CHAPTER I INTRODUCTION

The glue that ties a society together is communication. People need to be able to communicate in
order to build and maintain personal connections. And the quality of such partnerships is determined
by how well they are communicated.

The practise of communicating ideas, information, and messages with others at a specific time and
location is known as communication. Nonverbal communication (such as facial expressions, body
language, or gestures), visual communication (the use of images or pictures, such as painting,
photography, video, or film), and electronic communication (telephone calls, e-mail, cable television,
or satellite broadcasts) are all examples of communication. Communication is essential in personal
life, as well as in business, school, and any other circumstance where individuals come into contact.
Over the last three years, one of our group member has had the opportunity to work at an organisation
where communication is critical for both employees and customers. He worked in the customer
service department for a while and witnessed multiple conversations about the supervisors' lack of
communication with their customer service employees and/or unit leaders. In light of this, a research
was conducted within the organisation to see if there was an internal communication gap between the
parties.

IMPORTANCE OF THE STUDY

We live in a world that is teeming with other people. We share a home, a workplace, and a
playground. We rely on one another for security, comfort, friendship, and love in our personal lives.
In our workplace, we rely on one another to achieve our goals and objectives. None of these
objectives can be met without communication.
Communication is the fundamental thread that binds us all together. We express our needs, desires,
ideas, and feelings through communication. The better we communicate, the more effective we are at
realising our goals and dreams.
This study is important because there appears to be a lack of communication within the organisation,
based on conversations among customer service representatives.
Some representatives believe that supervisors meet on a daily basis, but that no information about
company changes and/or procedures is shared.
When there is a separation in internal communication, it is difficult for anyone to achieve their
objectives effectively. The primary responsibility of the customer service representative and/or unit
leaders is to relay information to the customers that the organisation serves.
If changes are not communicated to employees, they run the risk of providing incorrect information to
customers. Inconsistencies will also exist among the representatives when dealing with phone and/or
written inquiries.
 PURPOSE OF THE STUDY

The reason for this review is to decide if there's an inner correspondence hole that exist between
the client assistance agents and unit pioneers and the chiefs. The three targets of this review was to:

1) Determine whether there is an internal communication gap between call centre supervisors and
customer service representatives and/or unit leaders.
2) Find out how the individual feels about their immediate supervisor's communication style.
3) Determine how employees typically obtain the majority of their information.

DEFINITION OF TERMS

Sender - a person or thing that sends or communicate something. To lay down a good foundation for
yourself as a compelling communicator, you should first set up believability. In the business field, this
includes showing information regarding the matter, the crowd and the setting where the message is
conveyed. You should likewise know your crowd (people or gatherings to which you are conveying
your message). Inability to comprehend who you are imparting to will bring about conveying
messages that are misjudged.
Message - a correspondence in discourse, composing, or signals Composed, oral and nonverbal
interchanges are affected by the sender's tone, technique for association, legitimacy of the contention,
what is imparted and what is forgotten about, just as your singular way of imparting. Messages
likewise have scholarly and enthusiastic parts, with keenness permitting us the capacity to reason and
feeling permitting us to introduce persuasive requests, eventually changing personalities and
activities.
Channel - a course or a method for correspondence or articulation Messages are passed on through
channels, with verbal including vis-à-vis gatherings, phone and videoconferencing; and composed
including letters, messages, reminders and reports.
Recipient - These messages are conveyed to a group of people. Almost certainly, you have as a top
priority the activities or responses you trust our message prompts from this crowd. Remember, your
crowd additionally goes into the correspondence measure with thoughts and sentiments that will
undoubtly impact their agreement. Your crowd will give you input, verbal and nonverbal responses to
your conveyed message. Give close consideration to this input as it is critical to guaranteeing the
crowd comprehended your message.
Context - the words or states or sections that precede and after a specific word or entry in a discourse
or piece of composing and help to clarify it's full significance (Encarta, 2005). The circumstance
wherein your message is conveyed is the unique situation. This might incorporate the general climate
or more extensive culture for example corporate culture, global societies, and so forth,
Client support Representative-works in an inbound call community, normally conveys through
composed or verbal correspondence.
Supervisor - Someone who coordinate and examine the work, activities, or execution of: administer.
Unit Leader - help the administrator in responding to any scrutinize that the client administration
delegate might have with respect to composed and verbal correspondence.
Feedback - Input remarks as feelings about the responses to something planned to give valuable data
to future choices and advancement.

Barriers To Communication

Every day, we communicate with other people. We communicate

through conversation, facial expressions and body language, social
media, email, phone calls, and so on. We rely on our communication
skills to strengthen friendships, plan vacations, repair marriages, order
dinner, buy a car, express our opinions, ask for help, negotiate deals,
accept job offers, and so on.

COMMON BARRIERS TO EFFECTIVE COMMUNICATION

We endanger ourselves and others when we fail to communicate effectively, regardless
of whether it is verbal, nonverbal, written, listening, or visual. In addition to physical
and technological barriers, there are six barriers to effective communication that every
employee and manager should strive to eliminate.

Dissatisfaction or Lack of Interest in One's Job

If you are dissatisfied with your job or have lost interest in it, you are far less likely to
communicate effectively – on both the giving and receiving ends. To put it another way,
your heart isn't in it. This is perhaps the most difficult barrier to overcome because it
requires changing a mindset, which typically does not change until the person leaves.

Failure to Listen to Others

Active listening is a critical component of effective communication. You can't engage
with someone if you're not listening to them, because you'll make assumptions about
their needs based on your perceptions rather than reality.

Transparency and trust are lacking.

When there is a lack of transparency and trust, it is extremely difficult to communicate
anything. For example, if your staff believes you are withholding something, they will be
anxious, some will speculate, and as a result, any attempt you make to communicate
with them will be more difficult for them to process.

Communication Methodologies (when they differ)

Everyone has a unique communication style. Some people are very
direct, while others prefer to be more indirect. Some use specific data,
while others rely on broad strokes, and so on. Sometimes one person
is so entrenched in their communication style that they find it difficult
to communicate with others who use a different style. "Mary never
explains what she wants me to do, she's never specific," you might
hear, or "Bill gets so caught up in the weeds that I lose focus on the
big picture."

Workplace Disagreements
Conflict can arise for a variety of reasons, and when it does, it
obstructs effective communication. What is important is that you
work to resolve the conflict, not the nature of the conflict. When
conflict is not resolved, it grows, and people begin to take sides,
making effective communication even more difficult.

Language and Cultural Differences

It is critical to recognise cultural differences in communication. But
don't just think globally; remember that in Japan, one's surname
comes before their given name. Regional differences can also exist;
for example, a northerner may dislike the term "y'all" or may not
understand the more comprehensive version, "all y'all." While these
examples may appear insignificant, the point is that cultural
differences can exist within the borders of the United States, and
failing to recognise cultural differences risks offending the other
person. Communication breaks down during an offence.