COMMUNICATION

Qurat ul ain
Defining Communication:

Communication is a process of transmitting and receiving verbal and nonverbal messages

that produce a response. The communication is considered effective _ when it achieves the
desired reaction or response from the receiver.

Communication is a two-way process of exchanging ideas or information between human

beings.
 Sender-encoder

Message

ELEMENTS OF Medium
COMMUNICATION

Receiver-decoder

Feedback
 Problems in Communication

PRESUMPTIONS OF PERCEPTIONS OF ATTITUDES, OPINIONS,

UNDERSTANDING REALITY AND EMOTIONS
 Presumptions of Understanding

The symbols the sender uses to communicate messages must have essentially the
same meaning in both the sender's and the receiver's minds.

One cannot presume that the identical message in the mind of the sender will be
perfectly transmitted to the receiver.

The business world and the world in general are littered with errors as a result of
presuming that a message is perfectly understood. e.g. Credit/Debit
 Human beings’ sensory perceptions
—touch, sight, hearing, smell, taste
—are limited

Perceptions of Each person's mental filter is

unique. People perceive reality in
Reality different ways.

We make various abstractions,

inferences, and evaluations of the
world around us.
Contd.

1 2 3
Abstracting: The process Inferring: Conclusions Making Frozen
of focusing on some details made by reasoning from Evaluations: The
and omitting others. evidence or premises stereotyped, static
impression that ignores
significant differences or
changes.
Attitudes and Opinions
Favorable or Unfavorable Information

Incorrect Set of Facts

Closed Minds

Sender's Credibility

Other Circumstances Affecting Attitudes, Emotions, Responses (Worry, anger, fear,

despondency, hatred)
 Models of communication

Linear Interactional Transactional

 Each model sheds light on the development of
communication.

It emphasizes different parts of the communication

process.

Contd.
The models provide pictures, or visual representations, of
complex interactions.

Most importantly, they identify the various elements of

communication and serve as a kind of map to show how
different parts of the communication process are
interrelated.
 Linear Model

Developed by Shannon & Weaver in 1948

Describes communication as a linear process.

It describes how a sender, or speaker, transmits a message to a receiver, or

listener.

Obstacles in the communication process, or noise: Noise refers to any

interference in the channel or distortion of the message.
 Interactional Model

Follow two channels in which communication and feedback flow between sender
and receiver. 

Feedback is simply a response that a receiver gives to a sender: Feedback can be

verbal (“yes”) or nonverbal (a nod or smile).

Feedback indicates comprehension. It can help senders know if their message was
received and understood.

By focusing on flow and feedback, interactional models view communication as an

ongoing process.
 The most dynamic of communication models.

One notable feature: move from referring to people as senders and receivers to
referring to people as communicators.

Transactional This implies that communication is achieved as people both send and receive
messages. Fundamentally, this model views communication as a transaction.

Model
In other words, communication is a cooperative action in which communicators
co-create the process, outcome and effectiveness of the interaction.

Unlike the linear model in which meaning is sent from one person to another,
also unlike the interactional model in which understanding is achieved through
feedback, people create shared meaning in a more dynamic process in the
transactional model.
 In an organization, there are different types of employees
Flow of and different departments. So, the pattern in which they
communication communicate are called flow.
 Classification

Flow of communication commonly classified

according to the direction of interaction.

Upward Downward Diagonal

Lateral flow
flow flow flow
Upward Flow
◦ Communication which
flows from lower level to
higher level in an institute
or in organization is
known as upward flow of
communication
 Examples

Employees share their problem Students share their concerns with

with higher authority. faculty.
Downward Flow

◦ Communication which flows from higher level to lower

level in an institute or in organization is known as
downward flow of communication
 ◦ Communication that takes place at same level of hierarchy
is known as lateral flow of communication.
Lateral Flow ◦ e.g. Group discussion
Diagonal flow
◦ When information flows
between or among persons
at different level who have
no direct reporting
relationship with each
other is known as diagonal
flow
Examples
◦ When an organization wants to implement a project to improve sales using a
campaign on social media. A team created comprising of the IT manager, social
media executive, customer service representative, marketing manager etc. In order
to meet the target, team members will have to share information directly.
 Barriers in Communication

Several barriers that affects the flow of communication

These barriers interrupt the flow of communication from the sender to

the receiver, thus making communication ineffective.
 Barriers in Communication

PERCEPTUAL AND INFORMATION INATTENTION TIME PRESSURES DISTRACTION/ EMOTIONS

LANGUAGE OVERLOAD NOISE
DIFFERENCES

COMPLEXITY IN POOR RETENTION

ORGANIZATIONAL
STRUCTURE
 Effects of Communication Barriers

The poor
Noise acts as a devil in Ineffective
communication can
business communication in
actually cost you your
communication. organizations.
job.

Difference in thought
The speaker has to be
process also results in a
very careful about his
poor communication in
pitch and tone.
business areas.
 Overcoming Communication Barriers

Eliminating Reduction and

Use of Simple
differences in elimination of Active Listening Emotional State
Language
perception noise levels

Simple Avoid Give Flexibility in

Proper Media
Organizational Information Constructive meeting the
Selection
Structure Overload Feedback targets