Management - Communication Control

7/28/2019 Management - Communication Control

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COMMUNICATION AND CONTROL.

PREPARED FOR IIPM | PROF SURAJIT 1


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COMMUNICATION Communication is a process whereby

information is enclosed in a package and ischanneled and imparted by a sender to areceiver via some medium.

The receiver then decodes the message and

gives the sender a feedback.



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All forms of communication require a sender, amessage, and an intended recipient

Communication requires that all parties have anarea of communicative commonality. T

here are auditory means, such as speech, song,

and tone of voice, and there are nonverbalmeans, such as body language, sign language,paralanguage, touch, eye contact, through media,i.e., pictures, graphics and sound, and writing.

http://en.wikipedia.org/wiki/Hearing_(sense)http://en.wikipedia.org/wiki/Nonverbal_communicationhttp://en.wikipedia.org/wiki/Body_languagehttp://en.wikipedia.org/wiki/Sign_languagehttp://en.wikipedia.org/wiki/Paralanguagehttp://en.wikipedia.org/wiki/Haptic_communicationhttp://en.wikipedia.org/wiki/Eye_contacthttp://en.wikipedia.org/wiki/Writinghttp://en.wikipedia.org/wiki/Writinghttp://en.wikipedia.org/wiki/Eye_contacthttp://en.wikipedia.org/wiki/Haptic_communicationhttp://en.wikipedia.org/wiki/Paralanguagehttp://en.wikipedia.org/wiki/Sign_languagehttp://en.wikipedia.org/wiki/Body_languagehttp://en.wikipedia.org/wiki/Nonverbal_communicationhttp://en.wikipedia.org/wiki/Hearing_(sense)


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The importance of communication in an organizationcan be summarized as follows:

Communication promotes motivation by informing and

clarifying the employees about the task to be done, themanner they are performing the task, and how to improvetheir performance if it is not up to the mark.

Communication is a source of information to theorganizational members for decision-making process as it

helps identifying and assessing alternative course of actions.

Communication also plays a crucial role in alteringindividuals attitudes, i.e., a well informed individual willhave better attitude than a less-informed individual.

http://www.managementstudyguide.com/importance_of_motivation.htmhttp://www.managementstudyguide.com/importance_of_motivation.htm


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Communication also helps in socializing.

As discussed earlier, communication alsoassists in controlling process. It helpscontrolling organizational members behaviourin various ways.



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COMMUNICATION PROCESS



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FLOWS Downward communication :

Downward communication flows frompeople at higher levels to those at lowerlevels in the organizational hierarchy.



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Upward communication:

Upward communication travels fromsubordinates to superiors and continuesup the organizational hierarchy.



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Lateral or Horizontal communication:

Crosswise communication includes thehorizontal flow of information, amongpeople on the same or similarorganizational levels, and the diagonalflow, among persons at different levels

who have no direct reportingrelationships.



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BARRIERS PHYSICAL BARRIERS PERCEPTUAL BARRIERS

A traveller was walking down a road when he met a manfrom the next town. "Excuse me," he said. "I am hoping tostay in the next town tonight. Can you tell me what thetownspeople are like?""Well," said the townsman, "how did you find the people inthe last town you visited?"

"Oh, they were an irascible bunch. Kept to themselves. Tookme for a fool. Over-charged me for what I got. Gave mevery poor service.""Well, then," said the townsman, "you'll find them prettymuch the same here.



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EMOTIONAL BARRIERS

CULTURAL BARRIERS

LANGUAGE BARRIERS

GENDER BARRIERS



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Working activities are those tasks whichfollow the rules and procedures of contactbut no more.

Games are subtle, manipulativeinteractions which are about winning andlosing. They include "rackets" and"stamps".

Closeness is the aim of interpersonalcontact where there is a high level ofhonesty and acceptance of yourself andothers.



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CONTROLLING Control of an undertaking consists of

seeing that everything is being carried outin accordance with the plan which has

been adopted, the orders which have beengiven, and the principles which have beenlaid down.

Its object is to point out mistakes in orderthat they may be rectified and preventedfrom recurring.



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TYPES OF CONTROL Feedforward controls, sometimes called

preliminary or preventive controls, attempt toidentify and prevent deviations in the

standards before they occur. Feedforwardcontrols focus on human, material, andfinancial resources within the organization.



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Concurrent controls monitor ongoingemployee activity to ensure consistencywith quality standards. These controls rely

on performance standards, rules, andregulations for guiding employee tasks andbehaviors.

Feedback controls involve reviewing

information to determine whetherperformance meets established standards.



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FINANCIAL CONTROL Management control (as exercised in

planning, performance evaluation, andcoordination) offinancial activities aimed

at achieving desired return on investment.Managers use financial statements (abudget being the primary one), operatingratios, and other financial tools to exercise

financial control.

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BUDGETARY CONTROL Methodical control of an organization's

operations through establishment ofstandards and targets regarding income andexpenditure, and a continuous monitoring andadjustment ofperformance against them.

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Management - Communication Control