Unit 5

                                                  Control

Question Bank

1. Explain the nature and importance of control

Control is an important function of management. Management function starts with planning and ends with controlling. In the words of James Stoner, “Controlling is the process of ensuring that actual activities confirm to the planned activities.” In controlling, the manager checks or measures actual performance and takes corrective measures, if required.

According to modern concepts, control is foreseeing action whereas earlier concept of control was used when errors were detected. Control in management means setting standards, measuring actual performance and taking corrective action.

NATURE AND CHARACTERISTICS OF CONTROLLING:

The main characteristics of a Controlling are as follows:

1)     Planning is a basis of Controlling: Controlling is said to be checking the performance as per the planning. So, planning precedes controlling and sets the standards and target of performance. Without planning, control is not possible.

2)     All Pervasive: Controlling like other functions of management is all pervasive. It is required in all organizations – large or mall, business or non-business. It is also required at all level in the organization.

3)     Forward Looking: A good control system should be forward looking in nature. It should help the managers to plan their activities for the future.

4)     Suggestive in Nature: The control system must be suggestive in nature. It should indicate where the problem is, who is at a fault and what should be done to correct the faults, if any.

5)     Focus on objective: Controlling focuses on achievement of objectives. The actual performance is compared against the targeted performance. If there are deviations, corrective measures are taken, so as to attain the pre-determined objectives.

6)     Continuous Process: Controlling is a continuous process. As long as the organization exists, there are activities. And as long as there are activities, there is a need to controlling is a never-ending process.

7)     Creativity: Managers should adopt new and modern controlling techniques for the achievement of objectives. They have to be creative and innovative in their thinking.

8)     End Function: Controlling is an end function which comes once the performance is made in accordance to the plan. If all the desired objectives are achieved as per the planned activities, then the control function brings an end to the task assigned.

IMPORTANCE OF CONTROLLING:

1)     Ensures Attainment of objectives: Controlling process helps the management to achieve the pre-determined objectives. It focuses on plans or standards and tries to give direction to actual as per the plans.

2)     Facilities performance appraisal: Due to control system actual performance is measured in the light of the plans. This facilitates employee’s appraisal and provide performance feedback from superiors to subordinate.

3)     Improve Morale: Controlling improves morale of employees. As employees are aware that their performance is reviewed periodically. They will put in their best efforts to prove better performance. Thus, employee morale is improved because those employees who show better performance are normally rewarded.

4)     Facilitates Growth and Expansion: Controlling improves the performance of each and every person as well as department. This in turn facilitates to adopt new change and have growth and expansion of a business.

5)     Improves performance: Controlling indirectly ensures the discipline in organizational life. It forces the employees to be strict to follow the rules, norms and policies of the organization in order to achieve planned targets. It reduces wastages and improves efficiency.

6)     Optimum utilization of resources: When there is a gap between making goals and their accomplishment. At this situation use of human and physical resources are closely watched by management. The misuse is tried to be prevented through controlling.

7)     Prevents undesirable trends: Control is a function which prevents to undesirable trends in any organization. It sets the goals and standards, which conform to certain norms and discipline for an organization. The people have to work within such norms and undesirable trends are avoided.

8)     Applied to all Managerial Functions: All managerial functions whether planning, organizing, directing or co-ordination etc. all aims at achieving certain desired objectives. If the actual performance deviates from the desired controlling helps in achieving the desired results.

9)     Guide to Operations: Control system guides the actions of the Organization. Activities are undertaken in the right direction. It acts as a traffic signal post, and keeps the activities moving on the right track.

2.     Explain the process and limitation of control

The steps involved within the process of controlling, as described in its concept, might be elaborated as under:

(I) Determination of Standards of Performance:

The process of controlling commences with the determination of standards of performance, for all phases of the organizational activity. Standards of performance could be described as rational targets of performance, which are and must be reasonably capable of attainment; and which subsequently, become the yardsticks (i.e. standards of comparison), for judging actual performance against these. Standards can be broadly classified as being tangible and intangible. Tangible standards are those which are capable of being expressed in specific numerical terms.

These are further analysed into the subsequent divisions:

(a)’ Monetary standards; i.e. standards expressed in terms of money e.g. Profits, costs, expenses, incomes or revenues etc.

(b)’ Quantitative standards; i.e. standards expressed in quantitative terms e.g. Units of production, units of sales etc.

(c)’ Time standards: i.e. standards expressed in terms of your time e.g. Man-hours or machine hours.

(d)’ Capital standards: i.e. standards expressed in typically financial terms e.g. Rate of return (ROI) or ratio of current assets to current liabilities (i.e. current ratio) and other similar sorts of standards.

Intangible standards are those which affect qualitative aspects of the functioning of the enterprise; and aren't capable of being expressed directly and specifically in numerical terms.

Such standards might, be set in areas e.g. Just like the following:

1. Morale of employees

2. Competence of managers

3. Reputation of the enterprise

4. Good PR etc.

The way within which such intangible standards might be roughly expressed in numerical terms, would depend upon a consideration of things likely to result from the attainment of those.

For example, standards relating to morale of employees might be expressed in terms of the regularity and punctuality of people on their jobs; those relating to competence of managers might be expressed in terms of the performance produced by their work-groups; those relating to the reputation of the enterprise might be expressed in terms of sales effected by the enterprise and standards relating to good PR might be expressed in terms of the complaints received from customers, the govt and other sections of society.

(ii) Measurement of Actual Performance:

The next step within the controlling process relates to the measurement of the particular performance of the personnel.

Some of the points, in this context, to be observed by management are as follows:

(a) Measurement of actual performance must be done in a similar term- during which standards have been laid down; in order that comparisons are easier and meaningful.

(b) Qualitative aspects of performance must be as much quantified, as reasonably possible.

(c) There must be a regular and systematic arrangement for measurement of performance. Performance measured casually and unsystematically wouldn't much help in making good comparisons; and deriving meaningful conclusions from such comparisons.

(iii) Comparison of Actual Performance against Standards; and Locating Deviations: While making a comparison of actual performance against standards with a view to locating deviations; the management must, first of all, decide a few ‘standard deviations’ for various aspect of performance. ‘Standard deviation’ a statistical technique of measuring dispersion implies the permissible range of deviations i.e. deviations falling within standard deviations limits must be ignored.

This notion of standard deviation is sort of relevant at this stage, because the particular performance by personnel everywhere has a natural tendency to slightly deviate from standards, and such natural and minor deviations couldn't be and must not be questioned and investigated into, by management.

Again, some deviations could be of a positive nature; and wish be applauded and encouraged. For instance, a reduction in the cost below the standard or an increase in sales over the targeted standard, are instances of deviations, which are healthy symptoms of organizational operational life.

Apart from standard deviations and healthy deviations; all other deviations must be carefully and systematically controlled.

(iv) Analysing the Causes of Deviations:

The causes of deviations of actual performance from standards could be one or more of the following:

(a) External environment factors e.g. Change in prices or changes in governmental policies regarding raw-material allocations, hours of work of employees etc. Factors like intense competition or changing social values having a bearing on sales-figures also are included in the category of external factors.

(b) Internal environmental factors e.g. Inadequacy of production facilities, out-dated or substandard technology, deteriorating human relations etc.

(c) Imperfections in planning, like vague objectives, inappropriate courses of action, etc.

(d) Organisational defects, like lack of precise functional definitions of jobs, improper span of management, imbalance between authority and responsibility, etc.

(e) Staffing defects, like, faulty selection of employees, inappropriate placements, lack of or inadequate training programmes etc.

(f) Flaws in directing techniques, like lack of free-flow of communication, unsuitable leadership style, careless supervision, inadequate motivation etc.

(v) Undertaking Suitable Remedial Action:

The final step within the controlling process is undertaking suitable remedial or corrective action (based on the analyses of causes of deviations); to bring performance back on the planned track. While undertaking remedial action, the management must have a technique to introduce changes within the internal environment; because it cannot do much about external environmental factors.

The basic management philosophy during this regard being that only the controllable factors or situations are often and must be controlled; the uncontrollable things better left to their natural course.

The remedial action, might involve one or more of the subsequent actions:

(a) Betterment of internal environment; like ensuring adequacy of production facilities, acquisition of superior technology, taking steps for improving human relations etc.

(b) Modifications or improvements in planning, like expressing objectives clearly, more scientific determination of standards, making a far better choice among alternative courses of action etc.

(c) Organisational restructuring like making the organizational structure more compact through co-ordination of jobs, replanting span of management, striking a far better balance between authority and responsibility etc.

(d) Overcoming staffing defects e.g. Through better selection procedures, careful placements, better organization of coaching programmes etc.

(e) Betterment of directing techniques e.g. Adopting democratic sorts of leadership, exercising more careful supervision, insisting on communication feedback or introducing better motivational schemes, etc.

Limitations

The following are the limitations

1)     Difficulty in setting quantitative standards - when standard of performance cannot be defined in quantitative terms, control system loses its effectiveness and it is very difficult to set quantitative standard for human behaviour, efficiency level, job satisfaction, employee’s morale, etc. Judgment depends upon the discretion of manager in such cases.

2)     No control on external factors - An enterprise cannot control the external factors such as government policy, technological changes, change in fashion, change in competitor’s policy, etc.

3)     Resistance from employees - Employees often resist control and as a result effectiveness of control reduces. Employees feel control reduces their freedom. Employees may resist and go against the use of cameras, to observe them minutely.

4)     Costly affairs - Control is an expensive process it involves lot of effort and time. Since sufficient attention has to be paid to observe the performance of the employees. To install an expensive control system organisation, have to spend large amount. Management must compare the benefits of controlling system with the cost involved in installing them. The benefits are more than the cost involved then only controlling will be effective otherwise it will lead to inefficiency.

3.     Explain principles of effective control

9 principles for effective control system are as follows

2)     Ensuring flexibility to control - Flexibility is another essential characteristic of an effective control system. This means that the control system itself must be flexible enough to accommodate the change.

3)     Ensuring accuracy – control system must be accurate that help in managerial decision. For ex, sales estimates are artificially high, a manager might either cut advertising on the assumption that it is no longer needed or increase advertising to enhance the sale.

4)     Seeking objectivity of control - the information provided by the control system should be objective. The control system should ideally provide objective information to the manager for evaluation and action.

5)     Achieving the economy of controls – control techniques and approaches can be called efficient when they bring to light actual or potential deviations from plans with the minimum of cost.

6)     Tailoring control to individual managers - Control systems and information help individual managers carry out their function of control.

7)     Pointing up exceptions - Controls that concentrate on exceptions from planned performance allow managers to benefit from the time-honoured exception principle and detect those areas that require their attention.

8)     Fitting the system of control to the organizational culture - in an organization where people have been allowed participation and freedom, the tight control system may fail to produce positive results.

9)     Ensuring corrective action through the control - An effective control system will disclose where failures are occurring and who is responsible for the failures and it will ensure that some corrective action is taken.

4.     Explain communication

Concept:

The word “Communication” has come from the Latin word “communis”, which suggests common. Thus, communication signifies sharing of ideas in common. The dictionary meaning of communication is to convey or exchange information and share ideas.

It is a process through which two or more persons transmit or exchange thoughts and concepts among themselves. Consistent with W. H. Newman and C. F. Summer, “Communication is an exchange of facts, ideas, opinions or emotions by two or more persons.”

Communication is that the process of transmitting information and understanding from one person to a different or from one unit to other unit with a view to getting the specified response from the receiver. Through this process two or more persons exchange ideas and understanding among themselves to attain the specified effect in the behaviour of another person.

It is a two-way channel for transmitting ideas, feelings, plans, commands, instructions, reports and suggestions that influence the attitude towards an organisation’s objectives. The communicator’s goal is to convey the meanings or ideas without distortion. Success of the leader and therefore the enterprise depends upon adequacy of communication.

It is the responsibility of the managers to determine and maintain the channels whereby they will convey their own thinking and policies to the subordinates, and may receive their reactions and an account of their problems.

Louis A. Allen defines communication within the following manner:“Communication is that the sum of all the items one person does when he wants to form understanding in the mind of another. It's a bridge of meaning. It involves a scientific and continuous process of telling, listening and understanding.”

The definition involves two aspects in communication.

First, there's something which is transmitted, like facts, feelings, ideas, etc. It implies that there must be a receiver if communication is to occur.

Second, the definition emphasizes the understanding element within the communication process. Sharing of understanding would be possible only the person to whom the message is shipped, understands within the same sense during which the sender of message wants him to know.

So, communication involves something quite mere transmission of the message or transmission and physical receipt thereof. The right interpretation and understanding of the message are vital from the purpose of view of organisational efficiency. Effective communication, as such, could be the accurate transmission and receipt thereof, and its correct understanding.

In their book “Business Communication Today” C. L. Bovee, J. V. Thill and B. E. Schatzman write: “Communication is that the process of sending and receiving messages. However, communication is effective only the message is known and when it stimulates action or encourages the receiver to think in new ways.”

Communication made among persons to convey their personal information, message or thought are personal communication; but exchange of data, facts and concepts concerning business could also be termed as “Business Communication”. Business Communication refers to the communication concerning commercial activity which suggests providing goods and services to the consumers with a view to earning profit.

It is a process through which information, facts, ideas, orders, advices, decisions, etc. are conveyed, sent or exchanged between/among the persons related to business. Thus, Communication concerning trade, law, Finance, administration, management, etc. of a commercial enterprise could also be termed as ‘Business Communication’.

The success of a commercial enterprise depends largely upon good communication. Effective communication wipes out the hindrances in achieving the target of a commercial enterprise. Ineffective communication or communication failure may cause loss of cash, time, energy, opportunity and even goodwill of a business.

In this age of globalisation every commercial enterprise, big or small, requires proper communication for its existence. The success of any business largely depends upon successful communication.

In this age of speed, complexity and competition, sending of data regarding the product to the ultimate consumer is extremely important. Unless they understand the product of the business enterprise, it's impossible for them to create contact and buy the product. Communication plays an important role in this sphere.

Purpose:

The main objective of communication is to offer information and to influence different persons. Other objectives include conveying suggestion, opinion, idea, advice, request, etc.; imparting instructions, guidance and counselling; providing training; giving warning; appreciating good work; boosting of morale; etc. within the case of a commercial enterprise the main objective of communication is that the improvement of its activities, all-round development of the organisation, and supreme success in its operation.

1. Giving Information:

The primary object of communication is to make the members of an organisation alert to its goal and acquaint them with all the relevant information. This helps the commercial enterprise to attain success through concerted efforts of all the people concerned. It's a fact that well-informed people can do better.

The managers should know in details the social, political, economic and other conditions of the place where the business is situated. Information regarding the employees, consumers and competitors should be at their fingertips. Employees, likewise, should be well-informed about their positions, powers and responsibilities especially, and therefore the aims and objectives of the organisation generally.

Information regarding demand for a specific product, the taste, liking, etc. of the consumers; availability of raw materials, credit facility, advertising media; latest government rules and regulations, etc. are required for the production and selling of the product.

Information are often obtained from past records, books, journals, newspapers, government publications, seminars, conferences, exhibitions, trade fares, etc. the other sources of information are the chambers of commerce, structured questionnaires, radio, television, internet, etc. Whatever could be the sources, the information must be reliable, accurate, complete and latest.

2. Persuasion:

To persuade means to make people plan to do something, especially by repeatedly asking them or telling them the reasons why they should do it; in other words, influencing people to believe or to do what one wants. This is often one among the important objectives of communication.

The seller often influences the customer through persuasion to buy his/her products rejecting earlier decision to shop for other products. This persuasion should be so planned that the customer becomes least aware of being persuaded and although he/she becomes conscious, he/she should be made to know that it's for his/her own interest. Actually, persuasion is an art which should be suggestive in nature instead of coercive.

3. Conveying Suggestion:

Communication helps in conveying suggestions, opinions and concepts. The workers who are literally engaged within the work know better the loopholes in it and may suggest to the managers the ways to plug the loopholes. This is often an example of upward communication. In big offices, suggestion boxes are provided and suggestions are received throughout the year. Sometimes further communication is created with the suggestions for clarification. Interaction of suggestions and ideas help the progress of an organisation.

Suggestions aren't within the nature of order or advice and are, therefore, never obligatory to follow them. Either acceptance or rejection is feasible within the case of a suggestion. Some executives, supervisors or managers who have a false notion of self-dignity, self-respect, higher position, etc. might not accept a suggestion, although it's good one because it comes from lower level. But dynamic executives’ welcome constructive suggestions within the interest of the organisation.

4. Advice:

One of the objectives of business communication is to advise an individual or a bunch of individuals. The manager advises the subordinates about the ways and means of higher performance. Advice involves personal opinion and it influences the opinion and action of the opposite person(s) to whom advice is being given.

Today’s business world is extremely complex and nobody can be an expert altogether the spheres of business. So, a businessman has got to take advice from experts regarding the matters during which he's not well-informed. For instance, he may need advice regarding banking, insurance, stock market, tax rules, legal procedures, etc. Within the business the managers, supervisors and executives may advise one another (a case of horizontal communication) and therefore the subordinates (downward communication).

5. Motivation:

Communication is created to inspire, to motivate, and to make a sense of loyalty among the workers. Through communication their morale is boosted up and it results in better performance. Regular communication is important for motivating the workers and infusing in them a positive attitude towards work and a healthy relationship with the managers. This, ultimately, increases managerial efficiency.

Motivating someone means inspiring but not forcing him/her to try something. A motivated worker is an asset of any organisation. The greater the motivation, the lesser is that the cost of supervision, because a motivated worker never neglects his duties.

Motivating factors include monetary incentives, security of job, job satisfaction, good working environment, participation in decision-making, fixation of target, etc. Money works as a decent motivator. A worker works overtime when he/she is allowed extra wages. Security of job motivates an employee to devote himself/herself whole­heartedly to the work.

If an employee is satisfied with the work, he/she gets pleasure in doing it. Good working environment attracts him/her to work in co-operation with other members. Workers’ participation in decision-making gives them a way of being part and parcel of the organisation. Fixation of production target, sales target, etc. of an organisation helps the workers to figure together to realize the target. Thus, various factors of motivation contribute to attain performance excellence of an organisation.

6. Training:

To meet the necessity of an organisation, senior employees may have to be trained to update them about the new technological developments so on adjust themselves to changing work environment or job demands. The new employees can also require training at the initial stage to cope up with the methods, techniques and systems of labour within the organisation.

Communication is the key to all these sorts of training. Such communication is often made through classroom teaching, lectures, seminars, short courses, conferences, educational tours, film shows, etc. Not only the standard employees, but the managerial staffs also got to be trained within the process stated above.

7. Instruction, Guidance and Counselling:

One of the objectives of business communication is to manage the workers by means of imparting instruction, providing guidance and arranging for counselling. Legal, vocational and medical guidance and counselling are provided free of cost for the workers in a good business organisation. Doctors, lawyers, coaches, etc. are employed for the aim. The underlying objective of such assistance is to stay the employees physically fit and mentally alert so that they'll work whole-heartedly for the well-being of the organisation.

8. Giving Warning and Appreciating Good Work:

It is considerably necessary to understand a good worker. It'll encourage him/her to strive for better performance and greater involvement. It makes the worker conscious about his/her responsibilities. On the opposite hand, it's also necessary to offer warning to the workers who tend to be in disciplined, non-accountable and unproductive or create disturbance. The target of both appreciation and warnings could also be accomplished through oral or written communication.

9. Resource Utilisation:

Communication checks wastage of the resources of the organisation and helps their better utilisation. Lack of data or lack of proper direction in time may cause the waste or misuse. Communication helps to bridge the gap of data through instruction, advice, etc. and waste or misuse of resource is minimised. Not only material resources, but also the financial resources, human resources and other resources are utilised properly through communication.

10. Management Efficiency:

One of the objectives of business communication is to extend efficiency of the management. If there's an honest network of communication (formal and informal), the organisation is often managed efficiently and effectively.

Objectives of Business Communication

Process:

Business communication involves six basic elements. They're as follows:

1. Message:

This is the subject-matter which is transmitted or gone by the sender to the opposite party or group of persons. This could be opinion, order, suggestion, attitude, feeling, view, etc.

2. Sender:

He/she is that the one that intends to form contact for passing information and understanding to another person.

3. Receiver:

The person to whom the message is supposed for is understood as receiver or communicates.

4. Channels:

Information is transmitted through certain channels (e.g., radio, television, telephone, letter, e-mail, etc.). The media is chosen by the sender considering various factors.

5. Symbols:

These are the words, actions and signs which are passed on by the sender while communicating with the receiver.

6. Feedback:

When the receiver acknowledges the message of the sender and responds back to him/her, feedback takes place. Without feedback communication is incomplete.

5.     Explain oral and written communication

Definition

Oral communication –

Oral Communication is the process of conveying or receiving messages with the use of spoken words. This mode of communication is highly used across the world because of rapid transmission of information and prompt reply.

Oral communication can either be in the form of direct conversation between two or more persons like face to face communication, lectures, meetings, seminars, group discussion, conferences, etc. or indirect conversation, i.e. the form of communication in which a medium is used for interchange of information like telephonic conversation, video call, voice call, etc.

Written communication

The communication in which the message is transmitted in written or printed form is known as Written Communication. It is the most reliable mode of communication, and it is highly preferred in the business world because of its formal and sophisticated nature. The various channels of written communication are letters, e-mails, journals, magazines, newspapers, text messages, reports, etc. There are a number of advantages of written communication which are as under:

• Referring the message in the future will be easy.
• Before transmitting the message, one can revise or rewrite it in an organised way.
• The chances of misinterpretation of message are very less because the words are carefully chosen.
• The communication is planned.
• Legal evidence is available due to the safekeeping of records.

6.     Explain formal and informal communication

Formal communication

Definition:

The 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.

This communication may take place between a superior and subordinate, a subordinate and superior or among employees at same level or departmental managers.

The formal communication is of four types:

• Upward or Bottom-up: The communication in which the flow of information goes from subordinate to superior authority.
• Downward or Top-down: The communication in which the flow of information goes from superior to subordinate.
• Horizontal or Lateral: The communication between two employees of different departments working at the same level.
• Crosswise or Diagonal: The communication between the employees of two different departments working at different levels.

Advantages

• Effective and dependable
• Truth information most of the time
• Provides close contact between members of the organisation
• Flow of essential information in orderly manner
• It has documentary evidence which can be used as future references.

Informal communication

Definition:

The 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.

Informal communication is also called as grapevine communication. Grapevine is an informal channel of business communication. It is called so because it stretches throughout the organization in all directions irrespective of the authority levels.

The informal communication is of four types

1)     Single strand chain - The communication in which one person tell something to another, who again says something to some other person and the process goes on.

2)     Cluster chain - The communication in which one person tells something to some of its most trusted people, and then they tell them to their trustworthy friends and the communication continues.

3)     Probability chain - The communication happens when a person randomly chooses some persons to pass on the information which is of little interest but not important.

4)     Gossip chain - The communication starts when a person tells something to a group of people, and then they pass on the information to some more people and in this way the information is passed on to everyone.

7.     Explain barriers to communication

The process of communication has multiple barriers. The intended communique will often be disturbed and distorted resulting in a condition of confusion and failure of communication. The Barriers to effective communication might be of the many types like linguistic, psychological, emotional, physical, and cultural etc. we'll see all of those types intimately below.

Linguistic Barriers

The barrier is one among the most barriers that limit effective communication. Language is that the most ordinarily employed tool of communication. The very fact that every major region has its own language is one among the Barriers to effective communication. Sometimes even a thick dialect may render the communication ineffective.

As per some estimates, the dialects of each two regions changes within a couple of kilometres. Even within the same workplace, different employees will have different linguistic skills. As a result, the communication channels that span across the organization would be suffering from this.

Thus, keeping this barrier in mind, different considerations have to be made for various employees. a number of them are very proficient in a certain language and others will be comfortable with these languages.

Psychological Barriers

There are various mental and psychological issues which will be barriers to effective communication. Some people have stage fear, speech disorders, phobia, depression etc. All of those conditions are very difficult to manage sometimes and can most certainly limit the ease of communication.

Emotional Barriers

The emotional IQ of an individual determines the ease and comfort with which they will communicate. An individual who is emotionally mature will be ready to communicate effectively. On the opposite hand, people that let their emotions take over will face certain difficulties.

A perfect mixture of emotions and facts is important for effective communication. Emotions like anger, frustration, humour, can blur the decision-making capacities of an individual and thus limit the effectiveness of their communication.

Physical Barriers to Communication

They are the foremost obvious barriers to effective communication. These barriers are mostly easily removable in principle at least. They include barriers like noise, closed doors, faulty equipment used for communication, closed cabins, etc. Sometimes, during a large office, the physical separation between various employees combined with faulty equipment may lead to severe barriers to effective communication.

Cultural Barriers of Communication

As the world is getting more and more globalized, any large office may have people from several parts of the world. Different cultures have a special meaning for several basic values of society. Dressing, Religions or lack of them, food, drinks, pets, and therefore the general behaviour will change drastically from one culture to a different.

Hence, it's a must that we must take these different cultures into consideration while communication. This is often what we call being culturally appropriate. In many multinational companies, special courses are offered at the orientation stages that permit people realize other cultures and the way to be courteous and tolerant of others.

Organisational Structure Barriers

As we saw there are many methods of communication at an organizational level. Each of those methods has its own problems and constraints which will become barriers to effective communication. Most of those barriers arise due to misinformation or lack of appropriate transparency available to the employees.

Attitude Barriers

Certain people wish to be left alone. They're the introverts or simply people that are not very social. Others wish to be social or sometimes extra clingy! Both these cases could become a barrier to communication. Some people have attitude issues, like huge ego and inconsiderate behaviours.

These employees can cause severe strains within the communication channels that they're present in. Certain personality traits like shyness, anger, social anxiety could also be removable through courses and proper training. However, problems like egocentric behaviour and selfishness might not be correctable.

Perception Barriers

Different people perceive a similar thing differently. This is often a fact which we must consider during the communication process. Knowledge of the perception levels of the audience is crucial to effective communication. All the messages or communique must be easy and clear. There shouldn’t be any room for a diversified interpretational set.

Physiological Barriers

Certain disorders or diseases or other limitations could also prevent effective communication between the varied channels of an organization. The shrillness of voice, dyslexia, etc are some samples of physiological barriers to effective communication. However, these aren't crucial because they will easily be compensated and removed.

Technological Barriers & Socio-religious Barriers

Other barriers include the technological barriers. The technology is developing fast and as a result, it becomes difficult to keep up with the most recent developments. Hence sometimes the technological advance may become a barrier. Additionally, to this, the cost of technology is usually very high.

8.     Explain overcoming barriers to communication

The following are the ways to overcome barriers to communication

1.     Clarify Ideas before Communication: The person sending the communication should be very clear in his mind about what he wants to convey. He should know the objective of his message and, thus, he should arrange his thoughts in a proper order.

2.     Communicate According to the Need of the Receiver: The sender of the communication should prepare the structure of the message keeping in mind the level, understanding or the environment of the receiver and not according to his own level or ability.

3.     Consult others before communication - At the time of planning the communication, suggestions should be invited from all the persons concerned. Its main advantage will be that all those people who are consulted at the time of preparing the communication plan will contribute to the success of the communication system.

4.     Be Aware of Language, Tone and Content of Message: The sender should take care of the fact that the message should be framed in clear and beautiful language. The tone of the message should not injure the feelings of the receiver. As far as possible the contents of the message should be brief and excessive use of technical words should be avoided.

5.     Convey Things of Help and Value to the Listener: The subject matter of the message should be helpful to the receiver. The need and interest of the receiver should specially be kept in mind. Communication is more effective in such a situation.

6.     Ensure proper feedback – the purpose of feedback is to know whether the receiver have understood the meaning of the message received. In face to face communication, the reaction of the receiver can be understood by his face. In written communication some proper method of feedback should be adopted by the sender.

7.     Consistency message – the information sent to the receiver should not contradict. It should be in accordance with the policies, programmes, objectives and techniques of the organisation.

8.     Follow up communication - In order to make communication effective the management should regularly try to know the weaknesses of the communication system. In this context effort can be made to know whether to lay more stress upon the formal or the informal communication would be appropriate

9.     Be a Good Listener: It is the essence of communication that both the sender and the receiver should be good listeners. Both should listen to the each other’s point of view with attention, patience and positive attitude. A sender can receive much relevant information by being a good listener

9.     Explain emerging issues in management

The changing economic world is throwing new challenges to the managers. The management concepts and practices are shaping ‘tomorrow’s history’. Variety of changes are happening which are influencing the work of managers. a number of these changes are globalisation, total quality management, work force diversity, innovation and alter, empowerment and teams, downsizing, contingent workers etc.

Globalisation:

Most of the countries are opening their borders to foreign products also as foreign producers. The companies of developed countries are entering foreign countries by opening manufacturing facilities there. The companies like Siemens, Remington, Singer, as an example, were selling their products in foreign markets during nineteenth century. The companies like Fiat, Unilever and Royal Dutch had become multinationals by 1920. Since 1960 multinational companies became a common sight.

These companies first move to foreign countries just by exporting their products. The orders are fulfilled when received. In the second stage, companies make commitment to sell these products in foreign countries or have them made in foreign factories. It involves an active international involvement. The next stage is of pursuing international markets aggressively. Management can license or franchise to another firm the proper to use its brand name, technology or product specifications.

Managements of global companies are adjusting their organisational structures as per the wants of situations. The managers are being taught to be global in approach. Generally, the executives from concerned countries are given the responsibilities for running the subsidiaries.

Work Force Diversity:

The composition of work force is fast changing. Earlier work force consisted mainly of male persons who had to support a non-working wife and children. At the present, women have joined almost every kind of job. In some professions their number is exceeding that of men folk. In India women are entering education and medical professions in large number and also are cornering most of the office jobs. This is already there in America and other developed countries. Workers are now more heterogeneous in terms of gender, race, ethnicity, age and other characteristics that reflect differences.

Some managers feel that diversity can be asset because it brings a broad range of viewpoints and problem-solving skills to the company. It also gives a strong competitive advantage. The managers will need to use diversity to their advantage. The range brings in several cultural values, different lifestyles, ethics etc. it had been assumed earlier that persons coming from different backgrounds will assimilate themselves in the organisational culture. This is not happening at the present.

The challenge for management is to form their organisations more accommodating to diverse groups of people addressing different lifestyles, family needs and work styles. Managers will need to shift their philosophy from treating everyone alike to recognizing difference and responding to those differences in ways that will ensure employee retention and greater productivity. Many companies like Eastman, Kodak, Reebok, Ryder Systems, Baxter Healthcare have developed on-going diversity management programs.

Stimulating Innovation and Change:

The times are changing fast. Earlier the change was slow and managers were working in stable environment. The organisational world which existed in those companies who set up manufacturing facilities in foreign countries had to send technical experts at initial times. Normally, only a couple of persons come from the parent company and other managerial personnel are employed from the host country. The managements of multinational and transnational companies need to study the legal-political and cultural environment of the host country and device managerial practices and policies accordingly.

Total Quality Management:

There is a new awareness about quality in industry. The developed countries gave proper emphasis to the standard of gods produced. Underdeveloped and developing countries concentrated more on quantum of production than on quality of products. The products produced by under-developed countries couldn't find a place in world markets because of their lower quality standards. India has suffered on this account because of its own policies.

Since independence the industrial policy statements are restricting the scope for private entrepreneurs and major areas of growth were earmarked for public sector. The lack of competition from outside world brought a way of complacency both in public and private sectors. The buyer has been buying whatever was offered to him since demand always exceeded supply.

Total quality management is the mobilisation of the entire organisation to attain quality continuously, economically and in entirety. Quality can't be improved through production process only. It's possible through an improvement in purchasing, marketing, after sale service and many other factors. Total quality is often achieved with the co-ordination of varied aspects associated with purchase, production, sales etc.

In Atkinson’s views, total quality may be a strategic approach to producing the best product and service possible through constant innovation. Total quality control is an attempt in which everyone and every function of the organisation participates.

Quality consciousness has now become an international phenomenon. All kinds of companies are adopting latest quality standards. The quality gurus namely Dr. W. Edwards Deming, Joseph M. Juran, Dr. Genichi Jaguchi, Philip B. Crosby created quality consciousness among manufacturers and suggested better and improved ways for improving it. Total quality management has now become a wave and it's receiving due attention of producers also as consumers. Every management has got to take care of total quality management otherwise its products won't find place in present competitive world.

Empowerment and Teams:

The earlier thinking of Frederick Taylor where division of work was done in such a way that thinking process was assigned to managers while doing part was left for workers. The workers were alleged to do the repetitive work again and again this division of work could also be valid during Taylor’s times but this is often not valid at the present. The workers at the present are considered more knowledgeable and are relied to finish them add a better way. Sometimes workers are considered to be performing better than even their managers.

Managers now recognise that they will often improve quality, productivity and employee commitment by redesigning jobs and letting individual workers and work teams make job- related decisions. This is often called empowering employees. Many organisations have achieved better results by empowering employees and allowing them to plan and execute their work. Human resource theorists are criticising over specialising of employees and stifling their capabilities. Hallmark, AT & T, Motorola have successfully tried this method.

Downsizing:

The downsizing or reduction in force has been happening within the last some years. Every company is restructuring its organisation and shedding those employees who are not any more required. About 85 per cent of Fortune 1000 companies have downsized their white-collar force in recent years. Not only white-collar jobs, blue collar jobs also are been reduced. Most of the commercial banks in India have offered VRS (Voluntary Retirement Scheme) to their employees and employees in large number have accepted this offer.

Maruti Udyog has recently repeated its VRS and many employees have vacated their jobs voluntarily. Downsizing doesn't mean that work has been reduced in the organisation. Indeed, work has increased and reduced number of labour force is doing up this work. Managerial layoffs create problems for the organisation.

Those who leave don't feel good and have resentment against the management, those that remain in service also become a worried lot. They're uncertain about their future and don't involve themselves whole heartedly within the work. The work productivity and quality may suffer until employees again feel secure about their jobs.

Contingent Workers:

Another trend in management practices is that the use of contingent workers. These are part-time, temporary or freelance employees. Some labour experts contend that contingent workers structure 13 percent of the work force, while others say that the figure is as high as 30 per cent. The share of contingent workers is increasing every day. The companies have started downsizing their work force, a number of these employees attempt to get part-time jobs to earn their living.

The corporations also are of the view that the employment of a contingent employee doesn't bring much of financial liabilities as compared to regular permanent employees. Managers have a further responsibility to ascertain that contingent workers are treated properly at work place. The managers need to keep the entire manpower motivated and creatively involved in work.