Communication Process Management

A Project Report on COMMUNICATION PROCESS MANAGEMENT
With reference to DOBRO TOYOTA HYDERABAD

Submitted By
JESHER KALYANAPU
Hall Ticket no. 109J1E0064
MBA (HR)

In partial fulfilment of the requirement for the award of
MASTER OF BUSINESS ADMINISTRATION (MBA)

Under the esteemed guidance of
Mr. K. Vinod Babu, Asst. Professor

GLOBAL GROUP OF INSTITUTIONS
(Affiliated to JNTU HYDERABAD)
BATASINGARAM, R.R. DISTRICT 501511, (A.P.)
(2010-2012)
[i]

STUDENT DECLARATION

I hereby declare that this Project Report entitled COMMUNICATION
PROCESS MANAGEMENT in DOBRO TOYOTA submitted by me to the
Department of Business Management, GLOBAL GROUP OF INSTITUTIONS
affiliated to JNTU, Hyderabad. This is a bona fide work undertaken by me and it is
not submitted to any other University or Institution for the award of any degree
diploma/certificate or published any time before.

Jesher Kalyanapu Signature

[ii]

CERTIFICATE

This is to certify that the Project Report entitled COMMUNICATION
PROCESS MANAGEMENT submitted in partial fulfilment for the award of MBA
Programme of Department of Business Management, J.N.T.U., Hyderabad was
carried out by JESHER KALYANAPU with H.T.No. 109J1E0064, for the academic
year 2011-2012 under my guidance. This has not been submitted to any other
University or institution for the award of any degree/diploma/certificate.

Signature of the Dean Signature of the guide

[iii]

ACKNOWLEDGEMENT

Firstly, I am ever so grateful to Almighty God for bestowing His amazing
grace upon me.
I deem it a privilege to owe a special acknowledgment to GLOBAL GROUP
OF INSTITUTIONS for giving me an opportunity to carry out the project.
I convey my special thanks to Prof. Dr. P.N.REDDY Dean, Management
Studies, GLOBAL GROUP OF INSTITUTIONS for according me permission for
completing the project.
I am grateful to my project Guide Mr. K. VINOD BABU for his valuable
support and guidance from time to time in giving a final shape to the project.
I am grateful to the management of DOBRO TOYOTA for rendering me the
privilege of doing a project in their esteemed company.
Last but not least, also give my sincere thanks to all the people who directly or
indirectly have helped and encouraged me in finding the way collecting the requisite
information and completing the project effectively and timely.

JESHER KALYANAPU

[iv]
ABSTRACT
In the present study an attempt has been made to learn the actual
implementation of Communication Process as a management technique in general and
some other aspects such as awareness of the workers, effectiveness of the
performance appraisal system in particular. The project work is undertaken to
understand the indispensability of organisational communication as a full-fledged
management in any organisation. Attempt has been made to deem Communication
Process Management is crucial for employee performance appraisal. Managers spend
fifty percent of their time preparing information for communicating with the
employees. As such, communication process management is very crucial for the
realisation of a companys goals and objectives. This project report consists of:
CHAPTER 1: Introduction to the concept, Objectives of the study, Need and
Scope of the study, Research methodology and Limitations.
CHAPTER 2: Deals with the Automobile Industry Profile.
CHAPTER 3: Deals with Toyota Company profile and services
CHAPTER 4: Deals with the Literature Review.
CHAPTER 5: Deals with Data Analysis and Interpretation
CHAPTER 6: Deals with Findings, Suggestions, and Conclusions.
Having analysed the Toyota Way, having collected data from 100 employees
through questionnaire some amazing facts came to light regarding the Toyota
Company which can be helpful for other companies, it is concluded thus. The
Communication Process system is considered as an essential tool for bridging gap
between the top management and the executives it thus helps them to develop cordial
relations and mutual understanding. Workers awareness about the fact that
Communication Process is one of the factors for promotion was cent percent. It is
revealed that the executives are getting feedback on their Communication Process
through which they can review their performance. Toyotas effective communication
process is the sole cause for its world class benchmark. A thorough analysis of the
performance appraisal system will help the management to know the short comings, if
any. It also helps the company to learn whether the performance appraisal techniques
are used to the full extent or not, there by the researcher can understand the effective
implementation of the performance appraisal system. All this is possible through
Communication Process Management.
[v]
LI ST OF TABLES
TABLE PAGE NO
1. Necessity of Communication Process Management 84
2. CPM Rating 85
3. Outstanding Appraiser 86
4. Employee Motivation 87
5. Considerable Factors in Individual Communication 87
6. Opinion on Effectiveness 88
7. Types of Communication 89
8. Cost of Communication Process Management 90
9. Assessment of Reviewing Officer 91
10. Frequency of Change 91
11. Actual Communication 92
12. Frequency of Performance Appraisal 93
13. Satisfaction with CPM 94
14. Opportunity for Self Review 94
15. Fairness and Adequacy of CPM 95
16. Post Performance Appraisal Responses 96
17. Probability of Promotion 97
19. Individual Preference Method of Preference 98
[vi]
LI ST OF FI GURES
FI GURE PAGE NO
1. Shannon and Weaver Model of Communication 53
2. Communication Major Dimensions Scheme 53
3. Communication Code Scheme 54
4. Linear Communication Model 54
5. Interactional Model of Communication 54
6. Berlos Sender-Message-Channel-Receiver Model 54
7. Transactional Model of Communication 55
8. A Simple Communication Model 61
9. Communication Process Model 67
10. Organisational Communication 76
12. CPM Rating 85
13. Outstanding Appraiser 86
14. Employee Motivation 87
15. Considerable Factors in Individual Communication 88
16. Opinion on Effectiveness 89
17. Types of Communication 89
18. Cost of Communication Process Management 90
19. Assessment of Reviewing Officer 91
20. Frequency of Change 92
21. Actual Communication 92
22. Frequency of Performance Appraisal 93
23. Satisfaction with CPM 94
24. Opportunity for Self Review 95
25. Fairness and Adequacy of CPM 95
26. Post Performance Appraisal Responses 96
27. Probability of Promotion 97
29. Individual Preference Method of Preference 99

[vii]

TABLE OF CONTENTS
Student Declaration....................................................................................................i
Certificate........................................................................................................ii
Acknowledgement.......................................................................................................iii
Abstract........................................................................................................................iv
List of Tables...................................................................................................v
List of Figures..................................................................................................vi

1.0 Introduction........................................................................................................ 1-6
1.1. Communication............................................................................................. 2
1.2. Need and Importance of the Study............................................................... 3
1.3. Objectives of the study................................................................................. 4
1.4. Scope..................................................................................... 5
1.5. Research Methodology and Database.......................................................... 5
2.0 Industry Profile............................................................................................... 7-12
2.1. Automobile Industry in India........................................................................ 8
2.2. Brief History................................................................................................. 8
2.3. Automobile Exports...................................................................................... 9
2.4. Indian Automobile Companies..................................................................... 10
2.5. Notable Multi-National Automobile Manufacturers.................................... 11
3.0 Company Profile and Services....................................................................... 13-45
3.1. Toyota Motor Corporation............................................................................ 14
3.2. History and Management.............................................................................. 16
3.3. Toyota Motors North America..................................................................... 24
[viii]
3.4. Products and Brands..................................................................................... 25
3.5. Hybrid Technology....................................................................................... 27
3.6. Guiding Principles at Toyota........................................................................ 27
3.7. The Toyota Production System.................................................................... 28
3.8. Non-Automotive Activities.......................................................................... 29
3.9. Toyota India.................................................................................................. 30
3.10. Toyota Products in India............................................................................. 35
4.0 Literature Review........................................................................................... 46-82
4.1. Communication............................................................................................. 47
4.2. Understanding the Field of Communication.................................................51
4.3. Communication Modelling........................................................................... 53
4.4. Communication Noise.................................................................................. 59
4.5. Communication as Academic Discipline...................................................... 60
4.6. Communication Theory................................................................................ 60
4.7. Importance and Purpose of Communication................................................ 75
4.8. The Process of Communication.................................................................... 76
4.9. Barriers to Effective Communication........................................................... 77
5.0 Data Analysis and Interpretation.................................................................. 83-99
6.0 Summary..................................................................................................... 100-105
6.1. Findings and Conclusions............................................................................. 101
6.2. Recommendations......................................................................................... 102
6.3. Questionnaire................................................................................................ 103
References................................................................................................................. 106
[1]

CHAPTER - I
INTRODUCTION
[2]
1.0 INTRODUCTION
1.1. COMMUNICATION
Communication is a process whereby information is enclosed in a package
and is channelled and imparted by a sender to a receiver via some medium. The
receiver then decodes the message and gives the sender a feedback. All forms of
communication require a sender, a message, and an intended recipient; however the
receiver need not be present or aware of the sender's intent to communicate at the time
of communication in order for the act of communication to occur. Communication
requires that all parties have an area of communicative commonality. There are verbal
means using language and there are nonverbal means, such as body language, sign
language, paralanguage, haptic communication, chronemics, and eye contact, through
media, i.e., pictures, graphics and sound, and writing.
1.1.1. INFORMATION COMMUNICATION REVOLUTIONS
Over time, technology has progressed and has created new forms of and ideas
about communication. The newer advances include media and communications
psychology. Media psychology is an emerging field of study. These technological
advances revolutionized the processes of communication. Researchers have divided
how communication was transformed into three revolutionary stages:
In the 1st Information Communication Revolution, the first written
communication began, with pictographs. These writings were made on stone, which
were too heavy to transfer. During this era, written communication was not mobile,
but nonetheless existed.
In the 2nd Information Communication Revolution, writing began to appear
on paper, papyrus, clay, wax, etc. Common alphabets were introduced, allowing the
uniformity of language across large distances. Much later the Gutenberg printing-
[3]
press was invented. Gutenberg created this printing-press after a long period of time
in the 15th century.
In the 3rd Information Communication Revolution, information can now be
transferred via controlled waves and electronic signals.
Communication is thus a process by which meaning is assigned and conveyed
in an attempt to create shared understanding. This process requires a vast repertoire of
skills in interpersonal processing, listening, observing, speaking, questioning,
analyzing, gestures and evaluating. It is through communication that collaboration and
cooperation occur.
There are also many common barriers to successful communication, two of
which are message overload where a person receives too many messages at the same
time, and message complexity where a person cannot comprehend clearly.
Communication is a continuous process. The psychology of media communications is
an emerging area of increasing attention and study.
1.2. NEED & IMPORTANCE OF THE STUDY:
The need of the Communication Process as management is...
To determine what aspects of performance are required to be evaluated.
To identify those who are performing their assigned task well and those
who are not and the reason for such performance.
To provide information about the Communication Process as management
basing on which decisions regarded conformation, promotion, demotion
and transfer are taken.
To provide feedback information about the level of achievements and
behaviour of an employee.
To provide information and counsel the employee.
[4]
To compare actual performance with the standards and in out deviations
(positive and negative)
To create and maintain satisfactory level of performance.
To prevent grievance and indisciplinary activity.
To facilitate fair and equitable compensation.
To ensure organizational effectiveness.
It guarantees useful information about employees and the nature of their
duties.
It can be briefly said that Communication Process as management system is
necessary to assess performance at regular intervals with consistency to study
improvements, deviation and to take corrective actions to bridge gaps and improve
performance over a period of time.
1.3. OBJECTIVES:
The objective is to know how effective is the execution of Communication
Process as management in DOBRO TOYOTA, Hyderabad.
The aim of Communication Process as management is to encourage the
employees to set their own objective for the next time period following the review of
their past performance. It enables the management to make effective decisions/ to
modify earlier decisions based on the evaluation of the existing plans, information
system, job analysis, and internal and external environment factors influencing
employee performance.
The objective is to identify the common goals of the organisation, define each
individuals major areas of responsibility in terms of results expected of him, review
the individual performance progress in a job and his potential for future improvement.
[5]
It aims at providing data to managers so that they may judge future job assignments
and compensation.
To counsel the employees regarding their strengths and weaknesses and assist in
developing them to realize their full potential in line with the companys objectives
and goals. Always emphasize that the role of a manager is to offer constructive
support and not condemn. Give the employees many opportunities to ask guidance to
air grievances and discuss anxieties.
1.4. SCOPE:
In the present study an attempt has been made to learn the actual implementation
of Communication Process as a management technique in general and some other
aspects such as awareness of the workers, effectiveness of the performance appraisal
system in particular.
Human resource projections are valid on appraisals. When job skills are
improved, the employees have lot of scope for development and they can prepare
themselves for higher responsibilities.
A thorough analysis of the performance appraisal system will help the
management to know the short comings, if any. It also helps the company to learn
whether the performance appraisal techniques are used to the full extent or not, there
by the researcher can understand the effective implementation of the performance
appraisal system.
1.5. RESEARCH METHODOLOGY & DATABASE:
The research methodology is a systematic way to solve the problem and it is
an important component of the study without which researcher may not be able to
obtain the facts and figures from the employees.

[6]
1.5.1. SOURCE OF DATA:
The study is based on primary as well as secondary data collected from different
sources:
1.5.1.1. PRIMARY DATA:
The primary data is collected with the help of questionnaires, which consists
of twenty questions each. The questionnaire is chosen because of its simplicity and
liability. Researcher can expect straight answers to the questions. The respondents are
informed about the significance of the study and requested to give their fair opinions.
1.5.1.2. SECONDARY DATA:
Secondary data is collected through the documents provided by the personnel
department. The documents include personnel manuals, books, reports, journal, etc.
1.5.2. SAMPLING PROCESS:
1.5.2.1. SAMPLE UNIT:
The executives and employees at DOBRO TOYOTA, Hyderabad constitute
universe of the present study. A part of it is taken as sample unit for recent study. It
includes JGMS, AGMS, Managers and other employees of DOBRO TOYOTA.
1.5.2.2. SAMPLE SIZE:
The sample size consists of 100 respondents employed in TOYOTA,
Hyderabad. Of these 30 are executives, 20 are senior executives and the remaining 50
are employees.
1.5.3. PERIOD OF THE STUDY:
Since many years DOBRO TOYOTA has been following the same procedure
of Communication Process for their executives and employees and for the study of
my project last one-year data has collected on performance appraisals.
[7]

CHAPTER-II
INDUSTRY PROFILE

[8]
2.0 INDUSTRY PROFILE
2.1. AUTOMOBILE INDUSTRY IN INDIA
The Automobile Industry in India is the ninth largest in the world with an
annual production of over 2.3 million units in 2008. India's passenger car and
commercial vehicle manufacturing industry is the sixth largest in the world, with an
annual production of more than 3.9 million units in 2011. India overtook Brazil and
became the sixth largest passenger vehicle producer in the world (beating such old
and new auto makers as Belgium, United Kingdom, Italy, Canada, Mexico, Russia,
Spain, France, Brazil), growing 16 to 18 per cent to sell around three million units in
the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand. In 2010, India beat Thailand to
become Asia's third largest exporter of passenger cars.
Following economic liberalization in India in 1991, the Indian automotive
industry has demonstrated sustained growth as a result of increased competitiveness
and relaxed restrictions. Several Indian automobile manufacturers such as Tata
Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and
international operations. India's robust economic growth led to the further expansion
of its domestic automobile market which attracted significant India-specific
investment by multinational automobile manufacturers. In February 2009, monthly
sales of passenger cars in India exceeded 100,000 units.
2.2. BRIEF HISTORY
Embryonic automotive industry emerged in India in the 1940s. Following the
independence, in 1947, the Government of India and the private sector launched
efforts to create an automotive component manufacturing industry to supply to the
automobile industry. However, the growth was relatively slow in the 1950s and 1960s
[9]
due to nationalisation and the license raj which hampered the Indian private sector.
After 1970, the automotive industry started to grow, but the growth was mainly driven
by tractors, commercial vehicles and scooters. Cars were still a major luxury.
Japanese manufacturers entered the Indian market ultimately leading to the
establishment of Maruti Udyog. A number of foreign firms initiated joint ventures
with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for
building motorcycles and light commercial-vehicles. It was at this time that the Indian
government chose Suzuki for its joint-venture to manufacture small cars. Following
the economic liberalisation in 1991 and the gradual weakening of the license raj, a
number of Indian and multi-national car companies launched operations. Since then,
automotive component and automobile manufacturing growth has accelerated to meet
domestic and export demands.
2.3. AUTOMOBILE EXPORTS
India has emerged as one of the world's largest manufacturers of small cars.
According to New York Times, India's strong engineering base and expertise in the
manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of
manufacturing facilities of several automobile companies like Hyundai Motors,
Nissan, Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan
Motors plans to export 250,000 vehicles manufactured in its India plant by 2011.
Similarly, General Motors announced its plans to export about 50,000 cars
manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India
with an annual capacity of 250,000 cars for US$500 million. The cars will be
[10]
manufactured both for the Indian market and for export. The company said that the
plant was a part of its plan to make India the hub for its global production business.
Fiat Motors also announced that it would source more than US$1 billion worth auto
components from India.
According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth
largest exporter of cars.
2.4. INDIAN AUTOMOBILE COMPANIES
2.4.1. NOTABLE INDIAN AUTOMOBILE MANUFACTURERS
Ashok Leyland
Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster,
Sailster.
Force Motors
Hindustan Motors: Ambassador.
Mahindra: Major, Xylo, Scorpio.
Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire,
SX4, Omni, Versa, Gypsy
Premier: Sigma, Roadster, RiO.
San Motors: Storm
Tata Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria
2.4.2. ELECTRIC CAR COMPANIES IN INDIA
Ajanta Group
Mahindra
Hero Electric REVA
Tara International
Tata Motors
[11]
2.5. NOTABLE MULTI-NATIONAL AUTOMOBILE MANUFACTURERS
2.5.1. LOCALLY MANUFACTURED AUTOMOBILES OF MULTI-
NATIONAL COMPANIES
Audi: A4, A6.
BMW: 3 Series, 5 Series.
Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
Fiat: Palio, Grande Punto, Linea.
Ford: Ikon, Fiesta, Fusion, Endeavour, Figo
Honda: Jazz, City, Civic, Accord.
Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai, Sonata.
Mercedes-Benz: C-Class, E-Class
Mitsubishi: Lancer, Lancer Cedia.
Nissan: Micra
Renault: Logan
koda: Fabia, Octavia, Laura.
Toyota: Corolla, Innova, Fortuner
Volkswagen: Jetta, Passat, Polo.
[12]
2.5.2.CARS SOLD IN INDIA AS CBU (COMPLETELY BUILT UNITS)
Audi: A8, TT, R8, Q5, Q7.
Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,
Mulsanne.
BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
Chevrolet: Captiva
Fiat: Nuova 500.
Honda: Civic Hybrid, CR-V.
Hyundai: Santa Fe.
Jaguar: XF, XJ, XK.
Lamborghini: Gallardo, Murcilago.
Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
Maybach: 57 and 62.
Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class,
Viano.
Mitsubishi: Pajero, Montero, Outlander.
Nissan: Teana, X-Trail, 307Z.
Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
Rolls Royce: Ghost, Phantom, Phantom Coup, Phantom Drophead Coup.
koda: Superb.
Suzuki: Grand Vitara.
Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
Volkswagen: Beetle, Touareg.
Volvo: S80, XC90.

[13]

CHAPTER III
COMPANY PROFILE
&
SERVICES

[14]
Founder:
Kiichiro Toyoda
3.0 COMPANY PROFILE AND SERVICES
3.1. TOYOTA MOTOR CORPORATION
Toyota is a Japanese multinational corporation and the world's second largest
automaker making automobiles, trucks, buses, robots and providing financial services
through its division Toyota Financial Services. Based in Toyota, Aichi, Japan, the
company boasted a total vehicle production of 9.018 million vehicles in 2006. It is the
world's eighth largest company by revenue of $179 billion as of 2006. Toyota is the
world's most profitable automaker with net income of $11 billion on year 2006. The
company is part of Toyota Group and is its largest. Toyota encompasses Toyota,
Lexus, Scion, and parts of Daihatsu brands, divisions and companies
The company was founded in 1933 by Kiichiro Toyoda as a spin off from his
father's company Toyota Industries to create automobiles. It created its first product
Type A engine in 1934 and its first passenger car in 1936.
Many analysts believe Toyota will become the world's largest auto maker in
the 2007 calendar-year by total vehicle production and thus overtaking the current
leader General Motors Corporation, with a stated goal of producing 9.4 million
vehicles in 2007.

Its vehicle production increased by 1.7 million vehicles to little over
9 million in 2006 calendar-year
The Toyota Motor Corporation was founded in September 1933
when Toyoda Automatic Loom created a new division devoted to the
production of automobiles under the direction of the founder's son,
Kiichiro Toyoda. Soon thereafter, the division produced its first
Type A Engine in 1934, which was used in the first Model A1
passenger car in May 1935 and the G1 truck in August 1935.
Production of the Model AA passenger car started in 1936. Early vehicles bear a
[15]
striking resemblance to the Dodge Power Wagon and Chevrolet, with some parts
actually interchanging with their American originals.
Although the Toyota Group is best known today for its cars, it is still in the
textile business and still makes automatic looms, which are now fully computerized
and electric sewing machines which are available worldwide.
Toyota Motor Co. was established as an independent company in 1937.
Although the founding family name is Toyoda, the company name was changed in
order to signify the separation of the founders' work life from home life, to simplify
the pronunciation, and to give the company a happy beginning. Toyota is considered
luckier than Toyoda in Japan, where eight is regarded as a lucky number, and eight is
the number of strokes it takes to write Toyota in Katakana. In Chinese, the company
and its vehicles are still referred to by the equivalent characters (Traditional Chinese:
Simplified Chinese: with Chinese reading. Both transliterations are correct.
During the Pacific War (World War II) the company was dedicated to truck
production for the Imperial Japanese Army. Because of severe shortages in Japan,
military trucks were kept as simple as possible. For example, the trucks had only one
headlight on the centre of the hood. The war ended shortly before a scheduled Allied
bombing run on the Toyota factories in Aichi.

Replica of the Toyota Model AA, the first production model of Toyota in 1936
After the war, commercial passenger car production started in 1947 with the
model SA. The quality and production principles on which Toyota is based originated
in an education program from the United States Army in the post war era.
[6]
In 1950 a
[16]
separate sales company, Toyota Motor Sales Co., was established (which lasted until
July 1982). In April 1956 the Toyopet dealer chain was established.
The following year, the Toyota Crown became the first Japanese car to be
exported to the United States and Toyota's American and Brazilian divisions, Toyota
Motor Sales Inc. and Toyota do Brazil S.A., were also established. Toyota began to
expand in the 1960s with a new research and development facility, a presence in
Thailand was established, the 10 millionth model was produced, a Deming Prize and
partnerships with Hino Motors and Daihatsu were also established. By the end of the
decade, Toyota had established a worldwide presence, as the company had exported
its one-millionth unit.
3.2. HISTORY AND MANAGEMENT:
The company was awarded its first Japanese Quality Control Award at the
start 1970s and began participating in a wide variety of Motorsports. Due to the 1973
oil crisis consumers in the lucrative U.S. market began turning to small cars with
better fuel economy. American car manufacturers had considered small economy cars
to be an "entry level" product, and their small vehicles were not made to a high level
of quality in order to keep the price low. Japanese customers, however, had a long-
standing tradition of demanding small fuel-efficient cars that were manufactured to a
high level of quality. Because of this companies like Toyota, Honda, and Nissan
established a strong and growing presence in North America in the 1970s.

Fuji Cho (left), Katsuhiro Nakagawa (centre), Katsuaki Watanabe (right)
[17]
1867 Birth of Sakichi Toyoda.
1924 Sakichi Toyoda invents Toyoda Model G Automatic Loom.
1929 Automatic-loom patent is sold to a British company.
1930 Kiichiro Toyoda begins research on small gasoline-powered engine.
1933 Automobile Department is established at Toyoda Automatic Loom Works, Ltd.
1935 The Toyoda precepts are compiled.
1936 The AA Sedan is completed.
1937 Toyota Motor Co., Ltd. is established.
1938 Honsha Plant begins production
1950 Company faces a financial crisis; Toyota Motor Sales Co., Ltd. is established.
1951 Suggestion System begins.
1955 The Toyopet Crown, Toyopet Master and Crown Deluxe are launched.
1957
The first prototypes of the Crown are exported to the United States; Toyota
Motor Sales U.S.A., Inc. is established.
1959 Motomachi Plant begins production.
1962 Joint Declaration of Labour and Management is signed.
1965 Toyota wins the Deming Application Prize for quality control.
1966 The Corolla is launched; business partnership with Hino Motors Ltd. begins.
1967 Business partnership with Daihatsu Motor Co., Ltd. begins.
1974 Toyota Foundation is established.
1975 The prefabricated housing business begins.
1982
Toyota Motor Co., Ltd. and Toyota Motor Sales Co., Ltd. are merged into Toyota
Motor Corporation.
1984
Joint venture with General Motors (New United Motor Manufacturing, Inc.)
begins production in the USA.
1988 Toyota Motor Manufacturing, USA, Inc. (present TMMK) begins production.
1989 The Lexus brand is launched in the USA.
1992 Toyota Motor Manufacturing (United Kingdom) Ltd. begins production.
1997 The Prius is launched as the world's first mass-produced hybrid car.
1999 Cumulative domestic production reaches 100 million vehicles.
2000 Sichuan Toyota Motor Co., Ltd. begins production in China.
2001 Toyota Motor Manufacturing France S.A.S. begins production in France.
2002
Toyota enters Formula One World Championship; Tianjin Toyota Motor Co.,
Ltd. begins production in China.
2004 The Toyota Partner Robot is publicly unveiled.
2005 The Lexus brand is introduced in Japan.
2008 Worldwide Prius sales top 1 million mark.
2010
Worldwide Prius sales top 2 million mark; Toyota and Tesla Motors agree on
joint EV development.
[18]
3.2.1. TOYOTA AWARDS

Awards - 2011

NDTV Car & Bike Awards 2011:
Prius
-Compact Sedan of the year Etios

Subros Car & Bike India Awards 2011:
Altis Diesel
Prius

Auto India:
Toyota
-friendly Toyota

Awards - 2012

CNBC TV 18 - Overdrive Awards 2012(13th Year):
Manufacturer of the Year TKM

Zigwheels COTY Awards:

Bloomberg - UTV / AutoCar Awards:

Car Indian Car & Bike Awards 2012:
Car of the year Etios
Mid Size Car of the year - Etios

3.2.2. OVERVIEW
Company Name Toyota Motor Corporation
President and Representative
Director
Akio Toyoda
Company Address
Head Office
1 Toyota-Cho, Toyota City, Aichi Prefecture
471-8571, Japan
Phone: (0565) 28-2121
[19]
Tokyo Head Office
1-4-18 Koraku, Bunkyo-ku, Tokyo 112-8701,
Japan
Phone: (03) 3817-7111
Nagoya Office
4-7-1 Meieki, Nakamura-ku, Nagoya City,
Aichi Prefecture 450-8711, Japan
Phone: (052) 552-2111
Date founded August 28, 1937
Capital 397.05 billion yen (as of March 31, 2011)
Shareholders Shareholder Composition
Fiscal Year From April 1 to March 31 of the following year
Main Business Activities Motor Vehicle Production and Sales
Business Sites Information on Business Sites
Number of employees (Total in
affiliated companies)
320,590
3.2.3. EXECUTIVES
Chairman and Representative Director
Fujio Cho
Vice Chairman and Representative Director Katsuaki Watanabe
Kazuo
Okamoto
President and Representative Director Akio Toyoda

Executive Vice President and Representative
Director
Takeshi
Uchiyamada
Yukitoshi Funo
Atsushi Niimi Shinichi Sasaki

3.2.4. TOYOTA GROUP
Company Name Establishment Main products/activities
Capital
(
million)
Toyota Industries
Corporation
Nov. 1926
Manufacture and sales of spinning
and weaving machines, industrial
vehicles and automobiles; logistics
80,462
Aichi Steel Corporation March 1940
Manufacture and sales of specialty
steel, forged steel products and
electromagnetic parts
25,016
JTEKT Corporation Jan. 1921 Manufacture and sales of machine 36,854
[20]
tools, auto parts and housing
equipment
Toyota Auto Body Co.,
Ltd.
Aug. 1945
Manufacture of auto and special
vehicle bodies and parts
10,371
Toyota Tsusho
Corporation
July 1948
Business transactions related to
various items in Japan and between
foreign countries, import and export
64,936
Aisin Seiki Co., Ltd. June 1949
Manufacture and sales of auto parts
and household appliances
45,049
DENSO
CORPORATION
Dec. 1949
Manufacture and sales of electrical
components for automobiles and
other applications, air conditioning
equipment and general appliances
and electrical appliances
187,457
Toyota Boshoku
Corporation
May 1950
Manufacture and sales of vehicle
interior parts, filters and power train
mechanical parts and textiles
8,400
Towa Real Estate Co.,
Ltd.
Aug. 1953
Owning, managing, buying, selling
and renting out land, management
and rental
23,750
Toyota Central
Research and
Development
Laboratories,
Incorporated
Nov. 1960
Fundamental research and testing for
technical development for the Toyota
Group
3,000
Kanto Auto Works,
Ltd.
April 1946
Manufacture of automobiles and of
equipment and materials for housing
construction
6,850
Toyoda Gosei Co., Ltd. June 1949
Manufacture and sales of rubber,
plastic and urethane products,
semiconductor related products,
electronic products and adhesives
28,027
Hino Motors, Ltd. May 1942
Manufacture and sales of large
trucks, buses, small commercial
vehicles, passenger vehicles, engines
and spare parts
72,717
Daihatsu Motor, Co.,
Ltd.
March. 1907
Manufacture and sales of
automobiles, specialty vehicles and
parts
28,404
Toyota Housing
Corporation
Apr. 2003
Planning, sales, construction and
after-sales service of housing
7,400

[21]
In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one
company, the Toyota Motor Corporation. Two years later, Toyota joined NUMMI;
the New United Motor Manufacturing, Inc. Toyota then started to establish new
brands at the end of the 1980s, with the launch of their luxury division Lexus in 1989.
In the 1990s Toyota began to branch out from producing mostly compact cars
by adding many larger and more luxurious vehicles to its line up, including a full
sized pickup, the T100 (and later the Toyota Tundra), several lines of SUVs, a sport
version of the Camry, known as the Camry Solar, and the Scion brand, a group of
several affordable, yet sporty, automobiles targeted specifically to young adults.
Toyota also began production of the world's best selling hybrid car, the Toyota Prius,
in 1997.
With a major presence with Europe, due to the success of Toyota Team
Europe, the corporation decided to set up TMME, Toyota Motor Europe Marketing &
Engineering, to help market vehicles in the continent. Two years later, Toyota set up a
base in the United Kingdom, TMUK, as the company's cars had become very popular
among British drivers. Bases in Indiana, Virginia and Tianjin were also set up. In
1999, the company decided to list itself on the New York and London Stock
Exchange.
In 2001, Toyota's Toyo Trust and Banking merged to form the UFJ, United
Financials of Japan, which was accused of corruption by the government for making
bad loans to the Yakuza crime syndicates. The UFJ became one of the most money-
losing corporations in the world, with Toyota's chairman serving as a director. At the
time, the UFJ was one of the largest shareholders of Toyota. As a result of Japan's
banking crisis, the UFJ was merged again to become Mitsubishi UFJ Financial Group.
[22]
In 2002, Toyota managed to enter a Formula One works team and establish
joint ventures with French motoring companies Citron and Peugeot, a year after
Toyota started producing cars in France.
On December 7, 2004, a U.S. press release was issued stating that Toyota
would be offering Sirius Satellite Radios. However, as late as Jan. 27, 2007, Sirius
Satellite Radio and XM Satellite radio kits were not available for Toyota factory
radios. While the press release enumerated nine models, only limited availability
existed at the dealer level in the U.S. Major Lexus dealerships have been offering
satellite radio kits for Lexus vehicles since 2005, in addition to factory-equipped
satellite radio models.
In 2007, Toyota released an update of its full size truck, the Toyota Tundra,
produced in two American factories, one in Texas and one in Indiana, and "Motor
Trend" named the 2007 Toyota Camry "Car of the Year" for 2007. It also began the
construction of a new factory to build the Toyota Highlander in Mississippi.

Toyota Pavilion at the Expo in Aichi
The headquarters of Toyota are located in Toyota, Aichi, Japan. Its subsidiary,
Toyota Financial Services sells financing and participates in other lines of business.
Toyota brands include Scion and Lexus and the corporation is part of the Toyota
Group. Toyota also owns majority stakes in Daihatsu and Hino, and 8.7% of Fuji
Heavy Industries, which manufactures Subaru vehicles. They also acquired 5.9% of
[23]
Isuzu Motors Ltd. on November 7, 2006 and will be introducing Isuzu diesel
technology into their products.
In 2005, Toyota, combined with its half-owned subsidiary Daihatsu Motor
Company, produced 8.54 million vehicles, about 500,000 fewer than the number
produced by GM that year. In some months in 2006, Toyota passed TOYOTA in
selling cars. Toyota has a large market share in the United States, Europe and Africa
and is the market leader in Australia. It has significant market shares in several fast-
growing Southeast Asian countries.
In the Fortune Global 500, Toyota Motor is the 8th largest company in the
world outpacing TOYOTA Motor Company in all listings in terms of revenue and
growth and in the 2006 Forbes Global 2000 it is the 12th largest company in the
world. It has been consistently gaining market share in the United States.
The company was founded in 1933 by Kiichiro Toyoda as an offshoot of
Toyoda Automatic Loom Company, under the encouragement of the Japanese
government, which needed domestic vehicle production partly due to the worldwide
money shortage and partly due to the war with China. Toyota has introduced new
technologies including the first hybrid gas-electric vehicle, Advanced Parking
Guidance System (automatic parking), a four-speed electronically controlled
automatic with buttons for power and economy shifting, and an eight-speed automatic
transmission. Toyota, and Toyota-produced Lexus and Scion automobiles,
consistently rank at the top in quality and reliability surveys, including J.D. Power and
Consumer Reports, among others.

The headquarters of Toyota in Toyota City, Japan
[24]
Toyota has factories all over the world, manufacturing or assembling vehicles
for local markets, including the Corolla. Toyota has manufacturing or assembly plants
in the United States, Japan, Australia, Canada, Indonesia, Poland, South Africa,
Turkey, the United Kingdom, France, Brazil, and more recently Pakistan, India,
Argentina, Czech Republic, Mexico, Malaysia, Thailand, China, Vietnam, Venezuela,
and the Philippines.
The first Toyota built outside of Japan was a Land Cruiser FJ-251, built in So
Paulo, Brazil in May 1959.
Toyota invests a great amount of research into cleaner-burning vehicles such
as the Toyota Prius, based on technology such as the Hybrid Synergy Drive. In 2002,
Toyota successfully road-tested a new version of the RAV4 that ran on a Hydrogen
fuel cell. Scientific American called the company its Business Leader of the Year in
2003 for commercializing an affordable hybrid car.
3.3. TOYOTA MOTOR NORTH AMERICA:
Toyota has large presence in the United States with five major assembly plants
in Huntsville, Alabama, Georgetown, Kentucky, Princeton, Indiana, San Antonio,
Texas and Buffalo, West Virginia and its North American headquarters in New York
and/or California. North America is a major automobile market for Toyota. In these
assembly plants Toyota Camry and the 2007 Toyota Tundra among others are
manufactured. It uses number of catchphrases and/or slogan in its American TV
commercials such as It's time to move forward, Smart way to keep moving forward,
or Moving forward. Toyota and its brand Lexus vehicles consistently rank well in
terms of performance and quality in North American automobile magazines, awards
and tests.

[25]
3.4. PRODUCTS AND BRANDS:
3.4.1. TOYOTA
The first Toyota brand was the eponymous Toyota, which remains the best
selling of Toyota's brands. Sales of Toyota branded vehicles have given Toyota Motor
Corporation a 45% domestic market share in Japan, higher than any other
manufacturer. In North America, Toyota has achieved success with a full line up of
cars, trucks, SUVs, and other vehicles. In particular, the Toyota Camry has been
America's best-selling car for the past five years, and is assembled in Kentucky; the
Toyota Corolla has been the second best-selling car for 2006. These vehicles have
helped drive sales of the Toyota brand in the United States. Total U.S. sales reached
2,220,090 units in 2006, making the brand third overall in U.S. sales for the first time
in history.

3.4.2. LEXUS
Lexus is Toyota's brand name for its luxury vehicle division. In 1989, Lexus
was launched in the U.S., the culmination of a clandestine seven-year initiative to
build world-class luxury vehicles. The luxury division expanded to Europe and
Oceania in 1990. Lexus was launched with two vehicles, the LS 400 flagship and the
ES sedan, and has grown into a full line up of models ranging from the convertible SC
to sport utility vehicles such as the bestselling RX Series. Today, Lexus is the best
selling luxury marquee in North America, and the fourth largest luxury marquee in the
world by volume. Lexus is now sold in over forty countries around the world, and
launched in Japan in 2005, becoming the first luxury marquee of a Japanese
manufacturer to enter the Japan Domestic Market. Lexus also produces hybrid
vehicles under the name Lexus Hybrid Drive
[26]
Since its debut, Lexus has developed a reputation for reliability and quality
customer service. Consumer ratings firm J.D. Power and Associates has named Lexus
the most reliable automotive brand for twelve consecutive years. Consumer Reports in
2006 also named Lexus the most reliable brand in its survey of over one million
vehicles, and Lexus customers frequently give their dealerships high ratings for
customer service. Although Lexus' financial results are not publicly reported, analysts
suggest that the Lexus division is the most profitable business unit of the Toyota
Motor Corporation. In 2005, Lexus was organizationally separated from Toyota,
gaining its own board of directors and dedicated design, engineering, and
manufacturing centres.

3.4.3. SCION
Scion is a United States, Guam, and Puerto Rico-only division of Toyota
founded in 2003. In 2003, Toyota brought two of its popular cars from Japan
(including the bB) to America, and created a new badge, called Scion, meaning a
descendant or heir. The xA (known in Japan as the Toyota ist) and xB (known in
Japan as the Toyota bB) are powered by a 1.5L DOHC I4 engine. A third model, the
Scion tC, was introduced in 2004 and uses a 2.4 litre engine; it was designed for the
North American market as a Toyota Celica replacement, using the four-cylinder
engine and transmissions from the Toyota Camry, and the basic platform of the
European Toyota Aventis.

[27]
3.5. HYBRID TECHNOLOGY:
The Prius has become the top selling hybrid car in America. Toyota now has
three hybrid vehicles in its line up (Prius, Highlander, & Camry). The popular
minivan Toyota Sienna is supposed to join the hybrid line up by 2010, and by 2030
Toyota plans to have its entire line up of cars, trucks, and SUVs to have a Hybrid
Synergy Drive option. Lexus also has their own hybrid line up, consisting of the GS
450h, RX 400h, and soon in 2007, the LS 600h L.
3.6. GUIDING PRINCIPLES AT TOYOTA:
1. Honour the language and spirit of the law of every nation and undertake
open and fair corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to Economic
and social development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing
the quality of life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products
and services that fulfil the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork
value, while honouring mutual trust and respect between labour and
management.
6. Pursue growth in harmony with the global community through innovative
management.
7. Work with business partners in research and creation to achieve stable, long-
term growth and mutual benefits, while keeping ourselves open to new
partnerships.

[28]
3.7. THE TOYOTA PRODUCTION SYSTEM:
Toyota has long been recognized as an industry leader in manufacturing and
production. Three stories of its origin have been found, one that they studied Piggly-
Wiggly's just-in-time distribution system, one that they followed the writings of W.
Edwards Deming, and one that they were given the principles from an Army training
program (see above reference). Regardless of the origin, the principles, described in
Jeffrey Likers The Toyota Way, are as follows.
1. Base your management decisions on a long-term philosophy, even at the
expense of short-term goals.
2. Create continuous process flow to bring problems to the surface.
3. Use pull systems to avoid overproduction.
4. Level out the workload.
5. Build a culture of stopping to fix problems, to get quality right the first time.
6. Standardized tasks are the foundation for continuous improvement and
employee empowerment.
7. Use visual control so no problems are hidden.
8. Use only reliable, thoroughly tested technology that serves your people and
processes.
9. Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others.
10. Develop exceptional people and teams who follow your companys philosophy.
11. Respect your extended network of partners and suppliers by challenging them
and helping them improve.
12. Go and see for yourself to thoroughly understand the situation.
[29]
13. Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly.
14. Become a learning organization through relentless reflection and continuous
improvement.
3.8. NON-AUTOMOTIVE ACTIVITIES:
3.8.1. HIGHER EDUCATION:
Toyota established the Toyota Technological Institute in 1981, as Sakichi
Toyoda had planned to establish a university as soon as he and Toyota became
successful. Toyota Technological Institute founded the Toyota Technological Institute
at Chicago in 2003.
3.8.2. ROBOTICS:
Toyota has been developing multitask robots destined for elderly care,
manufacturing, and entertainment.
3.8.3. FINANCE:
Toyota Financial Services Corporation provides financing to Toyota
customers.
3.8.4. AGRICULTURAL BIOTECHNOLOGY:
Toyota invests in several small start-up businesses and partnerships in
biotechnology, including:
P.T. Toyota Bio Indonesia in Lampung, Indonesia
Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia
Toyota Floristic Co., Ltd. in Rokkasho-Mura, Kamikita District, Aomori
Prefecture
Sichuan Toyota Nitan Development Co., Ltd. in Sichuan, China
Toyota Roof Garden Corporation in Miyoshi-Cho, Aichi Prefecture
[30]
3.9. TOYOTA IN INDIA

Toyota Kirloskar Motor Pvt. LTD
Date of Establishment : October 6, 1997
Chairman : Mr. Ryoichi Sasaki
Vice Chairman : Mr. Vikram S Kirloskar
Managing Director : Mr. H. Nakagawa
Deputy MDs : Mr. M. Kawabata
Mr. K.K. Swamy
Mr. S. Tomonaga
Paid-In Capital : Rs. 7 billion
Shareholders : Toyota Motor Corporation (89% equity)
Kirloskar Group (11% equity)

TKMs growth since its inception can be attributed to one simple, yet
important aspect of its business philosophy Putting Customer First While
managing growth, TKM has maintained its commitment to provide quality products at
a reasonable price and has made every effort to meet changes customer needs. TKM
firmly believes that the success of this venture depends on providing high quality
products and services to all valued customers through the efforts of its team members.
TKM along with its dedicated dealers and suppliers has adopted the Growing
Together philosophy of its parent company TMC to create long-term business
growth. In this way, TKM aims to further contribute to progress in the Indian
automotive industry, realize greater employment opportunities for local citizens,
[31]
improve the quality of life of the e\team members and promote robust economic
activity in India.
3.9.1. NON-AUTOMOTIVE ACTIVITIES:
3.9.1.1. LOCAL COMMUNITY DEVELOPMENT:
At TKM every effort is made to contribute to society. A residential school at
Bidai, reconstructed by Toyota, now houses 75 students, mainly belonging to backward
communities. In the aftermath of the tragic earthquake in Gujarat, TKM and its dealers
played a major role in distributing food, clothing and relief in remote affected area.
TKM also takes a lead role in contributing to the community, distributing books and
bags in local school, etc.
3.9.1.2. ENVIRONMENTAL CARE:
Automobile Manufacturing Industry causes a certainly environmental impact by
its all operational fields. With the aiming to create a new image of TOYOTA as the
globally leading company in terms of environmental protection, TOYOTA as the
globally leading company in terms of environmental protection, Toyota Motor
Corporation (TMC) has committed itself to a course of action to achieve the goal. After
Toyota Earth Charter announcement, TMC reaffirms the importance of environment
protection b y establishing Toyota Environmental Committee directly chaired by
Mr. Fuji Cho TMC President.
The committees function is reaffirms the importance of carrying out top-level
environmental action in all countries and regions at the development and design,
production, sale and disposal stages of a vehicles life cycle.
In addition, as part of our dedication to environmental preservation, TMV leads
and supports its dealers and TASS to protect environment in common activities as well
[32]
as developed strong partnerships with organizations like hazardous waste recovery
companies; the Ministry of Resources and Environment and industrial group.
3.9.1.3. HIGHER EDUCATION:
Toyota established the Toyota Technological Institute in 1981, as Sakichi
Toyoda had planned to establish a university as soon as he and Toyota became
successful. Toyota Technological Institute founded the Toyota Technological Institute
at Chicago in 2003.
3.9.2. DOBRO TOYOTA
[Toyota Kirloskar Motors Dealer in Hyderabad City]
Dobro Toyota was established in the year 2000. Dobro Toyota is authorized
by Toyota Kirloskar Motors Pvt. Ltd. Its head office is at Basheerbagh, Doshi
Chambers & its work-station is at Uppal where more than 150 cars can be parked &
repaired at the same time. They are 76 attendants in this service station. They put all
their efforts to service and repair the cars up to the customers expectations. One of
the significant factors about the success of the Dobro Toyota is of course its service
centre. Six years of time have witnessed tremendous growth of the centre, manned
dedicated and highly
professional team, which knows
every need of its customers. An
excellent customer relation
maintained by Dobro Toyota is
another factor that attracts more
and more people to the
showroom and service centre.

[33]
3.9.2.1. MANAGEMENT OF DOBRO TOYOTA
Dobro Toyota, the first dealer of Toyota Kirloskar Motor Private Ltd in
Andhra Pradesh provides a single sort of commutation solutions to the customer. It
includes finance, insurance, registration and servicing.
Dobro Toyota the brainchild of Pankaj Doshi is
located at the heart of the city built in three acres with a
capacity to service 100 vehicles per day.
Leadership committed to excellence is not only our slogan,
but also our Working philosophy. In pursuit of excellence,
our greatest asset philosophy. In the pursuit of excellence,
our greatest asset is our Manpower. I am the happiest person on earth Pankaj Doshi
every one of my Customers is happy with our CEO, Dobro Toyota, Dobro Services
says Mr. Pankaj Doshi. In order to provide uninterrupted service, Dobro Toyota and
services Centre is open on Sundays and Public Holidays also.
On the 14th February, 2007 the Dobro Toyota is going to celebrate its 7th
successful anniversary in a very short span of time in the industry like automobiles is
no mean task. Working towards the customers benefit has resulted in Dobro Toyota
becoming one of the top three Toyota Dealers in India. Well qualified staff members
who are experts in technical, commercial and financial aspects of vehicle provide
clear solutions for all customer needs.
Mr. Hariharan Vasudevan, a Post Graduate in
Business Management with an experience more than 22 years
currently the General Manager, Training & Customer Relations
is willing to give opportunities to the deserving youth to become
the part of Dobro Global Era.
Hariharan Vasudevan
General Manager
[34]
3.9.2.2. VISION
The vision of Toyota Kirloskar Motor is to
1. Delight our customers through innovative products, by utilising advanced
technologies and services.
2. Ensure growth to become a major player in the Indian auto industry and
contribute to the Indian economy by involving all stakeholders.
3. Become the most admired and respected company in India by following the
Toyota Way.
4. Be a core company in global Toyota operations.
3.9.2.3. MISSION
1. Practice ethics and transparency in all our business operations.
2. Touch the heart of our customers by providing products and services of
superior quality at a competitive price.
3. Cultivate a lean and flexible business model throughout the value chain by
continuous improvement.
4. Lead the Toyota global operations for the emerging mass market.
5. Create a challenging workplace which promotes sense of pride, ownership,
mutual trust and teamwork.
6. Create an eco-friendly company in harmony with nature and society.
3.9.2.4. SERVICE STATION OF DOBRO TOYOTA
Dobro Toyota is authorized by Toyota Kirloskar Motors Pvt. Ltd. Its Head
Office is at Basheerbagh, Doshi Chambers and its work-station is at Uppal where
more than 150 cars can be parked and repaired at the same time. There are 76
attendants in this service station. They put all their efforts to service and repair the
cars up to the customers expectations.
[35]
Daily more than 50% of the customers come for the delivery process for
which service station have maintained some standards to make customer satisfied
with the delivery Process and various Customer Service Program which are ultimately
offered for the customers benefit.
3.10. TOYOTA PRODUCTS IN INDIA
3.10.1. INNOVA

The Innova has not just changed perceptions but rocked the very foundations
to give the competition a rude jolt.
And our Innova with her excellent interior space, ride comfort and equally
commendable highway munching abilities, has as usual been the choice of
wheels for all our outings.
Engine response is instantaneous and smooth on both diesel and petrol with
none of the jerkiness associated with high powered cars.
The Innova is a large car, and that it swallowed six people and their totes and
bags besides the laptop and VBOX, stands testimony to the same.
The interiors are where the Innova sparkles. Light and airy, creamy upholstery
covering every inch is soothing.
[36]
The Innova goes down in our books as the most comfortable, spacious,
practical, refined and well finished and now an extremely safe vehicle.
From 0-60 kmph in 5.36 seconds, 0-100 kmph in 13.0 seconds and with a top
speed of 180 kmph read like a cars figures.
One can safely say that it exhibits all those qualities that have made the Toyota
name what it is today revered for extremely good build quality and reliability.
I firmly believe there isnt a better vehicle to haul four or more individuals and
their luggage in such comfort, especially given the condition of our roads post
monsoons.
The Innova, with so much torque, which is beautifully spread across the rev
range, made climbing through the hilly section childs play. All we ever needed was
fourth gear throughout.
Moreover, the Innova has left a great impression on my wife; and she wants
one as our first car.
The Innova goes down in our books as the most comfortable, spacious,
practical, refined and well finished and now an extremely safe vehicle.
SPECIFICATIONS:
Engine & transmission
Engine Type/ : 2.5 litre, 4-cylinder , 16 valve , DOHC, Turbo
Displacement : 2494 cc
Valve : DOHC
Fuel : Common rail
Valves Per Cylinder : 4-valve
Number of cylinders : 4-Cylinders
Gears/ speed : 5 Gears
[37]
Transmission type : manual
Drive : FWD
Power : 102 PS @ 5600 rpm
Torque (Nm @ rpm) : 200 @ 3400
Fuel Economy
City (kmpl) : 14.4
Highway (kmpl) : 10.6
Overall (kmpl) : 11.4
Performance
Maximum speed (kmph) : 151
0 100 kph (sec) : 17.6
mile (sec) : 20.5
100 kmph -0 (breaking) : 43.2 meters
80 kmph -0 (breaking) : 29.7meters
Brakes, Steering, Suspension & Tyres
Brakes front : Ventilated discs
Brakes rear : leading-trailing drum
Steering type : Rack and pinion
Min. turning radius (m) : 5.4
Power assisted : N/A
Suspension front : Independent, coil spring, Double Wishbone, with
stabilizer
Suspension rear : 4-Link, coil springs
Tyres : 205/65 R15 Tubeless
Wheel Size : 15 inch
[38]
Dimensions, Weight & Capacity
Seating capacity : 8
Fuel capacity (litters) : 55
Ground clearance (mm) : 176
Gross Vehicle Weight (kg) : 2240
No. Of Doors : 5
Kerb weight (kg) : 1545
Length (mm) : 4555
Width (mm) : 1770
Height (mm) : 1755
Wheelbase (mm) : 2750
3.10.2. COROLLA:

Toyota Corolla offers an unparalleled motoring experience. Engineered to
precision and styled with flamboyance, Toyota Corolla has stretched the limits of
excellence.
Powered by 1.8-litre DOHC VVT-i engine, Toyota Corolla delivers a
staggering power of 125 PS. The VVT-i technology allows for extra smooth
acceleration, and ensures enhanced fuel efficiency and reduced emissions.
[39]
Toyota Corolla has a host of advanced safety features. The GOA (Global
Outstanding Assessment) body makes for a high integrity cabin with front and rear
crumple zones to absorb impact energy in a collision. Disc brakes on all four wheels,
ventilated in the front and solid in the rear, provide assured braking. In addition other
enhanced safety features include Anti-lock Braking System, collapsible steering
column and side door impact beams.
One look and you will understand why the Toyota Corolla is the best-selling
car in Japan. Drive it and youll know why it has been for 32 years in a row. With
over 30 million cars sold worldwide. The Corolla comes with high expectations
adapted for Indian conditions. It brings you the style and performance of a world-class
sedan, backed by Toyotas legendary reliability.
Exterior:
Cool and Sleek Style: The advanced sleek Corolla design CD .0.30, the aerodynamic
performance equals that of a sports car.
Corollas dimensions create a new sedan category in India.
Interior:
That indulges Two-tone colour scheme, leather upholstery, chrome
highlights the interiors of the Corolla hold nothing back. One of the roomier cars in
its class, space is never at a premium in the Corolla is surprisingly quiet, with almost
no road or wind noise intruding into the cabin. The leather upholstery, wood-grain
central console and chrome highlights radiate luxury.
Safety:
The Toyota Corolla comes packed with safety features. Disc brakes on all four
wheels ensure that the power of the Corolla also comes with adequate stopping power.
[40]
Seat belts on all seats and SRS airbags for the driver and passenger make the Corolla
one of the safest cars in its class.
History:
The first generation Corolla blossomed way back in 1966 in Japan as a Toyota
dream to produce a peoples car. This rear wheel drive Toyota Corolla was an instant
hit an outstanding compact car that coupled striking appeal with the highest
standards of performance.
Power Features:
Power Steering Standard
Power Window Standard
One touch Up/Down Standard Drive side (with Jam protection).
SPECIFICATIONS:
Engine : Petrol, Inline-4 Cyl, 1794 cc.
Born (mm) x stroke (mm) : 79 x 91.5
Compression ratio : 10.0:1
Valves per cylinder : 4
Valve gear operation : DOHC
Fuel system : MPFi
Aspiration : Naturally-aspirated
Gears : 5-speed manual
Drive : FWD
Power (bhp @ rpm) : 125 @6000
Power to weight (bhp/ton) : 108
Torque (Nm @ rpm) : 157.88@ 4200
[41]
Torque to weight (Nm/ton) : 136
Fuel Economy
Fuel : Petrol
City (kpl) : 8.2
Highway (kpl) : 13.6
Overall (kpl) : 9
Performance
0 60 kph (sec) : 4.78
0 100 kph (sec) : 9.97
20 80 kph in 3
rd
gear (sec) : 12
40 100 kph in 4
th
gear (sec): 16.55
Brakes rear : Solid discs
Steering type : Rack and pinion, power assist
Suspension front : Macpherson strut type with stabilizer.
Suspension rear : Beam type suspension with toe control torsion beam
and coil spring
Tyres : 195/60 R15
Interior Dimensions
Rear seat legroom-min (cm): 63
Rear seat legroom-max (cm): 87
Headroom (cm) : 91
[42]
Width (cm) : 136
Boot (litres) : 620
Fuel capacity (litres) : 87
Exterior Dimensions
Length (mm) : 4530
Width (mm) : 1705
Height (mm) : 1490
Track front (mm) : 1480
Track rear (mm) : 1460
Corolla Propels Toyota Sales:
Toyota Kirloskar Motor (TKM) has posted a record breaking performance in
March 2007, crossing sales of 6,600 units in a month for the first time.
The Corolla has come back with a strong performance in March attracting
customers across segments. TKM has also put to rest all rumours of a new Corolla
being launched.
The surge in Corolla sales is an indication that customers are seeing value in
ride comfort and long term reliability of the Corolla, said A Toyoshima, managing
director, TKM.
TKM sold 1,083 units of the Corolla, 5,411 units of Innova, and 197 units of
the imported vehicles Camry and Prado Land cruiser. TKM said there are no plans to
launch a new Corolla in India this year.
[43]
The Corolla is expected to sell 8,000 units this year in India. The Toyota
Corolla has attracted customers from the personal and corporate segments across
India. The customers have noticed that the
Corolla offers the most luxurious passenger seats and the best performance
through the VVTi engine.
The Corolla owner also enjoys peace of mind through the 3 year or one lakh
kilometre warranty, which is not available in its competitors, added Toyoshima.
The Corolla, which debuted in 1966 in Japan, is a best-seller in over 140
countries and regions, and has created automobile history with worldwide sales
crossing 32 million.
TKM has sold a record 51,346 vehicles in 2006-07. It also registered a growth
of 26 percent in the January-March 2007 quarter, compared to the same period last
year.
3.10.3. CAMRY:
The all new Camry - Beyond Excellence
Fresh and inspiring, the Camry shapes a new global quality standard in the
premium luxury segment. Its dynamic physical presence and exhilarating performance
[44]
stimulates your desire to drive. Your pleasure is heightened by the subtle appeal of
contemporary comfort and relaxing atmosphere that speaks directly to your soul.
Sleek and strong, the eye-catching design and dramatic stance exudes a vital Life
force. Vibrant and poised, the bold flowing lines hint at superb aerodynamics,
immediately raising spirits.
SPECIFICATIONS:
Engine : Petrol, V-6 cyl, 3956 cc
Born (mm) x stroke (mm) : 94 x 95
Compression ratio : 10.0:1
Valves per cylinder : 4
Valvegear operation : DOHC
Fuel system : MPFi
Aspiration : Naturally-aspirated
Gears : 5-speed automatic
Drive : 4WD
Power (bhp @ rpm) : 235 @ 5200
Power to weight (bhp/ton) : 124
Torque (Nm @ rpm) : 361.85 @ 3800
Torque to weight (Nm/ton) : 190
Fuel Economy
Fuel : Petrol
City (kpl) : 5
Highway (kpl) : 6.9
Overall (kpl) : 5
[45]
Performance
0 60 kph (sec) : 4.19
0 100 kph (sec) : 9.45
Top speed (kph) : 186
20 80 kph in 3
rd
gear (sec) : 5.68
40 100 kph in 4
th
gear (sec): 7.34
Brakes rear : Ventilated discs
Steering type : Rack and pinion, power assist
Suspension front : Double wishbone with coil springs, air filled dampers
Suspension rear : Four link with air springs, stabilizer bar with air-
filled dampers
Tyres : 265/65 R17
Interior Dimensions
Boot : 620
Fuel capacity (litres) : 87
Exterior Dimensions
Length (mm) : 4715
Height (mm) : 1905
Track front (mm) : 1575
Track rear (mm) : 1575

[46]

CHAPTER-IV
LITERATURE REVIEW
[47]
4.0 LITERATURE REVIEW
4.1. COMMUNICATION
Every individual needs to communicate in one way or the other. It takes many
forms such as writing, speaking and listening. The hard facts are that a manager,
however skilled, needs to learn some basic rules to get the message across, clearly.
Communication is the life blood of every organisation and its effective use helps build
a proper chain of authority and improve relationships in the organisation. About 50 %
of a managers time is spent in generating information. So the importance of
developing skills in interpersonal communication is indispensable.
While understanding the importance of communication, one needs to be clear
regarding the difference between Individual communication and Organizational
communication. Communication in the organisation takes place through individuals.
However, there is a vast difference in the manner in which personal
communications and organizational communications are carried out. There is a
sequence that needs to be followed in organizational communication. It is skilled,
chair bound, predetermined and continuous. To communicate well, one needs to know
the frames of reference to be able to assess other people so as to pass information and
build relationship.
4.1.1. COMMUNICATION DEFINITION
Communication is a process that involves transfer of information and
behavioural inputs. It is the transfer of information from a sender to a receiver with
the information being understood by the receiver. It is a function by which organized
activity is unified. It is looked upon as a means by which social inputs are fed into
social systems, a means by which behaviour is modified, change is effected, and
information is made productive in a manner such as to achieve goals. It is absolutely
[48]
essential, whether it be in a family, in a temple, in an army cantonment or in a
business unit.
Communication is a two-way process. In organisations, one communicates to
get the things done, pass on and obtain information, reach decisions and achieve a
joint understanding. The sender needs to formulate a message so that it is
understandable to the receiver. This responsibility pertains primarily to written and
oral communication and points to the necessity for planning the message, stating the
underlying assumptions and applying the generally accepted rules for effective
writing and speaking. The greater the integrity and consistency of written, oral and
nonverbal messages, as well as of the moral behaviour of the sender, the greater is the
acceptance of the message by the receiver.
4.1.2. HUMAN COMMUNICATION
Human spoken and picture languages can be described as a system of symbols
(sometimes known as lexemes) and the grammars (rules) by which the symbols are
manipulated. The word "language" is also used to refer to common properties of
languages. Language acquisition is normal in human childhood. Most human
languages use patterns of sound or gesture or symbols which enable communication
with others around them. There are thousands of human languages, and these seem to
share certain properties, even though many shared properties have exceptions.
There is no defined line between a language and a dialect, but the linguist Max
Weinreich is credited as saying that "a language is a dialect with an army and a navy".
Constructed languages such as Esperanto, programming languages, and various
mathematical formalisms are not necessarily restricted to the properties shared by
human languages.
[49]
Bernard Luskin, UCLA, 1970, advanced computer assisted instruction and
began to connect media and psychology into what is now the field of media
psychology. In 1998, the American Association of Psychology, Media Psychology
Division 46 Task Force report on psychology and new technologies combined media
and communication as pictures, graphics and sound increasingly dominate modern
communication.
4.1.3. NONVERBAL COMMUNICATION
Nonverbal communication is the process of communicating through sending
and receiving wordless messages. Non-verbal communication is a non-word human
process (such as gestures, facial expression) and the perceived characteristics of the
environment through which human verbal and non-verbal messages are transmitted. It
is called as silent language. Such messages can be communicated through gesture,
body language or posture; facial expression and eye contact, object communication
such as clothing, hairstyles or even architecture, or symbols and info graphics, as well
as through an aggregate of the above, such as behavioural communication. Nonverbal
communication plays a key role in every person's day to day life, from employment to
romantic engagements.
Speech may also contain nonverbal elements known as paralanguage,
including voice quality, emotion and speaking style, as well as prosodic features such
as rhythm, intonation and stress. Likewise, written texts have nonverbal elements such
as handwriting style, spatial arrangement of words, or the use of emoticons. A
portmanteau of the English words emotion (or emote) and icon, an emoticon is a
symbol or combination of symbols, used to convey emotional content in written or
message form. And verbal communication is seen as being rude and illiterate.
[50]
Other communication channels such as telegraphy fit into this category,
whereby signals travel from person to person by an alternative means. These signals
can in themselves be representatives of words, objects or merely be state projections.
Trials have shown that humans can communicate directly in this way without body
language, voice tonality or words.
4.1.4. VISUAL COMMUNICATION
Visual communication is communication through visual aid. It is the
conveyance of ideas and information in forms that can be read or looked upon.
Primarily associated with two dimensional images, it includes: signs, typography,
drawing, graphic design, illustration, colour and electronic resources. It solely relies
on vision. It is form of communication with visual effect. It explores the idea that a
visual message with text has a greater power to inform, educate or persuade a person.
It is communication by presenting information through visual form.
The evaluation of a good visual design is based on measuring comprehension
by the audience, not on aesthetic or artistic preference. There are no universally
agreed-upon principles of beauty and ugliness. There exists a variety of ways to
present information visually, like gestures, body languages, video and TV. Here,
focus is on the presentation of text, pictures, diagrams, photos, et cetera, integrated on
a computer display. The term visual presentation is used to refer to the actual
presentation of information. Recent research in the field has focused on web design
and graphically oriented usability. Graphic designers use methods of visual
communication in their professional practice.
[51]
4.2. UNDERSTANDING THE FIELD OF COMMUNICATION
The field of communication is typically broken into three distinct camps:
human communication, mass communications, and communication disorders
Human Communication or Communication Studies is the study of how
individuals communicate. Some examples of the distinct areas that human
communication scholars study are:
Interpersonal Communication
Organizational Communication
Oral Communication
Small Group Communication
Intercultural Communication
Nonviolent Communication
Conflict resolution
Rhetoric
Public Speaking
Media and Communications Psychology
Examples of Mass Communications include:
Mass communication
Graphic communication
Science communication
Strategic Communication
Superluminal communication
Technical communication
Public relations
Broadcast Media
[52]
Journalism
Media and Communications Psychology
Examples of Communication Disorders include:
Facilitated Communication
Impairment of Language Modality
Speech Disorders
4.2.1. ORAL COMMUNICATION
Oral communication is a process whereby information is transferred from a
sender to receiver; in general communication is usually transferred by both verbal
means and visual aid throughout the process.. The receiver could be an individual
person, a group of persons or even an audience. There are a few of oral
communication types: discussion, speeches, presentations, etc. However, often when
you communicate face to face the body language and your voice tonality has a bigger
impact than the actual words that you are saying.
A widely cited and widely misinterpreted figure, used to emphasize the
importance of delivery, is that "communication is 55% body language, 38% tone of
voice, 7% content of words", the so-called "7%-38%-55% rule". This is not however
what the cited research shows rather, when conveying emotion, if body language,
tone of voice, and words disagree, then body language and tone of voice will be
believed more than words. For example, a person saying "I'm delighted to meet you"
while mumbling, hunched over, and looking away will be interpreted as insincere.
You can notice that the content or the word that you are using is not the
determining part of a good communication. The "how you say it" has a major impact
on the receiver. You have to capture the attention of the audience and connect with
them. For example, two persons saying the same joke, one of them could make the
[53]
audience die laughing related to his good body language and tone of voice. However,
the second person that has the exact same words could make the audience stare at one
another.
In an oral communication, it is possible to have visual aid helping you to
provide more precise information. Often enough, we use a presentation program in
presentations related to our speech to facilitate or enhance the communication
process.
4.3. COMMUNICATION MODELLING

Figure 1 Shannon and Weaver Model of Communication

Figure 2 Communication major dimensions scheme
[54]

Figure 3 Communication code scheme

Figure 4 Linear Communication Model

Figure 5 Interactional Model of Communication

Figure 6 Berlo's Sender-Message-Channel-Receiver Model of Communication
[55]

Figure 7 Transactional Model of Communication
The first major model for communication came in 1949 by Claude Shannon
and Warren Weaver for Bell Laboratories. The original model was designed to mirror
the functioning of radio and telephone technologies. Their initial model consisted of
three primary parts: sender, channel, and receiver. The sender was the part of a
telephone a person spoke into, the channel was the telephone itself, and the receiver
was the part of the phone where one could hear the other person. Shannon and
Weaver also recognized that often there is static that interferes with one listening to a
telephone conversation, which they deemed noise.
In a simple model, often referred to as the transmission model or standard
view of communication, information or content (e.g. a message in natural language) is
sent in some form (as spoken language) from an emisor/ sender/ encoder to a
destination/ receiver/ decoder. This common conception of communication simply
views communication as a means of sending and receiving information. The strengths
of this model are simplicity, generality, and quantifiability. Social scientists Claude
Shannon and Warren Weaver structured this model based on the following elements:
1. An information source, which produces a message.
2. A transmitter, which encodes the message into signals
3. A channel, to which signals are adapted for transmission
4. A receiver, which 'decodes' (reconstructs) the message from the signal.
[56]
5. A destination, where the message arrives.
Shannon and Weaver argued that there were three levels of problems for
communication within this theory.
The technical problem: how accurately can the message be transmitted?
The semantic problem: how precisely is the meaning 'conveyed'?
The effectiveness problem: how effectively does the received meaning affect
behaviour?
Daniel Chandler critiques the transmission model by stating...
It assumes communicators are isolated individuals.
No allowance for differing purposes.
No allowance for differing interpretations.
No allowance for unequal power relations.
No allowance for situational contexts.
In 1960, David Berlo expanded on Shannon and Weavers (1949) linear model of
communication and created the SMCR Model of Communication. The Sender-
Message-Channel-Receiver Model of communication separated the model into clear
parts and has been expanded upon by other scholars.
Communication is usually described along a few major dimensions: Message
(what type of things are communicated), source / emisor / sender / encoder (by
whom), form (in which form), channel (through which medium), destination / receiver
/ target / decoder (to whom), and Receiver. Wilbur Schram (1954) also indicated that
we should also examine the impact that a message has (both desired and undesired) on
the target of the message. Between parties, communication includes acts that confer
knowledge and experiences, give advice and commands, and ask questions. These
acts may take many forms, in one of the various manners of communication. The
[57]
form depends on the abilities of the group communicating. Together, communication
content and form make messages that are sent towards a destination. The target can be
oneself, another person or being, another entity (such as a corporation or group of
beings).
Communication can be seen as processes of information transmission
governed by three levels of semiotic rules:
1. Syntactic (formal properties of signs and symbols),
2. Pragmatic (concerned with the relations between signs/expressions and their
users) and
3. Semantic (study of relationships between signs and symbols and what they
represent).
Therefore, communication is social interaction where at least two interacting
agents share a common set of signs and a common set of semiotic rules. These
commonly held rules in some sense ignore auto-communication, including
intrapersonal communication via diaries or self-talk, both secondary phenomena that
followed the primary acquisition of communicative competences within social
interactions.
In light of these weaknesses, Barnlund (2008) proposed a transactional model
of communication. The basic premise of the transactional model of communication is
that individuals are simultaneously engaging in the sending and receiving of
messages.
In a slightly more complex form a sender and a receiver are linked
reciprocally. This second attitude of communication, referred to as the constitutive
model or constructionist view, focuses on how an individual communicates as the
determining factor of the way the message will be interpreted. Communication is
[58]
viewed as a conduit; a passage in which information travels from one individual to
another and this information becomes separate from the communication itself. A
particular instance of communication is called a speech act. The sender's personal
filters and the receiver's personal filters may vary depending upon different regional
traditions, cultures, or gender; which may alter the intended meaning of message
contents. In the presence of "communication noise" on the transmission channel (air,
in this case), reception and decoding of content may be faulty, and thus the speech act
may not achieve the desired effect. One problem with this encode-transmit-receive-
decode model is that the processes of encoding and decoding imply that the sender
and receiver each possess something that functions as a code book, and that these two
code books are, at the very least, similar if not identical. Although something like
code books is implied by the model, they are nowhere represented in the model,
which creates many conceptual difficulties.
Theories of co-regulation describe communication as a creative and dynamic
continuous process, rather than a discrete exchange of information. Canadian media
scholar Harold Innis had the theory that people use different types of media to
communicate and which one they choose to use will offer different possibilities for
the shape and durability of society (Wark, McKenzie 1997). His famous example of
this is using ancient Egypt and looking at the ways they built themselves out of media
with very different properties stone and papyrus. Papyrus is what he called 'Space
Binding'. It made possible the transmission of written orders across space, empires
and enables the waging of distant military campaigns and colonial administration. The
other is stone and 'Time Binding', through the construction of temples and the
pyramids can sustain their authority generation to generation, through this media they
can change and shape communication in their society (Wark, McKenzie 1997).
[59]
4.4. COMMUNICATION NOISE
In any communication model, noise is interference with the decoding of
messages sent over a channel by an encoder. There are many examples of noise:
Environmental Noise: Noise that physically disrupts communication, such as
standing next to loud speakers at a party, or the noise from a construction site next to
a classroom making it difficult to hear the professor.
Physiological-Impairment Noise: Physical maladies that prevent effective
communication, such as actual deafness or blindness preventing messages from being
received as they were intended.
Semantic Noise: Different interpretations of the meanings of certain words. For
example, the word "weed" can be interpreted as an undesirable plant in your yard, or
as a euphemism for marijuana.
Syntactical Noise: Mistakes in grammar can disrupt communication, such as abrupt
changes in verb tense during a sentence.
Organizational Noise: Poorly structured communication can prevent the receiver
from accurate interpretation. For example, unclear and badly stated directions can
make the receiver even more lost.
Cultural Noise: Stereotypical assumptions can cause misunderstandings, such as
unintentionally offending a non-Christian person by wishing them a "Merry
Christmas."
Psychological Noise: Certain attitudes can also make communication difficult. For
instance, great anger or sadness may cause someone to lose focus on the present
moment. Disorders such as Autism may also severely hamper effective
communication.

[60]
4.5. COMMUNICATION AS ACADEMIC DISCIPLINE
Communication as an academic discipline, sometimes called
"communicology," relates to all the ways we communicate, so it embraces a large
body of study and knowledge. The communication discipline includes both verbal and
nonverbal messages. A body of scholarship all about communication is presented and
explained in textbooks, electronic publications, and academic journals. In the journals,
researchers report the results of studies that are the basis for an ever-expanding
understanding of how we all communicate.
Communication happens at many levels (even for one single action), in many
different ways, and for most beings, as well as certain machines. Several, if not all,
fields of study dedicate a portion of attention to communication, so when speaking
about communication it is very important to be sure about what aspects of
communication one is speaking about. Definitions of communication range widely,
some recognizing that animals can communicate with each other as well as human
beings, and some are more narrow, only including human beings within the different
parameters of human symbolic interaction.

4.6. COMMUNICATION THEORY
Human communication is understood in various ways by those who identify
with the field. This diversity is the result of communication being a relatively young
field of study, composed of a very broad constituency of disciplines. It includes work
taken from scholars of Rhetoric, Journalism, Sociology, Psychology, Anthropology,
and Semiotics, among others. Cognate areas include bio-communication, which
investigates communicative processes within and among non-humans such as
[61]
bacteria, animals, fungi and plants, and information theory, which provides a
mathematical model for measuring communication within and among systems.
Generally, human communication is concerned with the making of meaning
and the exchange of understanding. One model of communication considers it from
the perspective of transmitting information from one person to another. In fact, many
scholars of communication take this as a working definition, and use Lasswell's
maxim, "who says what to whom in what channel with what effect," as a means of
circumscribing the field of communication theory. Among those who subscribe to
the transmission model are those who identify themselves with the communication
sciences, and finds its roots in the studies of propaganda and mass media of the early
20th century.

Figure 8 A simple communication model with a sender transferring a message containing
information to a receiver.
Other commentators claim that a ritual process of communication exists, one
not artificially divorceable from a particular historical and social context. This
tradition is largely associated with early scholars of symbolic interactionism as well as
phenomenologists.
4.6.1. CONSTRUCTIONIST MODELS
There is an additional working definition of communication to consider that
authors like Richard A. Lanham (2003) and as far back as Erving Goffman (1959)
have highlighted. This is a progression from Lasswells attempt to define human
communication through to this century and revolutionized into the constructionist
model. Constructionists believe that the process of communication is in itself the only
[62]
messages that exist. The packaging cannot be separated from the social and historical
context from which it arose, therefore the substance to look at in communication
theory is style for Richard Lanham and the performance of self for Erving Goffman.
Lanham chose to view communication as the rival to the over encompassing
use of CBS model (which pursued to further the transmission model). CBS model
argues that clarity, brevity, and sincerity are the only purpose to prose discourse,
therefore communication. Lanham wrote, If words matter too, if the whole range of
human motive is seen as animating prose discourse, then rhetoric analysis leads us to
the essential questions about prose style (Lanham 10). This is saying that rhetoric
and style are fundamentally important; they are not errors to what we actually intend
to transmit. The process which we construct and deconstruct meaning deserves
analysis.
Erving Goffman sees the performance of self as the most important frame to
understand communication. Goffman wrote, What does seem to be required of the
individual is that he learn enough pieces of expression to be able to fill in and
manage, more or less, any part that he is likely to be given (Goffman 73) Goffman is
highlighting the significance of expression. The truth in both cases is the articulation
of the message and the package as one. The construction of the message from social
and historical context is the seed as is the pre-existing message is for the transmission
model. Therefore any look into communication theory should include the possibilities
drafted by such great scholars as Richard A. Lanham and Erving Goffman that style
and performance is the whole process.
Communication stands so deeply rooted in human behaviours and the
structures of society that scholars have difficulty thinking of it while excluding social
or behavioural events. Because communication theory remains a relatively young
[63]
field of inquiry and integrates itself with other disciplines such as philosophy,
psychology, and sociology, one probably cannot yet expect a consensus
conceptualization of communication across disciplines.
4.6.2. HISTORY OF COMMUNICATION THEORY
Communication has existed since the beginning of human beings, but it was
not until the 20th century that people began to study the process. As communication
technologies developed, so did the serious study of communication. When World War
I ended, the interest in studying communication intensified. The social-science study
was fully recognized as a legitimate discipline after World War II.
Before becoming simply communication, or communication studies, the
discipline was formed from three other major studies: psychology, sociology, and
anthropology. Psychology is the study of human behaviour, Sociology is the study of
society and social process, and anthropology is the study of communication as a factor
which develops, maintains, and changes culture. Communication studies focus on
communication as central to the human experience, which involves understanding
how people behave in creating, exchanging, and interpreting messages.
Communication Theory has one universal law posited by S. F. Scudder
(1980). The Universal Communication Law states that, "All living entities, beings and
creatures communicate." All of the living communicates through movements, sounds,
reactions, physical changes, gestures, languages, breath, etc. Communication is a
means of survival. Examples - the cry of a child (communication that it is hungry,
hurt, cold, etc.); the browning of a leaf (communication that it is dehydrated, thirsty
per se, dying); the cry of an animal (communicating that it is injured, hungry, angry,
etc.). Everything living communicates in its quest for survival."

[64]
4.6.3. COMMUNICATION THEORY FRAMEWORK
It is helpful to examine communication and communication theory through
one of the following viewpoints:
Mechanistic: This view considers communication as a perfect transaction of a
message from the sender to the receiver. (as seen in the diagram above)
Psychological: This view considers communication as the act of sending a
message to a receiver, and the feelings and thoughts of the receiver upon
interpreting the message.
Social Constructionist (Symbolic Interactionist): This view considers
communication to be the product of the interactants sharing and creating
meaning. The Constructionist View can also be defined as, how you say
something determines what the message is. The Constructionist View assumes
that truth and ideas are constructed or invented through the social process
of communication. Robert T. Craig saw the Constructionist View or the
constitutive view as its called in his article, as an ongoing process that
symbolically forms and re-forms our personal identities. (Craig, 125). The
other view of communication, the Transmission Model, sees communication
as robotic and computer-like. The Transmission Model sees communication as
a way of sending or receiving messages and the perfection of that. But, the
Constructionist View sees communications as, in human life, info does not
behave as simply as bits in an electronic stream. In human life, information
flow is far more like an electric current running from one landmine to another
(Lanham, 7). The Constructionist View is a more realistic view of
communication because it involves the interacting of human beings and the
free sharing of thoughts and ideas. Daniel Chandler looks to prove that the
[65]
Transmission Model is a lesser way of communicating by saying The
transmission model is not merely a gross over-simplification but a dangerously
misleading representation of the nature of human communication (Chandler,
2). Humans do not communicate simply as computers or robots so thats why
its essential to truly understand the Constructionist View of Communication
well. We do not simply send facts and data to one another, but we take facts
and data and they acquire meaning through the process of communication, or
through interaction with others.
Systemic: This view considers communication to be the new messages created
via through-put, or what happens as the message is being interpreted and re-
interpreted as it travels through people.
Critical: This view considers communication as a source of power and
oppression of individuals and social groups.
Inspection of a particular theory on this level will provide a framework on the
nature of communication as seen within the confines of that theory.
Theories can also be studied and organized according to the ontological,
epistemological, and axiological framework imposed by the theorist.
Ontology essentially poses the question of what, exactly, it is the theorist is
examining. One must consider the very nature of reality. The answer usually falls in
one of three realms depending on whether the theorist sees the phenomena through
the lens of a realist, nominalist, or social constructionist. Realist perspective views the
world objectively, believing that there is a world outside of our own experience and
cognitions. Nominalists see the world subjectively, claiming that everything outside
of ones cognitions is simply names and labels. Social constructionists straddle the
[66]
fence between objective and subjective reality, claiming that reality is what we create
together.
Epistemology is an examination of how the theorist studies the chosen
phenomena. In studying epistemology, particularly from a positivist perspective,
objective knowledge is said to be the result of a systematic look at the causal
relationships of phenomena. This knowledge is usually attained through use of the
scientific method. Scholars often think that empirical evidence collected in an
objective manner is most likely to reflect truth in the findings. Theories of this ilk are
usually created to predict a phenomenon. Subjective theory holds that understanding
is based on situated knowledge, typically found using interpretative methodology
such as ethnography and also interviews. Subjective theories are typically developed
to explain or understand phenomena in the social world.
Axiology is concerned with what values drive a theorist to develop a theory.
Theorists must be mindful of potential biases so that they will not influence or skew
their findings (Miller, 21-23).
4.6.4. MAPPING THE THEORETICAL LANDSCAPE
A discipline gets defined in large part by its theoretical structure.
Communication studies often borrow theories from other social sciences. This
theoretical variation makes it difficult to come to terms with the field as a whole. That
said, some common taxonomies exist that serve to divide up the range of
communication research. Two common mappings involve contexts and assumptions.
4.6.5. THE COMMUNICATION PROCESS
The goal of communication is to convey informationand the understanding
of that informationfrom one person or group to another person or group. This
communication process is divided into three basic components: A sender transmits a
[67]
message through a channel to the receiver. (Figure 1 shows a more elaborate model.)
The sender first develops an idea, which is composed into a message and then
transmitted to the other party, who interprets the message and receives meaning.
Information theorists have added somewhat more complicated language. Developing
a message is known as encoding. Interpreting the message is referred to as decoding.

Figure 9 Communication Process model.
The other important feature is the feedback cycle. When two people interact,
communication is rarely one-way only. When a person receives a message, she
responds to it by giving a reply. The feedback cycle is the same as the sender-receiver
feedback noted in Figure 9 . Otherwise, the sender can't know whether the other
parties properly interpreted the message or how they reacted to it. Feedback is
especially significant in management because a supervisor has to know how
subordinates respond to directives and plans. The manager also needs to know how
work is progressing and how employees feel about the general work situation.
Sender
(Ideas)
Messages
(Encodes)
Transmissions
(Signals)
Recipient
(Decodes)
Receiver
(Meaning
FEEDBACK
[68]
The critical factor in measuring the effectiveness of communication is
common understanding. Understanding exists when all parties involved have a mutual
agreement as to not only the information, but also the meaning of the information.
Effective communication, therefore, occurs when the intended message of the sender
and the interpreted message of the receiver are one and the same. Although this
should be the goal in any communication, it is not always achieved.
The most efficient communication occurs at a minimum cost in terms of
resources expended. Time, in particular, is an important resource in the
communication process. For example, it would be virtually impossible for an
instructor to take the time to communicate individually with each student in a class
about every specific topic covered. Even if it were possible, it would be costly. This is
why managers often leave voice mail messages and interact by e-mail rather than visit
their subordinates personally.
However, efficient time-saving communications are not always effective. A
low-cost approach such as an e-mail note to a distribution list may save time, but it
does not always result in everyone getting the same meaning from the message.
Without opportunities to ask questions and clarify the message, erroneous
interpretations are possible. In addition to a poor choice of communication method,
other barriers to effective communication include noise and other physical
distractions, language problems, and failure to recognize nonverbal signals.
Sometimes communication is effective, but not efficient. A work team leader
visiting each team member individually to explain a new change in procedures may
guarantee that everyone truly understands the change, but this method may be very
costly on the leader's time. A team meeting would be more efficient. In these and
other ways, potential tradeoffs between effectiveness and efficiency occur.
[69]
4.6.6. RECOMMENDATIONS ABOUT COMMUNICATION FOR
EFFECTIVE CHANGE MANAGEMENT
Develop a written communication plan to ensure that all of the following
occurs within your change management process.
Communicate consistently, frequently, and through multiple channels,
including speaking, writing, video, training, focus groups, bulletin boards,
Intranets, and more about the change.
Communicate all that is known about the changes, as quickly as the
information is available. (Make clear that your bias is toward instant
communication, so some of the details may change at a later date. Tell people
that your other choice is to hold all communication until you are positive
about the decisions. This is disastrous in effective change management.
Provide significant amounts of time for people to ask questions, request
clarification, and provide input. If you have been part of a scenario in which a
leader presented changes, on overhead transparencies, to a large group, and
then fled, you know what bad news this is for change integration.
Clearly communicate the vision, the mission, and the objectives of the change
management effort. Help people to understand how these changes will affect
them personally. (If you dont help with this process, people will make up
their own stories, usually more negative than the truth.)
Recognize that true communication is a conversation. It is two-way and real
discussion must result. It cannot be just a presentation.
The change leaders or sponsors need to spend time conversing one-on-one or
in small groups with the people who are expected to make the changes.
[70]
Communicate the reasons for the changes in such a way that people
understand the context, the purpose, and the need. Practitioners have called
this: building a memorable, conceptual framework, and creating a
theoretical framework to underpin the change.
Provide answers to questions only if you know the answer. Leaders destroy
their credibility when they provide incorrect information or appear to stumble
or back-peddle, when providing an answer. It is much better to say you dont
know, and that you will try to find out.
Leaders need to listen. Avoid defensiveness, excuse-making, and answers that
are given too quickly. Act with thoughtfulness.
Make leaders and change sponsors available, daily when possible, to mingle
with others in the workplace.
Hold interactive workshops and forums in which all employees can explore
the changes together, while learning more. Use training as a form of
interactive communication and as an opportunity for people to safely explore
new behaviours and ideas about change and change management. All levels of
the organization must participate in the same sessions.
Communication should be proactive. If the rumour mill is already in action,
the organization has waited too long to communicate.
Provide opportunities for people to network with each other, both formally and
informally, to share ideas about change and change management.
Publicly review the measurements that are in place to chart progress in the
change management and change efforts.
[71]
Publicize rewards and recognition for positive approaches and
accomplishments in the changes and change management. Celebrate each
small win publicly.
Many people think that communicating is easy. It is after all something we've
done all our lives. There is some truth in this simplistic view. Communicating is
straightforward.
What makes it complex, difficult, and frustrating are the barriers we put in the way.
4.6.7. BARRIERS TO COMMUNICATION
1. Physical barriers
Physical barriers in the workplace include:
marked out territories, empires and fiefdoms into which strangers are not
allowed
closed office doors, barrier screens, separate areas for people of different
status
large working areas or working in one unit that is physically separate from
others.
Research shows that one of the most important factors in building cohesive
teams is proximity. As long as people still have a personal space that they can call
their own, nearness to others aids communication because it helps us get to know one
another.
2. Perceptual barriers
The problem with communicating with others is that we all see the world
differently. If we didn't, we would have no need to communicate: something like
extrasensory perception would take its place.
[72]
The following anecdote is a reminder of how our thoughts, assumptions and
perceptions shape our own realities:
A traveller was walking down a road when he met a man from the next town.
"Excuse me," he said. "I am hoping to stay in the next town tonight. Can you tell me
what the townspeople are like?"
"Well," said the townsman, "how did you find the people in the last town you
visited?"
"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool.
Over-charged me for what I got. Gave me very poor service."
"Well, then," said the townsman, "you'll find them pretty much the same
here."
3. Emotional barriers
One of the chief barriers to open and free communications is the emotional
barrier. It is comprised mainly of fear, mistrust and suspicion. The roots of our
emotional mistrust of others lie in our childhood and infancy when we were taught to
be careful what we said to others.
"Mind your P's and Q's"; "Don't speak until you're spoken to"; "Children
should be seen and not heard". As a result many people hold back from
communicating their thoughts and feelings to others.
They feel vulnerable. While some caution may be wise in certain
relationships, excessive fear of what others might think of us can stunt our
development as effective communicators and our ability to form meaningful
relationships.

[73]
4. Cultural barriers
When we join a group and wish to remain in it, sooner or later we need to
adopt the behaviour patterns of the group. These are the behaviours that the group
accept as signs of belonging.
The group rewards such behaviour through acts of recognition, approval and
inclusion. In groups which are happy to accept you, and where you are happy to
conform, there is a mutuality of interest and a high level of win-win contact.
Where, however, there are barriers to your membership of a group, a high
level of game-playing replaces good communication.
5. Language barriers
Language that describes what we want to say in our terms may present barriers
to others who are not familiar with our expressions, buzz-words and jargon. When we
couch our communication in such language, it is a way of excluding others. In a
global market place the greatest compliment we can pay another person is to talk in
their language.
One of the more chilling memories of the Cold War was the threat by the
Soviet leader Nikita Khruschev saying to the Americans at the United Nations: "We
will bury you!" This was taken to mean a threat of nuclear annihilation.
However, a more accurate reading of Khruschev's words would have been:
"We will overtake you!" meaning economic superiority. It was not just the language,
but the fear and suspicion that the West had of the Soviet Union that led to the more
alarmist and sinister interpretation.
6. Gender barriers
There are distinct differences between the speech patterns in a man and those
in a woman. A woman speaks between 22,000 and 25,000 words a day whereas a man
[74]
speaks between 7,000 and 10,000. In childhood, girls speak earlier than boys and at
the age of three, have a vocabulary twice that of boys.
The reason for this lies in the wiring of a man's and woman's brains. When a
man talks, his speech is located in the left side of the brain but in no specific area.
When a woman talks, the speech is located in both hemispheres and in two specific
locations.
This means that a man talks in a linear, logical and compartmentalised way,
features of left-brain thinking; whereas a woman talks more freely mixing logic and
emotion, features of both sides of the brain. It also explains why women talk for much
longer than men each day.
4.6.8. 7 INTERPERSONAL BARRIERS
There are six levels at which people can distance themselves from one another:
1. Withdrawal is an absence of interpersonal contact. It is both refusal to be in
touch and time alone.
2. Rituals are meaningless, repetitive routines devoid of real contact.
3. Pastimes fill up time with others in social but superficial activities
4. Working activities are those tasks which follow the rules and procedures of
contact but no more.
5. Games are subtle, manipulative interactions which are about winning and
losing. They include "rackets" and "stamps"
6. Closeness is the aim of interpersonal contact where there is a high level of
honesty and acceptance of yourself and others.
Working on improving your communications is a broad-brush activity. You
have to change your thoughts, your feelings, and your physical connections.
[75]
That way, you can break down the barriers that get in your way and start
building relationships that really work.
4.7. IMPORTANCE AND PURPOSE OF COMMUNICATION
Communication is a means by which people are linked together in an
organisation to achieve a common purpose. No group activity is possible without
communication. There are number of problems that occur in the communication
process of initiating, transmitting and receiving information. It gets people involved
with the organization, increases the motivation and commitment to perform well in
the organization. Managers need to communicate at different levels within the
hierarchy to individuals, to groups, to departments and externally to customers,
suppliers, banks and other professionals. Both formal and informal communication
systems are necessary to evaluate and interpret the information. Communication skills
are essential leadership competencies. Both lateral and vertical systems are useful to
get everyone focused on similar goals.
The broad purpose of communication in an organisation is to effect change. It is
basically to influence action in a manner to positively affect welfare of the enterprise.
The main purpose of communication is:
To establish the objectives of an enterprise.
To develop a link of plans to achieve them.
To organize human resource in such a way that the goals are realized.
To create a climate conducive to lead, direct and motivate people.
For effective control.
[76]

Figure 10 The Process of Communication
4.8. THE PROCESS OF COMMUNICATION
As such there are three steps involved in the communication process. It is the origin of
a thought or an idea by a sender which is properly planned and then passed on to the
receiver in a manner in which it can be properly understood.
4.8.1. THE COMMUNICATION PROCESS.
The message sender
Communication begins when the sender comes across a thought or an idea.
The sender then encodes it in a way in which it can be understood by the receiving
channel members. Encoding is not simply translation or to put forward an idea, but
includes additions, deletions and simplifications in the line of thought and conversion
and the same in the form of a message to be transferred further down the line. It also
may include technical details such as encoding the message in a programmed
language as an input for computer.
[77]
Transmission of Message
There needs to be a link between the sender of the message and receiver of the
message. These links or mediums may be written or oral. The messages are
transmitted through a letter, a telegram, telephone, computer, etc. Sometimes, more
than one link also may be used for the transmission of messages.
The message receiver
The message has to reach the receiver in a form in which it is understandable.
The message received has to be decoded. It is to be converted into the original thought
or idea. Accurate communication can occur only when both, the sender and the
receiver attach similar meanings to the symbols that compose the message. The crux
is in the message being understood. The emphasis is not simply in the transfer of the
message but such a transfer where facts remain intact and the real message does not
get distorted. It is necessary to receive a message with an open mind because if the
information is contrary to the value system of the individual, a closed mind will
normally not accept it.
To verify the effectiveness of communication, feedback is necessary. Whether
or not a message has been clearly transmitted and understood can be confirmed by
feedback. Feedback helps in analyzing whether the objective has been achieved or
not.
4.9. BARRIERS TO EFFECTIVE COMMUNICATION
Breakdowns of communication channels, is a frequent challenge that
managers face. Communication problems signify more deep-rooted problems than
those that appear prima facie. The barriers may exist either at the transmission stage
or at the feedback stage. It may so happen that the sender is unable to properly
channelize the message, or it may also be wrongly received. The important point is to
[78]
understand the barriers that a manager faces at various stages so that they can be
properly dealt with.
8. Faulty Planning:
The prerequisite of effective communication is accurate planning. The
message should be properly planned and then delivered. Which channel links are to be
adopted needs to be planned out in advance. The contents of the message should be
drawn after considering all the aspects. A poorly designed message looses all its
worthiness. Besides, the purpose of the message also needs to be clearly stated.
Hence, faulty planning leads to breaking up of communication lines.
2. Vague Presumptions:
The non-communicated assumptions that underline the message are extremely
dangerous. The sender presumes a certain part and accordingly forwards the message.
It is not necessary that the receiver shall also presume things in the same manner. This
may lead to confusion and chaos. Unclarified and vague presumptions lead to greater
dangers. For example, a senior officer gives a call to the junior stating that on certain
days he will be out of town assuming that the junior shall make necessary staying
arrangements for him. The junior receives this message assuming that senior manager
is simply informing him of his absence so that he can take over the responsibility and
that all staying arrangements were already taken care of by the senior.
Semantic Distortion :
A single word conveys lots of different meanings. Each word is understood in
reference to the context of the sentence as well as place and situation it is used at.
Semantic Distortion can be deliberate or accidental. When it is deliberate, it is
intended so but the one that is accidental hinders the progress of communication. It
[79]
renders ambiguity to the message and every different individual may come to his own
conclusion in the end.
Status Effect :
This occurs when one person is considerably higher in the hierarchy than
another. The person at the top gives the message. People at the bottom take it literally
and follow it as an order. The top people may not have intended to pass it on literally.
This leads to confusion.
Poorly Expressed Contents :
The sender of the message may be clear about the thought in his mind but
poorly chosen words or omission of important links, leads to misunderstandings in the
group. The message that is simple and straightforward tends to be easily accepted and
interpreted in the team. But the simplicity should not be achieved at the cost of
misrepresentation of the crux.
Loss during transmission and poor retention :
When the message moves from one person to the other, it becomes less
accurate. Different individuals tend to add their perception to it. Besides, the message
may not be retained thoroughly in the memory. Hence it is advisable to repeat the
message and also use more than one channel to communicate the same message.
Poor listening and instant interpretations :
Listening requires patience. It demands full attention and self-discipline. It
also requires that the listener avoid premature evaluation of what another person has
to say. Usually, people have a tendency to judge what is said, whether they agree to it
or disagree. This is a common notion. There are hardly few people who are good
listeners. Besides, when the message is long, after a while people start losing interest
and they hence stop listening. Due to this tendency, the message transmission gets
[80]
hindered. Hence, listening with empathy should be practiced in the organization to
have effective communication.
Threat, fear and distrust :
In an environment of threat, fear and distrust, effective communication cannot
be expected. People become defensive and close-minded. They remain always on
their guard, which hinders the movement of communication. People acting under
threat or fear, do not take the decisions rationally but rather, the decisions are made
under pressure. Moreover, they do not actually care about the consequence of a faulty
message as they are always under the grip of some fear. For making communication
effective, a climate of trust, honesty and integrity is needed.
Insufficient time period :
Whenever the communication is made, sufficient time period, to understand
and digest the message needs to be given. Moreover, communication may bring in
changes. These changes affect different people in different manner. Besides,
realization of the whole implication of the message is time consuming. However,
managers are usually pressed for time. This leads to breakage in the communication
channel.
Physical distractions :
In the organization that is filled with people all around, a lot of noise,
improper lighting, frequent physical movements of people, the messages that come-
get distracted. People are not relaxed in such climate and tend to receive the
communication haphazardly.
Improper feedback :
Though one way communication is quick, two way communication is more
accurate. It is always advisable to have some interactions between the receiver and the
[81]
sender. This clears the doubts and misconceptions of both the parties. If a proper
feedback system is not installed, then in such a case two way communication becomes
difficult.
Other barriers :
o People tend to have selective perception as far as information is concerned.
They hear that part of the information, which they like best and tend to
ignore other parts. This does not allow the whole message to get through.
o Attitude and reactions to different situations, by individuals as unit and by
individuals collectively or in group vary. Hence, different individuals react
differently to the same message.
4.9.1. NINE WORDS EFFECTIVE MANAGERS NEVER USE
9. NO
Saying no to customers is as good as sending them somewhere else.
Say: YES
2. CANT
It means though you could do something you are unable to do it.
Say: CAN.
10. IMPOSSIBLE
Believe there is always a solution.
Say: POSSIBLE.
11. WHY
Why carries a suspicious tone. It implies mistrust.
Say: MAKE ME UNDERSTAND
12. WHAT
[82]
It makes people repeat themselves and implies doubt.
Say: EXCUSE ME.
13. POLICY
People see it as dodge. It seems a trap.
Say: MISSION.
14. LISTEN
Interrupting people is not an effective way to get them to listen to you.
Say: I UNDERSTAND.
15. WAIT
Nobody likes to wait. Things should always be going.
Say: LETS MOVE FORWARD.
16. WRONG
Blaming someone never leads to solutions.
Say: OUR SOLUTION IS ..,

[83]

CHAPTER-V
DATA ANALYSIS AND INTERPRETATION

[84]
5.0 DATA ANALYSIS AND INTERPRETATION
Data is analysed by arranging the statistics in a simple table form and
percentages are calculated. The quantitative data is being represented by portrayal of
the charts wherever necessary.
1) Would you reckon Communication Process Management is essential in a
company?
(a) YES (b) NO

Table 1

Figure 11
Interpretation:
Almost all viz., 100% of the employees opined that the Communication
Process Management is necessary to any company.
2) Communication Process Management rating is used to
(a) Identify areas of improvement
(b) Identifying areas of training and development
(c) Set performance target
(d) All the above
0
50
100
YES NO
100%
0%
Necessity of Communication Process Management
Percentage
S. No Options No. of Responses Percentage
1 YES 100 100
2 NO 0 0
TOTAL 100 100
[85]
1 Identify areas of improvement 28 28
2
Identify areas of training &
development
48 48
3 Set performance target 8 8
4 All the above 16 16
Total 100 100

Table 2

Figure 12
Interpretation:
According to the above figure, 28% have said that appraisal system helped
them to identify areas of improvement, 48% said it helped in identifying training &
development needs, 8% said it helped in setting performance targets and 16% said it
was helpful in all the above areas. By this it can be asserted that Performance
Appraisal is helpful in one way or the other to the employees.
[86]
3) What would you believe makes an appraiser stand out in Communication?
(a) Actual Performance (b) Qualification
(c) Experience (d) All the above

1 Actual Performance 28 28
2 Qualification 0 0
3 Experience 52 52
4 All the above 20 20
TOTAL 100 100
Table 3

Figure 13
Interpretation:
Above 28% of the employees responded that the outstanding Performance
appraisal is due to Actual Performance, 52% of the employees said it is due to
Experience and 20% of the employees said it is due to all the above.
4) Do you suppose that a good workman gets motivated when frequent
Communication by the management is conducted?
(a) YES (b) NO
0 10 20 30 40 50 60
Actual Performance
Qualification
Experience
All the Above
28
0
52
20
% of Respondents
Percentage
[87]
1 YES 90 90
2 NO 10 10
TOTAL 100 100
Table 4

Figure 14
Interpretation:
A majority of 90% of the employees said that a good workman gets motivated
with frequent Communication by the management and 10% of the employees are not
satisfied with it.
5) What are the factors taken into consideration while Communicating with an
individual?
(a) Interpersonal effectiveness (b) Team building skills
(c) Self motivate skills (d) leadership
1 Interpersonal effectiveness 23 23
2 Teambuilding skills 26 26
3 Self motivate skills 41 41
4 Leadership 10 10
Total 100 100
Table 5
90%
10%
Motivation
YES
NO
[88]

Figure 15
Interpretation:
About 23% of employees considered interpersonal effectiveness while
appraising an individual, 26% of employees considered Teambuilding skills, 41% of
employees considered self motivate skills and 10% of employees considered
Leadership. By this we can say that these are the factors taken into consideration
while appraising an individual.
6) In your opinion an employee should be:
(a) Effective (b) Moderate (c) Both A & B

1 Effective 80 80
2 Moderate 0 0
3 Both A & B 20 20
Total 100 100
Table 6
0
10
20
30
40
50
Leadership
Self Motivating Skills
Team Building Skills
Interpersonal Effectiveness
10
41
26
23
Factors
Factors
[89]

Figure 16
Interpretation:
About 80% of the employees opined that the employee should be effective and
the remaining 20% of the employees opined that the employee should be effective and
moderate.
7) What type of Communication is prevalent in your Company?
(a ) Horizontal (b) Vertical
1 Horizontal 50 50
2 Vertical 50 50
TOTAL 100 100
Table 7

Figure 17
0
20
40
60
80
Effective Moderate BOTH
80
0
20
% of Respondents
Percentage
50 50
100
0
20
40
60
80
100
120
horizontal Vertical TOTAL
1 2
No. of Responses
Percentage
[90]
Interpretation:
To the above question, almost 50% of the employees thought that the
Communication Process is horizontal and remaining voted for vertical communication
in the company.
8) Is Communication management process expensive and time consuming?
(a) YES (b) NO
1 YES 58 58
2 NO 42 42
Total 100 100
Table 8

Figure 18
Interpretation:
About 58% of the respondents said that the Communication management is
expensive and time consuming. And 42% of the respondents said that the
Communication management is not expensive and time consuming.
9) Do you agree with the assessment of your reviewing/reporting officers?
(a) Agree (b) Disagree
0
50
100
YES
NO
58
42
Expensive & Time Consuming
Expensive & Time
Consuming
[91]
1 Agree 91 91
2 Disagree 9 9
Total 100 100
Table 9

Figure 19
Interpretation:
Majority of 91% of the employees responded that reporting officer was good
at grading the performance. Nearly 9% were disagreeing their duties as per the
guidelines laid down.
10) Communication process management should be changed frequently?
(a) YES (b) NO

Table 10
91
9
Assessment of Reviewing Officers
AGREE
DISAGREE
1 YES 73 73
2 NO 27 27
Total 100 100
[92]

Figure 20
Interpretation:
About 73% of the employees wanted change frequently between the
Communication management. And 27% of the employees would not want a change in
the Communication process management.
11) Have you been able to express all difficulties & problems which you have
been facing regarding your job & achievement to your Communication
management?
(a) YES (b) NO
1 YES 100 100
2 NO 0 0
Total 100 100
Table 11

Figure 21
0 20 40 60 80
YES
NO
73
27
Frequency of Change
Frequency of
Change
0
100
YES
NO
100
0
Communication
Communication
[93]
Interpretation:
About 100% of the employees are able to express all difficulties & problems
which they have been facing regarding their job.
12) Frequency at which merit rating/Performance appraisal is conducted?
(a) Quarterly (b) Half Yearly (c) Annually (d) Biennially

1 Quarterly 12 12
2 Half Yearly 52 52
3 Annually 36 36
4 Biennially 0 0
TOTAL 100 100
Table 12

Figure 22
Interpretation:
About 36% of the employees conducted merit rating/performance appraisal at
the frequency of 1 year, 52% of the employees conducted at half yearly, 12% of the
employees conducted at quarterly.
0 10 20 30 40 50 60
Quarterly
Half Yearly
Annually
Biennially
12
52
36
0
Appraisal Frequency
Appraisal Frequency
[94]
13) Are you satisfied with present Communication management system?
(a) YES (b) NO
1 YES 65 65
2 NO 35 35
TOTAL 100 100
Table 13

Figure 23
Interpretation:
About 65% of the employees were satisfied with present Performance
appraisal system. Rest 35% of the employees was not satisfied with present system.
14) The Communication management is an opportunity for self review & reflection?
(a) YES (b) NO
1 YES 80 80
2 NO 20 20
TOTAL 100 100
Table 14
65%
35%
Satisfaction
YES
NO
[95]

Figure 24
Interpretation:
About 80% of the respondents have agreed that its an opportunity to review
themselves. About 20% of them said that it does not help them in reviewing
themselves.
15) Do you think the Communication management system is fair and adequate?
(a) YES (b) NO

1 YES 72 72
2 NO 28 28
TOTAL 100 100
Table 15

Figure 25
0
20
40
60
80
YES NO
80
20
% of Respondents
Percentage
72
28
72
28
0
10
20
30
40
50
60
70
80
YES NO
Percentage
Respondents
[96]
Interpretation:
About 72% said that the Communication management system is fair and
adequate while 28% responded that it is not fair.
16) Do you have a good relationship with appraiser after Communication
management?
(a) YES (b) NO
1 YES 96 96
2 NO 4 4
TOTAL 100 100
Table 16

Figure 26
Interpretation:
A Majority 96% of the respondents have good relationship with the appraiser
after Communication management. Only 4% of the respondents recorded a slight
diminishment in good relationship with appraiser after Communication management.
96%
4%
Enhanced Relationship with Appraiser
YES
NO
[97]
17) Do you feel Communication management promote you?
(a) YES (b) NO

1 YES 77 77
2 NO 23 23
TOTAL 100 100
Table 17

Figure 27
Interpretation:
About 76% of the respondents feel that the Communication management can
promote the employee. Remaining 24% of the respondents would not agree with the
above sentence.
18) In your opinion Communication management is necessary?
(a) YES (b) NO
1 YES 96 96
2 NO 4 4
TOTAL 100 100
Table 18
0
10
20
30
40
50
60
70
80
YES NO
77
23
Better Promotion
Percentage
[98]

Figure 28
Interpretation:
Majority of 96% of the respondents opined that the Communication
management is necessary.
About 4% of the respondents opined that the Communication management is
not necessary.
19) What method of communication would you prefer in your organisation?
(a) Individual (b) Group (c) Both A & B

1 Individual 8 8
2 Group 56 56
3 Both A & B 36 36
Total 100 100
Table 19
0 20 40 60 80 100
Necessary
Unnnecessary
96%
4%
Communication Process Management
Percentage
[99]

Figure 29
Interpretation:
About 8% of the respondents were content with the Individual Communication
management, about 56% of the respondents preferred the group Communication and
36% of the respondents are happy with both the individual and the group form of
Communication.

8
56
36
Preference
Individual
Group
BOTH
[100]

CHAPTER-VI
SUMMARY
FINDINGS AND CONCLUSIONS
RECOMMENDATIONS
QUESTIONNAIRE
BIBLIOGRAPHY
[101]
6.0 SUMMARY
6.1. FINDINGS AND CONCLUSIONS
In the light of the above discussion the following findings and conclusions are
made:
1. It is revealed that the executives are getting feedback on their Communication
Process through which they can review their performance, sort out the
problems and can overcome the difficulties.
2. The management has a clear understanding about the problem that the workers
go through. They are eager to solve the problems of the workers as and when
they arise.
3. The management has been giving requisite training in Communication to
workers in the areas where they are weak.
4. Workers awareness about the fact that Communication Process is one of the
factors for promotion was cent percent.
5. Communication Process system is considered as a means that aims at
identifying the areas of improvement, identifying areas of training and
development and setting performance target for the future.
6. The management desires to maintain cordial relations with the workers to
cleave to mutual discussions.
7. The Communication Process system exists as it exists now is properly worked
out and appropriately evolved. This fact is disclosed from the opinion given by
the majority of the employees.

[102]
6.2. RECOMMENDATIONS
Based on the findings of the study and personal discussions held with various
executives and employees at DOBRO TOYOTA Hyderabad, possible suggestions and
recommendations are given:
It is recommended that employees should be immediately communicated with the
result of the appraisal, particularly when they are negative.
It is recommended that the supervisor should try to analyze the strengths and
weaknesses of an employee and advise him on correcting the weakness.
It is commended to counsel the employees appropriately regarding their strengths
and weaknesses and assist in developing them to realize their full potential in line
with companys goals.
The top management is very much committed in implementing the
Communication Process system as it is. The Communication Process system is
consider as an essential tool for bridging gap between the top management and
the executives; it thus helps them to develop cordial relations and mutual
understanding.
It is recommended that an employee should be communicated with information
about his/her performance; later his/her acceptance of it and draw up a plan for
future improvement, if necessary.
It is recommended that the rater must be thoroughly well versed in the
philosophy and of the rating system. Factor sales must be thoroughly defined,
analyzed and discussed.
To conclude, it is imperative to immunize the problems or hindrances to
strengthen the system.

[103]
6.3. QUESTIONNAIRE
PERSONAL DATA
NAME :
DESIGNATION :
DEPARTMENT :
EXPERIENCE :

1) Would you reckon Communication Process Management is essential in a
company?
(a) YES (b) NO
2) Communication Process Management rating is used to
(a) Identify areas of improvement
(b) Identifying areas of training and development
(c) Set performance target
(d) All the above
3) What would you believe makes an appraiser stand out in Communication?
(a) Actual Performance (b) Qualification
(c) Experience (d) All the above
4) Do you suppose that a good workman gets motivated when frequent
Communication by the management is conducted?
(a) YES (b) NO
5) What are the factors taken into consideration while communicating with an
individual?
(a) Interpersonal effectiveness (b) Team building skills
(c) Self motivate skills (d) leadership
6) In your opinion an employee should be:
(a) Effective (b) Moderate (c) Both A & B
7) What type of Communication is prevalent in your Company?
(a ) Horizontal (b) Vertical
[104]
8) Is Communication management process expensive and time consuming?
(a) YES (b) NO
9) Do you agree with the assessment of your reviewing/reporting officers?
(a) Agree (b) Disagree
10) Communication process management should be changed frequently?
(a) YES (b) NO
11) Have you been able to express all difficulties & problems which you have
been facing regarding your job & achievement to your Communication
management?
(a) YES (b) NO
12) Frequency at which merit rating/Performance appraisal is conducted?
(a) Quarterly (b) Half Yearly (c) Annually (d) Biennially
13) Are you satisfied with present Communication management system?
(a) YES (b) NO
14) The Communication management is an opportunity for self review &
reflection?
(a) YES (b) NO
15) Do you think the Communication management system is fair and adequate?
(a) YES (b) NO
16) Do you have a good relationship with appraiser after Communication
management?
(a) YES (b) NO
17) Do you feel Communication management promote you?
(a) YES (b) NO
18) In your opinion Communication management is necessary?
(a) YES (b) NO
19) What method of communication would you prefer in your organisation?
(a) Individual (b) Group (c) Both A & B

(SIGNATURE)
[105]
BIBLIOGRAPHY
Armstrong Michael., (2011), Armstrongs Handbook of Strategic Human Resource
Management (5
th
Edition), New Delhi: Koganpage.
Aswathappa K., (2011), Human Resource Management: Text and Cases, New Delhi:
Tata McGraw Hill.
Baldoni John., (2003), Great Communication Secrets of Great Leaders, New York:
McGraw-Hill.
Barnlund, D. C., (2008). A Transactional Model of Communication, New Jersey:
Transaction Publishing.
Company Profile, 2012. Toyota Motor Corporation Global Website [online]
Available at: www.toyota-global.com/company/profile/ [Accessed 15 May
2012]
Cooper Donald, Pamela Shindler., (2010), Business Research Methods (11
th
edition),
New York: McGraw-Hill.
Craig, R. T. (1999). Communication Theory as a Field. Communication Theory, 9(2),
199-161
Grote Dick., (2011), How to be Good at Performance Appraisals, Boston: Harvard
Business Review Press.
Kumar Raj., (2011). Human Resource Management: Strategic Analysis Text and
Cases, New Delhi: I.K. International Publishing House Pvt. Ltd.
L. W. Stephen., and Karen A Foss (2009), Encyclopaedia of Communication Theory,
California: Sage Publications.
Liker Jeffrey K., (2004), The Toyota Way: 14 Management Principles from the
Worlds Greatest Manufacturer, New York: McGraw-Hill.
Market Data 2009. Bloomberg Business, Financial & Economic News, Stock
Quotes. [online] Available at www.bloomberg.com/ [Accessed 15 May 2012]
[106]
Mathis Robert L., John H. Jackson (1999), Human Resource Management (9
th

edition), Nashville, Tennessee: South-Western Publishing.
McLean Scott., (2010), Business Communication for Success, New York: Flat World
Knowledge.
Mohan Krishna and Meera Banerji., (2009), Developing Communication Skills (2
nd

edition), India: Macmillan Publishers.
Murphy H. A and Charles E Peck., (1976). Effective Business Communication (2
nd

edition), New Delhi: Tata McGraw Hill.
New cars, 2012., The Toyota Cars Showroom [online] Available at :
www.toyotabharat.com/cars/new_cars/ [Accessed 15 May 2012]
P Subba Rao Dr., Personnel and Human Resource Management (5
th
edition), India:
Himalaya Publishing House.
Pearson Judy C., et al (2011), Human Communication (4
th
Edition), New York:
McGraw-Hill.
Peas Allan., (1988), Body Language: How to read others thoughts by their gestures,
London: Sheldon Press.
Steen Sandra L., et al, (2009), Human Resource Management (2
nd
Edition), New
Delhi: McGraw-Hill Ryerson.
T. V. Rao, (2004), Performance Management and Appraisal Systems: HR Tools for
Global Competitiveness, New Delhi: Response Books.
Toyota Cars, 2012. New Release of Toyota Cars [online], Available at:
www.carindia.in/features/ [Accessed 15 May 2012]
Woolcott L. A. and Unwin W.R., (1983). Mastering Business Communication, India:
Macmillan Publishers.

Communication Process Management

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Communication Process Management

Hochgeladen von

Copyright:

Verfügbare Formate

A Project Report on COMMUNICATION PROCESS MANAGEMENT

With reference to DOBRO TOYOTA HYDERABAD

Das könnte Ihnen auch gefallen