• WHAT IS COMMUNICATION

• disseminating process that involves passing on information To

masses through the media;

• transformational process that motivates and fosters growth and

mutual understanding;

• dynamic process that challenges 'what you say' and 'how you
say' at that particular moment;

• mental/psychological process of talking to oneself in mind, and

• (an) interaction process with the corporate.

• Simply put, communication is the expression of an idea, that

may be verbal, visual (nonverbal) or vocal that is read,
perceived and heard by another person. transformational
process that motivates and fosters growth and mutual
understanding;

• dynamic process that challenges 'what you say' and how you
say' at that particular moment;

• mental/psychological process of talking to oneself in mind, and

• (an) interaction process with the corporate.

Simply put, communication is the expression of an idea, that may be

verbal, visual (nonverbal) or vocal that is read, perceived and heard
by another person.

TYPES OF COMMUNICATION
 o Personal or intra-personal communication
o Interpersonal communication
o Organizational communication
o Mass communication
o Social communication
o Transformational communication
o Corporate communication
o Group communication

In Intrapersonal communication, the individual communi cates in

his/her mind through the process of thinking and feeling. By doing so,
he/she is able to process the information and seek time to establish
an understanding with others. Carl Rogers has observed that if an
individual does not practice intrapersonal communication, he/she is
likely to lose touch with himself or herself and thus suffer mental
agony. Intrapersonal communication enables an individual to shape
self-concept and develop one's convictions. It helps one to think,
plan, analyze and interpret ideas

• Interpersonal communication

involves interaction between two persons, or a small group, on a

one-to-one basis. The advantage of interacting with fewer people
makes it possible for people to open up and discuss matters to one
another's convenience. The possibility of exchange of views and
opinions on the spot makes this type of communication very valuable
to an organization.

Staff meetings, briefings about work to be carried out, feedback and

customer relations are examples of this type of communication.

• Organizational communication is at the very root of a

successfully governed, well-understood and networked
organi zation. Without a positive communication
climate, no organization can either function or survive
the complexities that besiege it everyday.
Communication takes place constantly in an organi -
zation. It is inseparable from any function in an
organization.

From the board room decision to team briefings to shop

floor instructions and departmental meetings, communication
takes place because information has to be passed on,
discussions have to take place, and work has to go on.

• Mass communication is for disseminating news about the

organization to the stakeholders and to the public.

Through staff newsletters, press releases, annual reports,

interviews to the media, the organization passes on information
about changes in policies, new projects, mergers and acquisitions,
and any information that should interest the mass about the
organization.

• Social communication occurs when people interact

with one another in groups outside the organization,
converse and share ideas in social gatherings and
generally exchange plea santries without talking shop.
While it is different to communicate within an
organization, social communication demands that
people know the social skills of greeting one another,
making oneself known to the host/hostess the
organizers, and mingle with the crowd without getting
too rigid and socially gawky. Very often businesses
happen in such social parties than in the formal
environment of an organization. One should be
equipped with the relevant skills.

• Transformational communication goes beyond trans -

actional or interpersonal communication. It originates
from the main source, the sender. The sender
conscientiously builds a larger frame of reference for a
healthy understanding to develop.

Also known as supportive communication, counsellors,

teachers, human resource managers practise transformational
comm unica tion by listening to the grievances of the employees and
seek solutions to the problems. Non-governmental organizations and
voluntary social organizations also use this type of communication to
provide succour to the disadvantaged and the needy.
The four elements of transformational communication are thinking,
sensing, intuiting and feeling (Carl Jung's psychological functions).

• Corporate communication is the way in which a

company builds and keeps contact with employees,
dealers, business houses and all stakeholders. It is a
work that is carried out not only by the board and the
CEO or the MD of the company but also by also by all
responsible employees.

All specialists from various depart ments such as advertising,

public relations, sales and marketing, finance, business
promotion, production, and human resource and planning have
to play a key role to achieve the organization's planned
objectives. Although it is the corporate communication person
who monitors the flow of information across the organi zation
and outside it and keeps contact with those who affect its life
and growth, each employee has to play a key role in enhanc ing
the organizational culture.

• Group communication occurs when meetings are held

 for face-to-face discussions on issues that affect the
working lives of employees. The group works towards
common goals and follows the norms that govern its
functioning. Verbal and non-verbal com munication skill
sets are vital to a purposeful interaction between group
members. A successful group meeting allows each
member to interact in a climate of open exchange of
thoughts without anyone disrupting the discussion or
suggestions made. The spirit of a good group lies in its
respect for shared values and beliefs. The
communication pattern is interdependent.

1. Aristotle Mode or Transmission Model

2. Shannon-Weaver Model or Reciprocal Model

Elements of Communication

Speaker
Encoding
Medium
Filteration
Decoding
Listener/audience
Why managerial communication: purpose

1. Interpersonal Role: A Manager has to liason, interact with his

superiors & subordinates, work as FIGUREHEAD. So he needs to
communicate.
2. Informational Role: As a Manager, one has to disseminate
information : It has to perform the role of a ‘Resource Head’.

• That Of Mentor : The Info is received by Manager. It scans the

information through various sources: through subordinates,
environment; through grapevine, rumours, gossips & has to keep
filtering the important information.
• That Of Spokesperson: It has to send info outside Organization &
provide them factual & opinion-bases responses.
• That Of Dissemenator : It has to, after purposeful scanning of info
collected from various sources, dissimenate the priviledged info to
relevant key personnel.

3. Decisional Role: It is responsible for making decision after careful

scanning, scrutinizing of the environment.
 4. Enterpreneurial Role: It has to develop the business, read changing
market conditions, react & grab Business opportunities available.

5. Resource Allocator: making decision about allocation, budgeting,

product development, funding for R & D.

6. Negotiator: Salary negotiation, collective bargaining, dispute

resolution.

7. Conflict Solver

• FORMS:

Oral & Written

Oral – Verbal, Non-verbal ( Gestures, Body language, Expressions.)

COMMUNICATION NETWORK : Formal, Informal,

Formal : Upward, Downward & Lateral

 Upward Communication: Msgs sent by Subordinates to superiors. It helps

superiors
know about their subordinates, the assigned work & Organizational working
Climate. JACK WELCH has given “walk the talk” mantra: an open door policy,
where managers encourage open meetings with subordinates.
1 Employees discuss their problems with Seniors.
2. Seek suggestions for improvement.
3.Sort out unsolved work problems.
4.Seek solutions to recurring conflicts.
5. Discuss steps for quick completion of projects.

Channels: Face to Face Talk, memos, reports,e-mails & Phone msgs.

Barrires : Distortion of Msg, Perceptual difference between Superiors &
Subordinates.
Advantages : Positive approaches from Superiors help thawing ice & helps
sustaining their morale & also helps converting distrustful, intriguing & scheming
employees into productive individuals.

 Downward Communication : Msg sent by superiors to juniors. It is meant for

channelizing the organization’s mission & vision from superiors to subordinates
& how they can play dynamic roles in fulfilling them. Superiors also use the
feedback system to correct the errors so that subordinates could work with the
sense of clarity, responsibility & commitment.

1. passing off info about organizational policies.

2. Pass info about relevant info, policies & culture.

 Lateral/ Horizontal Comm : Comm between employees working in same

organization. Comm between Function Area heads, Inter-departmental comm,
among workers of one dept. it is meant to keep working environment congenial.
Task Coordination, Brainstorming ideas for projects, sharing & managing
information & knowledge, a constant endeavour to build rapport & Task
coordination etc..

Disadv: Rivalary amongst members, privilance of professional rivalary,

specialiozations make people rigid about sharing or receiving info. Ego, prejudice,
jealousy & superior attitude are few things.

• Informal Communication Network

Grapevine

It is a formal comm. Network: shared personal info, career interests, things

happening in an orgn. It exists because the formal network doesn’t provide
adequate information about organizational life.

People who seek organizational power & influence, specially those who don’t have
formal hierarchical positions within he organization, attempt to gain power by
gathering key info about orgn & its members & disseminate it through grapevine.
KREPS calls them ‘Machiavellian Personality types’.

Contrary to popular belief, it is a powerful tool of orgnl comm. Mgt sometimes uses
disseminating info about organizational development through this network, to
arrest untrue rumours & unfounded fears. Modern mgt has realized the power of
grapevine & they hv moved away from rigid management structure, in which only
FORMAL LEADERS’ share info. Employees involve in the buzz & grapevine to know
about latest info.