UNIT- 4
DIRECTING AND COMMUNICATION
Directing refers to a process or technique of instructing, guiding, inspiring, counseling, overseeing and leading people towards the accomplishment of organizational goals. It is a continuous managerial process that goes on throughout the life of the organization.
In the words of Koontz and O’Donnel, “Directing is the inter-personal aspect of managing by which subordinates are led to understand and contribute effectively and efficiently to the attainment of enterprise’s objectives.”
Haimann remarks, “Directing consists of the process and techniques utilized in issuing instructions and making certain that operations are carried out as originally planned.”
Thus, directing function of management concerned with initiating action. It consists of all those activities that are concerned with influencing, guiding or supervising the subordinates in their job.
Key Takeaway
- Directing refers to a process or technique of instructing, guiding, inspiring, counseling, overseeing and leading people towards the accomplishment of organizational goals.
The nature and characteristics of directing are as follows:
1. Initiates Action: A directing function is performed by the managers along with planning, staffing, organizing and controlling in order to discharge their duties in the organization. While other functions prepare a platform for action, directing initiates action.
2. Pervasive Function: Directing takes place at every level of the organization. Wherever there is a superior-subordinate relationship, directing exists as every manager provides guidance and inspiration to his subordinates.
3. Continuous Activity: It is a continuous function as it continues throughout the life of organization irrespective of the changes in the managers or employees.
4. Descending Order of Hierarchy: Directing flows from a top level management to the bottom level. Every manager exercises this function on his immediate subordinate.
5. Human Factor: Since all employees are different and behave differently in different situations, it becomes important for the managers to tackle the situations appropriately. Thus, directing is a significant function that gets the work done by the employees and increases the growth of the organization.
Key Takeaway
1. Directing initiates action.
2. Directing is a pervasive function and a continuous activity.
Directing is the heart of management process as it initiates the actual action. The significance of directing is briefly discussed below:
1. Initiates Action: Each and every action in an organization is initiated only through directing. The managers direct the subordinates about what to do, how to do when to do and also see to it that their instructions are properly followed.
2. Integrates Efforts: Directing integrates the efforts of all the employees and departments through persuasive leadership and effective communication towards the accomplishment of organizational goals.
3. Motivates Employees: A manager identifies the potential and abilities of its subordinates and helps them to give their best. He also motivates them by offering them financial and non-financial incentives to improve their performance.
4. Provides Stability: Stability is significant in the growth of any organization. Effective directing develops co-operation and commitment among the employees and creates a balance among various departments and groups.
5. Helps in coping up with the Changes: Employees have a tendency to resist any kind of change in the organization. But, adapting the environmental changes is necessary for the growth of the organization. A manager through motivation, proper communication and leadership can make the employees understand the nature and contents of change and also the positive aftermaths of the change. This will help in a smooth adaptation of the changes without any friction between the management and employees.
6. Effective Utilization of Resources: It involves defining the duties and responsibilities of every subordinate clearly thereby avoiding wastages, duplication of efforts, etc. and utilizing the resources of men, machine, materials, and money in the maximum possible way. It helps in reducing costs and increasing profits.
Key Takeaways-
1. Directing is the heart of management process as it initiates the actual action.
2. Directing motivates employees and helps them to adapt to changes.
3. Directing ensures effective utilization of resources of the organization.
Effective direction leads to greater contribution of subordinates to organization goals. The directing function of management can be effective only when certain well accepted principles are followed. Following are the basic principles of effective direction:
1. Maximum Individual Contribution: One of the main principles of directing is the contribution of individuals. Management should adopt such directing policies that motivate the employees to contribute their maximum potential for the attainment of organizational goals.
2. Harmony of Objectives: Sometimes there is a conflict between the organizational objectives and individual objectives. For example, the organization wants profits to increase and to retain its major share, whereas, the employees may perceive that they should get a major share as a bonus as they have worked really hard for it.
Here, directing has an important role to play in establishing harmony and coordination between the objectives of both the parties.
3. Unity of Command: This principle states that a subordinate should receive instructions from only one superior at a time. If he receives instructions from more than one superiors at the same time, it will create confusion, conflict, and disorder in the organization and also he will not be able to prioritize his work.
4. Appropriate Direction Technique: Among the principles of directing, this one states that appropriate direction techniques should be used to supervise, lead, communicate and motivate the employees based on their needs, capabilities, attitudes and other situational variables.
5. Managerial Communication: According to this principle, it should be seen that the instructions are clearly conveyed to the employees and it should be ensured that they have understood the same meaning as was intended to be communicated.
6. Use of Informal Organization: Within every formal organization, there exists an informal group or organization. The manager should identify those groups and use them to communicate information. There should be a free flow of information among the seniors and the subordinates as an effective exchange of information are really important for the growth of an organization.
7. Leadership: Managers should possess a good leadership quality to influence the subordinates and make them work according to their wish. It is one of the important principles of directing.
8. Follow-up: As per this principle, managers are required to monitor the extent to which the policies, procedures, and instructions are followed by the subordinates. If there is any problem in implementation, then the suitable modifications can be made.
Key Takeaways-
- Effective direction leads to greater contribution of subordinates to organization goals.
- The directing function of management can be effective only when certain well accepted principles are followed.
- The principles of unity of command, unity of direction, leadership, informal communication et. guide managers in directing the subordinates smoothly.
Generally there are three main techniques of directing, namely Consultative Directing, Free-rein Directing and Autocratic Directing. However, certain other techniques are applied commonly in directing subordinates in an organization. They are discussed below:
1. Consultative Direction:
Under this technique, superior, though vested with powers to take decision independently, does not take decision without consulting with his subordinates. Under this techniques manager can get best suggestions, ideas, opinions, from the subordinates. As well as he gets the knowledge of reactions of the subordinates in order to extract new ideas and help from them. The superior wins the cooperation of all the subordinates by taking their inputs into his decisions. Thus subordinates feel committed and motivated to carry out such decisions made out of their viewpoints.
2. Free-Rein Direction:
Under this technique, subordinates are empowered to take decisions independently. This technique encourages and enables the subordinates to contribute their own initiative, independent thought, drive and ingenuity to the solution of the problem. This does not mean that this technique gives full freedom to the subordinates. The superior limits himself to issuing guidelines. The execution of the entire task is left to subordinates. The subordinates are held accountable for the results. This type of direction can be practiced only when subordinates are highly educated, experienced, capable and competent. It is self-direction by subordinates.
3. Autocratic Direction:
This technique is just the opposite of the free rein direction technique. Under this technique, the superior gives direct, clear and precise orders to his subordinates with detailed instructions as to how and what is to be done. The role of sub-ordinates is simple to implement. This technique is used in military organisation. Such superiors believe in minimum delegation of authority to sub-ordinates are expected to follow the instructions only. The manager has to perform both the functions of planning and decision-making. The manager strongly believes that, without detailed instructions from him, his subordinates would not properly carry out directives. Under his type of direction technique the subordinates depend totally upon their superiors. They do not think, and do not have any interest, and motivation in taking decisions. Superior commands the subordinates to accomplish a set of goals. He does not take into his decision-making the views, opinions and suggestions of subordinates. The superior gives a clear direction and precise orders to his subordinates.
4. Supervision:
Supervision is the process of overseeing the subordinates at work. Supervisor gives a precise, detailed and clear cut instruction to subordinates. The quality of supervision depends on the strength of the subordinates working under him. The lesser the strength of subordinates, the more effective is supervision arid vice versa.
Supervision is undertaken across the levels of management. Besides, supervisor should possess certain qualities to exercise effective supervision. Similarly, there are certain factors like skill, leadership, position, group cohesiveness, cordiality or relations, etc., that enable the supervisor to exercise effective supervision.
5. Motivation:
Merely issuing orders and instructions may not help to accomplish any task effectively. Motivation is the process of stimulating such forces like desires, wishes and wants that impel human beings to achieve the desired action. Motivation may be monetary and non-monetary. The impact of non-monetary motivation is supposed to last longer than monetary motivation.
Motivation is also classified into positive and negative motivation. While positive motivation is to be reinforced, the negative motivation should be applied as a last resort. The type of motivation varies according to nature of industry. Without motivation, the energy, efficiency and morale of the employees cannot be sustained.
6. Leadership:
Leadership is defined to be the ability of a manager to influence his subordinates to accomplish the goals. A leader is supposed to possess certain qualities to exercise effective leadership. A leader does many functions like formulation of objectives, representing the undertaking, initiating action, influencing followers, etc.
There are different styles of leadership practised by leaders. Of course all the types yield effect. But the type of leadership style to be adopted depends on the nature of subordinates and the context. Besides, leadership should have intelligence, good communication skill, initiative, flexibilities, etc.
7. Communication:
Communication enables a group to think together, see together and act together. It becomes indispensable for passing on decisions to those engaged in executing them. Where communication is not understandable to the receiver, direction becomes ineffectual. Face to face communication and feedback system is essential for smooth operation of business. There are certain principles like clarity, preciseness, concreteness etc., to be followed for effective communication.
The flow of communication is in all directions in any organization. They are vertical, horizontal, lateral and diagonal flow of communication. There may be certain barriers to the flow of communication. Organizations have to take effort to de-clog the blockage in the communication process so as to ease the flow of communication. Besides channels of communication, verbal, written and gestural communications are used to convey the information to those intended. Without communication, nothing can be achieved in the organization.
8. Delegation:
Delegation is the process of entrusting a part of work to be done by a superior to his subordinate. Without delegation, an organization cannot grow even an inch. In the absence of delegation, superior is overloaded with excessive work. Besides, specialization concept warrants delegation. It helps the executive to utilize their productive time optimally. The subordinate to whom the authority is delegated is responsible to the delegator. In the same vein, the delegator is ultimately responsible for the work executed by the subordinate to whom the work was delegated.
9. Orders:
Orders are directives issued by superiors to subordinates directing the latter to act in a certain manner.
The order should be:
i. Reasonable and enforceable over subordinates.
ii. Clearly defined and understandable.
iii. Complete in all respects.
iv. Win acceptance and cooperation of subordinates.
v. Preferably in written form.
vi. Appropriately toned.
vii. Time line prescribed.
Orders may be oral, written, generic, specific, procedural or operational.
10. Orientation:
Orientation is the process of bringing employees up to speed on organizational policies, job roles and responsibilities and other organizational attributes and concepts that will help them cope up with the organization perform efficiently.
a. Orientation of New Employees:
All new hires should be given orientation about their rights, duties, responsibilities, superior-subordinate, relationship, profile of the organization, organization structure, performance evaluation, career opportunities, fundamental rules put in place in the organization, etc.
b. Continuing Orientation:
Wherever goals are revised, new technique is absorbed; new machinery is put in place, and newer development unfolds in a particular area of specialization; existing employees are to be enlightened thereabout through training, bulletins, news wheels, staff meetings, updates, committee meetings, conferences, etc
Key Takeaway
- In Consultative Directing Technique, superior, though vested with powers to take decision independently, does not take decision without consulting with his subordinates.
- Under Free-rein Direction technique, subordinates are empowered to take decisions independently.
- Under Autocratic Direction technique, the superior gives direct, clear and precise orders to his subordinates with detailed instructions as to how and what is to be done.
- Supervision is the process of overseeing the subordinates at work.
- Motivation is the process of stimulating such forces like desires, wishes and wants that impel human beings to achieve the desired action.
- Leadership is defined to be the ability of a manager to influence his subordinates to accomplish the goals.
- Communication enables a group to think together, see together and act together. It becomes indispensable for passing on decisions to those engaged in executing them.
- Delegation is the process of entrusting a part of work to be done by a superior to his subordinate.
- Orders are directives issued by superiors to subordinates directing the latter to act in a certain manner.
- Orientation is the process of bringing employees up to speed on organizational policies, job roles and responsibilities and other organizational attributes and concepts that will help them cope up with the organization perform efficiently.
Communications is fundamental to the existence and survival of humans as well as to an organization. It is a process of creating and sharing ideas, information, views, facts, feelings, etc. among the people to reach a common understanding. It is the key to the directing function of management.
The word communication has been derived from the Greek word ‘communis’ which means ‘common’. Thus, it means sharing of ideas in common.
According to Louis A. Allen, “Communication is the sum of all the things one person does when he wants to create understanding in the mind of another. It is a bridge of meaning. It involves a systematic and continuous process of telling, listening and understanding.”
The American Management Association defines communication as, “any behavior that results in the exchange of meaning.”
Koontz and O’Donnell are of the opinion that, “Communication is a way that one organization member shares meaning and understanding with another.”
Thus, communication refers to the whole process of man’s life in relation to the group and includes exchange of information, a system of communicating and a process by which meanings are exchanged among human beings.
Key Takeaways
- Communication refers to the whole process of man’s life in relation to the group and includes exchange of information, a system of communicating and a process by which meanings are exchanged among human beings.
- The word communication has been derived from the Greek word ‘communis’ which means ‘common’. Thus, it means sharing of ideas in common.
The nature of communication may be discussed as follows:
1. Human beings are poor communicators but our communicative competence can be improved by learning and practising effective communication skills.
2. Communication has a symbolic nature and is an act of sharing one’s ideas, emotions, attitudes, or perceptions with another person or group of persons through words (written or spoken), gestures, signals, signs, or other modes of transmitting images. The transmission of ideas always encounters barriers that reduce its effectiveness.
3. The essential elements of the process of communication are the message, the sender, encoding, the channel, the receiver, decoding, acting on the message, the feedback, and the communication environment.
4. Both the sender and the receiver play a role in making communication effective. The sender should encode the message accurately after considering the level, expectations, and needs of the target audience (receiver); the receiver should listen or read carefully to try to understand the intended meaning of the sender.
5. The universal, common elements of communication are the communication environment, the use of symbols, and the presence of mental filters.
6. Perfect communication is impossible; the meaning of a message is in the mind/perception of the receiver; and personality affects the effectiveness of communication.
7. To communicate effectively, one should develop not only skills, but also a sense of empathy with others.
Key Takeaways
- Communication has a symbolic nature and is an act of sharing one’s ideas, emotions, attitudes, or perceptions with another person or group of persons through words (written or spoken), gestures, signals, signs, or other modes of transmitting images.
- The transmission of ideas always encounters barriers that reduce its effectiveness.
- Perfect communication is impossible; the meaning of a message is in the mind/perception of the receiver; and personality affects the effectiveness of communication.
The communication process follows the steps given below:
1. Sender: The sender generates the message and conveys it to the receiver. He is the one who starts the communication.
2. Message: It is the information that is generated by the sender and is then intended to be communicated further.
3. Encoding: The message generated by the sender is encoded symbolically in the form of words, pictures, gestures, etc. before it is being conveyed.
4. 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.
5. Decoding: It is the process of converting the symbols encoded by the sender.
6. Receiver: The person who is last in the chain of communication process is the receiver.
7. Feedback: Once the receiver confirms to the sender that he has received the message and understood it, the process of communication is complete.
Key Takeaways
1. Communication flows from the sender, who encodes a message and sends it to the receiver through some channel. The receiver decodes the received message and then has to send feedback to the sender in order to make communication complete.
The pattern of contacts among the members of the organisation and flow of information among them is communication network. Network helps managers to establish contacts in different patterns through communication flows. The network depends upon the magnitude of the organisation, nature of communication channels in the organisation and the number of persons involved in the process. There can be many patterns of communication network.
The most frequently followed networks are the following:
1. Vertical Network:
The vertical network is usually between the superior and subordinate and vice versa. It is two-way communication. The immediate feedback is possible in this type of communication network. It is formal network.
2. Circuit Network:
Under this network two persons communicate with each other. Say Mr. ‘A’ sends message to Mr. ‘B’. After receiving message Mr. ‘B’ communicates the feedback message to Mr. ‘A’. So communication takes the form of a circuit. Therefore it is known as circuit network. It is similar to vertical network but in circuit network ‘A’ and ‘B’ are not necessarily superior and subordinates.
3. Chain Network:
This network of communication follows the organisational hierarchy and chain of command. All subordinates receive commands or instructions from their superior. B, C, D and E, F, G are the subordinates to A in the organisational hierarchy and receive commands from ‘A’ which follows the way shown in the diagram.
4. Wheel Network:
Here all subordinates receive commands from one superior. This is highly centralized type of communication network where each subordinate receives commands or instructions from a single authority or superior ‘A’ and wants the immediate feedback.
5. Star Network:
Under star communication network all members of the group communicate with each other and exchange information. This network is a must for group communication or where teamwork is involved. This network channel of communication is open to all members of the group. The members communicate with each other without hesitation.
The effectiveness of the above networks of communication channels depend upon their users i.e. the managers at all levels, their subordinates and other members of the organisation and above all the seriousness with which all these human resources make use of the facilities provided to them by the organisation to accomplish its objectives.
Key Takeaway
1. The vertical network is usually between the superior and subordinate and vice versa. It is two-way communication.
2. In circuit network, communication takes the form of a circuit.
3. In chain network of communication follows the organisational hierarchy and chain of command. All subordinates receive commands or instructions from their superior.
4. Wheel network is a highly centralized type of communication network where each subordinate receives commands or instructions from a single authority or superior.
5. Under star communication network all members of the group communicate with each other and exchange information. This network is a must for group communication or where teamwork is involved.
Media is the means of transmitting the messages from sender to the receiver. The media of oral communication are face to face conversation, telephone or mobile, conference, meetings etc. The media of written communication are newspaper, letter, report, memo, mail etc. The prime task of media planners is to effectively communicate advertising message to a target audience through appropriate media channels.
Media are classified into four types
- Print media (newspaper, magazines)
- Broadcast media (TV, radio)
- Outdoor media
- Internet
Types/Channels of communication
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1. Area of Operation:
(i) Internal Communication:
‘Internal Communication’ can be described as a process of communication made within the organisation between the superiors and subordinates or between peer persons or between two or more groups. It may be formal or informal, oral or written. It can flow upward, downward or horizontal as per requirement.
The oral means of internal communication are face-to-face discussion, verbal instruction, message, telephone, intercom, meeting, conference or seminar, speech, etc. The written methods include notice, circular, memo, report, chart or graph, bulletin, e-mail, fax, etc.
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(ii) External Communication:
A business organisation has to communicate with the external agencies like customers, suppliers, investors, other business houses, banks, insurance companies, government offices, etc. Such communication could be defined as ‘External Communication’ as its area of operation is with the people outside the organisation.
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International business organisations got to communicate with foreign individuals, government agencies/organisations, etc. Oral external communication is formed through face-to-face discussion, meeting, conference, seminar, telephone, speech, etc. The written process includes notice, letter, telegram, report, e-mail, advertisement, fax, handout, etc.
2. According to Relationship:
(i) Formal Communication:
‘Formal Communication’ is the transmission of knowledge or directions in formal organisation structure. Formal communication maintains superior-subordinate relationship. When a manager directs his deputy manager to carry out some task, it's an instance of formal communication. Formal communication directs the workers in a definite manner to understand what the managers intend them to do and is usually codified and expressed in writing in manuals, handbooks, bulletins, annual reports, etc. So, it's rigid and thus lacks the quality of flexibility.
(ii) Informal Communication:
‘Informal Communication’ refers to the communication between the members of an informal social group or individuals —not on the premise of formal relationships within the organisational structure but on the premise of informal relations and understanding among the people at an equivalent or different level. it's mentioned as the ‘grapevine’ which indicates informal means of circulating information or gossip. It doesn't follow any structural route or process. It moves towards any direction. it's direct, spontaneous, flexible, unplanned, and fast-flowing.
3. According to Direction:
In a corporate structure, formal communication follows a hierarchical organization. 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.
1. Vertical Communication Flows
- 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.
2. 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.
3. 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.
4. According to Means:
i. Verbal Communication:
Verbal communication is the type of communication that includes the utilization of language and words to pass on the intended message. Verbal Communication implies communication though spoken form only. Be that as it may, with regards to forms of communication, verbal communication can be in the spoken or the written structure. Therefore, the verbal form of communication may contain oral as well as written communication as discussed below:
Verbal communication can be divided into 3 types:
- Interpersonal communication: This type of communication takes place between two individuals. It can be face-to-face, telephonic or written. The two individuals here will assume the role of sender and receiver in the communication process.
- Group communication: Here more than two people exchange information and ideas. Press conferences, social gatherings, board meeting, and group discussions are some examples of group communication.
- Public communication: In this type of communication, one individual addresses a large group of people. This is usually a one-way conversation except for questionnaires and feedback. Election speeches, presentations, public speeches are some examples of public communication.
ii. Non verbal communication
Communication may be verbal – by written or spoken symbols (usually words) or it may be non-verbal – without words. Non-verbal messages are sometimes more clear, accurate and effective as compared to verbal communication, because they are internationally used and understood.
Non-verbal communication may be divided into the following three categories:
- Appearance
Appearance affects the quality of written and spoken messages as follows:
- Written Messages:
The envelope’s overall appearance may convey significant information and impressions such as size, colour, weight, postage and the letter’s overall appearance length stationary, enclosures, layout, etc.
b. Spoken Messages:
Personal appearance such as speaker-clothing, jewelry, hair-style, neatness, etc. may tell about the age, sex occupation, nationality, social, economic and job status. On the same way, appearance of the surroundings room-size, location, furnishings, lighting, etc. may tell a lot about the message.
- Body language
Facial expressions, gestures, posture, smell, touch, voice etc are included in body language.
- Facial Expression:
The eyes and face may express the hidden emotions e.g. anger, fear, joy, love, surprise, sorrow, interest etc.
b. Posture and Gestures:
Through actions the message can effectively be communicated. Actions are used by deaf people and traffic constables to convey message. In our daily life clenched fists may indicate anger, leaning forward to the speaker may reveal interest and repeatedly glancing at the watch may be a sign of being bored.
c. Smell:
Good or bad smell often expresses the situation e.g. smell because of oil or gas leakage warns the danger. Similarly, fragrance and perfume convey emotions and feelings better than spoken or written words.
d. Touch
Touching people in different ways can silently communicate friendship, love approval, anger or other feelings.
(iii) Written Communication:
This sort of correspondence includes any sort of trade of data in the composed structure. For instance, messages, emails, letters, reports, SMS, posts via web-based networking media, records, handbooks, banners, flyers, and so on.
It gives the receiver sufficient time to think, act, and react. Written communication, in order to be effective should be clear, concise and complete. Moreover, it's time-consuming and expensive, and it cannot maintain secrecy, offers difficulty in explaining all matters, has no chance of clarification, is less flexible and not effective in emergency.
Key takeaways
- Media is the means of transmitting the messages from sender to the receiver.
- The oral means of internal communication are face-to-face discussion, verbal instruction, message, telephone, intercom, meeting, conference or seminar, speech, etc.
- The written methods include notice, circular, memo, report, chart or graph, bulletin, e-mail, fax, etc.
- Verbal communication is the type of communication that includes the utilization of language and words to pass on the intended message
- Data moving from lower-level employees to elevated level representatives is upward communication.
The barriers prevent effective communication due to which misunderstandings may be created. Therefore, it is essential for a manager to identify such barriers and take appropriate measures to overcome them. The barriers to communication are as follows:
1. Semantic Barriers: It is the problems and obstructions in the process of encoding and decoding of a message into words. Normally, such barriers result due to use of wrong words, faulty translations, different interpretations etc.
2. Psychological Barriers: The state of mind of both sender and receiver of communication reflects in effective communication. Emotional or psychological factors also act as barriers to communication.
3. Organizational Barriers: The factors related to organizational structure, rules and regulations, authority relationships, etc. may sometimes act as barriers to effective communication. Rigid rules and regulations and cumbersome procedures may also become a hurdle to communication.
4. Personal Barriers: The personal factors of both sender and receiver may act as a barrier to effective communication. Personal factors like difference in judgement, social values, inferiority complex, bias, attitude, inability to communicate etc. widen the psychological distance between the communicator and the communicate.
5. Premature Evaluation: Some people have the tendency to form an opinion before listening to the entire message. This is premature evaluation and it acts as a barrier to effective communication.
6. Inadequate attention: Inadequate attention to the message makes communication less effective and the message is likely to be misunderstood.
7. Resistance to change: It is a general tendency of human beings to stick to old and customary patterns of life. When new ideas are being communicated to introduce a change, it is likely to be overlooked or even opposed. This resistance to change creates an important obstacle to effective communication.
8. Other barriers: There may be many other barriers such as unclarified assumptions, lack of ability to communicate, mirage of too much knowledge or closed minds, communication overload, shortage of time etc. which cause distortion or obstruction in the free flow of communication and thus makes it ineffective.
Key Takeaways
- There are many barriers that prevent effective communication and create misunderstandings in the organization.
- Barriers to effective communication may be personal, physical, language barriers and even organizational barriers.
The following steps may be taken to minimize barriers to communication and making it more effective:
1. Clarity and completeness: The message to be conveyed must be absolutely clear in the mind of the communicator because if one does not understand an idea, one can never express it to someone. The message should be adequate and appropriate to the purpose of communication. The communication, itself, should be clearly defined.
2. Proper Language: To avoid semantic barriers, the message should be expressed in simple, brief and clear language. The words or symbols selected for conveying the message must be appropriate to the reference and understanding of the receiver.
3. Sound organization structure: To make communication effective, the organizational structure must be sound and appropriate to the needs of the organization.
4. Avoid premature evaluation: To communicate effectively, one should be a good listener. Superiors should develop the habit of patient listening and avoid premature evaluation of communication from their subordinates. This will encourage free flow of upward communication.
5. Motivation and mutual confidence: The message to be communicated should be so designed as to motivate the receiver to influence his behavior to take the desired action. A sense of mutual trust and confidence must be generated to promise free flow of information.
6. Informal Communication: Informal channels of communication help to overcome the barriers in formal channels and make communication more effective.
7. Feedback: Communication is not complete unless the response or reaction of the receiver of the message is obtained by the communicator.
8. Orientation of employees: Employees should be oriented to understand the objectives, rules, policies, authority relationships and operations of enterprise. It will help in understanding one another, minimizing conflicts and distortion of messages.
Key Takeaways
- The barriers prevent effective communication due to which misunderstandings may be created. Therefore, it is essential for a manager to identify such barriers and take appropriate measures to overcome them.
References
- Gupta, S.K. & Joshi, R. Human Resource Management. Kalyani Publishers, New Delhi (2002).
- Khanka, S.S. Organizational Behavior. S. Chand & Company Pvt. New Delhi (2000), pp. 560.
- Prasad, L.M. Principles and Practices of Management. Sultan Chand & Sons, New Delhi (2019).
- Sarkar, S.S., Sharma, R.K., Gupta, S.K. Principles of Business Management. Kalyani Publishers, New Delhi (2017), pp. 339.
- Tripathy, P.C. and Reddy, P.N. Principles of Management. McGraw Hill Education (2017), pp. 680.
