Communication is the ever present activity by which people relate to one another and combine

their efforts. Communication is necessary to perpetuate the health of the organization. Just as people may
develop arteriosclerosis a hardening of the arteries that restricts the flow of blood and the nutrients it
carries, so may an organization develop similar problems with its information arteries. The result is the
same—unnecessarily reduced efficiency due to key information being blocked or restricted at various
points throughout the organization. And just like the medical ailment, preventing the problem may be easier
than trying to find a cure.

Today’s employees have a powerful desire to know what is going on and how they fit into the
larger picture. More than ever before, managers need to engage in systematic and extensive
communication in upward, downward, and lateral directions. As you can see from the opening quotes,
listening skills—and humility—remain highly important in the communication process. Further as
technology spreads ever wider, the human element of communication must not be forgotten. In this chapter
the significance of communication in the workplace is explored in depth. Also discussed are its relation to
organizational behaviour and impact of electronic technology.

COMMUNICATION FUNDAMENTALS

Communication is the transfer of information understanding from one person to another person. It is a way
of reaching other by transmitting ideas, facts, thoughts, feelings, and values. Its goal is to have the receiver
understand the massage as it was intended. When communication is effective, it provides bridges of
meaning between the two people so that they can each share what they feel to know. By using this bridge,
both parties can safely cross the river of misunderstanding that sometimes separates people.

A survey of managers regarding their beliefs about a variety of skill areas showed two dramatic
conclusions. First “communication” was rated as the most important skill to the organization. Second the
current competency level of managers in their communications was ranked just twelfth out of twenty items.
Clearly there is room for improvement in this critical skill area.

Two Communication always involves at least two people—a sender and a receiver. One person alone
people are cannot communicate. Only one or more receivers can compete the communication act. This fact is obvious
required when you think of being lost on an island and calling for help when there is no near enough to hear the call.
The need for the receiver is not so obvious to managers who send out memos to employees. They tend to
think that when their massages are sent, they communicated: but transmission of the message is only a
Understan
beginning. A manager may send a hundred messages, buy there is no communication until each one is
ding is
receive, read, and understood. Communication is what the receiver understands, not what the sender says.
critical in
success The Importance of Communication

Organizations cannot exist without communications. If there is no communication, employees cannot know
what their co-workers are doing, management cannot receive information inputs, and supervisors and team
leaders cannot give instructions. Coordination on work is impossible, and the organization will collapse for
lack of it. Cooperation also becomes impossible, because people cannot communicate their needs and
feeling to others. We can say with confidence that every act of communication influences the organization
in some way, just as the flapping of a butterfly’s wings in California influences (however slightly) the
subsequent wind velocity in Boston. Communication helps accomplish all the basic management function
 —planning, organization, leading, and controlling—so that organizations can achieve their goals and meet
their challenges.

Management in one firm persuaded production employees to bring their own coffee and have
coffee break at their machines instead of taking a regular lost-time coffee break in the cafeteria. The
company had dealt directly and frankly with them. It presented to employee group normal for 15 minutes
before and after coffee break, plus the normal production loss during the break. The company made a
sound case for the fact that this long period of inactivity and partial activity prevented profitable operation.
The power-use charts were convincing, and employee readily accepted the new coffee-break policy.

The positive response of those employees support one of the basic proposition of organizational behaviour
—that open communication is generally better than restricted communication. In effect, if employees know
Open the problems an organization is facing and hear what managers are trying to do they will usually respond
communic favourably.
ation
Open-book management builds on the overall theme of open and transparent communications.
Open-book systems provide employees with the company‘s financial and other operating numbers, which
enables them to independently track and understand the organization’s performance. Then employees are
provided training and are expected to take appropriate action to improve those numbers. Open
communication works best when employees understand the business, trust that they will receive some
benefits from the organization’s success, and are fully empowered to help run the workplace

To focus solely on communication with employees and ignore the needs of managers would be
easy, but that approach would provide a limited view. Management’s role is critical, for managers not only
initiate communications but also pass them on to and interpret them for employees. Just as a photograph
can be no clearer than the negative from which it is printed, managers cannot transmit a message more
clearly than their own understanding of it.

Kiki, a department supervisor, received a copy of a 1-10 pages report, instead of distributing it
directly to her staff and expecting them to read the entire report, she prepared a two-page summary and
gave it to each member. Although they appreciated the time saved, they realized that they were now
depended on her interpretation of the total report. Similarly, the quality of Kiki’s summary depended on the
readability of the original report as well as her own skills of interpretation.

Managers need timely, useful information to make sound decisions. Inadequate or poor data can affect a
broad area of performance because the scope of managerial influence is quite wide. Very simply,
managerial decisions affect many people and many activities.

The Two-Way Communication Process

Eight steps The two-way communication process is the method by which a sender reaches parties talk, use hand
in the signals, or employ some advanced-technology means of communication. The steps are shown in Figure
process 3.1.

Develop an idea Step 1 is to develop an idea that the sender wishes to transmit. This is the key step,
because unless there is worthwhile message, all the other steps are somewhat useless. This step is
represented by the sign, sometimes seen on office or factory walls, that reads “be sure brain is engaged
before putting mouth in gear”.
 Encode Step 2 is to encode (convert) the idea into suitable words. Charts, or other symbols for
transmission. At this point the sender determines the method of transmission so that the words and
symbols may be organized in suitable fashion for the type of transmission. For example, back-and-forth
conversation usually is not organized the same way as a written memorandum.

The key to successful encoding lies in the process of framing an issue for presentation.

Perceptions Framing uses rich, colourful, carefully selected language to shape the perception of recipients. The
are sender of a communication attempts to frame an issue by placing it in a particular context or background to
influenced manage the meaning in the way it was intended. For example, note the difference between framing the
through the competition for new customers as a “problem” versus an “opportunity.” Framing is a potent tools for
context managers to create a vivid images and memorable messages, and thereby shape the attitudes and action
provided. of their followers.

Transmit when the message finally is developed, step 3 is to transmit it by the method chosen,
such as by memo, phone call, or personal visit. The sender also chooses a certain channel, such as
bypassing or not bypassing the superintendent, and communicates with careful filming. For example, the
sender may decide that today may not be the right day to talk to the manager about that pay raise. The
sender also tries to keep the communication channel free of barrier, or interference, as shown in figure 3.1,
so that the message has a chance to reach the receiver and hold his or her attention. In employment
interview or performance appraisal, for example, freedom from distraction is desirable.

Receiver
Receive transmission allows another person to receive a message, which is step 4. In this step the
controls steps initiatives transfers to the receiver, who tunes in to receive the shortly if the receiver does not function, the
4 to 8 message is lost.

Andrea sent an urgent request to a professional colleague across the country for a copy of a
diagram she needed for a presentation later that day. “I’ll fax it to you.” Derrick responded. Each time he
 tried, however, a message appeared telling him that the fax transmission did not go through. After he called
Andrea to explain this perplexing problem. She checked her machine and found it had run of paper. Only
after fixing the problem did she receive the needed message.

Decode Step 5 is to decode the message so that it can be understood. The sender wants the
Need for
receiver to understand the message exactly as it was sent. For example, if the sender transmits the
understandi
equivalent of a square and the decoding step produces a circle, then a message has been sent, but not
ng
much understanding has taken place.
What Managers Are Reading

Managers are marketers, according to psychologist Robert Ciadini. They need to use their charisma,
eloquence, and verbal skills to persuade others above and below them to accept their ideas and change
their behaviours. Hierarchical power seldom works to achieve these ends. What do work are six
fundamental principles of persuasion:

1. Liking --- Uncover similarities to build bonds with others, and offer genuine praise to them.
2. Reciprocity --- Give what you want to receive
3. Social proof --- Use peer power whenever it is available.
4. Consistency--- Solicit commitments that are active, public, and voluntary.
5. Authority ---- Don’t assume that your expertise is self-evident, expose it.
6. Scarcity --- Accent the unique and exclusive benefits of your product/service
Source: Robert B. Caidini, influence, Science and Practice,4 th ed. Boston allyn and bacon, 2001

Understanding can occur only in a receiver’s mind. A communicator may make others listen, buy
there is no way to make them understand. The receivers alone choose whether to understand or
not. Many employees overlook this fact when giving instruction or explanations. They think that
telling someone is sufficient, but the communication cannot proceed until there is understanding.
This process is known as “getting through” to a person.

The encoding-decoding sequence is somewhat like the activity involved when modern log homes
are first constructed near the timber source rather than at the final site. The completed home
cannot be moved in to piece, so it has to be disassembled log by log, with each log marked as to
its proper location. This process is similar to the action of a sender who has an idea and concludes
(dismantle) it into series of words, each marked by location and other means to guide the receiver.
In order to move the idea (transmit it), the sender needs to take it apart by putting it into words.
The reassembly of the home log by log at its final destination is similar to action of a receiver who
takes the words received and mentally reassembles them into whole ideas. If one log (or word) is
misused, the entire structure (message) may be weakened.

Accept Once the receiver has obtained and decoded a message, that person has the opportunity
to accept or reject it, which is step 6. The sender, of course, would like the receiver to accept the
communication in the manner intended so that activities can progress as planned. Acceptance,
however, is a matter of choice and degree, such that the receiver has considerable control over
whether or not to embrace all the message or just part of it. Some factors affecting the acceptance
decision revolve around perception of the message’s accuracy, the authority and credibility of the
sender, the sender’s persuasive skills (see What managers are reading) and the behavioural
implication for the receiver.

Use Step 7 in the communication process is for the receiver to use the information. The receiver to
accept the receiver may discard it, perform the task as directed, store the information for the future,
or do something else. This is a critical step, and the receiver is largely in control of what to do.
Provide Feedback When the receiver acknowledges the message and responds to the sender,
feedback has occurred. Feedback completes the communication loop, because there is a
message flow from the sender to the receiver and back to the sender, as shown by the feedback
arrow (step 8) at the bottom of figure 3.1

Engaging in two-way communication can be compared to playing the game of tennis. Consider the
process that must go on in the mind of one of its powerful young stars, Venus Williams. As Venus
serves the ball, she cannot tell herself. “My next shot will be crosscourt forehand” Her next shot to
be effective must defend on feedback from the receiver that is on where and how her opponent
returns the serve. Venus undoubtedly has an overall strategy for the match, but each of her shots
must be contingent on the way the ball is returned to her--- its force, spin and placement--- and on
the position of her opponent on the opposite side of the court. If Venus fails to match her shots to
her opponent’s game, she will find that her game is not as effective as it could have been that day.
As in the case in communication, ignoring feedback limits the likelihood that the exchange will be
successful.

Two-way communication, made possible by feedback, has a back-and-forth pattern. In two-way

Potential Problems

Two-way communication is not exclusively beneficial. It also can cause difficulties. Two people
may strongly disagree about some item but not realize it until they establish two-way
communication. When they expose their different viewpoints, they may become even more
polarized, taking even more positions. When threatened with the potential embarrassment of losing
an argument, people tend to abandon logic and rationality, and engage defensive reasoning. They
blame others, selective gather and use data, seek to remain in control, and suppress negative
feelings. Defensive reasoning is design to avoid risk and appearance of incompetence, but it
typically results in a drive toward control and winning. These objectives predictably detract from
effective communication.

Another difficulty that may emerge is cognitive dissonance. This is internal conflict and anxiety that
occurs when people receive information incompatible with their value system prior decisions, or
other information they may have. Since people do not feel comfortable with dissonance they try to
remove or reduce it. Perhaps they will try to obtain new communication inputs, change their
interpretation of the inputs, reverse their decision, or change their values. They may even refuse to
believe the dissonant input, or they may rationalize it out of the way.
Senders always need to communication with care, because communication is a potent of self
revelation to other as well as a source of evaluation. Not only are we disclosing something about
ourselves (content) when we speak, but others are judging us at the same times. This aspect of
communication creates pressure to engage in face saving—an attempt to preserve our value self-
concept from attack. Our very self-esteem is threatened when people say something to us that we
wish they had not. Sometimes they, too regret that challenge our self- concept (personal image).
Although such regrettable messages are often unintended, they usually create hard feelings in the
recipient, place stress on the relationship, or even cause the relationship to deteriorate.
Regrettable message may include several types, such as outright verbal blunders, personal attack,
stereotyped slurs, sarcastic criticism, or harmful information. People often send regrettable
messages during an emotional confrontation, as in this example:

Damian (an accounting supervisor) and Jenny (marketing manage) had interviewed a series of
candidates for the position of auditor. Later they got together with three other department heads to
make final selection. When Jenny pointed out a weakness she saw in one candidate, Damian
reacted sharply by questioning her capacity to asses auditing skills, due to the fact that she had
spent her entire career in marketing. Jenny of course was furious at having her integrity attacked.
Although Damian later apologized to her and claimed he regretted the incident, Jenny never forgot
the remarks.

Communication Barriers

Even when the receiver receives the message and make a genuine effort to decode it, a number of
interference may limit the receiver understanding. These obstacles act as noise or barrier to
communication, and may emerge in either physical surroundings (such as a co-workers radio
overshadowing your phone conversation) or within an individual’s emotions (the distraction of the
receivers concern about sick relative). Noise may entirely prevent a communication, filter out part
of it, or give it incorrect meaning. Three types of barrier are personal, physical, and semantic.

Personal Barrier
Are communication interference that arise from human emotion, values, and poor listening habits.
They may also stem from differences in education, race, sex, socioeconomic, status, and other
factors. Personal barrier are common occurrence in work situations, with common examples
including distracting verbal habits (e.g. needless petitions of “ah” or ending nearly every sentence
with “you know”). Personal barrier often involve a psychological distance--- a feeling of being
emotionally separated--- between people that is similar to actual physical distance. For example
Marsha talk down to Janet who resents this treatment, and Janet resentment separates them. Our
emotions act as perceptual filter in nearly all our communication. We see and hear what we are
emotionally turned to see and hear, so communication are guided by our expectation. We also
communicate our interpretation of reality instead of reality itself. Someone has said” No matter
what you say a thing is, it isn’t” meaning that the sender merely giving emotionally filtered
perception of it. Under these conditions, when the senders and receivers perception are
reasonably close together, their communication will be more effective.
 Are communication interferences that occur in the environment in which the communication take
place. A typical physical barrier is a sudden distracting noise that temporarily drowns out of voice
massage. Other physical barrier include, distance between people, wall around workers cubicle, or
static that interference with radio message. People frequently recognize when physical
interference occur and try to compensate for it.

When came to her office, Carmen Valencia used to sit rigidly behind her desk, this
arrangement created a psychological distance and clearly establish her as the leader and superior
in the interaction” then she rearranged her office so that the visitor sat side her on the same side of
her desk. This arrangement suggested more receptiveness and equality of her interaction with
visitors. It also had the advantage of providing a work area on her desk for mutual examination of
work documents. When she wish to establish a more informal relationship, particularly with her
team members she came around to the front of the desk and sat in a chair near the employee.

Carmen’s behaviour also illustrated the practise of maintaining proper physical distance between
two parties as they communicate. The study of such spatial separation is called proxemics; it
involves the exploration of different practises and feeling about interpersonal space within across
cultures. In the United States, generally practice allow intimate communication between close
friend to occur at very short range (e.g. 6 to 18 inches). Conversations with acquaintances are
often at a 3 or 4 foot personal distance. Work-related discussion between colleagues may occur at
a social distance of 4 to 12 feet, more impersonal and formal conversations in public occurring at
even greater distances.

Global Communication Practices

Not only it is important to know and observe common practice with regard to the nature of the underlying
relationship(intimate, friendly, work-related, casual) between two parties: it is also imperative that these
practice be adapted for cultural differences. In some societies, sharply different practices prevail. For
example, Latin American and Asian cultures generally favor closer distance for personal conversations,
and workers in Arab countries often maintain extremely close contact. Therefore, the sender should be
aware of cultural norms and the receiver’s preferences, and make an effort to understand and adapt to
them.

Semantic Barrier

-Is the science of meaning, as contrasted with phonetics, the science of sound. Nearly all communication is
symbolic; that is, it is achieve using symbols (words, pictures, and actions) that suggest certain meaning.
These symbols are merely a map that describes a territory, but they not the real territory itself; hence they
must be decoded and interrupted by the receiver. Before we introduce the three types of symbols,
however, an additional form of barrier, one that has its origin in semantics, deserves mention.
- Arise from limitation in the symbols with which we communicate. Symbols usually have a variety of
meanings, and we have to choose one meaning from many. Sometimes we choose the wrong meaning
and understanding occurs. An illustration is the case of the board of directors at the beginning of the
chapter. This is particularly likely when communicators use jargon, which is the specialized language of a
group. Jargon can be include use of acronyms ( first letter of each words in a phrase, such as using OB for
organizational behaviour), slang ( words unique to an ethnic or racial group) or distinctive terms that are
created by a professional or interest group (e.g. “bandwidth”).

Interestingly jargon is beneficial with a group, but it often creates problems across different groups.

Semantic presents a particularly difficult challenge when people from different cultures attempt to
communicate with each other. Not must only both parties learn the literal meaning of words in the
language, they must also interpret the words within their context and the way in which they are used ( tone,
volume, accompanying nonverbal gesture). Clearly, the emerging global economy demand that sensitive
managers everywhere overcome the extra burden that semantic barrier place on their intercultural
communications.

Whenever we interpret a symbol on the basis of our assumptions instead of the facts, we are making an
inference. Inferences are an essential part of most communications. We cannot avoid them by waiting until
all the communication is factual before accepting it. However, since inferences can give a wrong signal, we
need always to be aware of them and to appraise them carefully. When doubts arise, more information can
be sought.

Communication Symbols

Words

-Words are the main communication symbol used on the job. Many employees spend more than 50
percent of their time in some form of verbal communication. A major difficulty occurs, however, since nearly
every common word has several meanings. Multiple meanings are necessary because we are trying to talk
about an infinitely complex word while using only limited number of words. The complexities of a single
language are compounded when people diverse background--- such as different educational levels, ethnic
heritages, or cultures—attempt to communicate. No wonder we have trouble communicating with one
another!