Course Code: BBCG-101

Course Name: Business Communication

UNIVERSITY OF PETROLEUM & ENERGY STUDIES

Contents

Unit 1 Communication: It's Nature and Meaning ........................................................ 1

Unit 2 Importance and Purpose of Communication .................................................. 11

Unit 3 Dyadic Communication ..................................................................................... 15

Unit 4 Dimensions and Process of Communication .................................................. 37

Unit 5 Communication Channels and Networks ....................................................... 53

Unit 6 Verbal Communication ...................................................................................... 69

Unit 7 Non-verbal Communication .............................................................................. 77

Unit 8 Barriers to Effective Communication ............................................................. 87

Unit 9 Presentation Skills ............................................................................................ 99

1UNIT 1 Communication: Its Nature and Meaning

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Unit 1

Communication: Its Natureand Meaning

Communication is a skill that you can learn. Its like riding abicycle or typing. If youre willing to work at it, you canrapidly improve the quality of every part of your life.

-Brian Tracy

When we speak of communication as the most importantmanagement tool for making an impact on interpersonalrelationships, we must understand the essential elementsof communication that makes it so vital for our dailyfunctioning at our workplace. The word communication hasbeen derived from the latin word communis, meaningcommon. A person with whom we wish to share an idea willunderstand what we speak and write only when we try tocommunicate it in a way that will be understood by the otherperson.

An idea by itself cannot be understood. It has to be codedeither in words or in signs and symbols. An idea is alwaysabstract or intangible. It has to be brought to life throughour ability to express that idea in a concrete way. This is notalways an easy task. There are many variables that areinvolved in the act of communication. Here is what can occur

Objectives

y Understand the meaning and definition of business communication

y Know the objectives of communicationy Nature of communication

y Principles of communication

y Scope of communication

y Limitations of communication

2Notes

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at any workplace between a senior and his/her subordinate:

Ms. Amla Cherry was busy as usual with her daily workpressure of following up with her clients and preparing theschedule for their flights abroad. The business had begun toshow signs of prosperity with a burgeoning list of clients.The volume of work put her under the pressure ofcommitments to all her clients. She felt the need for helpinghand so that she could be relieved of the pressure of workand fulfill commitments to her clients.

Ms. Charu Daniel was recommended because she had goodoral and written communication skills. This made Amla happyas it would take away some of her burden of making regulartelephone calls and writing of letters and sending pressreleases. One day Amla was neck deep in her work whenCharu abruptly entered Amlas room and placed the paperson the table saying, This is what you had asked me to writeand I have done it. Is there anything else that you want meto do? I have to leave early because I have an appointment tokeep.

Amla looked at her in astonishment and kept wondering whatkind of a person her organization had employed.

What is it that strikes us at once about this incident? Whatdoes it tell about the nature of communication, the absenceof certain factors that make our communication unpleasantand factors that should be present so that our communicationis effective? Did Charu go wrong somewhere? Why did Amlalook at Charu that way?

Communication Meaning and Definitions

Communication is the nervous system of an organization. Itkeeps the members of the organization informed about theinternal and external happenings relevant to a task and ofinterest to the organization. It coordinates the efforts of themembers towards achieving organizational objectives. It isthe process of influencing the action of a person or a group.It is a process of meaningful interaction among human beingsto initiate, execute, accomplish, or prevent certain actions.Communication is, thus the life blood of an organization.Without Communication, an organization is lifeless and itsvery existence is in danger.

3UNIT 1 Communication: Its Nature and Meaning

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Definitions:

1. Communication is the sum of all things one person doeswhen he wants to create understanding in the minds ofanother, it involves a systematic and continuous processof telling, listening and understanding. Allen Louis

2. Communication has been defined as the transfer ofinformation from one person to another whether or notit elicits confidence. Koontz and ODonnell

3. Communication is an exchange of facts, ideas, opinionsor emotions by two or more persons. George Terry

4. Communication is defined as the process of passinginformation and understanding from one person toanother, it is essentially a bridge of meaning betweenpeople. By using the bridge of meaning a person cansafely cross the river of misunderstanding. KeithDavis

Nature of Communication

Communication is the art of being understood Peter Ustinov

Many writers have identified the advantages of goodcommunication skills. In different ways they have suggestedthat good communication:

n Leads to personal effectiveness

n Helps to network with people

n Helps to collaborate with everyone at the workplace

n Influence motivation for enhanced performance

n Builds better understanding between boss andsubordinates

n Creates better interpersonal relations

n Increases listening ability

n Helps employees to understand need for change

n Creates better environment for understandingresistance to change

4Notes

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Purpose or Objectives of Communication

The following are the main objectives of communication

i. Conveying the right message: The main object ofcommunication is to convey the right message to theright person, i.e., to the person for whom it is meant.The message conveyed should be well understood andaccepted by the receiver in the right perspective. Inother words, it should carry the same meaning whichhas been conveyed so that it may be translated into actioneffectively.

ii. Coordination of effort: Communication is an effectivetool for coordinating the activities of different personsengaged in running a business. Coordination withoutcommunication is a remote possibility. The individualsof groups come to know what others are doing and whatis expected from them only through communication.

iii. Good industrial relations: Communication developsgood industrial relations as it conveys the feelings, ideas,opinions and viewpoints of one party to the other party.The two parties- the management and the subordinatescome closer through communication. They understandeach other and dispel any misunderstanding. Thus, itpromotes cooperation and good industrial relations.

iv. Development of managerial skills: Communicationhelps managers to understand human behaviour atwork. Communication of facts, ideas, opinionsinformation, feelings etc. add value to the knowledge ofmanagers about various happenings, in the organizationand behaviour of people. Thus, communication is aprocess of learning.

v. Effectiveness of policies: The organization formulatespolicies and programmes to guide the work force. Theseshould be conveyed properly to those who are reallyresponsible for the execution of work to achieve theorganizational objectives. Only effective communicationcan translate the policies into action. Effectiveness ofthe policies can be judged from the success which surelydepends upon an effective communication system.

5UNIT 1 Communication: Its Nature and Meaning

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Therefore, the above objectives of communication will leadin boosting the morale of people and thus ensure the successof organization.

Principles of Communication

The following principles can be followed to make thecommunication system more effective.

(1) Principle of clarity: The idea or message to betransmitted should be clearly worded so that it may beinterpreted by the receiver in the same sense in whichit is communicated. There should be no ambiguity in themessage. For this purpose, the idea to be communicatedshould be very clear in the mind of the sender. It shouldbe kept in mind that the words do not speak themselves,but the speaker gives them meaning. If the message isclear, it would evoke an appropriate response from theother party. It is also necessary that the receiver mustbe conversant with the language, the inherentassumptions, and the mechanics of communication.

(2) Principle of integrity: Communication should be aimedat motivating people to take action as agreed upon. Inthis process, the superiors rely upon the subordinatesand under assumption that their integrity isunimpeachable. It is because the integrity of theorganization is related to the level of integrity possessedby the subordinates. No communication may evoke aresponse from the subordinates if their integrity isdoubted. The superiors should trust the subordinates,accept their viewpoints and never doubt their intention,in executing the task entrusted to them.

(3) Principle of informality: Formal communicationsystem is cornerstone of a formal organization, and itleads to transmittal of messages. But, sometimes, formalcommunications prove ineffective in evoking the neededresponse from the subordinates. In such cases, thesuperiors should adopt the strategy of making use ofinformal channels of communication.

6Notes

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(4) Principle of attention: In order to make the messageeffective, the recipients attention should be drawn tothe message communicated. Each one is different inbehaviour, sentiments and emotions, which determinethe degree of attention. For this purpose, the superiormust note that he himself should not expect from hissubordinates what he himself does not practice. So, amanager cannot enforce punctuality if he himself is notpunctual: Actions speak louder than words.

(5) Principle of consistency: This principle implies thatcommunication should always be consistent with thepolicies, plans, programmes and objectives of theorganization. Messages which are inconsistent with thepolicies and plans of the organization create confusionin the minds of the subordinates about theirimplementation and, such a situation may provedetrimental to the organizations health.

(6) Principle of adequacy: The information should beadequate and complete in all respects. Inadequate andincomplete information may delay action and destroyunderstanding, and create confusion. And, it also affectsthe efficiency of the sender and the receiver of thecommunication.

(7) Principle of timeliness: All messages should betransmitted at the proper time. Any delay incommunicating message serves no purpose except tomake them merely historical document as it loses itsimportance after sometime.

(8) Principle of feedback: One of the most importantprinciples of communications is the principle of feedback.The communicator must have feedback information fromthe recipient to know whether the recipient hasunderstood the message in the same sense in which thesender has meant it, or whether the subordinates agreeor disagree with the contents of the message. It alsohelps in understanding attitude of the people.

7UNIT 1 Communication: Its Nature and Meaning

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(9) Principle of communications network:Communications network means the routes throughwhich the communication travels to its destination, i.e.,the person for whom it is meant. A number of suchnetworks may exist in an organization at a given pointof time; but the management should consider theeffectiveness of the communications network in thegiven situation, and its effects on the behaviour of therecipient before it finally chooses the network.

The above principles, if followed, will make thecommunication effective. An effective system ofcommunication should be installed in the organization so asto promote better industrial relations.

Scope of Communication

The scope of communication includes:

(1) Information sharing: The main information ofcommunication is to transmit information from a sourceto target individuals or groups. Various types ofinformation are transmitted in the organization: Policiesand rules, and changes and development in theorganization etc. There may be need for fast diffusion ofsome information in the organization, e.g., specialrewards and awards given, settlements with the union,and major changes in the organization.

(2) Feedback: There is a need to give feedback to theemployees on their achievements, to the departmentson their performance, and to the higher managementon the fulfillment of goals and, difficulties encounteredin the communication of feedback helps in takingcorrective measures and making necessary adjustments,and it motivates people in developing challenging andrealistic plans.

(3) Control: The management information system is well-known as a control mechanism. Information istransmitted to ensure that plans are being carried outaccording to the original design. Communication helpsin ensuring such control.

8Notes

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(4) Influence: Information is power. One purpose ofcommunication is to influence people. The managercommunicates to create a good working environment,right attitudes, and congenial working relationships. Allthese are examples of influencing.

(5) Problem solving: In many cases communications aimat solving problems. Communication between themanagement and the unions on some issues (negotiation)is aimed at finding a solution. Many group meetings areheld to brainstorm alternative solutions for a problemand to evolve a consensus.

(6) Decision-making: For arriving at a decision severalkinds of communication are needed, e.g., exchange ofinformation, views, and available alternatives etc.,communication helps a great deal in decision-making.

(7) Facilitating change: The effectiveness of a changeintroduced in an organization depends to a large extenton the clarity and spontaneity of the communication.Communication between the members and employeeshelps in recognizing the difficulties in the plannedchange, and in taking corrective action.

(8) Group building: Communication helps in buildingrelationships. If communication breaks down the groupmay disintegrate. Communication provides thenecessary lubrication for the proper functioning of agroup.

(9) Gate keeping: Communication helps to build linkagesof the organization with the outside world. Theorganization can use its environment to increase itseffectiveness.

Limitations of Communication

The distortion of communication is its main limitation. Itmay have the following consequences:

i. The message received is not very close to the messagesent.

9UNIT 1 Communication: Its Nature and Meaning

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ii. The act of communication involves an implicit encodingof the message.

iii. The non-verbal messages are not congruent with theverbal message.

iv. The message may not result in the desired response.

v. The communication can at times create confusion,disbelief, and conflicts between the source and thetarget.

vi. Communication at times is costly and can be delayed.

Summary

In this unit we have briefly covered the fundamentalconcepts of communications. These include the definition,purpose and objectives, principles and scope ofcommunication. This unit also covers the extent andlimitations of communication.

Review Questions

1. What are the objectives of communication?

2. Discuss the principles of communication.

3. Elaborate on the scope of communication.

4. What are the limitations of communication?

11UNIT 2 Importance and Purpose of Communication

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Unit 2

Importance and Purpose ofCommunication

Introduction

Communication is a necessary condition of human existenceand social organization. But the importance of communicationin business organization came to be realized quite late.Traditionally it was regarded as a taken-for-granted affair.However, over the last half century or so serious studies andexperiments have shown that every organization in a societyin which there are people operating at different levels theyhave their multiple differences, approaches, opinions andconstraints. In order to achieve common goals properinteraction between and amongst them is, therefore, a must.

Factors Responsible for Importance ofCommunication

At this point it becomes obligatory to identify the factorsresponsible for the growing importance of communication.

(a) Large size of organizations: We are living in the eraof mega organizations. Modern organizations are indeedstupendous in size as compared to the enterprises ofyesteryears. Many of them have thousands of peopleworking together in one unit or likewise in differentunits spread in different states or across the globe.Moreover, it is in the very nature of an enterprise to

Objectives

y Factors responsible for the Importance of Communication

y Purpose of Internal Communication

y Purpose of External Communication

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grow in size with the passage of time. The result is that,in many organizations, the levels of hierarchy have goneup. Generally, there are three to five levels of hierarchy.But in many cases there are thirteen to fifteen levels. Itis indeed a difficult task to manage a juggernaut likesuch a huge organization. Communication is of vitalimportance in directing people, getting feedback and soon.

(b) Growth of trade unions: Associations or unions ofworkers, specially after the World War-I, have beenemerging as a force to reckon with. No system ofmanagement can work efficiently without taking theworkers unions into confidence. The managers have tonegotiate with the representatives of the employees onvarious issues affecting the employment conditionsprevailing in the organization. It was not considered sovery important in the past. But in modern times noorganization can work satisfactorily without the mutualunderstanding and co-operation between managementand trade unions. In this regard communication playsthe most vital role.

(c) The human relations aspect: Since 1930s it has beenincreasingly recognized that the managements sole aimis to integrate people in order to encourage them so thatthey are in a position to perform to the best of theircapacity. This is essentially a social process. No need tosay that it is difficult to get work out of people unlessthey are treated humanely. It has been widely recognizedand accepted that human relation within anyorganization have now changed from master-servantrelationship to partnership relationships. Workers arenot machines. They are vibrant living persons havingtheir individual as well as collective needs, feelings andaspirations.

(d) Public relations aspect: Organizations serve thesociety at large in various fields and aspects. Hence theimportance of communication between them. Like manyother aspects of management, the idea of socialresponsibility of business got currency very recently and

13UNIT 2 Importance and Purpose of Communication

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the managers came to be held responsible to varioussections of society, specially the customers, government,suppliers and public. Communication between them andthe organization is necessary for putting the properimage of the whole business in perspective.

(e) Technological advancement: As has been repeatedlyobserved and stated, the world is changing fast owingto scientific and technological advancement. Often itleads to problems as subordinates resent or supportthese changes. This affects the relationship betweensuperiors and subordinates very vitally. If there is noproper communication between the two, the worksuffers and complaints and disputes may crop up.Technology affects not only the methods of working butalso the composition of groups. Such changes disruptthe inter-relationships and pose a challenge to themanagement to educate the subordinates so that theymay smoothly adapt to the dynamic character of theorganization.

Purpose of Internal Communication

Taking all these factors into account we realize that noorganization can function satisfactorily or achieve its goalswithout effective communication that operates bothinternally and externally. Internally it is important as itintegrates the managerial functions. The most important ofthese functions are:

i. Establishing and dissemination of the goals of anenterprise;

ii. Developing plans for their achievement;

iii. Organizing human and other resources in the mosteffective and efficient way;

iv. Selecting, developing and appraising members of theorganization;

v. Leading, directing, motivating and creating a climatein which people want to contribute their best, and

vi. Controlling performance.

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Purpose of External Communication

Externally, communication relates an enterprise to theenvironment outside. It is through information exchange thatmanagers become aware of the needs of the customers, theavailability of suppliers, the claims of stock-holders, theregulation of governments, and the concerns of a community.It is through communication that any organization becomesan open system interacting with its environment andresponds to it fruitfully, purposefully and desirably. Just totake an example, it cannot be forgotten that the customer,who is the most important entity for all business, existsoutside a company. It is through the communication systemthat the needs of the customers are identified. Theknowledge of his needs enables the company to provideproducts and services profitably. In the same way, it isthrough effective communication that the organizationbecomes aware of competition and other potential threatsand constraining factors.

Key Points

i. Every organization is a society comprising differentkinds of people.

ii. Communication is a necessary part of the process ofchange.

iii. Growing size of organizations, trade unions, humanrelations within the organization, contact with public,technological advancement are the main factorsresponsible for the growing importance ofcommunication.

iv. Communication is of vital importance to the organizationboth internally and externally.

Review Questions

1. What are the factors that are responsible for importance ofcommunication?

2. Write a short note on Internal Communication.

3. Elaborate on External Communication.

15UNIT 3 Dyadic Communication

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Unit 3

Dyadic Communication

Introduction

The term dyadic communication, in general, refers to aninteraction between two persons. Even if more than twopersons are present in a situation, it is only twocommunicators that play a fundamental role. Basicallytherefore it is a person-to-person transaction and one of thecommonest form of speech communication. It provides idealconditions for close-range continuous feedback. The meaningexchanged between the sender and the receiver is markedby high fidelity. There is frequent change in the role of theparticipants and body language acquires a greatersignificance. This is so because the minutest reactions aremutually observable.

The formal dyadic communication with which we areconcerned demands artistry that can be acquired throughpractice. Dyadic communication may take a number of formsbut we shall discuss only the following five: face-to-faceconversation, telephonic conversation, interview, instructionand dictation.

Face to Face Conversation

Conversation is the most common form of dyadiccommunication. It links people together, be it in social or

Objectives

y Face to Face Conversation

y Telephonic Conversation

y Interviews

y Instruction

y Dictation

16Notes

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professional life. Conversation may be defined as oral andusually informal or friendly exchange of views, ideas, etc. Ina conversation the participant has to play the role of aspeaker or a listener interchangeably. Very often we forman impression about an individual from the way he talks andthe topic(s) on which he converses.

Most of us find it easy to converse with our friends, relativesand colleagues whom we like and trust. That is whyconversation rarely finds a place in a programme of formalinstruction. Since every professional is required toparticipate in this form of dyadic communication let us brieflylook at some of the important points to be borne in mind.However, the rule that the best practice for conversation isconversation itself/still holds true.

It is useful first to analyze your own conversation habits andthen try to change them for greater effectiveness. Ask yourselfquestions such as the following for self-analysis:

(i) Do I find it difficult to start a conversation?

(ii) Am I unable to pick a topic?

(iii) Am I unable to keep the conversation flowing smoothly?

(iv) Do I always agree with what others say or disagree withthem all the time?

(v) Do I frequently talk about myself, my family and myinterests?

(vi) Do I have a tendency to dominate every conversationsituation?

(vii) Do I give the other participants a chance to speak?

(viii) Have I any mannerisms likely to annoy people?

(ix) Do I respect other peoples time and interests?

(x) Am I self-conscious about the language I use - grammar,pronunciation, articulation, etc.?

The answers that you get would prove useful both for formaland informal conversation. Now we give below a few helpfulhints.

17UNIT 3 Dyadic Communication

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Helpful Hints

n The conversation should be of interest to the participantand may begin with a topic in which both of you havesome interest. As it flows into new channels adjustyourself to the comments and new points of view.Occasionally there would be spells of silence. Theseneed not bother you because often during these spellsnew thoughts are generated.

n Be alert to the attitudes that others may have and dontbe surprised when you realize that the attitudes arelikely to change.

n Occasionally, call the person by name and look at himwhile speaking. If you speak the name aloud you wouldbe generating a more friendly feeling. To cap it all, takecare of your language and oral demeanor.

n Be always courteous and cheerful. Feel interested inwhat is being said.

n Being dogmatic and argumentative may spoil yourconversation, but it is useful to have a point of view.

n Avoid pet and superfluous words and phrases.

Often we develop a fancy for a particular expression. Ananalysis of your own speech may reveal that you have a fadfor certain words or phrases (e.g. time frame, allergic, etc.).Avoid using them frequently in conversation. Similarly,expressions that smack of affectation and exaggerationshould be shunned. The smooth flow of conversation is likelyto be hampered if you deliberately use foreign words or usehigh-flown vocabulary to impress the listener. An overuse ofwords such as very lovely, wonderful, and excellent mayalso mar the pleasant informal atmosphere in whichconversation ought to take place.

Telephonic Conversation

One form of dyadic conversation is interaction between twopersons on the telephone. In this form the advantage of usingbody language and eye-contact is lost. But it is one of the

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commonest and fastest ways of contacting persons. It issimple, handy, and in the long run economical. It hastherefore been termed as a priceless means ofcommunication.

Here are a few guidelines for telephonic conversation:

n Cultivate a cheerful and friendly tone.

n Modulate your voice.

n Never sound hurried, flustered or impatient.

n Enunciate your words clearly.

n Do not use slang.

n Speak distinctly. If you use a word which is likely to bemisunderstood, spell it out.

n Listen attentively to the caller. If the message is long,keep reassuring that you are listening by speaking wordssuch as Yes, OK, Yea, etc.

n Be courteous in all circumstances.

n Dont engage your telephone longer than necessary.

Bear the following points in mind when you receive a call ormake a call.

Receiving Calls

n Lift the receiver promptly.

n Reveal your identity, e.g. Ram Gopal, Chief Accountant.

n Hold the mouthpiece properly.

n If you do not know who the caller is, obtain his nameand designation.

n Even if the caller is annoyed keep yourself cool.

n Give the required information accurately. If it is notreadily available promise to ring back and of course,keep your promise.

19UNIT 3 Dyadic Communication

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n If a wrong number call comes to you do not abuse thecaller or slam down the receiver.

n Keep a jot pad and a pencil handy to note messages, ifany.

n Keep your telephone on your left hand side so that theright hand is free to write.

n Take the message fully and correctly.

Making Calls

n Have a personal telephone directory listing thetelephone numbers which you have often to use.

n If you are making a call for somebody else, follow hisinstructions.

n Have all the material ready before you dial the number.It is bad manners to keep somebody on the line whileyou rummage through your files.

n If you have to say a number of things, alert the listenerby saying something like this: I want your opinion ontwo points. One, two. . . .

n If you wish to leave a message say so and give a fewseconds to the receiver to get ready. Let your messagebe clear and accurate.

n If it is important, you may repeat it.

However amiable you may be, there are likely to be personsin your organization with whom you may not like to haveany face-to-face interaction. Unless circumstances force you,you can use the telephone as a tool of contact. Similarly, ifyou find that an officer is busy interacting with others veryoften or for long periods and you have an urgent business totransact with him, telephone is the answer. Of course youwould have to decide in individual cases and situations whento use the telephone and when not to use it.

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Interviews

The word interview is derived from intrevue meaning sightbetween. It is a meeting between two persons with a specificpurpose. It may be defined as any purposeful inter-personalcommunication between two individuals. In terms ofstructure and format interviewing is therefore a more formalform of dyadic communication. However, an interviewsituation may consist of one interviewee and severalinterviewers and vice versa. Here we shall discuss dyadicinterviews but many of the points will be applicable to allinterview situations.

An interview demands direct and dynamic interaction. Byits very nature the process involves an assessment of oneparticipant by another. Sometimes one of the participantsrepresents an organization or a group whereas the otherparticipates in his individual capacity.

One of the purposes of the interview is to elicit informationwhich is not available from the written records or othersources.

There are various types of interviews ranging from the oneconducted by a journalist for newspaper reporting to that bya psychiatrist with a patient. The purpose defines the typeof interviews. The interview broadcast and telecast on theradio and television is generally to seek an experts opinionon issues of current interest to people or to educate thepublic on a matter of general importance. Such interviewshave the semblance of privacy but we all know that they aremeant for public consumption. Similar is the case with ajournalistic interview, only that it is made public after a time-lag. Then there are situations where interview takes the formof a series of probing questions with a view to discoveringthe truth, for example, the kind of interrogation that is doneby the police. Another type of interview termed counselinginterview is conducted to provide guidance and psychologicalsupport to the interviewee. It may be done by an educationalpsychologist or a trained counselor, the purpose being tobring back the mind of the interviewee to a state of normalcyor to help him steer through a period of emotional crisis. In

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large professional organizations and educational institutionsprovision may exist for the conduct of such interviews.

Here we are interested in the following two types ofinterview: (i) employment interview and (ii) data collectioninterview. These are the types of interview in which you willhave to participate in your professional life. Closely relatedwith the first type of interview are promotion interview andannual interview. The term employment interview refersto the interview of a candidate for a job in a particularorganization. Promotion interview and annual interview areconducted in respect of the employees who are already inservice. The former is arranged when a proposal forpromotion of an employee is under consideration. The latteris a routine annual feature; its purpose is to assess throughpersonal interaction, the contribution and progress made byan employee during the year under review. But both thesetypes of interview are not common in India. We shalltherefore discuss only the employment interview in somedetail. It is clear that several fundamental points in thisdiscussion are relevant for not only promotion and annualinterviews but also for data collection interview. Obviouslythe discussion of any employment interview is from theviewpoint of the interviewee, whereas that of data collectioninterview is from the viewpoint of the interviewer.Nonetheless, in both cases the other participants would findsufficient valuable information.

Employment Interview

The main purpose of the employer is to judge the suitabilityof the applicant to the job and that of the applicant, to findout whether the needs and requirements of the job wouldsuit him and also whether, the environment in theorganization would be conducive to his professional growth.Clearly, this form of dyadic communication provides anopportunity to both the participants for intense interactionand close observation of each others personality traits asreflected in verbal behaviour and body language. As we areaware, the employment interview takes place when on theface of it there is a case for the acceptance of the applicantsservices. The employer knows fully well the basic details

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about the career of the applicant his educationalbackground, his other interests, his experience, social status,etc. In the case of experienced employees he also knows theassessment of the applicants earlier employer(s). What thenis the interview for?

A prospective employers main aim is to judge your sense ofvalues, your attitude towards work. He wants to get a feel ofyour respect for fair play and sense of justice and honesty inthe discharge of duties. In fact, while conducting theinterview he looks for signs of these traits in yourpersonality. Every employer, no wonder, wants peoplearound who possess positive personal qualities and aredependable. The qualifications and the kind of educationalbackground the interviewee has do not give an adequate ideaof these important requirements.

Planning the interview, whatever be its type, demandsadequate and careful prior preparation. How should one planto appear in an interview of this sort? Surely each applicantwants to be successful, to be offered the job even if he mayultimately decide not to accept it. Failure in an interviewcertainly injures the ego of a person temporarily. You shouldtherefore pay close attention to the following, if you wish toachieve success.

It has been rightly said that apparel often proclaims the man;certainly so in the case of an interview. Physical appearancecreates the first impression and tells something about thepersonality of the individual... Cleanliness and neatness arethe first requirements for a smart turn out. While going foran interview spend a few minutes and take a critical look atyour appearance: the clothes that you wear, the hair-styleand the footwear. Harmony and sobriety should mark yourattire. You should never put on something in which you feeluncomfortable because it may lead to inconvenience andoddities in your behaviour while you are being assessed forthe job. Loud colors, and other such ornamentations are likelyto distract the attention of the interviewer from yourcountenance which plays a definite role in an interaction ofthis kind. Your aim should be to use your physical appearanceto create the first right impression on the interviewer.

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Pleasing physical appearance should be accompanied byproper deportment and the right poise. How you carryyourself, how you walk and sit, how you make an exit - allthese are important. Good deportment and good mannerstogether generate a proper atmosphere and put you at ease.Be observant and try to imbibe these qualities from thepeople who possess a high degree of social charm and poise.Nothing should appear to be artificial, initiative and odd inyour demeanor. You should appear to be your natural self.These qualities will help you in making a mark not only atthe employment interview but throughout your career.

Take care that you do not indulge in certain mannerisms inyour speech or behaviour. Expressions like err, you knowOh my God, Well, etc. should be avoided. Similarly, donot use slang and highly colloquial language or uncommonabbreviations. The tone should be friendly but not intimate.Check carefully that you are not in the habit of making oddgestures while talking. Playing with the hair or with thebuttons of your bush shirt, or the keys in your hand creates abad impression. Similarly, fixing your gaze on the intervieweror a painting or other objects in the room is also consideredas bad manners.

Listening is an art which helps as much at the interview asin social situations. If you maintain a stony silence when theinterviewer is speaking, he may feel uneasy. It is thereforenecessary to give signals that you are listening to him. Yourresponse may take the form of a nod or a smile or evensometimes whispering approvals, such as hmm, yes, etc.You should not interrupt the interviewer. Wait till he hasfinished, howsoever impatient you may be to react to whathe is saying.

Cultivate your speech. The best way to do so is to tape-recordit and listen to it critically. Analyses your speech to find outwhether you speak clearly, or you eat your syllables and slurover your words. Does your speech sound dull andmonotonous or lively and animated?

Is the pitch of your voice too high or too low? Do you stressthe right syllable and use the appropriate intonation? Satisfy

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yourself that your speech is clear, has proper rhythm andsounds pleasant. Daily practice can certainly enhance thequality of your speech. Shakespeares remark, Mend yourspeech a little, lest it should mar your fortune holds goodeven today. Proper speech will help you not merely in gettingthe job but also in moving up on the ladder of your career.

More important than all these is what you say. Are you clearin your thoughts? Can you express them in plain language?Do you understand your point of view on current issues inunmistakable terms? Do you have a philosophy of your own(a set of opinions) which you can put before others withconviction supported by valid arguments? Have you acquiredthe habit of coolly arguing your case? Do you feel crestfallenwhen your point of view is not accepted? These are some ofthe questions whose answers are obvious and you must havebeen made aware of them in the course of your education.What is required is that at the time of interview you refreshyour memory.

Avoid always giving uncomplimentary references of yourformer employers or other associates and makinguncharitable remarks about them.

Types of Interview Questions

There is a great diversity in the types of questions that maybe asked at an interview. You should try to anticipate thetype of questions likely to be asked. Partly the type will bedetermined by the situation and the specific purpose thatthe interviewer has in mind. In general, the questions willbe based on what you have stated in your biodata and yourreaction to the organizations visualization of your role in it.We may classify the questions into the following categories:direct questions, open-ended questions, closed questions,bipolar questions, loaded questions.

Direct questions, generally used at the initial stage, areexplicit, demanding specific information: Whats your name?How old are you? In which company did you work last? etc.

Open-ended questions are not so straight; only the topicon which information is required is specified and the

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interviewee is asked to elaborate: What is your educationalbackground? How did you find your experience of workingon this plant in ABC company? etc.

Closed questions demand responses from a limited andnarrow area. Often these questions provide alternatives fromwhich the response is selected. An extreme form of the closedquestion is the one which demands Yes or No response.This is also called a bipolar question. A few examples areas follows: If selected, would you be able to join next month?Would you like to be posted in Bombay or Calcutta? We areprepared to offer this job to you on a contract of three years;is it acceptable to you?

Loaded questions generally demand a response which theinterviewer expects. They are suggestive in nature andencourage the interviewee to agree with the interviewer.Sometimes these may be used as a trap to discover whetherthe interviewee is clear in his mind about what he is in for.Ideally, as a general rule, loaded questions should not beused by the interviewer. However, as an interviewee, youshould be prepared to face any type of questions.

The core of the body of the interview is the set of varioustypes of questions discussed above. Apart from these, in astructured interview, there are preliminary questions whichset the tone for the interview and establish rapport betweenthe interviewer and the interviewee. Similarly, at the endthere are a few questions to signal the end of the interview.The interviewer aims at helping the interviewee to completethe expression of his thoughts and to clarify his stand beforethe interview ends.

It is difficult to visualize the questions that may be asked atan interview. However, we give below a sample of questionsthat could be asked at an employment interview.

Educational Background

(i) Give a brief resume of your educational career.

(ii) Why did you decide to study Economics in your M.A.?

26Notes

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(iii) Have you studied some books in this field other thanthose prescribed?

(iv) Could you name a few such books and describe theirthemes?

(v) Apart from Economics which field of knowledgeinterests you?

(vi) Could you name some of the books you have read in thisarea of your interest?

Co-curricular Activities

(i) You have produced a number of plays during youreducational career. Tell us how you got interested indrama.

(ii) Do you think your interest in drama affected yourstudies?

(iii) What work did you do as a member of the editorial boardof your college newsletter?

(iv) Do you think this kind of work has added something toyour academic experience?

(v) What difficulties, in your opinion, does an editor face inproducing a newsletter of this type?

Extra-curricular Activities

(i) How is it that, although you played badmintonthroughout your college career, you never participatedin any worthwhile tournament?

(ii) Apart from physical exercise, does this game impart anyother qualities to the player?

(iii) What is the size of the badminton court?

(iv) Do you play any other games?

Experience

(i) Describe the specific work that you were doing in theproduction department.

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(ii) What new things have you learnt?

(iii) What are the ways of maximizing production?

(iv) Did you introduce any new technique or procedure toincrease production?

(v) In what way will your experience help our organization?

General Knowledge

(i) What is your opinion about the new industrial policyannounced by the Government of India?

(ii) What are the main causes of inflation in India?

(iii) Do you think deficit financing should be stopped? Why?

(iv) Give your comments on the Seventh Five-Year Plan.

(v) Do you think the Government of Indias 20-pointprogramme will usher in a new era?

(vi) What further steps should be taken to attract investmentfrom Indians living abroad?

(vii) How should the pace of technology transfer beaccelerated?

(viii) Comment on the current economic climate in thecountry.

Miscellaneous

(i) What do you understand by team-spirit?

(ii) Do you think it can be cultivated? If yes, how?

(iii) What are the qualities of an efficient manager?

(iv) Do you think you possess these qualities?

(v) How can the conflicts between the management andlabour be resolved?

Employers Expectations

We may classify the information which an employer seekswhile considering a person for a job, into the following sub-

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headings:

(i) State of health: Every organization desires itsemployees to be in a healthy state. Apart from judgingat the interview, the organization requires a new entrantto undergo a medical examination, the standards ofwhich differ from profession to profession.

(ii) Attainments: A probe is made through searchingquestions to verify what is written by the candidate inthe biodata and to assess the nature and quality of hisachievements.

(iii) Intelligence: A close observation is made of the reflexesand responses of the interviewee to discover the extentof his grasp and confidence.

(iv) Aptitude: Certain questions are directed merely to findout the candidates aptitude for the job he has appliedfor.

(v) Interests: An attempt is made to understand the otherdimensions of the personality of the candidate byencouraging him to speak about his intellectual or socialpursuits.

(vi) Disposition: A vital piece of information that allemployers would like to have is whether the candidatehas the ability to work with others.

(vii) Circumstances: A peep into the interviewees previousenvironment and family circumstances may give someclue to the candidates capacity to work.

Some employers use an assessment record sheet to judgethe suitability of interviewee.

Data Collection Interview

Very often you would be called upon to collect data for aspecific purpose and present it in the form of a letter, memo,report, etc. This information may either be available withthe officers in your own organization or other organizations.Many of the points we have discussed so far are relevant forconducting this type of interview also. However, since the

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nature of this interview differs both in respect of interviewer-interviewee relationship and in the purpose for which it isconducted, certain additional points need to be borne in mindin the conduct of data collection interview. One, be clear inyour own mind about the type and the amount of informationyou are seeking. Two, frame the questions which will elicitthe required information. Three, be ready with a strategy ofbringing the interviewee back to the point, if he goes off thetrack. Four, be as unobtrusive as possible in note-taking.Accuracy in recording data is essential and so you may decideto use certain abbreviations to be translated later. Five, donot enter into a discussion or argument with the interviewee.Six, always assume a subordinate position, leaving thedominant role to the interviewee. Seven, occasionally youmay seek clarification, but too many interruptions can proveannoying. Eight, be an attentive listener, giving clues to yourinterest in whatever is being conveyed. Nine, if your questionsembarrass the interviewee and he hesitates to answer them,do not insist on a response.

Planning for Data Collection Interview

Professionals are busy persons and you must therefore seektheir appointment for the interview. Also indicate theamount of time it is likely to take. Go prepared with anotebook to record the points. Carefully visualize how youare going to open the dialogue and how you propose to endthe interview. You may, in fact, write a few questions thatyou would use to begin the interview and also the remarksthat you would make to conclude the interview.

Whatever be the type of interview be courteous and tactful.Take maximum advantage of the immediate feedback that isavailable to you. Maintain throughout a pleasant atmosphere,controlling the environment by selecting appropriate verbaland non-verbal symbols. As far as possible introduce diversityin interaction. For example, if a number of questions haveelicited no response manipulate your enquiry in such a waythat it elicits an affirmative answer. A climate of mutual trustcan result in a successful interview.

You may sometimes decide to write all the main questionsthat you wish to ask for eliciting the relevant information.

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To record the answers you should carry with you a handynotebook. You can also use the answer sheet itself for writingthe answers. But then you should ensure that enough spaceis available on the sheet for responses both to the main andto the supplementary questions.

A specimen copy of the interview sheet used to collect datafor this book is given below:

UGC Book Writing Project on Professional Communication(Authors: Prof Krishna Mohan & Dr (Mrs.) Meera Banerji)

Interview Sheet

(i) Name:

(ii) Designation:

(iii) Organization:

(iv) Total experience:

(v) Main function:

(vi) (a) How important are written and oral communications to your particular job?

(b) Which one do you think is more important from thepoint of view of the main function that you perform?

(c) Name some of the written communications that yousend or receive.

(i) You write (ii) You receive

(d) Specify the modes of oral communication (telephone,interview, face-to-face discussion etc.)

(vii) (a) Do communication misunderstandings sometimes interfere with the efficiency of your Department?

(b) If yes, kindly explain briefly how this happens.

(c) How can barriers to communication be removed?

(viii) What kind of problems, if any, do you face in communicating?

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(a) with superiors

(b) with peers

(c) with subordinates

(ix) (a) Do you feel there is a need for training the employees of your organization in English communication skills?

(b) If yes, what kind of training should they beimparted?

(c) Can you give us some idea about the kind of materialsto be used and techniques to be employed for theirtraining?

(x) What kind of reference material (mechanics of writing,words often confused, words often misspelt,pronunciation of words generally used in yourprofession, etc.) do you think can prove useful to aprofessional in doing his job?

(xi) Any other remarks that you would like to make in thiscontext.

Instruction

Directing others to perform a particular act is one of thefunctions of a professional. Contrary to the general belief, itis not an easy task to tell others what one expects them to dowithout causing any psychological or emotional resistance.In fact, giving instruction is an art which can be cultivated.For the purpose of this discussion we shall treat all that issaid to achieve a single task as one instruction. For example,if you ask your secretary to make arrangements for a meeting,you may instruct her to supervise the seating arrangement,supply of stationery, serving of coffee, etc. Here the task isthe arrangements for the meeting and all that you have askedyour secretary to do is related to that task and is thereforeone instruction.

Most often you will be required to give instruction tosubordinates and junior officers. While doing so, keep inmind:

(i) the background knowledge of the recipient;

(ii) his psychological make-up;

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(iii) his capacity to grasp; and

(iv) his ability to act upon your instructions.

Further, make sure that you restrict yourself to the one taskwhich you want to be performed. If a situation requires youto give more than one instruction, separate each by a time-gap or a clear signal for the end of one instruction and thebeginning of the other. The language you use should be plain,direct and polite and the sentences short. Generally, theresponse to an instruction is an action and its success ismeasured by the extent to which it has been performedaccording to your visualization.

The main difference between the instruction on the one handand conversation and interview on the other is in terms ofresponse. In the latter two, the response is verbal whereasin the former it is action. The verbal response to it is only toindicate that the recipient has understood the message or toaffirm his ability to act upon it.

Dictation

Dictation is another type of dyadic communication veryfrequently used in professional organizations. It is an artwhich every professional has to learn in order to transacthis day to day business efficiently. It is wrong to supposethat one automatically acquires the ability to dictate as soonas one joins an organization. In fact, it requires livelyimagination and constructive mentality to practise this artsuccessfully. Some of the hints given below would prove ofhelp to you in learning the art of dictation:

(i) Tell the steno the form of communication you are goingto use and the situation prompting it. For example, onemay begin by saying the following to put the steno in areceptive mood: This is a letter in response to theenquiry we have received from Bharat SteelCorporation Now we shall write a circularinviting quotations from registered firms..This is a memo to all heads of sections asking them toimplement resolution No. 48 recently passed by theBoard of Directors.

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(ii) Picture the entire composition, i.e., the total matter tobe dictated, in verbal terms. The sequencing of ideasand the structure should be clear in your mind beforeyou start dictating.

(iii) Develop the capacity of one sentence buffer memory intowhich you should be able to cast each sentence as ittakes shape and is uttered. Remember that in dictationthe initial editing and rewriting is done before thesentence is recorded in the notebook of the steno. Thisis the most flexible stage and requires deft handling ofthe process of converting meaning into linguisticmaterial.

(iv) Speak every syllable with equal emphasis, deviatingfrom the normal stress pattern. Take extra care indictating homonyms, e.g., pale, pail; ascent, assent;compliment, complement; stationery, stationary.Similarly, words which have homonymic relationshipare likely to confuse the steno; so special care should betaken in dictating them. A few examples of this categoryare: later, latter, proceed, precede; eligible, illegible;accede, exceed; accept, except.

(v) Dictate all the punctuation marks. It may be too muchto expect the steno to punctuate at the time oftranscription. The beginning of a new paragraph shouldalso be signalled.

(vi) Dictate in phrases, with appropriate pauses betweenthem. The steno notes down your words in phrases. Inshorthand transcriptions long words do not necessarilytake more time than short words. Generally specialabbreviations are provided for commonly used longwords. But if you have to dictate an unfamiliar oruncommon long word give more time to the stenographer.Unusual proper names, and technical words may haveto be written in long hand. You should therefore spellthem and pause long enough for them to be written.Spelling more words than necessary is not a bad practicebecause it will save your time later when you go throughthe transcription.

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(vii) Match the speed of your dictation to the speed of yoursteno.

(viii) Do not change the construction of your sentences too often.

(ix) When you receive the transcription and find in it wordsor phrases or sentences which do not exactly fit into thecontext, dont attempt to interpret meaning out of them.Instead, read them aloud, listening to the soundscarefully to see whether another group of wordsemerges which is either what you originally said or ismore appropriate in the context.

(x) If you dictate into a machine, listen to the materialrecorded before asking your st eno to type it. This shouldbe done also with a steno new to the job.

Acquisition of the ability to dictate has great professionalsignificance. It prompts a professional to transmit hismessage without delay, adding not only to his own efficiencybut also to the healthy functioning of the organization to whichhe belongs. An incidental gain is that the development ofeffective dictating techniques can inculcate the capacity tospeak extemporaneously.

Assignments

1. As the special correspondent of the Bharat Times youhave been deputed to interview the survivors of an aircrash. A report based on this interview is slated forpublication in your newspaper. Draft the list of questionsthat you would use for interviewing the passengers.

2. As a special correspondent of the Employment News youhave been asked to interview the Bank Managers of thenationalized banks in your town. The purpose is to elicitthe latest information on the facilities available to theeducated unemployed youth and the procedures foravailing of them. Prepare a list of questions forinterviewing the Bank Managers.

3. As Personnel Manager of a Public Limited Company youhave to interview fresh graduates for recruitment to the

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junior management cadre. Prepare a list of questionswhich you are likely to use for interviewing thecandidates.

4. Assume that you are the Production Manager of amanufacturing plant, which has gone out of order. Themaintenance engineer of the company which installedthe machine has been deputed for repairing it. Inventingthe necessary details, prepare a set of instructions thatyou would give to your Deputy Manager. You yourselfwould be away on tour on the day the maintenanceengineer is to come.

5. Prepare a set of instructions for the newly recruitedstenographers in your organization on the technique oflistening and recording dictation.

6. For the benefit of your junior colleagues write a detailedguidance note on how to dictate replies to letters.

37UNIT 4 Dimensions and Process of Communication

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Unit 4

Dimensions and Process ofCommunication

Introduction

The importance of communication has been highlighted. Asa corollary to the same line of thinking it can be very wellrealized that communication is multidimensional ormultidirectional. There are various directions in which itflows. In order to have an idea of how it works in a typicalorganization it is worthwhile having a look at its levels ofoperation. It usually takes the form of a pyramid like theone shown here in a large manufacturing and marketingorganization.

Figure 4.1

Objectives

y Hierarchy of Communication

y Communication- A Two way Process

y Elements of Communication

y Process of Communication

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This is a large organization, having eight layers. There maybe more layers/levels/kiers or less, all of them being boundor held together by communication. The arrow-lines in thepyramid show the following directions of communication:

(a) Downward Communication

(b) Upward Communication

(c) Horizontal or Lateral

(d) Diagonal or Crosswise.

Downward Communication

Any organization has an inbuilt hierarchical system, and inthat, in the first instance, communication invariably flowsdownwards. That is why traditionally downwardcommunication was highlighted and emphasized. Itoriginated in the assumption that the people operating athigher levels have the authority to communicate to thepeople at the lower levels. Hence this kind of communicationexists especially in organizations with an authoritarianatmosphere. Whether one likes this kind of atmosphere ornot, if would be difficult to conceive of any organizationwithout downward communication. A sample representationof downward communication can be stated as follows:

Written

e.g. instructions memoranda

letters

handbooks

pamphlets

policy statements procedures

electronic news displays

Oral

e.g. instructions

speeches

39UNIT 4 Dimensions and Process of Communication

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meetings

telephone

loudspeaker

Problems of Downward Communication

While issuing instructions or sending letters, every CEO orGeneral Manager assumes that what he intends tocommunicate invariably reaches the persons it is intendedfor and understood. But unfortunately it is not always so.Information is quite often lost or distorted in the course ofits journey down the chain of command. In fact, manydirectives or instructions are not understood or even read.It is, therefore, to be always kept in mind that mere issuanceof policies and procedures does not ensure communication.That is why, a feedback system becomes essential. For anycommunicative purpose to be served, it is essential to findout whether the receiver of the message or information hasunderstood it or perceived it, in the same way as intendedby the sender.

Another problem that very often comes up is that thedownward flow of information through different levels of theorganization is time-consuming. The more the levels, themore the chances of delay or dilution of information. Thedelay may sometimes be so frustrating that some topmanagers make it a point to send the information or messageor instruction directly to the person or group concerned.

Moreover, downward communication is likely to be filtered,modified or distorted at any or each level as managers decidewhat should be passed down to their employees. The accuracyof the information is quite likely to be limited by status andpower: differences between manager and employee, and lackof trust.

Sometimes managers withhold information in order to keepthe employees dependent on them. The net result is that, inthe absence of complete information, employees may feelconfused, uninformed, or powerless and might fail to carryouttheir tasks properly. It may lead to unnecessary conflict andspoil the employer-employee, supervisor-subordinaterelations.

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Upward Communication

The main function of upward communication is to supplyinformation to the upper levels about what is happening atthe lower levels. It is just the reverse of the previousdimension. It travels from the people at the bottom andreaches the upper levels of the organization structure.Unfortunately, there is very little appreciation of this formof communication as it does not fit into the traditionalconcepts of organization behaviour according to which theright to communicate was supposed to have been vested inthe higher ups only.

Upward communication is essentially participative in natureand can flourish only in democratic organizationalenvironment. And only in such an environment it can satisfythe need of the upper levels of management to knowspecifically about production performance, marketinginformation, financial data, what lower level employees arethinking and feeling about the whole or part of the business.

In the words of Koontz, Typical means for upwardcommunication-besides the chain of command are suggestionsystems, appeal and grievance procedures, complaintsystems, counseling sessions, joint setting of objectives, thegrapevine, group meetings, the practice of open-door policy,morale questionnaires, exit interviews and ombudsperson.

Problems of Upward Communication

Certain problems do unnecessarily crop up in upwardcommunication. They are primarily psychological in nature.It is quite often seen that higher-ups do not like to be toldor even like to hear from their juniors anything against theirwishes. Hence the piece of communication may quite oftennot even be allowed to go up. Or, it may be distorted ormisrepresented. It may, in the absence of a healthy open doorpolicy be misinterpreted, misunderstood or suppressed. Theemployees may feel let down or become shy and reluctant toexpress themselves. In such a situation the communicationevent becomes a non-event. It is increasingly being takencare of by modern management that has come to appreciatethe importance and right of the individual/groups ofindividuals to express.

41UNIT 4 Dimensions and Process of Communication

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The Concept of Ombudsperson

In this connection it is worthwhile to discuss the concept ofOmbudsperson (or Ombudsman which is a Swedish wordmeaning a commissioner appointed to investigate thecomplaints of private citizens against government officialsor agencies). Till quite recent times this concept remainedonly in Sweden. But now many American companies aremaking very profitable use of it. They have established aposition for a person who investigates employees concerns.General Electric, Mc Donnell Douglas and AT &T are just afew companies that are using the Ombudsperson forpromoting upward communication. It provides valuableupward communication link and prevents scandals and legalcosts by timely action on the part of the appropriate persons.

Lateral or Horizontal Communication

When communication takes place between two or morepersons who arc subordinates working under the sameperson, or those who are working on the same level, it iscalled lateral or horizontal communication. A good exampleof this kind of communication is that between functionalmanagers. It is necessary for the reviewing of the activitiesassigned to various subordinates having identical positions.They are serving the organization in different capacities buttheir goals are common. Their interaction is necessary tomaintain co-ordination.

This variety of communication mostly takes place duringcommittee meetings or conferences in which all members ofthe group, mostly peers, interact. During the course ofinteraction the views of each other are made known anddecisions are arrived at. Here there are no superiorsubordinate relationships. The best example of lateralcommunication can be seen in the interaction of productionand marketing departments. Strategies of marketing cannotbe fruitful unless its plans are communicated to theproduction department. The marketing chief has to be inconstant touch with the production chief in order to meetcustomer orders as per schedule.

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Diagonal or Crosswise Communication

Diagonal or crosswise communication includes the horizontalflow of information as also that among persons at differentlevels who have no direct reporting relationships. This kindof communication is used to speed information flow toimprove understanding, and to coordinate efforts for theachievement of organizational objectives. It must be notedthat a very great deal of communication does not follow theorganizational hierarchy but cuts across the well drawn lines.Diagonal or crosswise communication usually takes thefollowing oral and written forms.

In this type of communication, proper safeguards need to betaken to prevent potential problems. Special care has to betaken that (1) crosswise communication builds up appropriatecrosswise relationships, (2) subordinates will refrain frommaking commitments beyond their authority, and(3) subordinates will keep their superiors informed ofimportant interdepartmental activities. In brief, diagonal orcrosswise communication may create difficulties, but it is anecessity in many enterprises in order to respond to thecomplex and dynamic organizational environment. In otherwords we may say that in order to secure efficiency indecision-making, all messages do not necessarily routethrough vertical channels of communication. Organizationsalso build up environment for cross contacts.

Communication is a Two-way Process

Management of an organization is effective only when itscommunication machinery is effective. The very existence ofmanagement depends upon an effective machinery ofcommunication. An effective communication machinery isimportant because it communicates and helps inimplementing the policies and objectives of the organizationon the one hand, and also helps in understanding the natureand behaviour of the people at work.

Management communication is a two-way process. It meansthat the management and the subordinates to convey theirfeelings, ideas, opinions, facts, grievances etc. to the otherparty. Communication is said to be a continuous process of

43UNIT 4 Dimensions and Process of Communication

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exchange of views and ideas, but it should be both ways-downward and upward. The communication machinery orprocess should not only provide the manager with theprivilege of communicating orders and directions to theworkers to get the work done towards the achievement oforganizational objectives as pleaded by the classical theoryof organization behaviour known as theory X by McGregorbut the workers also must be given a right to approach themanagement and communicate their complaints, grievances,opinions, facts, suggestions etc., which may in response tothe orders or directions received from the management, orin the interest of the organization, contributing to theachievement of its objectives.

Elements of Communication

The various elements involved in the process are broadlygrouped into (1) source (2) message (3) channel (4) receiver(5) effect. A discussion of these follows:

1. Source: The source is the originator of the idea or themessage. It may also be known as the sender who maybe an individual or a group, though ultimately it is anindividual who might be acting the role on behalf of agroup. The source conceives idea, prepares the message,selects the channel, and decides about the receiver.

2. Message: It refers to the stimulus that the sourcetransmits to the receiver. It is what communication isall about. Messages are composed of symbols having acertain meaning to the source and the receiver.Translation of an idea into a message appropriate fortransmission by the source is called encoding. When themessage (symbols etc.) is converted into a certainmeaning it is known as decoding. Decoding is done bythe receiver. The message should be clearly worded sothat is easily understood by the receiver.

3. Channel: The channel is a means through which themessage travels from the source to the receiver. Thechannel may be mass media (not meant for any particularindividual) such as newspapers, radio, T.V. etc., or

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interpersonal (meant for a particular individual) suchas telephone, correspondence etc. Selection of thechannel depends upon the message to be conveyed,availability of the channel, cost of the channel,effectiveness of the channel etc.

4. Receiver: The receiver is the person for whom themessage is intended. It is the single most importantelement in the communication process. Any neglect onthe part of the receiver may render the communicationineffective.

5. Effect: Effect is the change in the behaviour of thereceiver occurring in response to the message received.The receiver may ignore the message, or store theinformation received, or act according to the wishes ofthe source.

Process of Communication

In this era of globalization, knowledge management, andcorporate governance, the prime factor that concerns thework force from the top hierarchy to the levels below, is theability to communicate effectively. The more organized andclear the communication pattern is, greater will be the impactof the message on the receiver. A number of corporate scamsin recent times are examples of communication that havegone awry.

How does the sender ensure that the message has been welltransmitted and understood by the person on the other side?Is there any way by which the message can be modified andcorrected if needed?

Since communication is the transmission of information fromthe sender to the receiver, it is necessary to understand therelationship between the two when communication takesplace. The word process indicates that it is an activity thatis connected with a s