INTRODUCTION OF THE STUDY

Communication

Communication is process whereby data encased in a bundle and is diverted and granted by a
sender to a beneficiary by means of some medium. The recipient at that point interprets the
message and gives the sender a criticism. All types of communication require a sender, a
message, and a proposed beneficiary, anyway the collector require not be available or mindful of
the sender's expectation to convey at the season of communication all together for the
demonstration of communication to happen. Communication requires that all gatherings have a
zone of informative shared trait. There are verbal means utilizing dialect and there are nonverbal
means, for example, non-verbal communication, gesture based communication, paralanguage,
haptic communication, chromatics, and eye to eye connection, through media, i.e., pictures,
designs and sound, and composing.

Data communication upsets

After some time, innovation has advanced and has made new types of and thoughts regarding
communication. The more up to date progresses incorporate media and interchanges brain
research. Media brain research is a developing field of study. These innovative advances
changed the procedures of communication. Specialists have separated how communication was
changed into three progressive stages:

In the first Information Communication Revolution, the main composed communication started,
with pictographs. These compositions were made on stone, which were too substantial to
exchange. Amid this period, composed communication was not versatile, but rather in any case
existed.

In the second Information Communication Revolution, composing started to show up on paper,

papyrus, dirt, wax, and so forth. Basic letter sets were presented, permitting the consistency of
dialect crosswise over expansive separations. Substantially later the Gutenberg printing-press
was designed. Gutenberg made this printing-press after an extensive stretch of time in the
fifteenth century.

1
In the third Information Communication Revolution, data would now be able to be exchanged by
means of controlled waves and electronic signs.

Communication is in this way a procedure by which significance is doled out and passed on
trying to make shared comprehension. This procedure requires a tremendous collection of
abilities in relational preparing, tuning in, watching, talking, addressing, investigating, motions
and assessing. It is through communication that joint effort and participation happen.

There are likewise numerous basic hindrances to fruitful communication, two of which are
message over-burden (when a man gets excessively numerous messages in the meantime), and
message many-sided quality. Communication is a ceaseless procedure. The brain science of
media communications is a developing zone of expanding consideration and study.

NEED AND IMPORTANCE OF THE STUDY:

The need of the Communication Process as administration is to figure out what parts of
execution are required to be assessed.

• To recognize the individuals who are playing out their doled out errand well and the
individuals who are not and the explanation behind such execution.

• To give data about the Communication Process as administration basing on which

choices respected compliance, advancement, downgrade and exchange are taken.

• To give input data about the level of accomplishments and conduct of a representative.

• To give data and guidance the representative.

2
• To contrast genuine execution and the gauges and in out deviations (positive and
negative)

• To make and keep up attractive level of execution.

• To counteract grievance and in disciplinary action.

• To encourage reasonable and evenhanded remuneration.

• To guarantee hierarchical adequacy.

• It ensures valuable data about workers and the idea of their obligations.

We can quickly say that Communication Process as administration frameworks are necessities to
evaluate execution at general interims with consistency to examine upgrades, deviation and to
take restorative activities to lady holes and enhance execution over some stretch of time.

OBJECTIVE OF THE STUDY:

 The goal is to know how viable is the execution of Communication Process as

administration in TOYOTA, Hyderabad.
 The point of Communication Process as administration is to urge the workers to set his
own target for whenever period following the audit of his past execution.
 It empowers the administration to settle on compelling choices/to adjust prior choices in
light of the assessment of the current designs, data framework, work investigation, and
inward and outside condition factors affecting worker execution.
 The destinations is to distinguish the shared objectives of the association, characterize
every individual significant regions of duty in wording comes about expected of him,

3
  survey the individual execution advance in work and his potential for future change. It
goes for furnishing information to chiefs with whom they may judge future employment
assignments and pay.
 To guide the representatives Communication Process in regards to their qualities and
shortcomings and asses in creating them to acknowledge they are maximum capacity in
accordance with the organization's destinations and objectives.
 Continuously underline that the part of a supervisor is to offer productive help and not
denounce. Give the representatives numerous chances to request that direction air
grievances and examine tensions

SCOPE OF THE STUDY:

 In the present investigation an endeavor has been made to know the genuine usage of
Communication Process as administration procedures all in all and some different
perspectives, for example, consciousness of the specialists, adequacy of the execution
examination framework specifically.
 Human asset projections are substantial on examinations. By enhancing work aptitudes,
the representatives have part of degree for advancement and set themselves up for higher
obligations.
 A through investigation of the execution evaluation framework will assist the
administration with knowing the inadequacies, assuming any. It additionally help the
organization in knowing whether the execution examination procedures are utilized to
full degree or not, there by the specialist can comprehend the successful actualize of the
execution evaluation framework.

4
METHODLOGY AND DATA BASE:

The examination technique is a deliberate method to take care of the issue and it is a vital
segment of the investigation without which scientist will most likely be unable to get the
statistical data points from the representatives.

SOURCE OF DATA:

The examination depends on essential and in addition auxiliary information gathered from
various sources:

A). PRIMARY DATA:

The essential information is gathered with the assistance of surveys, which comprises of twenty
inquiries each. The surveys are picked in view of its effortlessness and risk. Specialist can
anticipate that straight answers will the inquiries. The respondents are educated about the huge of
the investigation and asked for to give their reasonable feelings.

B). SECOUNDRY DATA:

Optional information is gathered through the reports gave by the work force division. The
archives incorporate work force manuals, books, reports, diary, and so forth.

5
SAMPLEING PROCESS:

A). Test Unit:

The administrators and utilized at TOYOTA. Hyderabad constitute 'universe' of the present
investigation. A piece of it is taken as test unit for the hate examine. It incorporates JGMS,
AGMS, administrator and different workers of TOYOTA Hyderabad.

B). Test Size:

The example measure comprises of 100 respondents utilized in TOYOTA, Hyderabad. Of these
30 are officials, 20 are senior administrators and the rest of the 50 are workers.

PEROID OF THE STUDY:

Since such a significant number of years TOYOTA Hyderabad has been following a similar
method of Communication Process for their officials and representatives and for the
investigation of my venture most recent one-year information has gathered on execution
examinations.

6
 REVIEW OF LITERATURE
Communication

Everylindividuallneedsltolcommunicatelinlonelorlthelotherlway.lItltakeslmanylformslsuchlaslwriting,lspeaki
nglandllistening.lThelhardlfactslarelthatlalmanager,lhoweverlskilled,lneedsltollearnlsomelbasiclrulesltolgetlt
helmessagelacross,lclearly.lCommunicationlislthellifelbloodlofleverylorganisationlandlitsleffectiveluselhelp
slbuildlalproperlchainloflauthoritylandlimprovelrelationshipslinlthelorganisation.lAboutl50l%loflalmanager’
sltimelislspentlinlgeneratinglinformation.lSolthelimportancelofldevelopinglskillslinlinterpersonallcommunic
ationlislnecessary.l

Whilelunderstandinglthelimportanceloflcommunication,lonelneedsltolbelclearlregardingltheldifferencelbetw
eenlIndividuallcommunicationlandlOrganizationallcommunication.lCommunicationlinlthelorganisationltak
eslplacelthroughlindividuals.lHowever,ltherelislalvastldifferencelinlthelmannerlinlwhichlpersonall–
lcommunicationslandlorganizationall–

lcommunicationslarelcarriedlout.lTherelislalsequencelthatlneedsltolbelfollowedlinlorganizationallcommunic

ation.lItlislskilled,lchairlbound,lpredeterminedlandlcontinuous.lTolcommunicatelwell,lonelneedsltolknowlth
elframesloflreferenceltolbelableltolassesslotherlpeoplelsolasltolpasslinformationlandlbuildlrelationship.l

WHATlISlCOMMUNICATION?

Communicationlislalprocesslthatlinvolvesltransferloflinformationlandlbehaviorallinputs.lItlisltheltransferlofli
nformationlfromlalsenderltolalreceiverlwithlthelinformationlbeinglunderstoodlbylthelreceiver.lItlislalfunctio
nlbylwhichlorganizedlactivitylislunified.lItlisllookedluponlaslalmeanslbylwhichlsociallinputslarelfedlintolsoc
iallsystems,lalmeanslbylwhichlbehaviorlislmodified,lchangelisleffected,linformationlislmadelproductivelinlal
mannerlsuchlasltolachievelgoals.lItlislabsolutelylessential,lwhetherlitlbelinlalfamily,linlaltemple,linlanlarmyl
cantonmentlorlinlalbusinesslunit.

Communicatinglislaltwo-
waylprocess.lInlorganisations,lonelcommunicatesltolgetlthelthingsldone,lpasslonlandlobtainlinformation,lrea
chldecisionslandlachievelaljointlunderstanding.lThelsenderlneedsltolformulatelalmessagelsolthatlitlislunderst
andableltolthelreceiver.lThislresponsibilitylpertainslprimarilyltolwrittenlandlorallcommunicationlandlpointsl
tolthelnecessitylforlplanninglthelmessage,lstatinglthelunderlyinglassumptionslandlapplyinglthelgenerallylac
ceptedlruleslforleffectivelwritinglandlspeaking.lThelgreaterlthelintegritylandlconsistencyloflwritten,lorallan

7
dlnonverballmessages,laslwelllasloflthelmorallbehaviorloflthelsender,lthelgreaterlislthelacceptanceloflthelme
ssagelbylthelreceiver.l

Humanlcommunication

humanlspokenlandlpicturellanguageslcanlbeldescribedlaslalsystemloflsymbolsl(sometimeslknownlasllexeme
s)landlthelgrammarsl(rules)lbylwhichlthelsymbolslarelmanipulated.lThelwordl"language"lislalsolusedltolrefe
rltolcommonlpropertieslofllanguages.lLanguagellearninglislnormallinlhumanlchildhood.lMostlhumanllangu
agesluselpatternsloflsoundlorlgesturelforlsymbolslwhichlenablelcommunicationlwithlotherslaroundlthem.lT
herelarelthousandsloflhumanllanguages,landltheselseemltolsharelcertainlproperties,levenlthoughlmanylshare
dlpropertieslhavelexceptions.

Therelislnoldefinedllinelbetweenlallanguagelandlaldialect,lbutlthellinguistlMaxlWeinreichlislcreditedlaslsayi
nglthatl"allanguagelislaldialectlwithlanlarmylandlalnavy".lConstructedllanguageslsuchlaslEsperanto,lprogra
mmingllanguages,landlvariouslmathematicallformalismslarelnotlnecessarilylrestrictedltolthelpropertieslshar
edlbylhumanllanguages.

BernardlLuskin,lUCLA,l1970,ladvancedlcomputerlassistedlinstructionlandlbeganltolconnectlmedialandlpsy
chologylintolwhatlislnowlthelfieldloflmedialpsychology.lInl1998,lthelAmericanlAssociationloflPsychology,l
MedialPsychologylDivisionl46lTasklForcelreportlonlpsychologylandlnewltechnologieslcombinedlmedialan
dlcommunicationlaslpictures,lgraphicslandlsoundlincreasinglyldominatelmodernlcommunication.

Nonverballcommunication

Nonverballcommunicationlislthelprocessloflcommunicatinglthroughlsendinglandlreceivinglwordlesslmessa
ges.lNon-verballcommunicationlislalnon-
wordlhumanlprocess(suchlaslgestures,faciallexpression)landlthelperceivedlcharacteristicsloflthelenvironme
ntlthroughlwhichlhumanlverballandlnon-
verballmessageslareltransmitted.Itlislcalledlaslsilentllanguage.lSuchlmessageslcanlbelcommunicatedlthroug
hlgesture,lbodyllanguagelorlposture;lfaciallexpressionlandleyelcontact,lobjectlcommunicationlsuchlaslclothi
ng,lhairstyleslorlevenlarchitecture,lorlsymbolslandlinfographics,laslwelllaslthroughlanlaggregateloflthelabov
e,lsuchlaslbehaviorallcommunication.lNonverballcommunicationlplayslalkeylrolelinleverylperson'sldayltold
ayllife,lfromlemploymentltolromanticlengagements.

8
Speechlmaylalsolcontainlnonverballelementslknownlaslparalanguage,lincludinglvoicelquality,lemotionlandl
speakinglstyle,laslwelllaslprosodiclfeatureslsuchlaslrhythm,lintonationlandlstress.lLikewise,lwrittenltextslha
velnonverballelementslsuchlaslhandwritinglstyle,lspatiallarrangementloflwords,lorltheluseloflemoticons.lAlp
ortmanteauloflthelEnglishlwordslemotionl(orlemote)landlicon,lanlemoticonlislalsymbollorlcombinationlofls
ymbols,lsuchlasl:),lusedltolconveylemotionallcontentlinlwrittenlorlmessagelform.Andlverballcommunicatio
nlbelseenlaslbeinglrudelandlillerturate.

Otherlcommunicationlchannelslsuchlasltelegraphylfitlintolthislcategory,lwherebylsignalsltravellfromlperson
ltolpersonlbylanlalternativelmeans.lTheselsignalslcanlinlthemselveslbelrepresentativeloflwords,lobjectslorlm

erelylbelstatelprojections.lTrialslhavelshownlthatlhumanslcanlcommunicateldirectlylinlthislwaylwithoutlbod
yllanguage,lvoiceltonalitylorlwords.

Visuallcommunication

Visuallcommunicationlislcommunicationlthroughlvisuallaid.lItlislthelconveyanceloflideaslandlinformationli
nlformslthatlcanlbelreadlorllookedlupon.lPrimarilylassociatedlwithltwoldimensionallimages,litlincludes:lsig
ns,ltypography,ldrawing,lgraphicldesign,lillustration,lcolourlandlelectroniclresources.lItlsolelylrelieslonlvisi
on.lItlislformloflcommunicationlwithlvisualleffect.lItlexploreslthelidealthatlalvisuallmessagelwithltextlhaslal
greaterlpowerltolinform,leducatelorlpersuadelalperson.lItlislcommunicationlbylpresentinglinformationlthrou
ghlvisuallform.

Thelevaluationloflalgoodlvisualldesignlislbasedlonlmeasuringlcomprehensionlbylthelaudience,lnotlonlaesthe
ticlorlartisticlpreference.lTherelarelnoluniversallylagreed-
uponlprinciplesloflbeautylandlugliness.lTherelexistslalvarietyloflwaysltolpresentlinformationlvisually,llikelg
estures,lbodyllanguages,lvideolandlTV.lHere,lfocuslislonlthelpresentationlofltext,lpictures,ldiagrams,lphotos
,letlcetera,lintegratedlonlalcomputerldisplay.lTheltermlvisuallpresentationlislusedltolreferltolthelactuallprese
ntationloflinformation.lRecentlresearchlinlthelfieldlhaslfocusedlonlwebldesignlandlgraphicallylorientedlusab
ility.lGraphicldesignersluselmethodsloflvisuallcommunicationlinltheirlprofessionallpractice.

UnderstandinglthelFieldloflCommunication

Thelfieldloflcommunicationlisltypicallylbrokenlintolthreeldistinctlcamps:lhumanlcommunication,lmasslcom
munications,landlcommunicationldisordersl

9
HumanlCommunicationlorlCommunicationlStudieslislthelstudyloflhowlindividualslcommunicate.lSomelex
ampleslofltheldistinctlareaslthatlhumanlcommunicationlscholarslstudylare:

 InterpersonallCommunication
 OrganizationallCommunication
 OrallCommunication
 SmalllGrouplCommunication
 InterculturallCommunication
 NonviolentlCommunication
 Conflictlresolution
 Rhetoric
 PubliclSpeaking
 MedialandlCommunicationslPsychology

ExamplesloflMasslCommunicationslinclude:

 Masslcommunication
 Graphiclcommunication
 Sciencelcommunication
 StrategiclCommunication
 Superluminallcommunication
 Technicallcommunication
 Publiclrelations
 BroadcastlMedia
 Journalism
 MedialandlCommunicationslPsychology

ExamplesloflCommunicationlDisorderslinclude:

 FacilitatedlCommunication
 ImpairmentloflLanguagelModality
 SpeechlDisorders

10
Orallcommunication

Orallcommunicationlislalprocesslwherebylinformationlisltransferredlfromlalsenderltolreceiver;linlgenerallco
mmunicationlislusuallyltransferredlbylbothlverballmeanslandlvisuallaidlthroughoutlthelprocess..lThelreceiv
erlcouldlbelanlindividuallperson,lalgrouploflpersonslorlevenlanlaudience.lTherelarelalfewloflorallcommunic
ationltypes:ldiscussion,lspeeches,lpresentations,letc.lHowever,loftenlwhenlyoulcommunicatelfaceltolfacelth
elbodyllanguagelandlyourlvoiceltonalitylhaslalbiggerlimpactlthanlthelactuallwordslthatlyoularelsaying.

Alwidelylcitedlandlwidelylmis-
interpretedlfigure,lusedltolemphasizelthelimportancelofldelivery,lislthatl"communicationlisl55%lbodyllangu
age,l38%ltoneloflvoice,l7%lcontentloflwords",lthelso-calledl"7%-38%-
55%lrule".lThislislnotlhoweverlwhatlthelcitedlresearchlshowsl–
lrather,lwhenlconveyinglemotion,liflbodyllanguage,ltoneloflvoice,landlwordsldisagree,lthenlbodyllanguagel

andltoneloflvoicelwilllbelbelievedlmorelthanlwords.lForlexample,lalpersonlsayingl"I'mldelightedltolmeetlyo
u"lwhilelmumbling,lhunchedlover,landllookinglawaylwilllbelinterpretedlaslinsincere.l

Youlcanlnoticelthatlthelcontentlorlthelwordlthatlyoularelusinglislnotltheldetermininglpartloflalgoodlcommun
ication.lThel"howlyoulsaylit"lhaslalmajorlimpactlonlthelreceiver.lYoulhaveltolcapturelthelattentionloflthelau
diencelandlconnectlwithlthem.lForlexample,ltwolpersonslsayinglthelsameljoke,loneloflthemlcouldlmakelthel
audienceldiellaughinglrelatedltolhislgoodlbodyllanguagelandltoneloflvoice.lHowever,lthelsecondlpersonlthat
lhaslthelexactlsamelwordslcouldlmakelthelaudiencelstarelatlonelanother.

Inlanlorallcommunication,litlislpossibleltolhavelvisuallaidlhelpinglyoultolprovidelmorelpreciselinformation.l
Oftenlenough,lweluselalpresentationlprogramlinlpresentationslrelatedltolourlspeechltolfacilitatelorlenhancelt
helcommunicationlprocess.

Communicationlmodeling

11
ShannonlandlWeaverlModelloflCommunication

Communicationlmajorldimensionslscheme

Communicationlcodelscheme

LinearlCommunicationlModel

12
InteractionallModelloflCommunication

Berlo'slSender-Message-Channel-ReceiverlModelloflCommunication

TransactionallModelloflCommunication

Thelfirstlmajorlmodellforlcommunicationlcamelinl1949lbylClaudelShannonlandlWarrenlWeaverlforlBelllLa
boratorieslTheloriginallmodellwasldesignedltolmirrorlthelfunctioningloflradiolandltelephoneltechnologies.l

13
Theirlinitiallmodellconsistedloflthreelprimarylparts:lsender,lchannel,landlreceiver.lThelsenderlwaslthelpartlo
flaltelephonelalpersonlspokelinto,lthelchannellwasltheltelephonelitself,landlthelreceiverlwaslthelpartloflthelp
honelwherelonelcouldlhearlthelotherlperson.lShannonlandlWeaverlalsolrecognizedlthatloftenltherelislstaticlt
hatlinterfereslwithlonellisteningltolaltelephonelconversation,lwhichltheyldeemedlnoise.

Inlalsimplelmodel,loftenlreferredltolasltheltransmissionlmodellorlstandardlviewloflcommunication,linformat
ionlorlcontentl(e.g.lalmessagelinlnaturalllanguage)lislsentlinlsomelforml(aslspokenllanguage)lfromlanlemiso
r/lsender/lencoderltolaldestination/lreceiver/ldecoder.lThislcommonlconceptionloflcommunicationlsimplylvi
ewslcommunicationlaslalmeansloflsendinglandlreceivinglinformation.lThelstrengthsloflthislmodellarelsimpl
icity,lgenerality,landlquantifiability.lSociallscientistslClaudelShannonlandlWarrenlWeaverlstructuredlthislm
odellbasedlonlthelfollowinglelements:

1. Anlinformationlsource,lwhichlproduceslalmessage.
2. Altransmitter,lwhichlencodeslthelmessagelintolsignals
3. Alchannel,ltolwhichlsignalslareladaptedlforltransmission
4. Alreceiver,lwhichl'decodes'l(reconstructs)lthelmessagelfromlthelsignal.
5. Aldestination,lwherelthelmessagelarrives.

ShannonlandlWeaverlarguedlthatltherelwerelthreellevelsloflproblemslforlcommunicationlwithinlthisltheory.

Theltechnicallproblem:lhowlaccuratelylcanlthelmessagelbeltransmitted?

Thelsemanticlproblem:lhowlpreciselylislthelmeaningl'conveyed'?

Theleffectivenesslproblem:lhowleffectivelyldoeslthelreceivedlmeaninglaffectlbehavior?

DaniellChandlerlcritiquesltheltransmissionlmodellbylstating

Itlassumeslcommunicatorslarelisolatedlindividuals.

Nolallowancelforldifferinglpurposes.

Nolallowancelforldifferinglinterpretations.

Nolallowancelforlunequallpowerlrelations.

Nolallowancelforlsituationallcontexts.

14
Inl1960,lDavidlBerlolexpandedlonlShannonlandlWeaver’sl(1949)llinearlmodelloflcommunicationlandlcreat
edlthelSMCRlModelloflCommunication.lThelSender-Message-Channel-
ReceiverlModelloflcommunicationlseparatedlthelmodellintolclearlpartslandlhaslbeenlexpandedluponlbyloth
erlscholars.

Communicationlislusuallyldescribedlalonglalfewlmajorldimensions:lMessagel(whatltypeloflthingslarelcom
municated),lsourcel/lemisorl/lsenderl/lencoderl(bylwhom),lforml(inlwhichlform),lchannell(throughlwhichlm
edium),ldestinationl/lreceiverl/ltargetl/ldecoderl(tolwhom),landlReceiver.lWilburlSchraml(1954)lalsolindicat
edlthatlwelshouldlalsolexaminelthelimpactlthatlalmessagelhasl(bothldesiredlandlundesired)lonltheltargetloflt
helmessage.lBetweenlparties,lcommunicationlincludeslactslthatlconferlknowledgelandlexperiences,lgivelad
vicelandlcommands,landlasklquestions.lTheselactslmayltakelmanylforms,linloneloflthelvariouslmannersloflc
ommunication.lThelformldependslonlthelabilitiesloflthelgrouplcommunicating.lTogether,lcommunicationlc
ontentlandlformlmakelmessageslthatlarelsentltowardslaldestination.lTheltargetlcanlbeloneself,lanotherlperso
nlorlbeing,lanotherlentityl(suchlaslalcorporationlorlgrouploflbeings).

Communicationlcanlbelseenlaslprocessesloflinformationltransmissionlgovernedlbylthreellevelsloflsemioticlr
ules:

1. Syntacticl(formallpropertiesloflsignslandlsymbols),
2. Pragmaticl(concernedlwithlthelrelationslbetweenlsigns/expressionslandltheirlusers)land
3. Semanticl(studyloflrelationshipslbetweenlsignslandlsymbolslandlwhatltheylrepresent).

Therefore,lcommunicationlislsociallinteractionlwherelatlleastltwolinteractinglagentslsharelalcommonlsetlofl
signslandlalcommonlsetloflsemioticlrules.lThislcommonlylheldlruleslinlsomelsenselignoreslautocommunica
tion,lincludinglintrapersonallcommunicationlvialdiarieslorlself-
talk,lbothlsecondarylphenomenalthatlfollowedlthelprimarylacquisitionloflcommunicativelcompetenceslwith
inlsociallinteractions.

Inllightlofltheselweaknesses,lBarnlundl(2008)lproposedlaltransactionallmodelloflcommunication.lThelbasicl
premiselofltheltransactionallmodelloflcommunicationlislthatlindividualslarelsimultaneouslylengaginglinlthel
sendinglandlreceivingloflmessages.

Inlalslightlylmorelcomplexlformlalsenderlandlalreceiverlarellinkedlreciprocally.lThislsecondlattitudeloflcom
munication,lreferredltolaslthelconstitutivelmodellorlconstructionistlview,lfocuseslonlhowlanlindividuallcom
municateslasltheldetermininglfactorloflthelwaylthelmessagelwilllbelinterpreted.lCommunicationlislviewedla
slalconduit;lalpassagelinlwhichlinformationltravelslfromlonelindividualltolanotherlandlthislinformationlbeco

15
meslseparatelfromlthelcommunicationlitself.lAlparticularlinstanceloflcommunicationlislcalledlalspeechlact.l
Thelsender'slpersonallfilterslandlthelreceiver'slpersonallfilterslmaylvaryldependingluponldifferentlregionallt
raditions,lcultures,lorlgender;lwhichlmaylalterlthelintendedlmeaningloflmessagelcontents.lInlthelpresencelof
l"communicationlnoise"lonltheltransmissionlchannell(air,linlthislcase),lreceptionlandldecodingloflcontentlm

aylbelfaulty,landlthuslthelspeechlactlmaylnotlachieveltheldesiredleffect.lOnelproblemlwithlthislencode-
transmit-receive-
decodelmodellislthatlthelprocessesloflencodinglandldecodinglimplylthatlthelsenderlandlreceiverleachlposses
slsomethinglthatlfunctionslaslalcodelbook,landlthatltheseltwolcodelbookslare,latlthelverylleast,lsimilarliflnotl
identical.lAlthoughlsomethingllikelcodelbookslislimpliedlbylthelmodel,ltheylarelnowherelrepresentedlinlthel
model,lwhichlcreateslmanylconceptualldifficulties.

Theoriesloflcoregulationldescribelcommunicationlaslalcreativelandldynamiclcontinuouslprocess,lratherlthan
laldiscretelexchangeloflinformation.lCanadianlmedialscholarlHaroldlInnislhadltheltheorylthatlpeopleluseldif

ferentltypesloflmedialtolcommunicatelandlwhichloneltheylchooseltoluselwilllofferldifferentlpossibilitieslforl
thelshapelandldurabilityloflsocietyl(Wark,lMcKenziel1997).lHislfamouslexampleloflthislislusinglancientlEg
yptlandllookinglatlthelwaysltheylbuiltlthemselvesloutloflmedialwithlveryldifferentlpropertieslstonelandlpapy
rus.lPapyruslislwhatlhelcalledl'SpacelBinding'.litlmadelpossibleltheltransmissionloflwrittenlorderslacrosslsp
ace,lempireslandlenableslthelwaginglofldistantlmilitarylcampaignslandlcolonialladministration.lThelotherlisl
stonelandl'TimelBinding',lthroughlthelconstructionlofltempleslandlthelpyramidslcanlsustainltheirlauthorityl
generationltolgeneration,lthroughlthislmedialtheylcanlchangelandlshapelcommunicationlinltheirlsocietyl(Wa
rk,lMcKenziel1997).

Communicationlnoise

Inlanylcommunicationlmodel,lnoiselislinterferencelwithltheldecodingloflmessageslsentloverlalchannellbylan
lencoder.lTherelarelmanylexamplesloflnoise:

EnvironmentallNoise:lNoiselthatlphysicallyldisruptslcommunication,lsuchlaslstandinglnextltolloudlspeake
rslatlalparty,lorlthelnoiselfromlalconstructionlsitelnextltolalclassroomlmakinglitldifficultltolhearlthelprofessor
.

Physiological-
ImpairmentlNoise:lPhysicallmaladieslthatlpreventleffectivelcommunication,lsuchlaslactualldeafnesslorlbli
ndnesslpreventinglmessageslfromlbeinglreceivedlasltheylwerelintended.

16
SemanticlNoise:lDifferentlinterpretationsloflthelmeaningsloflcertainlwords.lForlexample,lthelwordl"weed"l
canlbelinterpretedlaslanlundesirablelplantlinlyourlyard,lorlaslaleuphemismlforlmarijuana.

SyntacticallNoise:lMistakeslinlgrammarlcanldisruptlcommunication,lsuchlaslabruptlchangeslinlverbltensel
duringlalsentence.

OrganizationallNoise:lPoorlylstructuredlcommunicationlcanlpreventlthelreceiverlfromlaccuratelinterpretat
ion.lForlexample,lunclearlandlbadlylstatedldirectionslcanlmakelthelreceiverlevenlmorellost.

CulturallNoise:lStereotypicallassumptionslcanlcauselmisunderstandings,lsuchlaslunintentionallyloffending
lalnon-Christianlpersonlbylwishinglthemlal"MerrylChristmas."

PsychologicallNoise:lCertainlattitudeslcanlalsolmakelcommunicationldifficult.lForlinstance,lgreatlangerlorl
sadnesslmaylcauselsomeoneltolloselfocuslonlthelpresentlmoment.lDisorderslsuchlaslAutismlmaylalsolsever
elylhamperleffectivelcommunication.l

Communicationlaslacademicldiscipline

Communicationlaslanlacademicldiscipline,lsometimeslcalledl"communicology,"lrelatesltolalllthelwayslwelc
ommunicate,lsolitlembraceslallargelbodyloflstudylandlknowledge.lThelcommunicationldisciplinelincludeslb
othlverballandlnonverballmessages.lAlbodyloflscholarshiplalllaboutlcommunicationlislpresentedlandlexplai
nedlinltextbooks,lelectroniclpublications,landlacademicljournals.lInltheljournals,lresearcherslreportlthelresul
tsloflstudieslthatlarelthelbasislforlanlever-expandinglunderstandingloflhowlwelalllcommunicate.

Communicationlhappenslatlmanyllevelsl(evenlforlonelsinglelaction),linlmanyldifferentlways,landlforlmostlb
eings,laslwelllaslcertainlmachines.lSeveral,liflnotlall,lfieldsloflstudyldedicatelalportionloflattentionltolcomm
unication,lsolwhenlspeakinglaboutlcommunicationlitlislverylimportantltolbelsurelaboutlwhatlaspectsloflcom
municationlonelislspeakinglabout.lDefinitionsloflcommunicationlrangelwidely,lsomelrecognizinglthatlanim
alslcanlcommunicatelwithleachlotherlaslwelllaslhumanlbeings,landlsomelarelmorelnarrow,lonlylincludinglh
umanlbeingslwithinltheldifferentlparametersloflhumanlsymboliclinteraction.

17
Communication theory l

Humanlcommunicationlislunderstoodlinlvariouslwayslbylthoselwholidentifylwithlthelfield.lThisldiversitylisl
thelresultloflcommunicationlbeinglalrelativelylyounglfieldloflstudy,lcomposedloflalverylbroadlconstituencyl
ofldisciplines.lItlincludeslworkltakenlfromlscholarsloflRhetoric,lJournalism,lSociology,lPsychology,lAnthr
opology,landlSemiotics,lamonglothers.lCognatelareaslincludelbiocommunication,lwhichlinvestigateslcom
municativelprocesseslwithinlandlamonglnon-
humanslsuchlaslbacteria,lanimals,lfungilandlplants,landlinformationltheory,lwhichlprovideslalmathematicall
modellforlmeasuringlcommunicationlwithinlandlamonglsystems.

Generally,lhumanlcommunicationlislconcernedlwithlthelmakingloflmeaninglandlthelexchangeloflunderstan
ding.lOnelmodelloflcommunicationlconsiderslitlfromlthelperspectivelofltransmittinglinformationlfromlonel
personltolanother.lInlfact,lmanylscholarsloflcommunicationltakelthislaslalworkingldefinition,landluselLassw
ell'slmaxim,l"wholsayslwhatltolwhomlinlwhatlchannellwithlwhatleffect,"laslalmeansloflcircumscribinglthelfi
eldloflcommunicationltheory.lAmonglthoselwholsubscribeltoltheltransmissionlmodellarelthoselwholidenti
fylthemselveslwithlthelcommunicationlsciences,landlfindslitslrootslinlthelstudiesloflpropagandalandlmasslm
edialoflthelearlyl20thlcentury.

Alsimplelcommunicationlmodellwithlalsenderltransferringlalmessagelcontaininglinformationltolalreceiver.

Otherlcommentatorslclaimlthatlalrituallprocessloflcommunicationlexists,lonelnotlartificiallyldivorciblelfrom
lalparticularlhistoricallandlsociallcontext.lThisltraditionlisllargelylassociatedlwithlearlylscholarsloflsymbolic

linteractionismlaslwelllaslphenomenologists.

18
ConstructionistlModels

TherelislanladditionallworkingldefinitionloflcommunicationltolconsiderlthatlauthorsllikelRichardlA.lLanha
ml(2003)landlaslfarlbacklaslErvinglGoffmanl(1959)lhavelhighlighted.lThislislalprogressionlfromlLasswell’s
lattemptltoldefinelhumanlcommunicationlthroughltolthislcenturylandlrevolutionizedlintolthelconstructionistl

model.lConstructionistslbelievelthatlthelprocessloflcommunicationlislinlitselflthelonlylmessageslthatlexist.l
Thelpackaginglcanlnotlbelseparatedlfromlthelsociallandlhistoricallcontextlfromlwhichlitlarose,lthereforelthel
substanceltollooklatlinlcommunicationltheorylislstylelforlRichardlLanhamlandlthelperformanceloflselflforl
ErvinglGoffman.

LanhamlchoseltolviewlcommunicationlaslthelrivalltoltheloverlencompassingluseloflCBSlmodell(whichlpurs
uedltolfurtherltheltransmissionlmodel).lCBSlmodellargueslthatlclarity,lbrevity,landlsinceritylarelthelonlylpu
rposeltolproseldiscourse,lthereforelcommunication.lLanhamlwrote,l“Iflwordslmatterltoo,liflthelwholelrangel
oflhumanlmotivelislseenlaslanimatinglproseldiscourse,lthenlrhetoriclanalysislleadslusltolthelessentiallquesti
onslaboutlproselstyle”l(Lanhaml10).lThislislsayinglthatlrhetoriclandlstylelarelfundamentallylimportant;lthey
larelnotlerrorsltolwhatlwelactuallylintendltoltransmit.lThelprocesslwhichlwelconstructlandldeconstructlmean

ingldeserveslanalysis.

ErvinglGoffmanlseeslthelperformanceloflselflaslthelmostlimportantlframeltolunderstandlcommunication.l
Goffmanlwrote,l“Whatldoeslseemltolbelrequiredloflthelindividuallislthatlhellearnlenoughlpiecesloflexpressi
onltolbelableltol‘filllin’landlmanage,lmorelorlless,lanylpartlthatlhelisllikelyltolbelgiven”l(Goffmanl73)lGoff
manlislhighlightinglthelsignificanceloflexpression.lTheltruthlinlbothlcaseslislthelarticulationloflthelmessagel
andlthelpackagelaslone.lThelconstructionloflthelmessagelfromlsociallandlhistoricallcontextlislthelseedlaslisl
thelpre-
existinglmessagelislforltheltransmissionlmodel.lThereforelanyllooklintolcommunicationltheorylshouldlinclu
delthelpossibilitiesldraftedlbylsuchlgreatlscholarslaslRichardlA.lLanhamlandlErvinglGoffmanlthatlstylelandl
performancelislthelwholelprocess.

Communicationlstandslsoldeeplylrootedlinlhumanlbehaviorslandlthelstructuresloflsocietylthatlscholarslhave
ldifficultylthinkingloflitlwhilelexcludinglsociallorlbehaviorallevents.lBecauselcommunicationltheorylremain

slalrelativelylyounglfieldloflinquirylandlintegrateslitselflwithlotherldisciplineslsuchlaslphilosophy,lpsycholo
gy,landlsociology,lonelprobablylcannotlyetlexpectlalconsensuslconceptualizationloflcommunicationlacrossl
disciplines.

19
HistoryloflCommunicationlTheory

Communicationlhaslexistedlsincelthelbeginningloflhumanlbeings,lbutlitlwaslnotluntillthel20thlcenturylthat
lpeoplelbeganltolstudylthelprocess.lAslcommunicationltechnologiesldeveloped,lsoldidlthelseriouslstudylofl

communication.lWhenlWorldlWarlIlended,lthelinterestlinlstudyinglcommunicationlintensified.lThelsocial-
sciencelstudylwaslfullylrecognizedlaslallegitimateldisciplinelafterlWorldlWarlII.

Beforelbecominglsimplylcommunication,lorlcommunicationlstudies,ltheldisciplinelwaslformedlfromlthreel
otherlmajorlstudies:lpsychology,lsociology,landlanthropology.lPsychologylislthelstudyloflhumanlbehavior,l
Sociologylislthelstudyloflsocietylandlsociallprocess,landlanthropologylislthelstudyloflcommunicationlaslal
factorlwhichldevelops,lmaintains,landlchangeslculture.lCommunicationlstudieslfocuslonlcommunicationlasl
centralltolthelhumanlexperience,lwhichlinvolveslunderstandinglhowlpeoplelbehavelinlcreating,lexchanging,
landlinterpretinglmessages.

CommunicationlTheorylhasloneluniversalllawlpositedlbylS.lF.lScudderl(1980).lThelUniversallCommunicat
ionlLawlstateslthat,l"Allllivinglentities,lbeingslandlcreatureslcommunicate."lAllloflthellivinglcommunicates
lthroughlmovements,lsounds,lreactions,lphysicallchanges,lgestures,llanguages,lbreath,letc.lCommunicationl

islalmeansloflsurvival.lExamplesl-
lthelcryloflalchildl(communicationlthatlitlislhungry,lhurt,lcold,letc.);lthelbrowningloflalleafl(communicationl

thatlitlisldehydrated,lthirstylperlse,ldying);lthelcryloflanlanimall(communicatinglthatlitlislinjured,lhungry,l
angry,letc.).lEverythingllivinglcommunicateslinlitslquestlforlsurvival."

20
 INDUSTRY PROFILE

AutomobilelindustrylinlIndia

ThelautomobilelindustrylinlIndialislthelninthllargestlinlthelworldlwithlanlannuallproductionlofloverl2.3lmi
llionlunitslinl2008lInl2009,lIndialemergedlaslAsia'slfourthllargestlexporterloflautomobiles,lbehindlJapan,lSo
uthlKorealandlThailand.l

FollowingleconomiclliberalizationlinlIndialinl1991,lthelIndianlautomotivelindustrylhasldemonstratedlsustai
nedlgrowthlaslalresultloflincreasedlcompetitivenesslandlrelaxedlrestrictions.lSeverallIndianlautomobilelman
ufacturerslsuchlaslTatalMotors,lMarutilSuzukilandlMahindralandlMahindra,lexpandedltheirldomesticlandlin
ternationalloperations.lIndia'slrobustleconomiclgrowthlledltolthelfurtherlexpansionloflitsldomesticlautomobi
lelmarketlwhichlattractedlsignificantlIndia-
specificlinvestmentlbylmultinationallautomobilelmanufacturers.lInlFebruaryl2009,lmonthlylsalesloflpassen
gerlcarslinlIndialexceededl100,000lunits.l

bryoniclautomotivelindustrylemergedlinlIndialinlthel1940s.lFollowinglthelindependence,linl1947,lthelGove
rnmentloflIndialandlthelprivatelsectorllaunchedleffortsltolcreatelanlautomotivelcomponentlmanufacturinglin
dustryltolsupplyltolthelautomobilelindustry.lHowever,lthelgrowthlwaslrelativelylslowlinlthel1950slandl1960
sldueltolnationalizationlandlthellicenselrajlwhichlhamperedlthelIndianlprivatelsector.lAfterl1970,lthelautom
otivelindustrylstartedltolgrow,lbutlthelgrowthlwaslmainlyldrivenlbyltractors,lcommerciallvehicleslandlscoot
ers.lCarslwerelstilllalmajorlluxury.lJapaneselmanufacturerslenteredlthelIndianlmarketlultimatelylleadingltolt
helestablishmentloflMarutilUdyog.lAlnumberloflforeignlfirmslinitiatedljointlventureslwithlIndianlcompanie
s.

Inlthel1980s,lalnumberloflJapaneselmanufacturersllaunchedljoint-
ventureslforlbuildinglmotorcycleslandllightlcommercial-
vehicles.lItlwaslatlthisltimelthatlthelIndianlgovernmentlchoselSuzukilforlitsljoint-
ventureltolmanufacturelsmalllcars.lFollowingltheleconomiclliberalizationlinl1991landlthelgraduallweakenin
gloflthellicenselraj,lalnumberloflIndianlandlmulti-
nationallcarlcompaniesllaunchedloperations.lSincelthen,lautomotivelcomponentlandlautomobilelmanufactu
ringlgrowthlhaslacceleratedltolmeetldomesticlandlexportldemands.l

21
Exports

Indialhaslemergedlasloneloflthelworld'sllargestlmanufacturersloflsmalllcars.lAccordingltolNewlYorklTimes,l
India'slstronglengineeringlbaselandlexpertiselinlthelmanufacturinglofllow-cost,lfuel-
efficientlcarslhaslresultedlinlthelexpansionloflmanufacturinglfacilitiesloflseverallautomobilelcompaniesllike
lHyundailMotors,lNissan,lToyota,lVolkswagenlandlSuzuki.

lInl2008,lHyundailMotorslalonelexportedl240,000lcarslmadelinlIndia.lNissanlMotorslplansltolexportl250,00

0lvehicleslmanufacturedlinlitslIndialplantlbyl2011.lSimilarly,lGenerallMotorslannouncedlitslplansltolexportl
aboutl50,000lcarslmanufacturedlinlIndialbyl2011.

lInlSeptemberl2009,lFordlMotorslannouncedlitslplansltolsetuplalplantlinlIndialwithlanlannuallcapacitylofl25

0,000lcarslforlUS$500lmillion.lThelcarslwilllbelmanufacturedlbothlforlthelIndianlmarketlandlforlexport.lTh
elcompanylsaidlthatlthelplantlwaslalpartloflitslplanltolmakelIndialthelhublforlitslgloballproductionlbusiness.l
FiatlMotorslalsolannouncedlthatlitlwouldlsourcelmorelthanlUS$1lbillionlworthlautolcomponentslfromlIndia
.l

AccordingltolBloomberglL.P.,linl2009lIndialsurpassedlChinalaslAsia'slfourthllargestlexporterloflcars.

Indianlautomobilelcompanies

l NotablelIndianlautomobilelmanufacturers

 AshoklLeyland
 ChinkaralMotors:lBeachster,lHammer,lRoadsterl1.8S,lRockster,lJeepster,lSailster.
 ForcelMotors
 HindustanlMotors:lAmbassador.
 Mahindra:lMajor,lXylo,lScorpio.
 MarutilSuzuki:l800,lAlto,lWagonR,lEstilo,lAStar,lRitz,lSwift,lSwiftlDZire,lSX4,lOmni,lVersa,lG
ypsy
 Premier:lSigma,lRoadster,lRiO.
 SanlMotors:lStorm
 TatalMotors:lNano,lIndica,lIndigo,lSumo,lSafari,lTL.Aria

22
ElectriclcarlcompanieslinlIndia

 AjantalGroup
 Mahindra
 HerolElectriclREVA
 TaralInternational
 TatalMotors

NotablelMulti-nationallautomobilelmanufacturers

LocallylmanufacturedlAutomobilesloflMulti-nationallCompanies

 Audi:lA4,lA6.
 BMW:l3lSeries,l5lSeries.
 Chevrolet:lSpark,lBeat,lAveolU-VA,lAveo,lOptra,lCruze,lTavera.
 Fiat:lPalio,lGrandelPunto,lLinea.
 Ford:lIkon,lFiesta,lFusion,lEndeavour,lFigo
 Honda:lJazz,lCity,lCivic,lAccord.
 Hyundai:lSantro,li10,lGetz,li20,lAccent,lVerna,lHyundail,lSonata.
 Mercedes-Benz:lC-Class,lE-Class
 Mitsubishi:lLancer,lLancerlCedia.
 Nissan:lMicra
 Renault:lLogan
 Škoda:lFabia,lOctavia,lLaura.
 Toyota:lCorolla,lInnova,lFortuner
 Volkswagen:lJetta,lPassat,lPolo.

CarslsoldlinlIndialaslCBUl(CompletelylBuiltlUnits)

 Audi:lA8,lTT,lR8,lQ5,lQ7.
 Bentley:lArnage,lAzure,lBrooklands,lContinentallGT,lContinentallFlyinglSpur,lMulsanne.
 BMW:l6lSeries,l7lSeries,lX3,lX5,lX6,lM3,lM5,lM6landlZ4.
 Chevrolet:lCaptiva
 Fiat:lNuoval500.
 Honda:lCiviclHybrid,lCR-V.

23
 Hyundai:lSantalFe.
 Jaguar:lXF,lXJ,lXK.
 Lamborghini:lGallardo,lMurciélago.
 LandlRover:lRangelRover,lRangelRoverlSport,lDiscoveryl4,lFreelanderl2.
 Maybach:l57landl62.
 Mercedes-Benz:lCL-Class,lCLS-Class,lS-Class,lSL-Class,lSLK-Class,lM-Class,lViano.
 Mitsubishi:lPajero,lMontero,lOutlander.
 Nissan:lTeana,lX-Trail,l307Z.
 Porsche:l911,lBoxter,lPanamera,lCayman,lCayenne.
 RollslRoyce:lGhost,lPhantom,lPhantomlCoupé,lPhantomlDropheadlCoupé.
 Škoda:lSuperb.
 Suzuki:lGrandlVitara.
 Toyota:lCamry,lLandlCruiser,lLandlCruiserlPrado,lPrius.
 Volkswagen:lBeetle,lTouareg.
 Volvo:lS80,lXC90.

24
ToyotalMotorlCorporation
25
 ToyotalislalJapaneselmultinationallcorporationlandlthelworld'slsecondllargestlautomakerlmakingl
automobiles,ltrucks,lbuses,lrobotslandlprovidinglfinanciallserviceslthroughlitsldivisionlToyotalFinanciallS
ervices.lBasedlinlToyota,lAichi,lJapan,lthelcompanylboastedlaltotallvehiclelproductionlofl9.018lmillionlv
ehicleslinl2006.lItlislthelworld'sleighthllargestlcompanylbylrevenuelofl$179lbillionlaslofl2006.lToyotalislth
elworld'slmostlprofitablelautomakerlwithlnetlincomelofl$11lbillionlonlyearl2006.lThelcompanylislpartlofl
ToyotalGrouplandlislit’sllargest.lToyotalencompasseslToyota,lLexus,lScion,landlpartsloflDaihatsulbrands,
ldivisionslandlcompanies

Thelcompanylwaslfoundedlinl1933lbylKiichirolToyodalaslalspinlofflfromlhislfather'slcompanylTo
yotalIndustriesltolcreatelautomobiles.lItlcreatedlitslfirstlproductlTypelanlenginelinl1934landlitslfirstlpassen
gerlcarlinl1936.

ManylanalystslbelievelToyotalwilllbecomelthelworld'sllargestlautolmakerlinlthel2007lcalendar-
yearlbyltotallvehiclelproductionlandlthuslovertakinglthelcurrentlleaderlGenerallMotorslCorporation,lwithl
alstatedlgoalloflproducingl9.4lmillionlvehicleslinl2007.lItslvehiclelproductionlincreasedlbyl1.7lmillionlveh
iclesltollittleloverl9lmillionlinl2006lcalendar-year

ThelToyotalMotorlCorporationlwaslfoundedlinlSeptember

1933lwhenlToyodalAutomaticlLoomlcreatedlalnewldivision

Devotedltolthelproductionloflautomobileslunderltheldirection

Oflthelfounder'slson,lKiichirolToyoda.lSoonlthereafter,lthe

DivisionlproducedlitslfirstlTypelAlEnginelinl1934,lwhich

WaslusedlinlthelfirstlModellA1lpassengerlcarlinlMayl1935

AndlthelG1ltrucklinlAugustl1935.lProductionloflthelModel

AAlpassengerlcarlstartedlinl1936.lEarlylvehicleslbearla
Founder

StrikinglresemblanceltolthelDodgelPowerlWagonland KiichirolToyoda

Chevrolet,lwithlsomelpartslactuallylinterchanginglwithltheirlAmericanloriginals.

26
 AlthoughlthelToyotalGrouplislbestlknownltodaylforlitslcars,litlislstilllinltheltextilelbusinesslandlsti
lllmakeslautomaticllooms,lwhichlarelnowlfullylcomputerizedlandlelectriclsewinglmachineslwhichlarelavai
lablelworldwide.

ToyotalMotorlCo.lwaslestablishedlaslanlindependentlcompanylinl1937.lAlthoughlthelfoundinglfa
milylnamelislToyoda,lthelcompanylnamelwaslchangedlinlorderltolsignifylthelseparationloflthelfounders'lw
orkllifelfromlhomellife,ltolsimplifylthelpronunciation,landltolgivelthelcompanylalhappylbeginning.lToyota
l

IslconsideredlluckierlthanlToyodalinlJapan,lwhereleightlislregardedlaslalluckylnumber,landleightlislthelnu
mberloflstrokeslitltakesltolwritelToyotalinlKatakana.lInlChinese,lthelcompanylandlitslvehicleslarelstilllrefe
rredltolbylthelequivalentlcharactersl(TraditionallChinese:lSimplifiedlChinese:lwithlChineselreading.lBothl
transliterationslarelcorrect.

DuringlthelPacificlWarl(WorldlWarlII)lthelcompanylwasldedicatedltoltrucklproductionlforlthelIm
periallJapaneselArmy.lBecauseloflseverelshortageslinlJapan,lmilitaryltruckslwerelkeptlaslsimplelaslpossibl
e.lForlexample,ltheltruckslhadlonlylonelheadlightlonlthelcentreloflthelhood.lThelwarlendedlshortlylbeforel
alscheduledlAlliedlbombinglrunlonlthelToyotalfactorieslinlAichi.

ReplicaloflthelToyotalModellAA,lthelfirstlproductionlmodelloflToyotalinl1936lAfterlthelwar,lcom
merciallpassengerlcarlproductionlstartedlinl1947lwithlthelmodellSA.lThelqualitylandlproductionlprinciple
slonlwhichlToyotalislbasedloriginatedlinlanleducationlprogramlfromlthelUnitedlStateslArmylinlthelpost-
warlera.[6]lInl1950lalseparatelsaleslcompany,lToyotalMotorlSaleslCo.,lwaslestablishedl(whichllastedluntill
Julyl1982).lInlAprill1956lthelToylpetldealerlchainlwaslestablished.

lThelfollowinglyear,lthelToyotalCrownlbecamelthelfirstlJapaneselcarltolbelexportedltolthelUnitedl

StateslandlToyota'slAmericanlandlBrazilianldivisions,lToyotalMotorlSaleslInc.landlToyotaldolBrazillS.A.
,lwerelalsolestablished.lToyotalbeganltolexpandlinlthel1960slwithlalnewlresearchlandldevelopmentlfacility
,lalpresencelinlThailandlwaslestablished,lthel10lmillionthlmodellwaslproduced,lalDeminglPrizelandlpartne
rshipslwithlHinolMotorslandlDaihatsulwerelalsolestablished.lBylthelendlofltheldecade,lToyotalhadlestabli
shedlalworldwidelpresence,laslthelcompanylhadlexportedlitslone-millionthlunit.

27
Vision & Philosophy
l l

Sincelitslfoundation,lToyotalhaslbeenlusinglitslGuidinglPrinciplesltolproducelreliablelvehicleslandlsustaina
bleldevelopmentloflsocietylbylemployinglinnovativelandlhighlqualitylproductslandlservices.

ThelIdeallBeinglPursuedlforlPeople,lSocietylandlthelGloballEnvironment

Currently,lToyotalislemployingl"OpenlthelFrontiersloflTomorrow"laslthelsloganlforlGloballVisionl
2020.lThislsloganlexpresseslthelcommitmentloflToyotalandleachlandleverylemployeeltolneverlbelsa
tisfiedlwithlthelstatuslquo,ltolcreatelalpathltolalnewlworldlandltolworklsteadilyltowardslthelrealizati
onloflsociety'sldreams.lThislprogresslisltolbelachievedl"throughlthelenergyloflpeoplelandltechnolog
y."

WherelToyotalwouldllikeltolbelinl2020

MonozukurilandlthelCycleloflNature...lToyota'slWorldlViewlandlOurlMissi
on

extremelylimportant.lAlso,lbylseekinglharmonylbetweenlmonozukurilandlthelcyclesloflnature,lToy
otalislhelpinglpromoteleffortsltowardlfindinglalharmoniouslbalancelbetweenlthelcyclesloflnaturelan
dlthelcyclesloflindustry.lWelbelievelthatlitlislourlmissionltoltacklelchallengeslinlnewlfieldslinlorderlt
olachievelthis.

ToyotalProductionlSystem

Alproductionlsystemlwhichlislsteepedlinlthelphilosophylofl"thelcompleteleliminationloflalllwaste"li
mbuinglalllaspectsloflproductionlinlpursuitloflthelmostlefficientlmethods.l

ToyotalMotorlCorporation'slvehiclelproductionlsystemlislalwaylofl"makinglthings"lthatlislsometim
eslreferredltolaslal"leanlmanufacturinglsystem"lorlal"Just-in-

28
Timel(JIT)lsystem,"landlhaslcomeltolbelwelllknownlandlstudiedlworldwide.
Thislproductionlcontrollsystemlhaslbeenlestablishedlbasedlonlmanylyearsloflcontinuouslimprovem
ents,lwithlthelobjectivelofl"makinglthelvehicleslorderedlbylcustomerslinlthelquickestlandlmostleffic
ientlway,linlorderltoldeliverlthelvehicleslaslquicklylaslpossible."l
ThelToyotalProductionlSysteml(TPS)lwaslestablishedlbasedlonltwolconcepts:lThelfirstlislcalledl"ji
doka"l(whichlcanlbellooselyltranslatedlasl"automationlwithlalhumanltouch")lwhichlmeanslthatlwhe
nlalproblemloccurs,lthelequipmentlstopslimmediately,lpreventingldefectivelproductslfromlbeinglpr
oduced;lThelsecondlislthelconceptlofl"Just-in-
Time,"linlwhichleachlprocesslproduceslonlylwhatlislneededlbylthelnextlprocesslinlalcontinuouslflo
w.

BasedlonlthelbasiclphilosophieslofljidokalandlJust-in-
Time,lthelTPSlcanlefficientlylandlquicklylproducelvehiclesloflsoundlquality,lonelatlaltime,lthatlfull
ylsatisfylcustomerlrequirements.

GlobalizinglandlLocalizinglManufacturing

"MadelbylTOYOTA"l–lAiminglforlGloballQualitylAssurance

Sincel1957,lwhenlthelCrownlwaslfirstlexportedltolthelUnitedlStates,lToyotalhaslexpandedlthelscop
eloflautomobilelsaleslacrosslthelentirelglobe.lForloverlfiftylyears,lToyotalvehicleslhavelfoundltheirl
wayltoloverl170lcountrieslandlregionslthroughoutlthelworld.lAsltheirlexportslhavelcontinuedltoldev
eloplsolhaslthellocalizationlofltheirlproductionlbases,linllinelwithlalpolicylofl"producinglvehicleslw
hereltheldemandlexists".lNowltherelarel51lbaseslinl26ldifferentlcountrieslandlregions.lInladdition,lt
herelareldesignlandlR&Dlbaseslinlninellocationsloverseas,lshowinglthatl"fromldevelopmentlandlde
signltolproduction,laslwelllaslsaleslandlservice,lToyotalhaslnowlachievedlconsistentlglobalizationla
ndllocalization."

Amonglthelhurdleslthatlthislglobalizationloflproductionlhasltolovercome,lthelmostlimportantlislqua
litylassurance,lwhichlrequireslthatl"nolmatterlwherelToyotalvehicleslarelmade,ltheylmustlhavelthels
amelhighllevelloflquality."lToyotaldoesn'tlputlallabellonlvehicleslwhichlsaysl"MadelinlThelUSA"lor
l"MadelinlJapan",lbutlinsteadloptslforlonellabellforlall:l"MadelbylTOYOTA."lThislmeanslthatltherel

29
islalneedltolspreadlToyota'slmanufacturinglphilosophyl—lthel"ToyotalWay"l—
ltolalllofltheirloverseaslbases.

Additionally,litlislimportantltolminimizelsupportlthatlcomeslfromlJapanltolletleachlofltheloverseasll
ocationslbecomelself-
reliant.lAslanlexample,lthelToyotalplantlthatlrecentlylbeganlproductionlinlTexaslmadelmaximumlu
seloflthelknow-
howlfromlthelToyotalplantlinlKentuckylwhichlhaslbeenlcultivatedloverlthelpastl20lyears.

Toyotalbelieveslthatlthelwayltolachievelqualitylassurancelandltolspreadlthel"ToyotalWay"lislbyledu
catinglpeople.lSolinl2003lthelGloballProductionlCenterl(GPC)lwaslestablishedlwithinlthelMotoma
chilPlantlinlToyotalCity.lFurthermore,linl2006,lToyotalestablishedlregionallGPCslinlthelUnitedlSta
tes,lthelUnitedlKingdomlandlThailandltolcarryloutlcorrespondinglactivitieslinlthelNorthlAmerican,l
European,landlAsia-Pacificlregions.

ThelToyotalWay

SharinglthelToyotalWaylValues

ThelGuidinglPrincipleslatlToyotalreflectlthelkindloflcompanylthatlToyotalseeksltolbe.lThelToyotal
Wayl2001lclarifieslthelvalueslandlbusinesslmethodslthatlalllemployeeslshouldlembracelinlorderltol
carryloutlthelGuidinglPrincipleslatlToyotalthroughoutlthelcompany'slgloballactivities.

Withlthelrapidlgrowth,ldiversificationlandlglobalizationloflToyotalinlthelpastldecade,lthelvalueslan
dlbusinesslmethodslthatlhadlbeenlpassedlonlaslimplicitlknowledgelwerelidentifiedlandldefinedlinl2

30
001.lToyotalislpreparingltoloperatelaslaltrulylgloballcompany,lguidedlbylalcommonlcorporatelcultu
re.

InlorderltolcontinuelfulfillinglitslrolelaslthelbackboneloflalllToyotaloperations,lthelToyotalWaylmus
tlevolvelamidlanleverchanginglbusinesslenvironment.lToyotalwilllcontinueltolupdatelitlinlthelfuture
ltolreflectlchangeslinltheltimes.

ThelToyotalWaylislsupportedlbyltwolmainlpillars:l"ContinuouslImprovement"landl"RespectlforlPe
ople".lWelarelneverlsatisfiedlwithlwherelwelarelandlalwayslworkltolimprovelourlbusinesslbylputtin
glforwardlnewlideaslandlworkingltolthelbestloflourlabilities.lWelrespectlalllToyotalstakeholders,lan
dlbelievelthelsuccessloflourlbusinesslislcreatedlbylindividualleffortlandlgoodlteamwork.

HumanlResourceslDevelopmentlbylthelToyotalInstitute

TolpromotelsharingloflthelToyotalWay,lthelToyotalInstitutelwaslestablishedlinlJanuaryl2002laslanli
nternallhumanlresourcesldevelopmentlorganization.lSincel2003,loverseaslaffiliateslinlNorthlAmeri
cal(U.S.),lEuropel(Belgium),lAsial(ThailandlandlChina),lAfrical(SouthlAfrica)landlOceanial(Austr
alia)lhavelestablishedltheirlownlhumanlresourcesltraininglorganizationslmodeledlafterlthelToyotalI
nstitute.

HistoryloflToyota

LooklbacklatlthelhistoryloflToyota,lstartinglwithlthelbirthloflfounderlSakichilToyoda.lItltraceslthelc
ompany'sldevelopmentlthroughl1937lfromlwhenlToyotalMotorlCorporationlwaslestablishedltolwh
enlthel2lmillionthlPriuslhybridlwaslsold.

31
1867 BirthloflSakichilToyoda.

1924 SakichilToyodalinventslToyodalModellGlAutomaticlLoom.

1929 Automatic-loomlpatentlislsoldltolalBritishlcompany.

1930 KiichirolToyodalbeginslresearchlonlsmalllgasoline-poweredlengine.

1933 AutomobilelDepartmentlislestablishedlatlToyodalAutomaticlLoomlWorks,lLtd.

1935 ThelToyodalpreceptslarelcompiled.

1936 ThelAAlSedanlislcompleted.

1937 ToyotalMotorlCo.,lLtd.lislestablished.

1938 HonshalPlantlbeginslproduction

1950 Companylfaceslalfinanciallcrisis;lToyotalMotorlSaleslCo.,lLtd.lislestablished.

1951 SuggestionlSystemlbegins.

1955 ThelToyopetlCrown,lToyopetlMasterlandlCrownlDeluxelarellaunched.

1957 ThelfirstlprototypesloflthelCrownlarelexportedltolthelUnitedlStates;lToyotalMotorlSaleslU.S.A.,lInc.lislestablished.

1959 MotomachilPlantlbeginslproduction.

1962 JointlDeclarationloflLaborlandlManagementlislsigned.

1965 ToyotalwinslthelDeminglApplicationlPrizelforlqualitylcontrol.

1966 ThelCorollalisllaunched;lbusinesslpartnershiplwithlHinolMotorslLtd.lbegins.

1967 BusinesslpartnershiplwithlDaihatsulMotorlCo.,lLtd.lbegins.

1974 ToyotalFoundationlislestablished.

1975 Thelprefabricatedlhousinglbusinesslbegins.

1982 ToyotalMotorlCo.,lLtd.landlToyotalMotorlSaleslCo.,lLtd.larelmergedlintolToyotalMotorlCorporation.

32
1984 JointlventurelwithlGenerallMotorsl(NewlUnitedlMotorlManufacturing,lInc.)lbeginslproductionlinlthelUSA.

1988 ToyotalMotorlManufacturing,lUSA,lInc.l(presentlTMMK)lbeginslproduction.

1989 ThelLexuslbrandlisllaunchedlinlthelUSA.

1992 ToyotalMotorlManufacturingl(UnitedlKingdom)lLtd.lbeginslproduction.

1997 ThelPriuslisllaunchedlaslthelworld'slfirstlmass-producedlhybridlcar.

1999 Cumulativeldomesticlproductionlreachesl100lmillionlvehicles.

2000 SichuanlToyotalMotorlCo.,lLtd.lbeginslproductionlinlChina.

2001 ToyotalMotorlManufacturinglFrancelS.A.S.lbeginslproductionlinlFrance.

2002 ToyotalenterslFormulalOnelWorldlChampionship;lTianjinlToyotalMotorlCo.,lLtd.lbeginslproductionlinlChina.

2004 ThelToyotalPartnerlRobotlislpubliclylunveiled.

2005 ThelLexuslbrandlislintroducedlinlJapan.

2008 WorldwidelPriuslsalesltopl1lmillionlmark.

2010 WorldwidelPriuslsalesltopl2lmillionlmark;lToyotalandlTeslalMotorslagreelonljointlEVldevelopment.

33
34
DATA ANANLYSIS

lDatalitslanalysislhaslbeenldonelbylcollectingltheldatalinlaltablelformlandlpercentageslarelcalcul
ated.lThelquantitativeldatalhaslbeenlrepresentedlbyldrawingloutlthelchartslwhereleverlnecessary

1.lDolyoulthinklCommunicationlProcesslmanagementlislneededlinlalcompany?

l(al)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 100 100

2 NO 0 0

TOTAL 100 100

% of respondents

120

100

80

60 Percentage
100
40

20

0 0
1 2
yes no

Interpretation:l

lTolabovelquestion,lalmostl100%loflthelemployeeslthoughtlthatlthelCommunicationlProcesslma
nagementlislneededlinlalcompany.

35
l2.lCommunicationlProcesslmanagementlratinglislusedltol

(a)lIdentifylareasloflimprovement

(b)lIdentifyinglqualitylforlunitloflwork

(c)lSetlperformanceltarget

(d)lAlllthelabovel

s.no Optionsl No.loflResponses Percentage

1 Identifylareasloflimprovementl 28 28

2 Identifylareaslofltrainingl&ldevelopmentl 48 48

3 Setlperformanceltarget 8 8

4 Alllthelabove 16 16

Total 100 100

% OF RESPONDENTS

4
16% 1
28%
3
8%

2
48%

Interpretation:

lAboutlthelusefulloflCommunicationlProcesslmanagement,l28%lhavelsaidlthatlappraisallsyst
emlhelpedlthemltolrecognizelareaslofldevelopment,ltol48%litlhelpedlinlidentifyingltrainingl
&ldevelopmentlneeds,ltol8%litlhelpedlinlsettinglperformanceltargetslandltol16%litlwaslhelp
fullinlalllthelabovelareas.l
36
3.lInlyourlexperienceltheloutstandinglCommunicationlmanagementloflanlemployeelislduelto?

l(a)lActuallPerformancel(b)lQualification

l(c)lExperiencel(d)lAlllthelabove

s.no Optionsl No.loflResponses Percentage

1 ActuallPerformance 28 28

2 Qualification 0 0

3 Experience 52 52

4 Alllthelabove 20 20

total 100 100

% OF RESPONDENTS

4
20% 1
28%

2
0%

3
52%

Interpretation:l

lAbovel28%loflthelemployeeslrespondlthatltheloutstandinglperformancelappraisalldueltolactuall
performancel.

37
4.lDolyoulthinklthatlalgoodlworkmanlgetslmotivatedlwithlfrequentlCommunicationlmanagemen
tlislconducted?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 88 88

2 NO 12 12

TOTAL 100 100

%loflrespondents

l12%lNO

88%lYES

Interpretation:l

Almajoritylofl88%loflthelemployeeslsaidlthatlalgoodlworkmanlgetslmotivatedlwithlfrequentlCo

mmunicationlmanagementlandl12%loflthelemployeeslarelnotlsatisfiedlwithlabove.l

38
l5.lWhatlarelthelfactorsltakenlintolconsiderationlwhilelCommunicationlmanagementlanlindividu

al?

l(a)lInterpersonalleffectivenessl(b)lTeamlbuildinglskills

l(c)lSelflmotivatelskillsl(d)lleadership

ls.no Optionsl No.loflResponses Percentage

1 Interpersonalleffectiveness 20 20

2 Teambuildinglskills 24 24

3 Selflmotivatelskills 44 44

4 Leadership 8 8

Total 100 100

% of respondents

4 8

3 44

2 24

1 20

0 10 20 30 40 50
l

Interpretation:l

lAboutl20%loflemployeeslconsideredlinterpersonalleffectivenesslwhilelappraisinglanlindividual,
l24%loflemployeeslconsideredlTeambuildinglskills,l22%loflemployeeslconsideredlselflmotivate
lskillslandl8%loflemployeeslconsideredlLeadership.lBylthislwelcanlsaylthatltheselarelthelfactors
ltakenlintolconsiderationlwhilelappraisinglanlindividual.l

39
6.lInlyourlopinionlanlemployeelshouldlbe:

l(a)lEffectivel(b)lModeratel(c)lBothlAl&lB

s.no Optionsl No.loflResponses Percentage

1 Effective 80 80

2 Moderate 0 0

3 BothlAl&lB 20 20

Total 100 100

% of respondents

90
80
70
60
50
Series1
40 80
30
20
10 20
0 0
1 2 3
effective moderative both A&B
l

lInterpretation:

lAboutl80%loflthelemployeeslopinionlislthatlthelemployeelshouldlbel

leffectivelandlrestl20%loflthelemployeeslopinionlislthatlthelemployeelshouldlbel

leffectivelandlmoderate.

40
7.lTypesloflCommunicationlinlYourlCompany?

l(al)lhorizontall(b)lVertical

s.no Optionsl No.loflResponses Percentage

1 horizontal 50 50

2 Vertical 50 50

TOTAL 100 100

No. of Responses
Percentage

Interpretation:l

lTolabovelquestion,lalmostl50%loflthelemployeeslthoughtlthatlthelCommunicationlProcesslisl
horizontallandlremaininglislsayinglthatlverticallinlalcompany.

41
8.lIslCommunicationlmanagementlprocesslexpensivelandltimelconsuming?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 64 64

2 NO 36 36

Total 100 100

% of respondents

No
36%

yes

64%

Interpretation:

lAboutl64%loflthelrespondentslsaidlthatlthelCommunicationlmanagementlislexpensivelandltime
lconsuming.lAndl36%loflthelrespondentslsaidlthatlthelCommunicationlmanagementlislnotl
expensivelandltimelconsuming.

42
9.lDolyoulagreelwithlthelassessmentloflyourlreviewing/reportinglofficers?

l(a)lAgreel(b)lDisagree

s.no Optionsl No.loflResponses Percentage

1 Agree 92 92

2 Disagree 8 8

Total 100 100

% of respondents

Disagree
8%

Agree 92%

Interpretation:l

lMajoritylofl92%loflthelemployeeslrespondedlthatlreportinglofficerlwaslgoodlatlgradinglthel
performance.lNearlyl8%lwereldisagreeinglhisldutieslaslperlthelguidelinesllaidldown.

43
10.lDolyoulwantlanylchangelinlfrequentlbetweenlthelCommunicationlmanagement?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 72 72

2 NO 28 28

Total 100 100

% of respondents

80
70
60
50
40 72
30 Percentage
20 28
10
0
1 2
yes no
l

Interpretation:

lAboutl72%loflthelemployeeslwantltolchangelinlfrequentlbetweenlthelCommunicationlmanage
ment.lAndl28%loflthelemployeesldon’tlwantltolchangelbetweenlthelCommunicationlmanageme
nt.

44
11.lHavelyoulbeenlableltolexpresslallldifficultiesl&lproblemslwhichlyoulhavelbeenlfacingl

lRegardinglyourljobl&lachievementloflyourlCommunicationlmanagementlarea?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 100 100

2 NO 0 0

Total 100 100

% of respondents

120

100

80

60 Percentage
100
40

20

0 0
1 2
yes no
l

Interpretation:

lAboutl100%loflthelemployeeslarelableltolexpresslallldifficultiesl&lproblemslwhichltheylhavelb
eenlfacinglregardingltheirljob.

45
12.lFrequencylatlwhichlmeritlrating/Performancelappraisallislconducted?

l(a)l1yearl(b)l2yearsl(c)lhalflyearlyl(d)lQuarterly

s.no Optionsl No.loflResponses Percentage

1 1YEAR 36 36

2 2YEARS 0 0

3 HALFlYEARLY 52 52

4 QUATERTLY 12 12

TOTAL 100 100

% of respondents

4
12%
1
36% 1
2
3
4
3 2
52% 0%

Interpretation:

lAboutl36%loflthelemployeeslconductedlmeritlrating/performancelappraisallatlthelfrequencyl1y
ear,l52%loflthelemployeeslconductedlatlhalflyearly,12%loflthelemployeeslconductedlatlquarterl
y.l

46
13.lArelyoulsatisfiedlwithlpresentlCommunicationlmanagementlsystem?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 64 64

2 NO 36 36

TOTAL 100 100

% of respondents

2
36%
1
2
1
64%

Interpretation:

lAboutl64%loflthelemployeeslwerelsatisfiedlwithlpresentlPerformancelappraisallsystem.l
Restl36%loflthelemployeeslwaslnotlsatisfiedlwithlpresentlsystem.

47
14.lThelCommunicationlmanagementlislanlopportunitylforlselflreviewl&lreflection?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 80 80

2 NO 20 20

TOTAL 100 100

% of respondents

No
2 20

Percentage

yes
1 80

0 20 40 60 80 100
l

Interpretation:

lAboutl80%loflthelrespondentslhavelagreedlthatlitslanlopportunityltolreviewlthemselves.lAboutl
20%loflthemlsaidlthatlitldoeslnotlhelplthemlinlreviewinglthemselves.

48
15.lDolyoulthinklthelCommunicationlmanagementlsystemlislfairlandladequate?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 72 72

2 NO 28 28

TOTAL 100 100

% of respondents

80 72
70
60
50
40
28
30 Percentage
20
10
0
1 2
yes no
l

Interpretation:

lAboutl72%lsaidlthatlthelCommunicationlmanagementlsystemlislfairlandladequatelandl28%l
respondedlthatlitlislnotlfair.

49
16.lDolyoulhavelalgoodlrelationshiplwithlappraiserlafterlCommunicationlmanagement?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 96 96

2 NO 4 4

TOTAL 100 100

% of respondents

No
4%

1
2

96%
yes

Interpretation:

lAlMajorityl96%loflthelrespondentslhavelthelgoodlrelationshiplwithlappraiserlafterl
Communicationlmanagement.lRestl4%loflthelrespondentslislnotlhavinglalgoodlrelationshiplwith
lappraiser lafterlCommunicationlmanagement.l

50
17.lDolyoulfeellCommunicationlmanagementlpromotelyou?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 76 76

2 NO 24 24

TOTAL 100 100

% of respondents

80
70
60
50
40 76 Percentage
30
20
10 24
0
1 2
yes No
l

lInterpretation:

lAboutl76%loflthelrespondentslfeellthatlthelCommunicationlmanagementlcanlpromotelthelempl
oyee.lRemainingl24%loflthelrespondentslarelnotlagreedlwithlthelabovelsentence.

51
18.lInlyourlopinionlCommunicationlmanagementlislnecessary?

l(a)lYESl(b)lNO

s.no Optionsl No.loflResponses Percentage

1 YES 96 96

2 NO 4 4

TOTAL 100 100

% of respondents

4%
No

yes
96%

lInterpretation:

lMajoritylofl96%loflthelrespondent’slopinionlislthatlthelCommunicationlmanagementlisl
necessary.l

lAboutl4%loflthelrespondentslopinionlislthatlCommunicationlmanagementlislnotlnecessary

52
19.lBylwhichlwaylyoularelconsistentlforlCommunicationlmanagementlinlorganization?

l(a)lIndividuall(b)lGroupl(c)lBothlAl&lB

s.no Optionsl No.loflResponses Percentage

1 Individual 8 8

2 Group 56 56

3 BothlAl&lB 36 36

Total 100 100

% of respondents

60

50

40

30 56 Series1

20 36
10
8
0
1 2 3
Individual Group both A&B

Interpretation:

lAboutl8%loflthelrespondentslwerelconsistentlaslalIndividuallforlCommunicationlmanagement,l
aboutl56%loflthelrespondentslwerelconsistentlaslalgrouplforlCommunicationlmanagementlandl
36%loflthelrespondentslwerelconsistentlaslbothlindividuallandlgrouplforlCommunicationlmanag
ement.

53
 SUMMARY

AND

CONCLUSIONS

54
 SUMMARYlOFlFINDINGlANDlCONCLUSIONS

1.lInlthellightloflthelaboveldiscussionlthelfollowinglfindingslandlconclusionslarel

lMade.

1. ItlislrevealedlthatlthelexecutivelarelgettinglfeedbacklonltheirlCommunicationlProcesslthoughlwhich
ltheylcanlreviewltheirlperformance.lSortlonlthelproblemslandlcanlovercomeltheldifficulties.

2. Thelmanagementlhaslalclearlunderstandinglaboutlthelproblemlthatlthelworkerslarelthelbestlwithlmo
reover,ltheylareleagerltolsolvelthelproblemsloflthelworkerslaslandlwhenltheylarise.
3. lThelmanagementlwaslgivinglrequisiteltraininglinlCommunicationltolworkerslinlthelareaslwherelth

eylarelweak.
4. lWorkerslawarenesslaboutlthelfactlthatlCommunicationlProcesslisloneloflthelfactorslforlpromotionl

waslcentlpercent.
5. CommunicationlProcesslsystemlislconsideredlaslalmeanslthatlaimlatlidentifyinglthelareasloflimprov
ement,lidentifyinglareaslofltraininglandldevelopmentlsettinglperformanceltargetlforlfuture.
6. lThelmanagementldesirelhavinglcordiallrelationslwithlthelworkltolholdlmutualldiscussions.

7. lThelCommunicationlProcesslsystemlitlexistslaslitlexistslnowlislproperlylworkedloutlandlappropriat

elylevolved.lThislrevealedlfromlthelopinionlgivenlbylthelmajorityloflthelemployees.

55
 RECOMMENDATIONS

lBasedlonlthelfindingsloflthelstudylandlpersonalldiscussionslheldlwithlvariouslexecutiveslandlemployeeslatl

TOYOTA.lHyderabadlpossiblelsuggestionslandlrecommendationslarelgiven:

 Itlislrecommendedlthatlemployeeslshouldlbelimmediatelylcommunicated.
 lThelresultloflthelappraisallparticularlylwhenltheylarelnegative.

 Itlislrecommendedlthatlthelsupervisorlshouldltryltolanalyzelthelstrengthslandlweaknessesloflanlemp
loyeelandladviselhimlonlcorrectinglthelweakness.
 Itlislcommendedltolcounsellthelemployeeslappropriatelylregardingltheirlstrengthlandlweaknessesla
ndlassistlinldevelopinglthemltolrealizeltheirlfulllpotentiallinllinelwithlthelcompany’slgoals.
 TheltoplmanagementlislverylmuchlcommittedlinlimplementinglthelCommunicationlProcesslsystem
laslitlis.lThelCommunicationlProcesslsystemlislconsiderlaslanlessentialltoollforlbridginglgaplbetwee

nltheltoplmanagementlandlthelexecutiveslitlthuslhelpslthemltoldeveloplcordiallrelationslandlmutuall
understanding.
 Itlislrecommendedlthatlthelemployeeslshouldlbelcommunicatedlinformationlaboutlhislperformance
,lagainlhislacceptanceloflitlandldrawluplalplanlforlfuturelimprovement,liflnecessary.
 Itlislrecommendedlthatlthelraterlmustlbelthoroughlylwelllversedlinlthelphilosophylandloflthelratingl
system.lFactorlsaleslmustlbelthoroughlyldefined,lanalyzedlandldiscussed.
lTolconclude,litlislimperativeltolimmunizeloflthelproblemslorlhindrancesltolstrengthenlthelsystem.

56
 QUESTIONNAIRE

PERSONALlDATA

llNAMEl:l

lDESIGNATIONl:

lDEPARTMENTl:

lEXPERIENCEl:l

1.lDolyoulthinklCommunicationlProcesslmanagementlislneededlinlalcompany?

l(al)lYESl(b)lNO

l2.lCommunicationlProcesslmanagementlratinglislusedltol

(a)lIdentifylareasloflimprovement

(b)lIdentifyinglqualitylforlunitloflwork

(c)lSetlperformanceltarget

(d)lAlllthelabovel

3.lInlyourlexperienceltheloutstandinglCommunicationlmanagementloflanlemployeelislduelto:

l(a)lActuallPerformancel(b)lQualification

l(c)lExperiencel(d)lAlllthelabove

4.lDolyoulthinklthatlalgoodlworkmanlgetslmotivatedlwithlfrequentlCommunicationlmanagementlislconduct
ed?

l(a)lYESl(b)lNO

5.lWhatlarelthelfactorsltakenlintolconsiderationlwhilelCommunicationlmanagementlanlindividual?

l(a)lInterpersonalleffectivenessl(b)lTeamlbuildinglskills

57
l(c)lSelflmotivatelskillsl(d)lleadership

6.lInlyourlopinionlanlemployeelshouldlbe:

l(a)lEffectivel(b)lModeratel(c)lBothlAl&lB

7.lTypesloflCommunicationlinlYourlCompany?

l(al)lhorizontall(b)lVertical

8.lIslCommunicationlmanagementlprocesslexpensivelandltimelconsuming?

l(a)lYESl(b)lNO

9.lDolyoulagreelwithlthelassessmentloflyourlreviewing/reportinglofficers?

l(a)lAgreel(b)lDisagree

10.lDolyoulwantlanylchangelinlfrequentlbetweenlthelCommunicationlmanagement?

l(a)lYESl(b)lNO

11.lHavelyoulbeenlableltolexpresslallldifficultiesl&lproblemslwhichlyoulhavelbeenlfacingl

lRegardinglyourljobl&lachievementloflyourlCommunicationlmanagementlarea?

l(a)lYESl(b)lNO

12.lFrequencylatlwhichlmeritlrating/Performancelappraisallislconducted?

l(a)l1yearl(b)l2yearsl(c)lhalflyearlyl(d)lQuarterly

.lArelyoulsatisfiedlwithlpresentlCommunicationlmanagementlsystem?

l(a)lYESl(b)lNO

14.lThelCommunicationlmanagementlislanlopportunitylforlselflreviewl&lreflection?

l(a)lYESl(b)lNO

58
15.lDolyoulthinklthelCommunicationlmanagementlsystemlislfairlandladequate?

l(a)lYESl(b)lNO

16.lDolyoulhavelalgoodlrelationshiplwithlappraiserlafterlCommunicationlmanagement?

l(a)lYESl(b)lNO

17.lDolyoulfeellCommunicationlmanagementlpromotelyou?

l(a)lYESl(b)lNO

18.lInlyourlopinionlCommunicationlmanagementlislnecessary?

l(a)lYESl(b)lNO

19.lBylwhichlwaylyoularelconsistentlforlCommunicationlmanagementlinlorganization?

l(a)lIndividuall(b)lGroupl(c)lBothlAl&lB

l(SIGNATURE)

59
BIBLIOGRAPHY

60
 BIBLIOGRAPHY

S.NOlAUTHORlNAMElOFlTHElBOOK

1.lSUBBAlRAO.Pl:lPersonnel/HumanlresourcelManagement.

2.lASWATAPPAl:lHumanlResourcelManagement

3.lT.V.RAOl:lAppraisinglPerformance

4.lC.B.MAMORIAl:lHumanlResourcelManagement.

TOYOTAPERSONNELlMANUAL

WEBSITES:

WWW.hrindia.com

www.TOYOTA.coml

www.automobilworld.com

61