1. According to Edwin B. Flippo, Communication is the act of inducing others
to interpret idea in the manner intended by the speaker or writer.
The communication process that links management and the practice of
management is complex. It also a risk one always takes when one goes
unorthodox in his communication function.
In fact as Flippo said:
Perfect communication between two people has probably never been
achieved.Managers perform the communication function in the
management of the organization.

2. To be effective manager, they must
know what information to pass to their
subordinates and when to do so.
They must know what types of
information to expect in subordinates in
the group process of attaining the
organizational goals.
The only way to avoid management’s
imminent demise is for the managers to
overcome their tendency of “talking and
listening” only to themselves.

3. In Sumil Mehra’s view :
“ The choice of the medium is also
conditioned by the background of
the communication”

4. Mehra has said:
No medium is essentially better
then others, only some are better
presented and used because certain
values influencing the decision or ends
justify this.

5. Communication is
very Important
subject to any
manager. Managing is
getting things done
through others, a task
which requires the
manager to
communicate with
other people.
Communicatin is
of prime concern
to administrators
because it makes
cooperative
action possible.
As Flippo pointed
out:
It is the dynamic
interplay that can
lead toward
accomplishing
organizational
objectives through
coordinated efforts.
Also ,
communication,
as pointed out by
Herbert g. Hicks,
is important in
the management
of organization.
Because it is such a
necessary element in
human relationships,
communication is a
primary consideration
in any study which
involves people.

6. Superior-Subordinate Communication
Effective management is finding successful
means of communicating ideas to other people within
the organization. If he’s manager with a real talent,
all he has to do is concentrate on his work. Even if a
manager thinks his subordinates know their work, he
till has to communicate with them, either individually
or in group, to make sure that they understand
properly what to do.

7. Claude S. George, Jr.
explains it in this
manner:
In as much an organization is developed to aid in accomplishing an
objective, a good communications subsystem is necessary if all
employees are to know what to do aid in reaching this objective.
In fact, one of the most immediate and costly results of poor
organization is breakdown of intra-organizational
communication, and the resulting loss of an integrated
operating system.
Despite the fact that lines of authority provide ready- made channels
of communication downward and upward, they are often used solely
to pass directives downward and never as a means of
communicating attitudes,feelings or ideas upward.

8. As Mervin
Kohn said:
No organization can
endure unless its
members can
communicate. People
have to have some way
to convey ideas and
information to each
other.
Considering his
observation on
communication in an
organization, George
pointed out the problems
of the manager’s
downward
communication follows:
Through not as difficult to establish
as upward communication,
downward communication also
presents problems.
If good communication downward are to exist,
management must first of all have something
good, sound and worthwhile to communicate in
the way of policies, beliefs and principles of
management.
Although films. Booklets, bulletin, and other
printed and visual aids may be used, greatest
reliance should be placed on personal, face to
face communication, using the organizational
lines of authority as the channels of
communication.

9. According to Edgar F. Huse and James L. Bowditch :
It has been suggested that about 70% of an
active human beings life on the job is spent
communicating, with a greater proportion (about 90%)
of a typical managers time at work, being spent in the
communication process.
A word of warming, however, from Edwin B. Flippo
on this matter:
All estimates concerning the percentage of time
allocated to communication process are quite high,
ranging from 75 to 90 percent of our working time.

10. Subordinate –
Initiated
Communication
Subordinate – Initiated Communication is important in
managing the affairs of the organization, much of the
communication that takes place in the organization is oneway: from superiors to subordinate.
As pointed out by
Mervin Kohn:
Bottom-up communication, then tends to be non directive and cannot, per see,
initiate any activity. It is questioning or reporting nature. Written grievances,
suggestion system,complains, and union publications serves as means of
upward communication. They provide management with facts and data upon
which to make decisions. They are the needed feedback management seeks.

11. •Face-to-face contacts
•Supervisory “cracker barrel” group meetings
•Special organization-wide elected councils that meet with top management periodically
•“speak up” programs where employees are given a telephone number to call.
According to
Flippo:
•Anonymous complaint boxes.
•Annual employee meetings paralleling annual stockholders, meeting
Provision for such
formal channels is
deemed necessary in
order to discover
clashes of interest,
reconcile conflicts, and
coordinate efforts. A
more complete list of
such upward channels
of communication
would include the
following:
•A grievance procedure
•Morale questionnaire
•Interviews
•Open door policy
•The labor union
•The grapevine
•Ombudsman and ombudswoman
•Employee counseling programs.

12. Channel of communication have an
effect upon the performances and
morale in an organization. This means
that “management must establish
downward channels through which
information and Commands can flow.

13. •The chain of command
•Poster and bulletin boards
•Company periodicals
According to
Flippo:
•Letters of employees
•Employee handbooks
•Information racks
•A loudspeaker system
Among the
downward
channels
would be the
following:
•Pay inserts
•The grapevine
•Annual reports
•Group meetings
•The labor union
Use of these downward channels is highly attractive to managers, but
exclusive and excessive use can be potentionally damaging to effective
communication.

14. What is the
effect of such
management
initiated
communicatio
n in the
organization?
What is
important is
that
subordinates
should be
given the
opportunity to
initiate
communicatio
n to their
superiors.
In one study, according to Karlene H. Roberts and Charles
A. O’Reilly III , the correlation between manager
satisfaction and use of downward channels is a significant
plus.33. in the contrast, the relationship between
satisfaction and the use of upward channels is a significant
minus 22.
A manager should allow truth t emerge in its own good time.
Sometimes, the mark of a true manager is measured by how he would
accept truth. However, their could be many versions of truth to every
matter. Here, he could observe that truth is stranger than fiction.
Disappointment is likely to happen to any individual if he does things for other in
the hope of getting more in return. When they don’t reciprocate, he might be
frustrated and angered. In situation where he did his best to promote the interest of
others equally have excellent chances for success. in return, he will also be
benefited by the results. He should not be concerned about his light being hidden
under a bushel. If a manager put himself out for others. He will be noticed and duly
rewarded for his efforts.
Its been said that two heads are better than one.. this old adage will
prove to be true for management in solving problems, if it provides
channels for subordinate initiated communication in the
organization.

15. Prepared by:
RENE M. DIAZ
JONNALYN ESPANTO
PATRICIA AGUSTIN
JOANNA MAICA DELA CRUZ
QUEINCYHRINE MINA