What is Communication?

COMMUNICATION is a process by which information is exchanged and understood by two or

more people, usually with the intent to motivate or influence behavior.
Why is communication significant to management?
 Communication is a linking process to management.
 Communication is the primary means by which people obtain and exchange information.
 The most consuming activity the manager engages.
 Information and communication represent power in organizations.

Communication may be classified into several categories.

 On the basis of organizational structure.
(a) Formal communication. (b) Informal communication
 On the basis of flow or direction.
(a) Downward (b) Upward (c) Horizontal.
 On the basis of methods or media used or expression
a) Verbal Communication
b) Non Verbal Communication
 FORMAL COMMUNICATION
 A formal communication is that which the message is transmitted through the formal means
in the organization
 A strict channel laid down in the structure.
 Eg: Departmental meeting ,Company magazines,Posters etc.

INFORMAL COMMUNICATION OR GRAPEVINE

 Formal channels are inadequate for communication that leads to informal communication.
 It exist outside the formal network.
 It refers to interpersonal relationships.

DIRECTION OF COMMUNICATION
Downward Communication
 Messages sent from top management down to subordinates.
 Most familiar and obvious flow of formal communication.
 Major problem is drop off.
 Another concern: distortion

Upward Communication
 Messages that flow from the lower to the higher levels in the organizations.
 Upward communications mechanisms:
1. Suggestion boxes.
2. Employee surveys.
3. MIS reports.
4. Face to face conversations.
Horizontal Communication
lateral or diagonal exchange of messages among peers or co-workers
may occur across departments
purpose is not only to inform but also to request support and coordinate activities
METHODS OF COMMUNICATION
Verbal Communication
 It refers to the form of communication in which message is transmitted verbally.
 Communication is done by word of mouth and a piece of writing.
In verbal communication remember the acronym “KISS” (keep it short and simple).
Verbal Communication is divided into:
1 .Oral Communication
2. Written Communication

Oral Communication
 In oral communication, Spoken words are used.
 It includes face-to-face conversations, speech, telephonic conversation, video, radio,
television, voice over internet.
 Communication is influence by pitch, volume, speed and clarity of speaking.
Advantages – It brings quick feedback. In a face -to -face conversation, by reading facial
expression and body language one can guess whether he/she should trust what’s being said
or not.
Disadvantages – In face -to -face discussion, user is unable to deeply think about what he is
delivering, so this can be contented as a fault
 Written Communication
 written signs or symbols are used to communicate.
In written communication message can be transmitted via email, letter, report, memo etc.
Written Communication is most common form of communication being used in business.
Advantages – Messages can be edited and revised Written communication provide record and backup. A
written message enables receiver to fully understand it and send appropriate feedback.
Disadvantages – Written communication doesn’t bring instant feedback. It take more time in composing a
written message as compared to word-of-mouth and number of people struggles for writing ability.

There are 7 C’s of effective communication which are applicable to both written as
well as oral communication. These are as follows:

1.Completeness - The communication must be complete. It should convey all facts

required by the audience. The sender of the message must take into consideration the
receiver’s mind set and convey the message accordingly.
2.Conciseness - Conciseness means wordiness, i.e, communicating what you want to
convey in least possible words without forgoing the other C’s of communication.
Conciseness is a necessity for effective communication.
3.Consideration - Consideration implies “stepping into the shoes of others”. Effective
communication must take the audience into consideration, i.e, the audience’s
viewpoints, background, mind-set, education level, etc.
 4.Clarity - Clarity implies emphasizing on a specific message or goal at a time,
rather than trying to achieve too much at once. Clarity in communication has
following features:
5.Concreteness - Concrete communication implies being particular and clear
rather than fuzzy and general. Concreteness strengthens the confidence.
6.Courtesy - Courtesy in message implies the message should show the sender’s
expression as well as should respect the receiver. The sender of the message
should be sincerely polite, judicious, reflective and enthusiastic.
7.Correctness - Correctness in communication implies that there are no
grammatical errors in communication. Correct communication has following
features:

Barriers To Effective Communication

“Any obstacle that blocks communication”
Types of Barriers
1. Language
2. Physical Location
3. Poor Equipment
4. Noise
5. Culture
6. Perception
MOTIVATON
 It a process which begins with a psychological or psychological need or deficiency
which triggers a behavior or a desire that is aimed at a goal or an incentive.

NEED DRIVE INCENTIVE

Motivation the processes that account for an individual’s intensity, direction, and persistence of effort
towards attaining a goal
Components of Motivation

Direction relates to what an individual’s chooses to do when presented with a number of alternatives.

INTENSITY refers to the strength of response once the alternative is chosen

PERSISTENCE refers to the staying power of behavior or how long a person will continue to devote effort.
MOTIVATION CONCEPTS
I. INTRINSIC
II. EXTRINSIC MOTIVATION

I. INTRINSIC MOTIVATION
comes from rewards inherent to a task or activity itself.
not only makes people perform well and more accurately, but the people do not
expect anything for doing it- the activity in it self is the reward

INTRINSIC MOTIVATION
Feeling of competency
Personal development

II. EXTRINSIC MOTIVATION

comes from outside of the performer.
they are valued outcomes given to someone by another person.(supervisor or higher level
manager)
EXTRINSIC MOTIVATION
Money
Promotions
Time off
Special Assignments
Award
Verbal praise
NEED THEORIES OF MOTIVATION/ CONTENT THEORY
Motivation theories that specify the kinds of needs people have and the conditions under which
they will be motivated to satisfy these needs in away that contributes to performance.
Basic idea: Individuals have needs that, when unsatisfied, will result in motivation

Needs Theories of Motivation

• Maslow’s hierarchy of needs
• Herzberg’s two factor theory (motivation- hygienetheory)
• Alderfer’s ERG theory
• McClelland’s theory of needs

Maslow’s Hierarchy of Needs

• Physiological :– Food , clothing, Shelter and other bodilyneeds.
• Safety:– includes security and protection from physicaland emotional harm
• Social:– Affection, belongingness , acceptance ,Friendship etc
• Esteem– includes internal esteem factors such as self-respect, autonomy, and achievement; and external
esteem factors such as status, recognition, and attention
• Self-actualization– the drive to become what one is capable of becoming; includes growth, achieving one’s
potential, and self-fulfillment
 Herzberg Two Factor Theory

Implications of Herzberg’s Theory

• Satisfaction is not the opposite of dissatisfaction
• Meaningful interesting and challenging (enriched) work is needed to satisfy or
motivate employees.
Problems with Herzberg’s theory
It ignores situational variables.
• No overall measure of satisfaction was utilized.
• The reliability of Herzberg methodology was questioned.
 Alderfer’s ERG Theory

• Existence– concerned with providing basic material existence requirements

• Relatedness– desire for maintaining important interpersonal relationships
• Growth– intrinsic desire for personal development.t
McClellands THEORY OF NEEDS
A need theory of motivation that outlines theconditions under which certain needs result in
particular patterns of motivation.
McClelland’s Theory of Needs
• Need for Achievement– The drive to excel, to achieve in relation to aset of standards, to
strive to succeed
• Need for Affiliation– The desire for friendly and close interpersonalrelationships
• Need for Power– The need to make others behave in a waythat they would not have
behaved otherwise
MANAGERIAL IMPLICATIONS OFNEED THEORIES
• Appreciate diversity – Managers must be adept at evaluating needs of individual employees and
offering incentives or goals that correspond to their own needs.
• Appreciate intrinsic motivation– Survival in the organization requires creative and innovative
behaviour by organizational members.
PROCESS THEORIES
Motivation theories that specify the details ofhow motivation occurs.

Process Theories of Motivation

– Goal-setting theory
– Equity theory
– Expectancy theory

GOAL SETTING THEORY

Goal setting: the process of improving performance with objectives, deadlines, or quality standards.
• A General Goal-Setting Model– Properly conceived goals trigger a motivational that improves
performance
A Model of How Goals Can Improve Performance

MANAGERIAL IMPLICATIONS OFGOAL SETTING THEORY

• Set specific and challenging goals.
• Provide on going feedback so that individuals can compare their performance with the goal.
Equity Theory A theory that individuals compare their job input and outcomes with those of
others & then respond to eliminate any inequities.
Terms
• Person
• Comparison other
• Inputs (effort, experience, education)
• Outputs (salary raises, salary level, recognition)
MANAGERIAL IMPLICATIONS OF EQUITY THEORY
• Perceived underpayment will have a variety of negative motivational consequences
for the organization.
• Attempting to solve organizational problems through overpayment might not have the
intended motivational effect.
Expectancy Theory The strengths of the tendency to act in ascertain way depends on the
strengths of an expectation that the act will be followed by a given outcome to the individual.
 EXPECTANCY THEORY

COMPONENTS
Expectancy If I try, will I succeed?
Instrumentality If I succeed , what are the consequences?
Valence How do I feel about the consequences?

Douglas Vermeeren states that:

“That unless an individual can clearly identify their motivating factors or their significant
and meaningful reasons why they wish to attain the goal, they will never have the
power to attain it. The failure is directly attributed to motivating factors.”
Douglas Vermeeren states that:

“That unless an individual can clearly identify their motivating factors or their
significant and meaningful reasons why they wish to attain the goal, they
will never have the power to attain it. The failure is directly attributed to
motivating factors.”