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  1. 1. COMMUNICATION IN ORGANISATION <ul><li>GROUP-4 </li></ul><ul><li>Biswajit Ghosh – H12 </li></ul><ul><li>Neeraj Sharma – H30 </li></ul><ul><li>Sritanu Das Mahapatra – H57 </li></ul><ul><li>Abhisek Sahu – H3 </li></ul><ul><li>Krishnakant Pandey – H25 </li></ul><ul><li>Debojit Roy – H66 </li></ul>
  2. 2. WHAT DOES COMMUNICATION MEANS <ul><ul><li>Process of transferring meanings from sender to receiver. </li></ul></ul>
  3. 3. COMMUNICATION IN ORGANISATION According to Herbert Simon,” Organizations are necessary to help people communicate”. Effective communication can be a considerable asset to an organization. The communication process in an organization can be effective through open, honest, and straightforward communication from management to their subordinates.
  4. 4. THE IMPORTANCE OF EFFECTIVE COMMUNICATION <ul><li>Communication provides a common thread for the management processes. </li></ul><ul><li>The globalization of business certainly poses a challenge to managers’ communication abilities. </li></ul><ul><li>Managers do spend a great deal of time communicating. </li></ul>
  5. 5. The Communication Process Noise Receive Transmit Receiver Sender Encoding Decoding Feedback
  6. 6. The Communication Process <ul><li>Message – The encoded information. </li></ul><ul><li>Sender – Who initiates the message. </li></ul><ul><li>Receiver – Who perceives the message. </li></ul><ul><li>Encoding – The process of transmission of information into symbols. </li></ul><ul><li>Decoding – The process of interpretation and translation of encoded symbols into information. </li></ul><ul><li>Noise: Noise is any factor that disturbs. It may be external or internal. </li></ul>
  7. 7. The Aspects Of Communication Process <ul><li>Different Perception: People who have different backgrounds of knowledge and experience perceive the same phenomenon from different perspectives. </li></ul><ul><li>Emotional Reactions: Anger, love, jealousy, fear- have influence on the understanding of others message. </li></ul><ul><li>verbal and non verbal communication: Communication is strongly influenced by such nonverbal factors as body movements, clothing, gestures, facial expressions, etc. </li></ul><ul><li>Distrust: Trust or distrust of a message is, to a large extent, a function of the credibility of the statement or information. </li></ul>
  8. 8. COMMUNICATION IN QUALITY PROGRAMS <ul><li>Communication between the team members as well with the managers will to solve quality related issues in organizations. </li></ul><ul><li>Communication by means of training from upper level to lower level employees can lead to helping company to resolve quality problem. </li></ul>
  9. 9. FACTORS INFLUENCING ORGANIZATIONAL COMMUNICATION <ul><li>Raymond V.Lesikar has described four factors that influence the effectiveness of organizational communication: </li></ul><ul><li>Formals Channels of Communications </li></ul><ul><li>The Organizations authority structure </li></ul><ul><li>Job specialization </li></ul><ul><li>Information Ownership </li></ul>
  10. 10. FORMALS CHANNELS OF COMMUNICATION <ul><li>It is a means of communication that is endorsed and probably controlled by managers, e.g. new letter, reports, staff meetings etc. </li></ul><ul><li>Formal channels of communication influence effective communication in two ways. First, the formal channels cover an ever-widening distance as organization develop and grow. For example, effective communication is usually far more difficult to achieve in a large retail organization with widely dispersed branches than in a small depart mental stores. Secondly, it can inhibit the free flow of information between organizational levels. </li></ul>
  11. 11. AUTHORITY STRUCTURE <ul><li>The organization’s authority structure has a influence on communication effectiveness. </li></ul><ul><li>Status and power will determine who will communicate comfortably with whom. </li></ul><ul><li>The content and accuracy of the communication will also be affected by authority difference. </li></ul>
  12. 12. JOB SPECIALIZATION <ul><li>Job specialization usually facilitates communication within differentiated groups. Members of the same work group are like to share the same jargon, goals, tasks and personal styles. </li></ul>
  13. 13. INFORMATION OWNERSHIP <ul><li>The term means that individual possess unique information and knowledge about their jobs. For example, a department head may have a particular effective way of handling conflict among employees. Many individual with such skills and knowledge are unwilling to share this information with others. As a result, complete open communication within the organization does not take place </li></ul>
  14. 14. VERTICAL COMMUNICATION CONTD….. <ul><li>Evaluate employee </li></ul><ul><li>Information about goals and policies. </li></ul><ul><li>The upward communication is just opposite to the downward communication. The function of upward communication is to supply information to the upper levels about what happening at the lower level. This type of communication includes progress report, suggestions, explanations and request for aid or decisions. </li></ul>
  15. 15. VERTICAL COMMUNICATION <ul><li>Vertical communication consists of communication up and down the organization's chain of command. Downward communication starts with top management and flow down through management levels to line workers. </li></ul><ul><li>Purpose: </li></ul><ul><li>Advise </li></ul><ul><li>Inform </li></ul><ul><li>Direct </li></ul><ul><li>Instruct </li></ul>
  16. 16. VERTICAL COMMUNICATION CONTD….. <ul><li>Disadvantage: </li></ul><ul><li>In downward communication is likely to be filtered, modified or halted at each level as managers decide what should be passed down to their employee. This will lead to confusion. </li></ul><ul><li>Upward communication is likely to be filtered, condensed or modified by the middle level management to protect upper level management from nonessential data originating at the lower levels. </li></ul>
  17. 17. LATERAL COMMUNICATION <ul><li>Communication between departments of an organization that generally follows the work flow rather than the chain of command, and thus provides a direct channels for coordination and problem solving. It will also enables organization members to form relationship with each other which is an important part of employee satisfaction. </li></ul>
  18. 18. INFORMAL COMMUNICATION <ul><li>Communication within an organization that is nit officially sanctioned. It is a grapevine and it circumvent rank or authority and can link organization members in any combination of direction---horizontal, vertical and diagonal. </li></ul>
  19. 19. GRAPEVINE CHAIN <ul><li>The various path through which informal communication is passed through an organization is called grapevine chain. It can be of four types i.e. Single strand, gossip, probability, and cluster chains. </li></ul><ul><li>Advantage: </li></ul><ul><li>Speedy Transmission. </li></ul><ul><li>Feedback Value. </li></ul><ul><li>Support to other channels. </li></ul><ul><li>Psychological satisfaction. </li></ul>
  20. 20. GRAPEVINE CHAIN <ul><li>Disadvantage: </li></ul><ul><li>Less credible -- cannot take always seriously. </li></ul><ul><li>Incomplete Information. </li></ul><ul><li>Often misinform. </li></ul>
  21. 21. THANK YOU