National Institute of Business Management

Chennai - 020

SECOND SEMESTER EMBA/MBA

Subject : Business English

Attend any 4 questions. Each question carries 25 marks

(Each answer should be of minimum 2 pages / of 300 words)

1. Explain the process of Communication.

2. Discuss Personnel communication.

3. Explain the practical guidelines for using gender inclusive

language in business communication.

4. Explain the pressure of writing a performance review.

5. Explain the guidelines to overcome barriers to communication.

6. Describe in detail the classification of Communication.

25 x 4=100 marks
5.Guidelines to overcome barriers to
communication
Answers:
common barriers of communication
Answers:

Overcome the communication barriers are essential to en-

sure effective communication. Although it is not possible to eliminate
all the barriers, they can be minimized to a great extent. The following
guidelines are offered in this regard:..

1. Clear organizational policy: Organization should have adequate,

clear and explicit communication policies. Such policies will re-
duce confusion and promote the flow of communication.
2. Provision for feedback: In order to make communicate effective,
mangers should actively seek feedback from subordinates. Feed-
back reduces the chance of misunderstanding and disparity be-
tween the messages sends and received.
3. Reorganization: In order to create a favorable communication
climate, complex organization structure should be reorganized.
Reorganization may involve reducing authority layers and estab-
lishing clear authority and responsibility relationship.
4. Management development: For improving communication skills,
management development is necessary. This development is
possible through delegation of authority, decentralization, ar-
ranging seminars and workshops, providing training on comput-
ers and other electronic means of communication.
5. Orientation: Orientation refers to introducing the newly appoint-
ed employees with the company mission, goals, policies, rules
 and regulations, procedures etc. this can greatly enhance the ef-
fectiveness of communication in the organization.
6. Promoting informal relationship: Informal relationship can play
a vital role in promoting communication. Hence, management
should use informal communication channel along with the for-
mal channels.
7. Selecting proper media: Effectiveness of communication largely
depends on appropriateness of media. Therefore, media should
be selecting considering some factors such as importance of
message, communication environment, knowledge of the receiv-
er etc.
8. Communication training: To make the employees efficient com-
municator, organizations can arrange various training programs
for them.
9. Reducing information overload: Communication system be-
comes defective if more information flows at a time than is ne -
cessity. To resolve this problem, only necessary information
should be conveyed. Moreover, separate messages should be
communicated after certain intervals.
10. Communication audit: According to Howard H. Greenbaum, one
way to improve communication in organization is to conduct a
communication audit. Communication audit means examining
and evaluating communication networks, communication func-
tions and communication principle. If communication audit is
undertaken after certain intervals, communication will obviously
improve.

1. Feedback and upward communication:

Feedback helps to reduce misunderstandings. The

information is transferred more accurately when the receiver is given
the opportunity to ask for clarifications and answers to any questions
about the message.

Two-way communication, even though more time con-

suming, avoids distrust and leads to trust and openness which builds
a healthy relationship between the sender and the receiver and con -
tributes to effective communication. Upward communication is
strengthened by keeping an open door policy and providing opportuni -
ties for workers to give suggestions which should be taken seriously
by the management by acknowledging them and taking appropriate
action.

2. Improve listening skills:

According to Stuart Chase, listening is the other half

of talking, and is very important part of the communication process.
Listening is an active mental process and goes beyond simply hearing.
Good listening habits lead to better understanding and good relation -
ships with each other. Listening is a recognition that the receiver has
responsibility in the communication process. Some of the guidelines
for effective listening are:

a) Listening requires full attention to the speaker. Do not let your

mind wander or be preoccupied with something else, otherwise you
would not be able to grasp the meaning of the message in its entirety.

b) The language used tone of the voice and emotions should receive
proper attention. Listen for feelings in the message content and re -
spond positively to these feelings.

c) Ask questions to clarify any points that you do not understand

clearly and reflect back to the speaker your understanding of what
has been said.
d) Make sure that there are no outside interruptions and interference
during the course of conversation.

e) Do not judge the importance of the message due to your previous

dealings and experiences with the sender or due to your perceptions
about him, positive or negative.

f) Do not jump to conclusions before the message is over and is clearly

understood.

g) Summarize and restate the message after it is over to doubly make

sure about the content and the intent of the message.

3) Develop writing skills:

Clearly written messages can help avoid semantic and

perception barriers. A well written communication eliminates the pos -
sibility of misunderstanding and misinterpretation. When writing mes-
sages, it would be wise to adopt the K.I.S.S. principle which means
Keep It Short and Simple, thus making the meaning as clear as pos -
sible so that it accomplishes the desired purpose. Some helpful hints
in written communication are suggested by Robert Degise as follows:

a) Keep words simple:

This will reduce your thoughts to essentials and the

message will be easier to understand by the receiver. The message will
be lost if the words are complex and do not lend to clear single mean-
ing.

b) Do not be bogged down by rules of composition:

 While the rules of grammar and composition must be re -
spected, they should not take priority over the ultimate purpose of the
communication.

c) Write concisely. Use as few words as possible:

Do not be brief at the cost of completeness, but express

your thoughts, opinions and ideas in the fewest number of words pos-
sible.

d) Be specific:

Vagueness destroys accuracy which leads to misunder -

standing of the meaning of the intent of the message. Accordingly, be
specific and to the point.

4) Avoid credibility gaps:

Communication is a continuous process and the goal of

communication is complete and accurate understanding of the mes-
sage as well as the creation of trust among all members of the organi -
zation. Accordingly, management must be sincere and should earn the
trust of the subordinates. Management should not only be sensitive to
the needs and feelings of workers but also its promises should be sup -
ported by actions.

The word of management should be as good as a

bond. Only then would an atmosphere of congeniality accrue, which
would enhance the communication process. According to studies con-
ducted by J. Luft, openness and an atmosphere of trust builds healthy
relationships and closes credibility gaps, thus contributing to commu -
nication effectiveness and enhancement.

COMMON BARRIERS TO COMMUNICATION

 Even though communication is one of the important
factors that contribute to an efficient management, very often,
communication is faulty because of certain barriers to
communication. The barriers to communication are discussed
below:
Badly Expressed Message :
The communication system will be poor and ineffective, if
the objectives of the message are vague and not clear or if the message
omits essential information or contains Ideas, which lack coherence.

Use of Technical Language:

Poor system of communication may also be due to
the use of technical jargons for communicating the message.

Filtering,

: Distance between the sender and the receiver of the

message may also contribute to the pour system of communication.
As a message has to pass through several persons at several points
in the communication channel, there is bound to he some alteration
or filtration of messages.

Unclassified Assumptions: Unclassified assumptions underlie

practically all the messages. On account of this, the receiver
may have assumption (regarding the message) which are differ-
ent from the assumptions of the communicator this may result
in incorrect action or lack of action on the part of the receiver of
the communication.

Faulty Organization:

The nature of organization system also has some effect on

 the effectiveness of communication. If the chain of command is too long
and the span of control is poor and defective, the communication
system will be ineffective.

Distortion: Persons in the communication channel deliberately distort

communications. This can assume two different forms:

(i) withhold communication.

(ii) confuse or distort communication.

The officer while communicating the message

received by him from his superior may withhold some part of the
information, which he feels, need not be conveyed to his
subordinates. Similarly, in the case of upward communication, the
officer omits unpleasant information, which he has received from
his subordinates and conveys to his superior only that part of
the information, which is not unpleasant. Inadequate
communication, delays the action and affects the efficiency of the
parties

Poor Retention: it is said that generally employees retain only

50% of the information communicated. Hence, poor retention of
information by the employees is another bottleneck of effective
communication.

Principles of effective communication or guidelines to overcome barriers to

communications

The principles for making communication effective are as follows:

1.simple language:
 The language used communicating the message should be simple
and easily understandable

2.Proper Medium of Communication:

Different media are available for passing of communication. The

communicator should select the right medium by considering the factors
such as the nature of matters to be communicated, distance
between the sender and the receiver of the message, urgency of the
communication, etc.
3.Ambiguity:
The communicator should be clear in his mind about the
objective of his communication. The message should be clear without
any ambiguity.

.Cordial Atmosphere and Right Climate in the Organization: Organization

structure of the unit consisting physical setting and human
setting must facilitate the process of communication. When a boss is
talking to his subordinate, the atmosphere must be peaceful so that the
communication is effective.

Adequacy of Information:

Communication must be adequate and complete in all

respects in order to make it: effective. The communication should
be precise. Both over-communication and inadequacy should be
avoided.

Training to the Communicators : for increasing the effective-

ness of communication, there is also a need for giving proper
training to the communicators to develop their communication
skill.

Co-operation of Personnel :

One more condition to he fulfilled in order to make

communication effective is the co-operation from the organization
personnel. Hence, the business concern should make effort to secure co-
operation for the organization personnel.

Follow-up Action:

There should be follow-up action to know whether the receiver

of the message has understood it correctly and what action he has
taken on the basis of this communication Effective Listening:

The sender of the message must listen to receivers words

attentivelyso that the receiver of the message also listens ;o the sender
at the same time.

Consistency in Communication:

Communication which is consistent can be more effective

than when it is varied

Timeliness:

Communication is a means to an end. It must serve a

purpose. It must reach the receiver at the right time. A message which
fails to reach the receiver at the right time turns out to be useless

CLASSIFICATION

Communication can be classified:

1. On the basis of the means of communication.

2. On the basis of relationships.

3. On the basis of direction of the flow of communication whether

inward or outward, downward or upward, etc.

1.On the Basis of Means Used

(i) When the message is conveyed by written words, it is called written

communication. (ii) When the message is conveyed by word of mouth
then it is called oral communication.

(i)Written communication:

It may be in the form of a letter or circular, a bulletin, an

office memo etc. The advantages of written communications are:

(a) They can be retained as legal records to be used when

dispute arises and for making any further reference.

(b) They are exact.

(c) They have widest possible coverage.

(d) The personal presence of neither the sender nor the receiver
of message at a certain place or at different places at the same
time is necessary.

Disadvantages are:

(a) They are expensive as it involves the use of stationery.

(b) The language used may not be proper. It may not convey the
information correctly or it may hurt the feelings of the receiver.

(c) Written communication takes time in reaching the receiver and it

may prove costly.

(iii)Oral Communications:

It is in the form of spoken word. It may be face to face or through

telephone, or some other mechanical device. Some of the advantages

of oral communication are:

(a) It is the ideal form, when we want to convey

some confidential matters. (b) There is a warm
 personal talk between the sender and receiver

(c) It facilitates the speedy interchange of ideas, between the sender

and receiver.

Drawbacks:

(a) Certain types of information require further lengthy

supplementary explanation to convince a receiver. In such
case oral communication is at a disadvantage as it will be
costly.

2.On the Basis of Relationship

On the basis of relationship, there can be:

i) Formal Communication, and

ii) ii) Information Communication.

(i)Formal Communication. Formal communication is a part of the
organizational structure. Formal channels are usually created by
the setting up of formal system of authority and responsibility and
explicit delegation of duties. This formal structure, which is
hierarchical, imposes direction on information flow. Communication
is of formal nature and generally in written form. For example,
information about the scheduled meetings, conference, etc. may be
communicated.

(iii) Informal Communication: Informal communication may also be

used for transmission of a message. The informal
communication is a network of casual inter-personal
contacts, which occur all day long on the job. These are
spontaneous channels through which communication passes.
Generally, the informal communication is not a part of the
organisation structure.
4.Pressure of writing performance reviews

Answers:

Writing a Good Performance Review: Honesty &

Guidance is Key No matter how frequently (or infrequently) they
occur, performance evaluations are nerve-wracking for both
employees and their managers. A worker may not be thrilled about
being scrutinized by the boss. Meanwhile, managers face a lot of
pressure to present both the positives and negatives of their
employees' work and behavior in a respectful, professional
manner. When managers need to review serious problems,
evaluations can be especially stressful.

As a manager, giving your staff constructive feedback

is a crucial part of ensuring that your organization operates
smoothly. Performance reviews give you the opportunity to praise
employees for what they've done well, correct what they're doing
wrong and discuss your vision for their growth and future at the
company. But too often, bosses struggle to effectively communicate
their thoughts in a way that doesn't overwhelm the employee dur -
ing the review.

Make it comprehensive

An effective performance review covers all the bases concern-

ing an employee's work. It shouldn't be all positive or all negative; a
healthy balance of both is necessary to help your staff members evolve
in their roles.

"A formal evaluation needs to have a few key components," said Don
McIver, COO of 5W Public Relations. "The feedback should be relevant
and specific, with examples for both the good and bad points. Employ -
ee strengths should be acknowledged, and corrective action needed in
weak performance areas should be identified."

In addition to highlighting strengths and weaknesses, a review should

establish performance goals for the upcoming year, and discuss the
employee's role as part of a collaborative team. Bill Peppler, managing
partner of staffing firm Kavaliro, also advised providing employees
with a formal objective of the evaluation beforehand.

"A good manager will explain the purpose of the review, what they will
go over and how frequently performance reviews are given," Peppler
said. "This manages employee expectations and helps everyone in -
volved be more fully prepared for the meeting."

Recap regular, informal feedback

Employees' annual or biannual evaluations should not

be the only time they receive feedback about their performance. While
there's no need to call a meeting for every individual issue that comes
up, there shouldn't be any surprises when workers read their reviews
from the boss.

"Employee feedback should not wait for an annual re -

view, but [should] be given throughout the year as performance is -
sues, good or bad, arise," McIver told BusinessNewsDaily. "A formal
evaluation is ideally a recap of things that have been addressed during
the year."

When there is a problem with an employee's habits or ac -

tions, address it as soon as possible after the incident occurs to avoid
bringing that tension into the evaluation. If an employee's behavior
(positive or negative) doesn't warrant immediate feedback, make a note
of it and use it as a reference point during a formal or informal perfor-
mance discussion.

Give honest, constructive criticism

It's never easy to tell an employee what he or she needs

to improve, but giving constructive criticism about your workers' per-
formance is an important part of the review process. Be as clear and
direct as possible about any shortcomings and mistakes, but also take
the time to provide solutions to those problems.

"Fully explain what the issue is, and then expand on

options for improvement," Peppler suggested. "If you see a problem in
an employee's work, then he or she should have a solution to how it
can be fixed. Also, let employees know where this improvement can
take them, such as a promotion to a management role."

If suggested improvements are related to reaching a

professional goal, be sure to let employees know what you plan to do
as a manager to help them achieve that goal.

Encourage discussion about the review

Most managers agree that it's frustrating when an em -

ployee has nothing to say in response to his or her performance evalu-
ation. You don't want your staff to fight you on every point, but you
also don't want to be met with silence if you have suggestions. Push
your employees to give you feedback on the issues you raised. The
written review should be a brief but direct overview of discussion
points, making for a more nuanced face-to-face conversation; this
calls for employee feedback.
 If the conversation starts to get heated and you want to
avoid saying something that you might regret, you can try diffusing
the tension with humor. You can then continue a more serious dis -
cussion later via email or in another meeting, after the employee has
had a chance to cool down.

End on a positive note

Always end performance reviews on a positive note.

Regardless of what else was discussed during the evaluation, encour -
aging your employees and letting them know you appreciate what they
do for the company will give an added boost to a primarily good re-
view, or lift their spirits after a somewhat negative evaluation. Positive
phraseology and reinforcement can go a long way in giving workers the
confidence and drive they need to perform their jobs even better.

If youve ever had to complete a self or employee appraisal, you may

know what its like to spend several minutes or maybe even hours
staring at a blank page or computer screen. The wonderful thing
about technology and automation is that it allows us to do our jobs
more efficiently and effectively. An automated talent management
solution can help save time and energy on tedious tasks that would
normally take forever to complete using a manual process, and in-
stead allow us to channel our attention to other important areas.

But even with an automated tool, writing performance

reviews can be tough. As a busy professional with a lot on your plate,
you may very well find yourself struggling to get those ideas and
thoughts flowing.

The truth is, even natural born authors get writers

block. In fact, when asked about the scariest thing he had ever en-
countered, novelist Ernest Hemingway once said, A blank sheet of pa-
per. And on several levels, he was right. When it comes to writing, the
hardest part is often getting past the blank page which may be why
employees and managers find appraisals to be a nuisance, and huff
and puff when it comes down to actually doing them.

If you dont have the luxury of an automated tool to turn to this per-
formance review season, or if you do, and even thats not enough to
get you going, here are some helpful and practical ways to overcome
writers block and get those appraisals completed on time:

1.Plan with a deadline in mind. Always be aware of your due date, and
plan accordingly to ensure that youre successful in meeting it. Also
keep in mind that by not realizing your due date, you could be con -
tributing to a bottle-neck in the process and preventing others from
doing their jobs.

2. Block off your calendar. Set aside the necessary time you think
youll need to complete your appraisal(s), and spread it out over more
than one day. Dont try to overload yourself by trying to get everything
done at once or you may feel overwhelmed. Breaking the task down
over time helps alleviate some of the pressure.

3. Take breaks. If youve been staring at a blank page for more than
15 minutes, take a breather and come back to it. Whether its getting
up to walk around, or moving on to another task for the time being,
taking a step back from the task at hand is more often than not the
best thing to do.

No matter how frequently (or infrequently) they occur,

performance evaluations are nerve-wracking for both employees and
their managers. A worker may not be thrilled about being scrutinized
by the boss. Meanwhile, managers face a lot of pressure to present
both the positives and negatives of their employees' work and behavior
in a respectful, professional manner. When managers need to review
serious problems, evaluations can be especially stressful.

As a manager, giving your staff constructive feedback is

a crucial part of ensuring that your organization operates smooth -
ly. Performance reviews give you the opportunity to praise employ-
ees for what they've done well, correct what they're doing wrong
and discuss your vision for their growth and future at the compa-
ny. But too often, bosses struggle to effectively communicate their
thoughts in a way that doesn't overwhelm the employee during the
review.

Make it comprehensive

An effective performance review covers all the bases

concerning an employee's work. It shouldn't be all positive or all nega -
tive; a healthy balance of both is necessary to help your staff members
evolve in their roles.

"A formal evaluation needs to have a few key components,"

said Don McIver, COO of 5W Public Relations. "The feedback should
be relevant and specific, with examples for both the good and bad
points. Employee strengths should be acknowledged, and corrective
action needed in weak performance areas should be identified."

In addition to highlighting strengths and weaknesses, a re-

view should establish performance goals for the upcoming year, and
discuss the employee's role as part of a collaborative team. Bill Pep-
pler, managing partner of staffing firm Kavaliro, also advised providing
employees with a formal objective of the evaluation beforehand.
 "A good manager will explain the purpose of the review,
what they will go over and how frequently performance reviews are giv-
en," Peppler said. "This manages employee expectations and helps ev-
eryone involved be more fully prepared for the meeting."

Recap regular, informal feedback

Employees' annual or biannual evaluations should

not be the only time they receive feedback about their performance.
While there's no need to call a meeting for every individual issue that
comes up, there shouldn't be any surprises when workers read their
reviews from the boss.

"Employee feedback should not wait for an annual

review, but [should] be given throughout the year as performance is -
sues, good or bad, arise," McIver told BusinessNewsDaily. "A formal
evaluation is ideally a recap of things that have been addressed during
the year."

When there is a problem with an employee's habits or

actions, address it as soon as possible after the incident occurs to
avoid bringing that tension into the evaluation. If an employee's be -
havior (positive or negative) doesn't warrant immediate feedback,
make a note of it and use it as a reference point during a formal or in -
formal performance discussion.

Give honest, constructive criticism

It's never easy to tell an employee what he or she

needs to improve, but giving constructive criticism about your work -
ers' performance is an important part of the review process. Be as
clear and direct as possible about any shortcomings and mistakes,
but also take the time to provide solutions to those problems.
 "Fully explain what the issue is, and then expand on op -
tions for improvement," Peppler suggested. "If you see a problem in an
employee's work, then he or she should have a solution to how it can
be fixed. Also, let employees know where this improvement can take
them, such as a promotion to a management role."

If suggested improvements are related to reaching a pro -

fessional goal, be sure to let employees know what you plan to do as a
manager to help them achieve that goal.

Encourage discussion about the review

Most managers agree that it's frustrating when an em -

ployee has nothing to say in response to his or her performance evalu-
ation. You don't want your staff to fight you on every point, but you
also don't want to be met with silence if you have suggestions. Push
your employees to give you feedback on the issues you raised. The
written review should be a brief but direct overview of discussion
points, making for a more nuanced face-to-face conversation; this
calls for employee feedback.

If the conversation starts to get heated and you want to

avoid saying something that you might regret, you can try diffusing
the tension with humor. You can then continue a more serious dis -
cussion later via email or in another meeting, after the employee has
had a chance to cool down.

End on a positive note

Always end performance reviews on a positive note.

Regardless of what else was discussed during the evaluation, encour -
aging your employees and letting them know you appreciate what they
do for the company will give an added boost to a primarily good re-
view, or lift their spirits after a somewhat negative evaluation. Positive
phraseology and reinforcement can go a long way in giving workers the
confidence and drive they need to perform their jobs even better.

If youve ever had to complete a self or employee appraisal, you may

know what its like to spend several minutes or maybe even hours
staring at a blank page or computer screen. The wonderful thing
about technology and automation is that it allows us to do our jobs
more efficiently and effectively. An automated talent management
solution can help save time and energy on tedious tasks that would
normally take forever to complete using a manual process, and in-
stead allow us to channel our attention to other important areas.

But even with an automated tool, writing performance

reviews can be tough. As a busy professional with a lot on your plate,
you may very well find yourself struggling to get those ideas and
thoughts flowing.

The truth is, even natural born authors get writers

block. In fact, when asked about the scariest thing he had ever en-
countered, novelist Ernest Hemingway once said, A blank sheet of pa-
per. And on several levels, he was right. When it comes to writing, the
hardest part is often getting past the blank page which may be why
employees and managers find appraisals to be a nuisance, and huff
and puff when it comes down to actually doing them.

If you dont have the luxury of an automated tool to

turn to this performance review season, or if you do, and even thats
not enough to get you going, here are some helpful and practical ways
to overcome writers block and get those appraisals completed on time:

1. Plan with a deadline in mind. Always be aware of your due date,

and plan accordingly to ensure that youre successful in meeting it.
Also keep in mind that by not realizing your due date, you could be
contributing to a bottle-neck in the process and preventing others
from doing their jobs.

2. Block off your calendar. Set aside the necessary time you think
youll need to complete your appraisal(s), and spread it out over more
than one day. Dont try to overload yourself by trying to get everything
done at once or you may feel overwhelmed. Breaking the task down
over time helps alleviate some of the pressure.

3. Take breaks. If youve been staring at a blank page for more than
15 minutes, take a breather and come back to it. Whether its getting
up to walk around, or moving on to another task for the time being,
taking a step back from the task at hand is more often than not the
best thing to do.
6. Classification of communication

Answers: Communication is the exchange of

information, news, ideas, feelings and views between persons. In

the process of communication, information flows form sender to
receiver. Organizations are mainly concerned with two types of
communication. These are internal communication and external
communication. Internally, communication occurs horizontally
and vertically. Moreover, these communications may occur
formally and informally. The following diagram shows the various
types of communication:
 Communication based on parties involved: Communication is
mainly two types on the basis of parties involved in the communi -
cation process. These are internal communication and external
communication.
.Internal communication:
Internal communication refers to the flow of information to the
internal participants of an organization. It happens only within the or -
ganization. The main purpose of this communication is to ensure
smooth functioning of organizational activities. Internal communica-
tion may be of two types: Vertical communication and horizontal com-
munication.
Vertical communication:
When information flows between superiors and subordinate of
an organization, it is known as vertical communication. Vertical com-
munication can be of three types: Downward communication, upward
communication and diagonal communication.
Downward Communication:
Downward communication occurs when information flows
form superiors to subordinates. Through downward communication,
superiors send organizational goals, policies, job assignments, orders,
instructions etc to their subordinates.
Upward Communication:
Upward communication occurs when information flows
form subordinates to superiors. Through upward communication,
subordinates convey their responses, reactions and performance feed-
back to their superiors.
Diagonal or cross communication:
Diagonal communication occurs when information
flows between persons at different levels who have no direct reporting
relationships. Diagonal communication is used to speed information
flow, to improve understanding and to coordinate efforts for the
achievement of organizational goals.
Horizontal communication:
When information flows among persons holding the same
position or rank in the organization, it is called horizontal communica -
tion.
External communication:
When an organization communicates with external or out -
side parties, it is called external communication. External parties in-
clude customers, suppliers, investors, bankers, insurance companies,
government agencies, local communities etc. the main purpose of ex-
ternal communication is to exchange information with the outside
parties.
Communication based on formality:
Communication can be classified on the basis of the formality into two
types: formal communication and informal communication.
Formal communication:
When communication occurs by following the prescribed
rules and procedures of the organization, it is called formal communi -
cation. Formal communication is governed by the established chain of
command.
Informal communication:
When communication does not follow any prescribed rule or
procedure, it is called informal communication. The basis of informal
communication is spontaneous relationship among the participants.
Informal communication is sometimes more powerful and more effec-
tive that formal commutation.
 Other types of communication:
There are two other useful types of communication. These
are as follows:
Personal communication:
When people exchange information related to their per-
sonal lives or personal affairs, it is called personal communication. Ev-
ery person engages himself or herself in personal communication. Per-
sonal communication occurs among the parties within the organiza -
tion and outside the organization.
Mass communication:
Mass communication is a process of transmitting messages to a
large number of scattered audiences. Through mass communication,
information can be transmitted quickly to a large number of people
who generally stay far away form the sources of information. Mass
communication is done through radio, television, newspaper, maga-
zine, leaflets etc.

Verbal & Non-Verbal Communication

Communication can be divided between verbal and non-ver -

bal communication. Verbal communication is communication using
speech that is understood by all parties to the communication. In oth -
er words, it's talking. Keep in mind that we're talking about speech,
not the written word. Written communication falls under its own cate -
gory.

Non-verbal communication is a bit more complicated. It is sending a

message without using words to convey meaning. Non-verbal commu-
nication can include many different elements. Let's look at some:

Vocal cues, referred to as paralinguistics, is a form of non-verbal

communication that includes such things as pitch, inflection,
 tone, volume, speed of the speech, quality, non-word sounds,
pronunciation, enunciation and even silence.
Body movement and gestures are also part of non-verbal com -
munication. For example, leaning forward may mean interest,
while crossing arms is often viewed as a defensive posture.
Facial expressions are a common form of non-verbal communi-
cation. Examples of facial expressions include smiling, crying
and grimacing.
Space can also act as a form of non-verbal communication.
Space includes the concept of territoriality and personal space.
Territoriality is about making sure others know your territory. A
fence is an example of territoriality. Personal space, on the other
hand, is a three-dimensional space surrounding you that you
don't want people to cross. If they come too close, you get un -
comfortable.
Touch is often considered as positive and reinforcing, such as
patting someone on the back for a job well done.
Clothing and artifacts can also send a message, including sta -
tus, conformity or rebellion. Think about a doctor. Do they really
need to wear a lab coat during all examinations? Not really, but
it's a cue to their status. Artifacts include such things as hair -
styles, jewelry, cosmetics, watches, shoes, tattoos and body
piercing.

Formal & Informal Communication

Companies need to be able to communicate effectively. This

is especially true of large companies where personal interaction may
not be practical. This is where formal communication comes into play.

Formal communication involves utilizing the formal com-

munication channels of an organization. Formal communication can
move vertically in an organization. Information is collected and flows
up to the top levels of management for review and decision making,
while orders flow down from the top to the place where it will be imple -
mented. For example, employees may be given a presentation from the
human resources department on new policies and procedures.

1. Process of Communication

Answers:
 What is communication process?

Communication process consists of some

interrelated steps or parts through which messages are sent
form sender to receiver. The process of communication
begins when the sender wants to transmit a fact, idea,
opinion or other information to the receiver and ends with
receivers feedback to the sender. The main components of
communication process are sender, message, channel,
receiver and feedback. In the following, some definitions of
the communication process are quoted:

The following diagram represents the communication process

Thus, it is clear that communication process is the set of some se-

quential steps involved in transferring message as well as feedback.
The process requires a sender who transmits message through a
channel to the receiver. Then the receiver decodes the message and
sends back some type of signal or feedback.
Steps or elements of communication process

The communication process refers to the steps through

which communication takes place between the sender and the receiv -
er. This process starts with conceptualizing an idea or message by the
sender and ends with the feedback from the receiver. In details, com -
munication process consists of the following eight steps:

1. Developing idea by the sender: In the first step, the communica-

tor develops or conceptualizes an idea to be sent. It is also known
as the planning stage since in this stage the communicator plans
the subject matter of communication.
2. Encoding: Encoding means converting or translation the idea
into a perceivable form that can be communicated to others.
3. Developing the message: After encoding the sender gets a mes-
sage that can be transmitted to the receiver. The message can be
oral, written, symbolic or nonverbal. For example, when people
talk, speech is the message; when people write a letter, the words
and sentences are the message; when people cries, the crying is
the message.
4. Selecting the medium: Medium is the channel or means of
transmitting the message to the receiver. Once the sender has en-
coded his into a message, the next step is to select a suitable
medium for transmitting it to the receiver. The medium of com-
munication can be speaking, writing, signaling, gesturing etc.
5. Transmission of message: In this step, the sender actually
transmits the message through chosen medium. In the communi -
cation cycle, the tasks of the sender end with the transmission of
the message.
6. Receiving the message by receiver: This stage simply involves
the reception of senders message by the receiver. The message
can be received in the form of hearing, seeing, feeling and so on.
7. Decoding: Decoding is the receivers interpretation of the
senders message. Here the receiver converts the message into
thoughts and tries to analyze and understand it. Effective com -
munication can occur only when both the sender and the receiver
assign the same or similar meanings to the message.
8. Feedback: The final step of communication process is feedback.
Feedback means receivers response to senders message. It in-
creases the effectiveness of communication. It ensures that the
receiver has correctly understood the message. Feedback is the
essence of two-way communication.
9. 1) Sender:
10. The person who intends to convey the message with the
intention of passing information and ideas to others is known as
sender or communicator.

11. (2) Ideas:

12. This is the subject matter of the communication. This may
be an opinion, attitude, feelings, views, orders, or suggestions.

13. (3) Encoding:

14. Since the subject matter of communication is theoretical
and intangible, its further passing requires use of certain sym -
bols such as words, actions or pictures etc. Conversion of sub-
ject matter into these symbols is the process of encoding.

15. (4) Communication Channel:

16. The person who is interested in communicating has to
choose the channel for sending the required information, ideas
etc. This information is transmitted to the receiver through cer -
tain channels which may be either formal or informal.
17. (5) Receiver:
18. Receiver is the person who receives the message or for
whom the message is meant for. It is the receiver who tries to
understand the message in the best possible manner in achiev -
ing the desired objectives.

19. (6) Decoding:

20. The person who receives the message or symbol from the
communicator tries to convert the same in such a way so that
he may extract its meaning to his complete understanding.

21. (7) Feedback:

22. Feedback is the process of ensuring that the receiver has
received the message and understood in the same sense as
sender meant it.