2.1
Introduction
Communication is the lifeblood
of an organization and without it organization cannot stay alive. As such, the
top management of an organization should ensure that adequate and smooth
communication flows in all directions and it is effective as well. A periodic
review of the existing pattern of communication effectiveness should be made.
This review would, on the one hand, reveal the direction in which the existing
situation falls short of organizational requirements and, on the other would
reveal the underlying forces responsible for the prevailing state of affairs as
also the actions required to remove those.
Communication is, however, one
of the most difficult of all the managerial activities to measure. Quantitative
and objective proof of the success of
effectiveness
is extremely hard to come by. However, in evaluating communication, much can be
accomplished by a systematic approach utilizing a planned method of evaluation
that likes for results in terms of stated objectives and takes into account
both success and failure.
Any assessment of
communication, as such, requires the determination of the criteria for this
evaluation and fixation of norms in respect of these criteria. Both of these
are, further, to be oriented to the basic objective of the process itself. In
general terms, the objective of communication may be defined as the passing of
ideas and understanding from the sender to the target with the view to getting
the desired behavioural response from the latter. The finding out of the actual
behavioural responses and comparing these with the expected ones, however, in
case of this continuously on-going process, presents insurmountable
difficulties. The ultimate objectives of the communication are related to the
communication programmes through their relationships with immediate objectives.
Effective communication, as
such, might be the accurate transmission and receipt thereof and its correct
understanding. There are several elements in communication that can be
evaluated to assess directly the effectiveness of communication.
2.2
Objectives of Business Communication
The main purpose of all
communication in an organization is the general welfare of the organization.
Effective communication is needed at all stages in order to ensure this
welfare. At the planning stage, information is needed on the various aspects of
the enterprise, the feasibility of the project being undertaken, finances
involved, man-power required, marketing conditions, publicity campaigns, etc.
At the execution stage, orders are issued to the employees to start work, the
workers associated with the project are constantly motivated and kept involved,
a sense of discipline is cultivated
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among them
and their morale is kept high. All this requires constant two way communication
between the managers and the employees. Then at the assessment stage, the
manager is again required to communicate with various sources, both internal
and external, to assess the success of the project, and if a need is felt, to
envisage modifications in the future plans. In view of this elaborated and
complex commercial structure, communication can be used for any or more of the
following objectives:
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1.
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Information
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2.
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Advice
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3.
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Order
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4.
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Suggestion
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5.
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Persuasion
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6.
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Education
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7.
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Warning
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8.
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Raising morale
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9.
Motivation
INFORMATION
One of the most important
objectives of communication is passing or receiving information about a
particular fact or circumstance. It can be done either through spoken or
written language or by using other system of signs or signals. Managers need
complete, accurate and precise information to plan and organize; employees need
it to translate planning into reality.
External information
Information
on the following aspects is very vital for the existence and welfare of any
organization:
1.
Information about its products: (i)
consumer response to its products in comparison with competing products with
reference to quality as well as price, (ii) whether they are being produced in
conformity with the latest trends.
2.
Information about the availability
of credit: the nature of the various financial institutions and the terms and
conditions on which credit is offered by them.
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3.
Information about the availability
of raw materials: how better quality raw materials can be procured on easier
terms, or if there are any cheaper substitutes available.
4.
Information about the Government
rules and regulations: what kind of affect the rules and regulations of the
Government and the changing political scene can have on the product policy of
the organization.
5.
Information about the advertising
media: their efficiency, suitability, relative merits and the expenses
involved.
6.
Information about the latest
development in the fields of science and technology: how latest innovations can
be used to modernize the production techniques wither to improve the quality of
the products or to effect economy in labour, time, money, etc.
Internal information
Internally,
information should e freely given to the employees on the following points:
1.
Information on job assignments and
procedures governing them: Information about the precise nature of every
employee's job, its scope and the procedures governing it should be readily
available with every employee as well as in the files of the organization.
2.
Information on status and
decision-making powers: The exact designation of the officers and their
decision-making powers enjoyed by them should be clearly defined.
3.
General information on the policies
and activities of the organization: If the employees are kept well informed
about the policies of the organization and other related aspects, it inculcates
among a sense of belonging and gives them greater job satisfaction. It also
helps them to acquire confidence in themselves.
ADVICE
Giving
advice is another important objective of communication. Information is always
factual and objective. But advice, since is involves personal
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opinions, is
likely to be subjective. Information is neutral in itself. When it is offered
to a person, he may use it as he likes. But advice is given to him either to
influence his opinion or his behaviour. I may prove helpful, but it may also
lead to disaster.
Importance of advice
Commercial activities in the
modern world have become extremely complex. Each individual activity needs
specialized handling, which cannot be expected from people working
single-handed. However competent a businessperson may be, he cannot have
specialized knowledge of all branches like fiancé, taxation, publicity,
engineering, public relations, etc. If he wants to run his business
successfully, he will have to seek expert advice quite frequently.
Within the organization, the
supervisory staff is required to advise the junior employees. Supervisors are
usually persons of long standing and have a great deal of experience at their command.
Being in close contact with their superiors (usually the board of directors)
they are well familiar with the policies and functioning of the organization.
They are, therefore, in an excellent position to guide, counsel or advise their
subordinate staff.
Advice flows horizontally or
downwards
Advice by its very nature flows
horizontally or downwards. Expert advice from outside flows horizontally. The
boards of directors advising one another on some policy matter are also engaged
in a kind of horizontal communication. But advice soon starts flowing down to
the management personnel, the supervisory staff and the subordinate staff or
the operatives.
How to make advice effective
While offering advice, the advisor
should keep the following points in mind:
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1.
Advice should be both man-oriented
and work-oriented, i.e., it should be related to a specific piece of work, and
should be given in such a way that it suits the individual needs of the
recipient. It means that while explaining the complexities and subtleties of a
job, the adviser ought to keep in mind the understanding power of the person he
is advising.
2.
Advice should not be given to
persons to make him feel conscious of his inferior knowledge or skill. If the
adviser assumes a patronizing tone, the other person is bound to resent it. So
the adviser ought to be very friendly in his attitude.
3.
The only justified motive of giving
advice is the betterment of the worker. The adviser should genuinely feel this
motive. And he should give this very feeling to the worker. He should so mould
his tone and phrase his language that he makes the other persons feel
absolutely at ease.
4.
If given in a right tone, advice can
often promote better understanding between the adviser and his subordinates. It
can prove that the adviser is taking personal interest in his subordinate staff
and is, therefore, interested in their welfare.
5.
If the subordinate staff is given
freedom to react, advice can become a two-way channel of communication. It may
perhaps bring about some excellent suggestions for the improvement of the
organization's functioning.
Counseling
Counseling is very similar giving advice. Only, counsel is
objective and impersonal. The counselor is a man of greater skill or knowledge on
some specific subject and he offers his counsel without any personal interest
or involvement. Advice has a personal touch about it; counsel is almost
professional. Advice is often unsought and is unwelcome; counsel is eagerly
sought.
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A number of
large business houses now have their counseling departments, which offer the
employees advice on domestic or personal problems. Even an efficient employee
may become tardy and indifferent if he is facing some personal problems at
home. This may adversely affect the working of the organization. It may also
infect other employees and lower their morale. Such employees are encouraged to
consult the counseling department, which has on its staff a panel of doctors,
psychologists and social workers. These experts hold a series of sittings with
the employees and thrash out their problems. The employees are restored to
their mental and physical health and the conditions in the organization are
brought back to the normal.
ORDER
Order is an
authoritative communication. It is a directive to somebody, always a
subordinate, to do something, to modify or alter the course of something he is
already doing, or not to do something. Whatever be the nature and size of an
organization, orders are absolutely necessary for it. The downward flow of
information is dominated by orders.
Types of order
Keeping
different aspects of orders in mind, we can classify orders in various ways:
(a) Written and
oral orders.
Written
orders are usually given in the following cases:
1.
The order is of a highly responsible
nature. It is essential to keep a record of it and to make it absolutely
specific.
2.
The task is repetitive in nature. It
is cumbersome and inconvenient to issue oral orders every time the task is to
be done.
3.
The person being ordered is remotely situated and it is not
possible to
give him oral orders.
Oral orders are given in the
following cases:
1.
The job is required to be done immediately.
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3.
There is a kind of permanent
superior-subordinate relationship between the giver and the receiver of the
order and the order-giver does not feel the need of entering into the
cumbersome process of issuing written orders.
(b) General and
specific orders.
If orders are related to one
particular activity, they are specific. If there are a number of activities
having operational similarities, general orders may be issued to cover all of
them. Again, in case it is not possible to foresee all the attendant situations
connected with an activity, it may become necessary to issue general orders.
(c) Procedural and operational orders.
Procedural orders specify
procedures to be adopted. They are general by nature. Operational orders are
more closely related to the job in hand. They specify how a particular job is
to be done.
(d) Mandatory and discretionary orders.
Mandatory orders have to be
obeyed. Discretionary orders are usually in the nature of recommendations. They
suggest what is desirable, what should be done. But it is up to the receive; to
see their feasibility and to decide whether he ought to carry them out or not.
The Head Office may issue discretionary orders to the branch manager, for the
branch manager, being present on the spot, knows better whether the orders are
to be carried out or not.
Characteristics of an effective order
1.
I must be clear and complete so that
the person who receives the order knows exactly what to do, how to do and when
to do it.
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2.
It execution should be possible,
that is, the person who has to execute it has the materials, tools, equipment,
time and ability to execute it. If any hurdles are likely to be experienced,
the order should specify how they are to overcome.
3.
It should be given in a friendly way
so that it is not resented and is not carried out reluctantly.
Instruction
Instruction is a particular
type of order in which the subordinate is not only ordered to do a job but is
also given guidance on how to do it. If the accounts officer asks one of his
clerks to prepare a voucher, he has issued an order. If he shows the clerk how
to prepare a voucher and then asks him to prepare more, he has issued
instructions.
SUGGESTION
It would be wrong to presume that
the best ideas on a subject come only from the supervisory staff or the
directors. The lower staff, in fact being actually in touch with the operative
aspect, is capable of giving some positive suggestions on procedural and
operational aspects.
Suggestion enjoys one great
advantage over other means of communication like advice or order. Advice comes
from an expert; order comes from a higher authority. In either case, the
recipient of the communicator, is slightly conscious of his inferiority and may
resent it. Accepting a suggestion is at his discretion, so a suggestion is
usually welcome.
Suggestion is supposed to be a
very mild and subtle form of communication. Still, since it flows horizontally
or vertically upwards, it may hurt someone's ego to recognize its utility and
readily accept it. But enlightened executives should set aside the ridiculous
notions of false self-importance and welcome positive, constructive suggestions
with an open mind.
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These days,
progressive houses make a provision for suggestion boxes, which are placed at
some convenient place in the office or the factory. Workers are encouraged to
drop their suggestions into these boxes. Sometimes these suggestions have to be
written on specially prepared cards. If an employee does not want to reveal his
name, there is a provision for it. These suggestion boxes are opened at regular
intervals, the suggestions received are scrutinized and the employees offering
the best suggestions are awarded prizes.
PERSUASION
Persuasion may be defined as an
effort to influence the attitudes, feelings, or beliefs of others, or to
influence actions based on those attitudes, feelings, or beliefs. Persuasion is
an important objective of communication. Buyers have often to be persuaded to
buy a particular article available with the seller in place of the one they
actually wanted to buy. In the office of the factory, the lazy, the incompetent
and the disgruntled workers have to be persuaded to do their work.
Human nature is not amenable to
coercion or repression. Whenever force is applied to command a particular
action, it breeds resentment and indignation. It is better to use persuasion
than compulsion. But even persuasion seeks to change beliefs and attitudes,
which people do not like at all. So in order to be successful, persuasion has
to be indirect and suggestive. The buyers and the workers should be so
manipulated that they change their mind without getting conscious of the
change, or if they are conscious, they believe that the change is to their
advantage. Persuasion is an art, which has to be learnt with great care.
The art of persuasion
1.
Persuasion needs conviction on your
part. You should be genuinely convinced that the alternative course of action
being suggested by you
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is
in the interest of the organization as well as in the receiver's interest. You
must not try to persuade others from a purely selfish motive.
2.
Do not impose yourself on the
receiver of your communication. Do not overwhelm him with arguments. Give
indirect hints and subtle suggestions. Gently channelise his thinking in such a
way that he adopts the point of view or the course of action suggested by you
as if he had arrived at it as a result of his own thinking.
3.
If the other person is docile and
has a flexible mind, he will be easily persuaded. But if he is headstrong, a
self-opinionated person, try to meet him half-way. Concede a few points to hi
in the beginning. Then gradually bring him round on the other points.
4.
Bring yourself to the level of the
other person. Try to look at the issue from his point of view and mould your
arguments accordingly. Of the numerous arguments available with you, select
those that may have special appeal to him.
The
art of persuasion consists of four important steps:
1.
Analyzing the situation. This is the
preparatory step. The communicator analyses the situation to find out why the
need of persuasion has arisen and what will be the advantages and disadvantages
of the new course of action being suggested. He also studies the psychology of
the man to be persuaded in order to plan a suitable strategy.
2.
Preparing the receiver. It is but
natural that people resent being persuaded to change their views or behaviour.
The receiver has to be prepared for it. This can be done by putting him in a
pleasant frame of mind. He may be complimented on some of his outstanding
qualities and achievements. An appeal may be made to his adaptability and
open-mindedness. The points on which the communicator agrees with him may be
mentioned first, so that a kind of meeting ground for the communicator and the
receiver is prepared. It is also necessary that
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3.
Delivering the message. The third
step is to deliver the message. The message should be delivered stage by stage,
with the help of forceful arguments, beginning with those parts of the message,
which are easier to accept, and delaying the unpleasant parts as much as possible.
4.
Prompting action. Prompting action
is but a logical consummation of the first three steps. If the first steps have
been taken carefully, the receiver of the message will be easily persuaded to
adopt a different course of action (or hold a different view).
EDUCATION
Education is a very conscious
process of communication. It involves both teaching and learning and extends
over considerably long periods. The main purpose of education is to widen
knowledge as well as to improve skills. It is carried on at three levels: (a)
at the management level; (b) at the level of the employees; and (c) at the
level of the outside public.
1.
Education for the management:
Knowledge is multiplying fast. Each new day brings with it innovations, which
if suitably applied can revolutionize the working of an organization. Managers
are required to keep abreast of the latest innovations. In other words, they
have to be educated. Their education can take place through books, lectures,
seminars, case studies, study tours, etc. Junior managers have to be educated
to assume responsibility when they succeed to higher positions.
2.
Education for the employees. Just as
the managers are required to keep abreast of the latest innovations in the
field of commerce and technology, when these innovations are introduced in the
office or the factory, the employees have to be educated to use them. Such a
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programme
of education is called reorientation. Employees can be educated through talks,
demonstrations, bulletins and house organs.
3.
Education for the outside public.
The outside needs knowledge on the new products being introduced into the
market, the relative merits of the various brands already existing, the
availability of the substitutes, complementary and supplementary products,
comparative prices, concessions and discounts, if any. This useful knowledge is
offered through advertisements, specially sponsored features in the newspapers,
information talks and articles.
WARNING
If employees do not abide by
the norms of the organization, or violate the rules and regulations, it may
become necessary to warn them. Tardiness, negligence, defiance, tempering with
the records, mishandling equipment, lack of regularity and punctuality,
gossiping, pilfering office stationery and material, spreading rumours,
misleading new employees are some of the actions that call for a reprimand or a
warning. Warning is a forceful means of communication, for it demands immediate
action. But in order to retain its effectiveness, it should be used sparingly
and discreetly. While issuing warnings, the following points should be kept in
mind:
1.
Some warnings are general. 'No
smoking', 'No talking', 'Beware of the dog' are general warnings. They are not
aimed at any particular person, nor are they likely to hurt anybody's feelings.
Such warnings are usually given in the form of notices. They are almost akin to
information.
2.
More often, warnings are given to
particular persons. They involve disciplinary action in the form of reprimand.
Reprimands are very demoralizing; they may also evoke resentment. Before
reprimanding an employee, it is very important to ascertain the truth of the
charges leveled against him. Reprimand should never spring from personal
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prejudices.
It should be as fair and dispassionate as possible. And it should never be
accompanied with a display of rage.
3.
Reprimand should not be administered
to a person in the presence of others. It will make him feel humiliated and
nobody likes to be humiliated. The worker should be summoned in the privacy of
the supervisor's room and dispassionately talked to. He should be given an
opportunity to explain himself. If his arguments fail to convince the
supervisor, he should, without losing temper, clearly tell the worker what is
expected of him.
4.
It is also useful to investigate the
causes of the worker's undesirable behaviour. He may be burdened by some
domestic or personal problems. Or he may be nursing some personal grudge
against the supervisor or the organization. If the supervisor can succeed in
talking him out of his problems, the warning given to him will become
constructive.
5.
The aim of giving a warning should
be the betterment of the organization. It should not be used to cause
disruption. It is very important to be judicious in the choice of words used in
administering warning and reprimands.
RAISING MORALE
Moral stands for mental health.
It is the sum of several qualities like courage, fortitude, resolution and
confidence. High morale and efficient performance go hand in hand. It acts as a
kind of lubricant among people, binds them with a sense of togetherness and
impels them to work in cooperation with one another in the best interest of
their organization.
Factors conducive to the creation of
a high morale
1.
Every worker gets work suited to his
physical and intellectual caliber. He feels his work is important and it is
appreciated by the authorities.
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2.
The atmosphere in the premises is
congenial. The superiors are efficient and their attitude is constructive. They
enjoy the worker's respect.
3.
Promotional avenues are available to the workers.
4.
Genuine grievances of the workers are promptly removed.
MOTIVATION
Motivation energizes and
activities a person and changeless his behaviour towards the attainment of
desired goals. Motivation and behaviour are intimately related to each other.
In order and persuasion, the communicator enjoys an upper hand. But in motivation
he keeps himself in the background. He does not order his employees to work; he
motivates them so that they work willingly and eagerly. A motivated worker does
not need much supervision. He does his work as if it were his own, as if his
own interests were closely tied up with the successful performance and
completion of the work entrusted to him. An office or factory that enjoys the
support of motivated workers shows much better results than another office or
factory in which workers are commanded to work.
Offering monetary incentives is
perhaps the most effective form of motivation. People working on contract basis
are always motivated to work, for their earning increase in proportion to their
work. People work reluctantly during the office hours but willingly stay back
to work overtime. However, it may not be always possible or even desirable, to
offer monetary incentives. Such a practice is likely to set unhealthy
precedents with the implication that whenever such motives are absent, the
workers will just refuse to work.
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Though earning money may be the
most important motive for working harder, it is not the only motive. Other
factors like job satisfaction, prestige, a sense of belonging to a great
organization can also induce or motivate workers to work sincerely and
efficiently. Motivation as a form of communication deals with these factors.
Human minds are not identical and are not stimulated to the
same extent by the forces. It is for the supervisor to clearly understand all
the motivating forces, analyze the psychological needs of the individual
workers and to use proper motivation to make all his workers work in
cooperation.
The following points deserve consideration in discussing
motivation as a form of communication:
1.
Workers should be invited to give
suggestions and to participate in the decision-making process, if a suggestion
coming from a junior employee is accepted, he will feel motivated to work hard
and prove that his suggestion was really good.
2.
If clear achievement goals are set
before the workers so that they know what they are working for, they will work
hard to achieve these goals.
3.
Apart from the satisfaction of their
basic human needs like food, clothing and shelter, all human beings yearn for
security, healthy social relationships and a dignified and respectable
existence. They would definitely feel motivated to work in an organization
capable of offering them these things. The management should take effective
steps to offer the workers security of work and a congenial atmosphere in which
they can work in harmony with their colleagues.
4.
Example, they say, is better than
precept. If the supervisory staff is so sincere and competent that it can
command the respect and confidence of the workers, the latter will feel
motivated to work harder.
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2.3
Effective Communication Skills
In any business environment,
adherence to the 7 C's and the 4 S's helps the sender in transmitting his
message with ease and accuracy. Let us first take a look at the 7 C's:
Credibility
Builds trust: If
the sender can establish his credibility, the receiver has no problems
in accepting his statement. Establishing credibility is not the outcome of a
one-shot statement. It is a long-drawn out process in which the receiver
through constant interaction with the sender understands his credible nature
and is willing to accept his statements as being truthful and honest.
Courtesy
Improves relationships: Once
the credibility of the sender has been established, attempts should be
made at being courteous in expression. In the business world, almost everything
starts with and ends in courtesy. Much can be accomplished if tact, diplomacy
and appreciation of people are woven in the message.
Example
(a)
Jane: "You can never do things
right. Try working on this project. If you are lucky you may not have to redo
it."
(b)
Jane: "This is an interesting
project. Do you think you would be able to do it? I know last time something
went wrong with the project, but everyone makes mistakes. Suppose we sat down
and discussed it threadbare I'm sure you would be able to do wonders".
The two statements convey
totally different impressions. While the first statement is more accusative,
the second is more tactfully and appreciative of the efforts put in by the
receiver at an earlier stage. The crux of the message in both the statements is
the same: You want an individual within an
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organization
to undertake a project. The manner in which it is stated brings about a
difference in approach. Further, expressions that might hurt or cause mental
pain to the receiver should, as far as possible, be ignored. For this it
becomes essential that the "I" attitude be discarded in favour of the
"you" attitude. Development of interest in the "you" will
perforce make the other individual also see the point of view of the other. At
the time of emphasizing the "you-attitude", only the positive and
pleasant "you-issues" should be considered. If it is being used as a
corrective measure, then the results are not going to be very positive or
encouraging.
Clarity
Makes comprehension easier: Absolute
clarity of ideas adds much to the meaning of the message. The first
stage is clarity in the mind of the sender. The next stage is the transmission
of the message in a manner, which makes it simple language, and easy sentence
constructions, which are not difficult for the receiver to grasp, should be
used.
Correctness
Builds confidence: At
the time of encoding, the sender should ensure that his knowledge of the
receiver is comprehensive. The level of knowledge, educational background and
status of the decoder help the encoder in formulating his message. In case
there is any discrepancy between the usage and comprehension of terms,
miscommunication can arise. If the sender decides to back up his communication
with facts and figures, there should be accuracy in stating the same. A
situation in which the listener is forced to check the presented facts and
figures should not arise. Finally, the usage of terms should be
nondiscriminatory, e.g., the general concept is that women should be addressed
for their physical appearance whereas men for their mental abilities. This,
however, is a stereotype and at the time of addressing or praising members of
both the sexes, the attributes assigned should be the same. Similarly for
occupational references. In the business world almost all
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professions
are treated with respect. Addressing one individual for competence in his
profession but neglecting the other on this score because of a so-called
'inferior' profession alienates the listener from the sender.
Consistency
Introduces stability. The
approach to communication should, as far as possible, be consistent.
There should not be too many ups and downs that might lead to confusion in the
mind of the receiver. If a certain stand has been taken, it should be observed
without there being situations in which the sender is left groping for the
actual content or meaning. If the sender desires to bring about a change in his
understanding of the situation, he should ensure that the shift is gradual and
not hard for the receiver to comprehend.
Concreteness
Reinforces confidence. Concrete
and specific expressions are to be preferred in favour of vague and
abstract expressions. In continuation of the point on correctness, the facts
and figures presented should be specific. Abstractions or abstract statements
can cloud the mind of the sender. Instead of stating: "There has been a
tremendous escalation in the sales figure", suppose the sender made the
following statement: "There has been an escalation in the sales figures by
almost 50% as compared to last year”. The receiver is more apt to listen and
comprehend the factual details.
Conciseness
Saves time. The
message to be communicated should be as brief and concise as possible.
Weighty language definitely sounds impressive but people would be suitably
impressed into doing precisely nothing. As far as possible, only simple and
brief statements should be made. Excessive information can also sway the
receiver into either a wrong direction or into inaction. Quantum of information
should be just right, neither too much nor too little,
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In the first
example, the statement is rather long and convoluted. However, the second
example gives it the appearance of being crisp, concise and to the point.
7 C's of Business Communication
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C's Relevance
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Credibility Builds trust
Courtesy Improves
relationships
Clarity Makes
comprehension easier
Correctness Builds
confidence
Consistency Introduces
stability
Concreteness Reinforces
confidence
Conciseness Saves time
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4 S's of Business Communication
An understanding of the 4 S's is
equally important.
Shortness
Economizes. "Brevity
is the soul of wit”, it is said. The same can be said about
communication. If the message can be made brief, and verbosity done away with,
then transmission and comprehension of messages is going to be faster and more
effective. Flooding messages with high sounding words does not create an impact.
Many people harbour a misconception that they can actually impress the
receiver, if they carry on their expeditious travails. Little do they realize
how much they have lost as the receiver has spent a major chunk of his time in
trying to decipher the actual meaning of the message.
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Impresses. Simplicity
both in the usage of words and ideas reveals a clarity in the thinking
process. It is normally a tendency that when an individual is himself confused
that he tries to use equally confusing strategies to lead the receiver in a
maze. Reveal clarity in the thinking process by using simple terminology and
equally simple concepts.
Strength
Convinces. The
strength of a message emanates from the credibility of the sender. If
the sender himself believes in a message that he is about to transmit, there is
bound to be strength and conviction in whatever he tries to state. Half-hearted
statements or utterances that the sender himself does not believe in add a
touch of falsehood to the entire communication process.
Sincerity
Appeals. A
sincere approach to an issue is clearly evident to the receiver. If the
sender is genuine, it will be reflected in the manner in which he communicates.
Suppose there is a small element of deceit involved in the interaction or on
the part of the sender. If the receiver is keen and observed, he would be able
to sense the make-believe situation and, business transactions, even if going
full swing, would not materialize.
2.4
Summary
“She's so cold and uncommunicative. She never shows any
emotion. Why does he talk like that? I wish he would get straight to the point
instead of beating around the bush that way. He's so direct and brash. Doesn't
he know that it's rude to keep people waiting like this? He's an hour late! She
talks so much. I get tired just listening to her talk…”
We
often hear remarks like the above made by people around us. In fact, we may
even have made some of these remarks ourselves. Sometimes these
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remarks are justifiable; at
other times they may not be so. But what actually triggers such remarks?
Usually we make such remarks about other people when they display behaviors
that we consider inappropriate or unacceptable in our culture. But what is
deemed acceptable in our culture may be considered strange or totally
inappropriate in other cultures. So when the target of the above remarks are
people who come from cultures different from ours, there may actually be no
justification at all for making such remarks because the behaviors displayed
may be perfectly acceptable in their cultures.
With more and more companies going global in today's
changing business environment, it is not at all uncommon to walk into an office
and to find ourselves looking at a multinational multi-cultural workforce. In
fact, this is becoming the norm of these days. Gone are the days when
developing intercultural communication skills were relevant only to business
executives who had to cross national borders for overseas assignments. Today,
you don't even have to leave your own country to find yourself in face-to-face
contact with people whose cultures are markedly different from yours. So, in
order to succeed at the workplace today, it is important for you to develop
effective inter-cultural communication skills.
Indispensable to Human Behaviour or the art of dealing or
interacting with people is communication. When one relates with people, he has
to communicate with them, either through verbal or non-verbal language, or
both. Verbally, one communicates by using words, figures and symbols.
Non-verbally, he communicates through gestures, facial expressions and other
forms of body language. Clarity is one of the essential ingredients to
effective communication. Thus, care in the proper choice of words is crucial
towards enhancing mutual understanding, rapport and support.
Positive Thinking is equally important in communicating and
relating with people. A person who strives to communicate positive thoughts and
actions is
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readily
able to maintain Smooth Interpersonal Relationships (SIR) and easily gains the
respect and esteem of those around him.
2.5
Key Words
♦
Effective Communication: Effective
communication, as such, might be the accurate transmission and receipt thereof
and its correct understanding.
♦
Communication Barriers: Various
inadequacies that can be identified through communication evaluation are
required to be analyzed in terms of various factors - obstructions and barriers
- that impede flow communication.
2.6
Self Assessment Questions
1.
What do you think can be the major
objectives of communication? Briefly explain any two of them.
2.
Do you agree that the basic
objective of all human communication is to obtain an understanding response?
How can this be applied to the objectives of business communication?
3.
If you are appointed the manager of
a business organization with declining business, what objectives of
communication will you use to check the decline in business?
4.
Discuss and illustrate with suitable
examples the effective skills required in communication
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2.7
Suggested Readings
1.
Pal, Rajendra and Korlahalli, J. S., Essentials of Business
Communication.
2. Fred
Luthans, Organizational Behaviour, Boston, McGraw-Hill, 8th
edition, 1998.
3.
Kaul, Asha, Effective Business Communication.
4. Lesikar,
Raymond V. and Pettit John D, Business Communication: Theory and application, 6th
edition, Richard D Irwin publication.
5.
Sharma, R. C. , Business Communication and Report Writing.
6. Varinder
Kumar, Raj Bodh, Business Communication, Kalyani Publishers, New Delhi, 2001.
