 Communication is a process of coding &

decoding messages.

 Derived from the Latin word “communis”

which means to share i.e sharing of ideas ,
concepts, feelings & emotions.
 The aim of
communication is to
achieve a common
understanding
 Efficient communication is ESSENTIAL to
being successful in life.

 The biggest source of interpersonal problems

is poor communications.

 The key to the communication process is to

be UNDERSTOOD.
 Among personal qualities possessed by
college graduates the ability to communicate
effectively was ranked first by employers.

From a survey of 480 companies and public organizations conducted by

the National Association of Colleges and Employers.
1- Can be intentional or Un intentional.

2. Can be Verbal or Non verbal

3.Can be Internal or External.

4.Can involve Humans ,Machines or Animals.

5. Can Take place between 2 people as well as within Group.

 Objectives of Business Communication

1- Information – Transfer of Knowledge is the most

fundamental objective of communication.(Internal
info/External info/Competitive Info/New
Development Info).
2-To motivate –
3- Raising Morale
4-Order and Instruction
5- Education and Training
 Technology and Business Communication

Telephones and Voice Mail

Computer and Networks – Lan >Wan

Electronic Mail
Sender / Encoder / Speaker
 Receiver/ Decoder / Listener
 Message
 Medium / Channel
 Feedback
Communication Process
 Saves time

 Helps in co-coordinating , collating and

issuing instructions.

 Bringsimprovement in speaking abilities,

listening , interacting ,writing convincing
and persuading.
1. Conflicts
2. Misunderstandings
3. Perceptions
4. Leadership aversion
5. Inefficient Work Output
6. High rate of errors
 We’ll have to
cut 10 sales
We need to hire
people
10 more
salespersons

If we are
going to
increase
We need 10 profits, we’ll %$&*
more in sales have to cut @#
costs.

We’ll have to
increase profit
by 10
Increase sales
by 10
Why does
Communication fail?
  From : Managing Director
To : Vice President
 " Tomorrow morning there will be a total eclipse of the sun at nine o'clock. This is something which we
cannot see everyday. So let all employees line up outside, in their best clothes to watch it. To mark the
occasion of this rare occurrence, I will personally explain the phenomenon to them. If it is raining we will
not be able to see it very well and in that case the employees should assemble in the Canteen."
 From : Vice President
To : General Manager
 " By order of the Managing Director, there will be a total eclipse of the sun at nine o'clock tomorrow
morning. If it is raining we will not be able to see it in our best clothes, on the site. In this case the
disappearance of the sun will be followed through in the canteen. This is something we cannot see
happening everyday."
 FROM : General managers
To : Industry Managers
 " By order of the Managing Director, we shall follow the disappearance of the sun in our best clothes, in
the canteen at nine o' clock tomorrow morning. The Managing Director will tell us whether it is going to
rain. This is something which we cannot see happen everyday."

 From : Industry Managers

To : Location heads
 " If it is raining in the canteen tomorrow morning, which is something that we cannot see happen
everyday, the Managing Director in his best clothes, will disappear at nine o'clock."

 From : Location heads

To : Marketing Executives
 " Tomorrow morning at nine o'clock, the Managing Director will disappear. It's a pity that we can't see
this happen everyday."
 Barriers to accurate communication
 Unfamiliar language – including dialects and
accents
 Improper timing – Is the boss distracted today?
 Noise and distractions in the environment

 Attitude of both the source and the receiver

 Differences between people – gender, age,
culture, education, intelligence, etc.
 Relationship between the sender and the
receiver – status, boss-employee, parent-child,
etc.
 TO SUM UP …Barriers in Communication …

1. Problems in Developing the message

2. Problems in Transmitting the message
3. Problems in Receiving the message
4. Problems in Understanding the message
 Internal – Formal & Informal

 Vertical

 Horizontal

 Diagonal
External customers( can be written or oral)
 Advertising
 Media
 Public Relations
 Presentations
 Negotiations
 Mails
 Telegrams
 Letters
 Oral communication – interactive, fluid,
brief, non-restrictive in place, immediate
feedback.
 Written Communication - non Interactive,
restrictive in place, non immediate
feedback, longer with respect to time.


Channel Noise - External interference in the

communication process.

Semantic Noise - Message gets through as sent

but is not understandable to the receiver.

Psychological Noise - Internal factors that lead

to misunderstandings in the communication
process.
 Have the end in mind
 Make sure the receiver is ready to receive
 Speak slowly
 Use simple language
 Speak to the level of the receiver
 Over/under communication
 Prejudices
 Check for understanding--get feedback
Ask questions
Rephrase
Don’t use jargon
 Be ready to listen/learn
 Demonstrate empathy
 Be comfortable with silence
 Listen for ideas; not facts
 Reinforce words with action
 Differing status/ position/ self experience
 Differences in interests & attitudes
 Hear the person out; don’t interrupt
 Use open-ended questions for active
listening
It can be defined as accurate perception of what
is being communicated.
 Listening is the most powerful tool of
communication.
 It is the first step towards comprehension
 Three-quarters of communication involves
listening
 Listening is not the same as hearing. It involves
interpretation and understanding
 Thinking about something else while
waiting for the speaker's next words or
sentence.
 Listening primarily for facts rather than
ideas.
 Tuning out when the talk seems to be
getting too difficult.
 Prejudging from a person's appearance or
manner that nothing interesting will be
said.
 Paying attention to outside sights and
sounds when talking to someone.
 Listen for feelings as well as facts
 Make eye contact
 Paraphrase
 Give your physical attention to the other
person
 Demonstrate understanding and acceptance
 Create an atmosphere for listening
 Really listening to someone helps them FEEL like
they….
 matter as a person
 are important
 are worth the time spent listening to them
 have ideas and resources that are valuable
 are empowered
Deterrents Behavioral Patterns

Ego Will not listen

Involvement with self Wallow in self-sympathy

Imperfect past, present tense and Unable to listen

uncertain future
Fear Closed mind

The familiarity trap Assured of self

Stress – Negative impact Prone to being hyper

tense
 Listen to the feedback without getting defensive.
 Do not blindly accept it as the ultimate truth. Let it
in and give yourself some time to think about it.
 Paraphrase the feedback to be sure you really
understand what the other person is saying.
 Remember all feedback is “good” because it gives
you valuable information about how others think
and feel about your actions.

pva/symbiosis-08
 Thank the giver and respect their honesty and their
point of view.
 Value the comments.
 Reflect on the feedback and make a decision as to
whether it is reasonable or not.
 If reasonable, act immediately, or at least set up a
plan for dealing with the problem or issue.
 If unreasonable, work through the problem or issue
with the giver.
 Learn from the experience.
 Thank the giver and respect their honesty and their
point of view.
 Value the comments.
 Reflect on the feedback and make a decision as to
whether it is reasonable or not.
 If reasonable, act immediately, or at least set up a
plan for dealing with the problem or issue.
 If unreasonable, work through the problem or issue
with the giver.
 Learn from the experience.
 Focus feedback on behavior rather than the person.
 Concentrate on what the person does (i.e. the behavior)
rather than what you imagine them to be as a person.
 Focus feedback on observations, rather than inferences.
 Concentrate on what you can actually see or hear in the
behavior of another person.
 Share ideas and information, rather than give advice.
 Focus feedback on exploration of alternatives, rather
than answers or solutions.