Admission no.

:-

AEM-12/Jhar/52

Name

AMRESH KUMAR THAKUR

Address

Block-Silli, ATMA, Ranchi

Programme title

Post Graduate Diploma in Agricultural Extension Management Semester I

Semester I/II

Course code

Course 102

Course title

Communication and Diffusion of Agricultural Innovations

Name of your Study centre :

SAMETI, Ranchi, Jharkhand

Signature ................................................

Date ...............................................................

INTRODUCTION Communication is the basis for all human interactions and groups depend on it to function. Whenwe talk, it is because we have an idea or a feeling that we want to share with someone. In order to share it, someone has to hear what we are saying. Effective communication exists betweentwo people when the receiver interprets the senders messages in the same way the sender intended. The process of communication is fundamental to extension, training and passing on information.Thus learning processes, the dissemination of innovations or social change cannot be explainedwithout reference to communication.Communication can be given a broad and inclusive or a restrictive definition. It can also be seen in the light of communication as linked to or not linked to intention and judgment.

Communication can be defined as: 1. The means of sending messages 2. The transmission of information 3. That situation in which a source transmits a message to a receiver with conscious intent to affect the latters behaviours. 4. The verbal interchange of thoughts or ideas. 5. The process that links discontinuous parts of the living world together.

Communication process starts with a sender/source who has a message for a receiver. Two or more people are always involved in communication. The sender has the responsibility for the message. The sender's message travels to the receiver through one or more channels chosen by the sender. The channels may be verbal or non-verbal. They may involve only one of the senses, hearing for example, or they may involve all five of the senses: hearing, sight, touch, smell, and taste. Non-verbal communication, popularly referred to as body language, relies primarily on seeing rather than hearing. Interpersonal communication includes any verbal or nonverbal behavior that is perceived by another person. It is much more than just an exchange of words. All behaviours convey some messages and are, therefore, a form of communication. Communication is a two-way process of sending and receiving messages. Human relationships and communication are interpersonal and the interpersonal communication of messages is a twoway process.

An organisation consists of a group of people who work together to achieve a common purpose. It can consist of two people or two million people, and can be structured as a small business or an army, corporation, government or church. An organisation is bigger than the individuals and groups that comprise it, but smaller than the society that gives it its context and environment.

In this assignment we will try to understand what makes communication work within an organisation, and what prevents or distorts communication within an organisation. Because the organisation is not sealed off from the outer world, we may also see overlaps in content and approach between this chapter and the coverage on customer communication, public communication and mass communication. This assignment has been prepared from descriptive secondary information searched by reviewing literature about Communication and

Organizational Cummunication (OC), published in research journals in the form of research articles, research reports of various organizations and books of Orgainsational Cummincation scholars on this topic.

CONCEPT OF ORGAINSATIONAL COMMUNICATIONS Organisational communication is difficult to define. Richmond and McCroskey (2009) describe it as the process by which individuals stimulate meaning in the minds of other individuals, by means of verbal and nonverbal messages in the context of a formal organisation. Pace and Faules (1994) suggest it is the display and interpretation of messages among communication units who are part of a particular organisation. An organisation is comprised of communication units in hierarchical relations to each other and functioning in an environment. Most scholars would agree that an organisation involves a social collectively (or a group of people) in which activities are coordinated in order to achieve both individual and collective goals. By coordinating activities, some degree of organisational structure is created to assist individuals in dealing with each other and with others in the larger organisational environment. With regard to communication, most scholars would agree that communication is a process that is transactional (i.e., it involves two or more people interacting within an environment) and symbolic (i.e., communication transactions stand for other things, at various levels of abstraction). To study organisational communication, then, involves understanding how the context of the organisation influences communication processes and how the symbolic nature of communication differentiates it from other forms of organisational behaviour. Choosing the most appropriate channel for given message will help it reach the right Managers have traditionally spent the majority of their time communicating in one form or another (meetings, face-to-face discussions, memos, letters, e-mails, reports, etc.). Today, however, more

and more employees find that an important part of their work is communication, especially now that service workers outnumber production workers and research as well as production For these reasons, communication practices and technologies have become more important in all organizations, but they are perhaps most important in knowledge-intensive organizations and sectors and, as such, are of great significance to science organizations and to public science management. The study of organizational communication is not new, but it has only recently achieved some degree of recognition as a field of academic study. It has largely grown in response to the needs and concerns of business. The first communication programs were typically located in speech departments, but most business schools now include organizational communication as a key element of study. The study of organizational communication recognizes that communication in organizations goes far beyond training managers to be effective speakers and to have good interpersonal communication skills. Moreover, it recognizes that all organizations, not just business organizations, have communication needs and challenges.

Adapted from Shannon and Weaver (1949)

Harvard Business Reviews (1993): The Articulate Executive divide communication at the micro, meso, and macro levels; formal and informal communications; and internal organizational communication practices (newsletters, presentations, strategic communications, work direction, performance reviews, meetings) as well as externally directed communications (public, media, inter-organizational). Innovation, organizational learning, knowledge management, conflict management, diversity, and communication technologies are also addressed. As a new academic discipline, organizational communication is struggling to develop and convey some sense of coherency across these many areas. In addition to its fragmented nature, organizational communication, perhaps more than any other aspect of organizational theory and practice, has been subject to dramatic change. As organizations increased in size, formal top-down communication became the main concern of organizational managers. Organizational

communication in todays organizations has not only become far more complex and varied but more important to overall organizational functioning and success.

Numerous pathways, channels or media can be used to convey messages within organisations. Communication channels such as memos, email, voicemail, instant messaging, formal and informal meetings, noticeboards, suggestion boxes, 360 feedback, focus groups, plenary briefings, supervisor or team leader briefings, closed-circuit telecasts, video recordings, newsletters, charts and posters, management by walking around (MBWA), the grapevine or rumour mill, position papers, ombudsmen, blogs and websites as accomplish different activities. COMMUNICATION FLOWS In understanding organisations and the patterns of communication within them, one of the critical concepts is directionality. Vertical communication refers to sending and receiving messages between the levels of a hierarchy, whether downward or upward. Vertical communication occurs between hierarchically positioned persons and can involve both downward and upward communication flows. Downward communication is more prevalent than upward communication. Larkin and Larkin (1994) suggest that downward communication is most effective if top managers communicate directly with immediate supervisors and immediate supervisors communicate with their staff. A wealth of evidence shows that increasing the power of immediate supervisors increases both satisfaction and performance among employees. One way to give supervisors power is to communicate directly with them and to have them provide input to decisions. Ensuring that supervisors are informed about organizational issues/changes before staff in general, and then allowing them to communicate these issues/changes to their staff, helps reinforce their position of power. When the supervisor is perceived as having power, employees have greater trust in the supervisor, greater desire for communication with the supervisor, and are more likely to believe that the information coming from the supervisor is accurate Downward communication, used mainly to communicate messages from the more powerful to the less powerful, is perhaps the most common form of communication in organisations. Such communication involves instructions, budget approvals or nonapprovals, policy statements, variations in standard operating procedures and notification of other changes, general announcements, briefings, and expression of goals, objectives and mission statements. These messages may be transmitted via memos, email, notices and other individual-to-group or individual-to-individual channels; or they may be conveyed indirectly, passed on by others in the hierarchy. been widely used to

During the transfer, the original message may be edited, augmented, reduced, explained or distorted. Upward communication: Upward communication aims to inform senior management of what is going on at subordinate levels. This type of communication includes progress reports, suggestions, explanations, and information and data necessary for making decisions. Upward communication may in some circumstances be even more important than downward communication. Upward communication channels convey data about and from customers, data about production of goods and services, and the intelligence that is needed in the day-to-day operation of an organization. Upward communication can also be a fertile source of new ideas and creative problem solving, primarily because people in the lower parts of a hierarchy are closer to specific problems and may be more aware of practical solutions than people further up the hierarchy.

Linear/ Horizontal communication is the type taking place between two or more employees of equal or similar rank in their daily activities. While the planning and control functions mostly require vertical communication, the guidance and coordination functions require linear communication. Linear communication usually arises from work flow relations, communication between work groups, relations between work groups and group members from different departments, and senior relations. The principal goal of linear communication is organizational coordination and problem-solving. In this way, organizational communication becomes simpler and more efficient. Another benefit of linear communication is the development of senior level and functional relations among the members. Linear communication has important factors for efficient communication. The most important reason for this is that linear communication allows the fulfilment of tasks anywhere within an organization. It is commonly used for intra organizational communication. It is also used for coordinating activities, convincing other managers of the same rank, and finding out about activities and emotions. Linear communication is an important means of controlling the idea of authoritarian leadership. At the same time, it contributes to a favourable climate of organizational communication and improves coordination. Managers of equal rank can cooperate without needing instructions from senior levels through linear communication. Linear communication is needed for solving the problems of such departments as production, marketing, human resources, accounting-finance, public relations, etc, ensuring coordination, and speeding up the functioning. Linear communication does away with the waste of time caused by formal communication and is based on mutual trust.

Diagonal communication cuts across vertical and horizontal dimensions. For example, a junior staff member may go over the head of his or her immediate superior and telephone, email or visit a senior technical expert in another area to get information (note in particular these interactions in the informal organisation). Wilson (1992) found that in low-performing organisations, staff used diagonal communication to seek information on the proper application of existing job procedures, while in high-performing organisations, staff used diagonal communication to seek information needed to solve complex and difficult work-related problems. While diagonal communication may be a sign of flexibility for example, in organic organisations it will obviously cause problems and perhaps chaos if taken to extremes. This is the type of communication taking place between managers and subordinates of different functional units. It is not come across in many offices. In fact, diagonal communication enables different units to better understand each others responsibilities and facilitates collaboration. Diagonal communication is particularly needed in companies focusing on group work, so that participation can yield useful results. In problemsolving or process development, work groups need to see and identify their problem from various angles in order to fully analyze it and come up with solutions. Therefore, the more common diagonal communication is, the more useful it becomes. Those working with diagonal communication are open to self-improvement and can assess their work from various dimensions. Diagonal communication also raises empathy in peoples relationships PROCEEDINGS OF WORLD ACADEMY OF SCIENCE, ENGINEERING
AND T

EFFECTIVE COMMUNICATIONS METHODS IN AN ORGANISATION Effective communication in organization increases productivity, decreases employee turnover and improves office atmosphere. Whether a supervisor or regular employee at the organization, the better you communicate--as difficult as it might be at times--the better working relationships you'll have. Not everyone, however, comes from strong communication backgrounds, so it's important to bring new employees up to speed on important communication methods. After all, a few communicators in the workplace don't render the same results as 10 communicators in the workplace. Listening In the business world, listening goes much farther than speaking and is undoubtedly the most important component of effective communication in an organization. When interacting with others, listening will help you avoid confusion, understand tasks more clearly and generate an overall positive connection with the person to whom you're speaking. Additionally, if you don't listen to people, they won't listen to you. Listening extends far beyond hearing and understanding words. It involves offering positive body language to speakers so they know you are listening. These signals include making eye contact, nodding in understanding or agreement, standing or

sitting in a welcoming and approachable way, and not interrupting. All of these elements fall into the listening category because they serve to ensure the speaker that you understand and are interested. Using these techniques every day will go a long way with your co-workers. Benefits include a cordial environment, people listening when you speak, and improving office communication. Speaking Words are powerful. Speaking is an art form not to be taken lightly, regardless of how flippantly many of your co-workers might use their words. That's why it's important to allow others to speak first. Gather every opinion in the room, think about what you hear, write notes if you want to, and answer accordingly. If at the end of your deliberation you have something to say or if you disagree with something that was decided upon, it's time to speak up. Take a deep breath and begin by affirming what others have said in the meeting, using your notes if you need to. Point out what you like about certain ideas and then, if necessary, what you don't like. After spending time on what's been discussed, you should state your opinion plainly, clearly and tactfully. Give reasons, evidence and statistics for the things you say. Wrap up your comments with a recap of the meeting and your opinions. It's impossible to predict how a conversation will unfold, but if you loosely follow these guidelines--acknowledge others' thoughts, agreed and disagreed points, your opinions and a conclusion--your comments in meetings will go farther than you ever imagined. Preparation Preparation in every situation paves the way for effective communication. Before every phone call, business meeting, conference, interview or predetermined conversation, brief yourself on the components of the meeting before even thinking about moving forward. Write down things you want to discuss, questions you want to ask and points you want to make. This tactic translates into productivity, professionalism and respect from others. If you practice this method every day in all situations, you will find yourself facilitating meetings more often than not, so if you are a regular employee who is always prepared and knowledgeable, advancement is not far on the horizon. Preparedness not only benefits your organization, it benefits your career and your interactions with co-workers. IMPORTANCE OF ORGANIZATIONAL COMMUNICATION Views of organizational communication can be categorized as those that view organizational communication as one aspect of an organization versus those that see it as the underlying basis of the organization itself. In many ways, organizations have evolved in directions that make the latter view more appropriate. Changes confronting organizations and the associated changes in organizational forms have made organizational communication increasingly important to overall organizational functioning. For example:

 Work is more complex and requires greater coordination and interaction among workers The pace of work is faster Workers are more distributed Simultaneous, distributed work processes are more common Knowledge and innovation are more critical to an organizations competitive advantage Communication technologies and networks are increasing They see communication as having three primary functions: Coordination and regulation of production activities This function of communication has changed the most over time. In traditional bureaucratic views of the organization, prescription clearly communicating behavioral expectations and the behavioural consequences associated with complying or not complying with these expectationsand monitoring are considered to be the basis of organizational order and control. This function of organizational communication was seen as involving fairly proceduralized, ruleoriented, one-way, top-down communication. Tasks in many organizations have become more complex, less routine and repetitive, tightly coupled, and interactive (Perrow 1986) and, as such, the traditional bureaucratic view of organizational communication is no longer sufficient. Production activities of this nature require dynamic, reciprocal, lateral communications between production workers and nonroutinized, two-way, vertical communications between production workers and managers. Communication as a means of coordination and regulation becomes more important, complex, and difficult. Socialization The socialization function of communication is stressed in the humanrelations perspective of organizations (see Chapter 1) which asserts that capturing the hearts and minds of organizational members is necessary to effectively coordinate organizational action in the pursuit of collective organizational goals. Communication directed at socializing organizational members focuses on articulating and reinforcing organizational values and aligning individual goals with organizational goals. It is directed at establishing an appropriate organizational culture and climate. This form of communication cannot be one-way or top-down. It must occur reciprocally between organizational leaders and organizational members. Innovation The organizational communication literature is increasingly addressing the importance of communication in promoting innovation as well as control and coordination. Communication to promote innovation is associated with strong communication within and beyond the organization.

This approach focuses on the functional goals of organizational communication, rather than on the near-term outcomes of particular acts of communication, such as to make a decision, to persuade, or to resolve a conflict. The more specific functions of specific acts of communication or sets of communication exchange (decision-making, informing, persuading, negotiating, problem-solving) are subsumed into each of the three higher-level functional objectives.

BARRIERS TO EFFECTIVE COMMUNICATION

A. Physical barriers Internal structure of the organization and layout of office machines and equipments creates physical barriers in communication a) Distance: communication is found obstructed in long distance. Like communication between America and Nepal. b) Noise: it is from external sources and affects the communication process. Noise negatively affects the accuracy c) Physical arrangement: the physical arrangement of organizational sources like men, money, material and machine obstruct the communication process.

B. Semantic barriers The use of difficult and multiple use of languages, words, figures, symbols create semantic barriers. a) Language: we can find some words having different meaning. As meaning sent by the sender can be quite different from the meaning understood by the receiver. Long and complex sentences creates problem in communication process. b) Jargons: technical or unfamiliar language creates barriers to communication that may be drawn from the literature. So message should be simple and condensed as far as possible so that no confusion creation will be there to the receiver.

C. Organizational barriers It is raised from the organizational goals, regulations, structure and culture. a) Poor planning: it refers to the designing, encoding, channel selection and conflicting signals in the organization. b) Structure complexities:- difficult organizational structure barrier for free flow of information. Appropriate communication process must be used.

c) Status differences: it creates barrier for communication. Superior provides information to the subordinate about plans and policies. Different information is provided by different subordinates who create barrier in communication. d) Organizational distance:- distance between sender and receiver also creates barriers to effective communication. e) Information overload: if superior provides too much information to the subordinate in short period receiver suffers from information overload which creates barriers to effective communication. f) Timing: communication can be obstructed if not done on time. If the information is not provided in time it creates barriers to effective communication.

D. Psychological barriers It is the barriers to effective communication created from the lack of interest of the people from whom the communication is meant. People do not pay attention to the communication which are not interesting to them and which do not fulfill their want. a) Perception: it is the process of accepting and interpreting the information by the receiver. People receive things differently for a various number of reasons. b) Filtering: communication some time filters the negative information to make it more favorable to the receiver. In this process, knowingly or unknowingly some valuable information may be disposed. c) Distrust: superior provides information or message to the subordinates to their own view, ideas and opinion which create obstruction in communication. d) Emotions: emotion also creates barriers to effective communication like anger, het, mistrust, jealousy etc. e) Viewpoint: it also creates barriers to effective communication. It the receiver doesnt clear the message and ignore without hearing, the message may create obstructions. f) Defensiveness: if the receiver receives the message as threat and interprets that message in the same way, it creates barriers to effective communication.

CONCLUSION Everyone is always in communication , regardless of age, gender, religion, economic status or ethnic background, because human beings have the ability to communicate with each other in theirs way and also communication tools. With communication, someone can interact and socialize. Organization needs communication to streamline their tasks. Communication in the organization called as formal organization. Communication in the organization is the sending

process and receiving all the organizations message through formal and informal group in the organization. Organizational communication is an administrative function crucial especially for executives in the implementation of organizational and administrative functions. Executives spend a significant part of their time on communicative activities. Doing his or her daily routine, arranging meeting schedules, speaking on the telephone, reading or replying to business correspondence, or fulfilling the control functions within the organization, an executive typically engages in communication processes.

REFERENCES H. Widhiastuti 2012. The Effectiveness of Communications in Hierarchical Organizational Structure. International Journal of Social Science and Humanity, Vol. 2, No. 3. W. Barker, Listening Behavior : Defination andMeasurement, in Communication Yearbook 8, ed R N Bostrom: Beverly Hills, CA : Sage Publications, 1984. M. Altnz. 2009. An Overall Approach to the Communication of Organizations in Conventional and Virtual Offices. International Journal of Human and Social Sciences 4:3 2009. Richard H. Hall; Organization Structure and Process, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1977, p., 270. http://notes.tyrocity.com/chapter-10-barriers-to-effective-communication-business-studiesxii/#ixzz2dU5GIaJh