1.1
Introduction
“You cannot not communicate”. This statement is quite often misunderstood
by many of us. We may be fussy about the grammar of this sentence and that is
at the cost of the its spirit. It, in fact, this statement let us know that we
cannot remain without commutation even if we feel as we have not communicated
anything but still we have commutated everything. If you are like the majority
of us, you spend more time in communicating than doing anything else. Probably
you spend a hefty part of each day in one-to-one speaking, writing and
listening. When you are not
talking or listening, you are presumably communicating in supplementary ways
like - understanding, lettering, gesturing, and drawing. Or perhaps, you are
just taking in information by seeing, feeling, or smelling. All of these
activities are forms of communication and certainly you do them right through
most of your time.
Obviously, such activity, which we are engrossed in so much, has to be significant.
Perhaps, it is the most important of all our activities. It is easy to make out
that communication is what has enabled us to develop the civilized society. It
is one activity that we human beings clearly do better than the other
creatures, and it basically explains our dominant role in this universe.
Communication has enabled us to organize - to work in groups; and through
organization, we have been able to overcome barriers to our existence that we
could not have subjugated individually. But we need not discuss further how
communication has contributed to our development as human beings. Its role is
understandable to all of us. We have to articulate that communication is vital
to our success and well-being in enlightened civilization.
1.2
The Concept
of Communication
The word communication has been derived from the Latin word 'communis'
that means ‘common’. However, communication incorporates, besides commonality,
the concepts of transfer, meaning and information. The communication can be defined as the process through which two or more persons come to
exchange ideas and understanding among them.
The definition involves two
aspects in communication:
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First, there is something, which is transmitted, such as, facts,
feelings, ideas, etc. It implies that there must be a receiver if communication
is to occur. The sender of message must consider the receiver while structuring
his message from a technical standpoint as well as in delivering it. When the
receiver is not considered, there is either no response or there is wrong
response.
Second, the definition emphasizes the understanding element in the
communication. Sharing of understanding would be possible only when the person,
to whom the message is meant, understands it in the same sense in which the
sender of the message wants him to understand. Thus, communication involves
something more than mere transmission of the message or transmission and
physical receipt thereof. The correct interpretation of the message is
important from the point of view of organizational efficiency. As such, the
greater the degree of understanding present in the communication, the more the
likelihood that human action will proceed in the direction of accomplishment of
goals.
How do we define communication?
"Communication is something so simple and difficult that we can
never put it in simple words," says T.S.
Mathews.
But we do need a definition to understand the term. In his book
Communication in Business, Peter Little
defines communication as follows:
“Communication is the process by which information is transmitted
between individuals and / or organizations so that an understanding response
results.”
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Another very simple definition of
'communication' has been provided by
W.H. Newman and C.F. Summer Jr:
“Communication is an exchange of facts, ideas, opinions, or emotions by
two or more persons.”
'Information' is the key word in the first definition communication
consists in transmitting 'information'. But this definition does not indicate
the objects about which information is to be transmitted. This is precisely
what is being done in the second definition. Communication transmits
information not only about tangible facts and determinable ideas and opinions
but also about emotions. When a communicator passes on or transmits some
information, he may also, either deliberately or unconsciously, be
communicating his attitude or the frame of his mind. And sometimes the latter
may be more relevant to the reality that is being communicated. Often we may
have come across words of high praise spoken in a scoffing tone. In such a
case, the words signify nothing and the tone is the real thing. Similarly,
high-sounding expressions of bravery may be only a mask to conceal a person's
timidity and cowardice that may be betrayed by his facial expressions.
The following definition offered by William Scott appear comprehensive
and particularly satisfying to the students of 'business communication' since
it touches all aspects of the communication process:
“Managerial communication is a process which involves the transmission
and accurate replication of ideas ensured by feedback for the purpose of
eliciting actions which will accomplish organizational goals.”
This definition highlights four
imperative points:
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2.
The ideas should be accurately
replicated (reproduced) in the receiver's mind, i.e., the receiver should get
exactly the same ideas as were transmitted. If the process of communication is
perfect, there will be no dilution, exaggeration, or distortion of the ideas.
3.
The transmitter is assured of the
accurate replication of the ideas by feedback, i.e., by the receiver's
response, which is communicated, back to the transmitter. Here it is suggested
that communication is a two way process including transmission of feedback.
4.
The purpose of all communication is to elicit
action.
It is a fairly comprehensive definition and covers almost all aspects of
communication. But two comments can be made on it:
1.
The concept of ideas should be
adequately enlarged to include emotions also.
2.
Even in administrative
communication, the purpose may not always be to elicit action. Seeking
information or persuading others to a certain point of view can be equally
important objectives of communication.
1.3
Significance
of Communication
Just as communication is vital to our existence in civilized society, it
is essential to the functioning of the organizations our society has produced.
In fact, we could go so far as to say that organizations exist through
communication; without communication, there would be no organizations. As
Herbert Simon expresses it. "Without communication
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there can be no organization, for there is no possibility then of the
group influencing the behaviour of the individual."
If you need proof of the importance of communication to organized
activity, you need only apply your good logic to any real life example. Take a
very simple organization made up of just you and one other person. Assume that
this organization has an objective - one that is unfamiliar to each of you. Now
assume that each of you no longer can communicate. You cannot read; you cannot
speak; you cannot write; you cannot gesture; you cannot draw. If the two of you
make any progress at all, it is likely to be through individual effort. Strain
your imagination as you will, there simply is no likelihood of coordinated
effort without communication.
Needless to say, communication is the ingredient that makes organization
possible. It is the vehicle through which the basic management functions are
carried out. Managers direct through communication; they coordinate through
communication; and they staff, plan, and control through communication.
Virtually all actions taken in an organization are preceded by communication.
Just how much communicating a business organization needs depends on a
number of factors. The nature of the business certainly is one. Some businesses
(such as insurance companies) have a much greater need to communicate than do others
(such as janitorial services). The company's organization plan also affects the
volume of communication, for it generates much of the information flow.
Finally, the people who make up the organization affect the extent of
communication. As we would point out later, every human being is different.
Each one has unique
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communication needs and
abilities. Thus, varying combinations of people produce varying needs for
communication.
Although communication needs may be dissimilar in different organizations
and different groups of people in such organizations communication more than of
us suspect. According to one generally accepted estimate, between 40 and 60
percent of the work time spent in a typical manufacturing plant involves some
form of communication (speaking, writing, listening, reading). Of course, these
percentages are only averages. Some employees spend much more of their time
communicating. In fact, the higher up the organization structure the employee
is, the more communicating he or she is likely to do. Typically, top executives
spend from 75 to 95 percent of their time communicating. Unskilled labourers,
on the other hand, need to communicate lesser in order to do their work.
Without question, communication is important to business organizations.
Therefore, it stands to reason that a business wants its communication to be
done well. But all too rarely is a business satisfied with what it gets.
Unfortunately, to use the often quoted words of an authority in the field,
"Of all the things business executives do, they are worst at communicating”.
Communication is the life blood of business. No business can develop in
the absence of effective internal and external communication. Besides,
communication skills of the employees are given high weightage at the time of
their appointment as well as promotion.
Internal Communication viz
Within Organization
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1.
Business has grown in size. Large
business houses have a number of branches within the country and even abroad.
Some of the multinational corporations are no smaller than huge empires. The
central organization of a large business house is its nerve center. For its
healthy and even growth, it is extremely important that the central
organization maintains a thorough and up-to-date knowledge of the various
activities at the branch offices, and in turn keep the branch offices will
acquainted with the activities at the center, and some kind of link is
maintained among the various branches. This calls for an effective and
efficient network of communication.
2.
Business activity has become
extremely complex. This being an age of specialization, planning, production,
sales, stores, advertising, financing, accounts, welfare, etc., are handled by
different departments. If these departments do not communicate with one another
as well as with the management, there will be no coordination among them. This
may give rise to some awkward and embarrassing situations for the management.
When production is fully geared up, the stores department may report shortage
or non-availability of raw materials. The planners, having spent one full month
to work out the details of a new project, may suddenly discover that there are
no finances available to execute the project.
3.
Effective communication promotes
a spirit of understanding and cooperation. If there exists effective
communication between the management and the employees, it helps to bring about
an atmosphere of mutual trust and confidence. The employees know exactly what
is expected of them, the management is aware of the potentialities and
limitations of the employees and knows how to exploit the first and
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make up for the latter. This
mutual understanding is extremely beneficial to both the parties. The
management gets better returns; the employees get job satisfaction. They also
develop a sense of belonging and loyalty to the enterprise.
4.
The significance of communication
in the context of today’s complex organizations is even greater. These
organizations being designed on the basis of specialization and division of
labour constitute a large number of persons. The larger the size of the
organization, the greater generally is the degree of specialization and
division of labour and hence, the more urgent is the need for coordination.
This coordination requires mutual understanding about the organizational goals,
the mode of their achievement and the interrelationship between the work being
performed by various individuals; and all this can be achieved through
communication only. Effective communication, as such, is essential in any type
of human grouping. As Haney has put it, "Communication is imminently
essential in business, in government, military organizations. It is difficult,
in fact, to imagine any kind of interpersonal activity which does not depend
upon communication." Dealing with the problems of communication, then,
becomes an important area of activity in management whose objective is the
direction of individual efforts in such a way as to secure overall coordination
of organizational activities.
External Communication
External communication includes communication with the government
agencies and departments on the one hand and distributors, retailers,
individual customers and general public on the other.
1.
Government agencies and
departments. Business organizations are required to deal with licensing
authorities, foreign trade
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offices, customs authorities,
banks and other financial institutions, income tax and sales tax offices, post
offices, transporters, etc. Quite frequently, they find themselves tricky
situations that can be handled only through tactful negotiation are nothing but
communication.
2.
Distributors, retailers,
individual customers, etc. Modern business is a highly competitive phenomenon.
Each product of common consumption is available in hundreds of brands, not all
of which sell equally well. Marketing research has revealed that the
organizations that can communicate better also sell better. Sales are promoted
through persuasion and persuasion is a very important aspect of communication.
Communication Skill is Job Requirement
Some areas like personal, public relations, marketing, sales, labour
relations call for exceptional communication skills. Professionals like
editors, writers, teachers, advocates, researchers etc., need a highly
developed ability to communicate. Executives are also expected to make
speeches, prepare pamphlets, brochures, souvenirs, and give interviews to the
media in order to project a favourable image of their organization. Thus the
ability to communicate effectively has become a very important job requirement.
Important factor for promotion
In an article titled What Do You
Mean I Can't Write? [Harvard Business Review, May-June 1965], John Fielden
lists the ability to communicate as the most essential prerequisite for
promotion of the executives. He ranks this ability higher than other essential
attributes such as the capacity for hard work, the ability for making sound
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decisions, academic
qualifications and ambition-drive. And this view is endorsed by numerous
surveys conducted by a number of American universities and other scholars in
the field.
1.4
Nature of
Business Communication: A Case Study
The role of communication in organized activities is perhaps explained
by a real-life illustration. By design, our illustration is both detailed and
scant. It is detailed because it consists of examples of the minute and
specific communication events that occur in business. It is scant because at
best it covers only a sample of an almost infinite number of events.
For this review we could select any organization, as communication is
vital to every conceivable type. Our choice is the Typical Company,
manufacturer of a line of quality whatsits. The Typical Company is moderately
large, with scores of departments and hundreds of workers doing a thousand and
one tasks. It employs crews of salespeople who sell the manufactured whatsits
to wholesalers all over the country. Like most companies in its field, Typical
works to move its products from wholesaler to retailer and from retailer to the
final consumer. And it works to keep the consumer happy with the purchase. The
Typical Company is indeed typical.
Our review begins with the workday of Dan D. Worker, a clerk in
Typical's order department. (We could, of course, have selected any of
Typical's employees). Dan's daily communication activities begin the moment he
awakens. But for our purposes, we shall pick up Dan's
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activities as he rides to work in a car pool with three co-workers. Of
course, Dan and his car-pool companions communicate as they travel. Obviously,
communication has a social use, and riding to work is a form of social occasion
for Dan and his friends.
Most of their talk is about trivial matters. They talk primarily to
entertain themselves and to while away the time. There is a joke or two, some
comments about politics, a few words about an upcoming football game, and some
talk about plans for a getaway weekend fishing trip. Such talk, of course, is
of little direct concern to Typical, except perhaps as it affects the general
happiness and welfare of the company's workers.
In time, the conversation drifts to subjects more pertinent to Typical
and its operations. Someone mentions a rumor about a proposed change in
promotion policy. Then Dan and the others bring up their own collection of
rumors, facts, and opinions on the subject. And in the process, they giving,
receiving, or handling information. Nothing that he did directly involved
making whatsits, which, of course, is the Typical Company's main reason for
being. Yet the importance of his activities to Typical's operations is
unquestionable. Obviously, Dan's work assignment more directly involves
communication than do many others at Typical. But there are many other
communication-oriented assignments in the company, and every Typical employee's
workday is peppered with communication in one form or another. If we were to
trace the workday of each Typical employee and combine our findings, we would
come up with an infinitely complex picture of the communication that goes on at
Typical. We would see that communication indeed plays a major role in Typical's
operations.
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The importance of communication
in business becomes even more apparent when we consider an organization's
communication activities from an overall perspective. As we can see from
reviewing Dan's half hour at Typical, these activities fall in three broad
categories of communication: internal-operational, external-operational, and
personal.
Internal-Operational Communication
Internal-operational communication consists of structured communication
within the organization that directly relates to achieving the organization's
work goals. By ‘structured’ we mean that such communication is built into the
organization's plan of operations. By ‘organization's work goals’ we mean the
organization's primary reason for being - to sell insurance, to manufacture
nuts and bolts, to construct buildings, and the like.
The Typical Company, to use a familiar example, has as its major work
goals the making and selling of whatsits. To achieve these work goals, it has
an established plan of operations, in which communication plays a major role.
More specifically, each Typical employee has an assignment within the plan. In
order for the plan to work, some communicating must be done. Some of the
assignments require certain working information. In order for all assignments
to be performed as a harmonious and unified effort, certain coordinating
information must be communicated. All of this information flow is
internal-operational communication.
Specifically, internal-operational communication is carried out through
any number of structured activities. In the Typical Company, for example, must
of the internal-operational information is entered into the
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company computer from executive
workstations to become part of Typical's database. From the database,
programmed reports are developed to give each operations department the information
it needs. Then the reports are communicated back to specific workstations; for
example, sales reports and inventory records combine to communicate production
needs to the production planning department. Finally, the production planning
department communicates these needs to the various production departments
through a strategically planned work schedule.
Within each production unit and among production units, of course,
additional communicating must go on. Superiors make decisions and transmit them
to subordinates. Departments exchange information, and workers communicate
working information with one another. Memorandums are written, reports are
prepared, and conversations are held-all in the process of coordinating efforts
and supplying the information needed for achieving the organization's goals. In
every company division and in every activity, similar internal-operational
communication occurs.
External-Operational Communication
External-operational communication is that part of an organization's
structured communication concerned with achieving the organization's work goals
that is conducted with people and groups outside the organization. It is the
organization's communication with its publics-suppliers, service companies,
customers, and the general public.
In this category fall all of the organization's efforts at direct
selling-sales representatives sales spiels, descriptive brochures, telephone
call-backs,
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follow-up service calls, and the
like. Also included are all of the organization's advertising efforts-for what
is advertising but a deliberate, structured communication with an
organization's publics? Radio and television messages, newspaper and magazine
space advertising, and point-of-purchase display material obviously play a role
in the organization's plan for achieving its work objective. Also in this
category is everything the organization does to enhance its public relations.
These activities include the organization's planned publicity, and the
condition of its physical plant. All these and many more communication efforts
combine to make up the organization's external-operational communication.
The extreme importance of an organization's external communications
hardly requires supporting comment. Certainly it is obvious that any business
organization depends on outside people and groups for its success. It is an
elementary principle of business that because a business organization's success
depends on its ability to satisfy customers' needs, the organization must
communicate effectively with these customers. It is equally elementary that in
today's complex business society, organizations depend on one another in
manufacturing and distributing and services. This interdependence necessarily
creates needs for communication. Like internal communications, these outside
communications are vital to an organization's operation.
Personal Communication
Not all the communication that goes on in an organization is operational
however: in fact, much of it is without purpose as far as the organization is
concerned. Such communication may be classified as personal.
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Personal communication is all the incidental exchange of information and
feelings in which human beings engage whenever they come together. Human beings
are social animals. They have a need to communicate, and they would communicate
even when they have little or nothing to say. In fact, they communicate even
when they do not communicate anything.
Much of the time friends spend with one another is devoted to communication,
for it is simply the thing to do when people get together. Even total strangers
are likely to communicate when they are placed together, such as on a plane
trip, in a waiting room, or at a ball game. Such personal communication also
takes place in the work situation, and it is part of the communication activity
of any business organization. Although not a component of an organization's
plan of operations, personal communication can have a significant effect on its
success. This effect stems from the influence personal communication can have
on the viewpoints (opinions, attitudes, and beliefs) of the organization's
members.
Workers' viewpoints towards the organization, their fellow employees,
and their assignments directly affect their willingness to do assigned tasks.
And the nature of conversation in a work situation affects viewpoints. In a
work situation in which heated words and flaring tempers are frequent, the
participants are unlikely to make their usual productive effort. A rollicking,
jovial work situation is likely to have an equally adverse effect on
productivity. No doubt, somewhere between these extremes lie the ideal
productive viewpoints.
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Organization members' work
viewpoint is also affecting the extent of personal communication permitted to
them. Outright denial of the communication privilege can lead to emotional
upset, for people hold dear their right to communicate. On the other hand,
excessive personal communication can interfere directly with their work effort.
Probably somewhere in the middle ground lies the optimal policy toward personal
communication.
Personal communication can also help form viewpoints (opinions,
attitudes, beliefs). As illustrated in the account of Dan's workday at Typical,
Dan and his car-pool friends spent some of their conversation time discussing a
proposed new promotion policy; and in so doing, each helped crystallize the
others' viewpoints. It is a process that determines much of what organization
members think about their organization, co-workers and work situation in
general. What they think can affect their relationship with the organization
and have a direct influence on their productivity.
