FUNDAMENTALS OF COMMUNICATION LL

7 1.3 DEFINITION OF COMMUNICATION

Communication , the buzz word in today 's world, originates from the Latin word communico or
communicare, which means ' to share' . Various researchers and analysts define the term ' com-
munication' in their own way. Despite their different versions, it can be briefly summed up that
' communication essentially means the transfer of ideas, feelings, plans, messages, or informa-
tion from one person to another' . Obviously however, communication is considered effective
only when it gets the desired action or response.
Let us explore some of the essentials of communication with the help of the discussion that
follows.

1.4 PROCESS OF COMMUNICATION

Communication is a process whereby information

Sender is encoded, channelled, and sent by a sender to a
receiver via a medium. The receiver then decodes
the message and gives the sender a feedback. All
Feedback Message forms of communication require a sender, a chan-
nel, a message, a receiver, and the feedback that
effectively winds up the process. Communication
requires both the sender and the receiver to have an
Receiver
area of communicative commonality. The process
Fig. 1.1 The Communication Process can be well understood with the help of Fig. 1.1.
However, sometimes there occurs a hindrance in
the communication process, which is called noise.
Sender Noise can be defined as an unplanned interference
in the communication environment, the one that
causes hindrance to the transmission of the mes-
Feedback Message sage (Fig. 1.2). It may mainly occur due to two
reasons: disturbance in the channel/medium and/or
some kind of error in the message sent.
Before we go further, it is important for us to under-
Receiver
stand how general purpose communication differs
Fig. 1.2 Noise Hinders Communication Process from professional communication. Table 1.1 high-
lights the basic differences between these two types.

Table 1.1 Differences between General and Professional Communication

General Communication Professional Communication

Content Contains general message Contains a formal and
professional message

Nature Informal in style and approach Mostly formal and objective

Structure No set pattern of communication Follows a set pattern such as

sequence of elements in a report

Method Mostly oral Both oral and written

(Contd)
 l
_J_Qj COMMUNICATION SKILLS

Given such cultural diversity, it becomes important for_ a

professio~al to be aware of all such
. d"ffi
culturaJly triggered behavioural I erences a nd comm umca te accordmgly.

1.11 DIFFERENT FORMS OF COMMUNICATION

~7L!.:~ ~~ .'!. !... !~~ ~~ ~~ :.:: .::.- - - - - - - - - - - ----
Communication is generally classified into the following
types:
• Verbal communication • Inter perso nal communication
- Oral communication • Extra perso nal communication
- Written communication • Mass com mun icati on
• Non-verbal communication • Med ia comm unic ation
• lntrapersonal communication
Figure 1.3 provides a skeletal view of professional comm
unic ation .
Let us briefly get acquainted with some of these varieties
of comm unic ation .
7 1.11.1 Verbal Communication
Since a professional has to spend a large amount of his/h
er work ing time in spea king and lis-
tening to others besides reading and writing, most of the
time he/sh e has to use language as a
vehicle of communication. This type of communication
is term ed as verbal communication.
Verbal communication thus stands both for the spoken and
the writt en word used in the com-
munication process. It can further be divided into oral and
written comm unic ation .
Oral communication A face-to-face interaction between the send er and the recei
ver is called
oral communication. In this type of communication, there
coul d be two or more than two per-
sons who use spoken language as a medium of comm
unication. For insta nce, whenever we

Communication J

Types (Parties involved) J Flow

!
t Means, kinds, manners, forms

J
t
lntrapersonal Interpersonal J Mass J Extrapersonal J

Vertical J Hor1zontal j Diagonal J Spiral J

Linguistic j Paralin guistic /voca l cues J Extralinguistic j Non-verba l Verba l

Kinesics j Proxemics J Chronemlcs J Artefacts J Haptk s (Touch) J

~ Written J
Fig. 1.3 Communication at a Glanc e
 RJNDAMENTALS OF COMMUNICATION l.J.L
ma~e pre~ntations, deliver speeches, participate in group discussions, appear for interviews,
or sunp\y interact with somebody, we are involved in oral communication.
Writte~ c~mmunication In this type of communication, the sender uses the written mode to
tr~nsmit his/her messages. Reports, proposals, books, handbooks, letters, emails, etc. come in
this category. Written communication is routinely used for documentation purposes in business
and government organizations.

1.11 l Mon-1erbal Communication

When a message is communicated without using a word, the process requires non-verbal
cues to be transmitted and received. Non-verbal communication forms an important part in
the world of professional communication. It can be further categorized into two parts- body
language and paralinguistic features. Body language involves aspects such as personal appear-
ance, walk, gestures, facial expressions, hand movements, posture, and eye contact. The para-
linguistic features include a person's voice, volume, pitch, rate, pauses, articulation, voice
modulation, etc.

I] 1.11.3 lntrapersonal Communication

This implies individual reflection, contemplation, and meditation. So, whenever communica-
tion takes place within one's own self, it is termed as intrapersonal communication. One exam-
ple of this form of communication is transcendental meditation. It is also believed that this type
of communication encompasses communicating with the divine and with spirits in the form of
prayers and rites and rituals.

] 1.11 .4 Interpersonal Communication

This is a direct, written, or oral communication that occurs between two or more persons. The
oral fonn of this type of communication, such as a dialogue or a conversation between two
or more people, is personal and direct, and permits maximum interaction through words and
gestures.

71 1.11.5 Extrapersonal Communication

Communication does not take place only among human beings. Ifwe observe carefully, we find
that sometimes we do communicate with non-human entities, such as animals, birds, etc. For
instance, whenever we command our pet dog or cat to sit, stand, or go, they immediately follow
our orders. Whenever we caress them or pat on their back for doing something good, they are
elated and they start wagging their tails. This type of communication is known as extrapersonal
communication.
l 1.11 .6 Mass Communication
This is generally identified with tools of modem mass media, which include books, the
press, cinema, television, radio, the Internet, etc. It is a means of conveying mes~a~es
to an entire populace. This also includes the speeches delivered by a prophet or a poht1cal
leader.
_llj COMMUNJCATIO N SKfU.S

J 1.11.7 Media Communi<ation

It includes communicat ion tha:t takes p lace onJy with the help of electronic media, such as co~
puter, cell phoaes, LCD, v ideo, teJevisi~ etc. Of these, the lnternet has become a major means
----
for aU sorts of official or personal communication.

7 1.12 COMMUNICATION NETWORK IN AN ORGANIZATION

Commurucation serves as an instrument to measure the success or growth of an organization. The
success of an organiz.ation is recognized by the quaJ ity and quaatity of infonnation flcm·in g thrOU2.,
its personnel. In today 's business enterprises, information must flow faster than ever before. Ev~
a Jittle delay might cause a great loss. In large organiz.at:ions, to keep oneself informed about the
smooth operation of the various departments and for perfonning exceUeutly in the market. it is
essential for a professional , who plays a key role in the organization, to know and understand the
different forms of communication that constitute the network in an organization.

J 1.12.1 Different Types of Communication Flow

Communication in a professional organization flows at different layers and levels which regu-
late, gujde, and propel its flow. The different types of communication flow in an organization
are as follows:
• H orizonta I • Crosswise
• Vertical • Spiral
- Upward
- Downward

CEO j
I it
I
I
CFO
l coo
J
~
CPO

F1nar.ce
/
Manager I
..,I
--
Fmance
~nage1 II
___.)
Operation
_ _,,
Manager I
Operation
Manager II J f j Operation
Manager I
Operation
Manager II

Production J Production Prod uction

-Manager I

Legend:
Manager II Manager Ill

:;:: = Horizontal CEO = Chief Executive Officer

-. J ~utwe J Executive J
f = Upward
CFO = Chief Finance Officer
1 COO = Chief Operations Officer
f'l + = Downward
CPO = Chief Production Officer
Exec.utive J ~cut;vt j Executive J Executive J ~ • Crosswise (Diagonal) CMO .. Chief Marketing Officer

FIG.1..4 Information Flow In an Organization

 FUNDAMt:N I AU ur .._v .-., ,v , .. ,.... , .. , - . •

1.4, which shows the

The inform ation flow in an organ ization can be seen with the help of Fig.
n. Comm unica tion
comm unicat ion flow that stream s in variou s direct ions within an organ izatio
is for bet-
may ·flow horizo ntally, i.•e., among peopl e of the same rank in an organ izatio n. This
king purpo ses. In
ter coord inatio n among variou s depart ments and for effecti ve decisi on-ma
sion held betwe en the
order to achiev e the produ ction target for a partic ular month , the discus
t instan ce of horizo ntal
produ ction manag er and the supply manag er will certain ly be a perfec
instru ctions to the
comm wiicat ion. Howev er, when the produ ction manag er impar ts certai n
worke rs and superv isors for the same purpo se, it will be downward comm
unication. Here the
same contex t, if the
inform ation moves from the higher author ity to its subord inates . And in the
of produ ction, it will
superv isor report s to the produ ction manag er regard ing the presen t state
be a case of upward communication.
e among a] 1 the
If the manag ement circula tes a copy of new bonus and incent ive schem
Somet imes howev er,
emplo yees, it will be called spiral comm unicat ion in the organi zation .
hierar chy and who
comm unicat ion flows betwe en person s who belong to differe nt levels of
the inform ation flow,
have no direct report ing relatio nships . This is used genera lly to quicke n
zation al object ives.
improve unders tandin g and coordi nate efforts for the achiev ement of organi
ion.
Such a movem ent of an inform ation flow is termed as diagon al comm unicat
sional lives
In organi zation s, inform al comm unicat ion also perme ates the person al and profes
instan ce, rumou rs
of employees. This inform al flow of comm unicat ion is called grapevine. For
en two collea gues
about the compa ny's expan sion, promo tion of an employee, relatio ns betwe
may create both
are some of the examp les of grapevine. It flows in all directions. Grape vine
negative and positive impac t on the environment within an organization.

] 1.13 BARRIERS TO COMMUNICATION

to others at meet-
If we look around carefully, we will see that there are people who do not listen
other's opinio ns;
ings; quite a few of them write incomprehensible memos; some do not value
inates. Moreover,
some others are unable to seek cooperation from their colleagues and subord
errors are rarely
even a thoroughly prepar ed communicator commits mistakes, even though the
the flow of com-
as frequent or as serious as the ones made by a careless communicator. When
munication gets impeded, it is termed as communication barrier.
unicat ion in
Let us study the different types of barriers that affect the effectiveness of comm
an organization.

] 1.13 .1 Verbal Barriers

communicators
More often than not, most people consider themselves to be good and effective
important aspect
simply because they feel they can speak fluently. While speaking fluently is an
effectively,
of communicating, yet it is not the only requirement. One should be able to listen
r with. Thus,
speak fluently and clearly, write well, and read in the language(s) others are familia
, and using
there are some verbal barriers such as verbal attack, speaking loudly unnecessarily
nces in the
complex words and phrases. Some of the following reasons may create verbal hindra
communication environment.
La.c k of proper planni ng Too often, we find that people start talking
or writing without
thinkin g or planning. They do not clearly state the purpose of the messag
e. This often results in
miscommunication or partial breakdown in the communication proces s.
 Selection of a wrong va
riety of language Po
various hu m an interact
ions, we choose differe
varieties of expression . r
s. Im ag m e a 1awyer flaunnt
ing his co ur tr oo m ga t.
mbits an d exploiting
argumentative skills to his
convince his wife to giv
hi m a cup of tea! Th e e
chances are that he wo
get that! T he re as on n't
is obvious: it is a wron
variety of language ch g
os en an d hence it fails
elicit the desired result. to
B ec au se of a wrong van.
ety of language, even
a strategy, otherwise ef
tive and useful, may fa fec-
il miserably.
Badly encoded or
wrongly decoded me
sa ge s Th e sender may have s--
ru el Jokes th at Badly clarity about the
En co de d Messages
Play on People message th at is to be
conveyed, bu t it may sti
might have be en improp no t reach the receiv ll
erly expressed. Choice er be ca us e the messa
or wrongly-timed paus of wrong words, absenc ge
es, po or organization e of punctuation marks
vagueness in the messa of ideas, use of unne
ge. At times it is the lis ce ss ary ja rg on , etc. bring
misinterpretation by de teners who may contri
coding the message in bute to th e messy world
L et us consider the follo a startlingly different w of
wing situation. ay.
T he Manager of Sieve
Internationals refers to
as bo m ba st ic . Th e yo the re po rt submitted by
ung amateurish employ his Marketing Trainee
form of the word that it ee with a limited voca
m us t m ea n something bulary assumes from
very much, Sir! So a ba like fantastic an d bursts the
dly or wrongly decode into a grateful Thank yo
onlookers bu t an emba d message ca n lead to u
rrassing one for the pe a hilarious situation fo
ople involved. r the
Semantic gap Seman
tic gap or distortion m
advertisement saying, ight be deliberate or ac
'We sell for less,' rais cidental, for example,
sold to less number of es the question, 'L es s an
people or offered at a th an w ha t? ' Is the product
have different connotat less price? Thus, a m
ions and may leave th es sa ge such as this may
real intention of the m e recipient of the mes
essage. Thus, wheneve sa ge wondering about the
message received, it m r there is a gap betwee
ight have arisen due to n the message sent and
interpreted. the language employed the
an d the way it has been
Differences in percep
tion of a message Diff
ferent ways. Consider erent people perceive
a situation wherein ther a single message in dif
superior and a third pe e occurs a dispute betw -
rson is asked to inquire een a worker and his/her
likely that both the wor into the matter. D ur in
ker and the superior w g investigation, it is ve
This is mainly because ill no t recall the situatio rf
their perception levels n in exactly the same wa
needs to communicate are no t the same. To ov y.
from various perspectiv ercome this problem, on
of view, and then come es, try to verify the mat e
to a conclusion. ter from different point
Similarly, in a business s
situation, one should
because like many thin be very careful in the
gs in the world, the wor choice of words. 1t is
tations. Words such as ds we utter are also op
good, bad, proper, inap en to a variety of interpr
of other words are esse propriate, character, na e·
ntially subjective in na ture and a large nutnbe~
hence need to be used ture and ca n be interp
carefully in order to av reted in various ways an
oid ambiguity in the m
essage.
 FUNDAMENTALS OF COMMUNICATION ~
Variation in language Sometimes certain words and idiomatic expressions are culture
specific. If we do not use them appropriately in the respective cultural context, it might lead to
miscommunication or non-communjcation. For instance, what is called sidewalk in the U S, in
Britain it is called pavement, whereas in lndia, it is called plaiform. Similarly, it is apartment in
the US,.flat in Britain, and house in India. In the same way, we find in Britain to table a proposal
means to act on it, whereas in America it means to postpone.
Therefore, if we use such expressions indiscriminately, it would lead to confusion and con-
sequently may lead to the breakdown of communication.

=7J 1.13 .2 Non-verbal Barriers

Apart from the basic aspects of communication stated earlier, one needs to keep in m ind the
non-verbal aspects too in order to be considered adept in communication skills. Moreover,
when verbal and non-verbal messages clash, receivers tend to trust the non-verbal messages.
Sometimes even flashing eyes, rolling eyes, quick movements or very slow movement~ or
avoiding eye contact may also cause non-verbal
barriers to effective commurucation. Raising
eyebrows constantly suggests that the speaker
is not convinced about the information that he/
she has shared. Bulging eyes leave the audience
alienated as the speaker unnecessarily sounds
arrogant. Even when a presenter keeps his/her
hands or thumbs constantly in the pockets of
his/her trousers, he/she will certainly appear
snobbish, scared, or deceptive to ms/her audi-
ence. Similarly, if some awkward gestures are
constantly used by the speaker, these will create
blocks in the smooth flow of communication.
Chapter 10 on non-verbal commurucation deals
Mobile Games: New-age Barrier to Effective Listening with the topic in greater detail.

: , 1.13.3 listening Barriers

Poor listening results in incomplete, incorrect, and inconsistent responses. Sometimes people
do not listen to others properly and patiently because rather than listening to others• views. they
may just be waiting anxiously for the speaker to keep quiet so that they may articulate their own
views. Experience suggests that those who listen to others with dwindling attention fail to speak
properly. It is so because listening is the mother of all speaking.
Listening requires concentration, patience, and focus; the turbulence characterizing a quin-
tessential twenty-first century mind, however, renders the whole task extremely challenging.
And although we all pretend to listen to others while sitting in a meeting or attending some
oral presentation, we usually are occupied with the idea of speaking at the earliest opportunity.
It is so because speaking is a human urge, while listening is a compulsion. We all aspire to be
speakers but not necessarily all of us crave to be a listener. That is why, there are many speakers
but just a few listeners. Moreover, listeners interrupting the speakers or avoiding an eye contact
with them also causes barriers to effective listening.
_J!j COMMUNICATION SKILLS
th
Bes ides the above, the foll owi ng reas ons may
also cause liS tenin g barr iers in e comrnunj.
cati on env iron men t: .
is was ting the li~t ener 's time_
• Mak ing the spea ker fee] as thou gh he/s he
part of the ong oing com mum cat1 0n
• Bei ng dist ract ed by som ethi ng that is not
ing his/ her thou ghts
• Get ting ahea d of the spea ker and com plet
set of exa mpl es
• Top ping the spea ker' s stor y with one 's own
• Forg ettin g wha t is bein g disc usse d
prob ing
• Ask ing too man y que stio ns for the sake of
skills.
d in Cha pter 9 on dev elop ing effe ctiv e listening
The se barr iers have been elab orat ely disc usse

7 1.13.4 Physical and Mechanical Barriers

ion
the com mun icat ors, dist urba nce in transmiss
Clos ed office doo rs, phy sica l dist ance betw een rs in
h show s that one of the mos t imp orta nt facto
chan nels, etc. crea te phy sica l barr iers. Res earc y as it
s to othe rs help s peo ple com mun icat e effectivel
buil ding cohe sive team s is proximity. Nea rnes u-
ance ther efor e, is a barr ier that ofte n affe cts comm
helps them get to kno w one ano ther better. Dist sizes,
text, lack of spac e or mar gins , very sma ll font
nication. At time s, poo r prin ting , badl y inde nted faulty
Similarly, erra tica lly func tion ing mac hine s,
and crow ded para grap hs can lead to barriers. two
barr iers whi ch affe ct com mun icat ion between
devi ces and syst ems are som e of the mec hani cal nce.
ies. Fail ure of mic roph one duri ng a spee ch may be seen as a mec han ical barr ier, for insta
part

:7 1.13.5 Psychological Barriers

ent
barr iers are far mor e dam agin g and caus e :frequ
Com pare d to phys ical barr iers, psyc holo gica l emo-
Psyc holo gica l barr iers are clos ely link ed to
disr upti ons in the proc ess of com mun icati on.
nt role in the com mun icat ion of a mes sage . Some
tional barr iers; emo tion al barriers play an imp orta ss,
the pres ence of fear, distr ust, abse nt mindedne
such psyc holo gica l barr iers may arise due to ac·
tion al apat hy, inten sity of feeli ngs, lack of interest, obse ssiv e tem pera men t, mul tiple distr
emo
ies. For insta nce, on rece ivin g a mes sage , we may
tion s, and so o? betwee~ the com mun icati ng part
caug ht up in som e emo tion al turm oil of our own.
not be able to mter pret 1t properly as we may be

=:J 1.13.6 Miscellaneous Barriers

too t'ior whi ch a d eta1-1ed d'1scussioll
Bes ides·dthe barr iers disc usse d so far, ther e are othe r barr iers
· provt edb e 1ow
1s
Premature evaluation. of message It 18 · d s · le hum an tend ency to jum p to hasty con·
. an un e irab
out
1
~e%1go:~::i=eTorh~1s18teapdprove wfthat is bein . g said or writ ten, and gen eral ize the idea s with
n ency o en lead s to f.at·1 ure m ·
· com mun icat ion beca use the listeners
d d
·
I• fully und t d' .
an rea ers eva uate the mes sage with out ers an mg its real esse nce.
. .
lnformat.ton overload In various orgam.~at'tons_, the emp loye es m the key posi tion s get unre-
stric ted flow of info nnat ion St 1·
mg ~1th an info rma tion over load thus , they ofte n tend to
ignore the important info nn. t. rugg e proc • h . c.
a 10n unconsc1ously whil· es s mg t e m1o rma tion . For insta nce,
the person concerne d mig ht •. h me . h' h d J
. miss t e word 'not ' in . a ssag e, w tc reve rses the inten et
meani.ng . It is also obse rved that p .
. eop 1e resp ond to mfo rma fton overIoad by sim ply esca p1t18
tirom the task of communicati on fo I.
men-
tati.o n for proc urin g governm ent, co r tc~am _p e, whe reve r ~uth oriti es dem and deta iled docu ;
1 ,,.11is h
o • . ,,.1,. ·· ·~"' .. : ._ .~ , ..
 RJNDAMENTAlS OF COMMUNICATlON
lJ.L
Di str us~ tb ~t , and fear Inc ons iste nt and unp
red icta ble beh avi our of the sup eri or leads
to aro ~in g distrust and fea r am ong the sub
ord ina tes . If a sub ord ina te has bee n pun ish ed
presenung unf avo ura ble bu t tru e fac ts in the pas t, for
he/ she wil l not expTess his /he r ideas however
inn o,a tiv e and cru cia l the y may be due to rea l or
im agi ned fear. Eventually, the communication
process ma sce nar io lik e thi s wil l bre ak down.
L-ess tim e for ori ent ati on an d for ad jus tm ent
to change Ch ang es affect people in different
,,-ays and it ma y tak e som e tim e to adj ust to the
imp lica tio n of cha nge s occ urr ing regularly bot h
in ou r per son al and pro fes sio nal \vorlds. So me
com mu nic atio n situations indicate a need for
fur the r tra ini ng, car eer adj ust me nt, or sta tus
identification. If the employees do not get suf
cie nt tim e to adj ust, alt er, or pre par e the ms elv fi-
es to face the cha nge s around the m, it hamper
com mu nic ati on and can sev ere ly aff ect the ir s
per for ma nce in an organization.
£.m oti on al rea cti on On his ret ire me nt day, a
sen ior executive of a lea din g firm received many
sin cer e trib ute s dur ing a spe cia l din ner hos ted
in his honour. Wh en finally asked to speak, he
go t up fro m his sea t, spo ke a few wo rds but
cou ld not continue. He wa s cho ked wit h emotio
De pen din g on the int ens ity of our em oti ons th ~ n.
our response or rea ctio n may create a bar rie r
in com mu nic ati on. Em oti ons suc h as fea r, sus
pic ion , anger, and joy ma y act as hurdles in ma
ing our sel ves cle ar to om aud ien ce. k-

Ri gid att itu de Hu ma n com mu nic ati on is all

abo ut sha rin g and conveying emotions, i~eas,
and attitudes. A stu bbo rn atti tud e on the par t
of the listener or the spe ake r may lea d to a failure
of com mu nic ati on. It is a we ll-k now n fact tha
t we can not lea rn anything unless we purge our
-
selves of ou r pre -co nce ive d not ion s.
7J 1.6 IMPORTANCE OF COMMUNICATION
The following factors make commun
ication indispensable in the world
of business.
] 1.6.1 Growth
_
Due to the emergence of multinationa
l companies, large business houses
within and outside the country. The usually operate botb
head office of a large corporate
and up-to-date knowledge of the vario m ai nt ai ns a thorough
us activities at each of its branch
well-acquainted with the activities of offices. It keeps them
all the centres, which in turn establ
various branches and leads to the grow ishes a link among its
th and smooth running of the entir
J 1.6.2 Complexity e business.

--=~~-:-~-.-~-------------------
This is an age of specialization and th
sueh as p1anm.ng, productio . n sales sto
erefore even ·
,
• . . . t'vities,
res ad v rf in
• a sm g 1e or ga ni za tio n d1 ff er en
f
handled by different departrn~nts
1 th 'd st
e i ng, finan
as well as wi.th the management th. er. ese epartments do notcing, accounts, welfare, etc., '
t ac 1 are
e w·ii
1 b .· co m m un . at . h on '1nother
productio. .
n 1s fully geared up stores may re ertno coord1nati
' ic e wit e'
h on among t en1.h . For in · stance., when
department has to apprise . th'e othe
r po s ortage of raw ,
de pa rtm . I
m at en a s. S1.m1J . arly, t I1c finance
been the resu ]t of recent fluctuation '
s in th entskregarding I·ts constra . . · I1t haV~f
an organization have to go hand in ints, which m1g
. . . h
commumcatmg wit one another.
!
hand t e ~ah.~ et. 0 fact, all the de
o ac ieve its goal partments and units 0
s and for that, they need to ki;-~p
 FUNDAMENTALS OF COMMUNICATION LL
] 1.6.3 Competitiveness
- Items of common consum f
. P ion, sueh as tea, cigarettes
.
soaps blades, clothes, etc., are ava1·1a-
ble 1n a dozen brands today. M k · ' that' firms which
· communicate · bet-
ar ettng research suggests
ter sell better. The
· better th e commun1cation
· · skills · of a salesperson, the larger h
t e numb er
of custo~ers he/she can attract. Salesmanship is primarily an art of communication. Besides,
comp~ies keep c~mpeting with one another through advertisements and other propagandist
strategies for secunng a higher position in the market. All this involves communication at every
step.

:J 1.6.4 Harmony
Trade unions believe in bargaining with the management and insist on the protection of the
rights and dignity of the workers. The management and such unions share a delicate relation
and without proper communication between the two, no harmony can be expected to exist in
an organization.

1 1.6.S Understanding and Cooperation

If there exists good communication between the management and employees, it will bring
about an atmosphere of mutual trust and confidence. Only when the employees know exactly
what is expected of them, can the management utilize their potentialities and make up for their
limitations. Through effective communication, employees get job satisfaction and develop a
sense of belongingness with the enterprise which ultimately helps the organization grow well.