INTRODUCTION

Human recourses may be defined as the total knowledge, skills, creative

abilities, and talents, aptitudes of an organization's workforce, as well as the values,
attitudes, approaches and beliefs of the individuals involved in the affairs of the
organization. It is the sum total or aggregate of inherent abilities, acquired knowledge
and skills represented by the talents and aptitudes of the persons employed in the
organization. The human resources are multidimensional in nature. From the national
point of view, human resources may be defined as the knowledge, skills, creative
abilities, talents and aptitudes obtained in the population; whereas from the viewpoint
of the individual enterprise, they represent the total of the inherent abilities, acquired
knowledge and skills as exemplified in the talents and aptitudes of its employees.
Human Resource Management has come to be recognized as an inherent part
of management, which is concerned with the human resources of an organization. Its
objective is the maintenance of better human relations in the organization by the
development, application and evaluation of policies, procedures and programs
relating to human resources to optimize their contribution towards the realization of
organizational objectives, with the collaboration of people. It is an integral but
distinctive part of management, concerned with people at work and their relations
within the enterprise, working relationship between employees and employers,
employees and employees, and effective modeling of human resources as contrasted
with physical resources. It is the recruitment, selection, development, utilization,
compensation and motivation of human resources by the organization.
The term communication has been derived from the Latin word
communes which means common. It was Aristotle who, for the first time, brought
about a systematic study of the communication process. According to him, there are
three essential elements in a communication system, namely, the speaker, the speech,
and the audience. Communication strictly stands for sharing of ideas in common. The
word communication, however, has many and varied meanings. Popularly
speaking, it refers to the various means of transmitting information from individual to
individual, individual to a group of individuals or from one place to another. It is a

transmission of messages, ideas, methods, skills, and thoughts between two or more
persons.
It is a mutual exchange of facts, thoughts, opinions or emotions by the use of
symbols, words, pictures, figures, and graphs and so on. Communication is a central
activity in most human and organizational activities.
Communication is one of the important topics of organization behavior.
Communication and control practices are a prerequisite for implementing
organizational strategies as well as for managing day to day activities through people.
Managers spend more than three fourths of their time in communicating exchanging
information. Communication is found to make the biggest relative contribution to the
effectiveness of managers. Or in other words, good communicators are more likely to
be adjudged as effective managers (followers voluntarily listen to them and carry out
instructions).
But is communication the reason and solution to all problems in the world?
Certainly not. Fred Lutherans strongly asserts this. Other issues like motivation,
decision making, stress, organizational structure, etc. can also contribute to problems
and therefore can be solutions to problems. But, it is to be stated that communication
is a central activity in most human and organizational activities.
If a manager is able to communicate their ideas clearly, so that employees
definitely know what is asked of them, the subordinates will, consequently, perform
their jobs correspondingly. On contrast, an aggressive way of managing reports
results in employees getting more and more frustrated, often guessing what their real
faults were.
A good style of management, as well as a positive approach to communication,
ensures that an employee and a supervisor understand each other, and are more
effective at the workplace. Effective communication in the workplace provides
employees with a clear understanding of what is demanded from them, with
knowledge of what to do and what to expect. For organizations, such a
communication style creates effective performance of the staff, and, consequently,
increases customer loyalty and profit.
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Communication serves four major functions within a group or organization:

Control, motivation, emotional expression and information. Communication acts to
control member behavior in several ways. Organizations have authority hierarchies
and formal guidelines that employees are required to follow. When employees, for
instance are required to first communicate any job related grievance to their
immediate boss, to follow their job description, or to comply with company policies,
communication is performing a control function. But informal communication also
controls behavior. When work groups tease or harass a member who produces too
much (and makes the rest of the group look bad), they are informally communicating
with, and controlling, the members behavior.

NEED FOR THE STUDY

To be successful, a business needs to communicate effectively with a wide
range of people both internally and externally. Imagine, for example, the chaos which
could be caused if British Rail or your local bus company issued inaccurate
timetables. Think about what might happen if this type of communication problem
occurred in your college or place of work.
A very good system of communication is needed by the organization that
wants to be dynamic and growth oriented. It should be remembered that all the
employees working in the organization should be satisfied with the communication
levels in the organization.
Communication plays a very good role of exchanging ideas and information
from management to employees and superior to subordinate.
By the good communication process the accuracy will be there and we can
take correct decisions at right time. To improve labor management relations by
keeping both in contact with each other.
The purpose of communication is to establish a social environment that
supports effective interaction and to ensure that the workforce has the skills to share
information and co-ordinate their achievements effectively.
The communication system in the organization is the feedback mechanism to
know the practice, problems, interpersonal relations, communication barriers etc., by
interaction so that corrective action will be taken every year.
A study on the Communication and control practices every year is a must.
Hence there is a need for the study in ICICI. However this type of study has not been
carried out by anybody earlier.

OBJECTIVES OF THE STUDY

To study the overview of Communication and controlling practices in ICICI.
To portray about industry profile and company profile as a whole.
To study the theoretical frame work of Communication and control practices by
ICICI.
To analyze and interpret the communication and controlling practices in ICICI.
To suggest suitable messages in project for the better performance of ICICI.

METHODOLOGY
The project is based on both field research (primary data) and desk research
(secondary data). The steps taken to complete the study are review of previous
studies, construction of questionnaire, sample selection, data collection and data
analysis. Each step is discussed below in detail.
After selecting the topic A study of communication and controlling system
theoretical information is gathered from different books of different authors. The
questionnaire was designed with the help of my project guide. The questionnaire was
designed to know how is practicing for organizational excellence effectively the
communication and controlling practices in ICICI.

Primary data:
The primary data was collected through
Questionnaire.
Interview with various employees of ICICI.
By observation method.
The questionnaire merely consists of closed ended questions. In closed ended
questions multiple choices were included for simplicity and better understanding of
the respondents keeping their level of knowledge in mind, taken 30 as sample size.
10% out of 300 employees is 30 respondents.

Secondary data:
Secondary sources of data collection include the information collected from
annual reports, published and unpublished records of the company. Various books
were referred. Internet was also being used for collecting the relevant data which is
6

not available in the books. The collected data was analyzed and important information
was extracted.

Data analysis:
After gathering the data from primary and secondary sources the data was
tabulated using a structured format and analyzed using some calculations to sum up
the total information. The resultant data was interpreted and conclusions are made
using the interpretation.

Quantitative data collection:

Bearing in mind the complexity of the organization structure and also the kind
of industry ICICI. Is in IT sector, its large areas of employment service provision
and the diversity office staff it war felt that while interviewing individual would give
a more in depth feel in responding to the questionnaire. It was also felt necessary to
consult large managers and staff members at various levels of the organization and
carefully all the responses were recorded in the course of each personal interview.
In general a questionnaire was useful a several reasons. 1st several questions
war designed to gain a larger view of the topic across the organization by providing
participants respondents with simple question with choice of options. The results to
these questions could be numerically analyzed for trends to give a broad base of data
with which transcribed answers to in- depth interview could be correlated.
The selection process for potential respondents was carefully planned and all
the respondents were interviewed at one time of their convenience. Since this is a
study on communication and controlling system respondents were required to either
be directly managed or directly manage people. These potential despondence was
then invited to take part in a formal interview session for responding to the
questionnaire. Then the collected data was analyzed with the help of tables graphs and
pie diagrams and interpreted accordingly is the fourth chapter. Based on the analysis
7

important findings were noted down and suggestions were offered for improving
performance of the organization.

LIMITATIONS
The study belongs to ICICI only. It is not applicable to any other company
authorities.
It may be not possible to cover in depth, because of time period (45 days) is
limited.
Research is based on the information given by the employee; there may be a
chance of getting biased information.
As the functional area is always busy with work, it is difficult to get gathering for
interview, permits only through observation.
Confidentiality is the pride and prejudice restricted me for an in-depth analysis.

INDUSTRY PROFILE
IT is the study design development, implementation, support, or
management of computer based information system particularly software applications
and computer hardware.
Information Technology: (IT) industry in India has played a key role in putting
India on the global map. IT industry in India has been one of the most significant
growth contributors for the Indian economy. The industry has played a significant role
in transforming Indias image from a slow moving bureaucratic economy to a land of
innovative entrepreneurs and a global player in providing world class technology
solutions and business services. The industry has helped India transform from a rural
and agriculture-based economy to a knowledge based economy.
Information Technology has made possible information access at gigabit
speeds. It has made tremendous impact on the lives of millions of people who are
poor, marginalized and living in rural and far flung topographies. Internet has made
revolutionary changes with possibilities of e-government measures like e-health, eeducation, e-agriculture, etc. Today, whether its filing Income Tax returns or applying
for passports online or railway e-ticketing, it just need few clicks of the mouse.
Indias IT potential is on a steady march towards global competitiveness, improving
defense capabilities and meeting up energy and environmental challenges amongst
others.
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Information Technology (IT) industry in India is one of the fastest growing

industries. Indian IT industry has built up valuable brand equity for itself in the global
markets. IT industry in India comprises of software industry and information
technology enabled services (ITES), which also includes business process outsourcing
(BPO) industry. India is considered as a pioneer in software development and a
favorite destination for IT-enabled services.

The origin of IT industry in India can be traced to 1974, when the mainframe
manufacturer, Burroughs, asked its India sales agent, Tata Consultancy Services
(TCS), to export programmers for installing system software for a U.S. client. The IT
industry originated under unfavorable conditions. Local markets were absent and
government policy toward private enterprise was hostile. The industry was begun by
Bombay-based conglomerates which entered the business by supplying programmers
to global IT firms located overseas
During that time Indian economy was state-controlled and the state remained
hostile to the software industry through the 1970s. Import tariffs were high (135% on
hardware and 100% on software) and software was not considered an "industry", so
that exporters were ineligible for bank finance. Government policy towards IT sector
changed when Rajiv Gandhi became Prime Minister in 1984. His New Computer
Policy (NCP-1984) consisted of a package of reduced import tariffs on hardware and
software (reduced to 60%), recognition of software exports as a "delicensed industry",
10

i.e., henceforth eligible for bank finance and freed from license-permit raj, permission
for foreign firms to set up wholly-owned, export-dedicated units and a project to set
up a chain of software parks that would offer infrastructure at below-market costs.
These policies laid the foundation for the development of a world-class IT industry in
India.

Indian Education System:

The Indian education system places strong emphasis on mathematics and
science, resulting in a large number of science and engineering graduates. Mastery
over quantitative concepts coupled with English proficiency has resulted in a skill set
that has enabled India to reap the benefits of the current international demand for IT.

Highly Quality Human Resource

Indian programmers are known for their strong technical and analytical skills
and their willingness to accommodate clients. India also has one of the largest pools
of English speaking professionals

Competitive Costs
The cost of software development and other services in India is very
competitive as compared to the West

Infrastructure Scenario
Indian IT industry has also gained immensely from the availability of a robust
infra structure (telecom, power and roads) in the country in the last few years IT
industry has seen tremendous growth. Destinations such as Bangalore, Hyderabad,
Chennai, Pune, Gurgaon etc. These parks offer Silicon Valley type infrastructure. In
the light of all the factors that have added to the strength of Indian IT industry, it
seems that Indian success story is all set to continue

Government Initiative:
After the economic reforms of 1991-92, major fiscal incentives provided by
the Government of India and the State Governments, like, liberalization of external
trade, elimination of duties on imports of information technology products, relaxation
of controls on both inward and outward investments and foreign exchange, setting up
of Export Oriented Units (EOU), Software Technology Parks (STP), and Special
11

Economic Zones (SEZ), has enabled India to flourish and acquire a dominant position
in worlds IT scenario. In order to alleviate and to promote Indian IT industry, the
Government of India had set up a National Task Force on IT and Software
Development to examine the feasibility of strengthening the industry. Venture capital
has been the main source of finance for software industry around the world.
The Government in order to alleviate and to promote Indian IT industry, the
Government of India had set up a National Task Force on IT and Software
Development to examine the feasibility of strengthening the industry. Venture capital
has been the main source of finance for software industry around the world. In line
with the international practices, norms for the operations of venture capital funds have
also been liberalized to boost the industry. The Government of India is also actively
providing fiscal incentives and liberalizing norms for FDI and raising capital abroad

Financial Assistance:
While the underlying theme of 2010 was that of steady recovery from
recession, thanks to the accelerated recovery in emerging markets, worldwide
spending in IT products and services increased significantly in 2011. In 2011, Indias
growth has reflected new demand for IT goods and services, with a major surge in the
use of private and public cloud and mobile computing on a variety of devices and
through a range of new software applications.
High inflow of FDI in the IT sector is expected to continue in coming years.
The inflow of huge volumes of FDI in the IT industry of India has not only boosted
the industry but the entire Indian economy in recent years. Foreign direct investment
(FDI) inflow rose by more than 100 per cent to US$ 4.66 billion in May 2011, up
from US$ 2.21 billion a year ago, according to the latest data released by the
Department of Industrial Policy and Promotion (DIPP). This is the highest monthly
inflow in 39 months.
Foreign technology induction is also encouraged both through FDI and
through foreign technology collaboration agreements. India welcomes investors in
Information Technology sector. Greater transparency in policies and procedures has
made India an investor friendly platform. A foreign company can hold equity in
Indian companys up to 100%.

Research & Development:

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To support Research & development in the country and promoting Startups

focused on technology and innovation, a weighted deduction of 150% of expenditure
incurred on in-house R&D is introduced under the Income Tax Ac. In addition to the
existing scheme for funding various R&D projects have been funded through new
scheme like Support International Patent Protection in Electronics & IT (SIP-EIT),
Multiplier Grants Scheme (MGS).The government has initiated the setting up of an
Open Technology Center through NIC aimed at giving effective direction to the
country on Open Technology in the areas of Open Source Solutions, (OSS), Open
Standard, Open Processes, Open Hardware specifications and Open Course-ware.
This initiative will act as a National Knowledge facility providing synergy to the
overall components of Open Technology globally.

Regulations:
After the economic reforms of 1991-92, liberalization of external trade,
elimination of duties on imports of information technology products, relaxation of
controls on both inward and outward investments and foreign exchange and the fiscal
measures taken by the Government of India and the individual State Governments
specifically for IT and ITES have been major contributory factors for the sector to
flourish in India and for the country to be able to acquire a dominant position in
offshore services in the world. The major fiscal incentives provided by the
Government of India have been for the Export Oriented Units (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ).

Challenges:
Cyber security and quality management are few key areas of concern in
todays information age. To overcome such concerns in todays global IT scenario, an
increasing number of IT-BPO companies in India have gradually started to emphasize
on quality to adopt global standards such as ISO 9001 (for Quality Management) and
ISO 27000 (for Information Security). Today, centers based in India account for the
largest number of quality certifications achieved by any single country.
India aims to transform India into a truly developed and empowered society by
2020. However, to achieve this growth, the sector has to continue to re-invent itself
and strive for that extra mile, through new business models, global delivery,
partnerships and transformation. A collaborative effort from all stakeholders will be
13

needed to ensure future growth of Indias IT-ITeS sector. We will need to rise up to
the new challenges and put in dedicated efforts toward providing more and more of
end-to-end solutions to the clients to keep the momentum going.
India is now one of the biggest IT capitals in the modern world and has
presence of all the major players in the world IT sector. HCL, Wipro, Infosys and
TCS are few of the household names of IT companies in India.

Future prospects:
Globalization has had a profound impact in shaping the Indian Information
Technology industry. Over the years, verticals like manufacturing, telecom, insurance,
banking, finance and lately the retail, have been the growth drivers for this sector. But
it is very fast getting clear that the future growth of IT and IT enabled services will be
fueled by the verticals of climate change, mobile applications, healthcare, energy
efficiency and sustainable energy.
The near future of Indian IT industry sees a significant rise in share of
technology spend as more and more service providers both Indian and global target
new segments and provide low cost, flexible solutions to customers.
By 2015, IT sector is expected to generate revenues of USD 130 billion (NASSCOM)
which will create a transformational impact on the overall economy. IT spending is
expected to significantly increase in verticals like automotive and healthcare while the
government, with its focus on e-governance, will continue to be a major spender.

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Poised to become a US$ 225 billion industry by 2020, the Indian information
IT industry has played a key role in putting India on the global map. The BPO sector
has become one of the most significant growth catalysts for the Indian economy.
In addition to fueling Indias economy, this industry is also positively
influencing the lives of its people through an active direct and indirect contribution to
various socio-economic parameters such as employment, standard of living and
diversity. The industry has played a significant role in transforming Indias image
from a slow moving bureaucratic economy to a land of innovative entrepreneurs and a
global player in providing world class technology solutions and business services,
according to National Association of Software and Service Companies (NASSCOM).
The sector is estimated to have grown by 19 per cent in the FY2011, clocking
revenue of almost US$ 76 billion. Indias outsourcing industry has witnessed a
rebound and registered better than expected growth according to NASSCOM. The
export revenues are estimated to have aggregated to US$ 59 billion in FY2011 and
contributed 26 per cent as its share in total Indian exports (merchandise plus services),
according to a research report IT-BPO Sector in India: Strategic Review 2011,
published by NASSCOM. The workforce in Indian IT industry will touch 30 million
by 2020 and this sunrise industry is expected to continue its mammoth growth, expect
various industry experts. Furthermore, NASSCOM said that the domestic IT-BPO
revenues excluding hardware are expected to have grown at almost 16 per cent to
reach US$ 17.35 billion in FY2011. Strong economic growth, rapid advancement in
technology infrastructure, increasingly competitive Indian organizations, enhanced
focus by the government and emergence of business models that help provide IT to
new customer segments are the key drivers for increased technology adoption in
India.
The data center services market in the country is forecast to grow at a
compound annual growth rate (CAGR) of 22.7 per cent between 2009 and 2011, to
touch close to US$ 2.2 billion by the end of 2011, according to research firm IDC
India's report. The IDC India report stated that the overall India data center services
market in 2009 was estimated at US$ 1.39 billion. India will see its number of
15

internet users triple to 237 million by 2015, from 81 million registered in September
2010, according to a report titled 'Internet's New by', by the Boston Consulting Group
(BCG). BCG said Internet penetration rate in India is expected to reach 19 per cent by
2015, up from the current seven per cent.
Telecom Regulatory Authority of India (TRAI) is targeting a 10-fold increase
in broadband subscribers to 100 million by 2014. The country has 10.29 million
subscribers now. "We will have 100 million broadband subscribers by 2014," J.S.
Sharma, Chairman, and TRAI said at the fifth India Digital Summit 2010 organized
by the Internet and Mobile Association of India.
The penetration of the internet in rural areas will see an all-time high in 2011.
In a survey conducted by IMRB for the Internet and Mobile Association of India
(IAMAI), the total number of active internet users in rural area will rise by 98 per
cent to touch 24 million by the end of 2011 from 12.1 million in December 2010. The
survey said that the claimed internet user category is also set to grow by 96 per cent to
reach 29.9 million by December 2011 from 15.2 million in December 2010. (Active
users are those, who have used the internet at least once in the past one month.
Claimed internet users are those, who have used the internet sometime but not
necessarily in the past one month.

The Growth Story:

India is a preferred destination for companies looking to offshore their IT and
back-office functions. It also retains its low-cost advantage and is a financially
attractive location when viewed in combination with the business environment it
offers and the availability of skilled people. The countrys domestic market for
business process outsourcing (BPO) is projected to grow over 23 per cent to touch
US$ 1.4 billion in 2011, says global research group Gartner. In 2010, the domestic
BPO market was worth US$ 1.1 billion. The firm predicts that the domestic BPO
market would reach US$ 1.69 billion in 2012 and increase to US$ 2.47 billion by
2014.
With the first quarter of the new fiscal 2011-12 offering positive business
outlook, hiring sentiments for sectors like IT, ITeS and telecom have risen by over 20
per cent, says a study by Team Lease Services Pvt. Ltd. As per the Employment
16

Outlook Report for the period April-June 2011, released by Team Lease Services Pvt.
Ltd., hiring intent from IT and ITeS was the highest in cities like New Delhi, Mumbai,
Hyderabad and Pune. India's top technology firms like TCS, Infosys, Wipro and HCL
are readying plans to gain a bigger share of their largest market, US, by aggressively
chasing contracts being served by multinational rivals.
Analysts expect the top IT firms to grow between 23-27 per cent in the
FY2012 on the back of more number of discretionary projects, improved pricing, and
robust business volumes.

High Growth Industry Profile - Information Technology:

INDUSTRY SNAPSHOTS:
The computer systems design and related services industry is among the
economy's largest and fastest sources of employment growth. Employment increased
by 616,000 over the 1994-2004 period, posting a staggering 8.0-percent annual
growth rate. The projected 2004-14 employment increase of 453,000 translates into
1.6 million jobs, and represents a relatively slower annual growth rate of 3.4 percent
as productivity increases and offshore outsourcing take their toll. ("Industry output
and employment projections to 2014" by Jay M. Berman, Bureau of Labor Statistics)
However, the main growth catalyst for this industry is expected to be the
persistent evolution of technology and business' constant effort to absorb and
integrate these resources to enhance their productivity and expand their market
opportunities. Employment of computer and information systems managers is
expected to grow between 18 to 26 percent for all occupations through the year 2014.
(Career Guide to Industries 2006-07)

WORK FORCE ISSUES:

OUTSOURCING:
There is concern about federal, state and local government policy proposals
that may restrict overseas outsourcing where labor costs are lower. Some companies
move jobs overseas to remain competitive by managing labor costs. Others are
17

opening new markets overseas for their products and hiring local employees as an
incentive and an accommodation.

GOVERNMENT RESOURCES:
Some stakeholders believe that the government can offer tax relief to small
businesses for training their incumbent workers toward IT certification.

ROLE OF GOVERNMENT IN INDUSTRYS WORKFORCE

INICIATIVES:
Stakeholders also believe that government could serve as an honest broker for
specific issues such as promotion and image, forecasting the future of the workforce
and training needs. This could be a task for the public education system, where
children could be introduced to the new, dynamic global workplace and learn more
about the current business culture.

SKILL AND TRAINING:

Over 90 percent of IT workers are employed outside the IT industry, which
makes it necessary for them to have complementary training in their respective
business sectors such as health care, manufacturing or financial services. Employers
are also looking for well-developed soft skills, transferable IT skills and adaptability
in their workforce. Incumbent training programs may help in this respect, as could
community colleges.

SKILL SETS:
For all IT-related occupations, technical and professional certifications are
growing more popular and increasingly important. IT workers must continually
update and acquire new skills to remain qualified in this dynamic field. Completion of
vocational training also is an asset. According to a May 2000 report by the Urban
Institute, community colleges play a critical role in training new workers and in
retraining both veteran workers and workers from other fields.
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People interested in becoming computer support specialists generally need

only an Associate degree in a computer-related field, as well as significant hands-on
experience with computers. They also must possess strong problem-solving and
analytical skills as well as excellent communication skills because troubleshooting
and helping others are such vital aspects of the job. And because there is constant
interaction on the job with other computer personnel, customers, and employees,
computer support specialists must be able to communicate effectively on paper, using
e-mail, and in person. They also must possess strong writing skills when preparing
manuals for employees and customers.

RESOURCES:
For additional background information about the industry and details on the
grants, information about employment and training opportunities and workforce
development tools for employers, educators and workforce professionals.
Technology skills and computer proficiency are essential assets for workers in
all industries. Even if the career you choose does not focus solely on IT, the job will
most likely require the use of computers and technology to accomplish tasks and
process information. 92% of all IT workers are in non-IT companies, 80% of which
are in small companies (Information Technology Association of America).
For all IT-related occupations, technical and professional certifications are
growing more popular and increasingly important. IT workers must continually
update and acquire new skills to remain qualified in this dynamic field. Completion of
vocational training also is an asset. According to a May 2000 report by the Urban
Institute, community colleges play a critical role in training new workers and in
retraining both veteran workers and workers from other fields.
However, to achieve this growth, the sector has to continue to re-invent itself
and strive for that extra mile, through new business models, global delivery,
partnerships and transformation. A collaborative effort from all stakeholders will be
needed to ensure future growth of Indias IT-ITeS sector. We will need to rise up to
the new challenges and put in dedicated efforts toward providing more and more of
end-to-end solutions to the clients to keep the momentum going.
19

COMPANY PROFILE
OVERVIEW:
COMPANY: ICICI Bank (Industrial Credit and Investment Corporation of India) is
an Indian multinational banking and financial

services company

headquartered

in Mumbai, Maharashtra, India, with its registered office in Vadodara. In 2014, it was
the second largest bank in India in terms of assets and third in term of market
capitalization. It offers a wide range of banking products and financial services for
corporate and retail customers through a variety of delivery channels and specialized
subsidiaries in the areas of investment banking, life, non-life insurance, venture
capital and asset management. The bank has a network of 4,450 branches and 13,995
ATMs in India, and has a presence in 19 countries including India.
ICICI Bank is one of the Big Four banks of India, along with State Bank of
India, Bank of Baroda and Punjab National Bank. The bank has subsidiaries in the
United Kingdom and Canada; branches in United States, Singapore, Bahrain, Hong
Kong, Sri Lanka, Qatar, Oman, Dubai International Finance Centre, China and South
Africa; and representative offices in United Arab Emirates, Bangladesh, Malaysia
and Indonesia. The company's UK subsidiary has also established branches in
Belgium and Germany.

BUSSINESS STRATEGY &APPROACH:

We help our customers focus on the core business activities by providing them
high quality and low risk solutions to their complex problems.
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We meet specific client requirements by developing strategic business

solutions using onsite, offsite and offshore project execution methodologies.
Provide consummate and laudable products aimed at customer satisfaction.
Maintain stringent time lines for the product deployment. Pride ourselves in providing
effective and efficient after sales support and service.

ORGANIZATION STRUCTURE:

CEO

VICE
PRESIDENT
(FINANCE)

VICE
PRESIDENT
(PROJECTS)

All MANAGERS

ASSISTANT VICE
PRESIDENT
(PROJECTS)

ASSISTANT
VICE PRESIDENT
(SALES)

All OFFICERS

GENERAL MANAGER
PROJECTS

GENERAL
MANAGER
(SALES)

MANAGER

TEAM LEADER

MANAGER

TEAM LEADER

TEAM LEADER

MANAGER

TEAM LEADER

The organizational structure of ICICI is as shown above is arranged in a

functional structure, has many levels of hierarchy and narrow span of control. In other
words it is a tall organizational structure and thus implies that communication is slow
21

MANAGER

because there is a big gap between the top management and the employees, and a
tight control is exercised by the CEO.
The arrangement of the organizational structure where the CEO has control
over all the different parts of the organization is a clear case where centralization is
applied. Centralization is the extent to which power and authority are retained at the
top organizational levels. It can be good in the sense that it allows for easier coordination for management and allow CEO to maintain full control on decisionmaking.
However it can be de-motivating for employees, as they do not participate in
decision-making and also the fact that CEO needs to take most of the decision implies
that he will have little time to concentrate on other more important tasks.
Even though there is two way communication and suggestions are
implemented, which is motivating employees as they are given importance but it is
only to a limited space. Final decision is in the hands of the CEO.

HUMAN RESOURCE FUNCTIONS:

The function of human resources (HR) departments is generally administrative
and common to all organizations. Organizations may have formalized selection,
evaluation, and payroll processes. Efficient and effective management of "human
capital progressed to an increasingly imperative and complex process. The HR
function consists of tracking existing employee data which traditionally includes
personal histories, skills, capabilities, accomplishments and salary. To reduce the
manual workload of these administrative activities, organizations began to
electronically automate many of these processes by introducing specialized human
resource management systems.
HR executives rely on internal or external IT professionals to develop and
maintain an integrated HRMS. Before the client server architecture evolved in the late
1980s, many HR automation processes were relegated to mainframe computers that
could handle large amounts of data transactions. In consequence of the high capital
investment necessary to buy or program proprietary software, these internally
developed HRMS were limited to organizations that possessed a large amount of
22

capital. The advent of clientserver, application service provider and software as a

service (SaaS) or human resource management systems enabled increasingly higher
administrative control of such systems. Currently human resource management
systems encompass:
1.
2.
3.
4.
5.
6.
7.
8.
9.

Payroll
Time and attendance
Appraisal performance
Benefits administration
HR management information system
Recruiting/Learning management
Performance record
Employee self-service
Scheduling
10. Absence management
The payroll module automates the pay process by gathering data on employee time
and attendance, calculating various deductions and taxes, and generating periodic pay
cheques and employee tax reports. Data is generally fed from the human resources
and time keeping modules to calculate automatic deposit and manual cheque writing
capabilities. This module can encompass all employee-related transactions as well as
integrate with existing financial management systems.
The time and attendance module gathers standardized time and work related efforts.
The most advanced modules provide broad flexibility in data collection methods,
labor distribution capabilities and data analysis features. Cost analysis and efficiency
metrics are the primary functions.
The benefits administration module provides a system for organizations to
administer and track employee participation in benefits programs. These typically
encompass insurance, compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects from
application to retirement. The system records basic demographic and address data,
selection,

training

and

development,

capabilities

and

skills

management,

compensation planning records and other related activities. Leading edge systems
provide the ability to "read" applications and enter relevant data to applicable
23

database fields, notify employers and provide position management and position
control. Human resource management function involves the recruitment, placement,
evaluation, compensation and development of the employees of an organization.
Initially, businesses used computer based information systems to:

produce pay checks and payroll reports;

maintain personnel records;

Pursue talent management.

Online recruiting has become one of the primary methods employed by HR

departments to garner potential candidates for available positions within an
organization. Talent management systems typically encompass:

analyzing personnel usage within an organization;

identifying potential applicants;

recruiting through company-facing listings;

Recruiting through online recruiting sites or publications that market to both

recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort, crossposting within and across general or industry-specific job boards and maintaining a
competitive exposure of availabilities has given rise to the development of a dedicated
applicant tracking system, or 'ATS', module.
The training module provides a system for organizations to administer and track
employee training and development efforts. The system, normally called a "learning
management system" (LMS) if a standalone product, allows HR to track education,
qualifications and skills of the employees, as well as outlining what training courses,
books, CDs, web based learning or materials are available to develop which skills.
24

Courses can then be offered in date specific sessions, with delegates and training
resources being mapped and managed within the same system.
The employee self-service module allows employees to query HR related data and
perform some HR transactions over the system. Employees may query their
attendance record from the system without asking the information from HR
personnel. The module also lets supervisors approve O.T. requests from their
subordinates through the system without overloading the task on HR department.
Many organizations have gone beyond the traditional functions and developed human
resource management information systems, which support recruitment, selection,
hiring, job placement, performance appraisals, employee benefit analysis, health,
safety and security, while others integrate an outsourced applicant tracking system
that encompasses a subset of the above.

WORKFORCE:
The proficient workforce at ICICI comprises of a group of highly trained engineers,
IT specialists & technicians who have developed a niche market and an appreciation
for mastering solutions to complex engineering problems, and developed software
solutions in profound disciplines.
Our engineers constantly keep themselves abreast with the latest trends in technology
that help ICICI stay one step ahead of its competition in its quest for knowledge and
perfection.
ICICI encourages growth and development within the organization and taps the
potential of its efficient workforce to be able cater to the demands of the constantly
expanding domain and market diversification

CSR:
At ICICI, corporate social responsibility (CSR) has been the cornerstone of
success right. The Corporation's objectives in this key performance area are enshrined
in its Mission statement: "To help enrich the quality of life of the community and
preserve ecological balance and heritage through a strong environment conscience.
25

ICICI Bank was established by the Industrial Credit and Investment

Corporation of India (ICICI) an Indian financial institution, as a wholly owned
subsidiary in 1994. The parent company was formed in 1955 as a joint-venture of
the World Bank, India's public-sector banks and public-sector insurance companies to
provide project financing to Indian industry. The bank was founded as the Industrial
Credit and Investment Corporation of India Bank, before it changed its name to the
abbreviated ICICI Bank. The parent company was later merged with the bank.
ICICI Bank launched internet banking operations in 1998.
ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a
public offering of shares in India in 1998, followed by an equity offering in the form
of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired
the Bank of Madura Limited in an all-stock deal in 2001 and sold additional stakes to
institutional investors during 2001-02.
In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group,
offering a wide variety of products and services, both directly and through a number
of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian
company and the first bank or financial institution from non-Japan Asia to be listed on
the NYSE.
In 2000, ICICI Bank became the first Indian bank to list on the New York
Stock Exchange with its five million American depository shares issue generating a
demand book 13 times the offer size.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved
the merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI
Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January
2002, by the High Court of Gujarat at Ahmedabad in March 2002 and by the High
Court of Judicature at Mumbai and the Reserve Bank of India in April 2002.
In 2008, following the 2008 financial crisis, customers rushed to ICICI ATMs
and branches in some locations due to rumours of adverse financial position of ICICI
Bank. The Reserve Bank of India issued a clarification on the financial strength of
ICICI Bank to dispel the rumours.
26

Role in Indian Financial Infrastructure: The bank has contributed to

the set-up of a number of Indian institutions to establish financial infrastructure in the
country over the years:
National Stock Exchange - The National Stock Exchange was promoted by
India's leading financial institutions (including ICICI Ltd.) in 1992 on behalf of the
Government of India with the objective of establishing a nationwide trading facility
for equities, debt instruments and hybrids, by ensuring equal access to investors all
over the country through an appropriate communication network.
Credit Rating Information Services of India Limited (CRISIL) - In 1987,
ICICI Ltd along with UTI set up CRISIL as India's first professional credit rating
agency.
CRISIL offers a comprehensive range of integrated products and service
offerings which include credit ratings, capital market information, industry analysis
and detailed reports.
National Commodities and Derivatives Exchange Limited - NCDEX is an
online multi-commodity exchange, set up in 2003, by ICICI Bank Ltd,
LIC, NABARD, NSE, Canara Bank, CRISIL, Goldman Sachs, Indian Farmers
Fertiliser Cooperative Limited (IFFCO) and Punjab National Bank.
Financial Innovation Network and Operations Pvt Ltd. - ICICI Bank has
facilitated setting up of "FINO Cross Link to Case Link Study" in 2006, as a company
that would provide technology solutions and services to reach the underserved
and underbanked population

of

the

country.

Using

technologies

like smart

cards, biometrics and a basket of support services, FINO enables financial institutions
to conceptualise, develop and operationalise projects to support sector initiatives
in microfinance and livelihoods.
Entrepreneurship

Development

Institute

of

India

- Entrepreneurship

Development Institute of India (EDII), an autonomous body and not-for-profit

society, was set up in 1983, by the erstwhile apex financial institutions like IDBI,
ICICI, IFCI and SBI with the support of the Government of Gujarat as a national
resource organisation committed to entrepreneurship development, education, training
and research.
27

North

Eastern

Development

Finance

Corporation

North

Eastern

Development Finance Corporation (NEDFI) was promoted by national level financial

institutions like ICICI Ltd in 1995 at Guwahati, Assam for the development of
industries, infrastructure, animal husbandry, agri-horticulture plantation, medicinal
plants, sericulture, aquaculture, poultry and dairy in the North Eastern states of India.
NEDFI is the premier financial and development institution for the North East region.
Asset Reconstruction Company India Limited - Following the enactment of
the Securitisation Act in 2002, ICICI Bank, together with other institutions, set up
Asset Reconstruction Company India Limited (ARCIL) in 2003, to create a
facilitative environment for the resolution of distressed debt in India. ARCIL was
established to acquire non-performing assets (NPAs) from financial institutions and
banks with a view to enhance the management of these assets and help in the
maximisation of recovery.

DEFNITION OF COMMUNICATION:
Communication is the soul of management and solid decision translated into
clear message that influence people to act and feel good about their performance
defined by Dianna Boo her
W.H.

Newman

and

C.F.Summer

Jr.

defines

communication

as,

Communication is an exchange of facts, ideas, opinions, or emotions by two or more

persons.
Definition offered by William Scott in his book Organization Theory appear
comprehensive

of

business

communication touches

all

aspects

of

the

communication process: Administrative communication is a process which involves

the transmission and accurate replication of ideas ensured by feedback for the purpose
of eliciting actions which will accomplish organizational goals.
OBJECTIVES OF COMMUNICATION
The main objective of all communications in an organization is the general
welfare of the organization. Effective communication is needed at all stages in order
to ensure this welfare.

28

At the planning stage, information is needed on the various aspects of the

enterprise, the feasibility of the project being undertaken, finances involved,
manpower required, marketing conditions, publicity campaigns, etc.
At the execution stage, orders are issued to the employees to start work, the
workers associated with the project are constantly motivated and kept involved, a
sense of discipline is cultivated among them and their morale is kept high.
All this requires constant two-way communication between the managers and
the employees.
Then at the assessment stage, the manager is again required to communicate
with various sources, both internal and external, to assess the success of the project,
and if a need is felt, to envisage modifications in the future plans.
In view of this elaborate and complex commercial structure, communication
can be used for any or more of the following objectives: Information Education
Advice Warning Order Raising morale Suggestion Motivation Persuasion.

Importance of communication to business:

Efficient working of the business: communication is essential for successful
and smooth running of organization to keep it in healthy and conducive environment
is created, organization goals and policies are conveyed to the employees and various
resources necessary for their accomplishment are coordinated.
Communication failures: Costly:-communication failure often prove costly for an
organization. They directly result in stoppage of production and loss of time and
indirectly create ill- will and low morale among employees affect productivity and
production.
29

Basis of managerial functions:-Communication precedes and permeates through

every managerial function, as Gorge Terry remarks it serves as a lubricant for
fostering the smooth operations of the management process. Various managerial
functions like anticipation, innovations, planning, organ sing leading directing,
motivating, controlling, building, human relations, total quality management zero
defect marketing and quality services, job satisfaction and enrichment maintain
relation with external parties, strategic management.

Forms of communication:One way communication: One way communication is characterized by absence

of feedback from the receiver to the sender. Here role of the sender and the receiver
are isolated, not interdependent. The sender conveys the message and the receiver has
to make out the meaning on his own as there is no scope for check back.
The effectiveness of this way of communication depends upon the speakers
ability and the receivers listening skill.

Message

Encode

Channel

Receiver
Decode
Meaning

Two way communication: Two way communication Involves active feedback

from the receiver to the sender to ensure that the receiver has understood the same
message which the sender intended to convey. This form of communication being
more interactive and interpersonal, allows better mutual understanding.

30

S
D
O
IV
R
C
L
E
N
A
H
M
G

Interpersonal Communication:
This is defined as communication between two or more people and involves
the transfer of information (or message) from one person to the other(s). The person
transferring the information is called the sender or transmitter. The people receiving
the message are known as receivers. The transmitter will need to send the information
in a format that the receiver(s) will understand. Converting the information into a
format that the receivers will understand is known as Encoding.
Messages can be encoded into a variety of formats oral, written or visual. After
encoding the message is transferred via a medium called a channel, for example a
letter, fax, phone call, or e-mail. After transference the information will need to be
interpreted by the receiver. This process of interpretation is known as decoding.
Finally the receiver will send a message back to the transmitter confirming whether
the information sent has been understood. This back check is known as feedback.

Intra personal communication:

31

Intra personal communication is internal dialogue occurring within the mind of

an individual, it may be clear or confused, depending upon the individuals state of
mind. If the individuals mind is in trouble and turmoil, the message will be unclear,
vague and confused. On the order hand, if the mind I silent and still, the internal
dialogue will become clear and perceptions of the individual will be more wide and
broad. To convey a message in an effective way with desired effect, it is essential that
intra personal communication should be clear. For this, it is imperative that
individuals mind should be silent and still and the individual should be more aware,
alert and alive to know the depth of message occurring in his conscious and
unconscious crust of mind.

Verbal communication:
Communication can be through direct and specific words or through body
movements. Verbal communication is through direct and specific words or through
body movements. Verbal communication is communication through spoken or written
words. This verbal communication can be oral as well as written. Oral communication
can take the form of letters, memos, reports, etc.

Nonverbal communication:
Nonverbal communication means transmission of meaning other than oral or
written words. This transmission can be through facial expression, body postures, eye
contacts, contacts, clothing, silence etc. Studies reveal that more than 65% of human
communication is through nonverbal clues than through written or spoken words.

Formal and Informal Communication:

Formal communication is defined as communication which occurs through the
official organizational channels or is undertaken by an employee to do their job. For
example official meetings, letters and a manager asking an employee to carry out a
particular task. Conversely informal communication is that which occurs outside the
recognized communication networks such as talking in the lunchroom or hallways
between employees. It has the potential to build teams, improve working relationships
and generate ideas as employees are in a relaxed environment.
32

Upward and Downward Communication:

Downward communication is communication created by directors and
managers and passed down the hierarchy of workers in the organization. In traditional
organizations this is the preferred method of communication i.e. Managers decide
what the systems, rules and procedures will be and then they pass these down to
employees they manage and supervise. Downward Communication can increase
efficiency by synchronizing organizational procedures and can ensure that everybody
is working towards the same overall aims and objectives.
This is communication which originates at the lower level of the employment
hierarchy and is then communicated up through the line. Organizations encouraging
upward communication believe that everybody is capable of generating thoughts and
ideas which may help the organization to progress, particularly when they are
working closely in the area that the idea applies to.
Upward communication may increase motivation and make employees feel
valued and respected whilst enabling managers to understand how employees are
feeling. Furthermore if problems occur at they are more likely to be identified earlier
by those working closely in the area that they occur.
Types of upward communications include suggestion schemes, feedback
forums/surveys, grievance procedures and employee-manager discussions.

Lateral Communication:
This is communication that occurs between employees on the same level in the
organization. As this can involve decision making it can create efficiency as
employees do not have to wait for managerial approval. On the other hand if the
manager is not kept informed or if the manager fails to set boundaries there is
potential for conflict.

Diagonal Communication:
This occurs when communication occurs between workers in a different
section of the organization and where one of the workers involved is on a higher level
in the organization. For example in a bank diagonal communication will occur when a
department manager in head office converses with a cashier in a branch of the bank
based on the high street.

Internal/Organizational Communication:
33

This is communication that takes place within (or across) an organization. In

addition to the usual face to face, telephone, fax or mail; modern organizations may
use technology to communicate internally. Technology may be used for e-mails or a
linked internal communication system such as the intranet which is an internet system
designed solely for use by those working for the organization.

External communication:
Conversely

external

communication

is

communication

between

the

organization and those outside the organization. Modern organizations may design
technological systems so that they can communicate with customers and undertake eCommerce. Alternatively they communicate with other businesses through the
internet or similar systems and undertake e-Business.

Functions of Internal and External Communication:

Technology has rapidly expanded the types of internal and external
communication available to organizations. The diagram illustrates the vast array of
internal and external communication available. Combined together internal and
external types of communications allow various sectors of the local, national and
international community to interact, liaise and conduct business.

THE COMMUNICATION PROCESS:

How do we describe communication process? The transmission
of the senders ideas to the receiver and the receivers feedback or

34

reaction to the sender constitute the communication process. The

main steps of this cycle are as follows:
1. Input: the information or ideas the sender wants to give the
receiver.
2. Channel: letter, fax, phone call, electronic mail, etc.
3. Message: the actual message that is sent.
4. Output: the information the receiver gets
5. Feedback: the receivers response (or non-response) to the message
6. Brain drain: the possibility of misunderstanding at any step (or
Breakdown)
We can illustrate this process with the help of the following
illustrations:
SENDER Input Channel: message RECEIVER Output Idea Letter, fax,
phone call, E-mail, etc. Feedback, Brain drain.
The communication process involves seven key elements as illustrated in the
diagram below.

COMMUNICATION THEORY:
35

Organizations cannot operate without communication. Communication can

take various forms but all forms involve the transfer of information from one party to
the other. In order for the transfer of information to qualify as communication, the
recipient must understand the meaning of the information transferred to them. If the
recipient does not understand the meaning of the information conveyed to them,
communication has not taken place.
Communication is the life source of organizations because organizations
involve people. People cannot interact with each other without communication. In the
absence of communication, everything would grind to a halt.
For example: The workers in an organization would not know the
organizations objectives so they would not strive to achieve the organizations
objectives.
The workers in an organization would not know what their roles and
responsibilities were, so they would not be able to carry out their daily tasks
and duties.
The managers would not be able to train their workers reports so the workers
would not possess the skills they needed to carry out their jobs.
The managers would not be able to inform workers of changes
The organization would not be aware of their competitors activities the list is
endless
On the whole people are able to communicate with each other as this is a basic
human function. However successful organizations strive not only for
communication but effective communication.

COMMUNICATION NETWORK:
Communication in the organization requires the system to channelize the flow
of information through certain mediums. The system or pattern used is called network
36

that works along hierarchical relationship and the mediums or vehicles used are
referred as medium of communication. Some authors call the network, channels. Thus
communication network is the regular pattern, system or structure, designed or build
up along hierarchical or person to person relationship through which information
flows in an organization. Communication network has following features:
(a)There is regularity in its pattern or structure.
(b)It is either designed (in case of formal communication) or is incidentally build up
out of friendship relations (in case of informal communication).
(c)I t refers to the person to person relationship either hierarchical or anarchical along
which information flows.
Communication Network can be
I. Formal
II. Informal

Communication Network

Formal

Upward

Informal

Downwa
rd

lateral

I. FORMAL COMMUNICATION NETWORK

37

Formal Communication networks are systems designed by management to

channelize the flow of communication along formal organization structure.

Advantages of Formal Communication: Its flow is deliberately created along

officially recognized positions to ensure smooth, orderly, accurate and timely flow of
information. Usually we talk of proper channel which means communication through
network prescribed in the organization.

The most common way of explaining formal communication network is with

organizational chart.

Managing
Director

Accounts&
Finance
Manager

Production
Manager
Personal
manager

Marketing
Manager

Manager
Plant

sales officer
ll

sales officer
ll

Manager
Plant

Cost
Accounts

Manager
Plant

Supervisor
l

sales officer
ll

Manager
Accounts

Supervisor
ll

Supervisor
lll

Advantages of formal communication:

1. It passes through line and authority and consequently ensures the maintenance of
authority as well as accountability of the executives in charge.
2. It helps to develop intimate relations between immediate boss and his subordinates.
38

3. It ensures authenticity and genuineness of the matter communicated because of

responsibility of the person involved.
4. It keeps uniformity in the dissemination of information.

Disadvantages of Formal Communication:

1. It increases the workload of various managers as all communications are to be
transmitted through them.
2. It widens the communication gap between top executives and employees at the
lower level. As a result it adversely affects their relationships.
3. It dilutes the accuracy of the message when filtering and coloring take place at the
middle level.
4. It encourages the tendencies of red tapism, delay tactics and suppressing of
information by boss for causing unnecessary harassment to the subordinate.

Types of Formal Communication:

The formal communication can assume any of the following direction:
Downward
Upward
Horizontal
The objectives of downward communication communication flowing from top
to bottom is to directions to explain organizational policies and procedures, to
motivate employees, to educate subordinates, etc. The objectives upward
communication communication flowing from subordinate to superiors is to give
feedback to suggestions, to convey new ideas, etc. The objective of lateral or
39

horizontal communication communication flowing between persons at the same

hierarchical level is to coordinate, to exchange information, or to resolve conflict
among different departments.

II. INFORMAL COMMUNICATION:

Informal communication takes place outside the formally prescribed and
planned network or channel.

Unlike formal communication which deliberately

created or documented; it is spontaneous and off the records and beyond

organizational hierarchy. It has no set rules and regulations and no particular
direction. It is also called Grapevine.
Usually formal and informal communication goes side in the organization.
Certain organizations encourage informal communication along with the formal
communication so that effective communication may take place. David Krackhardt
and Jeffery Hanson profoundly remark, If the formal organization [communication]
is the skeleton of a company the informal is the central nervous system.

Advantages of Informal Network:

Informal communication network provides the following advantages:
1. Speedy and Spontaneous: compared with formal communication network
information communication flows at faster speed in spontaneous way. Through this,
certain formal messages can be confirmed, expanded and expedited.

2. Multi directional: Informal communication is multidirectional as a result, it can

flow to any direction and degree, with no constraint whereas hierarchical constraints
are imposed on the formal network. Because of these advantages there is easy and
economical access of communication to large number of employees in organization.

40

3. Social relations: Informal communication strengthens the social dimensions of the

organization as it provides platform for employees social gatherings not only in
organization but outside the organization also.
4. Catharsis: Informal communication is cathartic as it enables the employees to
discharge their negative emotions and feel relieved through talking and meeting each
other.
5. Circumventing: Informal communication sometimes help to bypass official
channels which are unnecessarily cumbersome and time consuming.
6. Supplementing: Informal communication supplements the formal communication.
There are certain matters which are difficult to communicate through formal channels,
like feelings of employees towards executives either general or particular with regard
to certain decision.
Cutting feedback through informal channels management can think over their policies
and procedures.

Disadvantages of Informal communication

The informal communication has certain disadvantages and draw backs, discussed
below:
Misleading: It usually happens that informal communication carries half-truth,
rumors, false and fabricated stories etc. Because of lack of their accuracy and
authenticity they misinform employees or executives or even mislead them.
Distortions: The changes of distortion of the message are very high as every person
hearing the message tries to add, subtract, mould, or color the message according to
his whims and wishes.
Disastrous for organizations: Rumours, distorted messages, gossips etc. Create
misunderstandings among employees and adversely affect their relations. Sometimes
executives take decisions based on wrong feedback or sometimes employees
41

unnecessarily react to certain management decision because of their wrong

presumptions and prejudices.
No responsibility: Informal communication responsibility for misinformation or
misleading facts can be pinpointed. This is not so in case of informal communication

Types of Informal Communication or Grapevine:

There are four types of informal communications:
(a)Single stand

(b) Gossip

(c)Probability

(d) Cluster

A) In single stand each person tells the other in sequence.

B) In gossip one individual tells all on non-selective basis.
C) In probability, the individuals randomly according to the law of probability.
D) In cluster the individual tells the other selectively i.e. to persons whom he trusts.
Of the four cluster is most popular in the organization .

Types of Grapevine chain:

Single stand Each tells one another
Gossip-One tells all
Probability-Each randomly tells others
ClusterSome tell selected others most typical

BARRIERS TO EFFECTIVE COMMUNICATION:

Communication is complete and perfect when the receiver understands the
message in the message in the same sense and spirit as the communicator intends to
42

convey. But practically it has not been noticed that such perfect and complete
communication does not take place because of certain obstacles or other factors know
as communication barriers.

Semantic Barriers:
Different languages-Employees at organization have no common language. This
problem is more acute in culturally diversified organization and multinationals.
Different Context for words and symbols-Words and symbols used have several
meanings depending upon the context in which they are used.
Poor Vocabulary-It hinders the communicator to convey written of verbal message
in right sense, should know the clear and precise meaning of used inappropriate
replacement

Physical Barriers:
Noise- Any disturbance or interference that reduces the clarity and effectiveness of
communication is called noise that may be physical or psychological, written or
visual
Improper time It hinders process of communication. Message requiring action in
distant future may be forgotten.
Distance-It acts as barrier between sender and receiver to convey message, similarly
transactions because of distance of miles, communication may be ineffective.
Inadequate or overloaded information - fall short distracts the readers attention
and dilutes the theme of message. It is imperative that information should be adequate
neither less than desired, nor more than wanted. If this is not so, it fails to serve the
purpose of communication.

43

Organizational barriers:
Organizational Rules and Regulations-Formal communication may restrict flow of
messages. Sometimes it happens that important messages are omitted or manipulated.
Observance of rigid rules and regulations relating to communication causes delay of
message and discouragement to employees in conveying their creative and innovative
ideas. On other hand these are flexible and communication is free, employees feel
encouraged and motivated to come up with new ideas and opinions.
Nonconducting of staff meetings- It is conducted to know the grievances and
suggestions of employees. I organizations where such meetings and conferences are
missing free flow of communication is interrupted and gap between persons being
ruled.
Wrong choice of channel- There are many mediums and channels of communication
available, like face to face, oral communication, telephonic, Email and audio visual.
Each channel is not ideal and perfect in every situation.
Hierarchical Relationship- Formal boss-subordinate relationship in organization
structure also restricts the free flow of communication specially upward
communication ,gap exists between employees and executives, distorted and designed
either with exaggerations or understatements, sometimes with false and fabricated
stories leads to distrust and disappointment among employees and disruption of the
congenial communication environment.

Psychological Barriers:
Selective Perceptions- Our sensory receptors have their own limitations. As a result
we perceive not the whole spectrum, but selective symbols based upon our needs,
motives, experiences, background, etc.

44

Premature Evaluation- It is human tendency that we try to evaluate quickly. We do

not listen or read the whole, but try to infer from certain part of message premature
evaluation can overcome by emphatic listening or suspending judgment for the time
being.
Different comprehension of reality- Reality is not absolute concept it is relative to
different persons. Each person has unique sensory receptors and mental filters. As a
result our abstractions, inferences and evaluations are different. Abstraction is process
of focusing attention on specific details and ignoring others. Due to this we fail to
comprehend the situation as a whole and even fail to understand other persons point
of view as we think ourselves right.
Attitude of superiors- The general attitude of superiors about communication, affects
the flow of communication. If the superiors are afraid of delegating authority and lack
confidence in themselves as well as in their subordinates,
Attitude of subordinates- The negative attitude of subordinates also affects the
communication flow. Their inferiority complexes, unwillingness to share information
and fear of action are the obvious barrier to communication.
Poor listening- It is psychological barrier most of the people just hear, do not listen
attentively. If they listen selectively taking the desired part and ignoring undesired
part of the message.
Egotism- It is diametrically opposed to transmission of understanding the most vital
aspect of communication. The self-centered persons think that their own ideas are
more important and others are wrong. Such people are bad listeners.
Emotions- Positive emotions such as solve, affection and compassion smoothen the
flow of communication whereas negative emotions such as hatred, anger, anxiety
obstruct the communication process. Excited, frightened and perplexed individuals
cannot think rationally and consequently transmit their negativity to others. They
cannot receive the message as it is. Therefore, effective communication requires a
soothed heart and silent mind.
45

Leaky bucket:
At each stage in the process encoding, transference, and decoding there is the
possibility of interference which may hinder the communication process. This
interference is known as noise. Often a comparison is made between communication
and a leaky bucket. If you use a leaky bucket to carry water, water will be lost at
various points in your journey from the water tap to your destination. It is not possible
to stop losing water because the bucket contains holes.
The amount of water you will lose will be determined by the number of holes
in the bucket, the size of the holes, the route you take to your final destination and
length of time it takes you to get to your destination. There may also be other events
that occur during your journey which increase the amount of water lost. Similarly
when information is transferred from the transmitter to the receiver not all of the
information may be received by the receiver because of holes called noise.
Each of the noise may be affect the amount of information transferred. Just as
in a leaky bucket, more holes decrease the amount of water, more noise decreases the
amount of correct information received. Noise can take a variety of forms including

46

Language issues and Cultural Differences:

The receiver(s) may not (fully) understand the language used by the
transmitter. This may occur if the transmitters language is foreign to the receiver.
There may also be language problems (that the communication process) if the
message contains technical information and the receivers is not familiar with the
technical terms used. Cultural differences created by an individuals background and
experience affect their perception of the world. Such cultural differences may affect
the interpretation (decoding) of the message sent.

Environmental issues:
If the environment that the transmitter or receiver are in, is noisy and full of
sound, the sounds may prevent the message being fully understood. Background noise
is often created by colleagues or machinery.

Channel issues:
47

If the channel used to transfer the information is poor it may prevent all or
some of the information being transferred. Examples include a faulty fax machine, a
crackling phone, handwriting that cannot be read or in the case of oral messages
incorrect facial gestures.

Receivers Attitude and behavior:

If the receiver(s) is not interested in the message (or unable to give their full
attention to decoding) this may reduce the amount of information received or the
accuracy of the information transmitted to them. Similarly the receiver(s) may
misinterpret the message by "jumping to conclusions" or reading the message in a
manner that suits their own interests/objectives and distort the true meaning of the
message.

Transmission journey:
Steps in the message, if the message is complicated or there are lots of steps
taken to transfer the message it may affect the accuracy or interpretation. Comparing
with the leaky bucket if the leaky bucket has to carry water over a longer distance
more water will probably lost than if the journey was shorter.

Common Causes of Problems in Organizational Communications:

1. If I know it, then everyone must know it.
Perhaps the most common communications problem is managements' (leaders'
and managers') assumption that because they are aware of some piece of information,
than everyone else is, too. Usually staff isnt aware unless management makes a
deliberate attempt to carefully convey information.

2. We hate bureaucracy -- we're "lean and mean."

When organizations are just getting started, their leaders can often prize
themselves on not being burdened with what seems as bureaucratic overhead, that is,
as extensive written policies and procedures. Writing something down can be seen as
48

a sign of bureaucracy and to be avoided. As the organization grows, it needs more

communications and feedback to remain healthy, but this communication isn't valued.
As a result, increasing confusion ensues -- unless management matures and realizes
the need for increased, reliable communications.

3. I told everyone, or some people, or...?

Another frequent problem is managements' not really valuing communications
or assuming that it just happens. So they're not aware of what they told to whom -even when they intended for everyone to know the information.

4. Did you hear what I meant for you to hear?

With today's increasingly diverse workforce, it's easy to believe you've
conveyed information to someone, but you aren't aware that they interpreted you
differently than you intended. Unfortunately, you won't be aware of this problem until
a major problem or issue arises out of the confusion.

5. Our problems are too big to have to listen to each other!

Particularly when personnel are tired or under stress, it's easy to do what's
urgent rather than what's important. So people misunderstand others' points or
understand their intentions. This problem usually gets discovered too late, too.

6. So what's to talk about?

Lastly, communications problems can arise when inexperienced management
interprets its job to be solving problems and if there aren't any problems/crises, then
there's nothing that needs to be communicated.

7. There's data and there's information.

As organizations grow, their management tends to focus on matters of
efficiency. They often generate systems that produce substantial amount of data -- raw
information that doesn't seem to really be important.

8. If I need your opinion, I'll tell it to you.

Lastly, communications problems can arise when management simply sees no
value whatsoever in communicating with subordinates, believing subordinates should
shut up and do their jobs.

Key Principles to Effective Organizational Communication:

49

1. Unless management comprehends and fully supports the premise that organizations
must have high degrees of communications (like people needing lots of water), the
organization will remain stilted. Too often, management learns the need for
communication by having to respond to the lack of it.
2. Effective internal communications start with effective skills in communications,
including basic skills in listening, speaking, questioning and sharing feedback (see
Communications Skills. These can developed with some concerted review and
practice. Perhaps the most important outcome from these skills is conveying that you
value hearing from others and their hearing from you.
3. Sound meeting management skills go a long way toward ensuring effective
communications, too. A key ingredient to developing effective communications in
any organization is each person taking responsibility to assert when they don't
understand a communication or to suggest when and how someone could
communicate more effectively.

Implementation of Communication Controlling:

Implementation Prerequisites:
As they are linked to corporate goals, communication controlling systems need
to reflect the specific strategy, structure and culture of a company. Although the terms,
tools and processes of communication controlling are universal, the concept needs to
be adapted to the specific requirements of any organization.
There are many factors which influence the communication controlling system
including how clearly a company has defined its corporate objectives, whether it uses
a Balanced Score card or other performance management tools, in how far
measurement and evaluation are part of the corporate culture, and the organization of
the communication function.
Professional communication controlling always needs to take both
effectiveness a deficiency into account, but the way this is done is flexible. Depending
on what is asked from corporate communication, the management system can have a
stronger focus on strategic or operational tasks, on impacts or processes. The deeper
goal-orientation, focus on processes, and willingness to innovate are rooted in a
50

corporate culture, the easier a comprehensive communication controlling system can

be introduced.
For the successful implementation, it is particularly important that top managers
show their commitment. To avoid rejection and win the support of their colleagues,
communication managers need strong and visible backing from senior executives. It
may also be helpful to put forward organizational challenges, such as internal
competition for resources or the need to comply with audit requirements and
performance targets.
Communication controlling is still a young discipline. It is fairly new for most
companies and implementation asks for considerable effort, including behavioral
change among PR professionals and corporate communicators. Another critical
success factor is a close co-operation with those who are in charge of management
accounting on corporate level.

Controlling Practice of Communication:

The aim was to align communication objectives with strategic business goals.
The new steering system provided a common base for budget decisions within
communication worldwide and enabled the department to prove its contribution to
corporate value creation, communication tasks to all employees in order to align them
with strategic communication objectives. Another aim was to steer the most important
communication projects at the corporate and business unit level. The third objective
was to steer and evaluate the external services providers to keep them in tune with the
company-wide communication goals and to assure the quality of their work.

DATA ANALYSIS AND INTERPRETATION

4.1 What method of communication is most commonly used in the organization?
Rank the following.
Methods of communication
Face to face meeting
Email
Letters
Telephone
Any other-video conference
Total

No of Respondents
24
29
13
23
16
30

51

Percentage
80
97
43
77
53
100

Rank
2
1
5
3
4
5

120
100
80
Series 1

60

Series 2

40
20
0
Face to face 1

Emails 2

Letters 3

Telephone 4

any other 5

Analysis & interpretation

The table 4.1 shows the different communication methods used by Sum Total
Systems. It is observed the 29 out of 30 respondents 97% communicate through
Emails, 24 respondents 80% use face to face communication , 23 respondents 77
%used Telephone, 16 respondents 53% use video conferences, 13 respondents 43 %
through letters.
It is concluded that the majority of the respondent opinioned that the most
common method of communication use of in ICICI is Email communication, because
they are in Software Company.

4.2 Which is the most frequent problem you have faced when receiving information?
Problem
Incomplete message
Different interpretation of word
Distraction
Information overload

No of Respondents
9
7
3
11

Percentage
30
23
10
37

Total

30

100

52

Problems faced when receiving information

1st Qtr

30

37

2nd Qtr
3rd Qtr
4th Qtr

23

10

Analysis & interpretation:

From the above table 4.2 shows that the most frequent problem faced when
receiving information in ICICI, majority of the employees 37% opinioned that
informaton overload as the main problem when receiving information, followed by 30
% incomplete message, 23 % different interpretation of word and 10 % distraction of
the as problem faced by them when they recive the information.
It is confirmed that information overload is the main problem, they face while
reciving the information, as they receive in the form of many mails from many people

4.3 Does managers allow/considers feedback from employees?

Feedback

No of Respondents

Percentage

Always

10

33

Sometimes

14

47

Never

13

No response

Total

30

100

53

managers considers feedback from employees

10

1.2
1st Qtr
40

2nd Qtr
3rd Qtr

43

4th Qtr

Analysis & interpretation:

From table 4.3 shows that managers allow/considers feedback from
employees. it can be seen that 43% of the employee said that managers at ICICI only
consider their feedback sometimes, following 40% always, 10% never considered
their feedback.It inferes communication being more interactive and interpersonal,
allows better mutual understanding.

4.4 Does the Manager provide feedback to employees?

Statement

No of Respondents

Percentage

Always

30

20

Sometimes

95

63

Never

25

17

Total

150

100

54

Frequency of Manager providing feedback to employees

17

20
1st Qtr
2nd Qtr
3rd Qtr
63

Analysis & interpretation:

Table 4.4 shows the opinion of the employees about feedback provision to
employees.It is observed that 20% respondents opinioned that managers provides the
feedback to employees always , 63% followed by sometimes and 17% never. This is
good sign because giving feed back to employees sometimes will be encouraging and
will help manager to advice employees on their performance and ways to improve
them, communication being more interactive and interpersonal, allows better mutual
understanding between managers and employees. Downward Communication can
increase efficiency by synchronizing organizational procedures and can ensure that
everybody is working towards the same overall aims and objectives.
4.5 What is the frequency of communication between the CEO and employees?
Frequency

No of Respondents

Percentage

Frequently

18

60

Rarely

10

33

No response

Total

30

100

55

Frequency of communication
7
1st Qtr
33

2nd Qtr

60

3rd Qtr

Analysis & interpretation:

As shown above, table 4.6 shows that the frequency of communication
between the CEO and employees. Out of 30 employees 18 respondents, 60% say that
communication between CEO and employees are frequent.13 respondents 33% say
that it is rarely, and 2 i.e. 7% not responded. That is if the Chairman passes a message,
which is intended, for a particular employees, it may increase motivation and make
employees feel valued and respected whilst enabling it takes less time reaching them,
transfer of information can be faster and effective

4.6 Is there any training program on communication skills?

Training program present

No of respondents

Percentage

Yes

22

77

No

23

Total

30

100

56

Training program on communication skills

23

1st Qtr
2nd Qtr
77

Analysis & interpretation:

The table 4.6 shows that is there any training program on communication
skills.
It shows that out of 30 respondents, 22 are saying yes and 8 are saying no. It can be
concluded that majority (77%) of the respondents agreed that management conducts
training and development program .others did not. This implies that training given to
employees for development and improvement in performance can be seen by through
these training programs to communicate better without any ambiguity of information.
This is mutually beneficial to employees and employers as well to develop.

4.7 How often feedback is collected from middle level and lower level?
Feedback collected

No of respondents

Percentage

Weekly

13

Monthly

12

40

Quarterly

27

No response

20
57

Total

30

100

Collection of feedback
20

13

1st Qtr
2nd Qtr
3rd Qtr

40

27

4th Qtr

Analysis & interpretation:

The table 4.7 shows that feedback collected from middle level and lower level
are taken to improve communication skills in the organization. It shows that out of 30
respondents 4 said that they are interacted and feedback is collected weekly, 12
monthly, 8 quarterly and 6 did not respond to it. It can be concluded that 40% of
respondents agreed that feedback is collected every month. This implies that
responding to feedback provided from middle level and lower levels is a very
important for good communication showing two way process, which is essential in
every organization to run properly.
4.8 Do you give suggestions to your seniors?
Suggestions

No of respondents

Percentage

Yes

23

77

No

20

No response

Total

30

100

58

Employees give suggestions to seniors

3

20

1st Qtr
2nd Qtr
3rd Qtr
77

Analysis & interpretation:

The table 4.8 shows that employees give suggestions to seniors. It shows that
out of 30 respondents 23 said they give suggestions to seniors and 7 said they dont
suggest. It can be concluded that majority (77%) agree that they suggest their seniors.
This shows that there exists good industrial relations there is no much hierarchic
difference listening from lower employees which is encouraging upward
communication believe that everybody is capable of generating thoughts and ideas
which may help the organization to progress, particularly when they are working
closely in the area that the idea applies to. Upward communication may increase
motivation and make employees feel valued.
4.9 Are your suggestions implemented?
Suggestions Implemented

No of respondents

Percentage

Always

25

83

Sometimes

Never

10

Total

30

100

59

Implemention of suggestions
7 1.2

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
83

Analysis & interpretation:

The table 4.9 shows that how frequently employees suggestions are
implemented 25 out of 30 i.e. 83%respondents say that always their suggestions are
implemented, 7% of respondents said sometimes, 10% said that they never
implemented. This implies employees are being valued and motivated because their
suggestions are implemented this will be a motivating factor and encouraging. Good
relations are maintained for healthy climate encouraging upward communication
believe that everybody is capable of generating thoughts and ideas which may help
the organization to progress, particularly when they are working closely in the area
that the idea applies.
4.10 How often meetings are conducted in the organization?
Meetings conducted

No of respondents

Percentage

Weekly

Monthly

17

57

Quarterly

23

No response

17

Total

30

100

60

Frequency of meetings conducted in the organization

1.2 3
1st Qtr

23

2nd Qtr
3rd Qtr
4th Qtr

52

Analysis & interpretation:

The table 4.10 shows that how often meetings are conducted in the
organization. It shows that out of 30 respondents 17 said that it is conducted every
month.7 said it is quarterly, 1 said it is weekly. It can be concluded that majority
(57%) said that meetings are conducted monthly in the organization. That shows
interaction between employees is very important for more information sharing and
discussing progress of work where it has reached and further changes of modification
and improved plans to complete the work can be made.
4.11 What type of communication is generally followed in the organization?
Type of communication

No of respondents

Percentage

Top down

10

Bottom top

Both the ways

24

80

No response

Total

30

100

61

Type of communication
1.2 10

1st Qtr

2nd Qtr
3rd Qtr
4th Qtr

80

Analysis & interpretation:

The table 4.11 shows that is it two way interaction process. It shows that out of
30 respondents 24 said that it is two way communication process. 3 said that top to
down, one said bottom to top. It can be concluded that majority (80%) of the
respondents opinioned that training is two way communication process, which is very
good sign of communication in the organization, where there would be less space of
ambiguity gives more clarified information to all, being more interactive and
interpersonal, allows better mutual understanding.

4.12 What is the satisfaction level of communication system in the organization?

Satisfaction level

No of respondents

Percentage

High level

20

Medium level

20

67

Low level

13

Total

30

100

62

satisfaction level of communication system

13

20
1st Qtr
2nd Qtr
3rd Qtr

67

Analysis & interpretation:

The table 4.12 satisfaction level of communication system in the organization.
It shows that out of 30 respondents 20 said that they are medium level, 6 said that
high level, 4 said that low level .It can be concluded that majority (67%) of the
respondents opinioned that medium level satisfaction in employees at the
organization. The system needed to be improved by increasing satisfaction levels
encouraging more interactions in the communication system, thus moved from middle
level to high level.

4.13 Is there any communication gap between management and employees?

Communication gap

No of respondents

Percentage

Yes

12

40

No

18

60

Total

30

100

63

Communication gap

1st Qtr
40

2nd Qtr

60

Analysis & interpretation:

The table 4.13 shows that communication gap between management and
employees. It shows that out of 30 respondents 18 said that no communication gap
between management and employees, 12 said there a gap. It can be concluded that
majority (60%) of the respondents felt there is no communication gap between
management and employee, which is inferring good sign of interpersonal
communication existing the organization. But can be improved by making others to
communicate or get interacted with management to move from 60% to more.

4.14 Do you have the liberty to discuss all your problems with your seniors?
Liberty to discuss

No of respondents

Percentage

Yes

24

80

No

17

No response

Total

30

100

64

communication mechanism
17

3
1st Qtr
2nd Qtr
3rd Qtr
80

Analysis & interpretation:

The table 4.14 shows that what type of communication mechanism is in the
organization. It shows that out of 30 respondents 5 said that one way communication
mechanism, 140 said that its two way communication mechanism and five not
responded. It can be concluded that majority (93%) of the respondents felt that it is
two way communication mechanism, which is a very good way of communication in
the organization. communication being more interactive and interpersonal, allows
better mutual understanding.

4.15 Do you discuss any work related difficulties with your colleagues?
Discussion present

No of respondents

Percentage

Yes

15

83

No

17

Total

30

100

65

Discussion of work related difficulties with colleagues

17
1st Qtr
2nd Qtr

83

Analysis & interpretation:

The table 4.15 shows discussion of any work related difficulties with
colleagues in the organization. It shows that out of 30 respondents 24 said that they
communicate with their colleagues, 5 said that they dont discuss and one not
responded. It can be concluded that majority (83%) agreed that they discuss any of
work related difficulties with colleagues in the organization. Implies that there is
Horizontal communication exists in the organization and helps to solve many issues
causing confusion, doubt of any problem gets clarified with discussion.

4.16 Are you satisfied with the work environment in the organization?
Satisfaction

No of respondents

Percentage

Yes

30

100

No

No response

Total

150

100

66

Employees satisfaction with work environment

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

100

Analysis & interpretation:

The table 4.16 shows that employees are satisfied with the work environment
in the organization. It shows that out of 30 respondents 30 said that they are satisfied.
It can be concluded that majority (100%) of the respondents opinioned that they are
satisfied with the work environment in the organization. Because it is having very
good work environment spacious with proper aeration and lighting, along with wellmaintained lawn having good space for relaxation, even having view to beach create
pleasant experience.

4.17 Are you aware of all the policies and practices of your organization?
Statements

No of response

Percentage

Yes

21

70

No

27

No response

Total

30

100

67

Awareness of employees
1st Qtr

2nd Qtr

27

3rd Qtr
4th Qtr
70

Analysis & interpretation:

The above table 4.17 shows that do all the employees aware of all the policies
and practices of your organization. It shows that out of 30 respondents 21 said that
they are aware of all the policies and practices of organization, 8 said they are not
aware and one not responded. It can be concluded that majority (70%) agreed that
they aware of all the policies and practices of your organization, which shows
awareness towards companies policies and practices and having knowledge of these
will make employees have answer for many queries about company rules which they
need to follow.

4.18 Do you think there is effective communication in your organization?

Effective communication

No of respondents

Percentage

Yes

20

67

No

10

33

No response

Total

30

100

68

Effective communication

1st Qtr

33

2nd Qtr
67

Analysis & interpretation:

The table 4.18 shows that the employee there is effective communication in
organization. It shows that out of 30 respondents, 20 said that there is effective
communication in your organization.10 said that there is no there is effective
communication in your organization. It can be concluded that majority (67%) agree
that there is effective communication in your organization is needed at all stages in
order to ensure welfare of both employee and the organization mutually, that helps
deeper goal-orientation, focus on processes, and willingness to innovate are rooted in
a corporate culture.

4.19 How frequently do you receive incomplete messages from your seniors?
Frequency of receiving

No of respondents

Percentage

Always

Never

13

43

Some times

16

53

No response

Total

30

100

69

Frequency of incomplete messages

1st Qtr

2nd Qtr
3rd Qtr

43

4th Qtr

53

Analysis & interpretation:

The table 4.19 shows that they frequently do you receive incomplete messages
from your seniors. It shows that out of 30 respondents, 16 said that they are
sometimes receive incomplete messages from seniors, 13 said that they never receive
incomplete messages from seniors and one not responded. It can be concluded that
majority i.e. more than half(53%) of the respondents receive incomplete messages
from seniors, due to information overload, distraction, different interpretation of
word, there exist incomplete messages from seniors because there are number of
mails and sometimes get ignored as well.
4.20 Is there a grapevine communication existing in the organization?
Grapevine communication

No of respondents

Percentage

Yes

13

No

26

87

No response

Total

30

100

70

Grapevine communication

13
1st Qtr

2nd Qtr

87

Analysis & interpretation:

The table 4.20 shows that there any grapevine communication existing in the
organization. It shows that out of 30 respondents, 25 said that there is grapevine
communication existing in the organization, 5 said that there is no grapevine
communication existing in the organization. It can be concluded that majority i.e.
more than half (83%) of the respondents agree that there a grapevine communication
existing in the organization. That is nothing but informal communication it takes
place outside the formally prescribed and planned network or channel. It is
spontaneous and off the records and beyond organizational hierarchy. It has no set
rules and regulations and no particular direction.
4.21 Does informal communication exist in the organization?
Statements

No of respondents

Percentage

Yes

17

No

25

83

No response

Total

30

100

71

Informal communication

17

1st Qtr
2nd Qtr

83

Analysis & interpretation:

The table 4.21 shows that there any grapevine communication existing in the
organization. It shows that out of 30 respondents, 5 said that there is no informal
communication exist in the organization, 25 said that there is informal communication
exist in the organization. It can be concluded that majority i.e. more than half (83%)
of the respondents agree that there informal communication exist in the organization,
which implies that there it has the potential to build teams, improve working
relationships and generate ideas as employees are in a relaxed environment. It is
spontaneous and off the records and beyond organizational hierarchy. It has no set
rules and regulations and no particular direction.
4.22 a) I n your opinions do the following communications exist in the organization?
Statements

No of respondents

Percentage

Horizontal Yes

29

97

Horizontal No

Total

30

100

72

Horizontal communication
3
1st Qtr
2nd Qtr

97

Analysis & interpretation:

The table 4.22 a) shows that there any horizontal communication existing in
the organization. It shows that out of 30 respondents, 29 said that there is horizontal
communication existing in the organization, 1 said that there is no horizontal
communication existing in the organization. It can be concluded that majority (97%)
of the respondents agree that there a horizontal communication existing in the
organization, that shows employees at same levels can be communicated, to build
team spirt among colleagues .

4.22 b) I n your opinions do the following communications exist in the organization?

Opinions

No of respondents

Percentage

Vertical yes

27

90

Vertical no

10

Total

30

100

73

vertical communication

10
1st Qtr
2nd Qtr

90

Analysis & interpretation:

The table 4.22 b) shows that there any vertical communication existing in the
organization. It shows that out of 30 respondents, 27 said that there is vertical
communication existing in the organization, 3 said that there is no vertical
communication existing in the organization. It can be concluded that majority i.e.
more than half (83%) of the respondents agree that there a vertical communication
existing in the organization, which shows hierarchical communication is also proper
at levels of the organization.

FINDINGS
ICICI does well for the functioning but also bears the title of causing of
problem. It is a tall organizational structure and thus implies that communication is
slow because there is a big gap between the Chairman/Manager and the employees.
The fact that the structure is tall and information has to pass through many
people, encourage employee to change information to maintain a positive image of
themselves because they know that it will be difficult for managers to trace the one
responsible.
74

At some point employees had two immediate supervisors, which they had to
report to that is there was no unity of command. This usually created some conflict,
as both supervisors understood information differently.
At ICICI mails are used extensively and it usually leads to unnecessary
messages being sent. This create information overload can be really bad because
employee or manager can overlook important information, as they cannot decode all
the messages.
There is two ways in which communication overload can arise at ICICI.
Firstly with Manager encoding too many information at one time some of which is
irrelevant or when employees sent tons of emails to their supervisor and managers.
Face-to-face meeting can be inappropriate for people with weak listening
ability to understand the message that is being conveyed and is also time consuming
in the sense that the time lost could have being used in more productive activities.
ICICI uses a lot of Visual aids when carrying face-to-face meeting and video
conferences. It is very helpful to presenter in order to capture the attention of the
receiver of the message.
ICICI, feedbacks provided to employees are sometimes, feedbacks from
employees are rarely considered that is which is demotivating in developing, they
take into consideration any or very little feedback provided by the employees if they
are right.

Communication between CEO and Employees is frequent that shows freedom

of speech in ICICI. Training given on communication skills to employees should be
ensures and checked that it involves reaching every one.
Feedback is collected monthly from middle level and lower level, most of the
employees agree that they give suggestions to seniors, and these are being
implemented that shows importance given to employees that in turn helps in building
healthy and harmonious climate in the organization
Majority of (77%) employees in ICICI agreed that there is training program on
communication skills.
Maximum number of respondents (40%) expressed that feedback is collected
from middle level and lower level monthly.
75

The employees agreed that majority of (80%) said meetings are conducted
monthly in the organization.
Satisfaction level of communication system in the organization is medium
opinioned by (67 %) of the employees. It is a two way communication process
expressed by majority of (80%) in the organization.
Employees said that (80%) of them have liberty to discuss their problems with
seniors, (83%) of them even opinioned that they discuss work related difficulties with
their colleagues. All the employees are very happy with their work environment in the
organization. Companies policies and procedures are known to (70%) of the
employees.
The employees in the organization concluded that majority of (67%) agreed it
is two way communication mechanism and even think there is effective
communication. The frequency of receiving incomplete messages from seniors in the
organization is expressed by (53%) of employees, and others said never.
Grapevine communication doesnt exist in the organization opinioned by
(87%) majority of the employees.
Informal communication doesnt exist in the organization agreed by majority
of (83%) the employees.
Horizontal communication exist in the organization opinioned by majority of
(97%) the employees. Vertical communication also exists in the organization.
The employees of ICICI, agreed that have good relationship between
employees and management.

CONCLUSION
Knowing how to communicate to them has become imperative because if you
ineffectively communicate with them they wont feel valued thus may decide to
leave the organization.
A flatter organizational structure would also help to identify and solve the
problem of filtering of information, which is very common at ICICI.
All employees have to talk to manager about the issue. It is preferable for them to
put all their points on a single e-mail so that manager does not get bored and
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information does not repeat itself. In doing so, there is less risk that information
is overlooked with information over load.
Information overload can be controlled by having meeting with concerned team
leader so that clarifications can be made more and clarity is maintained.
Moreover Face to face meetings must be organized only for important issues
especially where the needs for feedback of employees are needed. Unnecessary
meetings should be avoided to reduce boredom of employees and allow them
more time to dedicate to their work.
In order to achieve that, ICICI should encourage and consider feedback from
employees. This will give them a sense of belonging to the organization, as they
would be participating in improving things and in decision-making. It can be
further strengthen with the open door policy.
Suggestions given are implemented increases sense of responsibility that will be
motivating to employees. Discussion of work related difficulties with colleagues
takes place, and all are satisfied with work environment show in healthy climate.
Satisfaction levels of employees can be improved with encouraging interactions
with more informal and even through formal communications, that helps both
employee and organizations development mutually.
Feedback from seniors must be given more feedback in positive way to
employees frequently, encouraging and motivating.
The management interaction levels may be increased, by weekly meetings to
check work how far it is achieved, so that if any changes required or to be altered
can be made.
As there is two way communication is majorly seen it can be continued for
effective communication in organization. Liberty to discuss with seniors should
be maintained.
Communication gap between management and employees should be improved.
Informal communication exist very less showing more customized to work that
need to improve to create more friendly environment.

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In conclusion the communication levels may be improved to benefit both the

employees and the management.

BIBLIOGRAPHY
The various books referred:

Rajendra Pal
J.Skoralanalli

Business communication
Sultan Chand and sons publications
1st Edition

SathyaSwaroopaDebasish

Business communication
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Bhagaban Das
Delhi

PHI Learning Private ltd New

1st Edition 2000

NamitaGopal

Business communication
New age international publishers
New Delhi
1st Edition 2009

Varinder Kumar
Bodh Raj

Business Communication
Kalyani publishers
2nd Edition 2004

Dalmarfisher

Organizational communication
JAICO publishing house Mumbai
2nd Edition

Websites

www.google.com
https://en.wikipedia.org/wiki/ICICI

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