UNIT-V

Controlling, Coordination and Communication:

 Controlling- Meaning and steps in controlling
 Essentials of Effective Control system
 Techniques of Control
 Coordination- Meaning, Objectives
 Importance and Principles and Techniques of Coordination
 Coordination types- Internal and External
 Communication-Meaning and Importance
 Communication process
 Barriers to Communication
 Steps to overcome Communication Barriers
 Types of Communication
 What is Controlling?
• Controlling consists of verifying whether everything occurs in
conformities with the plans adopted, instructions issued and principles
established.
• Controlling ensures that there is effective and efficient utilization of
organizational resources so as to achieve the planned goals.
Controlling measures the deviation of actual performance from the
standard performance, discovers the causes of such deviations and
helps in taking corrective actions
• According to Brech, “Controlling is a systematic exercise which is
called as a process of checking actual performance against the
standards or plans with a view to ensure adequate progress and also
recording such experience as is gained as a contribution to possible
future needs.”
• According to Donnell, “Just as a navigator
continually takes reading to ensure whether he is
relative to a planned action, so should a business
manager continually take reading to assure himself
that his enterprise is on right course.”
• Controlling has got two basic purposes
1. It facilitates co-ordination
2. It helps in planning
 Steps in controlling
(i)Determination of Standards of Performance
(ii)Measurement of Actual Performance
(iii)Comparison of Actual Performance against
Standards; and Locating Deviations
(iv)Analysing the Causes of Deviations
(v)Undertaking Suitable Remedial Action
(i) Determination of Standards of Performance:
• The process of controlling commences with the
determination of standards of performance, for all phases
of the organizational activity.
• Standards of performance might be described as rational
targets of performance, which are and must be reasonably
capable of attainment; and which subsequently, become
the yardsticks (i.e. standards of comparison), for judging
actual performance against these.
• Standards could be broadly classified as being tangible and
intangible. Tangible standards are those which are capable
of being expressed in specific numerical terms.
These are further analyzed into the following
divisions:
(a)’ Monetary standards; i.e. standards expressed in terms
of money e.g. profits, costs, expenses, incomes or revenues
etc.
(b)’ Quantitative standards; i.e. standards expressed in
quantitative terms e.g. units of production, units of sales etc.
(c)’ Time standards: i.e. standards expressed in terms of
time e.g. man-hours or machine hours.
(d)’ Capital standards: i.e. standards expressed in typically
financial terms e.g. rate of return (ROI) or ratio of current
assets to current liabilities (i.e. current ratio) and other
similar types of standards.
(ii) Measurement of Actual Performance:

The next step in the controlling process relates to the measurement of the
actual performance of the personnel.
Some of the points, in this context, to be observed by management are as
follows:
(a) Measurement of actual performance must be done in the same terms- in
which standards have been laid down; so that comparisons are easier and
meaningful.
(b) Qualitative aspects of performance must be as much quantified, as
reasonably possible.
(c) There must be a regular and systematic arrangement for measurement of
performance. Performance measured casually and unsystematically would not
much help in making good comparisons; and deriving meaningful conclusions
from such comparisons.
(iii) Comparison of Actual Performance against
Standards; and Locating Deviations:
• While making a comparison of actual performance
against standards with a view to locating deviations; the
management must, first of all, decide about a ‘standard
deviation’ for various aspect of performance.
• ‘Standard deviation’ a statistical technique of
measuring dispersion implies the permissible range of
deviations i.e. deviations falling within standard
deviations limits must be ignored.
• Some deviations might be of a positive nature; and need be
applauded and encouraged.
• For example, a reduction in the cost below the standard or an
increase in sales over the targeted standard, are instances of
deviations, which are healthy symptoms of organizational
operational life.
• Apart from standard deviations and healthy deviations; all
other deviations must be carefully and systematically
controlled
(iv) Analysing the Causes of Deviations:
(a) External environment factors e.g. changes in prices or changes in
governmental policies regarding raw-material allocations, hours of work of
employees etc. Factors like intense competition or changing social values
having a bearing on sales-figures are also included in the category of external
factors.
(b) Internal environmental factors e.g. inadequacy of production facilities,
outdated or sub­standard technology, deteriorating human relations etc.
(c) Imperfections in planning, like vague objectives, inappropriate courses of
action, etc.
(d) Organisational defects, like lack of precise functional definitions of jobs,
improper span of management, imbalance between authority and
responsibility, etc.
(e) Staffing defects, like, faulty selection of employees, inappropriate
placements, lack of or inadequate training programmes etc.
(f) Flaws in directing techniques, like lack of free-flow of communication,
unsuitable leadership style, careless supervision, inadequate motivation etc.
(v) Undertaking Suitable Remedial Action:
• The final step in the controlling process is undertaking
suitable remedial or corrective action (based on the
analyses of causes of deviations); to bring performance
back on the planned track.
• While undertaking remedial action, the management
must have a strategy to introduce changes in the internal
environment; as it cannot do much about external
environmental factors.
• The basic management philosophy in this regard being
that only the controllable factors or situations can be and
must be controlled; the uncontrollable things better left
to their natural course.
The remedial action, might involve one or more
of the following actions:
(a) Betterment of internal environment; like ensuring
adequacy of production facilities, acquisition of superior
technology, taking steps for improving human relations
etc.
(b) Modifications or improvements in planning, like
expressing objectives clearly, more scientific
determination of standards, making a better choice
among alternative courses of action etc.
(c) Organisational restructuring like making the
organizational structure more compact through co-
ordination of jobs, replanting span of management,
striking a better balance between authority and
responsibility etc.
(d) Overcoming staffing defects e.g. through better
selection procedures, careful placements, better
organization of training programmes etc.
(e) Betterment of directing techniques e.g. adopting
democratic styles of leadership, exercising more careful
supervision, insisting on communication feedback or
introducing better motivational schemes, etc.
 Essentials of Effective Control system

1. Simplicity
2. Objectivity
3. Promptness
4. Economy
5. Flexibility
6. Accuracy
7. Suitability
8. Forward-looking Nature
9. Focus on Strategic Points
10. Motivating and Others.
1. Simplicity:
A good control system must be simple and easily understandable so that all
the managers can apply it effectively.
Complicated control techniques fail to communicate the meaning of
control data to the managers.
2. Objectivity:
The standards of performance should be objective and specific, quantified
and verifiable. They should be based on the facts so that control is
acceptable and workable.
3. Promptness:
The control system should provide information soon enough so that the
managers can detect and report the deviations promptly and necessary
corrective actions may be taken in proper time. Corrective measures are of
no value if those are taken too late.
4. Economy:
The control system must justify the expenses involved. In other words,
anticipated earnings from it should be greater than the expected costs in its
working. A small organisation cannot use the expensive control technique
applied in large enterprises.
5. Flexibility:
Internal goals and strategies must be responsive to the changes in the
environment and the control system should be flexible enough to adapt the
changing conditions or unforeseen situations. It should be adaptable to the
new developments. Flexibility in control system can be introduced by making
alternative plans.
6. Accuracy:
The control system should encourage accurate information in order to detect
deviations. The technique of control used should be appropriate to the work
being controlled.
7. Suitability:
Control must reflect the needs and nature of the activities of the
organisation, The control system should focus on achieving the
organisational goals.
8. Forward-looking Nature:
The control system must be directed towards the future. It must pay
attention on how the future actions can be conformed with the plans
adopted.
9. Focus on Strategic Points:
The control system should focus attention on strategic or critical
deviations. Only exceptional deviations require the attention of the
managers
 Techniques of Controlling

1. Personal Observation:
• The simplest way to control organisational activities
is that managers take round at the work place and
observe the progress of the work.
• Any defect in performance can be spotted and
corrected immediately.
• A face-to-face interaction is possible where workers
get their doubts solved on-the-job and guidance and
counselling can also be provided there and then.
• This method creates psychological pressure on the
employees and they perform better when they know
they are being observed by their superiors.
• Managers can also know the behavioural, technical and
psychological problems that workers are facing at the
work place and they try to overcome these problems.
• However, this method demotivates the employees who
work under psychological pressure of being constantly
watched.
• This method is also not suitable for large-scale
organisations where managers cannot spend time in
personally observing the performance of each worker.
2. Budgeting:
• A budget is a statement which reflects future incomes,
expenditures and profits that can be earned by a firm.
• It is a future projection of the firm’s financial position. Non-
financial aspects like units produced, units sold, unit cost of
material and labour etc. can also be important components of a
budget.
• Budget is “the process of stating in quantitative terms, planned
organisational activities for a given period of time.”
• Budgeting control refers to comparison of actual performance
with planned or budgeted performance.
• It is a basic technique of control and is used at every level of
organisation. Budgets are prepared for the organisation as a
whole and for each departmental unit.
3. Break-Even Analysis:
• Break-even analysis or cost-volume-profit analysis
defines the relationship between sales volume, costs and
profits to arrive at a figure of sales at which sales
revenue is equal to cost.
• The point at which sales revenue is equal to cost (fixed
cost plus variable cost) is the break-even point.
• Sales beyond the break-even point will earn profits for
the organisation and sales below the break-even point is
a situation of loss.
4. Financial Statements:
• Financial statements depict financial position of the firm
over a period of time, generally one year.
• The statements are prepared along with last year’s
statements so that firm can compare present
performance with last year’s performance and take
action to improve its future performance.
• As these statements are prepared at the end of the
financial year, as a measure of control, they guide
managers to improve future performance.
These statements provide information on the following
aspects:
1. Liquidity – The firm can know how much cash it has to meet its
financial liabilities.
2. Financial strength – It represents assets, liabilities and equity
position of the firm.
3. Profitability – The excess of revenue over cost represents profit
of the firm.
5. Statistical Data and Reports:
• Data helps in applying statistical techniques of averages,
regression, correlation etc. to predict financial
performance.
• Data can be used for diagrammatic representations like
trend charts, histograms, pie charts, and bar graphs etc.
which assess the company’s performance.
• Deviations can be pointed out and corrected.
• Report is a statement that represents data in the form of
information for carrying out the controlling function.
• Statistical data and regular reporting system
provide information about company’s financial
and non-financial performance.
• A supervisor, for example, prepares a special
report on how the salesmen are dealing with
customers.
• This report helps managers to control the
behavioural attitudes of salesmen to develop a
good clientele.
 Modern Techniques of Control:
1. Management Information System (MIS):
“MIS is a formal system of gathering, integrating, comparing, analysing
and dispersing information internal and external to the enterprise in a
timely, effective and efficient manner” — Weihrich and Koontz
2. Management Audit:
Audit means periodic inspection of financial statements and verifying that
the statements are honestly and fairly prepared according to accounting
principles. An audit, thus, provides a basis for control.
3. Responsibility Accounting:
It divides the organisation into smaller units where each unit is headed
by a manager who is responsible for achieving the targets of his unit.
4. Network Techniques (PERT and CPM):
a. PERT-Programme Evaluation and Review Technique:
PERT is also called time-event network. It is a technique
used to plan and control a complex project that is
represented as a network of events and activities, with time
estimates given to complete each activity.
b. CPM – Critical Path Method:
CPM determines critical activities for completing the
project, assumes expected time as the time taken to
complete the project and concentrates on this critical
sequence of activities to optimise the use of time and
resources.
5. Balanced Score Card:
Balanced score card is “a performance measurement tool that looks at four areas —
financial, customer, internal processes and people/innovation/growth assets — that
contribute to a company’s performance.”
6. Ratio Analysis:
Financial statements show financial performance in absolute figures.
Ratio is a numerical relationship between two numbers. Ratio analysis draws
comparison between selected items from the financial statements in percentages or
fractions and assesses financial performance of the firm.
7. Economic Value Added (EVA):
Value added is an important tool to measure financial performance of a company. It
indicates net wealth or value created by the company.
8. Market Value Added (MVA):
Market value added is “a financial tool that measures the stock market’s estimate of
the value of a firm’s past and expected investment projects.”
 Coordination – Meaning and Definitions

• “In administration”, says Newman, “coordination deals

with synchronizing and unifying the actions of a group of
people. A coordinated operation is one in which the
activities of the employees are harmonious, dovetailed, and
integrated towards a common objective.”
• McFarland defines co-ordination as “the process whereby
an executive develops an orderly pattern of group effort
among his subordinates and secures unit of action in the
pursuit of a common purpose.”
• Henry Fayol, “To co-ordinate is to harmonise all the
activities of a person in order to facilitate its working and
its success.”
 Coordination – Objectives
(a) Reconciliation of Goals:
The conflict of goals arises because everybody perceives the organizational
goals differently and tries to achieve them in his own way. This may lead to
confusion and chaos in the organization. Therefore, coordination is necessary
to bring unity of action in the organization.
(b) Total Accomplishment:
It has been observed that the total accomplishment of ten employees of a
department whose efforts are properly coordinated will be far greater than the
mathematical sum of their individual accomplishment. This happens because
through coordination, duplication of efforts is prevented and the time and
energy thus saved are better utilized in more creative tasks.
(c) Economy and Efficiency:
Coordination will avoid duplication of efforts due to which there will be economy
in labour, time and equipment. When the activities are properly integrated,
there will be lest delays which will bring efficiency in the business organization.
(d) Good Personal Relations:
Good coordination gives job satisfaction to the employees which keep their
morale high. Moreover, there are good human relations because the
authority-responsibility relationships are clear. The conflict between line
and staff personnel can also be avoided through proper coordination of their
efforts.
(e) Retention of Managerial and Other Personnel:
It has been pointed out that sound coordination has a significant effect on
the development and retention of good personnel in business. If the total
organization is so designed and patterned that each executive and
employees derives job satisfaction, there will be tendency on the part of the
executive and employees and employees to stay with the organization. The
absence of this will create suffocating conditions in which it would be
difficult for any person to stay r for long in the organization.
Importance of Coordination:
1. Co-ordination is necessary to ensure harmonious and smooth working of an
enterprise with its several departments, divisions or subdivisions
2. Co-ordination ensures unity in direction in the midst of diversified activities
3. Co-ordination removes the conflict between personal interest of the
employees and general interest of the organization
4. Co-ordination can produce something greater out of the collective efforts of
the individuals
5. Co-ordination provides a balance between the people of different capacities
and abilities
6. Co-ordination reconciles the impact of internal and external forces in the
organisation and ensures smooth running of affairs
7. Co-ordination ensures voluntary co-operation of the different members of the
group
8. Co-ordination is a basic element in all effective organisations and is said to
be the first principle in organization
 Principles of Coordination:
1. Direct Contact:
Co-ordination should be attained by direct contact with the parties
concerned. Direct personal communications bring about agreement
on methods, actions and ultimate achievement. It also eliminates red-
tapeism and ensures prompt action. Direct contact is an effective
means of co-ordination.
2. Early Beginning:
Co-ordination can be achieved more readily at the initial stages of
planning and policy-making. Therefore, direct contact must begin in
the very early stages of the process. If an order for the supply of a
particular goods has been booked and the raw materials to produce
them are not available, there will be trouble.
3. Continuity:
Co-ordination must be maintained as a continuous process. It starts
from planning and ends when the objective is accomplished.
Whenever there is division and distribution of functions among the
managers and departments, co-ordination is necessary. Every time a
new situation arises, a fresh effort of co-ordination is needed. So, the
manager must constantly work at it until the purpose is served.
4. Reciprocal Relationship:
Co-ordination should be regarded as a reciprocal relating to all factors
in a situation, viz. production, sales, finance, men, and management.
For example, when ‘P’ works with ‘Q’ and ‘Q’ in turn, works with ‘R’
and ‘S’ each of the four finds himself influenced by the others.
5. Pervasiveness:
Co-ordination is an all-embracing activity in every management
function. It is required in all the activities at every level of the
organisation. It is to be exercised both within and outside the
organisation.
6. Leadership:
Leadership is the most effective instrument of co-ordination. A leader
in a group is the coordinator of the group activities. He harmonizes all
efforts of persons in the group. A manager does not himself produce
anything nor does he sell anything in the market.
7. Timing:
This principle points out that all functions in the enterprise are to be done at the same time
and at the same speed. If the purchase department purchases and supplies materials timely
to the production department, and if the production is done timely, then the sales
department can deliver the commodities to the customers within the scheduled time.
8. Balancing:
It means that all works are to be done in right quantity. For instance, if a department
produces half, another one-third and the third the full quantity, their activities cannot be
balanced. They have to perform their job in right quantity for achieving co-ordination of
their jobs.
9. Integrating:
For integration what is necessary is that all men and departments must perform their jobs
at the right time. For example, if all the parts of a machine are manufactured by the
different departments at the right time, they can be assembled within the specific time.
Assembling the parts of the machine is a coordinating function.
 Techniques of Coordination
1. Sound Planning:
Planning is the ideal stage for coordination. Every member in the organisation must
understand fully how his job contributes to the overall objectives.
2. Sound and Simple Organisation:
A sound and simple organisation is an essential condition of coordination. The lines of
authority and responsibility of each individual must also be spelt out.
3. Chain of Command:
The chain of command states the relationship between a superior and a subordinate.
Exercise of authority through the chain of com­mand or hierarchy is a traditional means of
securing coordination.
4. Effective Communication:
Open and regular interchange of information facilitates understanding between individuals
and groups among whom coordination is to be achieved.
5. Special Coordinators:
In an organisation, where an executive finds little time to solve the problems of coordination,
he can hire a specialist for doing this task.
6. Sound Leadership:
Leadership is the ability of a manager to induce subordinates to work with zeal and
commitment.
Coordination types- Internal and External
1. Internal Coordination:
This means coordinating the work of the internal part of the
organisation. This includes all the departments, sections, sub-sections
and small units of work groups and personnel (managers and workers).
The internal coordination is again classified into:
a. Vertical coordination
b. Horizontal coordination
a. Vertical coordination – This refers to the type of coordination in which
a superior authority coordinates with his subordinate and vice versa.
For example, Human Resource Manager (HRM) coordinates with Dy.
Manager, HRM and Dy. Manager coordinates with Sr. Manager, HRM,
so on and so forth.
b. Horizontal coordination – This refers to coordination and relations
and activities between executives and employees at their respective
department level or between different departments.
2. External Coordination:
This refers to the relationship and coordination of those
who are not the part of organisation and as such they are
not connected with each other. The relation with external
agencies and coordination of the activities would be
beneficial to the enterprise.
These agencies are – (i) Customers, (ii) General public,
(iii) Institutions of auxiliary services, (iv) Industrial
organisations, (v) Marketing agencies, (vi) Government
and Semi- government agencies, (vii) Commercial
organisations, (viii) Banks, and (ix) Agencies of
information and other technologies, etc.
 Communication-Meaning
• The exchange of information or passing of
information, ideas or thought from one person to the
other or from one end to the other is communication.
• According to McFarland communication is, “a process
of meaningful interaction among human beings. More
specifically, it is the process by which meanings are
perceived and understandings are reached among
human beings.”
• Newman and summer defined communication as “an
exchange of facts, ideas, opinions or emotions by two
or more persons.”
 Importance:
1. Base for Action:
Communication acts as a base for any action. Starting of any
activity begins with communication which brings information
necessary to begin with.
2. Planning Becomes Easy:
Communication facilitates planning. Planning is made easy by
communication.
3. Means of Coordination:
Communication is an important tool for coordinating the efforts of
various people at work in the organisation.
4. Aids in Decision-Making:
The information collected through communication aids in
decision-making. Communication facilitates access to the
vital information required to take decisions.
5. Provides Effective Leadership:
A communication skill bring manager near to his subordinates
and exchange ideas and submits appropriate proposals, knows
their opinions, seeks advices and make decisions.
6. Boosts Morale and Motivation:
An effective communication system instills confidence
among subordinates and workers ensuring change in their
attitude and behaviour.
 Communication process
i. Sender:
The sender is anyone who wishes- (i) to convey an idea or con­cept to others, (ii) to seek
information or (iii) to express a thought or emotion.
ii. Encoding:
The sender encodes the idea by selecting symbols with which he can compose a
message. Encoding is the use of suitable verbal or non-verbal symbols for sending the
message. Managers usually rely on words, gestures and other symbols for encoding.
iii. Message:
The message is what is conveyed by the sender. It is the heart of communication. It may
come in the form of words, ideas, facts, opi­nions, etc.
iv. Channel:
The message is sent through a channel, which is the commu­nication carrier. It may be
face-to-face talk, telephone, a formal report, computer, radio, etc.
v. Receiver:
The receiver is the person who is supposed to receive the message. He may be a reader,
a listener or an observer.
 vi. Decoding:
Decoding is the process by which the receiver translates the message into the
terms that are meaningful to him. The chances of successful decoding are greatly
enhanced if the receiver knows the language and terminology used in the
message.
vii. Feedback:
It is a response by the receiver to the sender’s message. Feedback takes place
when the receiver responds to the sender’s com­munication with a return
message. It helps the sender determine whether the receiver correctly interpreted
the message.
viii. Noise:
Noise is any interference with a message that hampers the sharing of meaning
between the sender and the receiver. Thus, negative atti­tudes, misperception, a
loud radio, a person’s accent, illegible print or pictures, jargon, poor eye sight all
qualify as noise. Understanding tends to diminish as noise increases. Noise can
be minimized by foreseeing and neutralizing sources of interference.
Barriers to Communication

Physical Barriers
Physical barriers are easy to spot - doors that are closed,
walls that are erected, and distance between people all
work against the goal of effective communication. While
most agree that people need their own personal areas in
the workplace, setting up an office to remove physical
barriers is the first step towards opening communication.
Noise – noise in a factory, external disturbances in telecom
facilities, poor writing, bad photo-copies, etc.,
Time and Distance – if telecom and network facilities are
not available, people working in different shifts, faulty
seating arrangement in the hall, etc.,
Poor timing – particularly if it is close to a deadline.
Overcoming Physical Barriers
To overcome physical barriers within the workplace, here are some
helpful hints:
• If you send a lot of email or digital messages, make sure you are
surgical in your word choice.
• Choosing the correct words and stamping out ambiguity is the
only step to making communication more effective.
• Face-to-face communication is far superior for most people,
especially once the connection has already been made.
• Video conferencing adoption is increasing as enterprises turn to
higher-quality, lower-cost video technology to improve workforce
collaboration and reduce reliance on travel.
 SEMANTIC BARRIERS

Semantic Communication:
Semantic is basically the study of meaning. In
communication semantic can be for words, symbols,
language signs etc. It is very important to denote an exact
meaning to a word otherwise it can lead to
miscommunication.
Semantic barrier to communication may arise if the word
by the sender is not chosen adequately so as it did not
clarify the intent of the sender and thus is misinterpreted by
the receiver.
SEMANTIC BARRIERS OCCURS DUE TO FOLLOWING REASON:
INTERPRETATION OF WORDS: Most of the communication is carried out
through words, whether spoken or written. words are capable of
communicating a variety of the meanings. It is quite possible that the word
as the transmitter had intended. This may leads to miscommunication.
For e.g. ; ‘RUN’ has 71 meaning as a verb, another 35 as a noun, and 4
more as an adjective.... but if communication is to be perfect, he must
assign to it he same meaning as existed in the sender's mind when he used
it.
 Cultural Barriers
• Different cultures, whether they be a societal culture of a race or simply the
work culture of a company, can hinder developed communication if two different
cultures clash.
• In these cases, it is important to find a common ground to work from. In work
situations, identifying a problem and coming up with a highly efficient way to
solve it can quickly topple any cultural or institutional barriers. Quite simply,
people like results.
Examples of cultural barriers that prevent individuals from effective communication
include:
Generational - Each age group has a different general approach to work, which
often leads to conflicts with older workers describing younger workers as
"slackers," and younger workers criticizing older workers as being "out of touch."
Status and Resistance - Workers who are accustomed to workplaces where
seniority and status are emphasized may find it difficult to adapt to more fluid
environments, where job titles are de-emphasized and production methods do not
always follow a predetermined set of guidelines.
Language Barriers
Language barriers :If you work in an industry that is heavy in jargon or
technical language, care should be taken to avoid these words when speaking
with someone from outside the industry.
Examples of language barriers that prevent individuals from effective
communication include:
Dialects - While two people may technically speak the same language,
dialectal differences can make communication between them difficult.
Examples of dialectical language barriers exist worldwide. Chinese, for
example, has a variety of dialects that are commonly spoken, including
Cantonese and Mandarin.
Language Disabilities - Language disabilities are physical impediments to
language. Physical language disabilities that cause language barriers include
stuttering(talk with continued involuntary repetition of sounds), dysphonia
(difficulty in speaking due to a physical disorder of the mouth, tongue, throat,
or vocal cords.) or an articulation(he formation of clear and distinct sounds in
speech.)disorder and hearing loss.
 Overcoming Cultural Barriers
To overcome cultural barriers within the workplace, here are some helpful hints:
• Determine whether a specific behavior or attribute is a requirement of
the job. There are some cultural differences with your employees that you just
have to accept and not try to change if you want your employees to perform
well.
• Identify whether or not you can reasonably accommodate the cultural
difference. Some cultural differences - such as an employee's willingness to
confront her boss - can be accommodated by slightly altering the expectation
or changing the circumstances of the situation.
• For example, some cultures are not responsive to stern feedback, but they are
receptive to less direct insinuations regarding their performance. If you ask
your employees they will tell you how best to communicate with them without
violating their cultural norms.
Determine how best to accommodate the cultural difference. Some
cultures are group-centric rather than individually focused. In such cases
praising an individual for their effort, rather than recognizing the entire group,
can create contention among the group and embarrassment for the
individual, thereby decreasing the employee's performance instead of
enhancing it.
Learn about other cultures. There are numerous excellent books and
articles on cultural diversity in your local bookstore or library. The internet is
a valuable tool of unlimited resources explaining the differences in cultures.
There is no excuse for your not understanding the cultural issues of your
employees when you have so much information literally at your fingertips.
Ask your employees for insight into how best to manage them. If you
show an open and honest willingness to learn and to adjust your
management practices, most of your employees will tell you how to
accommodate their cultural needs if you ask them.
 Perceptual barriers :
If you go into a situation thinking that the person you are talking to isn't going to
understand or be interested in what you have to say, you may end up subconsciously
sabotaging your effort to make your point. You will employ language that is sarcastic,
dismissive, or even obtuse, thereby alienating your conversational partner.
Think of movie scenarios in which someone yells clipped phrases at a person they
believe is deaf. The person yelling ends up looking ridiculous while failing to communicate
anything of substance.
Examples of perceptual barriers that prevent individuals from effective communication
include:
Perceptual Filters - We all have our own preferences, values, attitudes, origins and life
experiences that act as "filters" on our experiences of people, events and information.
Seeing things through the lens of our own unique life experiences or "conditioning" may
lead to assumptions, stereotyping and misunderstandings of others whose experiences
differ from our own.
Triggers and Cues - What we say is affected by how we say it (tone, volume) and by our
nonverbal cues, such as body language and facial gestures. For example, you may
perceive a situation differently if the person you are speaking with is smiling or frowning,
has body odour and is standing too close or is not giving you direct eye contact.
Overcoming Perceptual Barriers
To overcome perceptual barriers within the workplace, there are a few things you
can do:
• The audience may make assumptions about you or the situation; perhaps you
are new to the organization, or the situation is a challenging one.
• To get your message past these barriers, provide evidence to support your
claims and enhance your credibility.
• Effective communication relies on being aware of nonverbal aspects of
interactions with others.
• It is equally important to be aware of one's own nonverbal behaviours and be
sensitive to how they may be perceived. For instance, maintaining eye
contact when communicating indicates interest. Staring out the window or
around the room is often perceived as boredom or disrespect.
 Interpersonal Barriers

• Interpersonal barriers are what ultimately keep us

from reaching out to each other and opening ourselves
up, not just to be heard, but to hear others.
• Some people spend their entire lives attempting to
overcome a poor self-image or a series of deeply
rooted prejudices about their place in the world.
• They are unable to form genuine connections with
people because they have too many false perceptions
blocking the way.
Examples Of Interpersonal Barriers
Examples of interpersonal barriers that prevent individuals from
effective communication include:
Desire to Participate - The lack of desire to participate in the
communication process is a significant barrier. There is nothing more
frustrating than trying to communicate with an individual that clearly
does not want to.
Desire to Explore - Unwillingness to explore different ideas, opinions,
and priorities create communication barriers every day of our lives. A
clear lack of desire to explore your views, opinions, or ideas can be
extremely frustrating.
Overcoming Interpersonal Barriers
To overcome interpersonal barriers within the workplace, here are some helpful hints:
Use simple words to convey the message. To have an effective process of
interpersonal communication, you have to simplify language. Everyone hates to
decipher spoken words, reserve the deciphering to the writing and when speaking,
keep it simple and easy to understand.
Learn the art of listening. A person will always try to get his opinions across first
before listening to the other person's point of view. To improve interpersonal
communication, listen both attentively and proactively.
Keep composure while communicating. The process of interpersonal
communication is more effective if emotions are kept at bay. Keeping your composure
while talking or negotiating with a business partner will keep you on the right track
towards your goal.
Provide constructive criticism. Constructive criticism is perhaps the best sign that
you are communicating with the other person on a more personal level. Both the
sender and receiver of communications may use feedback for effective interpersonal
communication.
Emotional Barriers
Emotional barriers can be tough to overcome, but are important to put aside to engage
in conversations. We are often taught to fear the words coming out of our own mouths, as
in the phrase "anything you say can and will be used against you." Overcoming this fear
is difficult, but necessary.
Examples Of Emotional Barriers
Examples of emotional barriers that prevent individuals from effective communication
include:
Anger - Anger can affect the way your brain processes information given to you. For
example, angry people have difficulty processing logical statements, limiting their ability
to accept explanations and solutions offered by others
Pride - The need to be right all the time will not only annoy others, it can shut down
effective communication. For example, you might focus only on your perspective, or you
might come up with ways to shoot down other people before you even listen to their
points.
Anxiousness - Anxiety has a negative impact on the part of your brain that manages
creativity and communication skills. For example, your constant worries can hinder your
ability to concentrate on the information you are giving or receiving.
Overcoming Emotional Barriers
To overcome emotional barriers within the workplace, here are some helpful
hints:
Removing Yourself. Angry people have difficulty processing logical
statements, limiting their ability to accept explanations and solutions offered
by others. With this in mind, remove yourself from communication until you
feel you can collect your thoughts, think clearly and hold back potentially
hurtful and undue comments.
Accepting Imperfections. The drive to win every argument or get the last
word often spawns from overcompensation, or trying to cover emotional
insecurities with a sense of superiority. Other people might find you easier to
communicate with when you accept your imperfections from time to time.
Relaxation Exercises. While a mental health professional should address
anxiety disorders such as post-traumatic stress disorder or phobias -- typical
anxiety, like the anxiety you feel before giving a speech -- can be managed
with relaxation exercises.
OVERCOMMING BARRIERS
1.PLAN YOUR COMMUNICATION CAREFULLY:
It means choosing the right medium and sending the communication at the most
appropriate time. It also means using words that will generate positivity in the receiver’s
mind
2.KNOW THE RECEIVER: This basically implies a clear perception of the receiver’s frame
of reference. What is the level of education, his age, his experience, his status in the
organisation he belongs to? What is his culture background?
4.PUT YOURSELF IN OTHERS: Before a communication is transmitted, put yourself in the
receiver’s shoes and try to see how would react to it in case you were to receive it. Would
this communication create a favourable impression on your mind? Would you get the
intended meaning unambiguously? Edit your communication suitably if required.
5.TAKE CARE OF YOUR TONE: how we say is usually more important than what we say.
Perfectly innocent words can become highly offensive if spoken harshly or sarcastically.
Make sure that your tone throughout the communication is positive and courteous.
6.SEEK FEEDBACK AND OFFER CLARIFICATION: The communication process is
completed only when feedback is received on it. Seek feedback and offer clarifications, if
needed, immediately and willingly. It would help to eliminate misunderstanding before they
have done any serious damage
Types of Communication
1. Verbal Communication:
Verbal communication occurs when we connect in speaking with others. It
can be face-to-face, over the telephone, via Skype etc. Some verbal actions
are casual, such as chatting with a friend in the office, while others are
more formal, such as a planned meeting. Regardless of the kind, it is not
just about the words, it is also about the quality and difficulty of those
words, how we cord those words jointly to create an overarching message,
as well as the modulation used while speaking.
Examples of Verbal Communication:
1. Terminating employees
2. Boldness
3. Training others to hold out a task or role
4. Using self-revelation to support sharing
5. Speaking peacefully even when you’re worried
2. Written Communication:
Written communication involves any interaction that makes employ of the written
word. It is one of the two major types of communication; along with oral
communication. Some of the different forms of written communication that are used
inside for business operations include reports, bulletins, memos, job descriptions,
employee manuals, and electronic mail.
All forms of written communication have a comparable purpose of dealing out
information in an apparent and short manner though that purpose is often not achieved.
Examples of Written Communication:
• Letters
• Email
• Faxes
• Internet
• Postcards
• Brochures
• Advertisements
3. Visual Communication:
Visual communication skills need the use of visual aids which examine or viewed for thoughts and
information to be communicated. For example, graphs, charts, maps, posters, packaging design,
books, screen-based media etc. are all kinds of visual aids. The body gestures, facial expressions,
and eye contact of a person can also assist in visual communication by assigning a message. Which
kind of visual communication is right for your company depends on the goal you’d like to attain and
also depends on your target audience.
Examples of Visual Communication:
• Training and educational videos:
Training and educational videos are an enormous part of effective visual communication. You have
to present your teams with the materials that they require to do their job well. Videos help to get your
position across in a way that everyone can welcome.
• Trade Shows
• Conferences
• Websites
• Social media posts
• Office presentations
4. Non-Verbal Communication:
Non-verbal communication involves facial expressions, eye contact, posture, hand movements,
and touch. For instance, if you’re busy in a conversation with your manager about your cost-
saving thought, it is imperative to pay notice to both the words and their non-verbal
communication. Your manager might be in concord with your thought verbally, but their
nonverbal cues: avoiding eye contact, sighing, scrunched up face, etc. point out something
diverse.
Examples of Non-Verbal Communication:
• Eye Contact:
In business, the method and period of eye contact measured suitable vary greatly across cultures.
• Facial Expressions:
Experts have decided these expressions as equivalent to hundreds of unlike emotional states.
Our faces suggest necessary information to the external world.
• Body Language:
A simple rule is that ease, honesty, and heat express sincerity. And sincerity is input to efficient
communication. A firm greeting given with a warm, dry hand is a great way to set up a trust.
CASE STUDIES:
https://
www.studocu.com/in/document/national-institute-of-technology-calicut/principles-of-ma
nagement/case-studies-controlling/25925107
https://www.cbsetuts.com/cbse-class-12-business-studies-case-studies-controlling/
https://
www.economicsdiscussion.net/management/coordination/techniques-of-coordination-in
-management/31480

https://www.yourarticlelibrary.com/management/controlling/controlling-concepts-feature
s-and-steps-with-diagram/69939
https://www.economicsdiscussion.net/management/coordination/techniques-of-coordin
ation-in-management/31480