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Chapter 6

COMMUNICATING

The achievement of the objectives of the organization will depend on the performance of the
human and non-human elements attached to it. The task of management is to “program” these
elements correctly so that each will respond accordingly to their assigned tasks. Standard
programming methods have already been adapted by technologists for most machines and
equipment.

The programming approach to the human element is different and must be dealt with using
methods espoused by behavioral scientists. Employees will perform according to the dictates of
their minds. If this is really so, then management must reach them through powerful means of
persuasion under an atmosphere conducive to effective communication.

WHAT COMMUNICATION IS

Morris Philip Wolf and Shirley Kuiper define communication as “a process of sharing information
through symbols, including words and message.”

Communication may happen between superior and subordinate, between peers, between a
manager and a client or customer, between an employee and a government representative, etc.
It may be done face-to-face, or through printed materials, or through an electronic device like
the telephone, etc.

In management, communication must be made for a purpose and because it has a cost attached
to it, it must be used effectively.

FUNCTION OF COMMUNICATION

1. Information – information provided through communication may be used for decision-

making at various work levels in the organization. a construction worker, for instance,
may be given instructions on the proper use of certain equipment. This will later provide
him with a guide in deciding which equipment to use in particular circumstances.

Another concern is the manager who wants to make sure that his decision in promoting
an employee to a higher position is correct. Through communication, the information
provided will minimize if not eliminate the risk.

2. Motivation function – Communication is also oftentimes used as a means to motivate

employees to commit themselves to the organization’s objectives.

3. Control function - When properly communicated, reports, policies, and plans define roles;
clarify duties, authorities and responsibilities. Effective control is then facilitated.

4. Emotive function – When feelings are repressed in the organization, employees are
affected by anxiety, which, in turn, affects performance. Whatever types of emotions are
involved, whether satisfaction, dissatisfaction, happiness, or bitterness, communication
provides a means to decrease internal pressure affecting the individual.
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THE COMMUNICATION PROCESS

Develop an Idea

The most important step in effective communication is developing an idea. It is important that
the idea to be conveyed must be useful or of some value. An example of a useful idea is how to
prevent accidents in workplaces.

Encode

The next step is to encode the idea into words, illustrations, figures, or other symbols suitable for
transmission. The method of transmission should be determined in advance so that the idea may
be encoded to conform with the specific requirements of the identified method. An example of an
encoded message using telefax for a purchase order.

Transmit

After encoding, the message is now ready for transmission through the use of an appropriate
communication channel. Among the various channels used include the spoken word, body
movements, the written word, television, telephone, radio, an artist’s paint, electronic mail, etc.

Receive

The next step in the communication process is the actual receiving of the message by the
intended receiver. The requirement is for the receiver to be ready to receive at the precise
moment the message is relayed by the sender.

The message may be initially received by a machine or by a person. In any case, communication
stops when the machine is not turned or tuned to receive the message, or the [person assigned
to receive the message does not listen or pay attention properly.

Decode

The next step, decoding, means translating the message from the sender into a form that will
have meaning to the recipient. If the receiver knows the language and terminology used in the
message, successful decoding may be achieved.

Accept

The next step is for the receiver to accept or reject the message. Sometimes, acceptance (or
rejection) is partial. Sample case:

A newly-hired employee was sent to a supervisor with a note from his superior directing
the supervisor to accept the employee into his unit and to provide the necessary training
and guidance.

As the supervisor feels that he was not consulted in the hiring process, he thinks that his
only obligation is to accept the employee in his unit and nothing more.

The factors that will affect the acceptance or rejection of a message are as follows:
1. The accuracy of the message
2. Whether or not the sender has the authority to send the message and/or required action;
and
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3. The behavioral implications for the receiver.

Use

The next step is for the receiver to use the information. If the message provides information of
importance to a relevant activity, then the receiver could store it and retrieve it when required. If
the message requires a certain action to be made, then he may do so, otherwise, he discards it
as soon as it is received. All of the above-mentioned options will depend on his perception of the
message.

Provide Feedback

The last step in the communication process is for the receiver to provide feedback to the sender.
Depending on the perception of the receiver, however, this is important step may not be made.

Even if feedback is relayed, it may not reach the original sender of the message. This may be
attributed to the effects of any of the communication barriers.

Figure 6.1 The Communication Process

SENDER

develops
idea

encodes then
transmit
message
to

RECEIVER

who
receives
message

decodes

accepts
or
rejects then
provides
feedback
to
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FORMS OF COMMUNICATION

Communication consists of two major forms:

1. Verbal
2. Nonverbal

Verbal Communication

Verbal communications are those transmitted through hearing or sight. These modes of
transmission categorize verbal communication into two classes: oral and written.

Oral communication mostly involves hearing the words of the sender, 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.

An alternative to oral communication is the written communication where the sender seeks to
communicate through the written word. The written communication is, sometimes preferred over
the oral communication because of time and cost constraints. When a sender for instance,
cannot meet personally the receiver due to some reason, a written letter or memo is prepared
and sent to the receiver.

The written communication, however, has limitations and to remedy these, some means are
devised. Perfume advertisers, for instance, lace their written messages with the smell of their
products. In the same light, the now popular musical cards are an attempt to enhance effects of
the written note.

Nonverbal Communication

Nonverbal communication is a 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 movements, posture, facial expression, and mannerisms of all kinds.

Nonverbal communications convey many shades of meaning and it is to the advantage of the
communicator to understand what messages are relayed.

THE BARRIERS TO COMMUNICATION

Various factors may impede the efficient flow of communication. Any or all, of these factors may,
at any point, 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.

These are:
1. Personal barriers
2. Physical barriers
3. Semantic barriers

Personal Barriers

Personal barriers are hindrances to effective communication arising from a communicator’s

characteristics as a person, sex, age, race, socioeconomic status, religion, education, etc.
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Emotions cloud the communicator’s ability to judge correctly the real meaning of messages
received. People with different values will find it hard to communicate with each other. Poor
listening habits of a receiver frustrate the communication efforts of the sender.

Physical Barriers

Physical barriers refer to interferences to effective communication occurring in the environment

where the communication is undertaken. The very loud sound produced by a passing jet
temporarily drowns out the voice of a guest delivering a speech. Such distraction does not allow
full understanding of the meaning of the entire message and is an example of a physical barrier.

Physical barriers include the distances between people, walls, a noisy jukebox near a telephone,
etc. An office that is too tidy may sometime inhibit a person from meeting the occupant of the
office face-to-face. A menacing pet dog (or secretary) posted near the door may also prevent a
person from directly communicating with the object person behind the door.

A communication channel that is overloaded may also prevent important information to reach the
intended user. Another physical barrier to communication is wrong timing. For instance, how may
one expect a person who has lost a loved one to act on an inquiry from a fellow employee?

Semantic Barriers

Semantics is the study of meaning as expressed in symbols. Words, pictures, or actions are
symbols that suggest certain meanings. When the wrong meaning has been chosen by the
receiver, misunderstanding occurs. Such error constitutes a barrier to communication.

A semantic barrier may be defined as an “interference with the reception of a message that
occurs when the message is misunderstood even though it is received exactly as transmitted.”

For example, the words “wise” and “salvage” will have different meanings to an English speaking
foreigner than to an ordinary Filipino.

OVERCOMING BARRIERS TO COMMUNICATION

When communication barriers threaten effective performance, certain measures must be

instituted to eliminate them. To eliminate problems due to noise, selective perception, and
distraction, the following are recommended:

1. Use feedback to facilitate understanding and increase the potential for appropriate
action.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use multiple channels so that the accuracy of the information may be enhanced.
4. Use simplified language that is easily understandable and which eliminates the possibility
of people getting mixed-up with meanings.

TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS

Downward Communication

Downward Communication refers to message flows from higher levels of authority to lower
levels. Among the purposes of downward communication are:

1. to give instructions
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2. to provide information about policies and procedures

3. to give feedback about performance
4. to indoctrinate or motivate

Among techniques used in downward communication are as follows: letters, meetings,

telephones, manuals, handbooks, and newsletters.

Letters are appropriate when directives are complex and precise actions are required. When
orders are simple but the result depends largely on employee morale, techniques that provide
personal interchange like meetings and the telephone, are appropriate. Modern technology has
made it possible for people to hold meetings even if they are thousands of kilometers apart from
each other.

Manuals are useful sources of information regarding company policy, procedures, and
organization. Unlike using persons as sources of information, manuals are available whenever it
is needed.

Handbooks provide more specific information about the duties and privileges of the individual
worker. It has also the advantage of being available whenever needed.

Newsletters provide a mixture of personal, social, and work-related information. Articles about
new hiring, promotions, birthdays of employees, questions and answers about work related
issues are presented.

UPWARD COMMUNICATION CONCERNS:

1. problems and exceptions
2. suggestions for improvement
3. performance reports
4. grievances and reports
5. financial and accounting information

DOWNWARD COMMUNICATION CONCERNS:

1. implementation of goals, strategies and objectives
2. job instructions and rationale
3. procedures and practices
4. performance feedback
5. indoctrination

HORIZONTAL COMMUNICATION CONCERNS:

1. interdepartmental coordination
2. intradepartmental problem-solving
3. staff advice to the departments

Upward Communication

There is a need for management to provide employees with all the necessary material and non-
material support it can give. The first requirement, however, is for management to know specific
needs of the employees. This is the primary reason for upward communication.

Upward communication refers to messages from persons in lower-level positions to persons to

persons in lower-level positions to persons in higher positions. The message sent usually provide
information on work progress, problems encountered, suggestions for improving output, and
personal feelings about work and non-work activities.
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Among the techniques used in upward communication are: formal grievance procedures,
employee attitude and opinion surveys, suggestion systems, open-door policy, informal gripe
sessions, task forces, and exit interviews.
Formal Grievance Procedures. Grievances are part of a normally operating organization. To
effectively deal with them, organizations provide a system for employees to air their grievances.

Holley and Jennings define grievance as “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.

Depending on the size and nature of the company, the grievance procedure may consist of a
single step or a number of steps. Companies with a collective bargaining agreement with its
union must refer to the grievance procedure spelled out in the law on labor relations.”

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 must be used as a deciding factor.

Suggestions Systems. Suggestions from employees are important sources of cost-saving and
production enhancing ideas. Even if majority of the suggestions are not feasible, a simple means
of acknowledging them contributes to employee morale.

Open-Door Policy. An open-door policy, even on a limited basis, provides the management with
an opportunity to act on difficulties before they become full-blown problems.

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 with lots of efforts determining the real
causes of problems in the company.

Task Force. 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
nonmanagement personnel, integration and teamwork are fostered, creativity is enhanced, and
interpersonal skills are developed.

Exit interviews. When employees leave an organization for any reason, it is to the advantage of
management to know the real reason. If there are negative developments in the organization
that management is not aware of, exit interviews may provide some of the answers.

Horizontal Communication

Horizontal communication refers to messages sent to individuals or groups from another of the
same organizational level or position.

The purposes of horizontal communications are:

1. to coordinate activities between departments
2. to persuade others at the same level of organization
3. to pass on information about activities or feelings.
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Among the techniques appropriate for horizontal communications are: memos, meetings,
telephones, picnics, dinners, and other social affairs.

MANAGEMNT INFORMATION SYSTEM

I t was mentioned at the beginning of this chapter that communication may be used to serve the
information function. This means that a way must be devised to allow the organization to absorb
information necessary for effective decision-making. In this regard, companies of various sizes
have organized systems to gather information that will be useful to management.

Management information systems (MIS) is defined by Boone and Kurtz as “an organized method
of providing past, present, and projected information on internal operations and external
intelligence for use in decision-making.”

The MIS currently used by corporate firms consists of “written and electronically based systems
for sending reports, memos, bulletins, and the like.” The system allows mangers of the different
departments within the firm to communicate each other.

The Purposes of MIS

The MIS is established for various reasons. Wheelen and Hunger enumerate them 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 reordering supplies.
4. To provide the information necessary for management to make strategies or
nonprogrammed decisions.

Figure 6.5 The MIS and Its Relation with the Different Departments of the Organization

Manufacturing Marketing

MANAGEMENT
Finance INFORMATION Manufacturing
SYSTEM

Research and
Engineering Development