COMMUNICATING

By: Badilla , Jerome S. Diaz , Jaymart N. BSChE-4A

Morris Philip Wolf and Shirley Kuiper define communication as a process of sharing information through symbols, including words and message.
Communication may happen between superior and subordinate, between peers, between a manager and a client or costumer, between an employee and a government representative, etc.

It may be done face to face, or through printed materials, or through an electronic device like the telephone, etc. In management, communication must be made for a purpose and because it has a cost attached to it, it must be used effectively.

Communication may be used to serve any of the following functions:

1. Information function information provided through communication may be used for decision- making at various work levels in the organization. 2. Motivation function communication is also often times used as a means to motivate employees to commit themselves to the organizations objectives.

3. Control function when properly communicated, reports, policies and plans define roles, clarify duties, authorities and responsibilities. Effective control is then facilitated. 4. Emotive function when feelings are repressed in the organization, employees are affected by anxiety, which in turn affects performance. Whatever type of emotions are involved, whether satisfaction, dissatisfaction, happiness, or bitterness, communication provides a means to decrease the internal pressure affecting the individual.

Develop an Idea The most important step in effective communication is developing an idea. It is important that the idea to be conveyed must be useful or of some value. An example of a useful idea is how to prevent accidents in workplaces. Encode The next step is to encode the idea into words, illustrations, figures, or other symbols suitable for transmission. The method of transmission should be

determined in advance so that the idea may be encoded to conform with the specific requirements of the identified method. An example of an encoded message using telefax for a purchase order.
Transmit After encoding, the message is now ready for transmission through the use of an appropriate communication channel. Among the various channels used include the spoken word, body movements, the written word, television, telephone, radio, an artists paint, electronic mail, etc.

Receive
The next step in the communication process is the actual receiving of the message by the intended receiver. The requirement is for the receiver to be ready to receive at the precise moment the message is relayed by the sender. The message may be initially received by a machine or by a person. In any case, communication stops when the machine is not turned or tuned to receive the message, or the [person assigned to receive the message does not listen or pay attention properly.

Decode The next step, decoding, means translating the message from the sender into a form that will have meaning to the recipient. If the receiver knows the language and terminology used in the message, successful decoding may be achieved. Accept

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

Sample case: A newly-hired employee was sent to a supervisor with a note from his superior directing the supervisor to accept the employee into his unit and to provide the necessary training and guidance. As the supervisor feels that he was not consulted in the hiring process, he thinks that his only obligation is to accept the employee in his unit and nothing more.

The factors that will affect the acceptance or rejection of a message are as follows: 1. The accuracy of the message 2. Whether or not the sender has the authority to send the message and/or required action; and 3. The behavioral implications for the receiver.

Use

The next step is for the receiver to use the information. If the message provides information of importance to a relevant activity, then the receiver could store it and retrieve it when required. If the message requires a certain action to be made, then he may do so, otherwise, he discards it as soon as it is received. All of the above-mentioned options will depend on his perception of the message.

Provide Feedback
The last step in the communication process is for the receiver to provide feedback to the sender. Depending on the perception of the receiver, however, this is important step may not be made. Even if feedback is relayed, it may not reach the original sender of the message. This may be attributed to the effects of any of the communication barriers.

Communication consists of two major forms: 1. Verbal

2. Nonverbal

Verbal Communication
Verbal communications are those transmitted through hearing or sight. These modes of transmission categorize verbal communication into two classes: oral and written. Oral communication mostly involves hearing the words of the sender, although sometimes, opportunities are provided for seeing the senders body movements, facial expression, gestures, and eye contact. Sometimes, feeling, smelling, tasting, and touching are involved.

An alternative to oral communication is the written communication where the sender seeks to communicate through the written word. The written communication is, sometimes preferred over the oral communication because of time and cost constraints. When a sender for instance, cannot meet personally the receiver due to some reason, a written letter or memo is prepared and sent to the receiver.

The written communication, however, has limitations and to remedy these, some means are devised. Perfume advertisers, for instance, lace their written messages with the smell of their products. In the same light, the now popular musical cards are an attempt to enhance effects of the written note.

Nonverbal Communication
Nonverbal communication is a means of conveying message through body language, as well as the use of time, space, touch, clothing, appearance, and aesthetic elements. Body language consists of gestures, bodily movements, posture, facial expression, and mannerisms of all kinds. Nonverbal communications convey many shades of meaning and it is to the advantage of the communicator to understand what messages are relayed.

THE BARRIERS TO COMMUNICATION Various factors may impede the efficient flow of communication. Any or all, of these factors may, at any point, derail the process. Even if the message is transmitted by the channel, the timing and the meaning of the message may be affected by the factors. These are: 1. Personal barriers 2. Physical barriers 3. Semantic barriers

Personal Barriers Personal barriers are hindrances to effective communication arising from a communicators characteristics as a person, sex, age, race, socioeconomic status, religion, education, etc. Emotions cloud the communicators ability to judge correctly the real meaning of messages received. People with different values will find it hard to communicate with each other. Poor listening habits of a receiver frustrate the communication efforts of the sender.

Physical Barriers
Physical barriers refer to interferences to effective communication occurring in the environment where the communication is undertaken. The very loud sound produced by a passing jet temporarily drowns out the voice of a guest delivering a speech. Such distraction does not allow full understanding of the meaning of the entire message and is an example of a physical barrier.

Physical barriers include the distances between people, walls, a noisy jukebox near a telephone, etc. An office that is too tidy may sometime inhibit a person from meeting the occupant of the office face-to-face. A menacing pet dog (or secretary) posted near the door may also prevent a person from directly communicating with the object person behind the door.

Semantic Barriers
Semantics is the study of meaning as expressed in symbols. Words, pictures, or actions are symbols that suggest certain meanings. When the wrong meaning has been chosen by the receiver, misunderstanding occurs. Such error constitutes a barrier to communication. A semantic barrier may be defined as an interference with the reception of a message that occurs when the message is misunderstood even though it is received exactly as transmitted.

OVERCOMING BARRIERS TO COMMUNICATION When communication barriers threaten effective performance, certain measures must be instituted to eliminate them. To eliminate problems due to noise, selective perception, and distraction, the following are recommended:
1. Use feedback to facilitate understanding and increase the potential for appropriate action. 2. Repeat messages in order to provide assurance that they are properly received.

3. Use multiple channels so that the accuracy of the information may be enhanced. 4. Use simplified language that is easily understandable and which eliminates the possibility of people getting mixed-up with meanings.

TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS Downward Communication

Downward Communication refers to message flows from higher levels of authority to lower levels. Among the purposes of downward communication are: 1. to give instructions

2. to provide information about policies and procedures 3. to give feedback about performance 4. to indoctrinate or motivate

Among techniques used in downward communication are as follows: letters, meetings, telephones, manuals, handbooks, and newsletters.

Letters are appropriate when directives are complex and precise actions are required. When orders are simple but the result depends largely on employee morale, techniques that provide personal interchange like meetings and the telephone, are appropriate. Modern technology has made it possible for people to hold meetings even if they are thousands of kilometers apart from each other. Manuals are useful sources of information regarding company policy, procedures, and organization. Unlike using persons as sources of information, manuals are available whenever it is needed.

Handbooks provide more specific information about the duties and privileges of the individual worker. It has also the advantage of being available whenever needed. Newsletters provide a mixture of personal, social, and work-related information. Articles about new hiring, promotions, birthdays of employees, questions and answers about work related issues are presented.

UPWARD COMMUNICATION CONCERNS: 1. problems and exceptions 2. suggestions for improvement 3. performance reports 4. grievances and reports 5. financial and accounting information
DOWNWARD COMMUNICATION CONCERNS: 1. implementation of goals, strategies and objectives 2. job instructions and rationale 3. procedures and practices

4. performance feedback 5. indoctrination

HORIZONTAL COMMUNICATION CONCERNS: 1. interdepartmental coordination 2. intradepartmental problem-solving 3. staff advice to the departments

Upward Communication Upward communication refers to messages from persons in lower-level positions to persons to persons in lower-level positions to persons in higher positions. The message sent usually provide information on work progress, problems encountered, suggestions for improving output, and personal feelings about work and non-work activities.

Among the techniques used in upward communication are: formal grievance procedures, employee attitude and opinion surveys, suggestion systems, open-door policy, informal gripe sessions, task forces, and exit interviews. Formal Grievance Procedures. Grievances are part of a normally operating organization. To effectively deal with them, organizations provide a system for employees to air their grievances.

Holley and Jennings define grievance as any employees concern over a perceived violation of the labor agreement that is submitted to the grievance procedure for eventual resolution. Grievances represent an open, upward communication channel whereby employees can offer suggestions to management. Employee Attitude and Opinion Surveys. Finding out what the employees think about the company is very important. The exercise, however, requires expertise and the company may not be prepared to do it.

If the organizations operation is large enough to justify such activity, then it must be done. If the assistance of an outside research firm is considered, a benefit-cost analysis must be used as a deciding factor. Suggestions Systems. Suggestions from employees are important sources of cost-saving and production enhancing ideas. Even if majority of the suggestions are not feasible, a simple means of acknowledging them contributes to employee morale.

Open-Door Policy. An open-door policy, even on a limited basis, provides the management with an opportunity to act on difficulties before they become full-blown problems.
Informal Gripe Sessions. Informal gripe sessions can be used positively if management knows how to handle them. When employees feel free to talk and they are assured of not being penalized for doing so, then management will be spared with lots of efforts determining the real causes of problems in the company.

Task Force. When a specific problem or issue arises, a task force may be created and assigned to deal with the problem or issue. Since membership of task forces consists of management and nonmanagement personnel, integration and teamwork are fostered, creativity is enhanced, and interpersonal skills are developed.
Exit interviews. When employees leave an organization for any reason, it is to the advantage of management to know the real reason.

If there are negative developments in the organization that management is not aware of, exit interviews may provide some of the answers. Horizontal Communication Horizontal communication refers to messages sent to individuals or groups from another of the same organizational level or position.
The purposes of horizontal communications are: 1. to coordinate activities between departments

2. to persuade others at the same level of organization 3. to pass on information about activities or feelings. Among the techniques appropriate for horizontal communications are: memos, meetings, telephones, picnics, dinners, and other social affairs.

MANAGEMNT INFORMATION SYSTEM It was mentioned at the beginning of this chapter that communication may be used to serve the information function. This means that a way must be devised to allow the organization to absorb information necessary for effective decision-making. In this regard, companies of various sizes have organized systems to gather information that will be useful to management. Management information systems (MIS) is defined by Boone and Kurtz as an organized method of providing past, present, and projected information on internal operations and external intelligence for use in decisionmaking.

The MIS currently used by corporate firms consists of written and electronically based systems for sending reports, memos, bulletins, and the like. The system allows mangers of the different departments within the firm to communicate each other. The Purposes of MIS The MIS is established for various reasons. Wheelen and Hunger enumerate them as follows: 1. To provide a basis for the analysis of early warning signals that can originate both externally and internally.

2. To automate routine clerical operations like payroll and inventory reports. 3. To assist managers in making routine decisions like scheduling orders, assigning orders to machines, and reordering supplies.

4. To provide the information necessary for management to make strategies or non programmed decisions.