We all know that communication in an organisation is very important for its success and growth. Communication should be effective and two way, viz., from top to bottom and bottom to top. It is important that each player learns how to communicate to seniors as well as to juniors. In fact, good communication is the foundation for sound management. No managerial activity is possible without communication, and a manager spends most of his/her working time communicating. Hence, it is no exaggeration to say that communication is very vital for every organisation and the success of an organisation largely depends on the effectiveness of the communication system in it.
Communication refers to sharing of ideas, facts, opinions, information and understanding. Simply stated, communication is the dissemination of information and understanding from one person to another. It involves at least three elements: the sender, the receiver, and the message or information that is shared. You must appreciate that if information flows from one end, the knowledge of its effects is received from the other end in the form of feedback. Whether or not the effect produced is the desired one depends upon how well the receiver understands the meaning of the information. Communication has, therefore, been aptly said to be ‘transmission of meaning’.
One of the important roles of a manager is to share information with his/her peers,subordinates and others about different issues relating to their jobs and responsibilities.That is, he/she seeks and disseminates information about his/her job and the organisation to all those who are concerned with it. As such, this act takes a considerable part of his/her time. In some cases, between 40 to 60 per cent of the work time in a typical organisation is spent in some kind of communication. Further, the top and middle level managers typically spend 60 to 80 per cent of their total working hours communicating.
According to Peter Drucker, good communication is the foundation for sound management. The managerial functions of planning, organizing, directing and controlling depend on communication in an enterprise. For planning to be realistic, it is essential that it is based on a sound information system in an enterprise. If the latest developments in the market are not shared with the planners, the future plans may become totally meaningless. Adaptation to external environment may not be possible without good communication. Again, in order to achieve stated objectives, it is necessary that leadership is exercised, decisions made, efforts coordinated, people motivated and operations controlled. Each of these functions demands interaction with the people in the organisation. We may, therefore, conclude that the important fact of organisational life for a manager is communication, and his/her success will depend on his/her effectiveness to communicate with others: In other words, how successfully s/he can put his/her ideas across to those who work with him/her and thereby, persuade them to work for achievements of the goals of the organisation.
In this unit, we first describe the communication process and then discuss the goals of organisaitonal communication. We explain various channels of verbal and non-verbal communication. Finally, we highlight the barriers to effective communication and present suggestions on how to communicate effectively.
Communication refers to sharing of ideas, facts, opinions, information and understanding. Simply stated, communication is the dissemination of information and understanding from one person to another. It involves at least three elements: the sender, the receiver, and the message or information that is shared. You must appreciate that if information flows from one end, the knowledge of its effects is received from the other end in the form of feedback. Whether or not the effect produced is the desired one depends upon how well the receiver understands the meaning of the information. Communication has, therefore, been aptly said to be ‘transmission of meaning’.
One of the important roles of a manager is to share information with his/her peers,subordinates and others about different issues relating to their jobs and responsibilities.That is, he/she seeks and disseminates information about his/her job and the organisation to all those who are concerned with it. As such, this act takes a considerable part of his/her time. In some cases, between 40 to 60 per cent of the work time in a typical organisation is spent in some kind of communication. Further, the top and middle level managers typically spend 60 to 80 per cent of their total working hours communicating.
According to Peter Drucker, good communication is the foundation for sound management. The managerial functions of planning, organizing, directing and controlling depend on communication in an enterprise. For planning to be realistic, it is essential that it is based on a sound information system in an enterprise. If the latest developments in the market are not shared with the planners, the future plans may become totally meaningless. Adaptation to external environment may not be possible without good communication. Again, in order to achieve stated objectives, it is necessary that leadership is exercised, decisions made, efforts coordinated, people motivated and operations controlled. Each of these functions demands interaction with the people in the organisation. We may, therefore, conclude that the important fact of organisational life for a manager is communication, and his/her success will depend on his/her effectiveness to communicate with others: In other words, how successfully s/he can put his/her ideas across to those who work with him/her and thereby, persuade them to work for achievements of the goals of the organisation.
In this unit, we first describe the communication process and then discuss the goals of organisaitonal communication. We explain various channels of verbal and non-verbal communication. Finally, we highlight the barriers to effective communication and present suggestions on how to communicate effectively.
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