1.

1 Basic Concepts o f Com

mun.1c
. at1o
. n
l. l . l Definition o f Communicatio
n
C o m m u n ica ti o n is d er iv
• w h ic h m e a n s to sh a re.
ed from the Latin Word "Com
munis", "Communicus" or • Co
mmunico"
It involves the sharing of id
st a n d s for a n at u ral acti eas, concepts, feelings and em
vity o f all human beings to co otions. lt
nvey opinions, feelings, inform
id ea s to o th e rs th rough w ation an d
ords (written or spoken), bo
. dy language or signs.
f · u·on is almost as old as m
an himself. From time immem
• Th e science o commun1ca . orial, the
ne ed to sh a re o r to comm
unicate bas been felt. .
 ~
• Differ ent vehicles/ channels were identified and subsequently improvised for the purpose of
transmission of ideas and concepts. A study of these channels eoables us to gain an insight
into the process ,of communication.
• The impoitance of communication ca~, be gauged from the fact that we are constantly
communi~ting in some fo·n n ·or the other almost every moment _of our lives. Man, who is a
social animal, is constantly inter~cting with other individuals.
• For him it is necessary to understand the art of communication and apply or
modify it in a
suitable manlier. Man possesses th.e ability to communicate, which is much more than a
composition of certain phy~ical attributes, vocal chords, ~rticulators, and so on. He has the
abiltty to symbolise or to understand concepts in terms of im•a ges or symbols. It is this innate
ability that helps him to communicate.
• Language plays ,a ev ery important role in communication. It is the medil:1ffi through which man
can communicate his thoughts, feelings and emotions.
1.1.2 Objectives of Co~munication

• The purpose of communication in any field is to obtain an understanding response. Effective

comniunication is an essential requirement for any organisation which in turn contributes to
its success.

• At every stage communication plays an important role in leading the organization towards its
goal. The communication process in the workplace serves crucial functions for the
organization.
/ . .
• It is impossible to visualize a modem work ~nvironment that does not have a commumcation
system in place. The complex and elaborate organisational structure facilitates the
communication process and helps achieve desirable goals: Fig. 1.1.1 shows some of tbe

objectives of comn1unication.
 . . 11 nugn c:ommum r ,H1on.
1.1.2 Objectives of Comrnunication
• The purpose of commu nication in any field is to obtain an undcrst: mrling response . [Link]
communication is an essential requirem ent for any organisation which in turn contribu tes to
its success.
• At every stage communication plays an important role in leading the organiza tion towards its
goat The communication process in the workplace serves crucial functions for the
organization.
• It is impossible to vi~ualize a modern Work environment that does not have a communication
system in place._ The complex and elaborate organisational structure facilitates the
communication pro_cess and helps achieve desirable goals. Fig. 1.1.1 shows some of the
objectives of commu nication .
~b}ectives [Link]
Orders
.
Educaiiori
.
Boosting 'the
Informa1iqn Advice 11 and I!Persuasion! [Link] and Warming morale
instructions train1ng , ot employee s
Fig. 1.1.1 : Objectives of Communication
1.1.2(A) Information
• In the world of busines s informa tion about produ'ction, audit data, sales projection, market,
stock quotati ons and compet ition are of critical importance. It is required for framing policies
and making decision s, recruiti ng personn el and boosting sales, serving customers and clients.
 1.1.2(8) Advice

Advice is given by supe riors to subo rdina tes to overcome perso nal prob lems
or tackl e
• policies give
difficult situa tions at work Expe rienc e, know ledge of w orkin g condition s and
the super i~r the capac ity to advis e subo ~dina tes.
finan ce,
• ·Professional advic e is soug ht from expe rts in their fields of speci alisat ion like
inform ation technology, engin eerin g, publi c relat ions and so on.

For example,·there is a tech1;1ical snag, ·whic h·an empl oyee is not able to corre ct He may
seek
•
the help of a colle ague or a supe rior who helps hirn out

• Personal advic e or coun sellin g is. also given to an emp·loyee by superiors , colle
ague s or
. '

finan cial
exp~rts. Coun sellin g helps an empl oyee to sort out his perso nal problems ·(family,
physical etc.) whic h could have affec ted his profe ssion al perfo rman ce.
1.l.2(C) Orders and Instructions

• To ·achieve the goals . of. the or~isation and to 'fucilitate

. smooth functioriing, or~ers and
instructions have to·the communicated from the higher le~els to the lower levels of hierarchy.
. .

• An order is given by .t he superior to the subordinate to ·carry out a task or modify what is
(

already done or sometimes to change the course of something which: is being done. Orders
can be oral or written. If a task is to be. done urgently, and the superior and subordinate are
close-by, the order is given
. orally. A written
,
order is sent when the receiver is far away.
. . r

Depending on the n_a ture, importance and duration of the order., . oral · orders are
[Link] written ones. Instructions go along with orders.
 l.l.2(D) Persuasion

• Persuasive communica tion helps in influencing or changing attitudes, beliefs, values or

behaviour. It is the key element in sales letters, complaint letters and appeals for action. It
could be used by a political candidate trying to influence the voters or a non-profit
organisatio n requesting for donation. Job application can also be an example of persuasive
communica tion.

• ·Persuasive message work on, three levels-they appeal to the readers sense of reasoning,
establish the credibility of the document and evoke an emotional response from the receiver.
• When a persuasive message appeals to reason, it tries to -guide the reader to a conclusion by
presenting its message iµ a logical way. The way in which the material is organized-also helps
in persuading the receiver.
 1 . L2( E) Mot ivat ion

- Moti vatio n is creat ing a favor able dispo sition in a perso n towa rds doin~
prov iding peop le with a motiv e., an incen tive and an inner urge to make
e ff_o
.
an a ctivit y. It is
an d to do their
. .

-
bes t
b·ch d irects 0
·
It may be defin ed as that inne r s tate that energ izes., a ctiva tes or and w. 1 l'
move s .
chan ne lizes beha viou r towa rds certa ~n goa~s . . .
erfor'ID ~eir best.
• Com mun icati on can b e u s ed to influ ence the attitu de of empl oyee s
to _P · ·
Emp loyee per£ orma nce and level ofm~ tivat ion are_inter linke d: · · anaJy se the
• A vigil ant emp loye r · will try to unde rstan d all the .Dlotw
adJJlr ~ inaJre all the
p sych ological ·n eeds of an indiv idual . empl o~ee and use the motf vadn
e m ployees work i n uniso n for the. organ isatio n. · · ·
g {aeon: ~- · · .··.
· · .. . . .
• Motivate d empl oyee s work more e_ffic iently and produ ctive ly. An oJJPl Pr,atf OD with
.mo tivat ed emp loye es·pr ogre ss at~ fast~ r rate. ._ -·; ., er: factor s..___41
 l.1 .2( G) W ar nin g

• Wa rni ng is giv en wh en em plo yee s do no

t abi de by the no rm s of the org ani sat ion or
rul es an d reg ula tio ns. vio lat e

• In an org ani sat ion lac k of pun ctu ali ty, pilfering, tar din ess , neg lig enc ~ def
ian ce, tam per ing ,
mi sha ndl ing eq uip me nts an d ind iffe ren ce,
cal l for a rep rim an d or a wa rm ing . It is a
me ans of com mu nic ati on . for cef ul

• Wa rni ng, car rie s wi th it a sen se of urg enc

y an d so de ma nd s im me dia te act ion . Wa rm
ing an d
rep rim and s can bri ng ab ou t an im pro v~
me nt in the exi sti ng sit uat ion . Bu t for
eff ect ive
res ult s, it sho uld be use d spa rin gly an d dis
cre tel
y.
 1.1.3 Postulates /Hallmarks
1 l.3{A) Hallmarks/ Characteristics f . . ··
· o Commun1cat1on
According to Francis J Bergin' th
ere are seven Cs to be applied in oral as well as written
communication, to make it more effective· Th ey are:
1. Candidness 2. Clarity
3. Completeness
4. Conciseness
5. Concreteness 6. Correctness
7. Courtesy

1. Candidness ·: In all business transactions and social communications, it is important to be

honest, sincere and guileless. We should speak and listen with~ut prejudice or bias. Fair
dealings with others and yourself will make co~munication candid and effective. Candidness
also implies consideration of the receiver's needs and interests. Thoughts should be shared in
an unbiased manner without any reservations. This will communicate the intentions fairly
and logically to the receiver. Candidness in communication also reflects the speaker's self
confidence, especially in oral communication.
2. Clarity : When communication occurs through face to face inte1:action, the principle of clarity
plays a very imp·ortant role. To ensure that we express ourselves clearly, we should use
accurate and familiar words with proper intonation, stresses, and pauses. While using oral
communication, one should use simple words and short sentences. Thoughts should be clear
and well organized
3. Completeness : Principle of completeness demands that · we communicate whatever is
necessary, provide answers to queries raised and add additional matter that can improve the
comprehension of the topic. In official documents like report,_business letters, manuals etc,
information should be complete and updated.
4. Conciseness : In professional communication, messages should be brief, concise and to the
point Minimum words should be used to communicate the message without compromising
on the essence of the matter. While speaking, we tend to become wordy, which should be
avoided. Less words does not mean less sense. Without sacrificing on the essential meaning,
one should communicate with intensity and concentration.
 . .
Concreten ess means being spe ci~ c, def init eJn describing things and
5. Concretenes s: . . , events.
. .
rd riting. GriammaticaJI.f correct
One should avoid. the use of vague wo s m speech a~d -W
n ntak
d cho ice of words ~o express the correct meaning and intentio
sentences with the goo I • •
· IUl es
•
• •
.. . ·· · -
communication effective. . • I
. . ,,. '

esy : In formal communicatioii situations. like meetings, ·'~ up dis<russions· etc, illl
_6. Co urt
effective speaker will ~ways ma intain . decorum _· while speaking. Courteo~ way of
icating informa tion ma kes the pfo cess effe ctive. One has to_b~ assertive i~ ~rtain
• comnu.m
rude. Cou rtes y dem and s tha t we do not USe ,wO rds th at ~ ~u ltin g or ·
situcltions but not
to the listener. Ou r ton e. shOl,lld a1So I"ef lect c o ~ and a hjgh .Pitched voice and
hurtful
·.., ·-· · · · ·
aggressive tone shottld be avoided.
 Encoding [)eoOd n,g
Sender medium
medium
AecelV8r

Medium
Medium
decod ing encoding ·
Feedback l...-- - -- --'

Fig. 1.2.1 : The communication cycle

1. Stimulus
The inspiration of the sende r to pass information of the message is know
n as stimulus. The
message converts into a code. We can also call it the sourc e of the messa
ge. This conve rsion of
the source into the message is also called a~ encoding. Communica
~on stimuli could be
internal or extern~J. The .sourc e of the message may be originated intern
ally in the mind or
triggered due to external sources.

2. Sender

• The sende r is responsible to initiate the communication process. The

sende r feels the
need to communicate and express certain ideas or thoug hts in her
/his mind. This is
prompted by the conte xt in which the need to communicate arises.
• The urge to communicate could be some external and/or intern al
stimuli. The sende r
select:5 the appro priate mediu m through which he can encod e his thoug
hts and ideas.
• The choice of mediu m is decided on the basis of what is available and
the comm unication
opportunity provi ded by that situation. The receiver also shoul d be
able to access that
medium.

• For example, in, a classroom the teach er selects the mediu m, Engli
sh language, to
communicate the inform ation because the stude nts, who are
the receiv ers will
understand the instru ction s in English.
 3. Encoding
• . Encoding is the process by which the sender translates his/her thoughts/ideas into
appropriate messages, using the appropriate ~edium and channel that is shareq
be~een the sender and th~ receiver.
• Encoding is guided by the sender's capability to communicate as well as the estimate of
the receivers comprehension of the message.
• Encoding is the method of p~oviding a structured message using shared codes of
communication that may be verbal or non-verbal. Whether the message is effectively
encoded or not is determined by the quality of the message and the receiver's
comprehension of the message.

3. Medium/Message

• The medium is a system of codes and signs that have a somewhat determinabl~ meaning
system 'that is shared between the sender arid the receiver. The message has t~ get
transferre~ though an appropriate medium_~r els~ the message can neither be encoded
·,
notsent
• The idea or information encoded by the sender is the messag~. It is the _substa~ce of the
communication: process. (
·,
'

• Encoding prepares the mes~age in a particular medium that would enable the· receiver to
decode and understand the intention which the -~ender·w~ts [Link]~--
• Medium can be. words, gesture~, signs etc. In addition to the medium,
•· I, .
the
message is also
.,

e~.·::·.'. ·'.' ·.
•

sent through a channel which can be telephone, letter,'computer

. ' ' . .\ . ' - .
• The- medium is determined by the -requireme~ts of the· message, the availability of
channels, and th·e communicative skills and circumstances of the receiver. ·

4. Channel
.. · . · :: .
Channel is the route through which coiiimunication is sen~by the se~der. . Ch~els are used
to convey information to one another. Communication channels use both verbal and non-
. - . . . . '

verbal cues as well as written documents. Digital technology also. provides many online
. . ,.
channels of communication that can connect people around the globe. . Some common
• . • •. . - ·t

channels of communication used in organizations ar_e documents, emails, videoconference,

. . .
phone calls, Google meetor Z9om, Social media etc.

5. Decoding

• Decoding is the process of comprehending the sense and meaning of t h ~ ~ so that

it creates an understanding in the mind of the receiver. Decoding depends ori the ·
effectiveness of the medium and the qualit;y of encoding used i~ communication.
 •. Further the reception of the message is be tte r if the re are few or no Interference s in the
'tta l f th
transm1 o e me ssa ge I rfe ren ces or nofse, as it is ref err ed to in the oraJ
. . · nte
commu nic ative context, ma y 1ead to faulty decoding.
ge tra vel s.
There is aJways a possibil1·ty of transmission los ses tha t occ ur when a messa
• · · · the same as in
Sometimes the meaning inte nded While enc od ing the message may not be
decoding.
occ ur du e to ina dequate knowledge of the code. Interference ·
• Mis interpretations often
•
may add further losses to the decoding process.
·
.
s. Receiver
ssage,
the tar ge ted aud ien ce of the me ssage. The receiver receives the me
• The receiv er is
ret s, an d trie s to per cei ve the total meaning of the message as
unders tands, int erp
transmitted by the sen de r.
ale rt an d
sho uld be rec ept ive to the me ssage, tha t is he /sh e should be
• The receiver
sig n~ s an d per cep tiv e par tic ula rly to . the nonverbal media tha t
attentiye_to mu~tiple
m.
often accompanies the verbal mediu
nals
mu nic a~ on , the rec eiv er mu st listen with ~e , since the sound sig
• In case of oral com
. Th e · rec eiv er's ski ll ~f co mp rehending the message is an
exist_ only momentarily
the communication pro ces s. .
im po rta nt fac tor in the success of

6. Feedback
com mu nic ati on pro ces s. Th is is the loop tha t connects
• Feedback is the final link in the •

as a feedback rec eiv er and.

I •

wi th the sen de r, wh o, in tur n, a

_ cts
the r~ceiver in the ~roce_ss
s, ge ts to kn ow tha t com mu nic ation has be en accomplished. ' · '

thu •
.
• _, •
I •

ssage «:>r
[Link] un de rst an d wh eth er the rec eiv er ha s un de rst oo d the me
• The sen de r is ab m the
ssa ge ha s cre ate d
_ the de sir ed impact, o~ y thr ou gh feedback fro
1
no t an d if the me
receiver. •

·
e r clarification an d the sen de r
' ,.

er, he ma y also• ask ~o~ ~

I• •

• . In case of do ub t by. the •rec eivr . .

.
.
an tha t the
me s_s age . Even sile nce i~ ~ kin d ~f_f~~ ba ck , be cau se it :ma y me
can resend the . . . J

,
t be en con vey ~d . or de lib era tel y no t ~e en res po nd ed by the
message ha s eit he r no
receiver.
the re :
, fee db ack pla ys an im po rta nt role. It he lps the sen de r lm ow if
• In communication
be ma de ·in the pro po sed act ion . It als o en sur es tha t the .
are any corrections or changes to .
~o d it as int en de d by the sen de r.
ssa&e an d. ~n de
receiver ha s received the me , -
.
'
1.3 Organizational Communication
-
i.3.1 Formal Communication

• An organisation is a composite of many individuals working together, towards a common

goal. They are constantly interacting with each other and with people outside the
organisa~on.

• The communication network in an organisation is of two types :

.
1. Internal communica tion

2. External communica tion

• Internal communica tion can be further categorised as formal and informal channels of
[Link].
. .

• A variety of patterns emerge when communication combines through vertical and horizontal
channels. Formal and informal channels of communica tion run parallel · in a business
organization.
• The patterns developed for communication purposes are the networks. Formal
communication can be broadly categorised into ho1izontal and vertical. Vertical
communication can be further classified into upward and downward.
 1.3.l(A) Inter~al Communication

• Interaction between members of the sarne o~ganisation is called Internal

communication. ;t
could be both formal and informal. . ·
• ·Large organisation, with hundreds of people working together, interact
with each other for
work related matters in a number of ways.
• Th~y adopt strategies like meetings, conferences, new~Ietters,· annu
al reports etc., to
communicate the ·esse_ntial message.
• Informal communication is also prevale~t in all organisatio~s, where
peopl~ have direct
interface with each other and they communicate outside . the ·form
al ch~ els . of
communication. The formal cha!lnels of communicati~n are as follows : ·
: . . . . .. ..
1. Vertical .,
· ,. ·
2. Horizontal
3. Diagonal .. .

' j~lntemal Comrriunicatiool~

Fig. 1.3.1 : Internal communication

1. Vertical Communication •
• · Upward and downw~rd flow' of messages constitute
.
s vertical communication.
• Information is transmitted from top management . to the empl
oyees .·working ~ ~e
organisation and vice versa.
· ··
• Vertical or upward -and downward communication is essential in every 0 ~ t iO\fYoithat ·
management ca~ give directives and send information downwards aud al~o
receiv~ Moc lic
information from subordi~ates about the eff~ctiveness of their directives and th
•.
. e 11iiiil f
the organisation.
 [
I
The Chairman ]
I
Downward Upward

Managing director

Divisional manager

Departmental heads

.Supervisiors and officers

Workers and clerks

Fig. 1.3.2 : Vertical communication

[A] Downward Com~~nication

. .
• When orders, directions, instructions and information flow downwards from superior to
. . '

subordinates it is called Downward Com~unication.

• · Downward communication h~lps to unite· and bond the .different levels of autho
' -
rity
within the organisation and thus preserves the organisational and communication
' . . ' . .
structure.
• Downward communication can be used for the following purposes_:

(a) . To give instructions and directives about a job,

(b) To inform subordinates about their performance,

(c) To give background information about a job,

(d) To explain policies and procedures of the organisation,~
(e) To issue warnings and reprimands or to express appreciation.
• Downward communication can be most effectively used in organisations when the lines
' .
of authority are clearly demarcated But there are also some problems associated with
' '
downward communications, which are discussed below. i
Difference between Upward and Downward Communication
• I
'

Upward Co~unication. Downward Communication

Upward communication takes place in a business When orders, instructions., directives,

organiz~tion, when information, feedback of information flow downwards from superior
instructions, opinions etc. are IDVen to superiors · to subordinates it is called downward
bytheir subordinates. . ' communication.

Some methods of obtaining information through Downward communication can be used for
upward communication are, ·reports, the open giving instructions and directives about a job,
door policy, group gatherings, direct to inform subordinates about their
correspondence, counselling etc. . performance, to explain policies and
procedures of the organization and so on.

Effective upward communication is very Downward communication can be effectively

. important for the smooth functioning of the used if the lines of authority are clearly
organization. demarcated in an organization.
 . tionsystem
Advantages of upward commun1ca
The advantages of an effective upw afd communication system are
:
(i) Valuable information is received for decisio~ !Daking.
(ii) Acceptance of suggestions from workers _m ight lead to
imp roved perl ormanc e.
(iii) It encourages employees to actively participate in the
. ;. ~
work ing of the organisation whi ch can
lead to job satisfaction.
(iv) It provides .a feedback to the managers on how their direc
tives and inst ruct ions are being
implemented.

Disadvantages of upward communication system

Some of the disadvantages associate_d with upward communicati

on are given belo w :
(i) Awe or fear of auth,ority

Subordinates do not feel free to talk abou t thei r on-the-job prob

lems with thei r supe rvis ors.
The air-conditioned [Link] all the o~e r trappings of the offic
e make·the subo rdin ates f~el
intimida,te d and i~ferior. The supe rior who radiates power and
authority makes the aver age
wor ker clamp up.
(ii) Unwillingness to admit failure

Employees at the lowe r rungs of hierarchy are · insecure abou

t thei r jobs.. The y avo id
discussing their on-the-job problems with thei r superiors for they
hav~ a lurking fear that the
superior might rega rd them as individual failures and block their
promotions. (
 2. Horizontal Communication
ople of equal or comparable status is known as Honz
• Communication between pe
. . . Clerk to clerk, Manager to manager etc. Horizontal communicatoll~
Commumcatlon, viz. . h -:
th same b1erarc y. ~,o~
occurs between people of e
. tt·on unimportant and routine matters are dealt with by employees ~1.
• In every orgamsa .
·. t wi'th other employees witbout troubling their seniors.
11a
commumca e .
Horizontal communication is also referred to as pe_er ,communication. The need
• for
horizontal communication within an organisation is very great as without it there
Will~
· . · n among the difti
no co-ordination and co-operatio • ·.
erent umts. .
An alert management is always on the lookout for failure of horizO
• ntal internal
communication and acts speedily to repair the damage, as it could affect the effectiveness
and productivity of the organisation.

• to
Horizontal communication works best at the fact face and oral levels. When
· the
communication takes place face to face, the facial expressions record the _inner feelin
. '. . .,~ ,
gs of :
the speaker and feedback is i~ed iate.
. . .
• Oral and face to face commu~ca~on is democratic and produces_l,etter results
and a
cordial atmosphere. Letters; reports, tel_ephonic talks, meetings etc. are ~o~e other
ways
of ~ommunicating horizontally. · · · · ·· ·
Advantages of Horizontal Communication (
(i) Horizontal co~unication enhances team spirit and improves the
' . '
co-ordinatio~.between
. , . .
peopl~ of the sam~ rank or sta~ . ··· ' : ... - · .
(ii) As people belong to the same·level of hierarchy, they can freely excha
nge their .thoughts and
feelings. ,r

(iii) Horizontal communication is· time-sa:vfng

-
as departmental heads.·can organize meetings to
. . .
discuss policies or problems, get solutions etc. It is quick and smooth and can
. even .be a
.

-substitute to vertical communication. .

Disad~antages of Horizontal Communi~tion

(i) Since ·employees are of [Link] rank, there is a tendency to compete with each
. . . .
other. This.
resul~ in jealousy and strained relationship which can hampe~ the smooth fun~oning
of the
organisation.
. . .
(ii) Ther~ can be a clash between horizontal and vertical communica~on. Iftoo
much o f ~-
is given to supervisors at ~e horizontal level, the powers ofsupenors may get aff
~ • .·
 (iii)
floJiZontal communication
. can tend to bee more informal as people belong to
th
e
same
rank. people may mdulge in goSSi ome
Ps Which can be a time waster.
D partmental heads may try . . g
(iV) e . . . to emphasize the role of. their own department in acruevm
0 rga mzational goals. This le d . goal5 0 f
•
. ti"on. a s to depa- tal rivalries and can mar the ultimate
the 0 rgarusa • "'uen

32
1.. Informal { Grapevine)

Grapevine is a kind of horizontal communication and it consists of a complex network of

•
informal contacts that occur all day long on the job, spontaneous channels through which
facts, half-truths and rumours pass.

It is possible for such rumours to result in u ward and downward communication, but the
•
general direction is horizontal as such comm!ication takes place between people who know
and o-ust each other.

• Gossips, here say, rumours, go to_make up that Personai Communication that is grapevine. As
a result of it views, opinions and attitudes are formed which can do great harm to the
organisation.

• As may well be imagined the grapevine can do great harm or good to an organisation; it may
cause th_e workers to lose their morale or to work with redoubled vigour.

• If the top management of an organisation is intelligent it will try to feed the grapevine with
information that is accurate and which will serve as a morale booster. It will also use the
grapevine as a barometer to find out the level of morale of the workers.

• Managements should realise that the grapevine can neither be cut nor controlled, at the most
it can be influenced
• In organisations, grapevine can act as an outlet for workers who might otherwise bottle up
their grievances and explode at a later date.

Advantages of Grapevine

(i) Informal Relations : Grapevine communication binds .t he people together in an organisation.

Employees freely share their joys, sorrows and other emotions at the workplace.
(ii) Quick Transmission: Grapevine stories spread very rapidly. If a worker has met with an
accident the news will reach all the workers of the factory in a flash.
(iii) Promotes team spirit : As employees can communicate outside the formal channels of
communication, it enables them to form a cohesive team which benefits the organisation.
Disadvantages of Grapevine

(i) Distortion : As grapevine mainly promotes gossips and rumours_, distorted messages can
demoralize the employees.
(ii} Lacks Credibility : Messages and information passed through grapevine co~m unication lack
credibility as people tend to distort the original message by adding their own comments and
observations.
tor
(ill) Lacks Responsibility: As grapevine communication is [Link] in nature, the communica
does not take responsibility of the message.
J
(iv} Tim e Waster : Grap evine communication may lead to wa~ ge of time. People enjoy gossit
sessions, and useless information which is not authentic is passed on.
 41
1.. Verbal Communication

, Verbal communication consists of words of a language arranged in meaningful patterns.

, To convey a message through the use of words, that are arranged according to the rules of
grammar so that they fonn a proper sequence, is verbal communication. These messages can
be shared' in inter personal (one to one), speaker audience (011e_to many) and mass media
(many to many) contexts: Message has to the effectively communicated so that the receiver
perceives it, assigns the right meaning and respond~ to it
, Verbal communication may be spoken (oral) or written. In oral communication, the receiver
listens to the spoken word and responds.
• Whereas in written communication, the [Link] will be read and the feedback wi11 be
sent back to the sender. Both oral and written communication are important in corporate
communication an~ bo~ have their advantages and disadvantages

.1.4.l(A) Oral/Spoken [Link]

• Oral communication includes face to face conversations, meetings, interviews, seminars,

conferences, group discussions, telephonic conversations, teleconferencing, video
conferencing and voice-mails.
• The contents could be formal or .informal in nature. Oral communication is advantages and
more often used because of the following reasons.
• Oral communication is a direct medium, so it is quicker as most of the time it is unplanned
and impromptu. As it is face-to-face the sender receives the feedback immediately and if
required can reword the message. Immediate feedback helps the sender clarify any doubts or
misunderstanding that the receiver would have.
 • Oral communication is beneficial when reaching out· to
·
large groups of peopIe. It 1·s espeo·au~
e~ve where illiterate masses are concerned.
• Intonation and voice modulation makes . oral communication more effective. Facial
expressions and body language also helps in better understanding of the m~sage. ~o, speech
is 3 better and mor~ powerful medium for persuasi~n and convincing people.. · -
• Though oral communication has a of informality it is more person«tl in nature. It helps ~egree
to create a bond between the sender and the receiver. ;
• Oral comm~ cation is less expensive than Written communication ~d there is no problem of
storage of the message. .. , . . . . ..
• Yet oral communication also has its disadvantages.
• Though it is a faster means of communication, as it is ~planned there ~ ·chances of
mistakes an~ deletions in the message. · ·- · · : · · · · · ·
• If conveyed orally ret~[Link] of lengthy messages is difficult [Link] of °:1essage the
may be forgotten or missed. It may not be possible for the ~ost attentive listen~r to retain the
1
~
1
• • • •
i ,
..; '
J
, • . ~ ~ •, •
• \ · ' • 1

entire message. 0 , •

. - '
• Oral communiq1tion has ;no permanent 'reco~d £unl~s it is recorded) and 'has no legal
# • ! 'r • , ~ • : r .,. • • , ' , • l .
· validity. It cannot be referred to and has no accountability. · . ·· . · ·· · _· · · , ·
t • , . • • • • ._ •

• ·- If the receiver has 'not paici° attention t~)what is being. spo~n,' the ~y ~ot the s~d~ get:
desired response. Sometimes the ~e~der may ,have·to rep~t the m~ge ·s~vmd ·times for .
emphasis and clarity~ ' ·
• Message through oral communication may _not be conveyed effectively if the speaker ls apoor
communicator.
• Confidential messages can be leaked if communicated orally. .
.
Spoken communication is more vibrant than written commun1cati0n
' ' . ' . .
.
· • Oral communication is dynami~ in nature, so i~ is 'more vi1>rant \¥hen comJ)affii ~ ~
communication. _ .
· ·caiion, non verbal · componen1' ...~
• In interpersonal or face to face co~um . . ~•
communication. Since immediate feedback is possible, tbe process becomes
~rmt •
di~ • ~
 \

1.4.l(B) Written Communication to provide

crea te a pe rm an e~ t reco rd
ication could be to
• The purpose of written commun • I

ne _to do something.
information or to p~rsuade someo
n .document repr esen ts th e pe rs on an d_ has
to stand on its
Whatever, the purpose the WI1,tte , circulars, manuals,
•
•
•

' ~

proposals,
I

no tices , m in utes
reports
own. If includes letters, memos,
..
newsletters and journals..
.- . • I •

~u ni ca tio n, some of th e advantages of written

· oral co
. • Though used Jess frequently than
communication are : , ·
oral communication ~ it is well planned and
compared to
o Accuracy level is high ~hen
organized.
rd as it is do cu m e~ te d It ca n al so ac a
t as legal document
o It serves. as a permanent reco W ritten documents are
'

eds to be do cu m en ted an d filed

Most official communication ne
more confidential.
m en ts w he n sig ne d be co m e
· au thentic and
as written do~u
o One can trace responsibilio/
able abou.t its contents.
)

the person who signs, is answer

as se ve ral co pi es of the w ritten ~a tt er
is easily possib le
o Dissemination. of information
'

in ted M es sage c
_an re ac h a la rg e number of people..
can be photoc~p:ied and repr .
)

sta tistic s ha ve to be w ritten Qr el se there•is the

facts and
0 Detailed documents which carry
ssibility of deletion or leaving ou t of importan~ matter.
po