Organizational

Behaviour

Module No. 010

Communication
Performance is a function of abilities and motivation just like it
is also function of effective communication.

By
Muhammad Shahid Iqbal
 Learning Objectives
1. Describe the functions and process of communication.
2. Contrast downward, upward, and lateral communication
through small-group networks and the grapevine.
3. Contrast oral, written, and nonverbal communication.
4. Contrast formal communication networks and the Grapevine
5. Describe how channel richness underlies the choice
of communication channel.
6. Identify common barriers to effective communication.
 Introduction
 Constantly talking isn’t necessarily communicating. It isn’t about
individual level. It is two way or many ways, It is an HR practice.
 Communication is the cornerstone of any organization’s success;
business comprises of continuous interactions with multiple
parties – managers, employees and clients. Effective
communication ensures the flowing of information between all
relevant parties, reducing the potential for misunderstanding,
dissatisfaction and lack of trust.
 Communication within an organization takes many forms: from
oral communication and written communication to communicate
through email/intranet/Instant Messaging/business networks and
even body language, which can be so important in today’s
increasingly multicultural workplace.
 Communication
 Communication: Communication is the Transfer and the
Understanding of meaning. Perfect communication would occur
when a thought or idea was transmitted so the receiver perceived
exactly the same mental picture as the sender
 Poor communication is probably the most frequently cited source
of interpersonal conflict. Because individuals spend nearly 70
percent of their waking hours communicating - writing, reading,
speaking, listening - it seems reasonable that one of the biggest
inhibitors of group performance is lack of effective
communication.
 Good communication skills are critical to career success. Polls of
recruiters nearly always show communication skills among the
most desired characteristics.
 Functions of Communication
 Communication Functions: Communication serves four major
functions within a group or organization:
 Control member behavior: Communication can be used to
influence or control the behavior of others by providing
instructions, guidelines, policies and rules. It enables individuals
or authorities to give directions, delegate responsibilities, and
manage tasks effectively. Example: A manager providing
instructions to employees, a teacher setting classroom rules, or a
government issuing laws.
 Foster Motivation: Communication motivates by clarifying
what needs to be done, how well they are doing, and how to
improve performance if it is below par. The formation of specific
goals, feedback on progress toward the goals, and reward for
desired behavior all stimulate motivation and require
communication.
 Functions of Communication
 Provide release of Emotional expression: Communication is a
means for expressing and conveying emotions, feelings, and
attitudes. It allows individuals to share their joy, sorrow, anger, or
excitement with others through verbal and non-verbal cues such
as tone of voice, facial expressions, and body language. It
provides for the emotional expression of feelings and fulfillment
of social needs.
 Provide Information to make decisions: Communication
provides the information individuals and groups need to make
decisions by transmitting the data needed to identify and evaluate
choices. Whether it's through conversation, written text, or digital
media, communication allows us to gather and disseminate
information efficiently.
 Elements of the Communication Process

 Communication Process: The communication process is a

complex and dynamic exchange of information between two or
more parties. It involves the transmission of messages from a
sender to a receiver, with the goal of conveying meaning and
understanding. The communication process typically consists of
the following elements:
 Sender: The sender is the person or entity initiating the
communication. They have a message or information they want
to convey to the receiver.
 Message: The message is the information, idea, or emotion that
the sender wishes to communicate. It can be conveyed through
verbal, non-verbal, written, or visual means.
 Elements of the Communication Process
Encoding: the process of converting the sender's message into a
form that can be transmitted effectively. This could involve choosing
the right words, creating a visual representation, or selecting
appropriate body language.
Channel: is the medium through which the message is transmitted.
It can be face-to-face communication, written communication,
electronic communication or other forms.
Decoding: is the process by which the receiver interprets and
understands the message. It involves extracting meaning from the
encoded message, and successful communication requires that the
sender's and receiver's decoding processes align.
Receiver: is the person or group for whom the message is intended.
They play a crucial role in the communication process by
interpreting the message and providing feedback.
 Elements of the Communication Process
Feedback: is the response or reaction from the receiver to the
sender's message. It allows the sender to assess whether the message
was understood as intended and provides an opportunity for
clarification.
Noise: Noise represents communication barriers that distort the
clarity of the message such as perceptual problems, information
overload, semantic difficulties, or cultural differences that may
hinder the accurate transmission or reception of the message.
Context: includes the circumstances, environment, and situation in
which the communication takes place. It can significantly influence
the interpretation of the message.
Feedback Loop: Communication is often an iterative process, and
the feedback loop allows for adjustments and clarifications to
enhance understanding.
 Direction of Communication
 Downward communication: flows from higher levels of the
organizational hierarchy to lower levels. Used by group leaders
and managers communicating with employees to assign goals,
provide job instructions, explain policies and procedures, point out
problems that need attention and offer feedback about
performance.
 Upward communication: flows from lower levels of the
organizational hierarchy to higher levels. It’s used to provide
feedback to higher-ups, inform them of progress toward goals, and
relay current problems. Upward communication keeps managers
aware of how employees feel about their jobs, co-workers and the
organization in general. Managers also rely on upward
communication for ideas on how conditions can be improved.
 Direction of Communication
 Lateral communication: Communication taking place among
members of the same work group, members of work groups at the
same level, managers at the same level, or any horizontally
equivalent workers. It facilitates coordination, collaboration, and
sharing of information.
 Project team members attending a brainstorming session to
discuss strategies and problem-solving approaches.
Department heads collaborating on a cross-functional project to
ensure effective communication and alignment between their
teams.
 Interpersonal communication
 Oral communication:
Medium: Involves the use of spoken words.
Channels: Face-to-face conversations, telephone calls, video calls,
meetings, presentations, etc.
Feedback: Immediate and direct. The speaker can gauge the
listener's response in real-time.
Flexibility: Allows for spontaneous interaction, quick clarification,
and adaptation to the audience's reactions.
Clarity: Tone, pitch, and intonation play crucial roles in conveying
meaning.
Disadvantage: The more people the message has to pass through,
the greater the potential distortion.
 Interpersonal communication
 Written Communication:
Medium: Relies on written or typed words.
Channels: Emails, letters, reports, memos, articles, etc.
Feedback: Typically delayed. The sender may not immediately
know how the message is received.
Permanence: Provides a lasting record. Messages can be
reviewed, referenced, and stored for future use.
Clarity: Relies solely on the written words, so clarity of
expression is essential. Tone is conveyed through choice of
words and writing style.
 Interpersonal communication
 Nonverbal Communication:
Medium: Involves gestures, facial expressions, body language,
posture, eye contact, and other nonverbal cues.
Channels: Any situation where people interact without using words
or with minimal verbal communication.
Feedback: Immediate and often subconscious. Nonverbal cues can
convey emotions and attitudes without conscious effort.
Ambiguity: Can be more open to interpretation than verbal or
written communication. Misunderstandings may arise due to
cultural differences or individual interpretations.
Complement to Verbal: Often works in conjunction with oral or
written communication to enhance or contradict the verbal
message.
Disadvantage: Misperception of body language or gestures can
influence receiver’s interpretation of message
 Intonations: It’s the Way You Say It!
Change your tone and you change your meaning:
Placement of the Emphasis What It Means
Why don’t I take you to dinner tonight? I was going to take someone
else.
Why don’t I take you to dinner tonight? Instead of the guy you were
going with.
Why don’t I take you to dinner tonight? I’m trying to find a reason why
I shouldn’t take you.
Why don’t I take you to dinner tonight? Do you have a problem with
me?
Why don’t I take you to dinner tonight? Instead of going on your own.
Why don’t I take you to dinner tonight? Instead of lunch tomorrow.
Why don’t I take you to dinner tonight? Not tomorrow night.
 Organizational communication
 Formal small group networks: Formal
organizational networks can be very complicated,
including hundreds of people and a half-dozen or
more hierarchical levels. These networks can be
condensed into three common small groups of five
people each
 Chain: In a Chain network, communication flows
linearly from one person to the next. It follows a
strict hierarchical structure, where information is
passed from the top to the bottom.
 Wheel: In a wheel network, a central figure (a
manager or team leader) acts as a hub, controlling
the flow of communication. The central figure is
crucial for information exchange. Subordinates
may communicate through the central person.
 Organizational communication
 All-channel: In an all-channel network,
communication is more decentralized,
allowing every member to communicate with
every other member. There's a high degree of
interaction and collaboration among team
members.
 The Grapevine: The grapevine refers to the informal
communication network within an organization. It is
characterized by its spontaneous and unofficial nature, spreading
information quickly among employees without following the
formal hierarchy or official communication channels. The
grapevine is often considered a natural and inevitable part of any
workplace, and it plays a crucial role in shaping organizational
culture and facilitating social interactions among employees.
 Computer-Aided Communication
 E-mail: E-mail uses the Internet to transmit and receive
computer-generated text and documents. Its growth has been
spectacular, and its use is now so pervasive it’s hard to imagine
life without it. E-mail messages can be quickly written, edited,
and stored. They can be distributed to one person or thousands
with a click of a mouse at a very nominal cost.
 Instant Messaging: instant messaging (IM) and text messaging
(TM) use electronic media. IM is sent via computer, whereas
TM is transmitted via cellphones, BlackBerrys and iPhones.
 Intranet: A private organization-wide information network.
 Extranet: An information network connecting employees with
external suppliers, customers, and strategic partners.
 Videoconferencing: An extension of an intranet or extranet that
permits face-to-face virtual meetings via video links.
 Choice of Communication Channel

Channel Richness: refers to the amount of information and cues

that can be transmitted through a communication channel. There
are several factors that contribute to channel richness:
Feedback: Rich channels allow for immediate feedback. Face-to-
face communication or video conferencing enables real-time
feedback through verbal and non-verbal cues such as facial
expressions and body language. In contrast, written
communication or email might have a delay in feedback.
 Choice of Communication Channel
 Multiple Cues: Rich channels can convey multiple cues
simultaneously. These cues include not only verbal information
but also non-verbal cues like tone of voice, facial expressions,
and gestures. High-richness channels can convey nuance and
emotion more effectively.
 Personalization: Rich channels allow for personalized
communication. In face-to-face or video communication,
individuals can tailor their message based on the immediate
reactions and understanding of the receiver. This personalization
may be limited in less rich channels like email.
 Language Variety: Rich channels allow for the use of various
forms of language. This includes not only words but also tone,
pitch, and other vocal elements. In written communication, some
of these elements may be lost or misinterpreted.
 Choice of Communication Channel
 Given these factors, the choice of communication channel often
depends on the nature of the message and the context. For example:
Rich Channels for Complex Messages: Rich channels are often preferred
when conveying complex or ambiguous messages. Face-to-face or
video conferences allow for immediate clarification and discussion.
Lean Channels for Routine Information: Less rich channels, such as
emails or memos, may be suitable for routine and straightforward
information where immediate feedback or personalization is not critical.
Emergencies or Critical Situations: rich channels like phone calls or
face-to-face communication are often preferred because they allow for
quick feedback and a better understanding of the urgency.
Geographical Considerations: The physical location of individuals also
influences the choice of communication channel. If people are
geographically dispersed, technology-mediated channels like video
conferencing or teleconferencing might be chosen for their ability to
convey rich information.
 Barriers to Effective Communication
 Filtering: This occurs when a sender manipulates information to
make it more favorable to the receiver, often leading to the
distortion of the original message.
 Example: A manager might only share positive aspects of a
project with upper management, omitting challenges or setbacks.
 Selective Perception: People selectively interpret what they see
or hear based on their own expectations, attitudes, and beliefs.
Example: Two individuals may witness the same event but
perceive it differently based on personal biases and experiences.
 Information Overload: Individuals have a finite capacity for
processing data. When the information we have to work with
exceeds our processing capacity, the result is information
 overload. A manager bombards employees with numerous emails,
making it challenging for them to prioritize important information .
 Barriers to Effective Communication
 Emotional Barriers: Emotional states, such as anger, fear, or stress,
can interfere with the ability to communicate effectively.
 Example: individuals in positive moods are more confident about
their opinions after reading a persuasive message.
 Language Barriers: Differences in language, including vocabulary,
accents, and communication styles, can impede understanding between
individuals who speak different languages or have diverse language
backgrounds.
Example: Misinterpretation may occur if a non-native English speaker
uses a word with a different meaning in their culture.
 Lack of Feedback: Communication is a two-way process, and without
feedback, it's challenging to ensure that the message has been accurately
received and understood.
 A manager delivers instructions but doesn't ask for feedback, leading to
potential misunderstandings among team members.
 Barriers to Effective Communication
Cultural Barriers: Differences in cultural norms, values, and
communication styles can create misunderstandings between
individuals from different cultural backgrounds.
Direct communication may be valued in one culture, while indirect
communication preferred in another, leading to potential conflicts.
Physical Barriers: Physical factors, such as distance, noise, or
environmental conditions, can hinder effective communication.
Example: Holding a meeting in a noisy environment may make it
difficult for participants to hear and understand each other.
Perceptual Barriers: Differences in how individuals perceive and
interpret information can lead to misunderstandings.
Example: One person may view a project as urgent, while another
perceives it as less critical, affecting their prioritization and
communication about the task.