BBKN3103 Business Communication

1.0 Introduction
Communication is the transfer and understanding of meaning. The first thing to note about
this definition is the emphasis on the transfer of meaning. This means that if no information
or ideas have been conveyed, communication has not taken place. The speaker who is not
heard or the writer who is not read has not communicated. More importantly, communication
involves the understanding of meaning. For communication to be successful, the meaning
must be imparted and understood. A letter written in Portuguese addressed to a person who
does not read Portuguese cannot be considered communication until it is translated into a
language the person does read and understand. Perfect communication, if such a thing
eisted, would be when a transmitted thought or idea was perceived by the receiver eactly as
it was envisioned by the sender.
Another point to keep in mind id that good communication is often mistakenly
defined by the communicator as agreement with the message instead of clearly understanding
the message. !f someone disagrees with us, many of us assume that the person "ust did not
fully understand your position. !n other words, many of us define good communication as
having someone accept your views. !n fact, many times when a conflict has gone on for a
long time, people will say it is because the parties are not communicating effectively. That
assumption reflects the tendency to think that effective communication e#uals agreement but
it does not like that.
Furthermore, improving communication is a way of building the group itself. A
successful team is one that is good at communication. $ithout it, there is no way of knowing
if every team member is working together toward the same ob"ective or carrying out their
own tasks and working toward different goals. Communication allows ideas to be shared,
#uestions to be raised and promotes trust within the group. %ood communication skills
involve verbal, non&verbal, written and listening components. 'ltimately, good
communication is effective communication. !t involves understanding what method of
communication is best for a situation, clearly epressing information, intent and goals and
following up to make sure that it is understood. Practice good manners, take time to listen to
employees, answer follow up #uestions and prepare ahead of time for involved conversations.
(n the other hand, no business can function without good communication. )ffective
business communication re#uires different skills than effective personal communication.
*usiness communication is about business and should remain ob"ective and professional.
1
BBKN3103 Business Communication
+ealing with colleagues openly and clearly makes everyone,s "obs easier while remaining
ob"ective decreases the chances of interpersonal difficulty in a business environment.
!n the information age, there is a need to send, receive, and process huge numbers of
messages every day. *ut effective communication is about more than "ust echanging
information. )ffective communication re#uires understanding the emotion behind the
information. !t can improve relationships at work by deepening connections to others and
improving teamwork, decision&making, caring, and problem solving. !t enables communicate
even negative or difficult messages without creating conflict or destroying trust. -ence,
communication is essential to the effective operation of groups in order to arrange meetings,
share information, reach agreements and implement plans.
2.0 Forms of Communication and Information Network in Business
2.1 Forms of Communication
Communication occurs in work within a business is called internal-operational
communication. !t includes all communication within an organi.ation. !t may be informal or
a formal function or department providing communication in various forms to employees.
)ffective internal communication is a vital mean of addressing organi.ational concerns. %ood
communication may help to increase "ob satisfaction, safety, productivity, and profits and
decrease grievances and turnover. This kind of communication carries specific business
messages that are directly involved in the operation of the business. !t also encompasses
orders and instructions from superiors to subordinates as well as oral echange among
workers concerning work matters. (ther than that, it includes reports regarding sales,
inventories, production, marketing, finance and so forth.
External-operational communication from a business includes messages delivered
to clients, vendors and other eternal community stakeholders. )ternal communication is
used for such purposes as maintaining or improving corporate image, sales and customer
satisfaction. )ternal communication involves various functional areas of an organi.ation.
Marketing departments use eternal communication to market, advertise and sell business
solutions. Company leaders eternally communicate new initiatives and other key messages
to shareholders and the public. (ther employees interact directly with the marketplace
through sales and support. )ternal&communication also helps the business to improve its
2
BBKN3103 Business Communication
public relations. !t is an important aspect that displays the company/s image and respect for
the eternal environment as good business eti#uette contribute to the image of the public.
)ternal communication facilitates managerial function.
Figure 1 External-!perational Communication Flow
Informal outside communication is organi.ational communication that is not
defined by the organi.ation/s structural hierarchy. $hen employees talk with each other in
the lunch room as they pass in hallways or as they are working out at the company eercise
facility, that is informal communication. )mployees form friendship and communicate with
each other. The informal communication system fulfills two purposes in organi.ations. First,
it permits employees to satisfy their need for social interactions. 0econd, it can improve an
organi.ation/s performance by creating alternative and fre#uently faster and more efficient
channels of communication.
"ersonal communication refers to all the communication that occurs in an
organi.ation which is not operational. There is a whole lot of personal communication that
goes on in an organi.ation and has nothing to do with the business plan. Personal
communication is an echange of feelings and information when beings come together.
-umans spend much of the time communicating with each other. )ven strangers
communicate when placed together in places like airports, waiting rooms or parties. The
nature of personal communication or conversation in a workplace affects the attitude of the
worker which in turn affects his performance. The etend of communication permitted in the
3
BBKN3103 Business Communication
work place effects the productivity of the workers. Absolute denial of personal
communication could upset the emotions of an employee because the very need of humans is
communication. Personal communication has a great value in an organi.ation. !t permits the
epression of feelings and satisfaction of social needs.
2.2 Information Network
There are two information networks in business communication that is formal
communication network and informal communication network. Communication flows
according to formal chain of command comprises of downward communication, upward
communication and hori.ontal communication. #ownward communication flow involves
messages that are conveyed from company boards or the eecutive level and filtered down
through the organi.ation. Company boards and top management establish policies and
business standards that are communicated from the top through the organi.ational hierarchy.
Managers at all levels communicate with subordinates and teams to provide direction on
goals, strategies and task re#uirements. +ownward communication established the tone of a
company, affects morale, and drives operations and performance. This type of
communication flow is needed in an organi.ation to various purposes that are transmit vital
information, give instructions, encourage two&way discussion, announce decisions, seek
cooperation, provide motivation, boost morale, increase efficiency and obtain feedback.
Figure 2 #ownward Communication Flow
Meanwhile, upward communication flow involves messages that are carried from
the store level or the lower order of company hierarchy toward the top. This includes
messages communication from employees to their managers. !t also includes feedback
4
BBKN3103 Business Communication
provided to top management from employees in various departments or in the field. For
instance, a store&level employee at a retail business may notice an important change that
should take place at the store level. -e may need to communicate the suggestion through his
district or regional manager or directly to someone at head#uarters. 'pward communication
is a mean for staff to echange information, offer ideas, epress enthusiasm, achieve "ob
satisfaction and provide feedback.
Figure $ %pward Communication Flow
(ne of the most important types of internal business communication is known as
&ori'ontal communication. This is the interaction of peers or colleagues within the
company. This is especially important as companies increase use of work teams and cross&
organi.ational teams. Communication takes place through direct peer&to&peer discussions,
informal conversations, and meetings at which important topics are discussed by departments
and work teams. 0trong hori.ontal communication is vital to success in high&performing
organi.ations. -ori.ontal communication is essential for solving problems, accomplishing
tasks, improving teamwork, building goodwill and boosting efficiency.
5
Figure ( )ori'ontal Communication Flow
BBKN3103 Business Communication
An unstructured, informal network founded on social relationships rather than
organi.ational charts or "ob descriptions is called grape*ine. This communication network
categori.ed as informal communication network. !n other words, grapevine refers to people
who have casual conversations with their friends in the office. Certainly, the grapevine is an
important part of any group or organi.ation communication network and well worth
understanding. !t identifies for managers those bewildering issues that employees consider
important and aniety producing. !t acts as both a filter and a feedback mechanism, picking
up on the issues employees consider relevant. More importantly, from a managerial point of
view, it is possible to analy.e what is happening on the grapevine in terms of what
information is being passed, how information seems to flow along the grapevine and what
individuals seem to be key conduits of information on the grapevine. *y being aware of the
grapevine/s flow and patterns, managers can stay on top issues that concern employees and in
turn can use the grapevine to disseminate important information. 0ince the grapevine cannot
be eliminated, managers should manage it as an important information network.
$.0 +roup and Functions of +roup #,namics in Business
$.1 C&aracteristics and Elements of +roup
According to 1obbins and Coulter 234456, a group is defined as two or more interacting and
interdependent individuals who come together to achieve particular goals. These individuals
normally related to each other by some organi.ational or social relationships. The group may
be of two types that is formal group and informal group. A formal group is who are structured
to pursue a specific task. The informal group is emerge naturally in response to
organi.ational or member interests. The behaviour of individuals in a group may get modified
to certain etent as compared their behaviour when they are independent of the group. This is
due to the interactions between the members of the group and their influence on each other.
There several c&aracteristics and elements of groups which are group si.e, norms,
roles, status systems and group cohesiveness. )ffective group performance depends to a large
etent on the si'e and composition of t&e group. A group may consist of as few as two
people or as many as three or four hundred. !n order to be effective, group si.e should be kept
to a minimum without "eopardi.ing workload and goal achievement. 7arger groups increase
the possibility of conflict due to the variety of viewpoints, few opportunities for the
6
BBKN3103 Business Communication
development of social relationships, a decrease in participation levels, and lack of opportunity
for individual recognition.
A substantial amount of time is spent on setting social standards and acceptable group
behaviour is referred to as group norms and can be both formal and informal. 8orms are not
individual behaviours, but are collectively held epectations of how a group will function.
For eample, a new member who "oins a group may initially search for clues about what type
of behaviour is acceptable. $hat are the dress codes9 -ow do ! address my supervisors9
$hat is proper eti#uette9 $hat topics or discussions are acceptable or avoided9 1ecognition
of these norms is important, since they provide regularity and predictability to individual and
group behaviour. *osses are more likely to insist on norms regarding work performance or
attendance, whereas other norms might address the acceptability of rearranging personal
space or assisting co&workers. %roup norms may include loyalty norms such as the belief that
managers have to work on weekends and holidays or accept transfers to prove their loyalty to
the company. 1eward norms include perks or benefits that come as a result of individual or
group performance.
There are two kinds of roles present in group characteristics. The first is assigned
roles. These include titles such as chairperson, secretary, manager, treasurer and so on. The
second kind is emergent roles and arises as a result of group social or emotional needs. They
include confidant, group clown, gossip, mentor or scapegoat.
Another characteristic of group dynamics is status system. Most organi.ations have
ways of giving status or rank to members depending on any number of factors. !n many
cases, these status symbols reinforce the authority, hierarchy and reward system within the
group. (bvious eamples include the move from a cubicle to an inner office to a window
office and finally to a corner office and as an individual moves through this progression,
authority, decision&making and prestige also increases. These symbols are meant to increase
motivation Maslow/s esteem needs, as a reward for loyal and productive service and as an
acknowledgment of the level of decision&making accorded the individual.
Apart from that, group co&esi*eness is also one of group dynamics/ characteristic.
The ultimate role of groups is to come together as a unit and perform with professionalism
and dedication. A group that can work as a unit, share tasks and recogni.e the contributions
of its members will meet with more success than a group mired in conflict, role ambiguity,
and lack of motivation. %roup cohesiveness makes it attractive for members to belong,
7
BBKN3103 Business Communication
attracts high performers and provides opportunities for individual recognition within a group
setting. Cohesion may result from internal successes, high social&emotional support or
eternal threats. %roup si.e can also affect cohesion. A group that is too large may find that
members cannot get the recognition they are looking for. This can lead to the formation of
subgroups or cli#ues which further causes members to withdraw or withhold input.
$.2 Functions of +roup #,namics
The social process by which people interact and behave in a group environment is called
group d,namics. %roup dynamics involves the influence of personality, power, and
behaviour on the group process. There are three functions that influence the effectiveness and
productivity of group dynamics that are problem solving, decision making and brainstorming.
The functions of group dynamics as pro-lem sol*ers can bring a broad range of
ideas, knowledge and skills to bear on a problem. This creates a stimulating interaction of
diverse ideas which results in a wider range and better #uality of solutions. Moreover, group
functioning makes easier to identify root problems. This would affect business performance.
*y having group discussion on problem solving, a greater solution could be produce.
Apart from that, the function of group dynamics in decision-making help generate a
greater number of alternatives that are of higher #uality than the individual. !f a greater
number of higher #uality alternatives are generated, then it is likely that the group will
eventually reach a superior problem solution than the individual. %roup decision&making may
also lead to a greater collective understanding of the eventual course of action chosen, since it
is possible that many affected by the decision implementation actually had input into the
decision.
Another function of group dynamics is brainstorming. *rainstorming is a key
techni#ue used to strike at fro.en patterns of thinking and encourage creativity. This method
is used to promote a free flow of ideas. For eample, proposing new ideas or a changed way
of regarding the group goal. *rainstorming is effective because it reduces the inhibitions of
members and makes it easier for them to get their ideas heard, promotes a warmer,
enthusiastic and cooperative atmosphere.
8
BBKN3103 Business Communication
(.0 Importance of +ood Communication -etween +roups
%roup communication is the key for business success. *usinesses have many different
components ranging from owners to management to employees. :eeping the lines of
communication between these groups open and working properly is one challenge that all
businesses face. Fostering a team atmosphere and focusing on good communication among
employees and between employees and management can open the doors to success.
%ood communication is very important in order to encourage d,namic c&ange. The
business world is constantly changing and effective group communication is important in
allowing a team to keep up with the evolving workplace, according to the $isconsin
*usiness Alumni. An effective team communication structure can withstand changes in the
business world and as the marketplace gets more comple, the team is able to keep up
because important information is shared efficiently. !nformation that the team needs in order
to adapt to business changes reaches each team member #uickly in an efficient team
communication structure.
%ood communication encourages producti*e teamwork. )mployees may come
from variety backgrounds and have diverse perspectives. %ood communication within a team
will keep employees on the same page and working to reach common goals despite personal
differences. )ach person must understand the role that they need to play. This may start with
a team meeting that outlines the goals of a pro"ect, assigns duties to leaders, delegates what
needs to be done and sets a time line for completion.
%ood communication within a team is a ke, to keeping e*er,one on t&e rig&t track.
Many business owners maintain an open door policy that encourages employees to approach
with feedback or concerns. This can help head off issues with poor communication before
they become serious problems. )mployees that trust each other and feel open about
communication are better prepared to tackle business problems. 'se their diverse viewpoints
as strength and bring them together to brainstorm solutions.
)ncouraging good group communication also creates emplo,ee satisfaction.
)mployees like to feel that their input is valued and that they have a role in steering the
company forward. 0trong team communication recogni.es the efforts of the team members,
acts on their suggestions and lets them build off of each other in pursuit of goals. %ood
9
BBKN3103 Business Communication
communication and an open workplace environment foster a sense of loyalty and play to the
strengths of each individual team member.
%ood communication between groups is important in order to create trust -etween
group mem-ers and gi*e t&em tools for communicating wit& eac& ot&er. These may
include open brainstorming sessions, retreats, games or problem&solving eercises. %roup
members feel a sense of accomplishment and will carry these communication skills over into
their work together.
Thus, good communication within a business is very significant. !t can be facilitated
through monthly meetings, one&on&one interactions and policies that promote open
communication.
..0 /ecommendations to Impro*e Communication -etween +roups
Tiny ad"ustments in communication skills help to make group goals easier to reach.
The foundation of all activities and goals within the group begin with communication.
)verybody feels valuable when given the chance to add to discussions, by giving personal
feedback. $hen members understand how communication methods affect the group, this also
helps to improve mental health and creativity in other areas of their life. +ue to that, there are
several suggestions that could improve communication in group.
Communication in groups would be improving when there a standards norm
between groups by describe precise norms in terms of rules and regulations that every
member agrees to follow. +ivide rules into tasks norms which are those that work towards
goals, procedural norms regarding timeliness and the manner of task performance and social
norms who are governs interpersonal communication. Form norms in easy if then statements
and then place them in a visible area. !n addition, create group sanctions that all members
agree to abide by when broken norms occur. )nforce sanctions when necessary to maintain
the integrity of group approaches to tasks.
Furthermore, communication between groups can be improve by adopting an
audience-centred approac& which means focusing on and caring about other group
members and try to get their message across in a way that is meaningful to them. !n fact, keep
10
BBKN3103 Business Communication
focusing to group member when communicating would help to plan, organi.e and deliver
information in order to provide feedback to them.
(ther than that, one way to improve communication between groups is to make
communication as easy as possible by selecting communication c&annels t&at are easil,
accessi-le to e*er,one on t&e group. $hether it is email, instant messaging or a
collaborative application, ensure that members can send and receive messages without
compromising clarity. This is especially true with channels that are dependent on speed and
signal #uality such as audio or video chat. *ut it is not "ust the #uality of the tools and the
speed of the !nternet connection that matters. The speed of the replies and collaborative
support among group members is also important.
0.0 Conclusion
%ood communication is an essential part of a smoothly running business organisation. Forms
of business communication are most often used in reference to four basic types of
communication that occurs in business environments which is internal&operational, eternal&
operational, informal outside and personal communication. Meanwhile information networks
identified in business communication are formal communication network and informal
communication network.
!n actual practice, much organi.ational communication involves communication
aimed at groups. %roups or teams are made up of individuals, thus much of what applies to
communicating with individuals would apply also to communicating with groups. %roups
also have characteristics depend on the composites of the group 20pinks ; $ells, <==56.
%roups or teams in organi.ations can be classified many ways. (ne way in which group may
be classified is formal and informal.
%roup development is a dynamic process. %roup dynamics involves the influence of
personality, power, and behaviour on the group process. The characteristics and elements of
groups identified are group si.e, norms, roles, status systems and group cohesiveness. !ts
three functions that influence the effectiveness and productivity of group dynamics are
problem solving, decision making and brainstorming.
11
BBKN3103 Business Communication
-ence, good communication between groups in business can help business become more
productive. $hen a team is able to work together through good communication, it can bring
more revenue to the company.
12
BBKN3103 Business Communication
1.0 /eferences
%uffey and 7oewy (2010), Business Communication> Process and Product, 0outh&$estern
College, '0A.
7ehman and +uFrene 234<46, *usiness Communication, 8elson )ducation 7td., 0outh
$estern '0A.
Mc0hane and ?on %lino 2344@6, (rgani.ational *ehaviour, Mc%raw -ill company, 8ew
Aork.
Aap :hiam -ong and Massila -am.ah, 34<<, *usiness Communication, (pen 'niversity
Malaysia, Meteor +oc 0dm *hd, 0elangor.
http>BBreggie<C<@.hubpages.comBhubBFormsDandDfunctionDofD*usinessDCommunication
en.wikibooks.orgBwikiBManagingD%roupsDand...BCommunication
en.wikipedia.orgBwikiB(rgani.ationalDcommunication
www.thetimes<44.co.ukBdownloadsBbsaBbsaD<EDfull.pdf
www.managementstudyguide.comBcommunication&flows.htm
13