions and achieve goals. It is
defined in webster’s dictionary as a process by which information is exchanged between
individuals through a common system of symbols, signs, or behavior.
• Communication- A process by which information is exchanged and understand between two or
more individuals by speaking, writing, or using some other medium.
• In workplace Communication means of transmitting information about strategic goals and plans
to the workforce, for shaping and controlling employee’s behaviour and for changing the
organization’s culture.
 FUNCTIONS OF COMMUNICATION

• Communication serves four major functions, namely

1. Control
2. Motivation
3. Emotional expression
4. Information
 THE COMMUNICATION PROCESS
• Communication process- the steps between a source and a receiver that result in the transfer and
understanding of meaning.
• The key parts of communication process are

1. Sender
2. Encoding
3. The message
4. The channel
5. Decoding
6. Receiver
7. Noise
8. feedback
 ELEMENTS OF CPMMUNICATION
• A sender, such as a boss, coworker, or customer, originates the message with a thought. The sender or the communicator generates the
message and conveys it to the receiver. He is the source and the one who starts the communication

• Message- it is the idea, information, view, fact, feeling, etc. That is generated by the sender and is then intended to be communicated
further.

• Encoding- the message generated by the sender is encoded symbolically such as in the form of words, pictures, gestures, etc. Before it is
being conveyed.

• Media- it is the manner in which the encoded message is transmitted. The message may be transmitted orally or in writing. The medium of
communication includes telephone, internet, post, fax, e-mail, etc. The choice of medium is decided by the sender.

• Decoding- it is the process of converting the symbols encoded by the sender. After decoding the message is received by the receiver.

• Receiver- he is the person who is last in the chain and for whom the message was sent by the sender. Once the receiver receives the message
and understands it in proper perspective and acts according to the message, only then the purpose of communication is successful.

• Feedback- once the receiver confirms to the sender that he has received the message and understood it, the process of communication is
complete.

• Noise- it refers to any obstruction that is caused by the sender, message or receiver during the process of communication. For example, bad
telephone connection, faulty encoding, faulty decoding, inattentive receiver, poor understanding of message due to prejudice or
inappropriate gestures, etc.
 THE COMMUNICATION PROCESS

• Channel
• The medium selected by the sender through which the message travels to the receiver.

• Types of channels
• Formal channels
• Are established by the organization and transmit messages that are related to the professional activities of
members.
• Informal channels
• Used to transmit personal or social messages in the organization. These informal channels are spontaneous and
emerge as a response to individual choices.
 DIRECTIONS OF COMMUNICATION

• DOWNWARD COMMUNICATION: downward

communication is from the higher-ups of the
organization to employees lower in the organizational
hierarchy, in a downward direction.
• Upward communication : upward communication
flows upward from one group to another that is on a
higher level on the organizational hierarchy. Often,
this type of communication provides feedback to
organizational leaders about current problems, or even
progress on goals.
• HORIZONTAL COMMUNICATION

• When communication takes place between people at

the same level of the organization, like between two
departments or between two peers, it’s called
horizontal (or lateral) communication. Communication
taking place between an organization and its vendors,
suppliers, and clients can also be considered horizontal
communication.
• DIAGONAL OR CROSSWISE COMMUNICATION:

• Diagonal or crosswise communication envisages a

horizontal flow of information as well as interaction
across different levels of an organization’s hierarchy.
Communication flows across different levels in an
organisation among people who may not have direct
reporting relationships. Diagonal communication is
used to speed up the flow of information.
 INTERPERSONAL COMMUNICATION
• Oral communication
• Advantages: speed and feedback.
• Disadvantage: distortion of the message.

• Written communication
• Advantages: tangible and verifiable.
• Disadvantages: time consuming and lacks feedback.

• Nonverbal communication
• Advantages: supports other communications and provides observable expression of emotions
and feelings.
• Disadvantage: misperception of body language or gestures can influence receiver’s
interpretation of message.
 ORGANIZATIONAL COMMUNICATION
• Organizational communication may be defined as the process of the flow (transmission and
reception) of goal-oriented message between sources, in a pattern and through a medium or media.
• BHEL (bhopal unit), Management-employee Communication Meetings (MECOMS) have been
effectively used. A MECOM is an open forum, in which more than 700 persons participate. It has
contributed positively to mutual sharing of information and concerns and better understanding
between management and employees. MECOM has helped in effective implementation of decisions.
• In TISCO, the chairman keeps communication with his employees by answering every letter that is
addressed to him (some 80,000 per year) and holds an open house at his residence between 7 a.M.
And 9 a.M. Every day where any one can walk in and discuss personal or work-related problems. He
also holds “dialogues” with large groups, sometimes of 2500 persons
ELEMENTS OF ORGANIZATIONAL COMMUNICATION
 TYPES OF COMMUNICATION

• 1. Formal communication
• Formal communications are the one that flows through the official channels designed in the organizational chart.
It may take place between a superior and a subordinate, a subordinate and a superior or among the same cadre
employees or managers. These communications can be oral or in writing and are generally recorded and filed in
the office.
• TYPES OF COMMUNICATION NETWORKS IN FORMAL COMMUNICATION:
• Single chain: in this type of network communications flows from every superior to his subordinate through a
single chain.
• Wheel: in this network, all subordinates under one superior communicate through him only. They are not allowed
to talk among themselves.
• Circular: in this type of network, the communication moves in a circle. Each person is able to communicate with
his adjoining two persons only.
• Free flow: in this network, each person can communicate with any other person freely. There is no restriction.
• Inverted v: in this type of network, a subordinate is allowed to communicate with his immediate superior as well
as his superior’s superior also. However, in the latter case, only ordained communication takes place.
 INFORMAL COMMUNICATION

• Any communication that takes place without following the formal channels of communication is said
to be informal communication. Informal communication is often referred to as the ‘grapevine’ as it
spreads throughout the organization and in all directions without any regard to the levels of authority.
• Types of grapevine network:
• Single strand: in this network, each person communicates with the other in a sequence.
• Gossip network: in this type of network, each person communicates with all other persons on a non-
selective basis.
• Probability network: in this network, the individual communicates randomly with other individuals.
• Cluster network: in this network, the individual communicates with only those people whom he
trusts. Out of these four types of networks, the cluster network is the most popular in organizations.
 ELECTRONIC COMMUNICATION
• E-mail
• Advantages: quickly written, sent, and stored; low cost for distribution.
• Disadvantages: information overload, lack of emotional content, cold and impersonal.
• Instant messaging
• Advantage: “real time” e-mail transmitted straight to the receiver’s desktop.
• Disadvantage: can be intrusive and distracting.
• Intranet
• A private organization-wide information network.

• Extranet
• An information network connecting employees with external suppliers, customers, and strategic
partners.

• Video-conferencing
• An extension of an intranet or extranet that permits face-to-face virtual meetings via video links.
BARRIERS TO EFFECTIVE COMMUNICATION
Filtering
A sender’s manipulation of information so that it will
be seen more favorably by the receiver.

Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience, and
attitudes.

Information Overload
A condition in which information inflow exceeds an
individual’s processing capacity.
BARRIERS TO EFFECTIVE COMMUNICATION
(CONT’D)
Emotions
How a receiver feels at the time a message is received
will influence how the message is interpreted.

Language
Words have different meanings to different people.

Communication Apprehension
Undue tension and anxiety about oral
communication, written communication, or both.
 COMMUNICATION BARRIERS BETWEEN MEN
AND WOMEN

• Men talk to: • Women talk to:

• Emphasize status, power, and • Establish connection and
independence. intimacy.
• Complain that women talk on • Criticize men for not listening.
and on. • Speak of problems to promote
• Offer solutions. closeness.
• To boast about their • Express regret and restore
accomplishments. balance to a conversation.
 “POLITICALLY CORRECT” COMMUNICATION

• Certain words stereotype, intimidate, and insult individuals.

• In an increasingly diverse workforce, we must be sensitive to how words might offend others.
• Removed: handicapped, blind, and elderly
• Replaced with: physically challenged, visually impaired, and senior.

• Removing certain words from the vocabulary makes it harder to communicate accurately.
• Removed: death, garbage, quotas, and women.
• Replaced with terms: negative patient outcome, postconsumer waste materials, educational
equity, and people of gender.
 CROSS-CULTURAL COMMUNICATION

• CULTURAL BARRIERS
• Semantics
• Word connotations
• Tone differences
• Differences among perceptions
COMMUNICATION BARRIERS AND CULTURAL CONTEXT

High-Context Cultures
Cultures that rely heavily on nonverbal and subtle
situational cues to communication.

Low-Context Cultures
Cultures that rely heavily on words to convey
meaning in communication.
 CULTURAL GUIDE

• Assume differences until similarity is proven.

• Emphasize description rather than interpretation or evaluation.
• Practice empathy.
• Treat your interpretations as a working hypothesis.
COCA COLA CASE STUDY: AN ANALYSIS OF ORGANIZATIONAL BEHAVIOR

INTRODUCTION
Organizational behavior in this coca cola case study refers to the study of activities or behavior of the employees
inside a commercial enterprise. The reflective case study has been made depending on the issues faced the famous
soft drink company coca cola. The aim of this coca cola case study is to figure out the strategies with which the
company can utilize it human capital in order to make the organization a better place to work.
BACKGROUND
Coco cola has been serving the world for more than 130 years however, the organization is facing extreme problem
in the market of the island country like sri lanka. The company is facing a downtrend regarding its brand value. In
the year 2014 the brand value of coca cola a around 34 billion dollar whereas it has decreased to nearly 32billion
dollar in the year 2018. It means the company has faced an acute loss of around 5.4 percent. In this coca cola case
study discovered certain factors that have caused such an acute downfall of the branded organization. One of the
factors is the mismanagement inside the organization. In the following coca cola case study, I have highlighted how
the improper workforce management of coca cola has leaded the company to such an adverse situation.
• Reasons of the Downfall Of Coca Cola Company
communication: in order to identify problem lied behind the downfall of the coca cola company discussed in this coca cola case study, i found certain
issues and communication is one of such issues. the entire set up of the organization is so much corporate like that the employees hardly get time as well
as scope to share their opinion or thought with other. it has affected the growth of the company in two different ways. first of all the staffs has could not
get chance to share their problem with their leader. as a result, they could not develop their skill in order to improve their performance. on the contrary,
the company lost the opportunities of utilizing the innovative ideas of the workers that could have been fruitful for the coca cola company.
• Feedback Sharing: the HR of the team leader did not pay proper attention on sharing the feedback with the staffs of the. as a result, the employees did
not get the chance to improve their skill. sometimes, they lacked of the proper knowledge of using the latest technology while producing the various
products. this situation had a negative repercussion on the company’s growth as a lot of employee left the firm out of lack of dissatisfaction. as an
irreversible effect, the company had to face an acute shortage of labour that has hindered the production rate. in my opinion the shortage of the human
capital is one of the most important factors that has affect the growth of coca cola company in a profound way.
• Motivation: The researcher’s study says that motivation is one of the factors that are responsible for the shortage of the staffs inside the organization. it
is true that SRI LANKA is one of the densely populated area in SOUTH ASIA. as per the recent report held on 8th may, in the year 2019, which is
referred in this coca cola case study the entire population of the country is 21,008,582 (chandrajith et al., 2019, pp-12, pp-37) which is approximately
0.27 percent of the entire population of the world (wijesuriya et al., 2019). as a result of such huge population the country enjoys the facility of plenty
human capital. may be that is the reason that the company treated its staff as a factor that can easily be replaced by some other employ. the management
of the company did not pay attention in order to motivate the employees. for instance in this coca cola case study, they did not arrange proper
compensation or increment which was quite demotivating for the staffs. as a result, the employee showed less interest in order to enhance their
performance.
• Absence Of Proper Training: The researcher found in this coca cola case study that one of the reasons of the downfall of coca cola company is the lack
of training the needed to be provided to the employee in order to enhance their performance. like other country like AUSTRALIA, UK and many more
the company did not have proper training facility for their employees. i think, that is the reason why the staffs that were unable to perform well were
easily demotivated. in addition, the management did not take any measure in order to increase the efficiency of their workers. this situation had a adverse
effect on their work performance which consequently followed by the decrease in products’ quality.
• Improper human resource management: before writing this coca cola case study, I had gone through certain researches, which illustrate the error
of the human resource management of coca cola company. For instance, the company has collaborated with four bottling firms that created a big
issue as the organization brought around ten thousand workers (chiu, fischer and friedman, 2019, pp-109). It was actually double of the entire work
force. As a result of such collaboration the company had to encounter with the problem of complexity of the unnecessary staffs as well as
resignation of termination of employees (chiu, fischer and friedman, 2019, pp-98). It created an unstable situation inside the organization that had a
negative impact on the reputation of the company. In addition, the human resource managers did not show proper interest in order to attract or retain
the quality employee who could play significant role in betterment of the company.
• Attitude of team leader: the team leader failed to motivate their team members. Most of the time they could not encourage their subordinate staffs
and thus they could take proper initiative in order to achieve the company’s target. In addition, the team leader r the supervisors did not perform the
proper monitoring of the tasks of their subordinate team members. Even they showed reluctant to share proper feedback which could improve the
quality of the performance of their team members. The irresponsibility of the team member or the management of the coca cola company has
increased the uncertainty among the subordinate staffs of the organization. In my opinion this kind of attitude of the higher authority was quite
responsible for the loss of status of the world famous coca cola company.
• Relation between the management and the staffs: i discovered that the company management was failed to build a lateral relation between the
employees as well as the team leader inside the company premises. I have discussed earlier in this report that the workers hardly got chance to talk
about their problems whatever they faced at the time of performing their task. The management of coca cola company hardly arranged meetings in
order to discuss the problems of their staffs as well as the possible remedies to resolve those problems.
• Proper working environment: the management failed to create the proper working environment that can encourage or motivate the employees to
give their best performance (jones and comfort, 2018, pp-43). As I have earlier mentioned that coca cola company provided a strict corporate
environment to its employees. This situation created obstruction in building an emotional attachment between the workers as well as the
management of the organization. As a result, the employees failed to understand that their improvement was closely related to the success of the
company (jones and comfort, 2018). That was the reason in this coca cola case study why the workers of the coca cola company did not take enough
enthusiasm in order to provide their best performance for the organization’s upliftment.