Managerial Communication

1. Module I

2. Communication defined…
 An exchange of facts, ideas, opinions or
emotions, by two or more persons
 A process by which we understand others
and in turn ,endeavour to be understood by
them. It is dynamic, constantly changing in
response to the total situation

3. Managerial communication
 Business is any economic activity which is
undertaken with a view to earn profit
 The achievement of organisational
objectives largely depends on proper co-
ordination and integration of human effort
 The more effective the system of
communication, the better is the
relationship between workers and
management

4. Objectives of communication
 To inform
 To persuade
 To educate
 To train
 To integrate
 To motivate
 To entertain
 To facilitate decision making

5. • Information sharing
• Feedback
• Influence
• Problem solving
• Decision making
• Facilitate change
5

6. • Build Relationships
• Motivates People
• Ensuring effectiveness of policies
• Coaching/mentoring
• Controlling People
• Good IR
• Expression of Emotions
6

7. Communication
 Process:
Sender or
Instigator
Message Receiver
Feedback
Medium
l

8. Receiver
Decode
message
Encode
feedback
Form
feedback
Sender
Form
message
Encode
message
Decode
feedback
Transmit
Message
Transmit
Feedback
Receive
encoded
message
Receive
feedback
Noise

9. Communication Classified
 Intrapersonal communication
 Interpersonal communication
 Group communication
 Mass communication
 Meta Communication
 Formal Communication
 Informal Communication
 Verbal communication
 Non-verbal communication
 Internal Operational Communication
 External Operational Communication

10. Increased productivity
Stronger decision making
Quicker problem solving
Healthier business relationships
Improved customer relations
Increased awareness among employees
Lesser misunderstanding
Better quality of documents
Enhanced professional image 10

11. Principles of Communication
• Any behaviour is potential communication
• Be clear about the purpose and the target
audience
• Understand the process of communication
• Be positive and consistent
• Be sincere and be well informed
• Context and environment affects
commmunication
• Use the correct channels of communication
• Appreciate the time and cost factors
• Avoid Extreme feelings

12. The 7 Cs of effective communication
 Clarity
 Correctness
 Consideration
 Courtesy
 Completeness
 Conciseness
 Concreteness

13. 4 S’s of communication
 Shortness
 Simplicity
 Strength
 Sincerity

14. Semantic barriers
Organisational barriers
Interpersonal barriers
Socio-Psychological barriers
Cross cultural barriers
Physical barriers
Gender barriers
Emotional barriers
Physiological barriers 14

15. Right feedback
Accuracy
Clarity in message
Division of labour
Minimise semantic problems
Choose Proper communication
channels
15

16. Fostering good relationships
Purposeful and well focused communication
Coordination between superiors and
subordinates
Avoid technical language
16

17. Formal Communication
 The process of sharing official information
with others who need to know it, to the
prescribed patterns depicted in an
organization chart

18. Directions in which communication flows
 Downward
 Upward
 Horizontal or lateral
 Diagonal or crosswise
 Inward
 Outward

19.  Downward communication involves messages
from senders relatively high in the organizational
structure to receivers in lower positions.
 Downward communication may be used:
 to give instructions
 to provide information about policies and
procedures
 to give feedback about performance
 for indoctrinating or motivating
Downward Communication

20. Upward Communication
 Upward communication involves
communication from sources in lower-level
positions to receivers in higher positions.
 Participative in nature
 Upward communication is often used:
 to give information on progress/feedback
 Complaints and grievances
 to pass on ideas for improvement of activities
 to express their sentiments on the different
issues
 Release of tension

21. Formal Media
 Company Newsletters
 Employee Handbooks
 Company Magazines
 Formal Meetings
 Letters
 Flyers and Bulletins
 Memos
 Faxes

22. Letters and
Memos
Manuals Handbooks
Company
Newsletters
Downward Communication
Upward Communication
Suggestion
System
Grievances
Attitude
Surveys
Some Forms of Upward and Downward
Communications

23. Informal Communication
Grapevine Communication-Information
shared without any formally imposed
obligations or restrictions
if an organization’s formal communication represents its
skeleton, its informal communication constitutes its
central nervous system
 An organization’s informal channels of communication,
based mainly on friendship or acquaintance

24. Feeling of uncertainty or lack of a sense of
direction when the organisation is passing through
a difficult period
Feeling of inadequacy or lack of self confidence
on the part of the employees, leading to the
formation of groups
Formation of a favoured group by the manager,
giving other employees a feeling of insecurity or
isolation
Personal problems of the employees
24

25. Employees rely on the grapevine when:
 they feel threatened,
 insecure,
 under stress
 when there is pending change
 when communication from management is
limited

26. Informal Media
 Face-to-face communication
 Telephone
 Voice mail
 E-mail
 Instant messaging

27. Informal Networks
Y
D
C
B
A
Chain
A
JB
D H I
K
F
G
E
C
Gossip
A
F B D
J
H
C
E
K
G I
X
Probability
A
C
D
F
J
IB
Cluster
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

28. Grapevine Characteristics
 oral  mostly undocumented
 open to change
 fast
 crossing organizational boundaries

29. Grapevine Characteristics
 inaccuracy:
 Levelling- Deletion of crucial details
 Sharpening - Exaggeration of the most
dramatic details
While the grapevine generally carries the
truth, it seldom carries the whole truth

30. Factors Influencing Grapevine Activity
Importance of the subject for both listener
and speaker
 Ambiguity of the facts
Formula:
R = i X a
“R“: intensity of the rumor
“i“: importance of the rumor to the persons
“a“: ambiguity of the facts associated with
the rumor

31. Positive Aspects of the Grapevine
 Social function
 Reduction of anxiety
 Release mechanism for stress
 Identification of pending problems
 Early warning system for organizational
change
 Vehicle for creating a common organizational
culture
 Desired information can be circulated quickly
to a large group of subordinates (unofficially!)

32. Coping or Managing the Grapevine
“the grapevine cannot be abolished, rubbed
out, hidden under a basket, chopped down,
tied up, or stopped“
(Managing the Grapevine, p.222)

33. “Tapping“ the Grapevine
 identify and make use of key
communicators ( bridgers)
 monitor what is happening in the
organization
 use the grapevine to give new ideas a “trial
run“
 don‘t try to control or restrict it
 use it to supplement formal channels

34. Preventing Rumors
 provide information through the formal
system of communication on the issues
important to the employees
 supply employees with a steady flow of
clear, accurate and timely information
 present full facts
 keep formal communication lines open and
the process as short as possible