COMMUNICATING

COMMUNICATION. It is the transmission of information and understanding

from one person or group to another. The goal is to set of information. The
critical factor in measuring the effectiveness of communication is common
understanding. If common understanding exists after the communication
has happened, then it can be said that effective job of communication has
taken place.

FUNCTIONS OF COMMUNICATION
1. Information Function. Information provided through communication
may be used for decision- making at various work levels in the
organization.
2. Motivation Function. Communication is also often times used as a
means to motivate employees to commit themselves to the
organizations objectives
3. Control Function. When properly communicated , reports, policies,
and plans define roles, clarify duties, authorities and responsibilities.
Effective control is then facilitated
4. Emotive Function. When feelings are repressed in the organization,
employees are affected by anxiety, which in turn affects performance.
Whatever types of emotions are involved, whether satisfaction,
dissatisfaction, happiness, or bitterness, communication provides a
means to decrease the internal pressure affecting the individual.

THE COMMUNICATION PROCESS

1. Develop an Idea. The most important step in effective communication
is developing an idea. It is important that the idea to be conveyed
must be useful or of some value.
2. Encode. The next step is to encode the idea into words, illustrations,
figures, or other symbols suitable for transmission. The method of
transmission must be determined beforehand so that the idea maybe
encoded to conform with the specific requirements of the identified
method.
3. Transmit. Proper transmission is very important so the message sent
will reach and hold the attention of the receiver. To achieve this, the
communication channel must be free of barriers, or interference
Page8

sometimes referred to as noise)

 4. Receive. The next step in the communication process is the actual
receiving of the message by the intended receiver. The requirement is
for the receiver to be ready to receive at the precise moment the
message is relayed by the sender.
5. Decode. Decoding means translating the message from the sender
into a form that will have meaning to the recipient. If the receiver
knows the language and terminology used in the message, successful
decoding maybe achieved.
6. Accept. The next step is for the receiver to accept or reject the
message. Sometimes acceptance or rejection is partial.
7. Use. The next step is for the receiver to use the information. If the
message provides information of importance to a relevant activity,
then the receiver could store it and retrieve it when required. If the
message requires a certain action to be made, then he may do so,
otherwise, he discards it as soon as it is received.
8. Provide Feedback. The last step in the communication process is for
the receiver to provide feedback to the sender. Depending on the
perception of the receiver, however, this important step may not be
made. Even if feedback is relayed, it may not reach the original sender
of the message. This maybe attributed to the effects of any of the
communication barriers.

COMPONENTS OF THE COMMUNICATION PROCESSES

1. SENDER - The person who wants to send the message or signal to
another.
2. RECEIVER - The person for whom the message is intended.
3. MESSAGE -The information that the sender is sending to the receiver.
4. MEDIUM -The way the receiver sends verbally in writing.
5. FEEDBACK - This is used to prompt clarification or to let the sender
know that the message has been received as intended.

Responsibilities Of the Sender

Be sure of the purpose of communication.
Is communication necessary?
What are the goals of communicating?
Know the receiver.
Page8

Construct the message with the receiver in mind.

 Select the proper medium.
Communication in the written medium
Letter
Memo
Outline
Report
Communication in Oral Medium
The timing of the transmission also affects the sending of a message

Responsibilities of the receiver

Listen actively to the sender
Be sensitive to the sender
Indicate the appropriate medium
Initiate feedback

TYPES OF COMMUNICATION
1.ASSERTIVECOMMUNICATION
The most effective and healthiest form of communication is the
assertive style. Its how we naturally express ourselves when our self-
esteem is intact, giving us the confidence to communicate without games
and manipulation
2. AGGRESSIVE COMMUNICATION
Aggressive communication always involves manipulation. We may
attempt to make people do what we want by inducing guilt (hurt) or by using
intimidation and control tactics (anger).
3. PASSIVE COMMUNICATION
Passive communication is based on compliance and hopes to avoid
confrontation at all costs. In this mode we dont talk much, question even
less, and actually do very little. We just dont want to rock the boat. Passives
have learned that it is safer not to react and better to disappear than to
stand up and be noticed.
4. PASSIVE-AGGRESSIVE COMMUNICATION
A combination of styles, passive-aggressive avoids direct confrontation
(passive), but attempts to get even through manipulation (aggressive).
Page8

FORMS OF COMMUNICATION
1. Written Communication
Adv: Providing records references and legal briefs
Disadv: Create a big file or maybe poorly expressed by ineffective
writers and may provide no immediate feedback
2. ORAL COMMUNICATION
Occurs in a face to face meeting of two persons or a managers
presentation to a big audience. It can be formal or informal and it can be
planned or unplanned. The important advantage of oral communication is
that it makes a speedy interchange of ideas with immediate feedback.
Disadvantage: does not save time.

TYPES OF COMMUNICATION SYSTEM

1. RADIO COMMUNICATION SYSTEM
The medium through which information is transmitted in
electromagnetic waves, and more specifically those with frequencies that
are lower than the frequency of visible light. On one end of these radio
systems is a transmitter that will take the information and electronically
convert it into radio waves

2. POWER LINE COMMUNICATION SYSTEM

Are used to transmit electronically from a source or array of sources to
their destinations. A type of electronic system that often is referred to is
cable television, widely known for its transmission of a plethora of channels
throughout homes in addition to their use for providing Internet access.

3. OPTICAL COMMUNICATION SYSTEM

It offer many improvements over other types, and have also been
responsible for revolutionizing the telecommunications industry. The main
reason for this is because the medium used in optical systems is light, which
allows for them to be faster, clearer, and more reliable than electrical or
radio signals.
Page8

COMMUNICATION STYLES
1. INTRAPERSONAL COMMUNICATION Is concerned with
communicating with your own self. Day dreaming, thinking, imagining and
problem solving fall under its purview. It is estimated that around 90,000
thoughts cross the human mind everyday making this communication form
as the most common as compared to other types of communication.

2. TRANSPERSONAL COMMUINICATION
Involves conversing with spirits, divine and ancestors making it an
important incident of the monastic and religious life in prayer halls, ashrams
and among tribal and aboriginal communities. A single person is the source
as well as the destination of intrapersonal communication, with brain waves
being the channel for the same. It is a reflection of a persons habits, role,
self-concept, attitude, beliefs and values.

3. IMPERSONAL COMMUNICATION
Usually offer no immediate opportunity for feedback between sender
and receiver. The sender is absent at the time the receiver receives the
message. This means that feedback becomes more difficult and time
consuming.

4. INTERPERSONAL COMMUNICATION
Conversation face-to-face or on the telephone offer the advantage of
immediate feedback possibilities. Interpersonal communication are called
for when dealing with urgent matters and matters that require a give and
take between senders and receivers. Personal conversations are essential
when handling out compliments or criticisms, or giving orders and
instructions to subordinates.

COMMUNICATION BARRIERS are any roadblocks that can interfere with

effective communication. They interrupt or block communication or prevent
mutual understanding. Some barriers arise in interpersonal, face-to-face,
communications while others are unique to organizational structures.

CLASSIFICATION OF COMMUNICATION BARRIERS

1. Personal Barrier. Personal barriers are hindrances to effective
communication arising from a communicators characteristics as a
person, such as emotions, values, poor listening habits, sex, age, race,
Page8

socioeconomic status, religion, education, etc.

 2. Physical Barrier. Physical barriers refer to interferences to effective
communication occurring in the environment where the
communication is undertaken.
3. Semantic Barrier. A semantic barrier may be defined as an
interference with the reception of a message that occurs when the
message is misunderstood even though it is received exactly as
transmitted.

SOME COMMUNICATION BARRIERS

1. Muddled messages - Effective communication starts with a clear
message. Contrast these two messages: "Please be here about 7:00
tomorrow morning." "Please be here at 7:00 tomorrow morning." The
one word difference makes the first message muddled and the second
message clear.

2. Stereotyping - Stereotyping causes us to typify a person, a group, an

event or a thing on oversimplified conceptions, beliefs, or opinions.
Stereotyping is a barrier to communication when it causes people to
act as if they already know the message that is coming from the
sender or worse, as if no message is necessary because "everybody
already knows." Both senders and listeners should continuously look
for and address thinking, conclusions and actions based on
stereotypes.

3. Wrong channel - "Good morning." An oral channel for this message is

highly appropriate. Writing "GOOD MORNING!" on a chalk board in the
machine shed is less effective than a warm oral greeting.

4. Language - Words are not reality. Words as the sender understands

them are combined with the perceptions of those words by the
receiver. Language represents only part of the whole. We fill in the rest
with perceptions. Trying to understand a foreign language easily
demonstrates words not being reality.

5. Lack of feedback - Feedback is the mirror of communication. Feedback

mirrors what the sender has sent. Feedback is the receiver sending
back to the sender the message as perceived. Without feedback,
Page8

communication is one-way.
 6. Poor listening skills - Listening is difficult. A typical speaker says about
125 words per minute. The typical listener can receive 400-600 words
per minute. Thus, about 75 percent of listening time is free time. The
free time often sidetracks the listener. The solution is to be an active
rather than passive listener.

7. Interruptions - The interruptions may be due to something more

pressing, rudeness, lack of privacy for discussion, a drop-in visitor, an
emergency or even the curiosity of someone else wanting to know
what two other people are talking about.

8. Physical distractions - - Physical distractions are the physical things

that get in the way of communication. Examples of such things include
the telephone, a pick-up truck door, a desk, an uncomfortable meeting
place, and noise.

Interpersonal or Face to face Barriers

Hearing what we expect to hear
Ignoring information that conflicts with what we know
Evaluating the source
Differing perceptions
Words have different meanings to different people
Conflicting non verbal communication
emotional environment
Noise

ORGANIZATIONAL BARRIERS
1. Management Levels
2. Number of people supervised
3. The rank or position in the organization
4. Change in manners
5. Managers interpretation

COMMON PROBLEMS OF COMMUNICATION

Page8

1. Lack of planning
2. Semantic distortion
3. Poorly expressed message
4. Communication problem in the international environment
5. Loss of transmission and poor retention
6. Poor listening
7. Impersonal Communication
8. Distrust. Threat AND FEAR
9. Inadequate time for adjustment to change
10. Information overload

Effective Guidelines for Improving Communication

1. Clarify the purpose of the message and the plan to achieve the intended
end.
2. Effective communication requires the encoding and decoding be done
with symbols that are familiar to the sender and receiver of the message.
3. The planning of the communication should encourage to participate to
collect facts, analyze the message and select the appropriate media.
4. Consider the needs of the receiver of the information: communicate
something that is of value to them.
5. In communication, the tone of the voice, the choice of the language and
the congruency of what is said and how it is said influence the reaction of
the receiver of the message.
6. The communication should be complete so that the message will be
understood by the receiver.
7. One of the primary function of communication is to transmit information.
Transmitting information also includes certain types of emotions that are
very important in interpersonal relationships.
8. Effective communication is the joint responsibility of the sender and the
receiver of the information.

TEN COMMANDMENTS OF GOOD COMMUNICATION

1. Seek to clarify your ideas before communicating.
2. Examine the true purpose of each communication.
3. Consider the total physical and human setting whenever you
communicate.
4. Consult with others, where appropriate, in planning communications.
Page8
5. Be mindful, while you communicate, of the overtones as well as the basic
content of your message.
6. Take the opportunity, when it arises, to convey something of help or value
to the receiver.
7. Follow up your communication.
8. Communicate for tomorrow as well as today.
9. Be sure your actions support your communication.
10. Last, but by no means least: Seek not only to be understood but to
understand-be a good listener.

Page8

MOTIVATION
Motivating refers to the act of giving employees reasons or incentives to work to achieve
organizational objectives.

Motivation on the other and refers to the process of activating behavior , sustaining it, and
directing it toward a particular goal.

FACTORS CONTRIBUTING TO MOTIVATION

1. Willingness to do a job. People who love what they are doing are highly motivated to produce
the expected output.
2. Self-confidence in carrying out a task. When employees felt that they have the required skill
and training to perform a task, the more motivated they become.
3. Needs satisfaction. People will do their jobs well if they feel that by doing so, their needs will
be satisfied.

THEORIES OF MOTIVATION
1. Maslows needs hierarchy theory
2. Herzbergs two factor theory
3. Expectancy theory
4. Goal setting theory

Maslows Needs Hierarchy Theory

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are
1. Physiological Needs. Those that are concerned with biological needs like food, drink, rest.
These needs take priority over other needs
2. Security Needs. These needs include freedom from harm coming from the elements or
coming from other people, financial security which may be affected by a loss of a job or being
a breadwinner in the family, etc.
3. Social Needs. After satisfying his physiological and security needs, the employee will now
strive to secure love, affection and the need to be accepted by a person
4. Esteem Needs. They refer to the need for a positive self-image and self-respect and the
need to be respected by others.
5. Self-actualization Needs. This involve realizing our full potential as human beings and
becoming all that we are able to be.
Page8
 These needs are hierarchical which means that one need will have to be satisfied first before
the other need.

Weakness of Maslows Theory

Five levels of need are not always present
Order is not always the same
Cultural differences

Herzbergs Two Factor Theory

This theory indicates that a satisfied employee is motivated from within to work harder and that a
dissatisfied employee is not self motivated. So the two factors affecting employees motivation is the
concept of satisfaction and dissatisfaction.
Job satisfaction and job dissatisfaction are created by different factors.
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
Motivators: intrinsic (psychological) factors that create job satisfaction.

If Herzbergs theory will be considered by the engineer manager in motivating employees, he must
do something to eliminate the dissatisfiers and install satisfiers
Page8
Expectancy Theory
This is a motivation model based on the assumption that an individual will work depending on his
perception of the probability of his expectations to happen. The theory poses the idea that
motivation is determined by expectancies and valences.
Expectancy is a belief about the likelihood or probability that a particular behavioral act will
lead to a particular outcome
Valence is the value an individual places on the expected outcome or rewards.

Expectancy Theory is based on the following assumptions:

1. A combination of forces within the individual and in the environment determine behavior
2. People make decisions about their own behavior and that of organizations
3. People have different types of needs, goals, and desires
4. People make choices among alternative behaviors based on the extent to which they think
a certain behavior will lead to a desired outcome.
Goal Setting Theory
Goal setting refers to the process of improving performance with objectives, deadlines or quality
standard. When individuals or groups are assigned specific goals, a clear direction is provided and
which later motivates them to achieve these goals.
Components of Goal Setting Theory
1. Goal Content. To be sufficient in content, goals must be challenging, specific, measurable,
attainable, relevant , and time limited. When goals are challenging, higher performance
maybe expected
2. Goal commitment. When individuals or groups are committed to the goals they are
supposed to achieve, there is a chance that they will be able to achieve them.
3. Work behavior. Goals influence behavior in terms of direction, effort, persistence, and
planning. When an individual is provided with direction, performance is facilitated. The
identification of goals provide a reason for an individual to persist in his efforts until the goal
is attained.
4. Feedback aspects. Feedbacks provide an individual with a way of knowing how far they have
gone in achieving objectives. Feedback also facilitate the introduction of corrective
measures whenever they are found to be necessary.

Techniques of Motivation
1. Motivation through job design
2. Motivation through rewards
3. Motivation through employee participation
4. Other motivation techniques for the diverse work force

Motivation Through Job Design

A person will be highly motivated to perform if he is assigned a job he likes. The first requisite,
however, is to design jobs that will meet the requirements of the organization and the persons who
will occupy them. Job design may be defined as specifying the tasks that constitute a job for an
individual or a group

Two Approaches to Motivation Through Job Design

1. Fitting People to Jobs. Routine repetitive tasks make workers suffer from chronic
dissatisfaction. To avoid this, the following remedies maybe adapted:
a. Realistic job previews where management provides honest explanations of what
a job actually entails
Page8

b. Job rotation where people are moved periodically from one specialized job to
another
 c. Limited Exposure where workers exposure to highly fragmented and tedious job
is limited
2. Fitting Jobs to People. Instead of changing the person, management may consider changing
the job. This maybe achieved with the use of the following:
a. Job enlargement - where two or more specialized tasks in a work flow sequence
is combined into a single job
b. Job Enrichment - where efforts are made to make jobs more interesting,
challenging, and rewarding

Motivating Through Rewards

Rewards consists of material and psychological benefits to employees for performing tasks in the
workplace. Properly administered reward systems can improve job performance and satisfaction

Categories of Rewards
1. Extrinsic - those which refer to payoffs granted to the individual by another party.
2. Intrinsic Rewards those which are internally experienced payoffs which are self-granted.

Motivation Through Employee Participation

When employees participate in deciding various aspects of their jobs, the personal involvement is
carried up to the point where the task is completed.
Activities where employees may participate
a. Setting goals
b. Making decisions
c. Solving problems
d. Designing and implementing organizational changes

Approaches to Participation
1. Quality Control Circles. A method of direct employee participation. Its objective is to
increase productivity and quality of output
2. Self-Managed Teams take on traditional managerial tasks as part of their normal work
routine. The self-managed teams work on their own, turning out a complete product or
service and receiving minimal supervision from managers who act more as facilitators
than supervisors

Requisites to Successful Employee Participation Program

1. A profit sharing or gain sharing plan
2. A long term employment relationship with good job security
3. A concerted effort to build and maintain group cohesiveness
4. Protection of the individual employees right

Other Motivation Techniques

1. Flexible Work Schedule. Allows employees to determine their own arrival and departure
times with specified time limits.
2. Family Support Services. Progressive companies provide day care facilities for children of
employees
3. Sabbaticals. A leave given to an employee after a certain number of years of service. The
employee is allowed to go on leave for two months to one year with pay to give him time for
family, recreations and travel. It is expected that when the employee returns for work, his
Page8

motivation is improved.