ENGINEERING MANAGEMENT

COMMUNICATING

INTRODUCTION
The achievement of the objectives of the engineering organization
will depend on the performance of the human and non-human elements
attached to it. The task of management is to “program” these elements
correctly so that each will respond accordingly to their assigned
tasks. Standard programming methods have already been adapted by
technologists for most machines and equipment.
The programming approach to the human element is different and
must be dealt with using methods espoused by behavioural scientists.
Employees will perform according to the dictates of their minds, if
this is really so, then management must reach them through powerful
means of persuasion under an atmosphere conducive to effective
communication.
The issue is now will be “is management using the communication
option effectively?” The answer must be “yes”, for if not, trouble may
be forthcoming, if it has not yet arrived.

WHAT COMMUNICATION IS
Morris Philip Wolf and Shirley Kuiper define communication as “a
process of sharing information through symbols, including words and
message.”
Communication may happen between superior and subordinate,
between peers, between a manager and a client or customer, between an
employee and a government representative, etc. It may be done face-to-
face, or through printed materials, or through an electronics device
like the telephone, etc.
In management, communication must be made for a purpose and
because it has a cost attached to it, it must be used effectively.

FUNCTIONS OF COMMUNICATION
Communication may be used to serve any of the following
functions:
1. Information function – Information provided through communication
may be used for decision-making at various work levels in the
organization. A construction worker, for instance, may be given
 instructions on the proper use of certain equipment. This will
later provide him with a guide in deciding which equipment to use
in particular circumstances.
Another concern is the manager who wants to make sure that
his decision in promoting an employee to a higher position is
correct. Through communication, the information provided will
minimize if not eliminate the risk.
2. Motivation function – Communication is also oftentimes used as a
means to motivate employees to commit themselves to the
organization’s objectives.
3. Control function – When properly communicated, reports, policies,
and plans define roles, clarity 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

The communication process consists of eight steps which are as
follows: develop an idea, encode, transmit, receive, decode, accept,
use, and provide feedback.
FIGURE 6.1. THE COMMUNICATION PROCESS
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. An example of a useful idea is how to prevent
accidents in workplaces.

ENCODE
The next step is to encode the idea into words, illustrations,
figures, or other symbols suitable for transmission. The method of
transmission should be determined in advance so that the idea may be
encoded to conform with the specific requirements of the identified
method. An example of an encoded message using telefax as a means of
transmission is shown in figure 6.2.

FIGURE 6.2. IN EXAMPLE OF AN ENCODED MESSAGE FOR TELEFAX TRANSMISSION

TRANSMIT
After encoding, the message is now ready for transmission through
the use of an appropriate communication channel. Among the various
channels used include the spoken word, body movements, the written
word, television, telephone, radio, an artist’s paint, electronic
mail, etc.
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
(sometimes referred to as noise).

RECEIVE
The next step is 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 relayed by the sender.
The message may be initially received by a machine or by a
person. In any case, communication stops when the machine is not
turned or turned on to receive the message does not listen or pay
attention properly.

DECODE
The next step, 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 may be achieved. Examples of various terms encoded
and decoded are shown in Figure 6.3.
 FIGURE 6.3. EXAMPLES OF ENCODED AND DECODED INFORMATION

If the receiver understands the purpose and the background

situation of the sender, decoding will be greatly improved. In legal
practice, for instance, the declarations of a dying person have more

weight.
ACCEPT
The next step is for the receiver to accept or reject the
message. Sometimes, acceptance (or rejection) is partial. An example
is provided as follows:
A newly-hired employee was sent to a supervisor with a note from
his superior directing the supervisor to accept the employee into his
unit and to provide the necessary training and guidance.
As the supervisor feels that he was not consulted in the hiring
process, he thinks that his only obligation is to accept the employee
in his unit and nothing more.
The factors that will affect the acceptance or rejection of a
message are as follows:
1. The accuracy of the message;
2. Whether or not the sender has the authority to send the message
and/or require action; and
3. The behavioral implications for the receiver.

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. All of the above-
mentioned options will depend on his perception of the message.

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 may be attributed to the effects of any of the
communication barriers.

FORMS OF COMMUNICATION
Communication consists of two major forms:
1. Verbal and
2. Nonverbal

VERBAL COMMUNICATION
Verbal communications are those transmitted through hearing or
sight. These modes of transmission categorize verbal communication
into two classes: oral and written.
 Oral communication mostly involves hearing the words of the
sender, although sometimes, opportunities are provided for seeing the
sender’s body movements, facial expression, gestures, and eye contact.
Sometimes, feeling, smelling, tasting, and touching are involved.
An alternative to oral communication is the written communication
where the sender seeks to communicate through the written word. The
written communication is, sometimes, preferred over the oral
communication because of time and cost constraints. When a sender, for
instance, cannot meet personally the receiver due to some reason, a
written letter or memo is prepared and sent to the receiver. The
written communication, however, has limitations and to remedy these,
some means are devised. Perfume advertisers, for instance, lace their
written message with the smell of their products. In the same light,
the now popular musical Christmas card is an attempt to enhance the
effects of the written note.

NONVERBAL COMMUNICATION
Nonverbal communication is a means of conveying message through
body language, as well as the use of time, space, touch, clothing,
appearance, and aesthetic elements. Body language consists of
gestures, bodily movement, posture, facial expression, and mannerisms
of all kinds.
Nonverbal expressions convey many shades of meaning and it is to
the advantage of the communicator to understand what messages are
relayed.

THE BARRIERS TO COMMUNICATION

Various factors may impede the efficient flow of communication.
Any, or all, of these factors may, at any point, derail the process.
Even if the message is transmitted by the channel, the timing and the
meaning of the message may be affected by the factors.
The barriers to communication may be classified generally as:
1. Personal barriers
2. Physical barriers
3. Semantic barriers

PERSONAL BARRIERS
Personal barriers are hindrances to effective communication
arising from a communicator’s characteristics as a person, such as
emotions, values, poor listening habits, sex, age, race, socioeconomic
status, religion, education, etc.
Emotions cloud the communicator’s ability to judge correctly the
real meaning of messages received. People with different values will
find it hard to communicate with each other. Poor listening habits of
a receiver frustrate the communication efforts of a sender.
PHYSICAL BARRIER
Physical barriers refer to interferences to effective
communication occurring in the environment where the communication is
undertaken. The very loud sound produced by a passing jet temporarily
drowns out the voice of a guest delivering a speech. Such distraction
does not allow full understanding of the meaning of the entire message
and is an example of a physical barrier.
Physical barriers include distances between people, walls, a
noisy jukebox near a telephone, etc. An office the is too tidy may
sometimes inhibit a person from meeting the occupant of the office
face-to-face. A menacing pet dog (or secretary) posted near the door
may also prevent a person from directly communicating with the object
person behind the door.
A communication channel that is overloaded may also prevent
important information to reach the intended user. Another physical
barrier to communication is wrong timing. For instances, how may one
expect a person who has just lost a loved one to act on an inquiry
from a fellow employee?

SEMANTIC BARRIERS
Semantic is the study of meaning as expressed in symbols. Words,
pictures, or actions are symbols that suggest certain meanings. When
the wrong meaning has been chosen by the receiver, misunderstanding
occurs. Such error constitutes a barrier to communication.
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.”
For example, the words “wise” and “salvage” will have different
meanings to an English-speaking foreigner than to an ordinary
Filipino.

OVERCOMING BARRIERS TO COMMUNICATION

When communication barriers threaten effective performance,
certain measures must be instituted to eliminate them. To eliminate
problems due to noise, selective perception, and distraction, the
following are recommended:
1. Use feedback to facilitate understanding and increase the
potential for appropriate action.
2. Repeat messages in order to provide assurance that they are
properly received.
3. Use multiple channels so that the accuracy of the information may
be enhanced.
4. Use simplified language that is easily understandable and which
eliminates the possibility of people getting mixed-up with
meanings.
TECHNIQUES FOR COMMUNICATING IN ORGANIZATIONS
Communication may be classified as to the types of flow of the
message which are as follows: downward, upward, or horizontal. Each of
the types of message flow has its own purposes and techniques.

DOWNWARD COMMUNICATION
Downward communication refers to message flows from higher levels
of authority to lower levels. Among the purposes of downward
communication are:
1. To give instructions
2. To provide information about policies and procedures
3. To give feedback about performance
4. To indoctrinate or motivate
Among the techniques used in downward communication are as
follows: letters, meetings, telephones, manuals, handbooks, and
newsletters.
Letters are appropriate when directives are complex and precise
actions are required. When orders are simple but the result depends
largely on employee morale, techniques that provide personal
interchange like meetings and the telephone, are appropriate. Modern
technology has made it possible for people to hold meetings even if
they are thousands of kilometers apart from each other.
Manuals are useful sources of information regarding company
policy, procedures, and organization. Unlike using persons as sources
of information, manuals are available whenever it is needed.
Handbooks provide more specific information about the duties and
privileges of the individual worker. It has also advantage of being
available whenever needed.
Newsletters provide a mixture of personal, social, and work-
related information. Articles about new hirings, promotions, birthdays
of employees, questions and answers about work related issues are
presented.

UPWARD COMMUNICATION
There is a need for management to provide employees with all the
necessary material and non-material support it can give. The first
requirement, however, is for management to know the specific needs of
the employees. This is the primary reason for upward communication.
Upward communication refers to messages from persons in lower-
level positions to persons in higher positions. The messages sent
usually provide information on work progress, problems encountered,
suggestions for improving output, and personal feelings about work and
non-work activities.
Among techniques used in upward communication are: formal
grievance procedures, employee attitude and opinion surveys,
suggestion systems, open door policy, informal gripe sessions, task
forces, and exit interviews.
Formal Grievance Procedures. Grievances are part of a normally
operating organization. To effectively deal with them, organizations
provide a system for employees to air their grievances.
Holley and Jennings define grievance as “any employee’s concern
over a perceived violation of the labor agreement that is submitted to
the grievance procedure for eventual resolution.” Grievances represent
an open, upward communication channel whereby employees can offer
suggestions to management.
Depending on the size and nature of the company, the grievance
procedure may consist of a single step or a number of steps. Companies
with a collective bargaining agreement with its union must refer to
the grievance procedure spelled out in the law on labor relations.”
Employee Attitude and Opinion Surveys. Finding out what the
employees think about the company is very important. The exercise,
however, requires expertise and the company may not be prepared to do
it. If the organization’s operation is large enough to justify such
activity, then it must be done. If the assistance of an outside
research firm is considered, a benefit-cost analysis must be used as a
deciding factor.
Suggestion Systems. Suggestions from employees are important
sources of cost-saving and production enhancing ideas. Even if
majority of the suggestions are not feasible, a simple means of
acknowledging them contributes to employee morale.
Open-Door Policy. An open-door policy, even on a limited basis,
provides the management with an opportunity to act on difficulties
before they become full-blown problems.
Informal Gripe Sessions. Informal gripe sessions can be used
positively if management knows how to handle them. When employees feel
free to talk and they are assured of not being penalized for doing so,
then management will be spared with lots of efforts determining the
real causes of problems in the company.
Task Forces. When a specific problem or issue arises, a task
force may be created and assigned to deal with the problem or issue.
Since membership of task forces consists of management and
nonmanagement personnel, integration and teamwork are fostered,
creativity is enhanced, and interpersonal skills are developed.
Exit Interviews. When employees leave an organization for any
reason, it is to the advantage of management to know the real reason.
If there are negative developments in the organization that management
is not aware of, exit interviews may provide some of the answers.

HORIZONTAL COMMUNICATION
Horizontal communication refers to messages sent to individuals
or groups from another of the same organizational level or position.
The purposes of horizontal communication are:
1. To coordinate activities between departments
 2. To persuade others at the same level of organization
3. To pass on information about activities or feelings
Among the techniques appropriate for horizontal communication
are: memos, meetings, telephones, picnics, dinners, and other social
affairs.

FIGURE 6.4. MESSAGE FLOW AND AREAS OF CONCERN

MANAGEMENT INFORMATION SYSTEM

It was mentioned at the beginning of this chapter that
communication may be used to serve the information function. This
means that a way must be devised to allow the organization to absorb
information necessary for effective decision-making. In this regard,
companies of various sizes have organized systems to gather
information that will be useful to management.
Management information system (MIS) is defined by Boone and Kurtz
as “an organized method of providing past, present, and projected
information on internal operations and external intelligence for use
in decision-making.”
The MIS currently used by corporate firms consists of “written
and electronically based systems for sending reports, memos,
bulletins, and the like.” The system, allows managers of the different
departments within the firm to communicate with each other.
FIGURE 6.5.
THE MIS AND ITS RELATION WITH THE DIFFERENT DEPARTMENTS OF THE
ORGANIZATION

THE PURPOSES OF MIS

The MIS is established for various reasons. Wheelen and Hunger
enumerate them as follows:
1. To provide a basis for the analysis of early warning signals that
can originate both externally and internally.
2. To automate routine clerical operations like payroll and
inventory reports.
3. To assist managers in making routine decisions like scheduling
orders, assigning orders to machines, and reordering supplies.
4. To provide the information necessary for management to make
strategic or nonprogrammed decisions.

SUMMARY
Communicating is a vital function of the engineer manager.
Organizations cannot function properly woithout effective
communication. If the required outputs must be realized, communication
must be managed.
Communication is used to serve the information function,
motivation function, control function, and emotive function.
The communication process consists of various steps, namely, develop
an idea, encode, transmit, receive, decode, accept, use, and provide
feedback.
The forms of communication are verbal and nonverbal.
The barriers to communication may be classified as personal,
physical, or semantic. These may be eliminated or minimized by using
feedback, repeating messages, using multiple channels, and using
simplified language.
Communication flows are either downward, upward or horizontal.
Management information systems are useful means of communication.