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No one of these functions should be seen as being more important than the
others. For groups to perform effectively, they need to maintain some form of
control over members, stimulate members to perform, provide a means for
emotional expression, and make decision choices. Almost every communication
interaction that takes place in a group or organization performs one or more of
these four functions.
The exhibit above depicts this communication process. This model is made
up of seven parts: (1) the communication source, (2) encoding, (3) the message, (4)
the channel, (5) decoding, (6) the receiver, and (7) feedback.
But before the message can be received, the symbols in it must be translated
into a form that can be understood by the receiver. This step is the decoding of the
message. The final link in the communication process is a feedback loop.
Feedback is the check on how successful we have been in transferring our
messages as originally intended. It determines whether understanding has
achieved.
Downward
Communication that flows from one level of a group or organization to a
lower level is a downward communication. When we think of managers
communicating with employees, the downward pattern is the one we are usually
thinking of. It’s used by group leaders and managers to assign goals, provide job
instructions, inform employees of policies and procedures, point out problems that
need attention, and offer feedback about performance. But downward
communication doesn’t have to be oral or face-to-face contact. When management
sends letters to the employees’ homes to advise them of the organization’s new sick
leave policy, it is using downward communication. So is an e-mail from a team
leader to the members of her team, reminding them of an upcoming deadline.
Upward
Upward communication flows to a higher level in the group or organization.
It’s used to provide feedback to higher-ups, inform them of progress toward goals,
and relay current problems. Upward communication keeps managers aware of how
employees feel about their jobs, co-workers, and the organization in general.
Managers also rely on upward communication for ideas on how things can be
improved.
Lateral
When communication takes place among members of the same work group,
among members of work groups at the same level, among managers at the same
level, or among any horizontally equivalent personnel, we describe it as lateral
communications.
But they can create dysfunctional conflicts when the formal vertical
channels are breached, when members go above or around their superiors to get
things done, or when bosses find out that actions have been taken or decisions
made without their knowledge.
Diagonal Communication
This occurs when communication occurs between workers in a different
section of the organisation and where one of the workers involved is on a higher
level in the organisation. For example in a bank diagonal communication will
occur when a department manager in head office converses with a cashier in a
branch of the bank based on the high street.
Oral Communication
Written Communication.
Written communications include memos, letters, electronic mail, fax
transmissions, organizational periodicals, notices placed on bulletin boards, or any
other device that is transmitted via written words or symbols.
Why would a sender choose to use written communications? They are tangible
and verifiable. Typically, both the sender and the receiver have a record of the
communication. The message can be stored for a indefinite period. If there are
questions concerning the content of the message, it is physically available for later
reference. This feature is particularly important for complex and lengthy
communications. The marketing plan for a new product, for instance, is likely to
contain a number of tasks spread out over several months. By putting it in writing,
those who have to initiate the plan can readily refer to it over the life of the plan. A
final benefit of written communication comes from the process itself. You are
usually more careful with the written word than the oral word. You are forced to
think more thoroughly about what you want to convey in a written message than in
a spoken one. Thus, written communications are more likely to be well thought
out, logical and clear.
Of course, written messages have their drawbacks. They are time consuming.
You could convey far more information to a college instructor in a one-hour oral
exam than in a one-hour written exam. In fact, you could probably say the same
thing in 10 to 15 minutes that it would take you an hour to write. So, although
writing may be more precise, it also consumes a great deal of time.
These are intended to help in the induction of newcomers and to provide all
the employees with a clear-cut understanding not only of the general policies of the
management but also of the nature of the business, its sources of supplies, its
customers, its products and the range of benefits and services available to its
employees. Many organizations publish illustrated handbooks, depicting cartoons,
charts and photographs.
Financial Reports: Such reports describe the essential facts concerning the
conduct of business, its expenses and profits, its income and distribution of
financial standing. of the organisation and create understanding between the
management and its employees.
Bulletin Boards: Usually, big organizations keep a bulletin board for 50 to 100
employees in attractive colours, types and formats. These boards contain a wide
range of material such as someone’s choice of cartoons from newspapers and
magazines, pin-up photographs, events in the lives of present or former employees
and other items of common interest.
Audio-Visual Aids: Sound films, movies, slides, tapes may be played back to the
workers. Such audio-visual aids have an obvious advantage of describing a
company’s range of operations and products, in illustrating how financial and other
decisions are made, or in explaining work rules.
Notice Boards: Notices are often pasted o the factory walls or gates or placed in
glass covered notice boards, and these are hung at appropriate places in the
premises of an organisation, near the canteens or factory gates. These notices
usually depict abstracts as desired under the various statutes as well as notices of
the various institutions in the establishment such as the sports club.
Nonverbal Communication
It can be argued that every body movement has a meaning and no movement
is accidental. For example, through body language we say, “Help me, I’m lonely”;
“Take me, I’m available”; “Leave me alone, I’m depressed.” And rarely do we
send our messages consciously. We act out our state of being with nonverbal body
language. We lift one eyebrow for disbelief. We rub our nose for puzzlement. We
clasp our arms to isolate ourselves or to protect ourselves. We shrug our shoulders
for indifference, wink one eye for intimacy, tap our fingers for impatience and slap
our forehead for forgetfulness.
The two most important messages that body language conveys are (1) The
extent to which an individual likes another and is interested in his or her views and
(2) The relative perceived status between a sender and receiver. For instance, we
are more likely to position ourselves closer to people we like and touch them more
often.
Similarly, if you feel that you’re higher status than another, you’re more
likely to display body movements-such as crossed legs or a slouched seating
position-that reflect a casual and relaxed manner.
If you read the verbatim minutes of a meeting, you wouldn’t grasp the
impact of what was said in the same way you would if you had been there or saw
the meeting on video. Why? There are no records of nonverbal communication.
The emphasis given to words or phrases is missing.
The way individuals space themselves in terms of physical distance also has
meaning. What is considered proper spacing is largely dependent on cultural
norms. For example, what is considered a businesslike distance in some European
countries would be viewed as intimate in many parts of North America. If someone
stands closer to you than is considered appropriate, it may indicate aggressiveness
or sexual interest; if farther away than usual, it may mean disinterest or displeasure
with what is being said.
The chain rigidly follows the formal chain of command. This network
approximates the communication channels you might find in a rigid three-level
organization. The wheel relies on a central figure to act as the conduit for the entire
group’s communication. It stimulates the communication network you would find
on a team with a strong leader. The all-channel network permits all group members
to actively communicate with each other. The all channel network is most often
characterized in practice by self-managed teams, in which all group members are
free to contribute and no one person takes on a leadership role.
4. When people gossip about someone who is not present, they often pass
judgments. Some people pass judgment on others to find out where they stand.
It is a way of dealing with self-doubt and insecurity.
Grapevine thrives on information, not openly or generally available to an
employee, either because of its confidential or secret nature or because of the
defective or inadequate formal communication lines. Grapevine is inevitable
but at the same time, valuable and an intelligent manager uses this form of
communication by feeding accurate information at the right places and thus
gains very quick communication around the establishment. Grapevine properly
used is a great help. Neglecting grapevine is likely to lead to serious
consequences in an establishment.
The best way to dispel grapevine is to give people the facts. If there is no
truth to a rumour or no information concerning it that should be said? Above
all workers should be asked to never repeat a rumour. Supervisors must show
their people that they intend to do everything possible to keep them fully
informed.
3.11 LISTENING
Listening can be described as a combination of:
(i) Hearing — the physical reception of sound;
(ii) Comprehending — the interpretation and understanding of the message;
and
(iii) Remembering — the ability to retain what has been heard.
Hearing is with ears, but listening is with the mind. Effective listening
helps receiver to take the exact intended message. Good listeners save time
because they learn more within a given period of time and they learn about the
person talking, as well as what the person is saying. Good listening is also
good manners; people think more of us when we listen to them attentively.
• Nature has given people two ears but only one tongue, which is
• Gentle hint that they should listen more than they talk.
• Listening requires two ears, one for meaning and one for feeling.
• Decision-makers who do not listen have less information for making
sound decisions.
The Bureau of National Affairs has developed a “laundry list” of the
important concepts related to effective listening:
1. Everyone likes to feel important.
2. people perform better when they know that their opinions and
suggestions are heeded
3. Supervisors must use their expertise and experience of employees and
be able to get them to exercise this expertise.
4. Attention paid to gripes often prevents their blossoming into big
grievances.
5. Supervisors who jump to conclusions lose the respect of their
subordinates.
6. To do a good job of listening, supervisors must plan time for it in their
busy schedules.
7. Listening requires full attention to the speaker; it is impossible to listen
intelligently while the mind is preoccupied with something else.
8. Listening habits are deeply embedded in the personality and are related
to other personality traits, such as obstinacy, empathy, and so on.
9. The correction of bad habits is a slow process and must be self-
motivated.
10. Supervisors who don’t get all the facts often make poor decisions.
Listening Tips:
1. Listen for ideas, not just for facts.
2. Control your emotional reactions.
3. Overcome personal prejudgments and distractions.
4. Keep an open mind.
5. Listen more than you talk.
6. Hear the other person out; don’t interrupt.
7. Learn to practice active listening.
8. Keep your mouth shut (literally, keep your lips closed).
9. Paraphrase frequently in your mind, and aloud to the speaker.
10. Focus on the person speaking.
Self-check — Communication
Are you making the most of your opportunities to communicate with
your employees? Answer the questions below in YES or NO to see how well
you’re doing.
1. Do you try to greet your employees every day?
2. Do you go out of your way to interact with your employees at least once
each day?
3. Do you speak to your employees before they speak to you?
4. Do you go to your employees’ work areas to talk to them?
5. Do you talk to your employees about non-work activities?
6. Are your employees welcome at your office at any time?
7. Do you have lunch with your employees from time to time?
8. Do you know what your employees like to do when they aren’t at work?
9. Do you understand your employees’ needs, wants, goals and aspirations?
10. Do you give frequent positive reinforcement?
11. Do you frequently review goals and expectations?
12. Do you ask your employees’ personal goals and aspirations?
13. Do you ask about your employees’ problems, fears and concerns?
14. Do you ask yourself what you can do to help improve your employees’
performance?
For any questions that you answered “no,” list below things you can do to
increase your interaction with your employees.
E-mail, of course, is not without its drawbacks. At the top of the list is information
overload .Its not unusual for employees to get a hundred or more
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