CHAPTER - I

INTRODUCTION

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 1.1 INTRODUCTION

COMMUNICATION SYSTEM

Communication is one of the basic functions of management. The manager can make a good

decision, think out well-conceived plans, and establish a sound organization structure.

Communication forms ‘a basis for management by objection, long-range strategic goal setting and

policy formulation. Organisation effectiveness and allied managerial activities aimed at achievement

of organisational goal. Communication helps managers to arrive at a right decision. The manager unit

gets the work done through the employees unless he is sure of some basic facts viz. that the workers

are to be communicated of what he wants to be done.Therefore management can’t succeed unless it

has a properly developed Communication.

Meaning of communication

The word ‘Communication‘ comes from the Latin word ‘Communis’ which means common. This

suggests that Communication is the act of imparting a common idea or understanding to another

person and covers any behaviour that affects an exchange of meaning. By using this bridge of

meaning a person can safely cross the river of misunderstanding that separates all

people.Communication is an ‘Art ’. It was Aristotle who for the first time brought about a systematic

study of Communication process.

Definition

‘Communication is an exchange of facts, ideas, opinions or emotions by two or more

persons”- Newman and Summer

‘Communication involves more than just having the right information and information should

be weighed correctly reach the right decision makers and result in appropriate action”. - Mitchell

“
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PURPOSE OF COMMUNICATION

➢ Communication is needed in the recruitment process to persuade potential employees of the

merits of working for the enterprise.

➢ Communication is needed to enable employees to perform their functions effectively.

➢ Communication is of vital importance in projecting the image of an enterprise in the society.

➢ Communication is needed to teach employees about personal safety on the job.

➢ Communication helps the manager in his decision process.

OBJECTIVES OF COMMUNICATION

➢ Information

➢ Advice

➢ Order

➢ Education

➢ Warning

➢ Raising morale

RULES OF COMMUNICATION

➢ Clarity-To be effective, communication must be understood and they must be clear.

➢ Brevity-It makes both written and oral Communication easier to understand only one idea

should be used in a sentence.

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 ➢ Simplicity-Short, simple words, phrases and sentences should be used. Extra words only

confuse.

➢ Precision-Precise words should be used.

➢ Integrity-Communication should always be used as a means never as an end.

Communication Process

Communication has been defined as a process. The process is a concept of changing rather

than static existence. A Communication process may involve elements.

Sender – Ideas – Encoding – Channel – Receiver – Decoding

Feed back

ORGANISATIONAL COMMUNICATION

Basically the two most important media of Communication in an organisation are formal and

informal Communication.

Formal Communication

Formal channels are those official channels, which are designed by management. Through

these channels official matters such as orders, instructions is Communicated. The channels are a part

of organisational structure based on authority relationship between employees. This may be further

classified into:

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a. Upward Communication

This is flow of information from lower levels (subordinate) to the higher level (management).

It is also known as subordinate – superior Communication. Upward Communication provides the

management with necessary feedback. Upward Communication is like going up a hill.

b. Horizontal Communication

Communication between departments or people on the same level in the managerial hierarchy

of an organisation may be termed as horizontal Communication.

Purpose of horizontal Communication

➢ Task Co-ordination

➢ Problem solving

➢ Information sharing

c. Downward Communication

Downward communication flow from a superior to subordinate orders, policy statements and

Job sheets fall under downward communication.

Purpose of Downward Communication

1. To give specific task directives about job instructions.

2. To give information about organisational procedures and practices

3. To provide information about the rationale of the job

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Informal Communication (Grape vine)

Informal channels are part of functioning of informal groups. This informal communication is

called as grape vine. This arises from social interaction. The grape vine carries two types of

information work related and people related. Employees want to know what is going on in the

organisation when they are not kept informed through formal channels, they seek information from

grape vine. Informal communication helps individuals to communicate the matters, which can’t do

through official channels.

Principles of Effective Communication

1. The manager who wants to communicate must be clear in mind about the objectives of

his communication.

2. The communication should be in easy understandable language.

3. There should be a good superior subordinate relationship and trust so that everybody

may feel free to communicate and makes suggestion on his own.

4. Feedback is necessary to insure understanding.

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 1.2 INDUSTRY PROFILE

ABOUT IT INDUSTRY:

The software industry includes businesses for development, maintenance and publication of software

that are using different business models, mainly either "license/maintenance based" on-premises or

"Cloud based". The industry also includes software services, such as training, documentation,

consulting and data recovery. There Majorly two types of IT Industry Software Development and

Embedded software development.

Software development:

Software development is the process of computer programming, documenting, testing, and bug fixing

involved in creating and maintaining applications and frameworks involved in a software release life

cycle and resulting in a software product. The term refers to a process of writing and maintaining the

source code, but in a broader sense of the term it includes all that is involved between the conception

of the desired software through to the final manifestation of the software, ideally in a planned and

structured process. Therefore, software development may include research, new development,

prototyping, modification, reuse, re-engineering, maintenance, or any other activities that result in

software products.

Software can be developed for a variety of purposes, the three most common being to meet specific

needs of a specific client/business (the case with custom software), to meet a perceived need of some

set of potential users (the case with commercial and open source software), or for personal use (e.g. a

scientist may write software to automate a mundane task).

Embedded software development:

Embedded software development that is, the development of embedded software such as used for

controlling consumer products, requires the development process to be integrated with the

development of the controlled physical product. System software underlies applications and the

programming process itself, and is often developed separately.

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The need for better quality control of the software development process has given rise to the

discipline of software engineering, which aims to apply the systematic approach exemplified in

the engineering paradigm to the process of software development.

There are many approaches to software project management, known as software development life

cycle models, methodologies, processes, or models. The waterfall model is a traditional version,

contrasted with the more recent innovation of agile software development.

Activities of IT Industries:

1. Identification of need

2. Planning

3. Designing

4. Implementation, testing and documenting

5. Deployment and maintenance

Business process of IT Industries:

A business model illustrates the functions associated with the business process being modelled and

the organizations that perform these functions. By depicting activities and information flows, a

foundation is created to visualize, define, understand, and validate the nature of a process.

A data model provides the details of information to be stored, and is of primary use when the final

product is the generation of computer software code for an application or the preparation of a

functional specification to aid a computer software make-or-buy decision. See the figure on the right

for an example of the interaction between business process and data models.

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History of IT Industry

The word "software" was coined as a prank as early as 1953, but did not appear in print until

the 1960s. Before this time, computers were programmed either by customers, or the few commercial

computer vendors of the time, such as UNIVAC and IBM. The first company founded to provide

software products and services was Computer Usage Company in 1955.

The software industry expanded in the early 1960s, almost immediately after computers were

first sold in mass-produced quantities. Universities, government, and business customers created a

demand for software. Many of these programs were written in-house by full-time staff programmers.

Some were distributed freely between users of a particular machine for no charge. Others were done

on a commercial basis, and other firms such as Computer Sciences Corporation (founded in 1959)

started to grow. Other influential or typical software companies begun in the early 1960s

included Advanced Computer Techniques, Automatic Data Processing, Applied Data Research, and

Informatics General. The computer/hardware makers started bundling operating systems, systems

software and programming environments with their machines.

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 When Digital Equipment Corporation (DEC) brought a relatively low-

priced microcomputer to market, it brought computing within the reach of many more companies and

universities worldwide, and it spawned great innovation in terms of new, powerful programming

languages and methodologies. New software was built for microcomputers, so other manufacturers

including IBM, followed DEC's example quickly, resulting in the IBM AS/400 amongst others.

The industry expanded greatly with the rise of the personal computer ("PC") in the mid-1970s,

which brought desktop computing to the office worker for the first time. In the following years, it also

created a growing market for games, applications, and utilities. DOS, Microsoft's first operating

system product, was the dominant operating system at the time.

In the early years of the 21st century, another successful business model has arisen for hosted

software, called software-as-a-service, or SaaS; this was at least the third time this model had been

attempted. From the point of view of producers of some proprietary software, SaaS reduces the

concerns about unauthorized copying, since it can only be accessed through the Web, and by

definition no client software is loaded onto the end user's PC.

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 1.3COMPANY PROFILE

Alcance is a global leader in consulting, technology, and outsourcing and next-generation

services. We enable clients in more than 50 countries to outperform the competition and stay ahead of

the innovation curve. We provide enterprises with strategic insights on what lies ahead. We help

enterprises transform and thrive in a changing world through strategic consulting, operational

leadership, and the co-creation of breakthrough solutions, including those in mobility, sustainability,

big data, and cloud computing.

Alcance helps customers do business better by leveraging our industry-wide experience, deep

technology expertise, comprehensive portfolio of services and vertically aligned business model. Our

55+ dedicated emerging technologies ‘Centres of Excellence’ enable us to harness the latest

technology for delivering business capability to our clients.

Alcance is globally recognized for its innovative approach towards delivering business value and

its commitment to sustainability. Alcance champions optimized utilization of natural resources,

capital and talent. Today we are a trusted partner of choice for global businesses looking to

‘differentiate at the front’ and ‘standardize at the core’ through technology interventions.

In today’s world, organizations will have to rapidly reengineer themselves and be more

responsive to changing customer needs. Alcance is well positioned to be a partner and co-innovator to

businesses in their transformation journey, identify new growth opportunities and facilitate their foray

into new sectors and markets.

OPERATIONS:

➢ Corporate & Investment Banking Includes Capital Markets, Debt & Finance and Corporate

& Institutional Banking. Capital Markets encompass equities, commodities, fixed-income,

Forex, derivatives and structured products.

➢ Asset Management Alcance Global Asset Management is the 14th largest asset management

firm in the world with $734 billion in assets under management as of September 30,

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 2012. Subsidiaries include Alcance Asset Management, Harris Associates, Loomis Sayles,

Nexgen FS and Reich & Tang.

➢ Private Equity & Private Banking Alcance Private Banking unit includes Banque Privee.

➢ Services Business lines include insurance, securities, financial guarantees, and consumer

finance.

➢ Receivables Management (offered through its Co-face subsidiary). Coface deals in risk

analysis, supporting corporates in account receivables.

CAREERS OF ALCANCE TECHNOLOGIES:

Flash Programmer:

Job Responsibilities:

➢ Candidates with good working knowledge in Action script 1.0, 2.0 & 3.0. will have an

advantage.

➢ Candidate should be strong in fundamental programming and oops concept. Candidate should

have strong analytical and logical reasoning skills.

➢ Candidate must possess expertise in photo shop, xml with loadvars, communicating with

server side, should be able to handle graphics and animation with programming, should be

able to understand and analyze the storyboard then implement the script according to it.

➢ Knowledge in flash game engine will be an added advantage.

Flash 2D Animator:

Job Responsibilities:

➢ Candidates should have good knowledge in tracing of images and giving exact color to them.

Should be an expert in using all animation tools. Should have good knowledge in setting time

frames for animations, should be able to design a character of their own according to the story

board given to them and also create perfect BG for that.

➢ Candidate should be a good visualize with excellent creativity, which is mandatory. Graduates

who posses B.F.A degree is preferred for this position.

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Job Responsibilities:

➢ Candidates should have good creativity, should be able to create new concepts for game

development. Candidates must have good free hand drawing skills. Knowledge in flash is

mandatory. Should be a good visualize and also who is interested in games.B.sc Visual

communication graduates fresh/experienced can apply.

PHP Programmers:

Job Responsibilities:

➢ Candidates with good knowledge in php programming with good template designing skills

using cs, should have strong knowledge in MySql queries with knowledge expertise in

validation of the website using JavaScript and also strong knowledge using Ajax.

➢ Candidates who have worked in projects using content management system such as drupal,

Joomla is an added advantage.

Artist:

Job Responsibilities:

➢ Candidates who are expert in free hand drawing skills with flash working knowledge is

mandatory. Should be able to visualize the script and create a background according to it.

Should have thorough knowledge in using all three types of animation.

➢ Graduates who possess B.F.A degree will be preferred for this position.

Content Writers:

Job Responsibilities:

➢ Candidates with good writing skills in English, and experience in content writing is

mandatory.

➢ Candidates with knowledge in Foreign Languages such as French, Arabic, Polish, Swedish,

German, and Japanese will be an added advantage.

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Achievements

Our success and business model has been recognized and rewarded repeatedly since its inception.

These awards demonstrate our dedication and commitment to our clients and consultants. Every

referral or opportunity for repeat business represents recognition for a job well done more than any

award. We offer sincere thanks to our clients and partners for allowing us the privilege of doing what

we love and serving alongside you. We are proud to share some of our recognition for building a great

company with a culture that empowers our people to deliver results.

This year's employers were divided among five different categories — extra small, small, medium,

large and extra large — and were selected based on survey responses provided by employees. The

Alcance Best Places to Work surveys and the subsequent scoring of responses were provided in

partnership with Quantum Workplace.

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 1.4 NEED OF THE STUDY

The study is vey useful to analyse the present communication system and find out the problems of this

system. It can be suggest a solution for the problem and meaure the upward and downward system

used in this system.The main purpose of the study is to find out the various communication system

used in this company. Every company has faced the communication problem among the employees in

various levels.

Effective communication is the basic ingredient of effective management. Business executives spend

much of their time in communicating. It is said that executives spend nearly 70% of their time in

communication. Communication is needed in the area of orientation to make the people acquainted

with peers, Superiors and with the company’s rules and regulations.

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 1.5 OBJECTIVES OF THE STUDY

The primary objective of this study was to study the Communication practices alcance

technology.

1. To study and understand the structure and functioning of alcance technology

2. To understand the personal profile of the respondents.

3. To find out the means and media used in communication system.

4. To find out barriers of communication system.

5. To analysis the management’s and trade unions role in communication system.

6. To understand the types of communication (Upward, downward lateral.

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 1.6 SCOPE OF THE STUDY

This study helps to understand the present communication system among employees and based on the

study the company will come out with new ideas to reduce the problems in present communication

system. This study applicable in all departments of the company.

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 1.7 REVIEW OF LITERATURE

A literature review or narrative review is a type of review article. A literature review is a scholarly

paper, which includes the current knowledge including substantive findings, as well as theoretical and

methodological contributions to a particular topic. Literature reviews are secondary sources, and do

not report new or original experimental work. Most often associated with academic-oriented

literature, such reviews are found in academic journals, and are not to be confused with book

reviews that may also appear in the same publication. Literature reviews are a basis for research in

nearly every academic field.

A narrow-scope literature review may be included as part of a peer-reviewed journal article

presenting new research, serving to situate the current study within the body of the relevant literature

and to provide context for the reader. In such a case, the review usually precedes the methodology and

results sections of the work.

Producing a literature review may also be part of graduate and post-graduate student work, including

in the preparation of a thesis, dissertation, or a journal article. Literature reviews are also common in

a research proposal or prospectus (the document that is approved before a student formally begins a

dissertation or thesis).

Before the entering into the empirical study, we may throw a little light on the existing literatures on

the management of working capital. During the last few decades, several studies have been conducted

both in India as well as abroad regarding the various aspects of working capital management.

JOURNAL REVIEW:

Pigors (1949) published Effective Communication in Industry, which introduced a collaboration

model for management and employees. Pigor thought that effective communication could only result

if produced through a joint process between the management and employees His research indicated

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that employees were just as important to the success of internal communication as were the leaders of

the company.

Research by Hunt and Ebeling (1983) examined the implementation of an "organizational

communication intervention program" at a medical manufacturing facility. The Hunt and Ebeling

study included two research questions. The research questions inquired whether the levels of

satisfaction would improve following the implementation of the structured communication program.

They also examined levels of productivity in relation to the implementation of the communication

program. The ten-week longitudinal study included 90 members of a work unit.

The researchers observed ten weekly meetings where management lectured to front line

employees. These employees also completed several attitude and job satisfaction questionnaires. The

intent of the intervention program was to "communicate, downward management to the members"

and included specific information on the unit's performance, their role in relation to the plant, and the

plant's relation to the overall company .

While results for productivity were mixed, they found a significant relationship between the

communication program and job satisfaction. However, it was also noted that the communication

program was only one contributing factor to satisfaction and the satisfaction level is also the result of

employees feeling appreciated.

Adler & Rodman (1985) described communication as the process of human beings responding to the

symbolic behaviour of others. However, that definition recognizes both the process and the

behavioural interaction of the persons engaged in the communication act.

King et al. (1988) study showed that, "consistently strong and positive relationships exist between the

communication employees report receiving from their supervisors and their satisfaction with both

supervision and the job in general" (p. 41). These results were expected as previous research had

already found these correlations.

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Rainnie (1989) acknowledges that among the challenges of employee communication in small

businesses are autocratic management styles, “team spirit” that leads to group think, and common

characteristics of entrepreneurship, such as individualism and independence, which are not conducive

to healthy, vertical communication. The management style used by small business owners and

managers will influence the success of organizational communication.

Kahn (1990) conducted a thorough study on the psychological reasons for employees engaging or

disengaging themselves in the workplace. He found that employees would engage themselves in

situations that were psychologically meaningful, situations in which they were psychologically

available, and situations were they felt psychologically safe. While he thoroughly explains each of the

three conditions, the study fails to explain how organizations can create these conditions. In addition

this study does not examine the relationship between internal communication and employee

engagement.

Kreps (1990) defined organizational communication as the process whereby members gather

pertinent information about their organization and the changes occurring within it. Generally

organizational communication has two objectives. The primary objective is to inform the workforce

about their tasks and the policy issues of the organization. Organizational communication is defined

as “transmitting news about the work from organization to employees and through employees .The

second goal of organizational communication is to construct a community within the organization

According to Grunig’s (1992) study of excellence in organizational communication, the employee

communication function is either led by public relations officers or human resources officers—with

larger organizations favoring the public relations approach and smaller organizations favoring the

human resources approach. The human resources office is traditionally responsible for

communicating to employees about benefits and company orientation.

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Dobos (1992) studied gratification models of satisfaction and choice of communication channels.

Telephone interviews were conducted across 241 organizations in the United States. Dobos believed

that organizational communication served three basic functions: production, maintenance, and

innovation or adaptation. Production communication concentrates on task-related information.

Maintenance communication refers to, "the development and maintenance of relationships and the

promotion of member integration and teamwork" .The third function of innovation or adaptation

communication focuses on generating new ideas for improving current processes and procedures as

well as supporting adaptation to change .Dobos found that the gratifications obtained significantly

improved explanations of satisfaction and choice of communication channel .This supports that an

employees satisfaction and channel choice will be consistent with the communication channels used

in the past.

Bedi (1996) contends that employees’ perceptions of policies and initiatives are vital to establishing

healthy dialogue and swift, curative action. Imperative to the communication process is dialogue in

both the hierarchical and grassroots directions. Since employees sometimes remain silent during

meetings for fear of reprisal or ridicule, methods are needed to increase honest employee feedback as

a gauge of employee reaction to company policies and activities.

Argenti (1998) writes of changes in organizations that affected the workplace and, in turn,

employees. He wrote, "the overall environment is more competitive than ever before, more global

than in the past, and more interdependent on other organizations.. .These changes put pressure on

today's employees and create the need for a more coordinated approach to employee

communications". To deal with these changes, a study conducted by the Conference Board, a business

membership and research organization, asked managers from over 200 companies what they

considered effective employee communication.

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The board believed that effective communication should: improve morale, create a positive

relationship between employees and management, inform employees about internal changes, explain

employee benefits, and increase understanding about the organization's goals and culture (Troy,

1988). These goals demonstrated the beginning of a shift from simple one-way communication

toward the development of strategic communication plans. Argenti identified issues in employee

communication, the function of key players, and two-way communication, but research on the

relationship between employees and internal communication had yet to be explored.

Asif and Sargeant (2000) sought to define effective communication processes and develop a model

for internal communication. Although they provided no research questions or hypotheses, they stated

that the purpose of their study was "to explore a variety of internal communication issues within the

context of two major High Street Banks". Their qualitative approach included personal interviews

with 31 employees over a period of six months. Through these interviews they found that effective

internal communication produced six key outcomes: shared vision; job satisfaction; service focus;

empowerment; commitment; and loyalty.

Asif and Sargeant (2000) were able to identify new variables for internal communication. These

variables were more complex in nature by going beyond measures of job satisfaction. The study

introduced new relationships between internal communication and employees and therefore

demanded the examination of these additional variables. However, the study did not explore whether

a link between these new variables and employee engagement existed.

According to the 2002 Fleishman-Hillard survey of employee communication practices and the

2002 Mercer Human Resource Consulting “People at Work” survey, communication is vital to

employee retention. Manager accountability for communication is critical. Best Practices in Employee

Communication included the use of innovative technologies to engage employees and the use of staff

feedback. These findings further support the use of multiple communication channels in the employee

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communication mix. Print newsletters and intranet sites are the most common communication forms,

along with e-mail, voice mail, television, and audio and video streaming. Incentives, training and two-

way communications are valued.

Bado (2002) maintains that to engage employees and incite interest in profitability, performance

information must be shared in an exciting and interesting manner. Abstract financial figures should be

communicated through a practical, creative and interactive approach. Specifically, 1) connect the

“numbers” to real-life experiences; 2) get creative by making it fun, interactive and engaging; 3) build

a line-of-sight from daily work to the big numbers; and 4) play mini-games with visual scoreboards.

According to the 2002 Fleishman-Hillard survey of employee communication practices and the

2002 Mercer Human Resource Consulting “People at Work” survey, documenting communication’s

contribution to bottom-line results was the most sought-after result of communication strategies or

imperative.

Watson Wyatt Worldwide (2003) illustrated that organizational communication can drive business

results. The results of the study of predominantly large organizations showed that companies with the

most effective employee communication programs provided a 26 percent total return to shareholders

from 1998 to 2002 and were associated with lower turnover rates than other organizations. The study

identified nine communication dimensions that can be directly linked to an increase in company

value; three are associated with the largest increase in value: “driving managers’ commitment to

effective communication, having a formal communication process in place and creating a clear ‘line

of sight’ between business objectives and employees’ jobs” (Yates, 2004, p. 8).

Lyman (2003) reports that a strong trust-based relationship between employees and management

built on open communication has resulted in “superior financial performance” for the 100 Best

Companies to Work for in the U.S. For every year that the “100 Best” list has been published in the

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U.S., the Great Place to Work® Institute has sought independent analyses of the financial

performance of publicly traded 100 best companies compared with other companies contained in

various market indices.

The 100 best experience significantly higher levels of financial performance, and in general have

about half the turnover of other companies in their industries.

According to Ngwenyama (2003), Slack & Parent, (2006) and Smith, (2004) in different research

studies, they found that value frameworks that the validity of evaluating and measuring the cultural

dimensions that are general across organizations, as well as estimating culture forms and kinds are

relative to other variables (Howard 1998). That method permits and allows understanding the

principles and values that underlying the organization cultures and to proceed the accomplishment

and action to connect and communicate within organization that wanted to improve its incomes.

However, the four culture sorts of developmental, rational, group and hierarchical adapted and

discussed in this study somehow in relation to communication as it looks for the most used

communication channels based on organizational culture awareness competency

According to Blundel (2004), communication is a tool used by humans in their daily communication

and collaboration. Essentially, communication is a process where information is transferred between

the sender and the receiver. Perfect or clear message exchange between managers and employees that

is a indication of good communication and in order for the information to be transmitted successfully

to another individual, the receiver, needs to know which good communication channel in the

contemporary era.

Hansen (2004) says that when managers are unsatisfying in resolving a communication problem, this

becomes an operational serious mistake and lowers the effectiveness of the communication tools.

Another key factor of relationships between manager and employee is the channel which is used by

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managers to send information to the employees. It is not sufficient to communicate through emails or

voicemails all the time. There are periods when employees need to interact physically with their

superiors. Face-to-face contact helps to respond too many of unanswered questions. Therefore, lower

communication channels such as emails, especially when the information may have a higher

ambiguity or equivocality, can often times create levels which may result into making organization

employees unhappy

According to a Watson Wyatt (2004) study, "organizations that communicate effectively use

technology to amplify their messages" .They found that at organizations who were rated as highly

effective in communication had employees who used the Web to "communicate, collaborate, and

share resources" .In addition these organizations continually use the technology to provide employees

with important information about the business and their benefits. Highly effective organizations

utilized the web and Internet at a rate of 54.7% compared to others. They are also share information

on total retirement income projections and total compensation using the same technology.

O’Hair, et al. (2005) explains that the exchange of information between superiors and subordinates

carries understanding competency between them. The understanding competency is described as

shared meanings and mutual understandings resulting from interpreting messages in the same manner

by manager and employee, influenced by the richness communication tools of sources of information.

Whitworth and Riccomini (2005) state that “The better the managers’ communication, the more

satisfied the employees were with all aspects of their work life,” which ultimately translates to higher

performance and an impact on the bottom line for the company.

Elving (2005) proposed a conceptual framework to study communication in organizations

experiencing change. Six propositions were developed that all simultaneously influence readiness for

change. The level of readiness in this framework indicates the degree of effectiveness of change. The

first proposition stated that low level of resistance to change or high level of readiness for the change

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is an indicator for effective organizational change. The second proposition stated that communication

needs to inform the organizational members about the change and how that change will alter the

individual’s work. The third proposition advocated that communication should be used to create a

community which will increase commitment, trust, and identification with the organization and

management. The next proposal looked at uncertainty in that high levels of uncertainty will have a

negative effect on readiness to change. The fifth proposition focused on the effect of downsizing

creating loss of jobs and feelings of job insecurity affecting readiness to change. The last proposition

was related to fourth and fifth propositions which stated that communication will show impact on

feelings of uncertainty and job insecurity.

According to Hammonds (2005), employee engagement scores are directly linked to profitability

and account for 1 to 10 percent of company earnings. Employee performance must be connected to

profitability indicators, such as customer loyalty, quality and employee replacement costs. Effective

organizational communication, regardless of organization size, starts with formal communication

processes, leveraged by technology and employee preferences for communication media, coupled

with a rewards program that uses employee feedback to ensure that employees see how their daily

work activities contribute to the overall success of the organization.

According to Kaplan and Norton (2005), one approach to developing business alignment is to adopt

the Balanced Scorecard and its associated tools to help managers better communicate strategy to their

employees and to guide and monitor the execution of that strategy. Some companies, of course, have

achieved better, longer lasting improvements than others.

The organizations that have managed to sustain their strategic focus have typically established a

new corporate-level unit to oversee all activities related to strategy: an office of strategy management

(OSM). The OSM coordinates an array of tasks: 4 Communicating corporate strategy, ensuring that

enterprise-level plans are translated into the plans of the various units and departments. 4 Executing

strategic initiatives to deliver on the grand design. 4 Aligning employees’ plans for competency

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development with strategic objectives. 4 Testing and adapting the strategy to stay abreast of the

competition.

The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an

integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use

the BSC as the framework for their strategy management systems, the lessons of the OSM are

applicable even to companies that do not use it.

Lastly, Van der Meijden and Veenman (2005) in their study state that employees are more gratified

with exhausting face-to-face communication as compare to computer-mediated communication in a

business company like Sulfo Rwanda Industries.

Keller, Lynch, Ellinger, Ozment, and Calantone (2006) wrote that, "internal marketing adopts the

traditional tools of marketing to develop and distribute job products to employees, (the) internal

customers". They defined job products as: information, knowledge, physical and social environment,

and tools necessary to employees to successfully perform their job while also achieving

organizational and personal goals .Keller et al. also introduced "internal promotion" as effective

internal communication through the use of face-to-face interactions, recognition, and rewards. Their

study found that by treating employees with the same customer service level provided to external

customers and applying traditional marketing strategies, there was an increase in employee

satisfaction.

According to Grunig (2006); Toth (2007), a symmetrical system of communication channels in the

company increases employees’ satisfaction with their jobs and with the company. Therefore,

communication channels will have no good practices unless organizations have a participative rather

than dictatorial culture and decentralized, less stratified (organic) structure rather than a centralized,

stratified (mechanical) structure.

27
According to Pandey and Garnett (2006), most organizations place a high value on effectiveness of

employee performance in an organization. One of the strategic ways to reach organizational

effectiveness is the ability of managers to communicate with purpose and direction to the employees.

Communication is defined as the exchange of information between people, by means of speaking,

writing, or using a common system of signs or behavior

An & Frick (2006) in addition explain that face-to-face communication plays an important role in

connecting people to ambiguous jobs, creating choice and concluding compound responsibilities.

In 2007, Watson Wyatt conducted a study on employee perspectives on health care. The study

examined "how employees view, learn about, use and pay for health care" in addition to "employee

views on plan design, health improvement programs, provider quality, communication and behavioral

change" .They found that when it came to communication on their health benefits, employees

preferred specific communication channels over others. They rated mail sent to their home at most

preferred, followed print materials at work, the Internet, face-to-face, and least desired are

conversations with the Human Resource department.

Hayase (2009) has investigated about Internal Communication in Organizations and Employee

Engagement.

The objective of the study was to find out whether there is a correlation between internal

communication and employee commitment. The study used quantitative research (survey) which

distributed to all of communication, journalism and media studies, and Business administration

classes offered at the University of Nevada, Las Vegas. Results showed that there is a significant

positive correlation between factors of internal Communication and factors of employee commitment.

28
Dexter (2013) investigated in the study on Organizational Communication Channels and the

Relationship to Employee Resistance to Change Initiatives: Customer Relationship Management

(CRM) Organization at Capella University. The objective of the study was to report a management

problem or dilemma concerning in which communication channels should organizations put into

manage employee resistance during CRM implementations.

The study find that as procedure of particular communication channels, such as e-mail,

telephone/conference bridge, instant messaging, and face-to-face interactions improved, there was a

trend for resistance to modify within the same measurement to be dropped. But, results were not

included in terms of observing at resistance to modify as a complete. However, the recent study

examines the relationship between three competencies and communication channels as well as

determines the most used among the seven communication channels in Sulfo Rwanda Industries

Limited between superiors and subordinates.

29
 1.8RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research problem. It gives an idea about

various steps adopted by the researcher in a systematic manner with an objective to determine various

manner. Research refers to search for knowledge. It is the voyage of discovery form known to

unknown. Every research should have a well-defined methodology which staff relevance of study, the

methods applied and evaluation techniques so on.

METHODS OF DATA COLLECTION

In order to meet the objective of the study the data was collected with the help of primary and

secondary source only.

Primary data

Primary data being collected by researcher through structured questionnaire. About 100

questionnaire were circulated.

Secondary data

Secondary data is based on second hand information, once the primary data put into use the

original character disappear and data becomes secondary. In this study facts were collected from the

company records, Journals etc.

SAMPLE SIZE

The sample size selected for the study is 100 respondents. The respondents are selected by

simple random sampling method.

DATA ANALYSIS

The data collected from the questionnaire was analysed using percentage Analysis method.

The collected data is arranged in Tables, Graph is prepared for easy understanding.

30
STATISTICAL TOOLS USED

The researcher used,

➢ Percentage analysis.

➢ ANOVA TEST

➢ Correlation.

PERCENTAGE METHOD

In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula

No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents
ANOVA TEST
The purpose of this paper is to explain the login and vocabulary of one-way analysis of
variance (ANOVA). The null hypothesis tested by one-way ANOVA is that two or more population
means are equal. The questionnaire is whether (H0) the population means may equal for all group and
that the observed difference in sample means are due to random sampling variation or (H1) the
observed differences between sample means are due to actual differences in the population means.

CORRELTION ANALYSIS

Corxton and Cowden defined the correlation as “The relationship of quantitative nature. The
appropriate statistical tool for discovering and measuring the relationship and expressing it in brief
formula is known as correlation”
Correlation is a statistical measurement of the relationship between two variables. Possible
correlations range from +1 to –1. A zero correlation indicates that there is no relationship between the
variables. A correlation of –1 indicates a perfect negative correlation, meaning that as one variable
goes up, the other goes down. A correlation of +1 indicates a perfect positive correlation, meaning
that both variables move in the same direction together.

31
 1.9 LIMITATIONS OF THE STUDY

The study of the project is limited to the extent of the following short comings

1. The study conducted in alcance technology., it is not applicable to other organisation.

2. The study was limited to 100 respondents.

3. Respondents’ co-operation was another problem.

4. The workers had suspicion that top management conducts the study.

32
 CHAPTER 2

DATA ANALYSIS AND INTERPRETATION

33
 2.1DATA ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS

TABLE – 2.1TABLE SHOWING AGE OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Below 30 Years 15 15.0

2 30 – 45 Years 35 35.0

3 Above 45 Years 50 50.0

TOTAL 100 100

Inference

Out of 100 respondents, 15% are up to below 30 years, 35% between 30 and 45 years and
50% are above 45

Chart No: 2.1 (A) Chart showing age of the respondents

60

50

40

30

20

10

0
Below 30 Years 30– 45 Years Above 45 Years

34
 TABLE –2.2 TABLE SHOWING SEX WISE CLASSIFICATION OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Male 80 80.0

2 Female 20 20.0

TOTAL 100 100

Inference

It is inferred from the above table that 80% are male respondents and 20% female respondents.

Chart No:2.2(A) Chart Showing sex wise classification of the respondents

90
80
70
60
50
40
30
20
10
0
Male Female

35
TABLE–2.3 TABLE SHOWING MONTHLY INCOME WISE CLASSIFICATION OF THE
RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 1000 – 2000 18 18.0

2 2000 – 5000 37 37.0

3 5000 and above 45 45.0

TOTAL 100 100

Inference

It can be inferred from the above table that 18% of respondents come between income group
1000 – 2000, 37% between 2000 – 5000, and 45% 5000 and above.

Chart No: 2.3(A) Chart showing monthly income wise classification of the respondents

50
45
40
35
30
25
20
15
10
5
0
1000-2000 2000-5000 5000 and above

36
TABLE – 2.4 TABLE SHOWING YEARS OF SERVICE OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Below 5 years 6 6.0

2 6 – 10 years 12 12.0

3 10 – 15 years 42 42.0

4 15 above 40 40.0

TOTAL 100 100

Inference

From the above table it is found that respondents whose service up to below 5 years is 6%,
12% between 6 – 10 years, 42% between 10 – 15 years and 40% above 15 years.

Chart No: 2.4(A) Chart showing years of service of the respondents

45
40
35
30
25
20
15
10
5
0
Below 5 Years 6 – 10 Years 10-15 Years 15 above

37
TABLE – 2.5 TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Married 75 75.0

2 Un married 25 25.0

TOTAL 100 100

Inference

It is understood from the table that 75% of respondents are married and 25% unmarried.

Chart No: 2.5 (A) Chart showing marital status of the respondents

80

70

60

50

40

30

20

10

0
Married Un married

38
TABLE – 2.6 TABLE SHOWING EDUCATION LEVEL OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 High school 27 27.0

2 Secondary 43 43.0

3 Diploma 10 10.0

4 Degree 20 20.0

TOTAL 100 100

Inference

It is understood from the table that 27% of the respondents have high school education, 43%
Higher secondary education, 10% are diploma holders and 20% are degree holders.

Chart No: 2.6(A) Chart showing education level of the respondents

50
45
40
35
30
25
20
15
10
5
0
High school Secondary Diploma Degree

39
 TABLE –2.7 TABLE SHOWING JOB WISE CLASSIFICATION OF THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Clerical 25 25.0

2 Supervisor 25 25.0

3 Workmen 50 50.0

TOTAL 100 100

Inference

From the above table it can be inferred that 25% of respondents have clerical post, 25% are
supervisors and 50% workmen.

Chart No: 2.7 (A) Chart showing job wise classification of the respondents

60

50

40

30

20

10

0
Clerical Supervisor Workmen

40
TABLE – 2.8TABLE SHOWING COMMUNICATION OF JOB INSTRUCTIONS BY THE
MANAGEMENT

S. No. Particulars No. of Respondents Percentage

1 Written 40 40.0

2 Oral 35 35.0

3 Both written and oral 25 25.0

TOTAL 100 100

Inference

The above table shows that 40% of respondents are getting written job instructions, 35%
orally and 25% both written and oral.

Chart No:2.8(A) Chart showing communication of job instructions by the management

60

50

40

30

20

10

0
Written Oral Both written and oral

41
 TABLE – 2.9TABLE SHOWING SOURCE OF GETTING CHANGE JOB INSTRUCTION
BY THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Notice Board 30 30.0

2 Circular 28 28.0

3 Supervisor 32 32.0

4 Co-workers 10 10.0

TOTAL 100 100

Inference

It can be inferred from the above table that 30% of respondents are getting revised job
instruction through notice board, 28% through circulars, 32% supervisor and 10% co-workers.

Chart No: 2.9(A) Chart showing source of getting change job instruction by the respondents

35

30

25

20

15

10

0
Notice Board Circular Supervisor Co-workers
1 2 3 4

42
 TABLE–2.10TABLE SHOWING RESPONDENTS OPINION ABOUT NOTICE BOARD

No. of
S. No. Particulars Percentage
Respondents

1 Sufficient & placed in proper 35 35.0

place

2 Sufficient & not placed in proper 65 65.0

place

TOTAL 100 100

Inference

From the above table 35% of respondents have opinion that notice board is sufficient and placed in
proper place, 65% opinion that it is sufficient but not placed in proper place.

Chart No: 2.10 (A) chart showing respondents opinion about notice board

70

60

50

40

30

20

10

0
Sufficient & placed in proper place Sufficient & not placed in proper place
1 2

43
 TABLE – 2.11TABLE SHOWING SOURCE OF GETTING THE POLICIES AND ORDERS
OF THE ORGANISATION BY THE RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Audio – visual aids 10 10.0

2 Notice Board 55 55.0

3 House Magazines 12 12.0

4 Hand book 23 23.0

TOTAL 100 100

Inference

It is inferred from the above table that 10% of employees are getting the policies and orders of
organisation thorough audio-visual aids, 55% through notice board, 12% house magazines and 23%
handbook.

Chart No:2.11 (A) Chart showing source of getting the policies and orders of the organisation
by the respondents

60

50

40

30

20

10

0
Audio – visual aids Notice Board House Magazines Hand book

44
 TABLE – 2.12 TABLE SHOWING OBSERVATION OF NOTICE BOARD BY
RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Daily 48 48.0

2 Once a week 35 35.0

3 Once in a month 15 15.0

4 Never 2 2.0

TOTAL 100 100

Inference

The above table shows that 48% respondents observe notice board daily, 35% once a week,
15% once in a month and 2% never observe.

Chart No:2.12 (A) Chart showing observation of notice board by respondents

60

50

40

30

20

10

0
Daily Once a week Once in a month Never

45
 TABLE – 2.13 TABLE SHOWING COMMUNICATION OF MANAGEMENT WITH
RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Supervisors 25 25.0

2 Notice board 65 65.0

3 Meetings 10 10.0

TOTAL 100 100

Inference

25% of the respondents have opinion that management communicates with them through
supervisors, 65% notice board and 10% through meetings.

Chart No:2.1 (A) Chart showing communication of management with respondents

70

60

50

40

30

20

10

0
Supervisors Notice board Meetings

46
 TABLE – 2.14 TABLE SHOWING CHANNELS FOR GRIEVANCE HANDLING

S. No. Particulars No. of Respondents Percentage

1 Supervisors 25 25.0

2 Personnel officer 15 15.0

3 Head of department 25 25.0

4 Trade union 35 35.0

TOTAL 100 100

Inference

The above table shows that 25% of respondents send grievances to supervisors, 15% to
personnel officer, 25% to head of department and 35% trade union.

Chart No: 2.14(A) Chart showing channels for grievance handling

40

35

30

25

20

15

10

0
Supervisors Personnel officer Head of department Trade union

47
 TABLE – 2.15 TABLE SHOWING MEDIA FOR GRIEVANCES HANDLING

S. No. Particulars No. of Respondents Percentage

1 Oral complaint 65 65.0

2 Written report 35 35.0

TOTAL 100 100

Inference

It can be inferred from the above table that 65% of respondents send grievances orally and
35% by written reports.

Chart No: 2.15 (A) Chart showing media for grievances handling

70

60

50

40

30

20

10

0
Oral complaint Written report

48
 TABLE – 2.16 TABLE SHOWING RESPONDENTS OPINION ABOUT SUGGESTION
SCHEME

S. No. Particulars No. of Respondents Percentage

1 Free to suggest 25 25.0

2 To some extent 65 65.0

3 Not free to suggest 10 10.0

TOTAL 100 100

Inference

It is found from the above table that 25% of respondents are free to suggestion ideas for the
development of industry, 65% to some extent and 10% not free to suggest ideas.

Chart No:2.16 (A) Chart showing respondents opinion about suggestion scheme

70

60

50

40

30

20

10

0
Free to suggest To some extent Not free to suggest
1 2 3

49
 TABLE – 2.17 TABLE SHOWING RESPONDENTS OPINION ABOUT FREQUENCY OF
SUGGESTION

S. No. Particulars No. of Respondents Percentage

1 Frequently 33 33.0

2 Sometimes 50 50.

3 Never 17 17.0

TOTAL 100 100

Inference

The above table shows that 33% of respondents frequently send ideas to the supervisor, 50%
only sometimes and 17% never.

Chart No:2.17 (A) Chart Showing respondents opinion about frequency of suggestion

60

50

40

30

20

10

0
Frequently Sometimes Never

50
TABLE – 2.18 TABLE SHOWING RESPONDENTS OPINION ABOUT CO-OPERATION
AMONG THE CO-WORKERS

S. No. Particulars No. of Respondents Percentage

1 Helpful 60 60.0

2 Some extent 30 30.0

3 Not helpful 10 10.0

TOTAL 100 100

Inference

It is inferred from the above table 60% of respondents have helpful co-operation from co-
workers, 30% to some extent and for 10% no help from co-workers.

Chart No:2.18 (A) Chart showing respondents opinion about co-operation among the co-
workers

70

60

50

40

30

20

10

0
Helpful Some extent Not helpful

51
TABLE -2. 19TABLE SHOWING PROBLEMS IN PRESENT COMMUNICATION SYSTEM

S. No. Particulars No. of Respondents Percentage

1 Information improper 25 25.0

2 Not given in time 70 70.0

3 Language problem 3 3.0

4 Others 2 2.0

TOTAL 100 100

Inference

It can be inferred from the above table that 25% have opinion that information is improper,
70% not given in time, 3% language problem and 2% others.

Chart No:2.19 (A) Chart showing problems in present communication system

80

70

60

50

40

30

20

10

0
Information improper Not given in time Language problem Others

52
TABLE – 2.20 TABLE SHOWING REASONS FOR NOT SEEING NOTICE BOARD BY THE
RESPONDENTS

S. No. Particulars No. of Respondents Percentage

1 Not in visible place 38 38.0

2 No time 42 42.0

3 Language problem 15 15.0

4 Others 5 5.0

TOTAL 100 100

Inference

It is inferred from the above table 38% of respondents have opinion that it is not in visible
place 42% have no time, 15% language problem and 5% others.

Chart No:2.20 (A) Chart showing reasons for not seeing notice board by the respondents

50
40
30
20
10
0
Not in visible place No time Language problem Others
1 2 3 4

53
 TABLE – 2.21 TABLE SHOWING RESPONDENTS OPINION ABOUT CONSIDERATION
OF SUGGESTION BY THE MANAGEMENT

S. No. Particulars No. of Respondents Percentage

1 Consider 25 25.0

2 Some times 60 60.0

3 Never 15 15.0

TOTAL 100 100

Inference

It is found that 25% of respondents have opinion that the management considers their
suggestion, 60% opinion only sometimes and 15% never.

Chart No:2.21 (A) Chart showing showing respondents opinion about consideration of
suggestion by the management

70
60
50
40
30
20
10
0
Consider Some times Never
1 2 3

54
TABLE – 2.22TABLE SHOWING RESPONDENTS OPINION ABOUT TRADE UNION AS A
MEDIA FOR COMMUNICATION

S. No. Particulars No. of Respondents Percentage

1 Yes 64 64.0

2 No 36 36.0

TOTAL 100 100

Inference

It can be inferred that 64% respondents have opinion trade union is a good media for
communication and 36% opinion that it is not a good media.

Chart No:2.22 (A) Chart showing respondents opinion about trade union as a media for
communication

70

60

50

40

30

20

10

0
Yes no

55
 TABLE – 2.23

TABLE SHOWING SUGGESTION FOR IMPROVING THE EXISTING

COMMUNICATION SYSTEM BY WORKERS

No. of
S. No. Particulars Percentage
Respondents

1 By forming communication 30 30.0

committee

2 Conducting more meetings 31 31.0

3 Magazines 22 22.0

4 Others 17 17.0

TOTAL 100 100

Inference

The above table shows 30% of respondents have opinion that by forming communication
committee trade union can improve the existing communication system, 31% by conducting more
meetings, 22% by magazines and 17% others.

Chart No:2.1 (A) Chart showing suggestion for improving the existing communication system
by workers

35

30

25

20

15

10

0
By forming communication Conducting more meetings Magazines Others
committee

56
TABLE NO 2.24-CORRELATIONS BETWEEN AGE OF THE RESPONDENTS AND

MONTHLY INCOME OF RESPONDENTS

CORRELATION

The Pearson correlation coefficient is used to measure the strength of a linear association between age

of the respondents and monthly income of respondents

Research hypothesis

There is a relationship between age of the respondents and the monthly income of the employee.

Null hypothesis

There is no relationship between age of the respondents and the monthly income of the employee.

Statistical test

Correlation was used the above hypothesis

Correlations

Age Monthly Income

Age of the respondents Pearson Correlation 1 -.192*

Sig. (2-tailed) .016

N 150 150

Educational Qualification Pearson Correlation -.251* 1

Sig. (2-tailed) .016

N 150 150

*. Correlation is significant at the 0.05 level (2-tailed).

INFERENCE

Hence the significance occurs 0.16 so H0 is rejected

RESULT

The above table there is a correlation value is 1. So it is a perfect positive correlation.

57
 TABLE NO 2.25-CORRELATIONS BETWEEN MANAGEMENT COMMUNICATE AND

THEIR IMPROVE THE EXISTING COMMUNICATION SYSTEM WITH WORKER

CORRELATION

The Pearson correlation coefficient is used to measure the strength of a linear association between

management communicate and their improve the existing communication system with worker.

Research hypothesis

There is a relationship between management communicate and their improve the existing

communication system with worker.

Null hypothesis

There is no relationship between management communicate and their improve the existing

communication system with worker.

Statistical test

Correlation was used the above hypothesis

Correlations

Improve the existing

communication system with
management worker.
communicate

annual salary Pearson Correlation 1 .758**

Sig. (2-tailed) .000

N 150 150

Motivation Pearson Correlation .758** 1

Sig. (2-tailed) .000

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE

Hence significance has a null value. HO is rejected.

RESULT

The above table there is a correlation value is 1. So it is a perfect positive correlation.

58
TABLE NO 2.26 -ONE-WAY ANOVA DIFFERENCE BETWEEN OF THE RESPONDENTS

AND MONTHLY INCOME OF RESPONDENTS

Research hypothesis

There is a difference between age of the respondents and their monthly income of the employee.

Null hypothesis

There is no difference between age of the respondents and the monthly income of the employee.

Statistical test

One- way anova test was used the above hypothesis

ANOVA

Age

Sum of Squares df Mean Square F Sig.

Between Groups 2.985 4 .769 .925 .510

Within Groups 79.115 65 .851

Total 73.290 87

INFERENCE

Here the significance was occurs and has a value 0.510.hence H0 is rejected

RESULT

There is a significance difference between age of the respondents and the monthly income of the

employee

59
TABLE NO 2.27 ONE-WAY ANOVA DIFFERENCE BETWEEN MANAGEMENT

COMMUNICATE AND THEIR IMPROVE THE EXISTING COMMUNICATION SYSTEM

WITH WORKER

Research hypothesis

There is a difference between management communicate and their improve the existing

communication system with worker.

Null hypothesis

There is no difference between management communicate and their improve the existing

communication system with worker.

Statistical test

One- way anova test was used the above hypothesis

ANOVA

management

communicate

Sum of Squares df Mean Square F Sig.

Between Groups 9.474 4 2.376 1.233 .187

Within Groups 254.766 85 2.462

Total 273.420 95

INFERENCE

Here the significance was occurs and has a value 0.187.hence H0 is rejected.

RESULT

There is a significance difference between management communicate and their improve the existing

communication system with worker.

60
 CHAPTER 3

RESULTS OF THE STUDY

61
 3.1FINDINGS

➢ The age of 50% of respondents belongs to the age 30 - 45years.

➢ The sex status of 80% of respondents belongs to male.

➢ The monthly income status of 45% of respondents belongs to 5000 and above

➢ The years of service of 42% of respondents belongs to 10 -15 years.

➢ The marital status of 75% of respondents belongs to married.

➢ The education level status of 43% of respondents belongs to secondary.

➢ The 50% of respondents belongs to workmen.

➢ The communication of job instructions by the management status of 40% of respondents

belongs to written.

➢ The source of getting change job instruction by the respondents status of 32% of respondents

belongs to supervisor

➢ The opinion about notice board of 65% of respondents belongs to sufficient & not placed in

proper place

➢ The getting the policies and orders of the organisation status of 55% of respondents belongs to

notice board .

➢ The observation of notice board status of 48% of respondents belongs to daily

➢ The communication of management of 65% of respondents belongs to notice board.

➢ The channels for grievance handling status of 35% of respondents belong to trade union.

➢ The media for grievances handling status of 65% of respondents belongs to oral complaint.

➢ The 65% of respondents opinion about suggestion scheme are into some extent

➢ The 50% of respondents opinion about frequency of suggestion are in sometimes

➢ The 60% of respondents opinion about co-operation among the co-workers in helpful

➢ The problems in present communication system of 70% of respondents belong to not given in

time.

➢ The reasons for not seeing notice board status of 42% of respondents belongs to no time.
62
➢ The 60% of respondents opinion about consideration of suggestion by the management are

some time

➢ The 64% of respondents opinion about trade union as a media for communication are yes

➢ The suggestion for improving the existing communication system by workers are 31% in

conducting more meetings

➢ A correlation between age and qualification value is 1. so it is a perfect positive correlation

➢ A correlation between reward and motivation of employee value is 1. so it is a perfect positive

correlation

➢ ANOVA analysis here the significance was occurs and has a value 0.510.hence h0 is rejected.

➢ ANOVA analysis there is no significant between age of the respondents and the monthly

income of the employee

➢ ANOVA analysis here the significance was occurs and has a value 0.187.hence h0 is rejected.

➢ ANOVA analysis there is no significant between management communicate and their improve

the existing communication system with worker.

63
 3.2 SUGGESTIONS

The following are the suggestions offered to the management of alcance technology

➢ Communication pattern in this organisation needs to be effective.

➢ New and effective means of communication can be adopted in the organisation.

➢ The media of communication (oral or written) can be made more effective.

➢ The workers in the plant side won’t notice the notice board because of changing shift

so one notice board should be kept near their work site.

➢ The company can make suggestion scheme more effective.

➢ More meetings should be conducted between management and workers for more

communication.

➢ Some workers are not aware about the company’s policies, Time officer functions, so

they must be well informed all these matters.

➢ Employee handbook should be made effective.

➢ The management should consider the suggestions of employees up to a certain extent.

➢ Upto date information should be given to the workers.

64
 3.3 CONCLUSION

Communication is important in an organisation, without communication there would be no

organisation. It is a vehicle through which the basic management functions are carried out. Managers

direct through communication, they co-ordinate through communication. The present study conducted

in alcance technology reveals that notice board play an important role, which is one media of

communication.It has been found that information given in time is important in the communication

system. 70% of respondents are not satisfied with the present communication system.Suggestion

scheme is essential for effective communication between management and employees. 60% of

respondents are of opinion that they are free to suggest ideas to some extent.

Without proper network of communication neither directing function can be operative nor

other functions of management can be performed successfully. Communication helps employees to

hold together, by making it react to each other.It is in this light that communication may be regarded

as ‘link function of management just like decision making’.

65
 BIBLIOGRAPHY

C.B. Mamoria –“ Personnel Management” Himalaya Publishing House, First Edition 1980

Kothari, C.R (2002), “research methodology methods and techniques”, vishwaprabhakaran,

New Delhi.

John D. Pectit - Business Communication Raymond V -All India Traveller Book Seller-Delhi,

Sixth Edition, 1996.

John W. Newstorn - ‘’Organisational Behaviour’’ Keith Davis P.H.O,Tata Mc Graw Hill

Publishing Company Ltd., New Delhi

Jane Whitney Gibson – ‘’Business Communication’’ Richard M Hodgetts Harper And Row

Publishers- Newyork

K.D. Gaur -‘’ Industries In Indian Economy’’P.J. Meshram Sar Up & Sons, New Delhi, 1994.

P.C. Tripathi – ‘’Personnel Management & Industrial Relations’’Sultan Chand & Sons – 1999,

Fourteenth Edition

Rajendra Pal & - ‘’Essentials Of Business Communication’’J.S Korlahali Sultan Chand And

Sons- New Delhi

WEBLIOGRAPHY
www.scribd.com
www.hrzone.com

66
APPENDIX

67
 A STUDY ON PRACTICE OF COMMUNICATION SYSTEM AMONG EMPLOYEES IN

ALCANCE TECHNOLOGY

1. Name :

2. Age : a) Below 30 years b)30 – 45years c) above 45 years

3. Sex : Male [ ] Female [ ]

4. Monthly Income : a) 1000 – 2000 b) 2000 – 5000 c) 5000 and above

5. Years of Service : a) Below 5 Years b) 6 – 10 years c) 11 – 15 years d) 15 and above

6. Marital status : a) Married b) Un married

7. Educational status : a) High school b) Secondary c) Diploma d) Degree

8. Category of job : a) Clerical b) Supervisor c) Workmen

9. How your job Instruction is communicated?

a)Written b)Oral c)Both written and oral

10. Specify the sources form which you are getting change job Instruction

a) Notice Board b) Circular c) Supervisor d) Co-worker

11. What is your opinion about notice board?

a) Sufficient and placed in proper place b) Sufficient but not placed in proper place

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12. How do you receive the policies and order details of your organisation?

a) Audio visual aids b) Notice board c)House magazine d) hand book

13. How often do you see notice board?

a) Daily b) Once a week c) Once in a month d) Never

14. How does the management communicate with you?

a) Through supervisors b) Through Notice Board c) Meetings

15. To whom do you send grievances?

a) Supervisors b) Personnel officer c)Head of the department d)Trade union

16. How do you inform your grievances to your respective authority?

a) Oral complaint b)Written report

17. What is your opinion about suggestion scheme

a) Free to suggest b) To some extent c)Not free to suggest

18. What is your opinion about frequency of suggestion

a) Frequently b)Sometimes c) Never

19 .What is your opinion about Co-workers co-operation in clarification?

a) Helpful b)To some extent c) Not helpful

20. What sort of problems do you face in present communication system?

a)Information is improper b)Information not given in time c) Language problem d)others

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21.If you do not see the notice board state the reason?

a) Notice board not in visible place b)No time c)Language problem d)others

22. Does your management consider your suggestion?

a) Consider b) Some times c) Never

23. Do you think trade union is a good media for communication with management?

a)Yes b)No

24. How trade union can improve the existing communication system with workers?

a) By forming communication committee

b) By conducting more meetings

c) By magazines

d) Others

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