TYPES OF

COMMUNICATION
•INTERNAL

•EXTERNAL
 INTERNAL COMM.
• STRUCTURED COMM. WITHIN
ORGANISATION DIRECTLY RELATED
TO GOALS.

• BETWEEN MEMBERS OF SAME ORG.

 INTERNAL COMM.
• FORMAL
2. VERTICAL: UPWARD & DOWNWARD
3. HORIZONTAL OR LATERAL.
4. CONSENSUS
• INFORMAL
6. PERSONAL
7. GRAPEVINE
 DOWNWARD COMM.
• IMPORTANCE
2. GIVE SPECIFIC DIRECTIVES.
3. EXPLAIN POLICIES & PRCEDURES.
4. APPRISE SUBORDINATES.

• LIMITATIONS
7. UNDER-/OVER-COMMUNICATION.
8. DELAY.
 HORIZONTAL COMM.
• IMPORTANCE
2. PROMOTES UNDERSTANDING & CO-
ORDINATION AMONG DEPTS.

• LIMITATIONS
5. OVER-FRIENDLINESS.
6. DOMINATION.
 CONSENSUS
• IMPORTANCE
2. UNANIMOUS DECISIONS.
3. AVOIDS CONFLICTS.

• LIMITATIONS
6. POSSIBLE STIFLING OF DISSENT.
7. CONSPIRACY FOR FALSE DECISION.
 GRAPEVINE
• IMPORTANCE
2. SAFETY VALVE.
3. INCREASES SOLIDARITY.
4. QUICK TRANSMISSION & FEEDBACK

• LIMITATIONS
7. DISTORTION.
 UPWARD COMM.
• IMPORTANCE
2. PROVIDES FEEDBACK.
3. OUTLET FOR EMOTIONS.
4. PROMOTES HARMONY.
• LIMITATIONS
6. FEAR OF CRITICISM.
7. DISTORTION OF FACTS.
8. RELUCTANCE.
 EXTERNAL COMM.
• WITH OTHER BUSINESS HOUSES,
BANKS, GOVT OFFICES, PRESS,
CUSTOMERS & PUBLIC.
 CASE STUDY - 1
1. At the conclusion of a long & bitter strike,
the Timms Manufacturing Co. found
through a survey that a strong majority of
community residents sided with the
Union. Give a probable explanation.
What would you suggest the Co. do to
regain the lost goodwill?
 CASE STUDY - 2
• Mary Cabot is one of 12 workers. She has strong leadership
qualities and all her co-workers look up to her. She
dominates conversations and expresses strong view points
on most matters. Although a good worker, her dominating
character has caused problems for you, the new supervisor.
Today you have directed your subordinates to change a
certain work procedure, which has proven superior. Soon
after, you notice the workers talking with Mary. In a few
minutes she appears in your office. “ We thought it over.
Your production change won’t work.” What is happening?
How will you handle the situation?
 CASE STUDY - 3
Supervisor: “ You stupid or something? I’ve
told you in clear, simple English what to do.
I can’t make it any simpler.”
Worker: “I’m sorry. I don’t understand your
explanation.”
 BARRIERS TO COMM.
• PHYSICAL
• BODY LANGUAGE
• LANGUAGE
• CULTURAL
• SENDER-ORIENTED
• RECEIVER-ORIENTED
• LISTENING
• EMOTIONS & RELATIONSHIPS
 PHYSICAL BARRIERS
1. NOISE.
2. PSYCHOLOGICAL NOISE OR
SUBJECTIVE STRESS.
3. ENVIRONMENTAL STRESS.
4. IGNORANCE OF MEDIUM.
 BODY LANGUAGE
• FACIAL EXPRESSIONS
• GESTURES
• EYE CONTACT
• MOVEMENTS
 LANGUAGE BARRIERS
• CHOICE OF WORDS – (OFFENSIVE)
• INTONATION
• NON-COMPREHENSION- (BOMBASTIC,
PRONUNCIATION, ACCENT)
• DIFFERENT LANGUAGE/DIALECT
• DIFFERENT MEANINGS
 CULTURAL BARRIERS
• CUSTOMS
• ETIQUETTE
• MANNERISMS
 SENDER-ORIENTED
• BADLY EXPRESSED MESSAGE
• OVER-/UNDER-COMMUNICATION
• SELF IMAGE
• PREJUDICES
• STATUS CONSCIOUSNESS
• OPINIONS,ATTITUDES & BELIEFS
 RECEIVER-ORIENTED
• INATTENTIVE LISTENING
• POOR RETENTION
• BEING JUDGEMENTAL
• MENTAL ATTITUDE
 LISTENING
• EGO
• FEAR & ANXIETY
• “I KNOW IT ALL” – OVER CONFIDENCE
• STRESS
EMOTIONS/ RELATIONSHIPS
• EMOTIONAL REACTIONS
• INTER-PERSONAL RELATIONSHIP