What Is Communication - Meaning, Objectives, Functions and Barriers

4/19/2020 What is Communication?
- Meaning, Objectives, Functions and Barriers
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What is
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Communication is as old as human civilization.

The common need for protection led to group
life. As group life developed, forms of
communication also developed.
Communication was in the forms of codes,
indications, signals and expressions.
Gradually with the increase in population,

division of labour, exchange economy, etc.,
necessitated the development of language. In
the present day world, communication is vital
need of every Step in any industrial or
commercial activity.
The term communication has been derived

from the Latin word, ‘communis’, which means
www.economicsdiscussion.net/management/communication/what-is-communication/32117 1/59
4/19/2020 What is Communication? - Meaning, Objectives, Functions and Barriers
common. Literally, communication means, to

tell, show, spread the information and inform.
The term communication is used to signify the
process of transferring ideas or receiving it by
any means such as word of mouth, telephone,
telegram, letter, message, etc. Thus,
communication stands for sharing of
information, imparting or conveying ideas and
knowledge.
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Learn about:- 1. Meaning of Communication 2.

Concept of Communication 3. Objectives of
Communication 4. Characteristics 5.
Importance 6. Communication Process Model 7.
Functions 8. Good Communication Gateway 9.
Organisational Communication 10. Essentials
11. Fundamentals 12. Mechanics 13. Barriers 14.
Guidelines for Effective Communication.
What is Communication:
Meaning, Concept, Objectives,
Characteristics, Importance,
Functions, Fundamentals and

Barriers
Contents:
1. Meaning of Communication
2. Concept of Communication
3. Objectives of Communication
4. Characteristics of Communication
5. Importance of Communication
6. Communication Process Model
7. Functions of Communication
8. Good Communication Gateway
9. Organisational Communication
10. Essentials of Communication
11. Fundamentals of Communication
12. Mechanics of Communication
13. Barriers to Communication
14. Guidelines for Effective Communication
What is Communication?
The English word ‘communication’ is derived
from the Latin word communis, which means
common. The term communication refers to the
sharing of ideas in common. In other words, it
is the transmission and interaction of facts,
ideas, opinions, feelings or attitudes.
Communication is the essence of management.
The basic function of management (planning,
organising, staffing, directing and controlling)
cannot be performed well without effective
communication.
In short, Communication is the process of

passing ideas, views, facts, information and
understanding from one person to another. This
process is necessary for making the
subordinates understand what the management
expects from them.
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Communication cannot take place without two

parties – receiver and the sender. The
information which is sent by the sender must be
understandable to the receiver.
Communication is as old as human civilization.

The common need for protection led to group
life. As group life developed, forms of
communication also developed. Communication
was in the forms of codes, indications, signals
and expressions. Gradually with the increase in
population, division of labour, exchange
economy, etc., necessitated the development of
language. In the present day world,
communication is vital need of every Step in any
industrial or commercial activity.
The term communication has been derived from

the Latin word, ‘communis’, which means
common. Literally, communication means, to
tell, show, spread the information and inform.
The term communication is used to signify the
process of transferring ideas or receiving it by
any means such as word of mouth, telephone,
telegram, letter, message, etc. Thus,
communication stands for sharing of
information, imparting or conveying ideas and
knowledge.
Following are some of the important

definitions of communication:
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Communication may be defined as “the transfer

of information and understanding from one
person to another.”
According to Koontz and O’Donnel,

Communication may be understood “as the
exchange of information at least between two
persons with a view to create an understanding
in the mind of the other, whether or not it gives

rise to conflict.”
Newman and Summer- “Communication is an

exchange of facts, ideas, opinions or emotions
by two or more persons.”
‘Communication is the sum of all things a

person does when he wants to create an
understanding in the mind of another’. – Louis
A. Allen
‘It is the process of passing information and

understanding from one person to another. It is
essentially a bridge of meaning between people.
By using this bridge of meaning, a person can
safely cross the river of misunderstanding that
separates all the people’. – Keith Davis
What is Communication – Concept

‘Information’ and ‘Communication’ are often
used interchangeably, but they signify quite
different things. Information is giving out;
communication is getting through.
Communication is the exchange and flow of
information and ideas from one person to
another; it involves a sender transmitting an
idea, information, or feeling to a receiver.
Effective communication occurs only if the
receiver understands the exact information or
idea that the sender intended to transmit.
“Sending, giving or exchanging information and

ideas”, is defined by Webster’s Dictionary.
Business Communication:
Business Communication is communication

that promotes a product, service, marketing, or
organization; relays information within a
business; or functions as an official statement
from a company. It is important to acquire the
skills of effective writing and speaking. It is also
common for prestigious companies to insist
upon excellent communication skills as a
requirement at the time of recruitment.
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Medium of Communication:
As rightly said by novelist; Salman Rushdie,

“The language of a politician obscures the truth.
The language of an artist reveals it”.
Medium are the storage and transmission

channels or tools used to store and deliver
information or data. At times we may even
prefer to use signs and gestures. It’s important
to exchange thoughts and ideas with others if
we have to play a meaningful role in society.
Need for Improving English Skills:
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It has been well said by Narayan Sehgal that

“English has become the global language for
business and finance”. To carry out business, we
need to interact with a large number of people.
“Colleges teach the one thing that is perhaps

most valuable for the future employees to know
and that is to express ideas in writing and
speaking”. – Peter Drucker.
The USP (Unique Selling Proposition) of

Business Communication is its clarity and
simplicity. Business English should reveal
complete meaning without ambiguity.
What is Communication – Objectives

The primary objective of communication in
management is to convey information—
instructions, policies, procedures, decisions,
etc., so the listener will hear, read, understand
what is said, agree and accept the message, and
react as intended by the manager or sender of
communication.
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In addition, the manager will probably desire to

influence or persuade the employee in a way
that will help maintain favourable relationships.
Other motivating goals or objectives of
managerial communication may be social
interchange, personal advancement, self-
expression. Conversely the employee also has
similar goals of communication in an
organisation. Role of Communication in
Organisation
Decision-making is the core of management

process. The relationship of communication and
decision-making is inseparable since
decisioning must rely on information. Decision
is the triggering mechanism of communication.
Decision centres also become communication
centres. The manager is a decision-maker. But
all decisions are now based on communication
of information to the management.
Management information system has assumed

unique importance in modern management.
Then again we need effective communication
for passing on decisions to those involved in
executing them. Communication enables a
group to think together, to see together, and to
act together.
In fact, without communication, there could be

no organisation. People would be linked by a
chain of command but they would be acting
without a chain of understanding. Poor
communication leads to poor co-ordination.
Similarly, cooperation itself depends upon

communication.
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Management is getting things done through

others. Hence, all management acts must pass
through the bottleneck of communication.
Managerial ideas, plans and decisions are put
into effect through communication. A
management may have the best business plans,
but until they can be communicated, they are
worthless.
Management communication in the

organisation has two purposes:
i. Provision of information and understanding

needed for group effort.
ii. Provision of attitudes needed for motivation,

co-operation and job satisfaction.
The first purpose assures the skill to work, while

the second purpose assures the will to work.
The two together will give us teamwork. Thus
better communication gets better job
performance and more work satisfaction. Each

managerial position is a centre of
communication.
The flow of information and understanding may

be secured by various devices of
communication, e.g., words, letters, symbols or
messages. Information and understanding are
passed to the receiver, and knowledge of its
effect is passed back to the sender in the form of
feedback.
Motivation and direction both depend on

effective communication. Every aspect of
management requires good communication. As
the transfer of information, communication
must be understandable to the receiver. It is the
sum total of all the things one person does when
he wants to create understanding in the mind of
another. It is a bridge between meaning and
understanding.
It involves a systematic and continuous process

of telling, listening and understanding.
Communication is the chain of understanding
that binds an enterprise from top to bottom and
from side to side. No organisation can
accomplish anything without a chain of
understanding to support its chain of command.
The organisation chart may establish the chain

of command, but it is extremely difficult to
establish and maintain an effective chain of
understanding, i.e., the best system of
communication. Successful motivation and
delegation depend on the flow of understanding

through the various techniques of communi-
cation.
Management should place greater reliance on

the face-to-face communication. It is very
effective in terms of employee response and
interest. Information flow downward is usually
assured by the chain of command under the
Scalar or line organisation.
But conscious efforts are necessary to ensure

free flow of upward communication from the
bottom to the top and this feedback information
system is absolutely essential for smooth
management of a big business. From
recruitment to retirement of employees we need
effective net-work of communication.
What is Communication –
Characteristics
The characteristics of communication
are as follows:
(i) At least two persons – Communication

involves at least two persons—the sender and
the receiver. The sender sends the message and
the receiver receives the message. There is an
exchange of information between two or more
persons.
(ii) Two-way process – Communication is

essentially a two-way process. It does not
merely means sending and receiving messages.
It is not complete unless and until the message

has been understood by the receiver in the same
sense.
(iii) Form of communication – Communication

may take several forms, e.g., order, instruction,
report, queries, etc. It may be verbal or written.
It may be formal or informal.
(iv) Scope – Communication is present in all

human relationships. It is essential in all types
of organisations and at all levels of
management. It has a very wide scope.
(v) Dynamic process – Communication is

influenced by the mood and thinking of the
sender and receiver. It keeps on changing
depending upon the Level of understanding of
the sender and receiver.
(vi) Goal-oriented – Communication is goal-

oriented and is effective only when there is a
congruence of goals of the sender and the
receiver.
(vii) Interdisciplinary – Communication derives

knowledge from several sciences like
anthropology (study of body language),
sociology (study of human behaviour),
psychology (study of human), etc. The linking
between these sciences makes communication
effective.
(viii) Interpersonal relations – The main

purpose of communication is to influence the
human behaviour which creates interpersonal

relations.
(ix) Circular process – There is circular flow of

information in the communication process.
After the feedback, the receiver of the original
message is required to transmit another
message. The response indicates the success of
the communication.
Importance and Guidelines for
Effective Communication
(i) Increase in Size:
With the large scale of operation in business

firm, the need for effective communication has
been largely felt.
(ii) Growing Specialization:
Increase in departments has led to the

requirement of specialization inside the
organisation. Sound communication is essential
for ensuring mutual co-operation and
understanding between different departments
for smooth functioning of the organisation.
(iii) Cut-Throat Competition:
Due to liberalization and globalization, severe

competition has resulted in between private,
public sectors and foreign banks.
Communication through mass media,
newspaper, advertisement etc. has become

important to survive in the race.
(iv) Trade Union Movement:
Trade unions are very strong and powerful.

Regular exchange of information, consulting
union leader’s etc. helps to maintain healthy
relations between them.
(v) Human Relations:
To develop mutual trust and confidence, it is

necessary for management and employees to
communicate with each other. Participation of
employees in the management process has
bought in a sense of belonging and loyalty
towards the organisation.
(vi) Public Relations:
Every organisation needs to keep its customers,

stakeholders, government and other sections of
the society informed about its product and
contribution to the society. Public relation helps
in building goodwill for the organisation.
(vii) Personal Asset:
Communication skill is essential for every

successful job. Managers are required to speak
to public at large on various occasions. The
ability to communicate effectively is equally
essential for promotion in career.
Guidelines for Effective Communication

are:
1. Choose the Right Means and Mode:
The right means and mode of communication is

chosen after considering various factors like
cost, resources, organisation size and policy etc.
2. Own Your Message:
It is very important to take responsibility for

what we say. Personal pronoun should be used
to lend credibility to the message.
3. Offer Complete and Relevant

Information:
Message should never be left incomplete. It may

create a huge barrier in communication if
messages are incomplete. For effective
communication, message should be relevant
and complete. It should be supported by facts
and observations. It should be well planned and
organized. No assumptions should be made by
the receiver.
4. Obtain Feedback:
Whether the message sent by the sender is

understood in same terms by the receiver or not
can be judged by the feedback received. The
feedback should be timely and in personal. It
should be specific rather than general.
5. Think of the Recipient:
Empathy with the listeners is essential for

effective verbal communication. The speaker
should step into the shoes of the listener and be
sensitive to their needs and emotions. This way
he can understand things from their perspective
and make communication more effective.
6. Verbal and Non-Verbal Congruence:
Meanings are usually communicated in more

than one way. For example while saying ‘yes’
our head should always nod up to down. This
shows the verbal and non-verbal congruence.
7. Repeat if Necessary:
Repetition is generally avoided but in many

cases message should be repeated for
confirmation and feedback and to check
whether the important part of the message has
not been lost.
8. Do not Judge:
Judgments are usually based on one’s own

perception. Unfavourable judgments and
remarks should be avoided.
9. Rely on facts:
Facts are the best way to persuade the listener

in agreeing with the message. An incomplete
message with assumptions holds no value.
While sending a message, sender should always
try to state the facts to support his message.
Components of Communication
Process
Communication is the process by which one
person conveys meaning from one person to
another. It is a two- way process which takes
place in the relationship between a sender and a
receiver. It is a continuous and interpersonal
process.
The communication process has

following components:
1. Sender or communicator – Sender is an

employee with ideas, intentions, information,
and a purpose for communicating. He is the
source, or initiator of the communication. He
has something with a meaning to communicate.
Communication begins when a sender identifies
the need to send a message based on certain
reasons.
2. Message – The sender encodes meaning into

a message that can be transmitted. The message
represents the meaning the source is trying to
convey.
3. Encoding – The function of encoding is to

provide a form in which ideas and purpose can
be expressed as a message. The result of the
encoding process is the message. Encoding
involves translating the sender’s intent or ideas
into a systematic set of symbols or gestures.
4. Channel or medium – The channel is the

carrier of the message. It is the link that
connects the source and the receiver. In
organisations, the channel or medium can take
the form of such components as face-to-face
communication, telephone calls, meetings, or
other written reports.
5. Receiver – The receiver is the individual

whose senses perceive the sender’s message.
There may be one or many receivers. If the
message does not reach the receiver,
communication is not completed.
6. Decoding – Decoding is the process by which

the receiver interprets the message and
translates it into meaningful information.
Decoding is a two-step process – (a) the receiver
must first perceive the message; and (b) the
receiver must then interpret it. Decoding
process is very much affacted by some factors
such as the receiver’s need, status, past
experience, situational factors etc.
7. Communication noise – In communication,

noise can be thought of as those factors that
disturb or distort the intended message. Noise
may occur in each of the elements of
communication. “Noise” hinders communica-
tion.
It includes the following factors:
(a) Factors which hinder the development of a

clear thought.
(b) Faulty encoding due to ambiguous symbols.
(c) Defects in channel.
(d) Inattentive reception.
(e) Faulty decoding due to prejudices, wrong

understanding, personal outlook, wrong
meaning of words and symbols.
Noise can result in miscommunication. Hence

the important point is to realize all these
possibilities of noise and to minimize them.
8. Feedback – A feedback provides a link or

channel for the communicator to know the
receiver’s response and to determine whether
the message has been received and has
produced the intended change. Feedback may
come in many ways. In face-to-face
communication, feedback comes through facial
expressions of the receiver. Some indirect
means of feedback are such factors as declines
in productivity, poor quality of production, lack
of coordination, absenteeism etc. Feedback may
cause the sender to modify his future
communication.
What is Communication – Functions:

Information, Control, Motivation and
Emotional Expression and
Interdependence
Function # 1. Information:
The first and foremost function of

communication is to provide information. This
function is performed in many ways. Before
providing or passing an information, one has to
receive, collect or sift information from various
sources, both external and internal, and
through various media, verbal or non-verbal,
body language or paralanguage, sign language
or audio-visual aids, books, journals,
newspapers, advertisements, brochures etc.
The information thus gathered is of vital

importance to individuals and groups. It helps
them to make decisions by identifying,
analysing and evaluating the data, and
considering alternative choices. In other words,
policy decisions can be taken only when
information is available.
Education, research and development depend

on information. Education is an ongoing
process. No organization can really grow unless
the people vitally involved in it have some kind
of ‘continuing education’. All senior managers
now-a-days keep abreast of the latest
developments in their respective areas.
It is also to be observed that no information is

insular. In one way or another, directly or
indirectly, all different areas of interest,
especially in the business world, are
interrelated. That is why almost all people in
business, whether entrepreneurs or managers,
organize and participate in seminars,
conferences and refresher courses.
Proper transmission of information is also of

great educational value to employees. Unless
they are given useful information from time to
time they are likely to remain ignorant,
uncultivated, or inadequately equipped.
Information made available to the world outside

the organisation also educates the public.
Advertisements, special articles, information
talks etc., play an important role in this regard.
Function # 2. Control:
The next very important function of

communication is to control ‘member
behaviour’ in several ways. Every organization
has a hierarchical system and formal guidelines
that the employees are supposed to follow.
When, for example, the employees are required

to follow their job description or instructions, or
to comply with company policies,
communication is performing a control
function. This very function also gives the
employees their code of conduct. It is generally
expected of the employees to first communicate
their grievances or complaints to their
immediate boss. They have, in this way, to
follow the formal channel of communication.
But, at the same time, it must also be pointed

out, informal communication also controls
behaviour. By talking informally in groups the
workers lay down the norms to be followed. It is
not always necessary for the bosses to formally
issue instructions, impose do’s and don’ts or
chalk out norms of behaviour. In fact, it is now

becoming more and more explicit that informal
communication exercises greater control than
formal communication.
Function # 3. Motivation:
In the words of Robbins, “communication

fosters motivation by clarifying to employees
what is to be done, how well they are doing, and
what can be done to improve performance if it’s
subpar… The formation of specific goals,
feedback on progress toward the goals, and
reinforcement of desired behaviour all stimulate
motivation and require communication.”
All business is goal-oriented. All possible efforts

have to be made to achieve a target within a well
thought-out framework of time. For this
purpose it is necessary that the team of workers
puts in their very best efforts. In other words
they have to be motivated.
According to ‘Collins Cobuild Dictionary’, “If

you are motivated to do something, you are
caused to feel determined to achieve something
and willing to work hard in order to succeed. So
you have first got to motivate the children and
then to teach them”. The same logic applies to
the workers in an organization.
The employees/workers have first of all to be

told what they are expected to do and how. And,
then, merely telling is not enough.
Victor Kiam, a famous American entrepreneur

and writer for the corporate world, puts this
question to himself- “Am I willing to lead by
example?” and goes on to answer thus- “You
can’t ask your workers to give their all if your
idea of a rough day is two hours in the office
and six on the golf course. I never ask an
employee to do something I’m not willing to do,
and I work even harder than they do.” After all
actions speak louder than words.
The concept of rewards and punishment

immediately becomes relevant here. It,
however, must be observed that rewards and
incentives prove more effective and productive
than punishments. If the workers are kept
happy, given encouragement and suitably
rewarded both in cash and kind, they ensure the
success of the enterprise.
Every modern entrepreneur/manager knows

the importance of positive attitude, empathic
listening, words of encouragement and cash
rewards, and rewards given in the form of
holiday trips, furnishing allowances, quick
promotions and so on. Many Indian as well as
multinational companies in India are now
taking their workers to holiday resorts and
sending managers along with their families to
Europe, Far East and such other scenic places.
All this is geared to motivate them to ‘earn’ their

perks, bonuses and holidays. It enhances the
value and the image of the organization.
Function # 4. Emotional Expression and

Interdependence:
The work group is a primary source for social

interaction. The communication that takes place
within the group is of vital importance in the
sense that it gives them the best opportunity to
share their frustrations as well as feelings of
satisfaction. Communication, in this way,
provides them a release for their feelings, and
that is the fulfillment of an important social
need.
Communication is a social activity and every

organisation is above all a social entity. The
members of the group or organisation are
human beings who have so much to share,
gather, or pass on. Newman and summer point
out that the content of communication is not
just facts and figures, or objective ideas, but also
feelings, attitudes and interpretations. An
adequate understanding of this aspect of
communication is of immense help to the
management.
In this connection, it is worthwhile to take note

of the term ‘Emotional Intelligence’ that is also
the title of Daniel Goleman’s book on
management. Emotional intelligence, according
to Goleman, “is to do with how well we manage
our own inner lives and get along with people”.
It is profoundly concerned with self-awareness,

the ability to manage one’s own and other
people’s emotions, self motivation and empathy.
These characteristics or qualities enable one to
climb higher in the corporate ranks than

colleagues having superior IQs.
Everyone agrees that a good strategic

planner/manager needs analytical skills, but the
star performers among them have the ability to
understand and empathise, persuade and build
alliances, and are astute in reading
organizational policies. While working at
Harvard, Goleman examined students from
hundreds of companies, mostly multinationals,
and arrived at certain important conclusions.
He found that the really intelligent people are

emotionally intelligent people because they can
lead, adapt to change, give feedback on
performance, empathise, motivate themselves
and others, and have integrity.
Stephen Covey, one of the greatest management

gurus today, says the same thing in a somewhat
different manner. He uses the term ‘Emotional
Bank Account’ as a metaphor to describe the
amount of trust that has been built-up in a
relationship. “It’s the feeling of safeness you
have with another human being.” Dag
Hammarskjold, past Secretary General of the
United Nations, once said, “It is more noble to
give yourself completely to one individual than
to labour diligently for the salvation of the
masses.”
Taking his cue from Hammarskjold, Stephen

Covey says, “Creating the unity necessary to run
an effective business or a family or a marriage
requires great personal strength and courage.

No amount of technical administrative skill in
labouring for the masses can make up for lack of
nobility of personal character in developing
relationships. It is at a very essential, one-to-
one level, that we live the primary laws of love
and life.”
Conclusion:
Information, control, motivation, and emotional
expression and interdependence – these are the
four main functions of communication. All of
them are equally important. No one of them can
be seen or understood in isolation from others.
In any group or organization, we need to
maintain some firm control, stimulate or
motivate the members to perform, provide a
means for emotional expression and
interdependence and make decision choices on
the basis of information.
Any communication interaction taking place in

a group or organization performs at least one or
more of these functions. More often they are
more than one, simply because these functions
are interdependent. Only a proper
understanding of these basic functions of
communication can make an organization work
effectively.
What is Communication – Good

Communication Gateways
As a manager, your main responsibility is to get

things done through people willingly. However
sound your ideas or well-reasoned your deci-
sions, they become effective only as they are
transmitted to others and achieve the desired
result- action or reaction. Communication is,
therefore, your most vital management tool.
You communicate not only with words but

through your apparent attitudes and your
actions. How well you manage depends upon
how well you communicate in this broad sense.
The ten guidelines or commandments can help
you to improve your skills as a manager by
improving your skills of communication with
superiors, subordinates and associates.
(1) Seek to clarify your ideas before

communicating.
(2) Examine the true purpose of each

communication.
(3) Consider the total physical setting (when

you communicate in -private) and human
setting or social climate that pervades work
relationships. Consider also custom and past
practice. Like all living things, communication
must be capable of adapting to its environment.
(4) Consult with others, where necessary, in

planning communication. Such participation
and consultation helps to lend additional
insight and objectivity to your message. Besides
participation in planning, communication

secures active support of others.
(5) Be mindful while you communicate, of the

overtones as well as the basic contents of your
message. Your tone of voice, your expression,
your sensitivity to others—all have tremendous
impact on those you wish to reach. Your choice
of language is also important.
(6) Take the opportunity, when it arises, to

convey something of help or value to the
receiver. People on the job are most responsive
to the manager whose messages take their own
interests and needs into account.
(7) Follow up your communication by asking

questions, encouraging the receiver to express
his reactions, by follow- up contacts, by
subsequent review of performance. Every im-
portant communication must have feedback
information- so that complete understanding
and proper action result.
(8) Communicate for tomorrow as well as today.

While communications may be aimed at
meeting the demands of today, they must be
consistent with long-range goals and interests.
For example, it is difficult to communicate
about poor performance or shortcomings of a
loyal subordinate frankly. But postponing
disagreeable communications makes them more
difficult in the long-run and is really unfair to
your company.
(9) Be sure your actions support your

communications. In the final analysis, the most
persuasive communication is not what you say
but what you do.
(10) Lastly, but by no means the least, seek not

only to be understood but to understand be a
good listener. Listening is one of the most
important, most difficult and most neglected
skills in communication. Listening with the
inner ear will help you to know the inner man.
Concentrate on the implicit meanings,

unspoken words, and undertones of another
person. Listening with understanding is the
other side of communication coin. As a manager
try to develop empathic understanding.
Empathy, refers to the ability to take on
another’s role and thus become aware of his
feelings, as well as his motives his attitudes,
values and beliefs.
It is the ability that requires sensitive

awareness. Try to see the expressed idea and
attitude from the other person’s point of view,
to sense how it feels to him, to achieve his frame
of mentality and so on. Sensitivity to others
helps a lot in effective communication.
If you can listen to what he can tell you, if you

can understand how it seems to him, if you can
see its personal meaning for him, if you can
sense the emotional flavour which it has for
him, then only you will be releasing potent
forces of change in him.
Such an approach alone can improve your

relationships and your communications with
others. In essence, real communication occurs
when you listen with understanding and it is a
two-way traffic. Effective communication
depends basically upon knowing clearly what
you want to convey, understanding the other
party, and speaking and writing his language.
Organisational Communication
People in the organisation constantly interact
through downward, upward and horizontal
communications. Upward communication
programme can meet the growing demand for
participation on the part of managers (at lower
level) and employees (at the operating level).
People need information, so that they can

understand what is going on and why; and they
need action on things that trouble them. They
also want to participate in decision-making oh
problems in which they are vitally interested.
Thus upward communication enables

employees to satisfy their higher level egoistic
needs. The success of an upward
communication programme is governed by the
firm commitment and sincerity of top mana-
gement in letter as well as in spirit.
The package approach of an upward

communication programme may
include:
i. Speak up or feedback concept (questions-

answers);
ii. Special management councils of managers

and or employees to discuss their problems;
iii. Employee annual meeting;’
iv. Junior boards;
v. A corps of counsellors or ombudsmen acting

as listening boards and redressers of
complaints;
vi. Task teams of employees to study a problem,

and make a recommendation to management;
vii. Suggestion schemes;
viii. Periodical attitude research to determine

the issues that most concern the work force; and
ix. Grievance procedures.
Upward communication enables the

subordinate to report to his boss about himself,
his performance, and about others (working
under him) and their problems. He can report
to his boss about organisational practices and
policies. He can seek clarification about general
goals and specific directives.
Horizontal Communication- Formal

organisation usually emphasizes downward and
upward communication in the organisation
hierarchy. Horizontal communication has been
under-emphasized in formal structure. Ideally,

formal horizontal communication channels
should supplement and work well with vertical
channels.
In fact, when formal vertical channels are not

open, the informal horizontal channels are
almost sure to thrive as a good substitute. Often
these substitute horizontal channels take the
form of grapevine. Horizontal communication
among peers provides, for co-ordination and
maintenance of the system. It builds a spirit of
co-operation.
What is Communication – Essentials

of Communication
In all types of communication, the
communicator must keep in view the
following essential points:
1. Clarity of Thought:
For good communication the idea to be

transmitted must be absolutely clear in the
mind of the communicator. The process of
communication to be complete must spring out
from a ‘clear’ head. The academic level of the
workers, their power of grasping things, etc.,
should also be taken into account, otherwise the
communication is likely to go waste.
It is especially essential for a country like India,

where the multiplicity of languages roughens
the flow of communication. It should always be
remembered that employee communication

should never be in abstract terms.
2. Attach Importance to Actions Rather

than Words:
In all communications, actions are more

significant than words. A departmental head
who professes ‘we’ feeling in words but always
uses ‘I’ when it comes to taking the credit,
cannot succeed in establishing proper
communication spirit and is bound to be
mistrusted and misunderstood. Such examples
can be multiplied in thousands and hence the
golden rule that actions take priority in all
communications need always be remembered in
practice.
3. Participation:
Communicator and the recipient should

participate in the communication. It is common
complaint of the workers that “proper and
patient head is not given to their voice”.
Listening plays a very fundamental part in oral
communication because it is listening only
which leads to sharing, participation and
understanding in oral communication. But this
listening is not merely passive hearing. It is
smart which is to be perfected with practice
based on sound knowledge of principles of
human nature.
4. Transmission:
In this connection the communicator must plan

carefully what to communicate and how to
communicate. How can the executive
communicate with the workers when they
themselves do not know or cannot understand
all facts about the new wage incentive plan or
bonus system or the union contract? Further
delegation of authority without responsibility
breaks down the spirit of communication.
5. Keep the System Always Alive:
The system of communication should be kept

open and alive all the year round. It is only by
honest attempts that good communication
relations can be developed.
6. Cordial Men-Boss Relations:
Hand and glove kinship between the superior

and the subordinates is also an essential
precondition for the success of any system of
communication. Effective communication
requires a quality of relationship between
people immediately connected with each other.
It requires sound industrial relation policies and
practices an all-round atmosphere of friendly
cooperation and a feeling of trust and
confidence throughout the organisation right
from the top management, down to the
humblest worker.
Under such conditions only the meaning of

communication is grasped quickly and
correctly. In short, communication is not a
substitute for good management but it requires

good management to operate it effectively and
efficiently.
What is Communication – The

Fundamentals of Communication
Man is a social being, he has to cooperate with
others and engage himself will socially useful
activities. Communication weaves together the
totality of individual experiences. Through
communication man avoids the frustrating
loneliness of isolation and finds a way of
satisfying his needs and wants.
It is usually a two-way process involving

stimulation and response among organisms and
it is both reciprocal and alternating. The
response evoked by one communiqué in turn
becomes a stimulus in its own right. In this way
in a series of communications each may be by
both response and stimulus.
Mead (1934) has evolved a communication

theory which is named as “Symbolic
Internationalism”. The essence of Mead’s theory
lies in his conception of the individual as
communicating with himself from the point of
view of the society. “The human self-arises
through its ability to take the attitude of the
groups to which he belongs” — because he can
talk to himself in terms of the community to
which he belongs. “It is this ability to enter into
the attitude of others” which makes complex
human society possible.
(a) Communication is Reciprocal:
A constant reversal of roles takes place in

communication. In a conversation the
communicant becomes the communicator and
the latter in turn becomes the communicant and
both are equally important.
This raises for consideration the criteria for the

success or effectiveness of communication. It
might very simple be stated that
communication takes place successfully when
the effect produced by the communiqué is that
intended by the communicator. If the
communicator is designed to instigate action or
to persuade, it is successful if the outcome
suffices for the purposes of the communicator.
If the latter seeks to transmit an experience or

to share an idea, the communication may be
considered successful if there is evidence of at
least approximate understanding by the
recipient. It is obvious that the criteria for
success in communication are fairly gross. This,
however, cannot be avoided since it is often
impossible to convey with complete exactness
the inner experience of communicator or to
involve in the recipient precisely the state
sought by the initiator.
(b) Communication and Expression:
The originator of a communication has a

purpose in initiating the process. The purpose
may be varied of multiple but an intention of
creating some sort of effect on another person

or persons is always present. One may,
however, witness the product of stimuli
resembling communication, stimuli that lacks
the intention of communication.
Under such conditions the originator of the

stimuli may be expressing something but he will
not intentionally be communicating anything.
The infant cries because of an internal state of
feeling and not because of any desire to produce
an effect. Only after this cry has been repeatedly
followed by gratifying effects can it be regarded
as being used as a communication device.
Lecturers in college classes sometimes give the

impression that they are talking because of the
need to talk rather than to communicate with
their hearers. Exclamation of pain, grimaces,
posture attitudes, writings, paintings, drawings,
sculptures, musical composition all these may
be merely expressions or reflections of internal
state. Only when they are intended to produce
effects or when they succeed in producing
effects, may they be considered forms of
communication.
Desai (1969) has spelt out the following

points relating to communication
effectiveness:
(i) It must be clear in purpose and intention;
(ii) It must be lucid and should be based on felt

need;
(iii) The communicator should build up proper

rapport with the communicate by accepting his
feelings;
(iv) The communicator should help the

communicate to listen, to participate and to
cooperate; and
(v) Language must be understandable.
(c) Learning Theory:
The psychology of learning offers a number of

versions of the mechanisms and processes of
human learning and in doing so provides one
basic form of a theory of communicator. Despite
the differences of approach, and especially the
varying emphasis as between cognitive and
behavioural elements, virtually all theory in the
psychology of learning gives an important place
to association as the underlying principle of
effective communication.
Briefly, the relationship between stimulus and

response is seen to provide the key to both
learning and communication (in the sense of
teaching). Different theorists have emphasized
different elements in the learning process; for
instance, Hull (1948) stresses drives, Thorndike
(1932) reward, Tolman (1932) the cognitive
clement, Skinner (1957), reinforcement, but all
seem to share a general framework of concepts,
which is also a framework for understanding
how communication works.
Every action may be conceived of, as a response,

which presumes a preceding stimulus. The
response behaviour “triggered off” or otherwise
caused by any stimulus, has consequences
which are ultimately accountable in term of a
reduction of tension, a return to equilibrium or
stasis which is the “normal” state of the
organism and of the larger system of which it
forms part.
Human communication, in this view, is that

process which links individuals to each other
and to their environment. Communication,
whereas transmission or reception originates in
an experience of tension and should be
explained in terms of its function, actual or
anticipated, in reducing the state of tension.
People enter into communication relationships,

as a result of an experience of tension, within a
shared environment, some prior stimulus exerts
pressure on them to transmit information or to
respond to information, which comes to their
attention. The communication situation is
interpreted as one where the needs of the
participants are satisfied in a calculable way.
The relationship between participants is a

functional and mechanistic one, either useful or
unavoidable. The sender relates to the receiver
either instrumentally to achieve some planned
and predictable response and effect, or out of
necessity. Similarly, the receiver attends
because it is useful or because he is conditioned
to do so.
(d) Information Theory:
Information theory is a formal mathematical

theory based on probability and without any
value for empirical prediction, or need for
empirical validation (Frick, 1959). In many
man-made systems, the transmission medium
consists of electrical impulses the basic
elements being few and simple. Nowadays the
basis of most long range communication system
is the conversion of language into an agreed
electrical or typographical code.
During the Second World War designs of many

communication systems were put forward.
Shannon’s problem was to decide, what sort of
signal to send, so as to convey message of a
given type in the best manner. How could such
messages be coded so as to secure the fastest,
error-free transmission, over a given circuit?
This is the central problem of information
theory and to answer it with precision, it is
necessary to find mathematical expression for
the characteristics in terms of which different
systems can be compared.
For example, if two systems for the

transmission of English text have been
advanced, one would be based on the idea of
coding each word by letter, the second on that
of assigning a symbol to each word and coding it
directly. Information theory enables
comparison of the two systems.
The broad purpose of information theory is to

supply a mathematical technique, which helps
the designer of a system to strike an acceptable
balance between the demands of the message
source, the capacity of the channel and the
expectation of noise. A successful System is one,
where the differences between signals sent and
signals received is very small.
Information theory implies that the relationship

between sender and receiver is essentially an
instrumental one and is consistent with
although distinct from that which is implicit in
the perspective of behavioural learning.
(e) Voluntary and Involuntary

Communication:
Whenever an observer reacts to the expressional

activity of another individual in a way that
indicates the observer’s awareness of the
internal state of the originator of the stimulus a
communication has taken place. He may look
sympathetic or do something to help the
originator or he may merely register internally
— for instance “He looks worried” — but as long
as his reaction is congruent with the state of the
individual he is observing, he may be
considered a communicator.
When, however, his reaction has no relevance to

the state of the latter although he may have
perceived and responded to the emitted
stimulus, no communication can be said to have
occurred. The carrying of an infant may cause a
nearby child to strike it or cause an adult to

leave the room.
In these situations, while the infant has

expressed a state of feeling and while the
observer has reacted to the form of the
expression, no communication voluntary or
involuntary has taken place; since the reaction
has no relevance to the internal state of the
communicator.
It should now be obvious that the study of the

communication process can be very
complicated. However, when one is proficient in
the mechanics of communication and
continuous in overcoming the obstacles to
communication, the process of communication
could be caused to that extent.

Mechanics of Communication
A critical perspective on the technological
extension of the communicative process cannot
be derived from narrow basis. Social and
cultural theories, behavioural scientists, medical
practitioners, philosophers and artists all
contribute to our understanding. Beyond the
technical proficiency of the science of
communication, however is the social impact of
the art of communication.
Four factors are necessary for the

communication process to function. There must
be the communication. There must be the
recipient. There must be the communication

content and there is ultimately the question of
effect of communication. “Who says what to
whom and with what effect” is a classic
description of the communication process.
Researchers in communication have identified

varying number of factors or elements in
communication.
The total communication effect does not

produce the desired pay-off because its three
components — face-to-face communication,
traditional communication and the mass-media
tend to function independently without any
meaningful effort at coordination or integration.
Interpersonal communication explicates the

meaning of messages in the traditional cultural
framework and idiom. In the process meanings
can change, resulting in significant goal
transfers. Distortion in meaning can be avoided
if close links with those who occupy key
positions could be maintained.
The best mix for successful communication

therefore appears to be a combination of the
mass media, local extension organisation with
subject matter specialization as key opinion
leaders who can contribute significantly
towards moulding the people’s modes of
thought and action.
What is Communication – Few

Barriers to Communication
A person at times wants to communicate one
thing; but actually he communicates something
else which he never intended. This type of event
in communication behaviour is known as “The
Arc of Distortion”.
Distortion could be due to some defect in any of

the mechanisms of communication. These
obstructions to communication are also known
as “barriers”.
The following are a few barriers to

communication:
1. Lack of a proper style, of feedback.
2. Content irrelevant to the needs of the

clientele.
3. Failure to maintain a two-way flow of

communication.
4. Unsuited climate.
5. Lack of provision for horizontal flow of ideas.
6. Non-availability of technical consultants.
7. Semantic difficulties.
8. Lack of leadership.
9. Lack of motivation.
10. Lack of support from the heads of

institution.
Any barrier to communication could be

overcome or distortion reduced through a well
organised system of feedback. The feedback is
of critical importance in testing the success of
any attempt at communication for only by some
such device is it possible to observe its effect. If
the communicator is to face with the
communicant it is possible for him to judge the
success of the communication by the latter’s
reaction.
When the communication gives direction is or

persuades to a conduct it is easier to gauge its
success than when it involves the transmission
of an experience or the sharing of an idea. In the
first instance, A can estimate whether he has
“put over” what he intended by what B does. In
the second instance, however, A has no way of
knowing that he has conveyed to B, unless B
responds with a communication of his own.
It is not sufficient for ‘A’ to ask “Do you

understand me?” for even if B says “Certainly I
do”, this does not necessarily mean that the
desired effect has been achieved for the reason
that A has no way of knowing what B thinks A
has wanted him to understand.
This absence of immediate “feedback” is

precisely what concerns those who are initiators
of innovation. Realising this difficulty Havelock
(1969) recommends the involvement of the
clientele in the process of the innovation right

from the planning stage. Rogers (1971) also
gives due importance to a good system of
feedback in his model for communication.
Other Barriers to Communication:
1. Lack of Planning:
Good communication seldom happens by

chance. Too often people start talking and
writing without first thinking, planning and
stating the purpose of message. Furthermore
the personality and attributes of the person who
is receiving the message also matters cause no
matter how nicely the message has been
delivered the receiver should be that intelligent
to read it correctly.
2. Ambiguity:
Clearly, language and linguistic ability may act

as a barrier to communication. If the message
sent is not clear and is ambiguous then it may
act as a barrier.
3. False Assumptions:
Often overlooked, yet very important, are the

un-communicated assumptions that underlie
messages. Whenever message is sent it should
be checked that there are no assumptions, if
something is required from receivers end then it
should be mentioned in the message for
example A customer may send a note stating
that he will visit a vendor’s plant. Then he may
assume that the vendor will meet her at the

airport. Such assumptions create confusion.
4. Distortions:
Another barrier to effective communication is

distortion, which can be accidental or
deliberate. Sender must have sent the message
but the receiver was too busy to register it. Thus
on sender’s end message has been sent but
actually receiver has not taken a note of it.
5. Implied Meaning:
Sometimes the message may not be clear and

straight forward thus does not give true idea of
the message.
6. Passing Judgements:
Sometimes the message gives a judgement

against, the receiver which acts as a barrier to
communication.
7. Lack of Trust:
If the sender and receiver do not trust each

other than the communication may lose its true
meaning.
What is Communication – Guidelines

for Effective Communication
If we have a reasonably good understanding of
the process of communication and its problems,
barriers and breakdowns it should not be
difficult to make our communication effective.

It must, however, be made clear that ideal
communication is rarely achieved. Perhaps it
does not exist.
But we can, and should, strive to acquire all

those skills and take care of all those aspects
that make communication effective. As
somebody has very well said, “Ideals are like
stars. We may never reach them, but they keep
guiding our path”. So is the case with
communication.
Given below are some guidelines that

must help us communicate effectively:
1. Clarity of Purpose:
In the first place we must make a careful

analysis of what exactly we wish to
communicate. As is often the case in business,
we may not be able to clarify the issue
completely, unless it is by nature very simple.
But any effort made in this direction proves to
be fruitful. Hence it is absolutely necessary to
understand the purpose of our message.
And this requires careful planning. Lack of

planning becomes the first major barrier in
communication. Communication does not just
take place. We have to make all possible efforts
to understand the why’s and how’s, the when
and where, and above all the ‘what’ of our
message. As George Bernard Shaw says, “The
major mistake in communication is to believe

that it happens”.
2. Shared Activity:
Let us not forget that effective communication

is the responsibility of all persons in the
organization. They may be at any level-
managerial or non-managerial. They are all
working towards a common goal. It means that
all of them have a share, directly or indirectly, in
many different ways, in the process of
communication.
Whether communication is effective can be

judged on the basis of the intended results. And
the results are the responsibility of the entire
organization.
It has, therefore, to be group-responsibility.

Managers are advised to consult with others
whenever necessary. Often it is necessary to
seek the authority to communicate before a
message is sent, or someone is to be kept in the
picture in regard to the action intended. It is,
therefore, useful to remember the headings ‘For
Action’ and ‘For Information’ when
communications are being planned.
3. Common Set of Symbols:
The encoding and decoding of the message

should be done with symbols that are familiar to
the sender and the receiver. It is an immutable
condition of communication that the code or set
of symbols be mutually understood/intelligible.
That is why managers, and especially the

specialist staff, are advised to avoid unnecessary
technical jargon which is intelligible only to the
experts in their respective fields.
Quite often communication becomes ineffective

if the specialists/technical experts, who are
accustomed to using a special kind of
vocabulary and phraseology among themselves,
use their particular variety of language even
with the administrative or accounts section of
the organization. They must remember that,
beyond their jargon, there is a common core of
language.
4. Focus the Needs of the Receiver:
Whenever we communicate we must keep in

mind the needs of the receivers of the
message/information. It should be our
endeavour to see that whatever we
communicate should be of value to the receiver,
both in the short run and in the distant future.
Our awareness of the needs of the receiver will
make him more receptive.
5. ‘Use Feedback’:
‘Use feedback’, exhorts Stephen Robbins, a

renowned authority on organizational
behaviour. Communication is complete only
when the message is understood by the receiver.
And we can never know whether
communication/message is understood unless
the sender gets feedback.
Many communication problems arise because of

misunderstandings and inaccuracies. They are
less likely to occur if we make sure that the
‘feedback loop is utilized in the communication
process’. We can achieve this target by asking
questions, requesting a reply to a letter, and
encouraging the receiver to give his reactions to
the message/information.
6. Active Listening:
Active or ‘participative’ listening is as important

as any other element in the process of
communication. It shows, again, that
communication is a joint responsibility of both
the sender and the receiver.
7. Controlling Emotions:
Emotions play an important role in

interpersonal relationships between superiors,
subordinates and colleagues in an organization.
It should, be therefore, an important aim of
communication to create an environment in
which people are motivated to work toward the
desired goals of the enterprise while they
achieve their personal goals.
There must be generated a healthy climate of

involvement and synergistic growth. It must
also be remembered that an important function
of communication is control-not just top-down
control but also self control. It means that a
successful communicator must learn/train
himself to exercise restraint on his emotions,

especially anger.
The truth is that we do not always communicate

in a fully rational manner. Our reasoning is
often clouded with negative feelings/emotions.
And that leads to all sort of misunderstandings
owing to emotion loaded encoding of the
message of misinterpretation of the incoming
message. That is why the MBO (Management by
Objectives) philosophy emphasizes self-control.
8. Politeness:
This leads us to the tonal aspect of

communication. There is a saying, “The tone
makes the music”. In the same way, in
communication, the tone of voice, the choice of
language and the congruency or logical
connection between what is said and how it is
said influence the reactions of the receiver.
That is why managers are advised to shun

authoritarianism, or in other words, to exercise
authority with grace. Everybody knows that
politeness pays, and it is reflected so very
‘loudly’ both in words and actions. Moreover, in
an organization, politeness encourages
participative communication involving people
at all levels, leading to lateral and diagonal
communication from the conventional,
hierarchically – structured downward
communication.
9. Eliminate Noise:
Every possible effort must be made to eliminate

the element of noise that distorts
communication at the transmission stage. It
becomes especially important in the wake of
modern technological advancement. Anything
going wrong with the equipment or any
disturbance in the transmission line is bound to
defeat the very purpose of communication.
10. Clarify Assumptions:
No effective communication can be based on

assumptions. The sender of the message must
first clarify his assumptions and then go ahead
with proper encoding of the message.
11. Avoiding Connotations and

Ambiguities:
Semantic problems can be solved by using

simple language and avoiding connotations.
Care must be taken to see that the receiver of
the message does not have to go beyond the text
of the message. A sender should, therefore, use
denotative words and expressions in preference
to connotative ones. It is also necessary to avoid
all ambiguity that means using words with
double meaning.
12. Socio-Psychological Aspect:
As communication is a two-way process

involving both the sender and the receiver, both
should make conscious efforts to understand
each other’s cultural and socio-psychological
background. As a golden rule for effective
communication one must remember, “First

understand, then be understood”. An effective
communicator is an informed communicator.
13. Completeness:
One must also endeavour to send a complete

message, furnishing all necessary facts and
figures. Incomplete communication annoys the
receiver as a result of which proper feedback
will not come. The message should be so
organized that the receiver is not left in doubt
about any aspect of the message.
14. Conciseness:
Completeness does not mean inclusion of

unnecessary details or diversions. An effective
communication is concise and crisp. The sender
should be clear headed and properly focused in
his vision.
15. Proper Use of Body Language:
Proper use of body language is of paramount

importance, especially in oral communication.
No oral communication can be successful or
effective if we do not take care of our body
language. In the first place there must be good
eye-contact with the person to whom we are
speaking.
The movement of our hands and feet must be

graceful. Every listener observes carefully how
we walk and how we talk. Our gait says a lot
about us. A warm handshake can do wonders.
Holding our head straight on our shoulders

shows confidence. In fact, our overall
appearance can really make or mar our
communication.
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TABLE OF CONTENTS
What is Communication: Meaning,

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Importance, Functions, Fundamentals
and Barriers
What is Communication?
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Importance and Guidelines for
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Components of Communication
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Expression and Interdependence
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4/19/2020 What is Communication?

- Meaning, Objectives, Functions and Barriers

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It has been well said by Narayan Sehgal that

“Colleges teach the one thing that is perhaps

The USP (Unique Selling Proposition) of

What is Communication – Objectives

In addition, the manager will probably desire to

Decision-making is the core of management

Management information system has assumed

In fact, without communication, there could be

Similarly, cooperation itself depends upon

Management is getting things done through

Management communication in the

i. Provision of information and understanding

ii. Provision of attitudes needed for motivation,

The first purpose assures the skill to work, while

performance and more work satisfaction. Each

The flow of information and understanding may

Motivation and direction both depend on

It involves a systematic and continuous process

The organisation chart may establish the chain

delegation depend on the flow of understanding

Management should place greater reliance on

But conscious efforts are necessary to ensure

(i) At least two persons – Communication

(ii) Two-way process – Communication is

It is not complete unless and until the message

(iii) Form of communication – Communication

(iv) Scope – Communication is present in all

(v) Dynamic process – Communication is

(vi) Goal-oriented – Communication is goal-

(vii) Interdisciplinary – Communication derives

(viii) Interpersonal relations – The main

human behaviour which creates interpersonal

(ix) Circular process – There is circular flow of

With the large scale of operation in business

(ii) Growing Specialization:

Increase in departments has led to the

(iii) Cut-Throat Competition: