The document discusses various aspects of communication including definitions, elements, types, importance, and barriers. It defines communication as the transfer and sharing of meaning between a sender and receiver. The key elements outlined are the sender, message, encoding, channel, decoding, receiver, and feedback. It also describes different types of communication flows such as downward, upward, horizontal, and grapevine. Importance of communication for organizations is highlighted along with potential barriers.

1.  Multiplicity of roles:
◦ Not only productive factors but also members of social system
◦ Laws that govern managers, ethics
 Individuality
 Personal dignity

2. CREATIVITY:
◦ Ability to produce new and useful ideas
◦ Through the combination of principles and components
in novel and non obvious ways
◦ Throughout population, age, gender & education
◦ Success: understand the creative process, find creative
people & maintaining an environment
INNOVATION: use of these ideas.

3.  MOTIVE: “ a motive is an inner state that
energises, activates, or moves (hence motivation), and
that directs behaviour towards goals”
 MOTIVATING: “ one person induces another to engage
in action by ensuring that a channel to satisfy the
motive becomes available and accessible to the
individual.”
 MOTIVATION: “while a motive is energiser of
action, motivating is the channelisation and activation
of motives, motivation is the work behaviour itself.
Motivation depends on motives and
motivating, therefore, it becomes a complex process.

4.  According to McFarland,
“motivation refers to the way in
which
urges, drives, desires, aspirations, strivings
or needs direct, control, or explain the
behaviour of human beings”

5. ◦ Koontz and O’Donnell:
“It is a general term applying to the
entire class of drives, desires, needs wishes and similar forces
that induce an individual or a group of people to work”

6. MOTIVATING:
MOTIVATIO
MOTIVE: ACTIVATING
NEEDS AND N
NEEDS IN
PROVIDING NEED
INDIVIDUALS ENGAGEMENT IN
SATISFACTION
WORK BEHAVIOUR
ENVIRONMENT

7.  Based on motives: individual’s motive which is internal
 Affected by motivating: affected by the way the
individual is motivated
 Goal-directed behaviour: satisfies the causes for
which behaviour takes place
 Related to satisfaction: contentment experiences of an
individual which he derives out of need fulfillment
 Person motivated in totality: not in part. Individual:
self-contained unit & his needs are interrelated
 Complex process: because of nature of needs & the
type of behaviour that is attempted to satisfy those needs

8.  Needs: internal feelings of individual. Sometimes they are
unaware of their needs & priority of the needs
 Needs result in different behaviours from different
individual because of their differences
 A particular behaviour may emerge not only because of
the specific need but it may be because of a variety of
needs
 Goal-directed behaviour may not lead to goal attainment

9.  Primary needs
 Secondary needs
 General needs

10. 1. Carrot and stick approach of motivation
2. Mc-gregor’s theory X and theory Y
3. Dual – model theory (mill theory)
4. Hierarchy of needs – maslow’s theory
5. Herzberg’s theory – hygiene approach to
motivation
6. Vroom’s expectancy theory
7. Porter and lawler expectancy theory
8. Equity theory
9. McClelland’s needs theory

11. SL. THEORY X THEORY Y
NO
1 The average human dislikes work Work is as natural as play or rest
2 People are unambitious & prefer Ambitious and capable of directing
to be directed by other their own
3 They avoid responsibility They accept responsibility
4 External control – threatening & Self directed & self controlled
close supervision required
5 People lack self motivation People are self motivated
6 Authority is centralised – leads to Decentralised – involvement in
autocratic leadership decision making. Democratic
leadershi[
7 Less creativity & resist to change High degree of creativity
8 Pessimistic, static and rigid Optimistic, dynamic and flexible

14. • Hygiene or maintenance • Motivational factors
factors i. Achievement
i. Company policy and ii. Recognition
administration iii. Advancement
ii. Technical supervision iv. Opportunity for growth
iii. Interpersonal relationships v. Responsibility
with subordinates
vi. Work itself
iv. Interpersonal relationships
with superiors
v. Interpersonal relationships
with peers
vi. Salary
vii. Job security
viii. Personal life
ix. Working conditions
x. Status

15.  MONEY
 PARTICIPATION
 QUALITY OF WORK LIFE
 JOB SECURITY
 EFFECTIVE COMMUNICATION
 POWER OF AUTHORITY

16. COMMUNICATION

17.  Communication – latin word “communis”-
common
 Concept of transfer, meaning and information
 Process – various elements – share meaning

18. ENCODIN DECODIN
SENDER MESSAGE CHANNEL RECEIVER MESSAGE
G G
FEEDBACK

19.  SENDER: contacts – objective: passing the msg.
superior, subordinate, peer. Downward-upward-horizontal.
 MESSAGE: subject matter intended to be conveyed
 ENCODING: process of converting msg into meaningful symbols
– words, pictures, gestures and other body language.
 CHANNEL: Eg: letter, e-mail, circulars, telephone etc
 RECEIVER: to whom msg is sent.
 DECODING: reverse of encoding – receiver converts the symbols
 FEEDBACK: received and understood the msg

20.  Needed in Recruitment process
 Needed in the area of Orientation
 Perform their functions effectively
 Evaluation of their contribution
 Teach employees about personal safety
 Protecting the image of the enterprise
 Helps decision process
 Helps in achieving coordination
 Promotes cooperation and industrial peace
 Increases managerial efficiency

21.  VERTICAL: downward and upward
 HORIZONTAL
 GRAPEVINE
 CONSENSUS

22.  Flows from a superior to the subordinate staff
 Objectives:
◦ To give directives about some job
◦ To explain policies and procedures
◦ To convey assessment of performance
◦ To explain the rationale of the job

23.  Flows from a superior to the subordinate staff
 Objectives:
◦ To give directives about some job
◦ To explain policies and procedures
◦ To convey assessment of performance
◦ To explain the rationale of the job
 Limitations:
◦ Under-communication or over-communication
◦ In case of a long line of communication there may be: delay, loss
of information, distortion, resentment by subordinate staff
 To make it effective:
◦ Managers should be adequately informed
◦ Should be clear about how much to communicate
◦ Some authority should be delegated to lower levels to shorten the
line of communication
◦ Information should be passed on to the correct person

24.  Upward communication moves from the subordinate staff
to the superiors
 Its importance is:
◦ Provides feedback to superiors
◦ Releases pent-up emotions of subordinates
◦ Provides superiors: useful information
◦ Makes introduction of new schemes easier
◦ Promotes harmony

25.  Upward communication moves from the subordinate staff
to the superiors
 Its importance is:
◦ Provides feedback to superiors
◦ Releases pent-up emotions of subordinates
◦ Provides superiors: useful information
◦ Makes introduction of new schemes easier
◦ Promotes harmony
 Its channels are:
◦ Superiors keep an open door, Social gatherings, Complaints &
suggestion boxes, direct correspondence, reports & counselling
 Its limitations are:
◦ Reluctant to express, afraid to critise, possibility of
distortion, bypassed superiors feel insulted
 To make it effective:
◦ Superior should take initiative to get close
◦ Line of communication short
◦ Prompt redressal of legitimate grievances

26.  It flows between people at the same level
 It is important for promoting understanding and
coordination among various people or departments
 It is carried on through:
◦ Face-to-face discussion
◦ Telephonic talk
◦ Periodical meetings
◦ memos

27.  It is an informal channel of communication
 Primarily a channel of horizontal communication, it can
flow even vertically & diagonally
 Of four types:
◦ Single strand: flows like a chain
◦ Gossip: one person tells everybody else
◦ Probability(random): information may move from anybody to
anybody
◦ Cluster: moves through selected groups

28.  Importance:
◦ Emotional relief
◦ Harmony and cohesiveness in the organisation
◦ Supplement to other channels
◦ A fast channel
◦ Provides feedback
 Demerits:
◦ Distortion of information
◦ May transmit incomplete information
◦ Travels with destructive swiftness
 To use effectively, the manager should:
◦ Keep an eye on rumor-mongers
◦ Use it primarily for feedback
◦ Contradict rumours promptly
◦ Involve the workers in the decision making process

29.  Is the process of arriving at agreement through
consultation
 It is not unanimity but dissent is not expressed in the
larger interest

30.  Is the process of arriving at agreement through consultation
 It is not unanimity but dissent is not expressed in the larger
interest
 Advantages:
◦ Consensus decisions easy to accept
◦ Promotes harmony, checks conflicts & splits
 Disadvantages:
◦ Dissent is often stifled in the name of consensus
◦ May degenerate into a process of mutual accommodation
◦ May project a false image of the management

31.  PHYSICAL BARRIERS:
◦ NOISE: factory, telecom, poor writing, bad
photocopies etc
◦ Time and distance – telecom & network
unavailable, different shifts, faulty seating
arrangement in the hall etc
◦ Need little care to overcome

32.  SEMANTIC BARRIERS:
◦ It occurs when: assign different meanings to same words. Eg:
Value of this ring? – different words for the same meaning. Eg:
honest, sincere, noble etc
◦ Words carry different nuances, shades or flavours to the
transmitter and the receiver
◦ To minimise semantic barriers:
 Use familiar words
 Clarify the shades or nuances
 Use words of positive connotations

33.  Different comprehensions of reality:
◦ Abstracting: picking few details & leaving out others
 Remember that others can pick other detail so be accommodating
◦ Slanting: giving particular bias or slant to reality (eg:
drinking friend)
 Be objective in your observations and assessments
◦ Inferring: drawing inference from observation (Eg: rains
fail prices rise)
 Base inferences on verifiable facts

34.  SOCIO-PSYCHOLOGICAL BARRIERS:
◦ Attitudes & opinions
◦ Emotions
◦ Closed mind
◦ Status consciousness
◦ Source of information
◦ Inattentiveness
◦ Faulty transmission
◦ Poor retention
◦ Unsolicited communication

35.  Clarity in idea
 Purpose of communication – eg: make subordinate accept the
order
 Empathy in communication
 Two way communication
 Appropriate language
 Supporting working with action
 Credibility in communication
 Good listening