COMMUNICATING

CHAPTER 6
 The achievement of the objectives of the engineering organization will
depend on the performance of the human and non-human elements
attached to it. The task of the manager is to program these elements
correctly so that each will respond accordingly to their assigned tasks.
Standard programming methods have already been adapted by
technologists for most machines and equipment.

The programming approach to the human element is different and must

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

The issue no will be is management using the communication option

effectively? The answer must be yes, for if not, trouble may be
forthcoming, if it has not yet arrived.
What
Communication
is
 Morris Philip Wolf and Shirley Kuiper define
communication as a process of sharing information
through symbols, including words and messages.
Communication may happen between superior and
subordinate, between peers, between a manager and
a client or customer, between an employee and a
government representative, etc. It may be done face-
to-face, or through printed materials, or through an
electronics device like the telephone, etc.
In management, communication must be made for a
purpose and because it has a cost attached to it, it
must be used effectively.
Functions of
Communication
Communication may be used to serve any of the
following functions:

Information Function-
Information provided through
communication may be used for Motivation Function-
decision-making at various work
levels in the organization. A Communication is also
construction worker, for oftentimes used as a means
instance, may be given to motivate employees to
instructions on the proper use of commit themselves to the
certain equipment. This will later organizations objectives.
provide him with a guide in
deciding which equipment to use
in particular circumstances.

Control Function- when
properly communicated,
reports, policies, and plans
define roles, clarify duties,
authorities and
responsibilities. Effective
control is, then, facilitated.
Emotive Function- When
feelings are repressed in the
organization, employees are
affected by anxiety, which, in
turn, affects performance.
Whatever types of emotions are
involved, whether satisfaction,
dissatisfaction, happiness or
bitterness, communication
provides a means to decrease
the internal pressure affecting
the individual.
The
Communication
Process
The communication process consists of eight steps which
are as follows: develop an idea, encode, transmit,
receive, decode, accept, use and provide feedback.
SENDER
D EV ELOP AN
Develops IDEA
idea

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

decodes
then provides
accepts
or
feedback to
rejects
SENDER

Develops ENCODE
idea
The next step is to encode
encodes the idea into words,
illustrations, figures, or
other symbols suitable for
then transmits transmission. The method of
message to transmission should be
determined in advance so
RECEIVER that the idea may be
encoded to conform with
who the specific requirements of
receives the identified method. An
message example of an encoded
message using telefax as a
decodes means of transmission.
then provides
accepts
or
feedback to
rejects
SENDER
Develops
idea TRANSMIT
After encoding, the message is
encodes now ready for transmission
through the use of an appropriate
communication channel. Among
then transmits the various channels used include
message to the spoken word, body
movements, the written word,
television, telephone, radio, an
RECEIVER artists paint, electronic mail, etc.

Proper transmission is very

who important so the message sent
receives will reach and hold the attention
of the receiver. To achieve this,
message
the communication channel must
be free of barriers, or interference
decodes (sometimes referred as a noise).
then provides
accepts
or
feedback to
rejects
SENDER
Develops RECEIVE
idea
The next step is the
encodes communication process is the
actual receiving of the message by
the intended receiver. The
then transmits requirement is for the receiver to
message to be ready to receive at the precise
moment the message relayed by
the sender.

RECEIVER The message may be initially

received by a machine or by a
who person. In any case,
communication stops when the
receives machine is not turned or tuned on
message to receive the message, or the
person assigned to receive the
decodes message doesnt listen or pay
attention properly.
then provides
accepts
or
feedback to
rejects
SENDER
Develops DECODE
idea

encodes The next step, decoding, means

translating the message from
the sender into a form that will
then transmits have meaning to the recipient. If
message to the receiver knows the language
and terminology used in the
message, successful decoding

RECEIVER may be achieved.

If the receiver understands the

who purpose and the background
receives situation of the sender, decoding
will be greatly improved. In the
message legal practice, for instance, the
declarations of a dying person
decodes have more weight.
then provides
accepts
or
feedback to
rejects
SENDER
Develops ACCEPT
idea

encodes

then transmits
message to
The next step is for the
receiver to accept or reject
RECEIVER the message. Sometimes,
acceptance (or rejection) is
who partial.
receives
message

decodes
then provides
accepts
or
feedback to
rejects
The factors that will affect
the acceptance or rejection
of a message are as follows:
1. The accuracy of the
message;
2. Whether or not the
sender has the authority to
send the message and/or
require action; and
3. The behavioral
USE
The next step is for the
receiver to use the
information. If the message
provides information of the
importance to a relevant
activity, then the receiver
could store it and retrieve it
when required. If the
message requires a certain
action to be made, then he
may do so, otherwise, he
discards it as soon as it is
received. All of the above-
mentioned options will
depend on his perception of
the message.
SENDER
P ROVIDE
Develops FEEDBACK
idea The last step in the
communication process is
encodes for the receiver to provide
feedback to the sender.
Depending on the
then transmits
perception of the receiver,
message to
however, this important
step may not be made.
RECEIVER Even if the feedback is
relayed, it may not reach
who
the original sender of the
receives
message. This may be
message attributed to the effects of
any of the communication
decodes barriers.
then provides
accepts
or
feedback to
rejects
Forms of
Communication
 Communication consists of two
major forms, verbal and non-verbal

VERBAL
COMMUNICATION
Verbal Communication are
those transmitted through
hearing or sight. These
modes of transmission
categorize verbal
communication into two
classes: oral and written.
 Oral Communication mostly
involves hearing the words of the
sender, although sometimes,
opportunities are provided for
seeing the senders body
movements, facial expression,
gestures, and eye contact.
Sometimes, feeling, smelling,
tasting, and touching are involved.
An alternative to oral communication
is the written communication where
the sender seeks to communicate
through the written word.
Written Communication,
however, has limitations
and to remedy these, some
means are devised. Perfume
advertisers, for instance,
lace their written message
with the smell of their
products. In the same light,
the now popular musical
Christmas card is an
attempt to enhance the
effects of the written note.
NONVERBAL
COMMUNICATION

Nonverbal communication is a
means of conveying message
through body language, as
well as the use of time, space,
touch, clothing, appearance,
and aesthetic elements. Body
language consists of gestures,
bodily movement, posture,
facial expressions, and
mannerisms of all kinds.

Nonverbal expressions convey

many shades of meaning and
its to the advantage of the
communicator to understand
what message are relayed.
Barriers to
Communication
Various factors may impede the efficient flow of
communication. Any, or all, of these factors may, at
any point, derail the process. Even if the message is
transmitted by the channel, the timing and the
meaning of the message may be affected by the
factors.

The barriers to communication may be classified

generally as:
Personal Barriers
Physical Barriers
Semantic Barriers
PERSONAL BARRIERS

Personal barriers are hindrances to effective communication arising from a

communicators characteristics as a person, such a emotions, values,
poor listening habits, sex, age, race, socioeconomic status,
religion, education, etc.
Emotions cloud the communicators ability to judge correctly the real
meaning of messages received. People with different values will find it hard
to communicate with each other. Poor listening habits of a receiver frustrate
the communication efforts of a sender.
PHYSICAL BARRIERS
Physical barriers refer to the interferences to effective communication
occurring in the environment where the communication is undertaken.
Physical barriers include distances between people, walls, a noisy
jukebox near a telephone, etc.
An office that is too tidy may sometimes inhibit a person from meeting the
occupant of the office face-to-face. A menacing pet dog (or secretary)
posted near the door may also prevent a person from directly
communicating with the object person behind the door.
A communication channel that is overloaded may also prevent important
information to reach the intended user. Another physical barrier to
communication is wrong timing.
SEMANTIC BARRIERS
Semantics is the study of meaning as expressed in symbols. Words,
pictures, or actions are symbols that suggest certain meanings. When the
wrong meaning has been chosen by the receiver, misunderstanding occurs.
Such error constitutes a barrier to communication.
A semantic barrier may be defined as an interference with the reception of
a message that occurs when the message is misunderstood even though it
is received exactly as transmitted.
For example, the words wise and salvage will have different meanings
to an English- speaking foreigner than to an ordinary Filipino.
Overcoming
Barriers to
Communication
When communication barriers threaten effective performance, certain
measures must be instituted to eliminate them. To eliminate problems
due to noise, selective perception, and distraction, the following are
recommended:

1. Use feedback to facilitate understanding and increase the potential

for appropriate action.
2. Repeat messages in order to provide assurance that they are
properly received.
3. Use multiple channels so that the accuracy of the information may
be enhanced.
4. Use simplified language that is easily understandable and which
eliminates the possibility of people getting mixed-up with
meanings.
Techniques for
Communication
in Organizations
Communication may be classified as to the types of flow of the
message which are as follows: downward, upward, or horizontal.
Each of the types of message flow has its own purposes and
techniques.
DOWNWARD COMMUNICATION
Downward communication refers to message flows from higher levels of
authority to lower levels. Among the purposes of downward
communication are:

1. To give instructions
2. To provide information about policies and procedures
3. To give feedback about performances
4. To indoctrinate or motivate

Among the techniques used in downward communication are as follows:

letters, meetings, telephones, manuals, handbooks, and newsletters.
 Letters are appropriate when
directives are complex and
precise actions are required.
When orders are simple but the
result depends largely on
employee morale, techniques
that provide personal
interchange like meetings and
the telephone, are appropriate.
Modern technology has made it
possible for people to hold
meetings even if they are
thousands of kilometers apart
from each other.
Manuals are useful sources
of information regarding
company policy,
procedures, and
organization. Unlike using
persons as sources of
information, manuals are
available whenever it is
needed.

Handbooks provide more
specific information about
the duties and privileges of
the individual worker. It has
also the advantage of being
available whenever needed.
Newsletters provide a
mixture of personal, social,
and work-related
information. Articles about
new hiring, promotions,
birthdays of employees,
questions and answers
about work-related issues
are presented.
 UPWARD COMMUNICATION
Theres a need for management to provide employees with all
the necessary material and non-material support it can give.
The first requirement, however, is for management to know
the specific needs of the employees. This is the primary reason
for upward communication.

Upward communication refers to the message from people in

lower-level positions to people in higher positions. The messages
sent usually provide information on work progress, problems
encountered, suggestions for improving output, and personal
feelings about work and non-work activities.
Among the techniques used in upward
communications are:
Formal Grievance Procedures
Grievances are part of a normally operating
organization. To effectively deal with them,
organizations provide a system for
employees to air their grievances.
Employee Attitude and Opinion Surveys
Holley and Jennings define grievance as
any employees concern over a perceived Finding out what the employees think about the company is
violation of the labor agreement that is very important. The exercise, however, requires expertise
and the company may not be prepared to do it. If the
submitted to the grievance procedure for organizations operation is large enough to justify such
individual resolution.. Grievances activity, then it must be done. If the assistance of an
represent an open, upward communication outside research firm is considered, a benefit-cost analysis
must be used as a deciding factor.
channel whereby employees can offer
suggestions to management.

Depending on the size and nature of the

company, the grievance procedure may
consist of a single step or a number of steps
 Suggestion Systems
Suggestions from employees
are important sources of cost-
saving and production
enhancing ideas. Even if
majority of the suggestions
are not feasible, a simple
means of acknowledging
them contributes to
employee morale.
Open-Door Policy
An open-door policy, even on
a limited basis, provides the
management with an
opportunity to act on
difficulties before they
become full-blown problems.
 Informal Gripe Sessions
Informal gripe sessions can be
used positively if management
knows how to handle them. When
employees feel free to talk and
they are assured of not being
penalized for doing so, then
management will be spared with
lots of efforts determining the real
causes of problems in the
company.
Task Forces
When a specific problem or issue
arises, a task force may be created
and assigned to deal with the
problem or issue. Since
membership of task forces consists
of management and non-
management personnel, integration
and teamwork are fostered,
creativity is enhanced, and
interpersonal skills are developed.
 Exit Interviews
When employees leave an
organization for any reason, it is
to the advantage of management
to know the real reason. If there
are negative developments in the
organization that management is
not aware of, exit interviews may
provide some of the answers.
 HORIZONTAL COMMUNICATION
Horizontal communication refers to message sent to individuals or
groups from another of the same organizational level or position.

The purposes of horizontal communication are:

1. To coordinate activities between departments
2. To persuade others at the same level of organization
3. To pass on information about activities or feelings

Among the techniques appropriate for horizontal communication

are: memos, meetings, telephones, picnics, dinners, and
other social affairs.
 Message Flow and Areas of Concern
UPWARD COMMUNICATION DOWNWARD
Concerns: COMMUNICATION
Concerns:
Problems and Exceptions
Suggestions for Implementation of goals,
improvements strategies and objectives
Performance reports Job instructions and
Grievances and disputes rationale
Financial and Accounting Procedures and practices
information Performance Feedback
Indoctrination

HORIZONTAL
COMMUNICATION
Concerns:
Interdepartmental
Coordination
Interdepartmental Problem-
solving
Staff advice to the
departments
Management
Information
System (MIS)
 MANAGEMENT INFORMATION SYSTEM
Communication may be used to serve the information function. This means that a
way must be devised to allow the organization to absorb information necessary
for effective decision-making. In this regard, companies of various sizes have
organized systems to gather information that will be useful to management.

Management Information System (MIS) is defined by Boone and Kurtz

as an organized method of providing past, present, and projected
information on internal operations and external intelligence for use in
decision-making.

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

RESEARCH AND
FINANCE
The MIS and its
DEVELOPMENT

relation with
MANAGEMENT
the different
departments of
INFORMATION
SYSTEM

the
PERSONNEL ENGINEERING
organization

MARKETING
PURPOSES OF MIS
The MIS is established for various reasons. Wheelen and Hunger
enumerate them as follows:

1. To provide a basis for the analysis of early warning signals that

can originate both externally and internally.
2. To automate routine clerical operations like payroll and inventory
reports.
3. To assist managers in making routine decisions like scheduling
orders, assigning orders to machines, and reordering supplies.
4. To provide the information necessary for management to make
strategic or non-programmed decisions.