Communications Process

Communications is a continuous process which mainly involves three

elements viz. sender, message, and receiver. The elements involved
in the communication process are explained below in detail:

1. Sender

The sender or the communicator generates the message and conveys

it to the receiver. He is the source and the one who starts the
communication

2. Message

It is the idea, information, view, fact, feeling, etc. that is generated by

the sender and is then intended to be communicated further.

3. Encoding

The message generated by the sender is encoded symbolically such

as in the form of words, pictures, gestures, etc. before it is being
conveyed.

4. Media

It is the manner in which the encoded message is transmitted. The

message may be transmitted orally or in writing. The medium of
communication includes telephone, internet, post, fax, e-mail, etc.
The choice of medium is decided by the sender..

5. Decoding

It is the process of converting the symbols encoded by the sender.

After decoding the message is received by the receiver.

6. Receiver
He is the person who is last in the chain and for whom the message
was sent by the sender. Once the receiver receives the message and
understands it in proper perspective and acts according to the
message, only then the purpose of communication is successful.

7. Feedback

Once the receiver confirms to the sender that he has received the
message and understood it, the process of communication is
complete.

8. Noise

It refers to any obstruction that is caused by the sender, message

or receiver during the process of communication. For example,
bad telephone connection, faulty encoding, faulty decoding,
inattentive receiver, poor understanding of message due to
prejudice or inappropriate gestures, etc.
Importance of Communication
1. The Basis of Co-ordination

The manager explains to the employees the organizational goals,

modes of their achievement and also the interpersonal
relationships amongst them. This provides coordination between
various employees and also departments. Thus, communications act
as a basis for coordination in the organization.

2. Fluent Working

A manager coordinates the human and physical elements of an

organization to run it smoothly and efficiently. This coordination is
not possible without proper communication.

3. The Basis of Decision Making

Proper communication provides information to the manager that is

useful for decision making. No decisions could be taken in the
absence of information. Thus, communication is the basis for taking
the right decision.

4. Increases Managerial Efficiency

The manager conveys the targets and issues instructions and allocates
jobs to the subordinates. All of these aspects involve communication.
Thus, communication is essential for the quick and effective
performance of the managers and the entire organization.

5. Increases Cooperation and Organizational Peace

The two-way communication process promotes co-operation and

mutual understanding amongst the workers and also between them
and the management. This leads to less friction and thus leads to
industrial peace in the factory and efficient operations.
6. Boosts Morale of the Employees

Good communication helps the workers to adjust to the physical and

social aspect of work. It also improves good human relations in the
industry. An efficient system of communication enables the
management to motivate, influence and satisfy the subordinates
which in turn boosts their morale and keeps them motivated.

Types of Communication
1. Formal Communication

Formal communications are the one which flows through the official

channels designed in the organizational chart. It may take place
between a superior and a subordinate, a subordinate and a superior or
among the same cadre employees or managers. These
communications can be oral or in writing and are generally recorded
and filed in the office.

Formal communication may be further classified as Vertical

communication and Horizontal communication.

Vertical Communication

Vertical Communications as the name suggests flows vertically

upwards or downwards through formal channels. Upward
communication refers to the flow of communication from a
subordinate to a superior whereas downward communication flows
from a superior to a subordinate.

Application for grant of leave, submission of a progress report,

request for loans etc. are some of the examples of upward
communication. Sending notice to employees to attend a meeting,
delegating work to the subordinates, informing them about the
company policies, etc. are some examples of downward
communication.
Horizontal Communication

Horizontal or lateral communication takes place between one

division and another. For example, a production manager may
contact the finance manager to discuss the delivery of raw material or
its purchase.

Types of communication networks in formal communication:

 Single chain: In this type of network communications flows

from every superior to his subordinate through a single chain.
 Wheel: In this network, all subordinates under one superior
communicate through him only. They are not allowed to talk
among themselves.
 Circular: In this type of network, the communication moves
in a circle. Each person is able to communicate with his
adjoining two persons only.
 Free flow: In this network, each person can communicate
with any other person freely. There is no restriction.
 Inverted V: In this type of network, a subordinate is allowed
to communicate with his immediate superior as well as his
superior’s superior also. However, in the latter case, only
ordained communication takes place.
2. Informal Communication

Any communication that takes place without following the formal

channels of communication is said to be informal communication.
The Informal communication is often referred to as the ‘grapevine’ as
it spreads throughout the organization and in all directions without
any regard to the levels of authority.

The informal communication spreads rapidly, often gets distorted and

it is very difficult to detect the source of such communication. It also
leads to rumors which are not true. People’s behavior is often
affected by the rumors and informal discussions which sometimes
may hamper the work environment.

However, sometimes these channels may be helpful as they carry

information rapidly and, therefore, may be useful to the manager at
times. Informal channels are also used by the managers to transmit
information in order to know the reactions of his/her subordinates.

Learn more about 7 C’s of Communication here in detail.

Types of Grapevine network:

 Single strand:  In this network, each person communicates

with the other in a sequence.
 Gossip network: In this type of network, each person
communicates with all other persons on a non-selective basis.
 Probability network: In this network, the individual
communicates randomly with other individuals.
 Cluster Network:  In this network, the individual
communicates with only those people whom he trusts. Out of
these four types of networks, the Cluster network is the most
popular in organizations.

Barriers to Communication
The communication barriers may prevent communication or carry
incorrect meaning due to which misunderstandings may be created.
Therefore, it is essential for a manager to identify such barriers and
take appropriate measures to overcome them. The barriers to
communication in organizations can be broadly grouped as follows:

1. Semantic Barriers

These are concerned with the problems and obstructions in the

process of encoding and decoding of a message into words or
impressions. Normally, such barriers result due to use of wrong
words, faulty translations, different interpretations, etc.

For example, a manager has to communicate with workers who have

no knowledge of the English language and on the other side, he is not
well conversant with the Hindi language. Here, language is a barrier
to communication as the manager may not be able to communicate
properly with the workers.

2. Psychological Barriers

Emotional or psychological factors also act as barriers to

communication. The state of mind of both sender and receiver of
communication reflects in effective communication. A worried
person cannot communicate properly and an angry recipient cannot
understand the message properly.

Thus, at the time of communication, both the sender and the receiver
need to be psychologically sound. Also, they should trust each other.
If they do not believe each other, they cannot understand each other’s
message in its original sense.

3. Organizational Barriers

The factors related to organizational structure, rules and regulations

authority relationships, etc. may sometimes act as barriers to effective
communication. In an organization with a highly centralized pattern,
people may not be encouraged to have free communication. Also,
rigid rules and regulations and cumbersome procedures may also
become a hurdle to communication.

4. Personal Barriers

The personal factors of both sender and receiver may act as a barrier
to effective communication. If a superior thinks that a particular
communication may adversely affect his authority, he may suppress
such communication.

Also, if the superiors do not have confidence in the competency of

their subordinates, they may not ask for their advice. The
subordinates may not be willing to offer useful suggestions in the
absence of any reward or appreciation for a good suggestion.

COMMUNICATION CHANNELS

A communication channel is the medium, mean, manner or

method through which a message is sent to its intended
receiver. The basic channels are written (hard copy print or
digital formats), oral or spoken, and electronic and multimedia.
Within those channels, business communications can be
formal, informal, or unofficial.

6 Types of Business Communication

Channels
When looking at all the possible communication channels, we can
segment them into two main groups: 

 Communication channels by formality

 Communication channels by means of communication
Communication channels by formality
There are three different communications channels based on
formality: formal, informal and unofficial.
1. Formal communication channels
Formal communication includes exchange of information such as
the goals, policies and procedures of an organization. 
Some of the most common examples of formal communication
include company business plans, strategy, goals, annual reports,
agreements, company-wide communications, workplace safety
guidelines and procedures, board presentations etc.

2. Informal communication channels

Informal communication channels are also used to deliver official
business messages but in a more relaxed way. 
Some examples of informal communication include conversations
at work addressing various issues that team members may have,
lunch time conversations and continuous collaboration among team
members. 

3. Unofficial communication channels

In addition to official communication channels, there is also
an unofficial mode of communication that is quite common in the
workplace. Unofficial communication includes employee
communication outside of work environment on topics not related to
work. 
Communication channels by mean
Besides formality, communication channels can be divided by
mean. In other words, the way and tools employees use to
communicate with each other. 

Let’s take a look into the 3 main means of communication in the

workplace. 

Meaning of Controlling
Controlling can be defined as that function of management which
helps to seek planned results from the subordinates, managers and at
aa levels of an organisation. is one of the important functions of a
manager. In other words, the meaning of controlling function can be
defined as ensuring that activities in an organization are performed as
per the plans. Controlling also ensures that an organization’s
resources are being used effectively & efficiently for the achievement
of predetermined goals.
  Controlling is a goal-oriented function.
 It is a primary function of every manager.
 Controlling the function of a manager is a pervasive
function.

Importance of Controlling
After the meaning of control, let us see its importance. Control is an
indispensable function of management without which the controlling
function in an organization cannot be accomplished and the best of
plans which can be executed can go away. A good control system
helps an organization in the following ways:

1. Accomplishing Organizational Goals

The controlling function is an accomplishment of measures that

further makes progress towards the organizational goals & brings to
light the deviations, & indicates corrective action. Therefore it helps
in guiding the organizational goals which can be achieved by
performing a controlling function.

2. Judging Accuracy of Standards

A good control system enables management to verify whether the

standards set are accurate & objective. The efficient control system
also helps in keeping careful and progress check on the changes
which help in taking the major place in the organization & in the
environment and also helps to review & revise the standards in light
of such changes.

3. Making Efficient use of Resources

Another important function of controlling is that in this, each activity

is performed in such manner so an in accordance with predetermined
standards & norms so as to ensure that the resources are used in the
most effective & efficient manner for the further availability of
resources.

4. Improving Employee Motivation

Another important function is that controlling help in accommodating

a good control system which ensures that each employee knows well
in advance what they expect & what are the standards of performance
on the basis of which they will be appraised. Therefore it helps in
motivating and increasing their potential so to make them & helps
them to give better performance.

5. Ensuring Order & Discipline

Controlling creates an atmosphere of order & discipline in the

organization which helps to minimize dishonest behaviour on the part
of the employees. It keeps a close check on the activities of
employees and the company can be able to track and find out the
dishonest employees by using computer monitoring as a part of their
control system.

6. Facilitating Coordination in Action

The last important function of controlling is that each department &

employee is governed by such pre-determined standards and goals
which are well versed and coordinated with one another. This ensures
that overall organizational objectives are accomplished in an overall
manner.
STEPS OF CONTROLLING

1. Establishing goals and standards

The task of fixing goals and standards takes place while planning but
it plays a big role in controlling also. This is because the main aim of
controlling is to direct a business’s actions towards its goals. If the
members of an organization know their goals clearly, they will invest
their entire focus in achieving them.
It is very important for managers to communicate their organization’s
goals, standards and objectives as clearly as possible.

The goals that managers have to set and work towards may be either
tangible/specific or intangible/abstract. Tangible goals are those
which are easy to quantify in numerical terms. For example,
achievement of sales worth Rs. 100 crores within one year is a
tangible goal.

On the other hand, intangible goals are those which are not
quantifiable numerically. For example, a company may aim to win
some prestigious award for its corporate
social responsibility activities.

2. Measuring actual performance against goals and standards

Once managers know what their goals are, they should next measure
their actual performance and compare. This step basically helps them
in knowing whether their plans are working as intended.

After implementing a plan, managers have to constantly monitor and

evaluate them. They must always be ready to take corrective
measures if things are not working properly. In order to do this, they
should keep comparing their actual performance with their ultimate
goals.

Apart from taking corrective action, this step of process control also
helps managers in predicting future problems. This way they can take
measures immediately and save their business from losses.

In order to compare their actual performance, managers first have to

measure it. They can do so by measuring results in monetary terms,
seeking customer feedback, appointing financial experts, etc. This
can often become difficult if managers want to measure intangible
standards like industrial relations, market reputation, e
3. Taking corrective action

In case there are discrepancies between actual performances and

goals, managers need to take corrective actions immediately. Timely
corrective actions can reduce losses as well as prevent them from
arising in the future again.

Sometimes, business organizations formulate default corrective

actions in the form of policies. This, however, can be difficult to do
when it comes to complicated problems.

In such cases, managers need to first quantify the defect and prepare
a course of action to remedy it. Sometimes, they may have to take
extraordinary measures for unpredictable problems.

4. Following up on corrective action

Just taking corrective measures is not enough; managers must also

take them to their logical conclusion. Even this step requires
thorough evaluations and comparisons.

Managers should stick to the problem until they solve it. If they refer
it to a subordinate, they must stay around and see to it that he
completes the task. They may even mentor him personally so that
he may be able to solve such problems by himself later.

DESIGNING THE CONTROL PROCESS:

1. Market Control : Supervision or management of the distribution

of goods and services by a government or other entity. Market
control is an attempt to achieve specified economic or political
goals through the deliberate manipulation of factors such as
supply, demand, pricing, transportation, or taxation. it
emphasizes the use of extensive market mechanisms.
 Characteristics of Market Control : Firm’s products or services
are clearly specified . It is also distinct .There must be
considerable marketplace competition.
2. . Bureaucratic Control : Control of an organization and the
individuals that make up the organization through systems of
standardized rules, methods, and verification procedures.
Bureaucratic control is used to ensure efficient operation of large
organizations, where face-to-face communication is not possible or
practical and informal methods of enforcing compliance may not be
sufficient. Emphasizes organizational authority.

 Characteristics of Bureaucratic Control 1. There is a high

degree of Division of Labor and Specialization. 2. There is a well
defined Hierarchy of Authority. 3. It follows the principle of
Rationality, Objectively and Consistency. 4. Interpersonal
relations are based on positions and not on personalities. 5.
There are well defined Rules and Regulations. Rules cover all
the duties and rights of the employees. These rules must be
strictly followed. 6. There are well defined Methods for all types
of work. 7. Selection and Promotion is based on Technical
qualifications. 8. Only Bureaucratic or legal power is given
importance.
3. Clan Control : Control of the employees or members of an
organization through shared values, belief structures, and
cultural norms, rather than through traditional bureaucratic
control procedures. Organizations using a clan control strategy
allow employees a high degree of operational latitude, relying on
commonly-held goals and behavioral expectations to produce
desired strategic outcomes. Regulates employee behavior by
shared values, norms, traditions, rituals.

Effective Organizational Control Systems

The management of any organization must develop a control system tailored to its
organization's goals and resources. Effective control systems share several common
characteristics. These characteristics are as follows:
 A focus on critical points. For example, controls are applied where failure
cannot be tolerated or where costs cannot exceed a certain amount. The
critical points include all the areas of an organization's operations that directly
affect the success of its key operations.
 Integration into established processes. Controls must function
harmoniously within these processes and should not bottleneck operations.
  Acceptance by employees. Employee involvement in the design of controls
can increase acceptance.
 Availability of information when needed. Deadlines, time needed to
complete the project, costs associated with the project, and priority needs are
apparent in these criteria. Costs are frequently attributed to time shortcomings
or failures.
 Economic feasibility. Effective control systems answer questions such as,
“How much does it cost?” “What will it save?” or “What are the returns on the
investment?” In short, comparison of the costs to the benefits ensures that the
benefits of controls outweigh the costs.
 Accuracy. Effective control systems provide factual information that's useful,
reliable, valid, and consistent.
 Comprehensibility. Controls must be simple and easy to understand.