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Communicating
A. What is communication?
Organizations are totally reliant on communication, which is defined as the exchange of ideas, messages, or
information by speech, signals, or writing. Without communication, organizations would not function. If communication
is diminished or hampered, the entire organization suffers. When communication is thorough, accurate, and timely, the
organization tends to be vibrant and effective.
Communication is central to the entire management process for four primary reasons:
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Communication is a linking process of management. Communication is the way managers conduct the
managerial functions of planning, organizing, staffing, directing, and controlling. Communication is the heart of
all organizations
Communication is the primary means by which people obtain and exchange information. Decisions are often
dependent upon the quality and quantity of the information received. If the information on which a decision is
based is poor or incomplete, the decision will often be incorrect.
The most time-consuming activity a manager engages in is communication. Managers spend between 70 to 90
percent of their time communicating with employees and other internal and external customers.
Information and communication represent power in organizations. An employee cannot do anything
constructive in a work unit unless he or she knows what is to be done, when the task is to be accomplished, and
who else is involved. The staff members who have this information become centers of power.
The ability to communicate well, both orally and in writing, is a critical managerial skill and a foundation of effective
leadership. Through communication, people exchange and share information with one another and influence one
another's attitudes, behaviors, and understandings. Communication allows managers to establish and maintain
interpersonal relationships, listen to others, and otherwise gain the information needed to create an inspirational
workplace. No manager can handle conflict, negotiate successfully, and succeed at leadership without being a good
communicator.
B. Functions of communication
Communication may be used to serve any of the following functions:
1. Information function – Information provided through communication may be used in decision-making at various
work levels in the organization.
e.g. A construction worker, may be given instructions on the proper use of certain equipment. (this will
provide him a guide in deciding which equipment to use in particular circumstances).
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Motivating function – communication is also used as a means to motivate employees to commit themselves to
the organization’s objectives. When objectives are clearly stated, direction is provided and achieving them
becomes a matter.
3. Control function – when properly communicated, reports, policies and plans define roles, clarify duties,
authorities and responsibilities. When this happens, effective control is facilitated.
4. Emotive function – when feelings are repressed in the organization, employees are affected by anxiety, which in
turn, affects performance. Whatever type of emotions are involved, whether satisfaction, dissatisfaction,
happiness, or bitterness, communication provides a means to decrease the internal pressure affecting the
individual.
C. The Communication Process
Since communication is the interpersonal transfer of information and understanding from one person to
another, it is a linked social process of sender, encoding, medium, decoding, receiver, and feedback.
The key parts of the communication process are as follows:
1. The Sender – initiates message
2. Encoding – translating thought to message
 Choice of words, gestures, or other symbols for encoding depends on the nature of the message:
 Technical or nontechnical
 Emotional or factual
 Visual or auditory
3. The Message – what is communicated
4. The Channel – the medium the message travels through
Selecting a Medium
 Face-to-face conversations
 Telephone calls
 E-mails
 Memorandums
 Letters
 Computer reports
 Photographs
5. Decoding – the receiver’s action in making sense of the message
6. The Receiver – person who gets the message
7. Noise – things that interfere with the message
To deal with noise:
 Make messages more understandable.
 Minimize and neutralize sources of interference.
8. Feedback – a return message regarding the initial communication
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Bulletin boards
Meetings
Organizational publications
News releases
Press conferences
Advertising
Figure I. The communication process
D. Forms of communication
Communication consists of two major forms:
1. Verbal communication
2. Non-verbal Communication
1. Verbal Communication – are those transmitted through hearing or sight. These modes of transmission
categorizes verbal communication into tow classes: oral and written
1.a. Oral communication – involves hearing the words of the sender. For example, oral communication skills are
used when a manager must make sales presentations, conduct interviews, perform employee evaluations, and hold
press conferences. Although sometimes, opportunities are provided for seeing the sender’s body movements, facial
expression, gestures and eye contact. Sometimes feeling, smelling, tasting and touching are involved.
1.b. Written communication – the sender seeks to communicate through the written word. It is sometimes
preferred over oral communication because of time and cost constraints. When a sender, for instance, cannot
personally meet or call the receiver due to some reason, a written letter or memo is prepared and sent to the
receiver. The sender of a written communication has also the advantage of reaching mass audiences. The major
limitation of written communication is that the sender does not know how or if the communication is received
unless a reply is required.
- Apart from the written letter, written communication also takes the form of leaflets, pamphlets, books,
billboards, newspapers, magazines and the like.
2. Non-verbal Communication – the means of conveying message through body language, as well as the use of
time, space, touch, clothing, appearance and aesthetic elements. Body language consists of gestures, bodily
movement, posture, facial expression, and mannerism of all kinds.
The actions of management are especially significant because subordinates place more confidence in what
managers do than what they say. Unless actions are consistent with communication, a feeling of distrust will
undermine the effectiveness of any future social exchange.
Body Language
Facial Expression
Frown
Smile
Raised eyebrows
Narrowed eyes, pursed lips
Eye contact
Glancing
Steady
Gestures
Pointing finger
Folded Arms
Arms at side
Hands uplifted outward
Body Postures
Fidgeting, doodling
Hands on hips
Shrugging shoulders
Squared stance of shoulders
Fidgeting, biting lip, shifting, jingling
money
Interpretation
Displeasure, unhappiness
Friendliness, happiness
Disbelief, amazement
Anger
Interest
Active listening, interest, seduction
Authority, displeasure, lecturing
Not open to change, preparing to speak
Open to suggestions, relaxed
Disbelief, puzzlement, uncertainty
Boredom
Anger, defensiveness
Indifference
Problem solving, concerned, listening
Nervousness
Figure II. Commonly Accepted Interpretations of Various Forms of Body Language
E. Barriers to communication
Various factors may impede the efficient flow of communication. Any or all of these factors may, at any stage,
derail the process. Even if the message is transmitted by the channel, the timing and the meaning of the message
may be affected by the factors.
The barriers to communication may be classified as:
1. Personal barriers
2. Physical barriers; and
3. Semantic barriers
1. Personal barriers – hindrances arising from the communicator’s characteristics as a person, including emotions,
values, poor listening habits, gender, age race, socio-economic status, religion, education, and others.
2. Physical barriers – interference to effective communication occurring in the environment where the
communication is undertaken. It includes distances between people, walls, a noisy sound system near a
telephone, and the like. A communication channel that is overloaded may also prevent important information to
reach the intended user.
3. Semantic barriers – interference with the reception of a message that occurs when the message is
misunderstood even though it is received exactly as transmitted. Words, pictures or actions are symbols that
suggest certain meanings. When the wrong meaning has been chosen by the receiver, misunderstanding occurs.
Overcoming barriers to communication
When communication barriers threaten effective performance, certain measures must be instituted to eliminate
them. The following are recommended:
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Use feedback to facilitate understanding and increase the potential for appropriate action.
Repeat messages in order to provide assurance that they are properly received.
Use multiple channels so that accuracy of information may be enhanced.
Use simplified language that is easily understandable and which eliminates the possibility of people getting
mixed-up meanings.
F. Techniques for communicating in organizations
Communication may be classified as to the flow of the message which are as follows:
1. Downward communication
2. Upward communication
3. Horizontal communication
1. Downward communication – the message flow from the higher levels of authority to lower levels. The
purposes of downward communication are:
1.1. To give instructions
1.2. To provide information about policies and procedures
1.3. To give feedback about performance; and to indoctrinate or motivate
The techniques used in downward communication are as follows:
a.
b.
c.
d.
Letters – are appropriate when directives are complex and precise actions are required.
Manuals – useful sources of information regarding company policy, procedures, and organizations.
Handbooks – provide more specific information about the duties and privileges of the individual worker.
Newsletters – a mixture of personal, mental and work-related information. Articles about new hiring,
promotion, birthdays of employees, question and answers about work related issues are presented.
2. Upward communication – refers to message flowing from the persons in the lower-level positions to persons in
higher lever positions. The messages usually sent provide information on work progress, problems encountered,
suggestions for improving output, and personal feelings about work and non-work activities.
The techniques in upward communications are as follows:
a. Formal grievance procedures – grievances are part of a normally operating organization. To effectively deal
with them, organizations maintain a system for employees to air their grievances.
- A grievance includes any employee’s concern over a perceived violation of the labor agreement
that is submitted to the grievance procedure for eventual resolution. Grievances represent an
open, upward communication channel whereby employees can offer suggestions to
management. Companies with a Collective Bargaining Agreement (CBA) must refer to the
grievance procedure spelled out in the law on labor relations.
b. Employee attitude and opinion surveys – finding out what the employees think about the company is very
important. The exercise however requires expertise and the company may not be prepared to do it. If the
organization’s operation is large enough to justify such activity, then it must be done. If the assistance of an
outside research firm is considered, a benefit-cost analysis will be most useful in determining the right
action to consider.
c. Suggestion systems- suggestions from employees are important sources of cost-saving and production
enhancing idea
d. Open-Door Policy – provides the management with an opportunity to act on difficulties before they become
full-blown problems.
e. Informal Gripe Sessions – informal gripe sessions can be used positively if management knows how to
handle them. When employees feel free to talk and they are assured of not being penalized for doing so,
then management will be spared of using lots of efforts in determining the real causes of problems in the
company.
f. Task forces – when a specific problem or issue arises, a task force may be created and assigned to deal with
the problem or issue. Since membership of task forces consists of management and non-management
personnel, integration and teamwork are fostered, creativity is enhanced, and interpersonal skills are
developed.
g. Exit interview – when employees leave an organization for any reason, it is to the advantage of
management to know the real cause of such action. If there are negative developments in the organization
that management is not aware of, exit interviews may provide important clues.
3. Horizontal Communication – refers to messages sent to individuals or groups from another of the same
organizational level or position.
The purposes of horizontal communication are:
3.1. To coordinate activities between departments;
3.2. To persuade others at the same level of organization;
3.3. To pass on information about activities or feelings.
The techniques appropriate for horizontal communications are:
a. Memo
b. Meetings
c. Telephones
d. Picnics dinners and
e. Other social affairs.
Figure III. The Flow of Communication
G. Management Information System
A Management Information System (MIS) is a planned system of the collection, processing, storage and
dissemination of data in the form of information needed to carry out the management functions. In a way, it is a
documented report of the activities that were planned and execute. It is an organized means of providing past,
present and projected information of the company’s internal operations and external intelligence for use in decision
making.
The MIS used currently by corporate firms consists of written and electronically based systems for sending
reports, memos, bulletins, and the like. The system allows managers of the different departments within the firm to
communicate with each other.
The purposes of MIS are as follows:
1. To provide a basis for the analysis of early warning signals that can originate both externally and internally.
2. To automate routine clerical operations like payroll and inventory reports;
3. To assist managers in making routine decisions like scheduling orders, assigning orders to machines, and
recording supplies; and
4. To provide the information necessary for management to make strategic or non-programmed decisions.
Manufacturing
Finance
Engineering
Marketing
MANAGEMENT
INFORMATION
SYSTEM
Personnel
Research and
Development
Figure IV. The Management Information System and the Various Departments of the Organizations