Unit 1
Introduction to Communication
Communication is the process of transferring information by means of speaking, reading, listening and writing. Although the act of communication is heavily dependent on these four skills, it goes beyond these and also incorporate non-verbal elements such as body language, expressions, sign language, electronically transmitted codes (Morse code etc.) etc. It is both an art and a science.
Although every individual communicates simply by being in the world, learning effective communication skills requires hard work and determination. Developing good verbal and body language skills involves learning and consciously using your skills to improve.
The communication process comprises of the following components:
- Sender: Sender is the individual who wants to send the message to the receiver. A sender makes effective use of words, symbols, pictures, graphs etc. available to him to construct the message. The views, background, approach, skills, competencies, and knowledge of the sender determine whether the message is approachable or not.
- Message: The message comprises of the information that is to be exchanged between the sender and the receiver. The central idea of the message must be clear and should be easily understood by the receiver.
- Channel: The medium of communication should be chosen with respect to the purpose of the message and the ability of the receiver to comprehend it. Hence, the sender must choose an appropriate medium for transmitting the message. The channel can be oral or written, the use of oral medium is preferred when the message is urgent and requires an immediate response, the written medium is preferred when the message is technical and there is a need for it to be documented.
- Receiver: The receiver is the individual to whom the message is addressed. The ability of the receiver to decode the message depends on the knowledge of the receiver, the reliance of the encoder, responsiveness of the receiver to the message.
- Feedback: After the receiver receives the message he tries to decode it, understand it and tried to provide a proper feedback to the sender, who then tries to interpret the feedback.
The process of communication can be easily understood from the following flowchart:
The four basic skills one must possess in order to effectively communicate include:
1-Listening
One should understand the main ideas of most speech in a standard dialect.
2-Speaking
One should be understood without difficulty by natives, and converse in a clear and participatory fashion.
One should be able to narrate and describe concrete and abstract topics using sustained, connected discourse.
3-Reading
One should easily follow the essential points of written text.
4-Writing
One should be able to address a variety of topics with significant precision and detail.
One should be able to organize writings with a sense of theoretical structure.
Forms of Communication
One must be thoroughly familiar with all styles of correspondence in order to facilitate effective communication. The form of communication intrinsically depends upon the purpose and the central idea of the message to be conveyed. For example, it is feasible to acquire information or provide information using a formal phone call or an email whereas while conveying bad news to a particular individual a face-to-face conversation is considered rather apt.
Communication can be formal or informal
- Formal communication: Formal Communication is the exchange of official information that flows along the different levels of the organizational hierarchy and conforms to the prescribed professional rules, policy, standards, processes and regulations of the organization.
- Informal communication: Informal Communication is the casual and unofficial form of communication wherein the information is exchanged spontaneously between two or more persons without conforming the prescribed official rules, processes, system, formalities and chain of command.
Levels of Communication
Data can stream in four ways in an association: downward, upward, horizontally, and diagonally. The size, nature, and structure of the organization decides how and in which direction the information will flow. In more settled and conventional organizations, a great part of the correspondence streams in a vertical—downward and upward—heading. In informal firms, generally the information will flow horizontally and diagonally. This, obviously, is an element of the practically flat hierarchical progressive system. Informal correspondences, for example, those conveyed in the organizational grapevine, show up in the both kinds of organizations.
Downward Communication Flows
Downward correspondence is when organization's managers and administrators share information with lower-level employees. In most cases the information transferred in a downward direction does not require a response. An instance might be a declaration of another CEO or notice of a merger with a different firm. Different types of higher-level downward communication incorporate speeches, web journals, digital broadcasts, and recordings. The most widely recognized ways of downward communication are daily mandates of office managers or line administrators to employees. These can even be in the form of instruction manuals or organization handbooks.
Downward correspondence conveys information that assists with notifying the workforce about key authoritative changes, new objectives, or procedures; give performance feedback at the hierarchical level; organize activities; present an official policy; or improve employee morale of consumer relations.
Upward Communication Flows
Data moving from lower-level employees to elevated level representatives is upward communication (also known as vertical communication). For instance, upward communication happens when employees report to an administrator or when team leaders report to an office manager. Things commonly conveyed upward incorporate progress reports, proposals for new projects, spending evaluations, complaints and grievances, proposals for upgrades, and scheduling concerns. In some cases a downward communication prompts a response form a higher level in the hierarchical structure, for example, when an administrator requests a suggestion for a new part or to gauge when an unfinished project will be finished.
A significant objective of managers in organisations today is to energize unconstrained or wilful upward communication from employees without the need to ask first. A few organizations go as far as to organize competitions and give prizes to the most inventive and innovative solutions and recommendations. Before employees are able to provide innovative solutions however, they must be able to trust the management that it would now hijack or sabotage their contributions. A few associations have even introduced "informant" hotlines that will let representatives report perilous, unethical, or criminal operations namelessly to maintain a strategic distance from conceivable counter by higher-ups in the organization.
Horizontal Communication Flows
Horizontal correspondence includes the trading of data across divisions at a similar level in an association (i.e., peer to peer communication). The reason for most horizontal communication is to co-ordinate events and activities and request assistance. Individuals at a similar level in the association can cooperate to deal with issues or issues in a informal and casual basis. The manager of the production division can work with the purchase administrator to quicken or postpone the shipment of materials. The fund supervisor and stock administrators can be circled in with the goal that the association can achieve the maximum profit by the coordination. Communication between two workers who report to the same supervisor is additionally a case of horizontal communication. A few issues with horizontal communication can emerge on the off chance that one manager is reluctant or unmotivated to share data, or considers endeavours to be work commonly as compromising his position (regional conduct). For a situation like that, the administrator at the next level of the hierarchy should convey downward to fortify the organization's value of co-operation.
Diagonal Communication Flows
Diagonal communication is the exchange of data among the various departments of the organisation. For instance, if the VP of sales sends an email to the VP of manufacturing asking when an item will be accessible for delivery, this is a case of horizontal communication. But if a sales representative communicates with the director of manufacturing, that would be an example of diagonal communication. At whatever point correspondence moves between different departments division, the sender's manager ought to be made a part of the loop. An administrator might be placed in a humiliating position and seem awkward in the event that he doesn't know about everything occurring in his department. Trust might be lost and careers harmed if key communication protocols are not followed properly.
External Communication Flows
Communication doesn't always begin and stop inside the association. External communication is the communication conducted outside of the association. For Example, the public relation departments with the help of senior management often deals with the image of the company in public eye. First-level and center level administration for the most part handle operational business interchanges, for example, buying, recruiting, and advertising. When communicating outside the association (paying little heed to the level), it is significant for representatives to carry on expertly and not to make commitments outside of their extent of power.
Language involves both the ability to comprehend spoken and written words and to create communication in real time when we speak or write. Most languages are oral, generated through speaking. Speaking involves a variety of complex cognitive, social, and biological processes including operation of the vocal cords, and the coordination of breath with movements of the throat, mouth, and tongue.
The use of language changes considerably depending upon the channel of communication. For example, it is easier to use multiple independent and subordinate clauses along with complicated vocabulary while writing but it becomes difficult to do the same while speaking. When speaking one tends to use a simpler form of the language.
There are certain elements of a language which only come into play while speaking such as pronunciation, intonation, word stress and accent. If one is already familiar with a certain language, learning the proper spoken form of another language can be a difficult task as it would involve re-structuring one’s whole biological structure of speaking.
For non-native English speakers, the influence of their first language can be a very big problem when it comes to pronunciation. If up to later age, the sole language we speak is our mother tongue, tons of the speech patterns get set in the human brain. Each language has peculiar sounds and combinations of consonants and vowels. If we start speaking multiple languages from infancy, we easily retain the pliability of uttering sounds from different language systems. Our brains can be easily trained for various sounds from different languages. But if we don't receive that training in our childhood, our brains get familiar with the sounds on just one language and at a later stage it becomes very difficult to coach the brain for a completely different audio system needed for the second language.
Spoken language usually involves of more use of personal pronouns, shorter thought units than written language that are easier to follow, more repetition of words and phrases to emphasise ideas, use of colloquial words and contractions to create a lively conversational tone, use of familiar vocabulary to ensure that the listener understands what the speaker is saying and fewer references to previously stated information.
