This document provides an overview of communication, including definitions of communication, the communication process, types of communication, and barriers to effective communication. It defines communication as the conveying or exchanging of information and ideas. The communication process involves a sender encoding a message, which is sent through a channel and decoded by the receiver. There is also feedback from the receiver. Communication can flow downward, upward, lateral, or diagonally within an organization. Barriers like noise, filtering, and psychological factors can interfere with effective communication.

1. Presented to : Madam Dr. Ghazala Shaheen
HOD
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2. Main Topics :
1.Communication
2.Function of Communication
3.The Communication Process
4.Direction of Communication
5.Interpersonal Communication
6.Organizational Communication
7.Barriers to Effective Communication
8.Current Issues in Communication
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3. Sohail Ejaz
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4. The Oxford English Dictionary:
defines communication as ―the action of conveying or
exchanging information and ideas.‖
Peter Little in his book Oral and Written :
Communication defines communication as ―the
process by which information is transmitted between
individuals and or organisations so that an
understanding response results.
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5. Communication’s Four Major Functions
Control
 Motivation
Emotional expression
 Information.
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6. Control
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7.  Motivation
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8. Emotional expression
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9.  Information:
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10. Sender
Channel
Receiver
Feedback
Channel
Encoding
Decoding
MessageNoise
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11. The Sender or Communicator :
This is the WHO of the process. The sender plays an
important role since he is the source of the message. The
process begins with him. He initiates communication using a
variety of speech acts, some of which are:
expressing ideas, feelings, thoughts, opinions
directing the participants to do something
persuading
providing information
sharing something with someone (i.e. the receiver)
making the receiver take the action expected of him or her.
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12. Encoding :
The message‘ has to be formulated in some
way to make it possible for it to be put
across. This process is called ‗encoding‘,
which involves selecting, organizing
information in a suitable way. Often,
language, which is itself a kind of code, is
regarded as a suitable means of conveying
the message.
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13. The Message :
This is the WHAT of the process, and is an essential
element in the communication process because, unless
there is some thought or idea to share, there would be no
communication.
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14. The Medium / Channel:
Since human beings cannot communicate telepathically,
they need to use some ‗channel‘ or ‗medium‘ to put across
the message. The terms ‗channel 'or ‗medium‘ would
imply the physical form that the message takes. A
‗message‘ must necessarily travel through a specific
channel. Of course, a choice of channels is available to the
communicator.
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15. As the sender has to encode the message, that is, put it into
some form t: o facilitate communication, the receiver has to
‗decode‘ the message, that is, interpret the symbols,
understand the meaning of the message. This he does against
the background of his age, gender, past experiences, culture,
attitudes etc.
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16. The Receiver :
:The receiver is also an important component in the
process of communication because, unless there is
someone to ‗receive‘ the message, it cannot be said
that communication has taken place. The receiver is
the person or group of persons to WHOM the
message‘ is directed.
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17. Feedback:
After getting the meaning of the ‗message‘, the receiver
provides ‗feedback‘ which he ‗encodes‘ in the form of a
response/reaction/reply to the message. Feedback plays an
important part in the communication process, because it is
desired and expected by both the ‗sender‘ and the ‗receiver‘.
The ‗sender‘ wants to know whether and how his ‗message‘
has been received, and the ‗receiver‘, either consciously or
unconsciously, usually provides a sign indicating that he has
received the message.
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18. Formal communication:
may be verbal or written, and may be in the form of letters,
telephone calls, computer messages or memos. At times, a
gesture may communicate as effectively as writing or speaking.
Messages convey decisions and can be transmitted personally, or
in writing, or by machines. From the sender, the messages move
along designated routes to designated receiver/s, who must act
on these messages.
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19. Informal Communication:
While formal communication channels provide structural
direction for transmission and storage of messages required in
operations of an organization, it is often unable to meet entire
organizational requirements. This gap between the needs of
the formal system and that of the total system is bridged by an
informal communication system. This system exists along
with the formal system and comprises messages, bits of
information, opinions, and expressions chosen for
convenience and necessity rather than for propriety, or
conformity with formal communication patterns.
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20. 4 Types of Direction in Formal
Communication:
1. Downward communication
2. Upward communication
3. Lateral or horizontal communication
4. Diagonal or crosswise communication
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21. is designed by the management. It is an official
communication which takes place through the line of authority
or chain of command.
The basic purpose of designing such communication is to
connect various sub-systems of organization and coordinating
their functioning for achieving organizational goals. Such
communication is official and part of formal organization
which operates through formal relationship of superior and
subordinate
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22. 1. Downwardcommunication:
Communication in the first place, flows downwards. That is
why, traditionally this direction has been highlighted or
emphasized. It is based on the assumption that the people
working at higher levels have the authority to communicate to
the people working at lower levels. This direction of
communication strengthens the authoritarian structure of the
organization. This is also called Down Stream Communication.
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23. Limitations of Downward Communication:
(i) Distortion:
Quite often the communication originating at the highest level gets
distorted or diluted on the way to the lower levels. Sometimes the
messages may get lost. It has to be ensured that the receiver fully
understands the purport/ instructions/directions coming from above.
This requires an efficient feedback system.
(ii) Delay:
Another drawback of downward communication is that often it
becomes time-consuming. The more the levels the greater the
chances of delay. That is why sometimes managers choose to send
their massages directly to the person concerned.
(iii) Filtering:
Sometimes managers may withhold some valuable information from
the employees. In such a situation the employees become
frustrated, confused and powerless. This may spoil the employer-
employee relationship.
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24. 2. Upwardcommunication:
The function of upward communication is to send
information, suggestions, complaints and grievances of the
lower level workers to the managers above. It is, therefore,
more participative in nature. It was not encouraged in the past,
but modern managers encourage upward communication. This
is a direct result of increasing democratization. This is also
called Up Stream Communication.
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25. Limitations of upward communication:
(i) Psychological:
Certain problems, primarily of psychological nature,
may come up in upward communication.
(ii)Hierarchical:
Many managers do not like to be ‘told’ by their juniors.
They may not be patient enough to listen to them or
may even suppress the message sent to them from
below. In such a situation the employees may feel let
down.
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26. 3. Lateral or horizontal communication:
This type of communication can be seen taking place between
persons operating at the same level or working under the same
executive. Functional managers operating at the same level, in
different departments, through their communication, present a
good example of lateral communication. The main use of this
dimension of communication is to maintain coordination and
review activities assigned to various subordinates.
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27. 4. Diagonal or crosswise communication:
Diagonal or crosswise communication takes place when
people working at the same level interact with those working
at a higher or lower-level of organizational hierarchy and
across the boundaries of their reporting relationships.
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28. Advantages of diagonal communication:
1. Coordination:
This crosswise communication serves the important purpose of
coordination through informal meetings, formal conferences,
lunch hour meetings, general notices etc.
2. Practicable:
As we know not all communication takes place strictly on the
lines of organizational hierarchy, i.e., downwards or upwards.
3. Morale boosting:
By providing opportunities to lower level workers to interact
with managers in informal meetings it gives their morale a
boost and further commitment to the organization. More and
more organizations are now encouraging crosswise
communication and building up bonhomie.
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29. Limitations:
1. Fear of infringement:
The superior may feel it an infringement that his subordinate
has been given undue importance and that he has been by
passed.
2. Resistance to compliance:
The superior may not implement the suggestion as he has not
been consulted.
3. Anarchy:
The lack of accepted procedures may lead to internal anarchy
and external animosity.
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30. Intrapersonal communication:
is a communicator's internal use of language or thought. It
can be useful to envision intrapersonal
communication occurring in the mind of the individual in a
model which contains a sender, receiver, and feedback loop.
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31. Oral communication:
Oral communication is communication by means of
the spoken word. It can take place as a face-to face
meeting or over the telephone. It could be a personal
and informal communication, or a formal interview,
business meeting, a conference or a speech before
an audience
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32.  In oral communication, Spoken words are used.
 It includes face-to-face conversations, speech, telephonic
conversation, video, radio, television, voice over internet.
 Communication is influence by pitch, volume, speed and
clarity of speaking.
 Advantages
It brings quick feedback.
In a face-to-face conversation, by reading facial expression
and body language one can guess whether he/she should trust
what’s being said or not.
 Disadvantages
In face-to-face discussion, user is unable to deeply think
about what he is delivering, so this can be counted as a fault.
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33.  In written communication, written signs or symbols are
used to communicate.
 In written communication message can be transmitted via
email, letter, report, memo etc.
 Written Communication is most common form of
communication being used in business.
 Advantages –
Messages can be edited and revised
Written communication provide record and backup.
A written message enables receiver to fully understand it
and send appropriate feedback.
 Disadvantages –
Written communication doesn’t bring instant feedback. It take more
time in composing a written message as compared to word-of-mouth
and number of people struggles for writing ability.
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34.  Nonverbal communication is the sending or receiving of
wordless messages. Such as gesture, body language,
posture, tone of voice or facial expressions, is called
nonverbal communication.
 Nonverbal communication is all about the body language of
speaker.
Nonverbal communication have the following three elements –
 Appearance
Speaker – clothing, hairstyle, neatness, use of cosmetics
Surrounding – room size, lighting, decorations, furnishings
 Body Language
facial expressions, gestures, postures
 Sounds
Voice Tone, Volume, Speech rate
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35. Waseem Akram
Formal Small-Group Networks
The Grapevine
Electronic Communication
Managing Information
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36. Formal Small-Group Networks
is communication within formal or informal groups or
teams. It is group interaction that results in decision
making, problem solving and discussion within an
organization.
Examples would be a group planning a surprise
birthday party for someone. A team working together
on a project.
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37. The Grapevine
What is Grapevine Communication or Informal
communication. If communication is done
without maintaining the formalities prescribed by
the organization, it is called informal
communication.
According to Bovey and Others, “Grapevine is
an informal interpersonal channel of
information not officially sanctioned by the
organization.
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38. Patterns or Types of Grapevine:
1)Single Strand Chain
2)Gossip Chain
3)Probability Chain
4)Cluster Chain
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39. 1)Single Strand Chain:
The single strand chain involves the passing of
information through a line of persons to the ultimate
recipient. the person A tells B, who tells C, who tells D,
and so on, till the information has reached most of the
persons involved or concerned.
2) Gossip Chain:
In the gossip chain, one person seeks and tells the
information to everyone. This chain is just like the
wheel where one person stays at the centre and the
information passes along the spokes of the wheel to
others stationed on the rim. In the following figure, A is
at the center and passes the information to others
staying on the rim of the wheel.
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40. 3) Probability Chain:
The probability chain is a random process in which
someone transmits the information to others in
accordance with the laws of probability and then these
others tell still others in a similar way. This chain may
also be called random process.
4) Cluster Chain:
In the cluster chain, a person tells the information to the
selected persons who may in turn relay (pass) the
information to other selected persons. Most of the
information communication follows this chain
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41. Electronic Communication
Communication in most organizations today is through
electronic means
Electronic communication: E-mail, instant messaging,
text messaging, video-conferencing.
Advantages of e-mail messages
 E-mail messages can be written quickly, edited and
stored
 Distributed to one person or thousands of people
same time
 Recipients can read at their own convenience
 Relatively cheaper than conventional methods
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42. E-mail messages has its own drawback and as managers,
there is the need to note the following key limitations
Disadvantages of using e-mail messaging
 Misinterpreting the message
 Communicating negative messages
 Time-consuming nature of e-mails
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43. Managing Information:
Information management (IM) concerns a
cycle of organizational activity: the
acquisition of information from one or more
sources, the custodianship and the
distribution of that information to those who
need it, and its ultimate disposition through
archiving or deletion.
We all have more information at our disposal than ever. It brings us
many benefits but also two important challenges:
1.Information overload.
2.Information security.
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44. 1.Information overload.
Information overload (also known as in
obesity or intoxication) refers to the difficulty a person
can have understanding an issue and
that can be caused by the presence of too
much information.
2.Information security.
While information security plays an important role in protecting
the data and assets of an organization, we often hear news about
security incidents, such as defacement of websites, server hacking
and data leakage. Organizations need to be fully aware of the need
to devote more resources to the protection of information assets,
and information security must become a top concern in both
government and business.
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45. Filtering
Selective Perception
Information Overload
Emotions
Language
Silence
Communication Apprehension
/Social Anxiety
Complex organizational structure
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46. Current Issues in Communication
1. Not All Employees Being Kept Informed
2. Employees Not Receiving Consistent Messages from Management -
3. Employees Not Receiving Timely Messages
4. The Right Information is Not Being Sent to the Right People -
5. Expectations are Not Clear
6. Plan for the Future is Not Known
7. Functional Areas Not Collaborating
8. Employees Not Open with Each Other
9. Communication Hampered by Distance Between Units -
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47. 1.Not All Employees Being Kept Informed:
The assumption is that the usual modes of communication will
send important information to everyone who needs to know
and that everyone will receive this information. However, in
many organizations, the information doesn’t reach people who
are not using those methods of communication on a regular
basis (e.g., email that isn’t read by front-line workers).
2. Employees Not Receiving Consistent
Messages from Management:
Different supervisors are sending different, sometimes
conflicting, messages about priorities. This causes confusion
and distrust among employees.
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48. 3. Employees Not Receiving Timely Messages:
Information is not getting to employees when and where they
need it. Without vital information at the right time and in the
right place, the decision-making process slows and projects
are not completed on time or in the best way.
4. The Right Information is Not Being Sent to
the Right People:
Critical information (e.g., market data) is not being shared
among key stakeholders. Top management is not engaging
employees who have most of the customer contact in the
important decisions of the organization. Employees are not
getting important information to management.
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49. 5. Expectations are Not Clear:
Top leaders do not discuss expectations with mid-level
managers. Therefore, they do not have the same expectations
nor do they agree on how to reach strategic goals. Because of
this, employees do not have clear goals and benchmarks to
guide their progress.
6. Plan for the Future is Not Known:
Leaders do not discuss their vision for the future of the
organization with employees. There is no sense of a shared
direction toward which everyone is striving. This does not
inspire employees to do their best work.
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50. 7. Functional Areas Not Collaborating:
Departments/units do not share the information that could
help all departments/units achieve common goals. They are
competitive rather than collaborative. This limits the
capability of the organization as a whole.
8. Employees Not Open with Each Other:
Employees do not share information with each other. They
do not trust each other. This compromises the productivity of
teams, departments/units, and the organization .
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51. 9. Communication Hampered by Distance
Between Units:
Departments/units that are in different locations do not
communicate as much and as often as those in close
proximity. The distance makes face-to-face meetings
harder to arrange and collaboration takes more time.
Even in this age of email, cell phones, text messaging, and
Web conferencing, critical communication among leaders,
between management and employees, and between
departments/units, still does not happen as much and as
often as needed.
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