Chapter 4

Staffing
Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In
management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills,
knowledge and then offering them specific job roles accordingly.

Importance of Staffing / needs

1. It helps in the finding out efficient and effective workforce, to fill different posts in the organisation.
2. It improves organisation’s performance and productivity by appointing the right person at the right job.
3. It facilitates in identifying the staffing requirements of the organisation in future.
4. It ensures continuous survival and growth of the organisation, by way of succession planning for
executives.
5. It develops personnel to take up top managerial positions of the organisation.
6. It ensures training and development of the people working in the organisation.
7. It assists the organisation in making the optimum use of human resources.

Process of Staffing / functions

Staffing process stresses on equipping the organisation with an exact number of people, and that too at the
right time and place, which will help the organisation to attain its objectives effectively. The staffing process
involves a series of steps, discussed as under:

1. Manpower Planning: Popularly known as human resource planning, it is the process of forecasting the
firm’s demand for and supply of competent workforce, in the adequate number in future.
2. Recruitment: It entails seeking, stimulating and obtaining, as many applications as possible from the
eligible and competent candidates.
3. Selection: It is the decisive step of the staffing process, which involves differentiating between
applicants, so as to identify and choose the candidate who best fulfils the qualifications and
requirements of the vacant position.
4. Placement: The allocation of rank and responsibility to selected candidate, is known as Placement.
5. Orientation and Induction: After the placement, the next step is to provide the new employee with the
information they require for functioning comfortably and efficiently in an organisation. Induction is
the process of introducing the new joiner to the job and the organisation as well.
6. Training and Development: In this step, the new joiner undergo training to acquire specific skills.
Development implies learning opportunities, designed by the organisation, to ensure the growth of
employees.
7. Performance Appraisal: A rational assessment and evaluation of employee’s performance against
clear-cut benchmarks.
8. Career Management: Career Management is a process in which the individual understands and learns
new skills and interests and use them for the betterment of the organisation and self.
9. Compensation: Compensation refers to the consideration which an individual gain, in return for his/her
contribution to the organisation.

Characteristic or features of staffing

1. Staffing is not a temporary exercise:

Staffing is not an activity which can be undertaken only temporary.

It is a continuous activity so that required manpower is available throughout the year and at all times without
any problem.

2. Staffing is a complex process:

According to Wendell French “the broad personnel management function must be a joint effort of all
managers within an organisation. The complex nature of staffing function stems from the fact that sometimes
totally unrelated functions are assigned to staffing functions.” The complexity increases because an enterprise
is a dynamic entity having a number of systems and sub-systems.

3. Staffing is a logical exercise:

The various logical steps to be followed in staffing are: manpower planning, recruitment, selection, induction,
appraisal, training and maintenance of personnel. Staffing is a managerial function.

4. Staffing deals with present and future requirements:

Changes keep on taking place very frequently in the staff on account of retirements, resignations, deaths,
terminations, etc. Staffing therefore not only deals with present but also with future.

If own people are not developed, an organisation may have to hire people from outside. It is through staffing
function that the enterprise man’s itself with the required managerial personnel.

5. Staffing involves people:

According to Koontz, “the function of staffing and directing are concerned almost completely with people, a
fact which introduces enormous complexities that do not yield so well to the efficacy of logic. Uncertainties in
the selection and direction of people create baffling problems in general management.”

Human behaviour is so complex that many a time human beings become a source of frustration and tension.
On the other hand, human beings are most valuable assets of an organisation.

6. Responsibility for staffing:

Staffing is not the responsibility of personnel department alone. In fact, the responsibility for the efficient
planning and execution of staffing function rests upon every manager at all levels.

7. Staffing is a managerial function:

Staffing is concerned with selection of manpower especially the managers. The function of staffing involves
manning the organisation’s structure through careful selection, appraisal, development efforts etc. This
function of management is not a new one rather; it is as old as the organisational itself is.

Following are some of the points of importance of staffing

1. Finding proper resources: Staffing performs a very important role of finding the best resource necessary for
conducting the day to day operations of the business. In other words, staffing is the process of finding out the
qualified resources for performing the various functions of the business.

2. Facilitates control: An organisation where the staff are well trained in their respective jobs will result in
better control and also better performance for the organisation. This reduces deviations in workflow and
ensures smooth functioning of the business.

3. Improved performance: Since the staffing process is all about selection of the right person for the right
position, it greatly impacts the business performance by reducing the turnaround time.
4. Provides motivation: By recognising the talent of the employee various financial and non-financial
incentives can be provided by management. It will keep the employee motivated to provide the best effort
towards the improvement of organisational performance.

5. Reduction in cost of production: Staffing selects the appropriate candidate for the job role which results in
reducing cost of production and also improves revenue of the organisation.

Motivation
Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the
individuals.

It is the process of stimulating people to actions to accomplish the goals. In the work goal context, the
psychological factors stimulating the people’s behaviour can be -

1. desire for money

2. success
3. recognition
4. job-satisfaction
5. team work, etc.

One of the most important functions of management is to create willingness amongst the employees to
perform in the best of their abilities. Therefore, the role of a leader is to arouse interest in performance of
employees in their jobs. The process of motivation consists of three stages: -

1. A felt need or drive

2. A stimulus in which needs have to be aroused
3. When needs are satisfied, the satisfaction or accomplishment of goals.

Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the
individuals have to be tackled by framing an incentive plan.

Types of Motivation

Different types of motivation are frequently described as being either extrinsic or intrinsic:

1. Extrinsic motivations are those that arise from outside of the individual and often involve rewards
such as trophies, money, social recognition, or praise.
2. Intrinsic motivations are those that arise from within the individual, such as doing a complicated
crossword puzzle purely for the personal gratification of solving a problem.
3. Self-control motivation / Self-discipline is the ability to push yourself forward, stay motivated, and
take action, regardless of how you're feeling, physically or emotionally.

Uses of Motivation

There are many different uses for motivation. It serves as a guiding force for all human behaviour, but
understanding how it works and the factors that may impact it can be important in a number of ways.

Understanding motivation can:

1. Help improve the efficiency of people as they work toward goals

2. Help people take action
3. Encourage people to engage in health-oriented behaviours
4. Help people avoid unhealthy or maladaptive behaviours such as risk-taking and addiction
5. Help people feel more in control of their lives
 6. Improve overall well-being and happiness

Importance of Motivation

Motivation is a very important for an organization because of the following benefits it provides:

1. Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is through
motivation that the human resources can be utilized by making full use of it. This can be done by building
willingness in employees to work. This will help the enterprise in securing best possible utilization of
resources.

2. Improves level of efficiency of employees

The level of a subordinate or an employee does not only depend upon his qualifications and abilities. For
getting best of his work performance, the gap between ability and willingness has to be filled which helps in
improving the level of performance of subordinates. This will result into-

 Increase in productivity,
 Reducing cost of operations, and
 Improving overall efficiency.
3. Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place: -

 There is best possible utilization of resources,

 There is a co-operative work environment,
 The employees are goal-directed and they act in a purposive manner,
 Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be
effectively done through motivation.
4. Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind
and framing an incentive plan for the benefit of the employees. This could initiate the following things:

 Monetary and non-monetary incentives,

 Promotion opportunities for employees,
 Disincentives for inefficient employees.

In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager.
This would help in:

 Effective co-operation which brings stability,

 Industrial dispute and unrest in employees will reduce,
 The employees will be adaptable to the changes and there will be no resistance to the change,
 This will help in providing a smooth and sound concern in which individual interests will coincide
with the organizational interests,
 This will result in profit maximization through increased productivity.
 5. Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The
employees can remain loyal to the enterprise only when they have a feeling of participation in the
management. The skills and efficiency of employees will always be of advantage to employees as well as
employees. This will lead to a good public image in the market which will attract competent and qualified
people into a concern. As it is said, “Old is gold” which suffices with the role of motivation here, the older the
people, more the experience and their adjustment into a concern which can be of benefit to the enterprise.

We can summarize by saying that motivation is important both to an individual and a business.
Motivation is important to an individual as:

 Motivation will help him achieve his personal goals.

 If an individual is motivated, he will have job satisfaction.
 Motivation will help in self-development of individual.
 An individual would always gain by working with a dynamic team.

Similarly, motivation is important to a business as:

 The more motivated the employees are, the more empowered the team is.
 The more is the team work and individual employee contribution, more profitable and successful is the
business.
 During period of amendments, there will be more adaptability and creativity.
 Motivation will lead to an optimistic and challenging attitude at work place.

Theories of motivation
Maslow's hierarchy of needs theory

Maslow's hierarchy is a psychological theory that outlines the types of needs a person must meet in order to
progress to more complex needs. The hierarchy of needs includes five levels, including:
1. Physiological: To meet physiological needs, or basic survival needs, you can ensure you have adequate
water, shelter, clothing and food. In a work setting, an employee's salary may allow them to fulfil their
physiological needs.
2. Safety: This level refers to the need to feel protected. In the workplace, this need may align with
employees feeling safe in the workplace and feeling a sense of job security.
3. Socialization: To meet socialization needs, employees may strive for their co-workers to accept them, seek
to make friendships at work or job groups to feel a sense of belonging. A workplace may fulfil this need
by creating opportunities for employees to bond by hosting employee lunches and team-building activities.
4. Esteem: Employees often reach this level by receiving recognition, which can help them feel confident in
their work and increase their self-esteem. Recognizing their achievements and providing positive feedback
are two methods you can use to help build an employee's self-esteem.
5. Self-actualization: To reach this level, employees may seek to achieve complex, long-term or personal
goals. Self-actualized employees may also feel motivated to complete workplace goals effectively.

Assumptions of Maslow’s Theory

Maslow proposed that motivation is the result of a person’s attempt at fulfilling five basic needs:
physiological, safety, social, esteem and self-actualization. Maslow’s theory is based on the following
assumptions:

1. People’s behaviour is based on their needs

2. A satisfied need does not motivate.
3. A satisfied need can no longer motivate a person;
4. As one need is satisfied, another replaces it.

Herzberg hygiene Two-Factor Theory

The two-factor motivation theory, otherwise known as Herzberg’s motivation-hygiene theory or dual-factor
theory, argues that there are separate sets of mutually exclusive factors in the workplace that either cause job
satisfaction or dissatisfaction (Herzberg, 1966; 1982; 1991; Herzberg, Mausner, & Snyderman, 1959).

Generally, these factors encouraging job satisfaction relate to self-growth and self-actualization.

To Herzberg, motivators ensured job satisfaction while a lack of hygiene factors spawned job satisfaction.
Motivation Factors

1. Advancement: Herzberg defined advancement as the upward and positive status or position of someone in
a workplace. Meanwhile, a negative or neutral status at work represents negative advancement
2. The work itself: The content of job tasks in itself can have positive or negative effects on employees. The
job’s difficulty and level of engagement can dramatically impact satisfaction or dissatisfaction in the
workplace
3. Possibility for growth: Possibilities for growth exist in the same vein as Maslow’s self-actualization; they
are opportunities for a person to experience personal growth and promotion in the workplace. Personal
growth can result in professional growth, increased opportunities to develop new skills and techniques,
and gaining professional knowledge
4. Responsibility: Responsibility encompasses both the responsibilities held by the individual and the
authority granted to the individual in their role. People gain satisfaction from being given the
responsibility and authority to make decisions. Conversely, a mismatch between responsibility and level of
authority negatively affects job satisfaction
5. Recognition: When employees receive praise or rewards for reaching goals at their job or for producing
high-quality work, they receive recognition. Negative recognition involves criticisms or blame for a
poorly-done job
6. Achievement: Positive achievement can involve, for example, completing a difficult task on time, solving
a job-related problem, or seeing positive results from one’s work. Negative achievement includes failure
to make progress at work or poor job-related decision making

Hygiene Factors

1. Interpersonal relations: Interpersonal relationships involve the personal and working relationships between
an employee and his supervisors, subordinates, and peers. This can manifest in, for example, job-related
interactions as well as social discussions in both the work environment and during informal break times.
2. Salary: Salary includes wage or salary increases, and negatively, unfulfilled expectations of wage or salary
increases
3. Company policies and administration: Company policies and administration includes factors such as the
extent to which company organization and management policies and guidelines are clear or unclear. For
example, a lack of delegation of authority, vague policies and procedures and communication may lead to
job dissatisfaction
4. Supervision: Supervision involves an employee’s judgements of the competence or incompetence and
fairness or unfairness of the supervisor or supervisions. For example, this could include a supervisor's
willingness to delegate responsibility or to fetch, as well as their knowledge of the job at hand. Poor
leadership and management can decrease job dissatisfaction
5. Working conditions: Finally, working conditions involve the physical surroundings of the job and whether
or not they are good or poor. Factors leading to a good or poor workspace could involve the amount of
work, space, ventilation, tools, temperature, and safety

McGregor’s Theory X and Theory Y

The idea that a manager’s attitude has an impact on employee motivation was originally proposed by Douglas
McGregor, a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s.

In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers
perceive and address employee motivation.

He referred to these opposing motivational methods as Theory X and Theory Y management. Each assumes
that the manager’s role is to organize resources, including people, to best benefit the company. However,
beyond this commonality, the attitudes and assumptions they embody are quite different.

Theory X

According to McGregor, Theory X management assumes the following:

1. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible.
2. Most people are not ambitious, have little desire for responsibility, and prefer to be directed.
3. Most people have little aptitude for creativity in solving organizational problems.
4. Motivation occurs only at the physiological and security levels of Maslow’s hierarchy of needs.
5. Most people are self-centred. As a result, they must be closely controlled and often coerced to achieve
organizational objectives.
6. Most people resist change.
7. Most people are gullible and unintelligent.

Theory Y

The higher-level needs of esteem and self-actualization are ongoing needs that, for most people, are never
completely satisfied. As such, it is these higher-level needs through which employees can best be motivated.

 In strong contrast to Theory X, Theory Y management makes the following assumptions:

1. Work can be as natural as play if the conditions are favourable.

2. People will be self-directed and creative to meet their work and organizational objectives if they are
committed to them.
3. People will be committed to their quality and productivity objectives if rewards are in place that address
higher needs such as self-fulfilment.
4. The capacity for creativity spreads throughout organizations.
5. Most people can handle responsibility because creativity and ingenuity are common in the population.
6. Under these conditions, people will seek responsibility.

Vroom’s Expectancy Theory

The founder of Vroom’s Expectancy Theory, Victor Harold Vroom, is a business professor at the Yale School
of Management and an expert on behaviour within organizations.

Victor H Vroom has a range of published books, including his seminal 1964 book, Work and Motivation,
which vastly changed the way we think about leadership and decision making in the workplace.

Vroom’s Expectancy Theory is one of the process of motivation theories. It is based on the idea that people
believe that effort will lead to desired outcomes. Through experience, the individual expects that they can
achieve performance. Finally, they direct their effort towards outcomes which help to fulfil their needs.

According to Vroom’s Expectancy Theory, motivation boils down to the decision of how much efforts to
exert in a specific situation.

Expectancy Theory Assumptions

Vroom’s Expectancy Theory has assumed four assumptions:

1. First assumption: is that individuals join organizations with some expectations about their motivations,
needs, and past experiences. These influence how individuals behave in an organization.
2. Second assumption: is that an individual’s behaviour is a result of conscious choice. That is, people are
independent to behave in a certain way according to their own expectancy calculations.
3. Third assumption: is that individuals expect different things from the organization (e.g., job security,
advancement, good salary and challenge).
4. Fourth assumption: is that individuals will behave in a certain way so as to optimize outcomes for them
personally.

Components of Expectancy Theory

The expectancy theory state three components that are linked to a person’s motivation. These components are:

1. Expectancy
2. Instrumentality
 3. Valence

Expectancy

Expectancy means an individual belief that particular degree of effort will lead to increased performance.

1. Effort–performance relationship.
2. Expectancy is a probability which may vary from 0 to 1.
3. Expectancy of 0 indicates that the effort has no impact on performance.
4. Expectancy of 1 indicates that a particular first-level outcome will follow behaviour.

Example: if I work harder than this will be better.

Instrumentality

Instrumentality represent a person’s belief that a particular outcome is dependent on a specific level of
performance

1. Performance–reward relationship
2. This is a perception by an individual that first level outcome is associated with second-level outcome.
3. Instrumentality ranges from -1 to 1.
4. An instrument of 1 indicates that a particular outcome is totally dependent on performance on
performance
5. An instrumentality of 0 indicates that there is no relationship between performance and outcome
6. Finally, an instrumentality of -1 reveals that high-performance reduces the chance of obtaining
outcome why low performance increase a chance

Example: superior performance is instrumental in getting a promotion

Valence

Valence refers to the positive or negative value the people place on outcome.

1. Rewards–personal goals relationship

2. We assign value to an outcome depending on our requirements and needs.
3. Mostly people attach high value to outcome such as increased salary, promotion or recognition but no
value to stress or layoffs.
4. An outcome of valence depends on individual needs and is measured with scale ranging from negative
value to a positive value.

Example: If an employee has a strong preference for attaining a reward, valence is positive.

Vroom’s Expectancy Theory Formula

Vroom’s Expectancy Theory proposed the formula to calculate the motivational force

Motivation = Expectancy x Instrumentality x Valence

Advantages of the Expectancy Theory

1. Self-interest: an individual who wants to achieve minimize dissatisfaction and attain maximum
satisfaction.
2. Common sense: explains the gamut of motivation by breaking it down into separately recognizable
stages.
 3. More scientific: It explains many of the phenomenon related to employee efforts, work performance,
employee motivation etc. that are observed in organizations.

Limitations of the Expectancy Theory

1. Idealistic theory: few experts believe that the complexity of the theory makes it difficult not only to
test but also to implement.
2. Limited use and is more valid where individuals clearly perceive effort– performance and
performance–reward linkages.

Leadership
Leadership is the ability of an individual or a group of individuals to influence and guide followers or
other members of an organization.

Leadership involves making sound -- and sometimes difficult -- decisions, creating and articulating a clear
vision, establishing achievable goals and providing followers with the knowledge and tools necessary to
achieve those goals.

Leaders are found and required in most aspects of society, from business to politics to region to
community-based organizations.

leadership skills

Leadership skills are skills you use when organizing other people to reach a shared goal. Whether you’re
in a management position or leading a project, leadership skills require you to motivate others to complete
a series of tasks, often according to a schedule. Leadership is not just one skill but rather a combination of
several different skills working together.

Some examples of skills that make a strong leader include:

 Patience
 Empathy
 Active listening
 Reliability
 Dependability
 Creativity
 Positivity
 Effective feedback
 Timely communication
 Team building
 Flexibility
 Risk-taking
 Ability to teach and mentor

Need and Importance of Leadership in Business

Poor leadership can nullify the soundest organization. It is the quality of leadership that usually determines the
fate of an organization.

The leader is the agent who helps smooth the pathway towards goal accomplishment. There is no substitute
for effective leadership.
The Need and Importance of Leadership are reflected in the following function:

1. Motivating Employees

A dynamic leader breathes life into the group and makes people eager to work towards the achievement of
group goals. He gives character to the group and sets the tone of the organization

According to Terry, “They will do it triggered by leadership and lukewarm desires for achievement are
transformed into a burning passion for successful accomplishment by the skilful use of leadership.” Sound
leadership creates and an urge for accomplishment and transforms potential into performance.

2. Creating Confidence

An effective leader creates and sustains self-confidence and enthusiasm among his followers. He provides
advice and guidance by which subordinates can recognize their qualities and capabilities.

A leader acts as a coach and Counsellor to his subordinates. He sets an example for others.

Leadership serves as an aid to formal authority in obtaining desired results from subordinates.

A good leader serves as a father figure and members gain strength and security by identifying emotionally
with him.

3. Co-ordination

Leadership helps to unify individual efforts. Leadership is the cohesive force that holds the group intact, the
force that transforms into order, the disciplinary power that keeps the group working towards the goal.

The electric current that energizes human action and the insight that converts despair into hope and changes
half-hearted endeavour into Superior performance.

A good leader fosters mutual understanding and Team Spirit among his followers.

He creates a community of interest by harmonizing organizational goals and the individual interests of the
subordinates.

He resolves internal conflicts by serving as arbitrator and mediator between the opposing factions.

4. Morale Building

Good leadership is indispensable to High employee’s morale. The leaders lift a man’s vision to higher sights.

He raises his performance and builds up his personality. He Shapes the thinking and attitudes of the group and
maintains discipline.

He develops good human relations and facilities its interactions between the members of the group.

5. Facilitates Change

Leadership is the mechanism to convince people of the need for change. Dynamic leadership is a comer stone
of organizational change and development. “In a world of change and uncertainty, the business leader
becomes a vital element in the very process of change itself”

6. Goal Setting

A Leader provides guidance to the group by setting and interpreting the objectives outlines the operations of
the organization he models the internal relations within the group.
7. Representation

A Leader is the Representative of his followers. He serves as the personal embodiment of the group and as the
true Guardian of its interest. He defends the integrity of the Group.

Thus, leadership leads to high performance. It serves as an aid to formal authority and determines the
Effectiveness of an organization. It is the driving force for getting things done through others.

Seven functions of leadership

Here are seven functions a leader needs to perform:

1. Setting goals

A leader's most important function is to set goals for team members to encourage them to work confidently
and enthusiastically. They also then make strategies to achieve those goals. Their motive is to create a
roadmap for their team members to how to direct them on the right path and help them achieve the set goals.

2. Organising

A leader's other important function is to organise the group of people into a task which they can perform
effectively. They should know how to assign the roles to the individuals as per their ability to bring out the
best from them. Thus, this function is vital to increase the team's and individual's productivity.

3. Take initiatives

One of the important functions of leaders is to take initiatives in the team's interest or the organisation.
Leaders should be confident to share their new ideas and also encourage others to do the same. They should
also ensure that each individual in the group feels comfortable sharing their innovative ideas with them.

4. Cooperation among employees

Leaders have to work to align the interests of the individuals with the organisation. A leader's approach plays
a vital role in doing the same. They have to ensure the individuals of the group voluntarily cooperate to work
towards the common objectives.

5. Motivation and direction

Motivating and showing the right direction to the team or the individual is the primary function of the leader.
They need to motivate the team members to work towards achieving their goals and guide them when they
face difficulties during working in that direction. They also constantly encourage them by appraising their
work and supporting them when required.

6. Liaison between workers and management

A leader plays a very important role in acting as a link between workers and the management. They explain
the policies and rules created by management to their team members and help them understand how these
policies will be beneficial for them. Also, a good leader represents the expectations and interests of its
subordinate in front of the management.

7. Policy making

Policy making is a very important function of a leader for the smooth functioning of the work. The policies
leaders make include the rules to follow for effective delivery of operations of the work. By creating policies,
leaders also devise the mechanism to be followed by all team members to work towards the organisation's
goals.
Transactional leadership

Transactional leadership involves motivating and directing followers primarily through appealing to their own
self-interest.

The power of transactional leaders comes from their formal authority and responsibility in the organization.
The main goal of the follower is to obey the instructions of the leader. The style can also be mentioned as a
‘telling style’.

Nature or characteristics

1. Extrinsic Motivation

A transactional leader motivates the team through money, recognition or praise. These leaders can become
overly reliant on external forms of motivation even if the incentives fail to attract the most productive and
creative people.

2. Practicality

One of the most distinct characteristics of a transactional style of leadership is practicality. Transactional
leaders are pragmatic in their approach, realistically considering all constraints and obstacles.

3. Opposed to Change

Because transactional leaders rely on order, they can be resistant to change. These leaders can exhibit laser-
focus on meeting company goals. For this reason, they may strive to maintain the status quo rather than
embrace new ways of thinking or working.

4. Conventional Decision Making

To mitigate risk, transactional leaders may discourage autonomous action. Everyone within their purview is
rewarded for doing the expected. This means delivering results and keeping the mavericks in line.

5. Performance-Oriented

The transactional leader monitors employee performance based on established goals and targets. They are
quick to notice when employees achieve a predetermined goal and will reward them appropriately. Similarly,
they are also aware of poor performance and may withhold rewards or even punish the employee in such
instances.

6. Linear Thinking

Transactional leaders excel at achieving organizational goals within the existing systems and constraints. They
tend to think inside the box to solve problems. While many may be excellent at handling routine affairs, they
may struggle to find flexible solutions.

7. Just-in-Time Management

By definition, transactions are short-term. The transactional leader prefers to handle issues as they arise rather
than proactively seeking to solve problems, mitigate risks or identify new opportunities. An emphasis on the
numbers and the bottom line may keep leaders so mired in the details that they fail to see the bigger picture.

8. Directive

Transactional leaders are authoritative decision makers, and they embrace this trait as a principal part of their
charter. Employees who do well under this style of leadership follow directives and instructions.
9. Structured

The transactional leader places a lot of importance on structure, the org chart and rules. Organizational
hierarchies provide a framework, placing the leaders at the top and determining the responsibilities and
accountabilities of each role.

10. Individual Effort

The motivational style of a transactional leader may appeal most to individual performers. Although
employees may be assigned to teams, the rigid organizational structure that the leader prefers may place
limited emphasis on collaboration in pursuit of broader organizational goals.

Difference between Transactional and Transformational

Transactional leadership Transformational Leadership

Leadership is responsive
Works within the organizational culture
Transactional leaders make employees achieve
organizational objectives through rewards and
punishment
Motivates followers by appealing to their own self-
interest
Leadership is proactive
Work to change the organizational culture by
implementing new ideas
Transformational leaders motivate and empower
employees to achieve company’s objectives by appealing
to higher ideals and moral values
Motivates followers by encouraging them to transcend
their own interests for those of the group or unit

Transformational leadership

Leadership expert James MacGregor Burns introduced the concept of transformational leadership in his 1978
book, "Leadership." He defined transformational leadership as a process where "leaders and their followers
raise one another to higher levels of morality and motivation."

Bernard M. Bass later developed the concept of transformational leadership further. According to his 1985
book, "Leadership and Performance Beyond Expectations," this kind of leader displays the following
characteristics.

Transformational leadership can be defined by certain characteristics. People who exhibit these
characteristics are well suited to become your company’s next generation of transformational leaders.

1. Keep Their Egos in Check

Your ego wants to be the boss. It can, indeed, protect you. But it can also prevent you from learning and
growing, blocking out or negating the opinions of others. Transformational leaders strive to keep their egos
under control, putting the best interest of their team and their organization before their own personal gain. In
this way, they also elicit trust that leads to the best performance company-wide.

2. Self-Management

Transformational leaders typically don’t need others to set a direction for them. They are able to prioritize,
select a course of action and be held accountable for the outcomes. Further, they understand how to use their
internal motivation to energize those around them. These leaders do what they love, and their values are
aligned with the organizations that they lead.

3. Ability to Take the Right Risks

Transformational leaders overcome irrational fears and evaluate risks in terms of obstacles, capabilities and
the vision of the organization. A transformational leader’s team is right behind them conducting the necessary
research to evaluate the situation appropriately. Transformational leaders never allow complacency and self-
satisfaction to prevent them from taking intelligent risks.

4. Make Difficult Decisions

Like any manager, transformational leaders make tough decisions. Unlike the transactional leader, however,
the critical decisions transformational leaders make can cannibalize existing business and move the
organization away from its tried-and-true. They might disrupt daily operations, discard the playbook and
challenge the status quo. Transformational leaders do not shy away from the tough decisions. They never lose
sight, however, of the values, vision, objectives and goals of the organization.

5. Share Collective Organizational Consciousness

A transformational leader shares and understands the collective consciousness of the entire organization. This
makes them particularly attuned to the feelings of their team members and gives them a clear idea of what
strategies to deploy to elicit desired actions from employees. Since they’re tapped into the organizational
consciousness, they are able to make decisions that spur growth, and also create a shared vision for the
organization that all employees feel a part of.

6. Inspire Those Around Them

People seek to be inspired. Transformational leaders are perhaps the most inspiring of all. They have the
ability to motivate others to rise to the occasion. Their style of inspiration is not just limited to formal
acknowledgement of a job well done, rather they treat each employee as a valued individual and take the time
to understand what motivates them.

7. Entertain New Ideas

Transformation can rarely be achieved if the leader is not open or receptive to new ideas. Transformational
leaders understand that success is dependent on the synchronistic efforts of the entire team, and that growth
happens only in organizations that are open to new ideas — whether they are top-down or bottom-up.

8. Adapt Quickly and Easily

Adaptability means that a leader is more willing to undergo change. More than most, transformational leaders
are able to think differently about the current situation. They see new possibilities where others may see only a
problem. They are masters at reframing an issue, willing to ask themselves: What if the opposite were true?
They readily rise to the challenge, seeking ever more creative responses to the dynamic business environment.

9. Proactive Approach

The ability to be proactive offers two distinct advantages to transformational leaders. First, it helps them
mitigate risks and avoid problems through the early identification of issues. Second, it helps them turn
challenges into opportunities. This style of leadership can lead to innovative solutions to a problem the
customer may not have even recognized.

10. Lead with Vision

Transformational leaders set an inspiring, yet realistic and achievable, vision for the organization. They are
adept at mobilizing others to create the necessary change that will actualize a different outcome. To do this,
they must communicate effectively, cultivating a sense of purpose, commitment and belonging. Once they
achieve buy-in to the common vision, transformational leaders are able to guide the organization in a direction
that will increase the long-term viability of the company.

Communication

Communication process by which information is exchanged between individuals through a common system of
symbols, signs, or behaviour.

Being able to communicate effectively is perhaps the most important of all life skills. It is what enables us to
pass information to other people, and to understand what is said to us.

Features, nature or characteristics

1. Comprehensiveness: good communication makes sense through a complete message.

2. Contemplation: must be done respectfully, without hurting someone’s respect.

3. Awareness: must be able to convey the exact and to the point thought from you to others. You are prepared
and is aware of what to talk about.

4. Solidity: is good enough that the other must feel like they are watching something and not listening.

5. Politeness: effective communication must be polite enough, allow others to put their point of view in
between and if required let the other talk first and wait for your chance.

6. Unambiguousness: talk loud and clear avoid incoherently. Your words and thought must be cleared or you
might be misunderstood for being confused.

7. Accuracy: it is required, or it can create misunderstanding. Like you want to say something but because you
used an incorrect word the whole meaning changes. Using the correct word is a very important characteristic
of effective communication.

Purpose of Communication

1. Helps in Decision Making

Communication has an effective role in effective decision making of the business. Better decision making
by managers is possible if they have a sufficient amount of information available to them. Communication
helps in the continuous flow of information about the organisation to the management team. Quality of
decision making depends directly on the quality of information available. Proper communication system
ensures better decision making within the organisation.

2. Ensures Smooth Functioning of Business

Proper working of the business is dependent upon the system of communication. Communication network
within the business is the basis for organizing all its affairs. It provides full detail about business
operations and ensures that all activities go in accordance with the plan. Managers can take all necessary
steps timely whenever required through proper knowledge of business affairs. In the absence of
communication, it becomes difficult to implement strategic policies and achieve targeted goals.

3. Creates Effective Team

Communication process helps in bringing people together efficiently and the creation of a good team. It
helps team leaders to boosts their subordinate’s morale and clearly directs them about company vision and
goals. Through better communication, all people working in business can clear their doubts and ask for
 support easily through it. It improves the confidence and team spirit of all members working within the
organisation. Regular and better communication within the organisation helps in developing an efficient
team.

4. Boosts Customer Relationship

Customers are important for every business and every business aims to win their confidence. Better
communication between business and customers helps in improving their relationship with them and
winning their loyalty. Customers can contact the business in case of any grievances and get it resolved
easily. Listening and understanding your customer problems will help in providing better customer service
and thereby improving their satisfaction level.

5. Increase Productivity and Reduce Cost

Communication support business in improving their productivity and minimising their cost. Employer and
employees are able to contact each other through the communication process. Employers can easily guide
and suggest the ways to its subordinates to work effectively towards goals. Employees also get a proper
understanding of what they have to do and can clear their all queries by communicating to their superior.
When employees are fully aware of their roles and targets they work efficiently thereby increasing the
productivity.

6. Promotes Motivation
Communication helps the organisation in boosting the Morales of their manpower. Better communication
of information results in better relations within the organisation as all disputes are easily managed.
Employees are free to communicate and can present their ideas and plans to the organisation. They can
easily bring their grievances in notice of management and get it resolved timely. It develops mutual trust
and faith in the internal environment. Employees feel that the organisation care for them and they are a
valuable part of it. It motivates them towards their defined roles.

7. Enhances Business Goodwill

Adequate communication process helps the business in developing a better image in the market. It helps
business to stay connected with all its stakeholders and provides all information timely. All stakeholders
can easily interact with business and acquire all required information through a well-established network.
Better image help the business helps in winning a competitive advantage in the market.
Communication Process

The communication is a dynamic process that begins with the conceptualizing of ideas by the sender who
then transmits the message through a channel to the receiver, who in turn gives the feedback in the form of
some message or signal within the given time frame.

Thus, there are Seven major elements of communication process:

communication process

1. Sender: The sender or the communicator is the person who initiates the conversation and has
conceptualized the idea that he intends to convey it to others.

2. Encoding: The sender begins with the encoding process wherein he uses certain words or non-
verbal methods such as symbols, signs, body gestures, etc. to translate the information into a
message. The sender’s knowledge, skills, perception, background, competencies, etc. has a great
impact on the success of the message.
3. Message: Once the encoding is finished, the sender gets the message that he intends to convey. The
message can be written, oral, symbolic or non-verbal such as body gestures, silence, sights, sounds,
etc. or any other signal that triggers the response of a receiver.

4. Communication Channel: The Sender chooses the medium through which he wants to convey his
message to the recipient. It must be selected carefully in order to make the message effective and
correctly interpreted by the recipient. The choice of medium depends on the interpersonal
relationships between the sender and the receiver and also on the urgency of the message being sent.
Oral, virtual, written, sound, gesture, etc. are some of the commonly used communication mediums.
 5. Receiver: The receiver is the person for whom the message is intended or targeted. He tries to
comprehend it in the best possible manner such that the communication objective is attained. The
degree to which the receiver decodes the message depends on his knowledge of the subject matter,
experience, trust and relationship with the sender.

6. Decoding: Here, the receiver interprets the sender’s message and tries to understand it in the best
possible manner. An effective communication occurs only if the receiver understands the message in
exactly the same way as it was intended by the sender.

7. Feedback: The Feedback is the final step of the process that ensures the receiver has received the
message and interpreted it correctly as it was intended by the sender. It increases the effectiveness of
the communication as it permits the sender to know the efficacy of his message. The response of the
receiver can be verbal or non-verbal.

Note: The Noise shows the barriers in communications. There are chances when the message sent by the
sender is not received by the recipient.

Objectives of Communication in Business

1. Exchange of Information
It is the most important and primary objective of communication process in every business organisation.
Business communication involves the exchange of ideas, facts and other important information among
different peoples within the organisation. It exchanges information both within internal and external
parties of organisation for better understanding.

2. Achievement of Organisational Goals

Communication has an important role in the achievement of organisational goals. It helps the managers in
the proper management of business organisations. Managers get all information regarding business
through it which helps them in designing and implementing better policies within the organisation. Proper
planning and decision making on part of management help business in the achievement of their desired
goals and objectives.

3. Directing The Subordinates

Communication is served as the means through employers and employees communicate with each other. It
is the medium through which information flows between them in both directions. Employers give
complete direction and order to their employees regarding work to be done through this medium.
Employees easily understand their roles and duties through the regular supply of information from their
employers.

4. Motivating The Employees

It has an important role in motivating the employees working with the business. Employees have basically
two types of needs that are financial and non-financial needs. Financial needs of employees can be
fulfilled by paying them good wages and salaries. However, non- financial needs can be fulfilled only by
interacting with employees on a regular basis. It will help in understanding them and the problems they are
facing. Proper communication network helps employers in interacting with their subordinates in both
formal and informal way.

5. Increase The Efficiency

Communication helps in improving the efficiency of organisation. It helps in supplying all required
guidelines and information concerned with work to the people working in the organisation. Employers
direct their subordinates from time to time which helps them in increasing the overall efficiency of
business.

6. Improves Job Satisfaction

Communication network in the business helps in improving the job satisfaction of subordinates. It gives
subordinates an opportunity to freely express their ideas and opinions to the management. They got an
equal chance to participate in the decision making of the organisation. This develops a sense of
belongingness among people working within the organisation thereby improving their overall job
satisfaction.

7. Attracting Customers
Business are able to attract more customers by developing a proper communication channel with their
customers. Efficient communication helps business in easily reaching out to their customers with new
products and services. Customers can interact with business and resolve their queries regarding the
company’s product and services. This helps in attracting more customers and increasing profit.

8. Educate and Train Employees

Training of workers is an important task for every business to improve their efficiency. Efficient
communication network helps managers to educate and provide training to the peoples working within the
organisation. Employees can be made aware of the latest techniques and methods of working by supplying
them with information regularly. It is possible through a proper communication network.

9. Developing A Better Image

Communication processes helps business in developing a better image in the market. It helps business to
stay connected with all its stakeholders and provides all information timely. All stakeholders can easily
interact with business and acquire all required information through a well-established network. Better
image help the business helps in winning a competitive advantage in the market.

7 C’s of Communication

The 7 C’s of Communication is a checklist that helps to improve the professional communication skills
and increases the chance that the message will be understood in exactly the same way as it was intended.

To have effective communication, one should keep the following 7 C’s of communication in mind:
1. Clear: The message should be clear and easily understandable to the recipient. The purpose of the
communication should be clear to sender then only the receiver will be sure about it. The message should
emphasize on a single goal at a time and shall not cover several ideas in a single sentence.

2. Correct: The message should be correct, i.e. a correct language should be used, and the sender must ensure
that there is no grammatical and spelling mistakes. Also, the message should be exact and well-timed. The
correct messages have a greater impact on the receiver and at the same time, the morale of the sender
increases with the accurate message.

3. Complete: The message should be complete, i.e. it must include all the relevant information as required by
the intended audience. The complete information gives answers to all the questions of the receivers and
helps in better decision-making by the recipient.

4. Concrete: The communication should be concrete, which means the message should be clear and
particularly such that no room for misinterpretation is left. All the facts and figures should be clearly
mentioned in a message so as to substantiate to whatever the sender is saying.

5. Concise: The message should be precise and to the point. The sender should avoid the lengthy sentences
and try to convey the subject matter in the least possible words. The short and brief message is more
comprehensive and helps in retaining the receiver’s attention.

6. Consideration: The sender must take into consideration the receiver’s opinions, knowledge, mind-set,
background, etc. in order to have an effective communication. In order to communicate, the sender must
relate to the target recipient and be involved.

7. Courteous: It implies that the sender must take into consideration both the feelings and viewpoints of the
receiver such that the message is positive and focused at the audience. The message should not be biased
and must include the terms that show respect for the recipient.

Most Important Principles of Effective Communication

Communication is the essence of human life and society. People all time are engaged in communication.
There are various ways to make communication effective. The following are the essential principles of
effective communication:

Principles of effective communication

1. The principle of clarity: A message should be clear, free from distortion and noise. A vague message is not
only a barrier to creating effective communication but also causes a delay in the communication process and
this is one of the most important principles of effective communication.

2. Principles of Brevity: A communication should be brief i.e. just necessary and sufficient. Repetition and
over-explanation are likely to destroy the actual meaning and importance of the message. Moreover, the
reader may feel disturbed by receiving a long message.

3. The principle of Simplicity: Message should be given using simple and familiar words. Vague and technical
words should be avoided. Simple words are easy to understand and help the receiver to respond quickly.

4. The principle of Timeliness: Communication is meant to serve a specific purpose. If communication is

made in time, communication becomes effective. If it is made untimely then it may become useless.

5. The principle of Compass: The communication net should cover the whole organization. The concerned
people must know “What exactly they need and “When they need it. And effective communication will serve
such.

6. The principle of Integrity: Communication should consider the level of people, principles & objectives of
an organization to create a network or chain. Such a network will provide a better field of internal and external
communication.

7. The principle of strategic use of Informal Organization: The most effective communication results when
managers use the informal organization as complementary to formal communication, e.g. arranging sports,
cultural functions & dinners for the employees can be an informal organization.

8. The principle of Feedback: To provide a message to the receiver is not a complete communication. The
response from a receiver is essential. Therefore, feedback is required for communication to be effective.

9. The principle of Alternativeness: Effective listening is important in communication otherwise

communication will be ineffective and useless.

10. The principle of language control: The sender should be careful in selecting proper words and forming
sentences, words and structured sentences are the keys to making effective communication.

Types of Communication:
1. According to Organisational Structure:

I. Formal Communications:

Such communications are those communications which are associated with the formal organisation structure.
They travel through the formal channel officially recognised positions in the organisation chart. They are
established mainly by the organisation structure. Formal communications are mostly in black and white. We
generally hear the phase “through proper channel”.

It explains the essence of formal channels such communications include orders and instructions of the
superior. It is the path of Line Authority linking two positions in the organisation. It is also known as
“Channel of Command”. All downward and upward and horizontal communications flow through this chain.

Advantages of Formal Communications:

The important advantages of formal communications are as follows:

(1) It Helps to Maintain the Authority of Line Executives:

Who control the subordinates and are answerable to their bosses for their work and conduct on the work. They
can easily fix up the responsibility for the activities carried out by the sub-ordinates.

(2) This Channel Helps to Understand the Attitude and Behaviour of Boss and Subordinates by Each
Other Well:

Because an immediate superior has a direct contact with his sub-ordinates so a better understanding is
developed and communication is made more effective.

(3) A Better Solution of Problems Can Possibly Be Found Easily:

Since the executive knows better about the organisation and its problems than the subordinates. So, a better
solution of problems can possibly be found easily and good relations between the leaders and his sub-
ordinates develop.

Disadvantages:

The following are the disadvantages or limitations of the formal communication:

(1) Action Based or Unforeseen Event Cannot be Formalised:

Every happening in the organisation cannot be foreseen therefore, action based on unforeseen event cannot be
formalised.

(2) It Increases the Workload of the Line Superiors:

Because all communications are transmitted through them. It leaves no time with the superiors to perform
other organisational functions well.

(3) It Enhances the Chances of More Transmission Errors and Reduces Accuracy of the Message:

Because there is a long queue of superiors from bottom to the top and it sometimes distort the essence of
information affecting the accuracy of the message adversely.

(4) It Implies Delay Tactics and Tapism:

Because executives overlook the interest of their sub-ordinates. Any communication upward or downward
favouring subordinates are more often suppressed or delayed by the superiors.

(5) This Adversely Affects the Relations of the Executives and Subordinates:
In most of the big organisations, the contacts of sub-ordinates at the lowest level with the top most superior
are far remote. They sometime do not even recognise each other.

ii. Informal Communication:

These type of communication are also known as ‘GRAPEVINE’ communications. They are free from all sorts
of formalities, because they are based on the informal relationship between the parties, such as friendship,
membership of the same club or association or origin from the same place. Such communications include
comments, suggestions or any other informal reaction also.

They may be conveyed by a single glance, gesture nod, smile or mere silence too. In this the organisational
and personal matters are discussed. Here it is not the result of any official action but of the operation of
personal, social and group relations of the people.

This type of communication is free from all formalities planned in an organisation. No formal organisational
chart is followed to convey the message. It is based on informal relationship between the two party’s sender
and receiver developed in an organisation between the two parties.

Advantages of Informal Communication:

Following are the advantages of the informal communication:

(1) At a Faster Speed:

In this the communications can be transferred or transmitted at a faster speed.

(2) It is Dynamic and Can React Quickly:

Because informal channels have their sanction in the social groups that develop within the organisation and
messages are communicated freely with each other. It is free from all formally delegated lines of authority.

(3) It is Multi-Dimensional:

There is no channel of command; discussion may be made on any topic of interest to the group and with any
person irrespective of his position in the organisation chart. It may go to any extent, all limits as to direction
and degree of communication are self-imposed. Therefore, it promotes co-operation on sound lines.

(4) At Tunes, It May Supplement the Formal Channel:

If properly, utilised, it may disseminate and clarify management’s viewpoints which otherwise may not be
appealing where sent through formal channels. It may also provide feedback to managers on possible effects
of a decision of action by management.

Disadvantages of Informal Communication:

It Suffers from the Following Weaknesses:

(1) It Carries Rumours and Distorted Information’s:

It has been seen that it very often carries half-truths, rumours and distorted information with an alarming rate
of speed. In the absence of a mechanism for authentication of the news and views, the members of the
organisation are likely to be misinformed and misled by informal organisation.

(2) Action of Erratic Information Cannot Be Fixed:

In the absence of an authentic channel of command responsibility of an action or of an erratic information

cannot be fixed and therefore any action taken on the basis of such communication may be erratic and may
lead the organisation in difficulty.

It is obvious that no one system formal or informal is complete and both can complement, supplement and
supplant to each other. Both the systems exist in all organisations together.

While some messages are passed through formal communication, some others may spread through informal
deliberations, grapevine, etc. The two channels provide opportunity of interaction between the functional and
social system of an organisation.

2. According to Direction of Communication:

This has been divided under three heads and they are as follows:

I. Downward Communication.

ii. Upward Communication

iii. Horizontal or Lateral Communication.

I. Downward Communication:

Communications that flow from the top of the organisation down through the various levels to the bottom of
the organisation along with the scalar chain are known downward communications. Such communications
include orders, instructions, rules, policies, programmes and directives, etc., from the chief executives of the
company and reach lowest level functionaries through middle management. While transmitting the directives,
the line in the organisational chart is followed. It specifies the extent of sub-ordinates authority and their
responsibilities.

Objectives of Downward Communications:

According to Katz and Khan, the downward communication system has five major objectives and they are as
follows:

(1) To give specific task directive about job satisfaction.

(2) To give information about organisational procedures and practices.

(3) To provide information about the rationale of the job.

(4) To tell the sub-ordinates about their performance.

(5) To provide ideological type information to facilitate indoctrination of goals.

ii. Upward Communication:

This communication is just reverse of the downward communication. Under this system communication flows
from the bottom of the organisation upward to the top of the organisation through middle managers along the
line.

Such communication is of two types:

(1) Feedback of Information,

(2) Voluntary Communication.

(1) Feedback of Information:

Is in response to the management’s original communication. Sometimes, managers solicit information to

know the response of sub-ordinates to the orders and instructions issued their feelings about their jobs and
work environment.

(2) Voluntary Communication:

Is to carry from the sub-ordinates their complaints, suggestions, intelligence, reports, innovative ideas,
opinions, reactions, etc.

iii. Horizontal or Lateral Communication:

It refers to the flow of information between departments or people of equal level in an organisational
structure. The two departments may be under the same superior or may have different heads. Such
communication may be written or oral. The main object of this communication is to co-ordinate the efforts of
different departments or persons.

3. According to Expression:

According to expression, communication may be:

I. Oral,

ii. Written

I. Oral Communication:

Oral communication is that type of transmission in which the spoken words is a common system of
communication. In this both parties of the process exchange their ideas through oral words either in face to
face situation or through any mechanical device such as telephone etc., meetings, lectures, and conferences are
some of other media of such communication.

Advantages of Oral Communication:

The important advantages of oral communication are as follows:

(1) It saves time and money.

(2) It is more effective communication system. Gestures, tones and facial expressions make the
communication effective and efficient.

(3) The parties concerned can easily exchange their thoughts and feelings. They can know the reactions of
each other immediately and can remove the doubts if any, in the minds of any party.

(4) It is the only way out during the period of emergency.

(5) Effectiveness of the communication may be measured immediately and conveniently. The communicator
can determine instantaneously whether the receiver is following him or not.

(6) This helps him in improving the motivation of people and generating a feeling of participation.

Disadvantages of Oral Communication:

Oral communication is not suitable in the following cases:

(1) Where the message to be conveyed is too lengthy to clarify, the oral communication is not suitable.

(2) The impact of verbal communication is purely temporary and there is no documentary proof of such
communication.

(3) Serious thought is not possible because the receiver is to take immediate decision in response of the
communication received from the sender.

(4) There is every possibility that spoken words are not clearly heard or understood or may be taken in some
other sense. It is very often possible in communication through mechanical devices.

Thus, the use of oral communication is very limited.

ii. Written Communication:

Where oral communication is not possible to each and every concerned either due to a large number of
communicates in an organisation or due to geographical distances of sender and receiver of the
communications, the written communications become essential. When communication is reduced to black and
white it is called written communication.

This includes written words, graphs, charts, diagrams, pictures etc. This is the most common form of
communication used in the organisation. A written communication helps in determining responsibility.

Advantages of Written Communication:

Written communication has the following advantages:

(1) Where both the parties i.e., sender and receiver are far off even beyond the telephonic range, written
communication is the only means of communication.

(2) Where message is too lengthy and meant for a large number of persons– Written communication is the
only way out.
(3) This is necessary for future references- Policy matters, service conditions, secret orders and instructions
etc., can only be satisfactorily and effectively communicated through written communication because they are
necessary for future references, so that suitable action can be taken against the sub-ordinates who fail to
follow the communication.

(4) Written communication allows time to the recipient to think, analyse and then to decide the course of
action.

(5) It reduces disputes- Jurisdictional frictions and back passing etc.

(6) It has permanent effect- Written communication has permanent effect on the recipient.

Disadvantages of Written Communication:

Written communication suffers from the following weaknesses:

(1) It is costly and time consuming- Time is consumed in preparing drafts and communicating through
possible available means by the sender and in understanding the message and feeding it back by the receiver.
It cannot be communicated as quickly as verbal communication.

(2) In this everything cannot be put in black and white.

(3) The written communication cannot remain confidential because it passes through many hands.

(4) It is not flexible and results in red-tapism.

Barriers to Effective Communication
The process of communication has multiple barriers. The intended communique will often be disturbed and
distorted leading to a condition of misunderstanding and failure of communication. The Barriers to effective
communication could be of many types like linguistic, psychological, emotional, physical, and cultural etc.
We will see all of these types in detail below.

1. Linguistic Barriers

The language barrier is one of the main barriers that limit effective communication. Language is the most
commonly employed tool of communication. The fact that each major region has its own language is one of
the Barriers to effective communication. Sometimes even a thick dialect may render the communication
ineffective.
As per some estimates, the dialects of every two regions changes within a few kilometers. Even in the same
workplace, different employees will have different linguistic skills. As a result, the communication channels
that span across the organization would be affected by this.

Thus keeping this barrier in mind, different considerations have to be made for different employees. Some of
them are very proficient in a certain language and others will be ok with these languages.

2. Psychological Barriers

There are various mental and psychological issues that may be barriers to effective communication. Some
people have stage fear, speech disorders, phobia, depression etc. All of these conditions are very difficult to
manage sometimes and will most certainly limit the ease of communication.

3. Emotional Barriers

The emotional IQ of a person determines the ease and comfort with which they can communicate. A person
who is emotionally mature will be able to communicate effectively. On the other hand, people who let their
emotions take over will face certain difficulties.

A perfect mixture of emotions and facts is necessary for effective communication. Emotions like anger,
frustration, humour, can blur the decision-making capacities of a person and thus limit the effectiveness of
their communication.

4. Physical Barriers to Communication

They are the most obvious barriers to effective communication. These barriers are mostly easily removable in
principle at least. They include barriers like noise, closed doors, faulty equipment used for communication,
closed cabins, etc. Sometimes, in a large office, the physical separation between various employees combined
with faulty equipment may result in severe barriers to effective communication.

5. Cultural Barriers of Communication

As the world is getting more and more globalized, any large office may have people from several parts of the
world. Different cultures have a different meaning for several basic values of society. Dressing, Religions or
lack of them, food, drinks, pets, and the general behaviour will change drastically from one culture to another.

Hence it is a must that we must take these different cultures into account while communication. This is what
we call being culturally appropriate. In many multinational companies, special courses are offered at the
orientation stages that let people know about other cultures and how to be courteous and tolerant of others.

6. Attitude Barriers

Certain people like to be left alone. They are the introverts or just people who are not very social. Others like
to be social or sometimes extra clingy! Both these cases could become a barrier to communication. Some
people have attitude issues, like huge ego and inconsiderate behaviours.

These employees can cause severe strains in the communication channels that they are present in. Certain
personality traits like shyness, anger, social anxiety may be removable through courses and proper training.
However, problems like egocentric behaviour and selfishness may not be correctable.

7. Perception Barriers

Different people perceive the same things differently. This is a fact which we must consider during the
communication process. Knowledge of the perception levels of the audience is crucial to effective
communication. All the messages or communique must be easy and clear. There shouldn’t be any room for a
diversified interpretational set.

8. Physiological Barriers

Certain disorders or diseases or other limitations could also prevent effective communication between the
various channels of an organization. The shrillness of voice, dyslexia, etc. are some examples of physiological
barriers to effective communication. However, these are not crucial because they can easily be compensated
and removed.

9. Technological Barriers & Socio-religious Barriers

Other barriers include the technological barriers. The technology is developing fast and as a result, it becomes
difficult to keep up with the newest developments. Hence sometimes the technological advance may become a
barrier. In addition to this, the cost of technology is sometimes very high.

Most of the organizations will not be able to afford a decent tech for the purpose of communication. Hence,
this becomes a very crucial barrier. Other barriers are socio-religious barriers. In a patriarchal society, a
woman or a transgender may face many difficulties and barriers while communicating.

The ways to Overcome the Barriers to Effective Communication

All this time, we have talked about the characteristics of effective communication. We also covered the main
barrier to effective communication. All of these are necessary to understand and overcome barriers to
effective communication. Now it is time for how you can easily overcome barriers to effective
communication. Here are 9 effective ways you can overcome barriers to effective communication.

1. Make Your Ideas Clear Before Communicating

Give a thought to what you are going to say. You need to have clear ideas about what you are about to speak.
Know the motive behind the subject. Begin with a clear goal of communication and precise thinking.

In order to minimise vagueness and confusion in the communication process, clear communication builds
upon exact terms and concrete words. Making your ideas clear before speaking, make your message simple
and to the point. The receiver will understand what you’re trying to say.

Think of it from start to end and analyse all possible options when it is a new idea you want to share. When
you have to explain it, be sure that all steps and linkages are fully understood by you and why they exist.
Expect questions from your listener and be prepared to answer them.

2. Ensure the Time of Your Communication is Good

When you speak to someone, try to see the time and the mood of the person. Do not go and knock on your
colleague after office hours. Time is an important factor in communication. When a group of people initiates
communication, you must pay attention and communicate in due time.

It is also important to say the right thing at the proper time. For example, when your listener is in a sad
situation, don’t try to tell an irrelevant joke. Or, if your listener is in a particularly happy mood, do not say
anything that will trigger sadness or a bad mood.
3. Use a Language Your Listener Can Understand

You have to ensure that you are speaking the language which your listener can understand. Make your
grammar and vocabulary as easy as possible while talking and writing. You can always show your language
skills in report or thesis writing. But when you are delivering a meaningful message or conversing formally or
informally, avoid any complex language or using a different accent.

Verbal and written messages that are easy to understand and jargon-free engages your audience. It will
increase their interest in the conversation. Also, they will easily communicate back and forth with you.

4. Make your Message to the Point and Short

When speaking or writing emails or chatting, make your message to the point. Firstly, avoid any kind of
unnecessary information. Secondly, only communicate one idea, thought or feeling at a time.

Thirdly, do not make your message too lengthy. When people hear long messages, they usually lose track of
it, get bored or lose interest in the topic. Your message receiver will have a hard time grasping the message
and take action on it. As a result, it will increase your time to explain again.

5. Check if the Other Person Has Understood Your Message

When you communicate with someone else, ensure that they understood the message properly. Giving and
requesting feedback proves that you are serious about what the other person says and their views on the
subject.

The motive of feedback is to determine whether the recipient has grasped the significance of the received
information. The reaction on the recipient’s face can be understood in face-to-face communication. However,
the sender should adopt an appropriate feedback method in case of written communication or other kinds of
communications.

6. Take Care of Your Body Language, Tone and Content of the Message

Your expressions, gestures, posture and voice tones are powerful tools. Whenever you are speaking, make
sure you are communicating with correct body language.

Aggressively saying something good might take your listener aback. Use a polite tone is equally important.
For example, when you are congratulating someone, you have to see it with genuine excitement. Saying
“Congratulation!” with a sad face will make you seem like you are not happy with their progress. When you
use the wrong body language and tone, the subject matter of your message can be easily misinterpreted.

Also, when you are choosing your word, make sure it is not contradictory and does not have any kind of
double meaning.

7. Listen Before You Speak Again

As Polonius said in Hamlet, “Give every man thy ear, but few thy voice.” For effective communication, you
must always listen to the other person attentively. Even though you and the other person may have a different
perception of the subject, listening to the person overcomes barriers.

By listening, you will make the other person feel that their perception is equally important as yours.
Furthermore, you will be apple to give more appropriate feedback.

8. Do Not Interrupt When Someone Else is Speaking

Strongly avoid interrupting someone when they are speaking. Wait till they are finished with what they are
saying. It is considered rude behaviour. But when you interrupt someone, it distracts them from the things
they were saying. As a result, they might lose their flow.

So if you are interrupting someone, you must have a strong reason for it. Otherwise, strictly avoid speaking
until the other person is done.

9. Make your Message Judgement Free

When you are speaking, do not speak rudely or impolitely about someone’s culture, religion or belief. It will
demean your listener and may affect your listener emotionally. As a result, they will lose interest in the
conversation.

Respecting other people’s opinions and perspectives plays a huge role in overcoming barriers to effective
communication. If you want to say something about a culture, religion, or belief, make sure you say it politely.