MANAGERIAL

COMMUNICATION
WHAT IS COMMUNICATION
 Communication is, “a process of meaningful
interaction among human
beings. (McFarland)

 More specifically, it is the process by which

meanings are perceived and understandings
are reached among human beings.

 Newman and summer defined

communication as “an exchange of facts,
ideas, opinions or emotions by two or more
persons.”
 BASIC COMMUNICATION
MODEL

Sender Message

Feedback Receiver

 The sender encodes the message and

selects a channel. The receiver decodes
the message and uses feedback to
respond.
ROLE OF COMMUNICATION
 Increasing Employee Efficiency

Imagine a work environment where you

didn’t receive any information from your
manager on how you were supposed to do
your job.

would it go very well?

 Enhancing Business Performance:

Public relations, marketing and advertising

rely on this vehicle
 Avoiding Miscommunication and
Reducing Confusion:

When controversies involving the business

arise in the media, effective communication
can be used to douse the flames.

Eg: Zomato
ROLE OF COMMUNICATION
 Creating a Successful Work Environment

Employees spend a large part of their day at

workplace.
Socialization is important
Eg. Google implement Wellness clubs and
informal work groups
THE IMPORTANCE OF COMMUNICATION IN
MANAGEMENT

Some Important Functions of Management

 Forecasting and planning

 Organizing

 Instructing

 Coordinating

 Controlling
IMPORTANCE OF COMMUNICATION IN
MANAGEMENT
Base for Action

Starting of any activity begins with communication

which brings information necessary to begin with.
PLANNING BECOMES EASY

 Information regarding the human resource

requirement of each department with their
qualifications, the type and kinds of job etc.
helps in human resource planning.

 HR Policies and programes for their

acquisition can be prepared and
implemented.
 Means of Coordination
 Aids in Decision-Making
PROVIDES EFFECTIVE LEADERSHIP

 bring manager near to his subordinates

 manager win confidence of his subordinates

through constantly communicating with them
and removing probable misunderstandings.
Boosts Morale and Motivation

 conflict and dissatisfaction due to

misunderstanding can be removed .
 create good industrial relations.

 boosts up the morale of the people and

motivates them to work harder.

HOW COMMUNICATION IS USED BY
MANAGERS
 Increasing employees’ job performance and
effectiveness by updating their knowledge.

 Promoting employees’ sense of belonging

and commitment.

 Effecting changes smoothly.

 Motivating employees and creating a sense

of identification with the organization’s
Goals.
HOW COMMUNICATION IS USED BY
MANAGERS

 Informing and convincing employees about

decisions and the reasons behind them.

 Helping employees develop a clear

understanding of their roles and growth
opportunities within the organization.

 Empowering employees with information on

development and activities.
COMMUNICATION CONCERNS OF THE
MANAGER
 Managers need effective
communication skills to perform in the
following interrelated situations:

 Interpersonal

 Informational

 Decisional
 TYPES OF COMMUNICATION
 Upward communication - is the flow of
communication from managers to managers.

 Downward communication - is the flow of

communication from managers to managers or
from upper management to middle management
or lower management.

 Horizontal communication - is the flow of

communication moving laterally or at the same
level in the organization.
COMMUNICATION FLOW
COMMUNICATION STRUCTURES IN
ORGANIZATIONS

Every organization creates a network (channel)

for information to pass through different levels
of authority and functional heads and units.
The flow of communication follows the
structure of the organization.

 Vertical

 Horizontal

 Diagonal
FORMAL AND INFORMAL
COMMUNICATIONS
 Formal – Communication that follows
the formal channels of communication
as prescribed by the organization –
vertically, horizontally, diagonally.

 Informal - Communication that follows

the informal channels of
communication not prescribed by the
organization – chat, grapevine.
THE GRAPEVINE
The grapevine exists in all
workplaces. It is an informal
adjunct or extension of
the formal system of
organizational communication.
In a way, it is a corrective to the
management’s system of
information as it is timely and
has a wide reach.
MERITS OF INFORMAL
COMMUNICATION
 Uniting force: The grapevine brings together
employees in matters of common interest.

 Speed: Informal channels of communication pass on

messages speedily.

 Creation of ideas: Informal communication,

through sharing of ideas and views or by spreading
unofficial ‘grapevine’, generates ideas and
expectations that often prove of value to decision-
makers and planners.

 Good personal relations: Public relations fail

in organizations because of the lack of good personal
LIMITATIONS OF INFORMAL
COMMUNICATION
 Rumours

 Inadequacy

 Changing interpretations
SEVEN C’S OF COMMUNICATION

• Completeness
• Conciseness
• Consideration
• Clarity
• Concreteness
• Correctness
• Courtesy
COMPLETENESS

 Answer all questions that are asked

 Give something extra when desirable

 Check for five Ws & one H

 Who What When Where Why • and How

EXERCISE
 You are the president of an industry
association and have received the following
inquiry from an out of town member,

 “I think I would like to attend my first meeting

of the association, even though I am not
acquainted with your city. Will you please tell
me where the next meeting is being held?

• How would you reply to this letter keeping in

mind Completeness and other Cs of the
message?
CONCISENESS

 keeping your message to a point.

 content of message to be focused rather

than its length.

 Even a short memo can include irrelevant or

redundant information.
 helps the receiver focus on what’s

important,
CONCISENESS

 Include only relevant statements

 be focused

 avoid long explanations

 avoid gushing politeness

 Avoid unnecessary repetitions

 use short forms the second time

EXAMPLE
single word substitutes

 Along the same lines

"similarly" and "furthermore" work well.
 At this time

"now", "currently", and "presently"

 Consensus of opinion

"consensus", in common use, implies a

consensus of opinion already.

 Due to the fact that
 "Because (due to the fact that) it's raining, that's
why!"
Few and far between
"infrequent", "seldom", "occasional“ can fit
 For a price of
 "costing" or "worth" could work in the right
context.
 For the reason of that

"because" again fits well

CONSIDERATION

 takes into account the receiver’s background

and points of view.
 If your message hits a nerve or sounds as

disrespectful, the emotional reaction of the

receiver might affect the perception of your
message.
 e.g. by using argumentations and examples

which are relevant to their experience –

makes it easier for them to process the
contents.
CONCRETENESS

 A concrete message is specific, tangible,

vivid.
 It’s supported by facts and figures

for enhanced credibility.

 Concreteness mitigates the risk of

misunderstanding, fosters trust and

encourages constructive criticism.
COURTESY

 Courtesy and consideration complement

each other in effective communications.

 Courtesy means respecting the receiver’s

culture, values and beliefs – i.e. crafting a
message that is genuinely polite and
unbiased.
CLARITY

 Most communication pitfalls originate from

lack of clarity.

 exact terminology and concrete words,

to reduce ambiguities and confusion
CORRECTNESS

 Correct grammar and syntax vouch

for increased effectiveness and
credibility of your message.

 negative impact on the overall perception of

the message, which could be seen as
negligent.
BARRIERS FOR EFFECTIVE
COMMUNICATION
WHAT IS BARRIER?
 A barrier to interpersonal
communications is anything that
prevents, restricts or impedes the
conveyance of meaning by words or
gestures between two or more persons
in a social setting.
 EFFECTIVE
BARRIERS TO
COMMUNICATION
 Social

 Psychological

 Cultural

 Physiological

 System design
 Physical

 Receivers
SOCIAL BARRIERS
Gender
Age
Race
National or
Cultural Origin
Socioeconomic
Class
Education Level
Urban or Rural
Residence
GENDER
Major influence on the way we
communicate with others.
When men and women work together in
a group, men may be more assertive.
Women are more likely than men to
express their emotions, to reveal how
they feel about a situation.
 AGE

Young people and old people

communicate in different ways.

We do tend to judge a statement by

different standards if we know the
speaker’s age.

A person’s age or gender is not

important in judging the truth or
wisdom of what that person says .
Their maturity, their educational
backgrounds, and the different eras in
which they grew up make a
Generation Gap.
PSYCHOLOGICAL BARRIERS
 Attitude towards self
 Fear

 Attitude towards audience

 Attitude towards the message

 You Yourself is not convinced with the

subject
 Knowledge of subject

 Personality/Status of the communicator

PERCEPTION

Our physical limitations are a screen

through which we perceive things
that exist in our environment.

Our perception is also limited by

psychological screens that we have
developed.

Choosing from among the many things

within our range of perception those
that we will notice, and block out the
rest is called “Selective Perception”
MOTIVATION
A Motive is a Reason
For Action!
The most strongest
motivations are those
that are most personal.
We are motivated by money,
fame, power, love, status, security,
skill, ambition...etc
it can be both positive
or negative.
 NEGATIVE EMOTIONS
Almost always obstacles to
good communication!

Especially true barrier if the

emotion is uncontrolled,
unfocused, or misdirected.
OTHER PSYCHOLOGICAL
BARRIERS
 People’s State of Mind
Happy, Sad
 Personal Problems/Worries
 Pre conceived notions of Communicator or
Receiver
CULTURAL BARRIERS
Semantic Problems:
Distortion in communication comes
from semantics- the use of words or
expressions which have a different
meaning for the sender or receiver.

Created when communicators use

technical jargon- usage common to a
particular field or specialization.
CULTURAL BARRIERS
 Language

Different languages, dialect,

individual linguistic ability, use of
difficult words, inappropriate
words, pronunciation
 Norms and values
 Belief
 Social practices and traditions
CULTURAL SENSITIVITY
 Cultural Sensitivity is an ability to interpret
one’s unfamiliar and ambiguous contextual
elements, like gestures, slangs, in the way
people of the same culture would.

 It is also referred to as Cultural

Intelligence.
TYPES OF CULTURE
Edward T. Hall has defined the cultures as
follows:

# High Context
# Low Context
TYPES OF CULTURE
 High Context Culture

There are many contextual elements that

help people to understand the (unwritten)
rules. As a result, much is taken for granted.

For example, time is open and flexible;

process is more important than the result.
TYPES OF CULTURE
 Low Context Culture

There are few contextual elements that help

people to understand the (unwritten) rules.
As a result, very little is taken for granted.

For example, time is highly organized; result

is more important than the process.
TYPES OF CULTURE
# High Context Culture - There is more of
‘Particularism’.

# Low Context Culture – There is more of

‘Universalism’.
TYPES OF CULTURE
Therefore,

# High Context Culture - There is more

chance of misunderstanding with visitors
from other cultures.
# Low Context Culture – There is less
chance of misunderstanding with visitors
from other cultures.
TYPES OF CULTURE
# High Context Culture – people tend also to
be
‘Polychronic’.

# Low Context Culture – people tend also to be

‘Monochronic’.
TYPES OF CULTURE
Polychronic Culture:

 Do may things at a time;

 Get easily distracted;

 Put relationships first;

 More comfortable working with the “known”;

 Borrow and lend things often and easily;

 Human interaction is valued over time.

TYPES OF CULTURE
Monochronic Culture:

 Do one thing at a time;

 Concentrate on the job at hand;

 Put the job first;

 More comfortable with transactional

relationships;
 Seldom borrow and lend things;

 Emphasize promptness.
TYPES OF CULTURE
Polychronic Culture Countries:
(Like)
India, Pakistan, Indonesia, Thailand, Middle
East, Egypt, Spain, Italy, France.
TYPES OF CULTURE
Monochronic Culture Countries:
(Like)
USA, Canada, West/North Europe, Australia.
TYPES OF CULTURE
 The Japanese have elements of both cultural
types:

 Monochronic – about
appointments/schedules.
 Polychronic – about sharing office space and

loyalty to the organization.

OTHER CLASSIFICATIONS OF CULTURE
 Reserved cultures vs. Expressive cultures
 Formal/Hierarchy-conscious cultures vs.

Informal/Egalitarian cultures
 Relationship-focused cultures vs.

Deal-focused cultures
 Fluid-time cultures vs. Rigid-time cultures
ETHNOCENTRISM
 The tendency to put one’s own culture in the
centre of influence and use it as the point of
reference for everything else.
 For example, dealing with issues like raising

children, celebrating festivals, public

decency, etc., in another culture.
 The opposite of Ethnocentrism is Cultural

Relativism – understanding and assessing

other cultures without bias of own cultural
background.
DEVELOPING CULTURAL SENSITIVITY
 Understand your own culture;
 Utilize opportunities to explore other

cultures, may be, through internet and food;

 When in doubt, err on the right side;

 Be open and non-judgmental towards other

cultures.
CHINESE CULTURE
 A collectivist society.
 Loyalty is paramount.

 Highest regard for tradition, fulfilling social

obligations, and saving one’s face, or

‘mianzi’.
 Losing face is equal to losing self-respect and

status.
CHINESE CULTURE
 Handshakes are the formal greetings.
 Topics like weather, food, or hobbies are good

ice-breakers.
 Juniors are introduced to seniors, official to

non-official persons.
 Business cards are exchanged with both

hands.
 Cards are exchanged with all present.
CHINESE CULTURE
 Rank is extremely important.
 A level of formality is maintained with senior

officials.
 Business is gender-neutral.

 Having good relationships is a priority.

 Face-to-face meetings are preferred.

 Dealing with known people is more

comfortable.
CHINESE CULTURE
 Business relationships are built after they get
to know you well, which may take time.
 To start with, an intermediary improves

credibility.
 Showing excessive emotions is not

appreciated.
 Touching or patting in the workplace is not

accepted.
CHINESE CULTURE
 Pointing or gesturing with (index) finger is, or
showing the soles of your shoes is considered
extremely impolite.
 Direct eye contact and asking direct

questions are considered inappropriate.

 Decision making is hierarchical and slow.

 Chinese like to mask the word ‘No’.

 Price negotiation is part of the culture.

CHINESE CULTURE
 Nodding is only an indication of listening, not
agreeing.
 Meals are not considered appropriate for

discussing business; drinking alcohol is.

 Chopsticks should not be played with during

a meal.
 A clean plate indicates you are still hungry.

 Gifts show courtesy, and a great way to build

relationships.
CHINESE CULTURE
 Value of the gift is not important; it is treated
like a souvenir.
 Gift should not be mistaken for bribe.

 Appropriate gifts are wine, tea, chocolates,

and exotic fruits.

 Odd numbers are considered unlucky.

Therefore, gifts are given/sent in pairs.

 Gifts are not opened in front of the person

giving them.
CHINESE CULTURE
 Chinese culture is very ‘this-wordly’ – there is
no concept of rebirth and sin.
 Social ethics and morality matter more than

spiritual issues.
 Chinese believe in numerous heavens and

numerous hells – places of reward and

punishment.
 Chinese culture is influenced by Taoism,

Buddhism and Confucianism.

CHINESE BUSINESS CULTURE
“A good system for quality control simply
doesn’t exist in China… Even confidential
informants, who report to authorities about
someone selling fraudulent goods can wind
up dead, under suspicious circumstances.”

- Wang Hai, a crusader against fraudulent,

shoddy and dangerous Chinese goods, in
Newsweek
PHYSIOLOGICAL BARRIERS
 Individuals’ personal discomfort
ill health, poor eye sight, hearing difficulties

 Speech and voice defect, diseases, physical

appearance, lack of skill.
SYSTEM DESIGN

 Organisational Structure
unclear, to whom to communicate,
 Insufficient or inappropriate information
systems
 Information overloaded
 A lack of clarity in roles and responsibilities
 A lack of supervision or training
 STATUS AND POWER
DİFFERENCES
Differences in
communications are
likely to parallel the
differences in power.

Imbalance
in negotiating power
leads the high power
party to perform
significantly better than
the low power party.
 PHYSICAL BARRIERS
 Channel
 Availability of channel to receiver (Common channel)
 Choice of channel
 Handling of channel by communicator
 Reach : depending on size of audience, mike, etc.
 Noise level in Channel
 Presentation of information/message treatment
Muddled messages

EG:

“Dogs for sale . Will eat anything. Especially likes

children. Call 888-3599 for more information.”
PHYSICAL BARRIERS

 Climate
 Extreme temperature (Hot/Cold)
 Bright/ Dim Light
 High Humidity
PHYSICAL BARRIERS CONT…..
 Distractions
Noise (Co-workers, Doors, etc.)
Photographer
Any announcements
Instruction Sheet
Tea
Late Comers
 Physical Setting of Classroom/ Lecture Hall
SittingArrangement
Audio-Visual Aids
RECEIVER-THE ULTIMATE

 Absenteeism/Day Dreaming/ Pretending

Listening

 Strayers: They constantly take the group

off the track. They drag the discussion out
of context

 Gabbers: They are the people who like to

talk first and try to dominate in the
discussion. They think that they are the
only ones with anything worth saying

 Silent: They are just as well informed as

many other members of the group but they
rarely contribute verbally
 TO SUM UP

To Become an Effective communicator

Make effective use of
Heart and Body, Mind and Soul