Bukidnon State University

Malaybalay City

COLLEGE OF BUSINESS
PA 203
Human Behaviors in Organization and Gender and Development

Presenter :Nestor C. Delig

Topic :Communication in Organization
Professor : MR. RYAN CHRIS C. HANDUGAN, DPA (Cand.)
Date :June 27, 2020

Learning Objectives:
 Discuss the nature of communication in organizations.
 Identify and describe the primary methods of communication.
 Describe the communication process.
 Note how information technology affects communication.
 Identify and discuss the basic kinds of communication networks.
 Discuss how communication can be managed in organizations.

Topic Outline
 The Nature of Communication in Organizations
 Methods of Communication
 The Communication Process
 Digital Information Processing and Telecommunications
 Communication Networks
 Managing Communication

“Communication to a relationship is like oxygen to life. Without it… it

dies.” by Tony Gaskins.

THE NATURE OF COMMUNICATION IN ORGANIZATIONS

Communication:

- Is the social process in which two or more parties exchange information

and share meaning.
(Note: Communication has been studied from many perspectives. In this
section, we provide an overview of the complex and dynamic
communication process and discuss some important issues relating to
international communication in organizations.)

The Purposes of Communication in Organizations

1. Achieve coordinated action.

2. Sharing of information
3. Expresses feelings and emotions.

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Communication Across Cultures

- Communication is an element of interpersonal relations that obviously is

affected by the international environment, partly because of language
issues and partly because of coordination issues.

Language:
- Differences in languages are compounded by the fact that the same word
can mean different things in different cultures.
( For example, Chevrolet once tried to export a line of cars to Latin
America that it called the “Nova” in the United States, but then found
that “no va” means “doesn’t go” in Spanish—not the best name for an
automobile! Similarly, just as KFC was about to launch a major new
advertising campaign in China a local manager pointed out that the
firm’s long-time American slogan “Finger Lickin’ Good” meant “Eat Your
Fingers Off” when translated directly into Chinese.)
- Body Language, the process of communicating nonverbally through
conscious or unconscious gestures and movements.

Coordination:
- International communication is closely related to issues of coordination.
(Note: The examples are more on foreign experiences.)( Example ate
chesa her nature of work)
Note : Agro-industrial project, chairman is foreigner such as Portuguese
and America and Chines.
METHODS OF COMMUNICATION

Written Communication:
- The sending of messages, orders or instructions in writing through
letters, circulars, manuals, reports, telegrams, office memos, bulletins,
etc. It is a formal method of communication and is less flexible.
Examples: E-mail, office memorandum, or memo, reports and manuals.
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Oral Communication:
- Is the process of verbally transmitting information and ideas from one
individual or group to another. Oral communication can be either
formal or informal.
(Note: Oral forms of communication are particularly powerful because
they include not only speakers’ words but also their changes in tone,
pitch, speed, and volume and may be accompanied by facial expressions
and gestures). Example: Miss Jecel, She prefers to be said God bless
than good luck by somebody.

Nonverbal Communication:
- Communication without the use of spoken language. Nonverbal
communication includes gestures, facial expressions, and body
positions (known collectively as “body language”),(Note: Action speaks
louder than words)
- Facial expressions have been categorized as (1) interest-excitement, (2)
enjoyment-joy, (3) surprise-startle, (4) distress-anguish, (5) fear-terror,
(6) shame-humiliation, (7) contempt-disgust, and (8) anger-rage. The eyes
are generally the most expressive component of the face.

THE COMMUNICATION PROCESS

Is a social process in which two or more parties exchange information

and share meaning. The process is social because it involves two or more
people. It is a two-way process and takes place over time rather than
instantaneously.

Source
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 - Is the individual, group, or organization interested in communicating
something to another party.

Encoding

- Is the process by which the message is translated from an idea or

thought into transmittable symbols. The symbols may be words,
numbers, pictures, sounds, or physical gestures and movements.

Transmission

- Is the process through which the symbols that represent the message are
sent to the receiver. The medium is the channel, or path, of
transmission.
(Example: Medium for face-to-face conversation is sound waves, for
conversation conducted over the telephone involves not only sound
waves but also electrical impulses and the lines or networks that connect
the two phones.)
- It is important that a sender choose the medium that is most likely to
correspond to the type of message that needs to be sent and understood.

Decoding

- Is the process by which the receiver of the message interprets its

meaning. The receiver uses knowledge and experience to interpret the
symbols of the message; in some situations, he or she may consult an
authority such as a dictionary or a code book. Up to this point, the
receiver has been relatively inactive, but the receiver becomes more
active in the decoding phase.

Receiver

- Is the individual, group, or organization that perceives the encoded

symbols; the receiver may or may not decode them to try to understand
the intended message. The receiver decides whether to decode the
message, whether to make an effort to understand it, and whether to
respond.
- The key skill for proper reception of the message is good listening. The
receiver may not concentrate on the sender, the message, or the medium
such that the message is lost.
(Note: Listening in active, Concentration and effort of the receiver.
Emotion is part of the message.)
(Example: First, the emotions may be part of the message, entering into
the encoding process. Second, as the message is decoded, the receiver
may let his or her emotions perceive a message different from what the
sender intended. Third, emotion-filled feedback from the intended
receiver can cause the sender to modify her or his subsequent message.)

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Feedback

- Is the process in which the receiver returns a message to the sender that
indicates receipt of the message.
-  is essential in communication so as to know whether the recipient has
understood the message in the same terms as intended by the sender
and whether he agrees to that message or not. (Note: Feedback in a form
of Verbal or Non-verbal. It is always used in M and E process).( Example,
MMT experience)

Noise

- Is any disturbance in the communication process that interferes with or

distorts communication.
- Noise can be introduced at virtually any point in the communication
process. The principal type, called channel noise, is associated with the
medium.
(Example: A dropped cell phone call, an e-mail virus, and a traditional
letter getting lost in the mail, noisy machinery on the shop floor or
competing input from other people, Physical noise and psychological
noise)

DIGITAL INFORMATION PROCESSING AND TELECOMMUNICATIONS

Communications-related changes in the workplace are occurring at a rapid

clip. Many recent innovations are based on new technologies—computerized
information processing systems, telecommunication systems, the Internet,
organizational intranets and extranets, and various combinations of these

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technologies. (Note: Basically it’s a new form of delivering or transmitting
communication using the new technologies.)

COMMUNICATION NETWORKS

Communication links individuals and groups in a social system. Initially,

task-related communication links develop in an organization so that employees
can get the information they need to do their jobs and coordinate their work
with that of others in the system.
Over a long period, these communication relationships become a
sophisticated social system composed of both small-group communication
networks and a larger organizational network. These networks structure both
the flow and the content of communication and support the organizational
structure.
The pattern and content of communication also support the culture,
beliefs, and value systems that enable the organization to operate. (We should
also note that this discussion is based on theory and research associated with
face-to-face group dynamics. Web-based social networking tools such as
MySpace and Facebook reflect networks as well, but these have not been
studied in an organizational context.)

Small-Group Communication Networks

These four types of communication networks are the most common in

organizations. The lines represent the most frequently used communication
links in small groups.
To examine interpersonal communication in a small group, we can
observe the patterns that emerge as the work of the group proceeds and
information flows from some people in the group to others. The lines identify
the communication links most frequently used in the groups.

Wheel Network

 Information flows between the person at the end of each spoke and
the person in the middle.

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  Those on the ends of the spokes do not communicate with each other
directly. The wheel network is a feature of the typical work group, in
which the primary communication occurs between the members and
the group manager.

Chain network

 Each member communicates with the person above and below, except
for the individuals on each end, who communicate with only one person.
The chain network is typical of communication in a vertical hierarchy, in
which most communication travels up and down the chain of command.

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Circle network

 Each person communicates with the people on either side but not with
anyone else.
 This network often is found in task forces and committees.

All-channel network

 All members communicate with all other members.

 This network often is found in informal groups that have no formal
structure, leader, or task to accomplish.
 Communication may be more easily distorted by noise when much is
being communicated or when the communication must travel a great
distance.
 Improvements in digital communication technology, such as
computerized mail systems and intranets, are reducing this effect.

Communication networks
 Form spontaneously and naturally as the interactions among workers
continue over time.
 The task is crucial in determining the pattern of the network. If the
group’s primary task is decision making, an all-channel network may
develop to provide the information needed to evaluate all possible
alternatives. If, however, the group’s task mainly involves the sequential
execution of individual tasks, a chain or wheel network is more likely
because communication among members may not be important to the
completion of the tasks.
 The environment (the type of room in which the group works or meets,
the seating arrangement, the placement of chairs and tables, the

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 geographical dispersion, and other aspects of the group’s setting) can
affect the frequency and types of interactions among members.

Organizational Communication Networks

The lines of an organization chart may also represent channels of

communication through which information flows, yet communication may also
follow paths that cross traditional reporting lines. Information moves not only
from the top to down—from CEO to group members—but also upward from
group members to the CEO. In fact, a good flow of information to the CEO is an
important determinant of the organization’s success.
Several companies have realized that the key to their continuing success
was improved internal communication.

Comparison of an Organization Chart and the Organization’s

Communication Network

Gatekeeper
 Has a strategic position in the network that allows him or her to control
information moving in either direction through a channel.
Liaison
 Serves as a bridge between groups, tying groups together and facilitating
the communication flow needed to integrate group activities.
Cosmopolite
 Links the organization to the external environment and may also be an
opinion leader in the group.

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  For instance, attending conventions and trade shows, keeping up with
outside technological innovations, and having more frequent contact with
sources outside the organization.

Isolate and the isolated dyad

 Tend to work alone and to interact and communicate little with others.

MANAGING COMMUNICATION

As simple as the process of communication may seem, messages are not

always understood. The degree of correspondence between the message
intended by the source and the message understood by the receiver is called
communication fidelity. Fidelity can be diminished anywhere in the
communication process, from the source to the feedback. Moreover,
organizations may have characteristics that impede the flow of information.

Communication fidelity
 Is the degree of correspondence between the message intended by the
source and the message understood by the receiver.

Improving the Communication Process

To improve organizational communication, one must understand

potential problems. Using the basic communication process, we can identify
several ways to overcome typical problems.

Source
 The source may intentionally withhold or filter information on the
assumption that the receiver does not need it to understand the
communication.
 Withholding information, however, may render the message meaningless
or cause an erroneous interpretation.
 To avoid filtering, the communicator needs to understand why it occurs.
Filtering can result from a lack of understanding of the receiver’s
position, from the sender’s need to protect his or her own power by
limiting the receiver’s access to information, or from doubts about what
the receiver might do with the information.
 In essence, the sender must determine exactly what message he or she
wants the receiver to understand, send the receiver enough information
to understand the message but not enough to create an overload, and
trust the receiver to use the information properly.

Semantics
 Is the study of language forms.
 Semantic problems occur when people attribute different meanings to
the same words or language forms.

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Jargons
 Is the specialized or technical language of a trade, profession, or social
group.
 The use of jargon makes communication within a close group of
colleagues more efficient and meaningful, but outside the group it has
the opposite effect.
 In general, the source and the receiver should clarify the set of symbols
to be used before they communicate. Also, the receiver can ask questions
frequently and, if necessary, ask the source to repeat all or part of the
message.

Receiver
 Several communication problems originate in the receiver, including
problems with selective attention, value judgments, source credibility,
and overload.
 The receiver may also judge the credibility of the source of the message.
If the source is perceived to be an expert in the field, the listener may pay
close attention to the message and believe it. Conversely, if the receiver
has little respect for the source, he or she may disregard the message.
 The receiver considers both the message and the source in making value
judgments and determining credibility.

Feedback
 The purpose of feedback is verification.
 Verification is the feedback portion of communication in which the
receiver sends a message to the source indicating receipt of the message
and the degree to which he or she understood the message.
 Lack of feedback can cause at least two problems:
1st - The source may need to send another message that depends on the
response to the first; if the source receives no feedback, the source may
not send the second message or may be forced to send the original
message again.
2nd - The receiver may act on the unverified message; if the receiver
misunderstood the message, the resulting act may be inappropriate.

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 Improving Organizational Factors in Communication

Organizational factors that can create communication breakdowns or

barriers include noise, status differences, time pressures, and overload. As
previously stated, disturbances anywhere in the organization can distort or
interrupt meaningful communication. Thus, the noise created by a rumored
change in a firm’s financial situation can disrupt the orderly flow of task-
related information.

Status differences between source and receiver can cause some of the
communication problems just discussed.

Reduce Noise

 Noise is a primary barrier to effective organizational communication. A

common form of noise is the rumor grapevine, an informal system of
communication that coexists with the formal system. The grapevine
usually transmits information faster than official channels do.
 Because the accuracy of this information often is quite low, however, the
grapevine can distort organizational communication.
 Management can reduce the effects of the distortion by using the
grapevine as an additional channel for disseminating information and by
constantly monitoring it for accuracy.

Foster Informal Communication

 Communication in well-run companies was once described as “a vast

network of informal, open communications.” 22 Informal
communications fosters mutual trust, which minimizes the effects of
status differences.
 Open communication can also contribute to better understanding
between diverse groups in an organization.

Develop a Balanced Information Network

 Organizations need to balance information load and information-

processing capabilities. In other words, they must take care not to
generate more information than people can handle. It is useless to
produce sophisticated statistical reports that managers have no time to
read. In response to these problems, many systems now use a view-at-a-
glance “dashboard” to convey essential information in a logical and
condensed manner.
 Furthermore, the new technologies that are making more information
available to managers and decision makers must be unified to produce
usable information. Information production, storage, and processing
capabilities must be compatible with one another and, equally important,
with the needs of the organization.

SYNOPSIS

Communication is the process by which two parties exchange

information and share meaning. It plays a role in every organizational activity.

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The purposes of communication in organizations are to achieve coordinated
action, to share information, and to express feelings and emotions.

People in organizations communicate through written, oral, and

nonverbal means. Written communications include letters, memos, e-mail,
reports, and the like. Oral communication is the type most commonly used.
Personal elements, such as facial expressions and body language, and
environmental elements, such as office design, are forms of nonverbal
communication. Communication among individuals, groups, or organizations
is a process in which a source sends a message and a receiver responds.

The source encodes a message into symbols and transmits it through a

medium to the receiver, who decodes the symbols. The receiver then responds
with feedback, an attempt to verify the meaning of the original message. Noise
— anything that distorts or interrupts communication— may interfere at
virtually any stage of the process. The fully integrated communication-
information office system—the digital office—links people in a communication
network through a combination of computers and digital transmission
systems.

The full range of effects of such systems has yet to be fully realized.
Communication networks are systems of information exchange within
organizations. Patterns of communication emerge as information flows from
person to person in a group. Typical small-group communication networks
include the wheel, chain, circle, and all channel networks.

The organizational communication network, which constitutes the real

communication links in an organization, usually differs from the arrangement
on an organization chart. Roles in organizational communication networks
include those of gatekeeper, liaison, cosmopolite, and isolate. Managing
communication in organizations involves understanding the numerous
problems that can interfere with effective communication. Problems may arise
from the communication process itself and from organizational factors such as
status differences.

References:

https://drive.google.com/file/d/1b1fyYtK88gS4Xjsz24qkD89REe-iPz2T/view

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