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Communication is the nervous system of an organisation. It keeps the

members of the organisation informed about the internal and external happenings
relevant to a task and of interest to the organisation. It co-ordinates the efforts of the
members towards achieving organisational objectives. It is the process of influencing
the action of a person or a group. It is a process of meaningful interaction among
human beings to initiate, execute, accomplish, or prevent certain actions.
Communication is, thus, the life blood of an organisation. Without communication, an
organisation, an organisation is lifeless and its very existence is in danger.

The term communication has been derived from the Latin word µcmmunis¶ that
means µcommon¶ and thus, if a person effects communication, he establishes a
common ground of understanding. Literally, communication means to inform, to tell,
to show, or to spread information. Thus, it may be interpreted as an interchange of
thought or information to bring about understanding and confidence for good industrial
relations. It brings about unity of purpose, interest, and efforts in an organisation.




1. ½Communication is the sum of all things, one person does when he wants to
create understanding in the minds of another, it involves a systematic and
continuous process of telling, listening and understanding.´
-------Allen Louis

2. Communication has been defined ½As the transfer of information from one
person to another whether or not it elicits confidence.´

-------Koontz and O¶Donell

3. ½Communication is an exchange of facts, ideas, opinions or emotions by two or

more persons.´
--------George Terry

4. Communication is defined as ½the process of passing information and

understanding from one person to another, it is essentially a bridge of
meaning between people. By using the bridge of meaning a person can safely
cross the river of misunderstanding.´
---------Keith Davis
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In this age of competition communication is the number one problem of the

management. Competition, complex methods of production, large scale operations and
specialisation in production functions have increased the importance of
communication. Without effective communication a manager cannot perform his duties
well. Communication is as essential to business as blood is to the human body.
Success of the communication system affects the success of business. The following
points will prove its importance in business:

 

 


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Communication is necessary for the successful smooth and unrestricted

working of an enterprise. All organisational interaction depends upon working of an
enterprise. All organisational interaction depends upon communication. The manager
co-ordinates the human and the physical elements of an organisation into an efficient
and working unit that achieves common objectives. Be it an activity of purchase or
sale or production or finance it is the process of communication that makes
cooperative action possible. The internal and external communication process of an
organisation decides the various activities to be done and various objectives to be
achieved. ½Communication is basic to an organisation¶s existence from birth of the
organisation through its continuing life when communication stops, organised activity
ceases to exist.´

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Communication plays an important role in discharging the various functions of

management. No function of management is possible without the communication
process. Its importance in performing the various functions is as follows:
 i. "  : Planning the most important among the functions of management,
requires extensive communication among the executives and the other
personnel. Communication is important in executing a planned programme
and then controlling the activities of the personnel with the help of feedback
information.

ii.  
: Organisation is the second important function of management
which decides the various activities of an organisation, divides them into
workable units, delegates authority to perform the. For this purpose,
communication is a must because different persons, departments and group
come to know their powers and jurisdiction only through an effective means of
communication.

iii. 


# $: Direction and effective leadership requires an
efficient system of communication in an organisation. A good leader can direct
or lead his subordinates only when an efficient system of communication is
present. It brings both the leader and the subordinates in close contact with
each other and removes misunderstanding if any.

iv. 
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: An efficient system of communication enables management to
change the attitude of the subordinates and to motivate, influence and satisfy
them. Most of the conflicts in business are not basic but are caused by
misunderstood motives and ignorance of facts. Proper and timely
communication between the interested parties, reduces the points of friction
and minimises those that inevitably arise.

v. &
: The present day big organisations, designed on the basis of
specialisation and division of labour are constituted of a large number of
people. In order to achieve the desired objective, it is very necessary to co-
ordinate the efforts of labour engaged in the various activities of production
and the organisation. Co-ordination requires mutual understanding about the
organisational goals and the mode of their accomplishment; and the
interrelationship between the works being performed by various individuals.

vi. 
": Communication aids in controlling the activities of the individuals
department and groups. The facts standards and information are
communicated to the concerned parties and they perform their respective
obligations according to the standards set forth in the plan.

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èvery organisation aims at getting the maximum output at the minimum cost
and for this purpose it requires an effective internal and external communication
system. In the external field, and efficient communication system helps in improving
public opinion having contacts with government departments and getting market
information in order to achieve the primary goals.

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In order to make prompt decisions, fact collecting process is necessary.

Information must be received before any meaningful decision and for this purpose
communication is a primary requirement. Again to implement the decision effectively
its communication to subordinates concerned is essential. Thus, decision-making and
its implementation require and effective system of communication.

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Man is the most active and effective factor of production and good human
relations are the basis of cooperation and industrial peace that requires good working
 conditions and work-environment. As we have discussed earlier communication is a
two-way traffic which helps promote cooperation and mutual understanding between
the two partners of an organisation. èfficient downward communication helps the
management to tell the subordinates what the organisation wants and how it can be
performed. On the other hand upward communication helps the workers in putting
their grievances and suggestions and reactions to the policies, before the
management.

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Morale is the human element that motivates a man to work in the right spirit.
Good communication removes the possibility of misunderstanding among the parties
concerned. Workers know what they have to do and how it creates a sense of
cooperation among them. It increases the morale of the workers and each worker will
have job satisfaction.

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While passing through various stages information may be distorted by

interested parties and many create illusion and misunderstanding among persons.
Illusion is the great enemy of communication. An efficient system of communication
aims at removing illusions and misunderstanding by communicating facts and figures.

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Communication is essential not only for the internal management of the

organisation but it also helps contacts with the outside world. Contact with outside
agencies such as customers, associations, other manufacturers, advertisers, suppliers,
trade unions, research councils and institutions, etc. are necessary for furthering the
interests of the organisation. It increases the goodwill of the firm and helps in creating
a favourable public attitude towards the organisation.

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The following principles can be followed to make the communication system

more effective:

(i). $"

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,: The idea or the message to be transmitted should be
clearly worded so that it may be interpreted by the receiver in the same sense in
which it is communicated. There should be no ambiguity in the message. For this
purpose, the idea to be communicated should be very clear in the mind of the
sender. It should be kept in mind that the words do not speak themselves, but
the speaker gives them meaning. If the message is clear, it would evoke an
appropriate response from the other party. It is also necessary that the receiver
must be conversant with the language, the inherent assumptions, and the
mechanics of communication.

(ii). $"



 
,: Communication should be aimed at motivating people to
take action as agreed upon. In this process, the superiors rely upon the
subordinates and under assumption that their integrity is unimpeackable. It is
because the integrity of the organisation is related to the level of integrity
possessed by the subordinates. No communication may evoke a response from
the subordinates if their integrity is doubted. The superiors should trust the
subordinates, accept their view points and never doubt their intention, in
executing the task entrusted to them.
 (iii). $"

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,: Formal communication system is cornerstone of a
formal organisation, and it leads to transmittal of messages. But, sometimes,
formal communications prove ineffective in evoking the needed response from
the subordinates. In such cases, the superiors should adopt the strategy of
making use of informal channels of communication: they may contact, if
necessary, the subordinates personally or through someone else to persuade
them to translate their orders into action. Informal communication at times
proves for more effective than formal communication.

(iv). $"



: In order to make the message effective, the recipient¶s
attention should be drawn to the message communicated. èach one is different
in behaviour, sentiments and emotions, which determine the degree of
attention. For this purpose, the superior must note that he himself should not
expect from his subordinates what he himself does not practice. So, a manager
cannot enforce punctuality if he himself is not punctual: ½Actions speaks louder
than words.´

(v). $"



,: This principle implies that communication should
always be consistent with the policies, plans, programmes and objectives of the
organisation, and not in conflict with them. Messages which are inconsistent with
the policies and plans of the organisation create confusion in the minds of the
subordinates about their implementation; and, such a situation may prove
detrimental to the organisation¶s health.

(vi). $"

- ,: The information should be adequate and complete in all
respects. Inadequate and incomplete information may delay action and destroy
understanding, and create confusion. Inadequate information also affects the
efficiency of the sender and the receiver of the communication.

(vii). $"


": All messages should be transmitted at the proper
time. Any delay in communicating message serves no purpose except to make
them merely historical document as it loses its importance after some time.

(viii). $"

)  : One of the most important principles of communications

is the principle of feedback. The communicator must have feedback information
from the recipient to know whether the recipient has understood the message in
the same sense in which the sender has meant it, or whether the subordinates
agree or disagree with the contents of the message. It also helps in
understanding attitude of the people.

(ix). $"





+ : Communications network means the
routes through which the communication travels to its destination, the person
for whom it is meant. A number of such networks may exist in an organisation
at a given point of time; but the management should consider the effectiveness
of the communications network in the given situation and its effects on the
behaviour of the recipient before it finally chooses the network.

The above principles if followed will make the communication effective. An

effective system of communication should be installed in the organisation so as to
promote better industrial relations.

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The process of Communication

> Rs the process of exchanging information and the process of generating and transmitting
meanings between 2 or more individuals.

> Rt is the foundation of society and the most primary aspect of a nurse-patient interaction.

> Communication involves a source( encoder) ;message , channel and receiver ( decoder

> This communication process is initiated based on a stimulus or a patient need must be
addressed.

> THE PATRENT NEED might be due to a patient͛s discomfort , a need for information, or to


address any uncertainty the patient might be experiencing

Sender/source (encoder;)

Person or group who initiates or begins the communication process

Message

> Rs the actual physiologic product of the source

> Might be a speech interview, telephone conversation , chart , conversation ,gesture ,

memorandum or nursing note

Channel of communication 
Medium the sender has selected to send the message

> Rt might target any of the receiver͛s senses

Message can be sent to the receiver through the ff channels

> A. AUDRTORY- spoken words and cues

> £.VRSUAL- sight , observation and perception

> C. KRNESTHETRC- touch

RECERVER OR DECODER

> Must translate or interpret the message sent

> Through the translation of message, the receiver must then make a decision about an accurate
response

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These barriers, obstructions and interruptions in communication may broadly be

categorized into the following groups:

(i). èxternal Barriers

(ii). Organisational Barriers

(iii). Personal Barriers

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èxternal barriers are those caused by factors other than organisational and personal
factors. Such external barriers may be (a) semantic barriers, (b) emotional or
psychological barriers.

  

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Such barriers are obstructions caused in the process of receiving or
understanding a message during the process of encoding or decoding it into words and
ideas. The linguistic capacity of the two parties may have some limitations or the
symbols used may be ambiguous. Symbols may have several meanings and unless the
context is known to the receiver he is likely to take the meaning of the symbol
according to his preconceived notion and misunderstand the communication. Symbols
may be classified as language, picture or action.

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In written or verbal communication, words used are important. A word used in
the communication may have several meanings. In a face to face communication, it is
easy to seek clarification of words used, if any doubt is encountered. In case of doubt
feedback is required. Many words which we use informally may be taken literally in
other contexts, non-friendly situations or in written communication.

. 


Picture is another type of symbol. Pictures are visual aids worth thousands of
words. An organisation makes extensive use of pictures like blueprints, charts, maps,
graphs, films, three dimensional models and other similar devices. A viewer may come
to understand the whole story when he sees them.
. 


Action is another type of symbol. We communicate by both by action or by
lack of it. To do or not to do both have a meaning for the receiver. For example if a
subordinate does a good job, patting and non-patting on his back by the superior both
have a meaning. Patting may inspire him to do a better job again and non-patting may
make him disappointed. In this sense we communicate all the times on the job
whether we intend to do so or not. Action or non-action may influence the perception
of the receiver.

 
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Personal or emotional or psychological barriers arise from motives, attitudes

judgement sentiments emotions and social values of participants. These create a
psychological distance that hinders the communication or partly filters it out or causes
misinterpretation.

The following are some emotional barriers:

. 

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Premature evaluation is a tendency to evaluate a communication prematurely
rather than keeping an open mind during the interchange. Such evaluation
interferes with the transfer of information and begets a sense of futility in the
sender.

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When communication passes through various levels in an organisation,
successive transmissions of the same message are decreasingly accurate. A part of
information is lost in transit it is said that about 30% of the information is lost in each
transmission.

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The communicator is sometimes distrusted by his own subordinates. It
happens when he lacks self-confidence or is less competent in his position. He
frequently makes ill considered judgements or illogical decisions and then reviews his
own decisions when he fails to implement them.

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Sometimes manager do not communicate the needed messages to their
subordinates. This might be because of laziness or procrastination on their part or they
arbitrarily assume that everybody has got the information or they may hide
information deliberately to embarrass the subordinate.

 

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 An organisation is a deliberate creation of management for the attainment of
certain specific objectives. The day to day functioning of the organisation is regulated
in such a way as to contribute to the attainment of these objectives in the most
effective manner. For this purpose a variety of official measures are adopted such as
designing of the structure arrangement of activities, formulation of various policies,
rules and regulation and procedures, laying down of norms of behaviour.

 
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The general organisational policy regarding communication provides overall

guidelines in this matter. This policy might be in the form of a written document or it
has to be inferred from organisational practice particularly at the top level. If the
policy creates hindrance in the free flow of communication in different directions,
communication would not be sooth and effective.

 
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More often different activities of an organisation are governed by specific rules

and regulations. Such rules and regulations prescribe the subject matter to be
communicated as also the channel through it is to be communicated. The rules may
restrict the flow of certain messages and may omit many important ones.

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The placing of people in superior-subordinate relationship in a formal

organisation structure also blocks the flow of communication and more particularly in
the upward direction. The greater the difference in hierarchical positions in terms of
their status the greater would be the worry of middle managers about what their
senior bosses might think; this leads to their paying little attention to the needs and
demands of their subordinates.

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In an organisation where there are a number of managerial levels

communication gets delayed as it moves along the hierarchical line. Also chances of
the communication getting distorted are greater as the number of filtering points is
higher. This is particularly true in upward communication because people at
intermediate levels do not like to pass on negative remarks either of themselves or
of their superiors.

  
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Certain organisations provide certain facilities for smooth, edequate, clear and
timely flow of communication such as meetings conferences complaint or suggestion
boxes, open door system etc. If these facilities are not properly emphasized, people
generally fail to communicate effectively.

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As communication is basically an interpersonal process many personal factors

inherent in the two parties to communication the sender and the receiver, influence
the flow of communication and present many hurdles in the way of effective
communication.

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 Superiors play an important role in communication. Because of their
hierarchical position they act as barriers in a number of ways a follows:

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General attitude of the superiors about communication or attitude towards a
particular communication affects the flow of messages in different direction. If the
attitude is unfavourable there is greater possibility of filtering or colouring of the
information. Any information received from the top may not reach the bottom in the
same form, or even the reverse may happen.

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The superiors in an organisation generally try to withhold the information
coming down the line or going up as frequent passing of information may disclose
their own weaknesses; thus generally happens when the superior lacks self-confidence
and is afraid that someone else might be promoted in his place if his weaknesses were
to come to light.

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There are channels of communication in an organisation along which
information passes upward or downward. Some officers insist too much on
communication through proper channel. They do not like any bypassing in
communication. But sometimes bypassing becomes necessary in the interest of the
organisation; however, the superiors think bypassing as thwarting of their authority
and block the flow of communication.

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The superiors generally perceive that their subordinates are less competent
and they are not capable of advising their superiors. Therefore they feel whether
correctly or otherwise, that they are over burdened and have not time to talk to their
subordinates.

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There are certain factors in the subordinates which adversely affect their
participation in the communication process. Some factors like attitude lack of time
applicable to the superiors are also applicable here. Two more factors in the
subordinates need special attentions which are responsible for blocking communication
in the upward direction.

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The subordinates generally are not willing to communicate upward any
information which is likely to affect them adversely. If they feel that supply of such
adverse information is necessary for control purposes they would modify it in such a
way so as not to harm their interest.

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 Lack of incentive to communicate also prevents the subordinates from
communicating upward. They are punished when they are wrong but may not be
rewarded when they work marvellously well and offer a novel suggestion.

The above are some of the barriers which come in the way of effective
communication. They vitiate the message in several ways including distortion filtering
and omission. Distortion means changing the context or the meaning of the text of
information. Filtering means reducing the message only to a few basic details and
omission refers to deletion of all or a part of the message from the text. We must be
careful about these barriers in communication.


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In order to remove barriers to communication an open door communication

policy should be prepared and followed by managers at all levels. The superiors in the
organisation must create and atmosphere of confidence and trust in the organisation
so that the credibility gap may be narrowed down. Major efforts in this direction are:

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The organisation¶s communication policy should provide for a two-way traffic
in communication upwards and downwards. It brings two minds closer and improves
understanding between the two parties the sender and the receiver. A sound feedback
system should be introduced in the organisation so that distortion in and filtering of
messages should be avoided. There should be no communication gap.

 





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The communication network should be strengthened to make communication
effective. For this purpose the procedure of communication should be simplified, layers
in downward communication should be reduced to the minimum possible.
Decentralisation and delegation of authority should be encouraged to make
information communication more efficient, through frequent meetings, conferences
and timely dissemination of information to the subordinates.

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The management should promote the participative approach in management.
The subordinates should be invited to participate in the decision making process. It
should seek cooperation from the subordinates and reduce communication barriers.

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In communication certain symbols are used. Such symbols may be in the form
of words, pictures and actions. If words are used, the language should be simple and
easily comprehensible to the subordinates. Technical and multi-syllable words should,
as far as possible be avoided. The sender must use the language with which the
receiver is familiar. The message should be supported by pictures or actions wherever
necessary to emphasise certain points. The sender must also practices in action what
he says to others or expects from others.

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 One criterion of effective communication is credibility. The subordinates obey
the orders of their superior because they have demonstrated through their actions that
they are trustworthy. They must practise whatever they say. The superior must also
maintain his trust worthiness. If the superior is trusted by the subordinates,
communication will be effective.

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A communicator must be a good listener too. A good manager gives his
subordinates a chance to speak freely and express their feelings well before him. The
manager also gets some useful information for further communication and can also
have a better understanding of the subordinates needs, demands etc.

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To be effective the communication should be sent to the receiver through an
effective channel. By effective channel we mean that the message reaches its
destination in time to the right person and without any distortion, filtering or omission.

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Predictable errors in decision making are preventable errors. And a few simple
techniques can help you steer clear of the most common wrong turns in decision
making. They can get you to your go point, that decisive moment when the essential
information has been gathered, the pros and cons weighed, and the time has come to
get off the fence and make your decision. Learn more about decision making.