flow of communication in business communication

1. FLOW OF COMMUNICATION
DOWNWARD, UPWARD, HORIZONTAL AND
DIAGONAL
Efforts by:
Vibhor Agarwal

2. Communication structure in
Organization
1. The organization structure lays down the
relationship between various positions in the
company.
2. The different levels in the structure have to
communicate with each other in a systematic
manner to avoid confusion,
misunderstanding or chaos.

3. Communication structure in
Organization
3. No organization can survive without a
network which maintains the flow of
information.
4. The formal channel determines the
effectiveness and efficiency of the
organization.

4. Communication structure in
Organization
Formal channels include the paths of
communication which are institutionally
determined by the organization.

5. Communication
Types of communicationTypes of communication
METHOD
DIRECTIONCHANNEL
1 Formal
2. Informal
1. Downward
2. Upward
3. Horizontal
4. Diagonal
1. Oral
2. Written
3. Gestural

6. Direction or Flow of Communication
Diagonal
HORIZONTAL COMMUNICATION
UPWARD
DOWN
WARD

7. On the basis of organization
There are two types of communication-
1.Formal
2.Informal

8. Direction or Flow of Communication
Diagonal
HORIZONTAL COMMUNICATION
UPWARD
DOWN
WARD

9. Formal vs. informal
communication
Formal
• Formal communication
follows the officially
established chain of
command and lines of
communication.
• It is a slow moving process.
• It is easy to pin point the
responsibility with respect
to formal communication.
Informal
• Informal communication is
independent of the
authority relations in the
organization.
• It carries messages at a fast
speed.
• It is not possible to fix the
responsibility of informal
communication.

10. Formal vs. informal
communication
Formal
It is task oriented.
It consists mainly of
work related matters.
It is orderly and
systematic as regards
direction of flow.
It serves organizational
needs.
Informal
• It is people oriented.
• It may consist of work
related as well as social
messages.
• It is erratic and
unsystematic as regards
direction of flow.
• It serves not only
organizational needs but
also social needs of the
people.

11. Formal vs. informal
communication
Formal
• It flows in vertical,
horizontal and diagonal
directions.
• It can be both oral and
written.
• The message is very
accurate and authentic.
Informal
It flows in every
possible direction.
It can be mostly oral.
The message can not
be considered authentic
unless it is
supplemented by formal
channels.

12. Formal communication
Formal communication refers to the communication
that follows the official hierarchy.
A precise communication channel following a fixed
pattern than occurring with out control.
Formal channel is the systematic ,authorized and
structured movement of messages that determine the
effectiveness and efficiency of organization.

13. HIERARCHY LEVEL
Executive Director
Vice President
A.G.M.
Manager
Supervisor
Forman
Supervisor 3Supervisor 1 Supervisor 2
Manager
Horizontal Comm.

14. Formal Communication
The flow of communication may take place vertically
along the chain of command or horizontally between
persons holding similar status in the organizational
hierarchy.
Formal communication enforces a relationship between
different positions whereas informal channel represents
communication among people through informal or
personal contacts.

15. Formal Communication
11/18/2003
Formal and Informal
Channels of Communication
President
Vice
President
Vice
President
Manager Manager Manager Manager
Efforts at coordination
Information
Instructionsanddirectives
© Copyright 2002 by Prentice Hall, Inc.

16. Formal communication is both oral and written but
mostly written.
Written communication is used usually for matters
that are highly important to the management or to the
firm.
Memos, letters, reports ,policies, procedural changes,
orders , instructions and confidential reports come
under formal communication.
This type of communication can flow in various
directions.

17. FORMAL COMMUNICATION
“Formal communication means exchange of ideas and
information which is done under the planned
organizational structure .”
‘ It means an exchange of idea which passes through a
definite channel.’
‘ Formal communication is deliberately designed and
represent authority responsibility relationships between
different position in the organization.’

18. TYPOLOGY OF COMMUNICATION
Communication in organizations can be studied
under the following leadings :
A CHANNEL OR NETWORK
i Formal
ii Informal

19. DIRECTION OF MESSAGE
I Downward
II Upward
III Horizontal
IV Diagonal

20. METHOD OF EXPRESSION
I ORAL
II WRITTEN
III GESTURAL

21. CHANNELS OF COMMUNICATION
A channel of communication is the path through
which information is transmitted throughout the
organization.
Channels of communication may be divided into
two categories.
a.Formal
b. Informal

22. Characteristics of formal communication
1.written or oral
2.formal relation
3.prescribed path
4.organisational message
5.deliberate effort
6. Authentic information
7. Identified source

23. Advantages of formal communication
1. Maintenance of authority of the officers-
Formal communication maintains constant
relations among the superiors and the
subordinates.
It provides support to the authority of
superiors over sub-ordinates.

24. Advantages of formal communication
2.Clear and effective communication-
 With the help of formal communication
superiors and subordinates understand the
capability, habits, feelings, etc.
Control is facilitated by formal communication
providing information about work
performance.

25. 3.Orderly flow of information-
The information has to pass through a definite
route from one person to another.
The source of communication can be easily
located.
It is an officially recognized path of
communication and therefore it is presumed
to be authentic.

26. Limitations of formal communication
1.Rigid and slow
2.Distortion of information
3. Lack of personal touch

27. This type of communication follows the scalar chain of authority
and so it is a slow moving process.
Formal communication is mostly conveyed in an impersonal
manner.
Personal warmth and involvement may be lacking.
Accurate information may not be transmitted. Even the information
may be distorted in the process of transmission through different
levels in the organization.
Limitations of formal communication

28. Communication Structure
• C
11/18/2003
Formal and Informal
Channels of Communication
Chain

29. Chain Network or Single Strand
One person communicates with one person only.
It represents a vertical hierarchy in which communication can
flow only upward or downward.
The flow of communication takes place through the formal
channels, from a superior to subordinate or vice-versa.
There is no horizontal communication in the chain network.
The first and the last person have no direct contact .

30. 2. Communication Structures
Centralized
11/18/2003
Formal and Informal
Channels of Communication
Y

31. Y type network
It’s a combination of horizontal and vertical flow of
communication.
If we turn the Y upside down, we see two sub-
ordinates reporting to one senior, with 2 levels of
authority above the latter.

32. 3.Communication Structures
Centralized
11/18/2003
Formal and Informal
Channels of Communication
Wheel

33. Wheel Network
The wheel network refers to several sub-ordinates reporting to a
superior.
It is a combination of horizontal and diagonal flow of
communication
All the sub-ordinates are of equal rank, all of them report to one
superior and interact between themselves.
All the workers receive instruction and guidance from one person.

34. 4. Communication Structures
Decentralized
• Circle Network
11/18/2003
Formal and Informal
Channels of Communication
Circle

35. Circle Network
The message moves in circle.
Each person can communicate with his two
neighborhood colleagues but not further.
The communication is very slow in this network.

36. 5. Communication Structures
Decentralized
F
11/18/2003
Formal and Informal
Channels of Communication
Common

37. Free flow or all channel network
• There is no restriction in the flow of
communication.
• Everyone is free to communicate with anyone
and everyone in the organization.
• This network is informal and unstructured.
• It is very flexible.
• All are equal and everybody’s views are
equally and openly shared.

38. Informal communication
Communication between individuals and groups which
are not officially recognized is known as informal
communication.
Side by side with the formal channel of communication,
every organization has an effective channel of
communication – i.e., informal channel.
It consists of exchange of ideas and information resulting
from social interaction among the members of an
organization.

39. This communication is based on informal relations .
It is free from all the organizational formalities.
The exchange of information usually takes place on the
occasions of community meals, social occasions,
parties ,etc. informal communication is also called
“grapevine communication”.

40. What is grapevine
• The network or pathway of informal
communication is known as grapevine.
• Grapevine cuts across formal channels of
communication.
• The origin and direction of the flow of
informally conveyed messages cannot be
easily traced.

41. Features of grapevine communication
• It transmits the information in every direction
throughout the organization laterally and
diagonally.
• In it the chain of command needs not be
followed.
• The information flows rapidly.
• It can occur off the job.
• Grapevine generally occurs orally.

42. • Grapevine is based on people rather than task.
•Grapevine does not follow a fixed pattern as in the case
with formal communication.
•Information travelling in grapevine does not follow an
orderly path.
•Managers should not eliminate the grapevine, and
thereby ignore it.
•Wise managers remain tuned to the grapevine.
•They obtain useful information.

43. advantages of grapevine
communication
• Social relations
• Satisfaction
• Speed
• Feedback
• Supporting the formal channel
• Better human relations

44. Social relations
• Informal communication gives opportunity
to people to form social groups and
communicate with one another.

45. Satisfaction
• Informal communication satisfies an
important urge of people to know what is
happening in the other parts of the
organization.
• They also come to know about the latest
information.

46. Speed
• Informal communication is very useful when
information is required to be communicated
very rapidly.
• It works faster than formal information.

47. Feedback
Informal communication is very fast.
It can be used by managers to get quick
feedback from the sub-ordinates.

48. Supporting the formal channel
Whatever cannot be communicated through
formal channel because of time or official
constraints, can be successfully transmitted
through informal channels.

49. Better human relations
• Informal channels develop healthy relations
amongst people in the organization as it cuts
across official positions and hierarchical
relationships.

50. Disadvantages
• Incomplete information
• Distortion
• Misunderstanding
• Incredible
• Damage to the organization
• Unreliable information
• Unsystematic communication

51. Incomplete information
• There are occasions when grapevine
does not carry complete information.

52. Distortion
• Information communicated through
grapevine may get distorted.
• People add their personal interpretations
and thus distort the facts.

53. Unreliability
• Informal communication is generally
unreliable.
• It can’t be depended upon for sending
urgent messages.

54. Leakage
• Confidential information often leaks out
through informal communication.

55. Lack of authenticity
• Informal communication spreads by
word of mouth.
• Informal communication may not be
supported by tangible (concrete,
substantial) facts.

56. Problem in fixing responsibility
• Origin of information can not be
ascertained.
• It is difficult to hold anybody responsible
for spreading false information.

57. Types of grapevine communication
There are four types of grapevine or informal
communication.
1.Single strand network
2.Gossip network
3.Probability network
4.Cluster network

58. Types of informal communication
Informal communication
clusterGossip wheel probabilitySingle strand

59. Informal Networks
11/18/2003
Formal and Informal
Channels of Communication
Y
D
C
B
A
Chain
A
JB
D H I
K
F
G
E
C
Gossip
A
F B D
J
H
C
E
K
G I
X
Probability
A
C
D
F
J
IB
Cluster
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

60. 1.Single strand
w
p
s
h
r
q

61. Single strand
• In this type, information flows through a
long line of person to the ultimate
receiver.
• This chain is least accurate in passing on
the information.

62. 2.Gossip wheel
S
P
U
B
A
w
H
x

63. Gossip wheel
• It involves passing of information from a
person in the centre to all the other around
him.
• The chain is often used when information or a
message regarding is an interesting one but
non-job related nature is being conveyed.

64. 3. Probability chain
p l
o
a
u
r
c w
q
s

65. Probability chain
• Here p communicates randomly with others
according to the law of probability.
• In this type of chain, individuals are indifferent
to, or not really interested in, the persons to
whom they are passing some information.
• The chain is found when the information is
somewhat interesting but not really
significant.

66. 4. Cluster
t
r
n
m
l
k
q
w
j
p
e

67. Cluster
• It involves selective communication in a
group.
• The individual communicates with only those
individuals whom he trusts.
• Out of these informal networks, the cluster
network is the most popular.

68. Formal Channel
Within the network of formal organizational
communication structure there are four types
of directional flow.
1. Downward Communication
2. Upward Communication
3. Horizontal Communication
4. Diagonal Communication

69. Direction or Flow of Communication
Diagonal
HORIZONTAL COMMUNICATION
UPWARD
DOWN
WARD

70. On the basis of direction
• Downward Communication
• Upward Communication
• Horizontal Communication
• Diagonal Communication

71. HIERARCHY LEVEL
Executive Director
Vice President
A.G.M.
Manager
Supervisor
Forman
Supervisor 3Supervisor 1 Supervisor 2
Manager
Horizontal Comm.

72. Vertical/Lateral Communication
Organisation chart shows vertical (black
arrows) and lateral (green arrows)
Finance Marketing Production
Board of Directors
Finance
Officers
Marketing
Assistants
Factory
Operatives

73. VERTICAL COMMUNICATION
The upward communication is just opposite to
the downward communication.
The function of upward communication is to
supply information to the upper levels about
what is happening at the lower level.
This type of communication includes progress
report, suggestions and request for aid .

74. VERTICAL COMMUNICATION
• Vertical communication consists of communication up and
down the organization's chain of command.
• Downward communication starts with top management
and flows down through management levels to line
workers.
 Purpose:
 Advise
 Inform
 Direct
 Instruct

75. VERTICAL COMMUNICATION
• Disadvantages:
Downward communication is likely to be
filtered, modified or halted at each level as
managers decide what should be passed
down to their employee.
This will lead to confusion.

76. VERTICAL COMMUNICATION
• Disadvantages:
Upward communication is likely to be filtered,
condensed or modified by the middle level
management to protect upper level
management from non-essential data
originating at the lower levels.

77. DOWNWARD COMMUNCATION
UPWARDDOWNAR
D
VERTICAL COMMUNCATION

78. Downward communication vs. Upward
communication
Downward Communication
• It represents the flow of
information from top
level to lower levels.
• Its purpose is to
communicate policies,
procedures, orders and
instructions to the sub-
ordinates.
Upward Communication
• It represents the flow of
information from lower
level to top level .
• Its purpose is to keep
the superiors informed
about the progress of
work and difficulties
faced in the execution
of orders.

79. Downward communication vs. Upward
communication
Downward Communication
• It is used to get things
done through the sub-
ordinates.
• It takes the form of
written and oral
instructions , letters,
memos, company
publication etc.
Upward Communication
• It is used to give reports
and convey reactions of
sub-ordinates to the
management.
• It takes the form of
activity reports,
suggestions, grievances
etc.

80. Downward Communication
• Downward communication moves from
top to bottom, i.e., from the CEO to
downwards.
• It travels through senior executives to
junior level functionaries.
• Examples: Notices, circulars etc.

81. Objectives of Downward communication
1. To give instructions about what to do
and how to do.
2. To explain organizational policies,
programs and procedures.
3. To know how effectively a person is
performing his job.
4. To motivate employees to improve their
performance.
5. To train subordinates in performing their
jobs.

82. Highly Directive, from Senior
to subordinates, to assign
duties, give instructions, to
inform, to offer feedback, etc.

83. Merits of Downward
communication
• Mission and Goals
• Plans and Policies
• Duty and authority
• Job Satisfaction

84. Mission and Goals
• It informs the employees about the
organization mission, goals and how
they should contribute their best to
accomplish these goals.

85. Plans and Policies
• It provides the employees with
information regarding organizational
plans and policies.

86. Duty and authority
• It facilitates the employees in
knowing what is expected from them
and the extent of their authority.

87. Job Satisfaction
• It increases employees’ job
satisfaction by communicating them
about their better performance.

88. Problems of Downward communication
• Information is quite often lost or distorted in
the course of its journey.
• It is a one way traffic, which must be flexible
but in reality it is very rigid.
• For any communicative purpose to be served,
it is essential to find out whether the receiver
of the message or information has understood
it.

89. •It is time consuming.
•The more the levels the more the chances of
delay or dilution of information.
•Downward communication is more likely to be
filtered, modified or distorted at any or each level
as managers decide what should be passed down
to their employees.

90. •Filtration occurs because of lack of trust and
confidence between employees.
•Sometimes managers withhold information in
order to keep the employees dependent on them
which results in incomplete information,
employees may feel confused, uninformed or
powerless and might fail to carry out their tasks
properly .

91. Effective Downward communication
• Be well informed and complete.
• Be short so that there is minimum
distortion.
• Use simple language
• Keep in view the skill and competence of
sub-ordinates to comprehend and follow
instructions.

92. Effective Down ward communication
• Follow hierarchical structure of
organization.
• Encourage feedback through upward
communication.

93. Modes of downward communication
• Handbooks and pamphlets
• Posters and bulletins
• House journal
• Direct mail
• Annual reports
• Special meetings

94. Handbooks
• The employee handbook is a
document compiled by an
organization that is used to inform
employees of rules, regulations, and
policies.

95. Handbooks
• Employee handbooks are likely to include
information on the following topics:
employee compensation and benefits,
performance appraisal procedures,
smoking restrictions, leave policies, dress
codes, disciplinary procedures etc.

96. Orientation
• Orientation is a training program that
introduces new employees to the company,
their work units, and their particular jobs; it is
used to familiarize employees with the
organization's rules, policies, and procedures.

97. Bulletins
• Information concerning the firm is often
communicated on bulletin boards.
• Bulletin boards always help everybody know
all the important things and events that is
going on within an organization.

98. Bulletins
• A good bulletin board can also solve
problems before they begin.
• Posting rules and requirements can prevent
a lot of future interpersonal conflicts
between employees and management.

99. House journal
• Many firms have their own newsletters or
newspapers, often referred to as house
journals.
• Organizations publish quarterly or monthly
in-house magazines to keep employees
updated about the latest development in the
business, activities conducted in the
company like social or cultural and
achievements by the sales team.

100. House journal
• A great deal of information regarding
the organization can be
communicated through these
newsletters.
• They often contain information
about new products, about its
policies.

101. House journal
• It provides complete information of
the organization with details on
nature of the business, its
customers, products, policies,
benefits and services available to its
employees.

102. Direct mail
• When the top management wants to
communicate matters of
importance, it can use direct mail
intended to employees.

103. Special meetings
• The management may schedule special
meetings with the employees to explain
them the new policies and procedures
and to obtain feedback from them.
• Thus, special meetings can be used for
both downward and upward
communication.

104. Upward Communication
• Upward Communication is just the reverse
of the downward communication.
• It flows upward from a subordinate to the
superior through middle managerial levels
along the line.
• Examples: Reports, meetings, informal
discussion etc.

105. • It is non
directive in
nature from
down below, to
give feedback,
to inform
about
progress/probl
ems, seeking
approvals.

106. •The main function of upward communication is to
supply information to the superiors about what is
happening at the lower levels.
•The purposes of upward communication are to keep
the superiors informed about the progress of the
work and difficulties faced in executing orders,
suggest measures for improvement, communicate
grievances etc.

107. This communication keeps the managers aware of how
employees feel about their jobs and the organization in
general.
It helps managers in taking certain decisions.
Upward communication can flourish only in democratic
organizational environment.
It helps in knowing the attitude of people.

108. Problems in upward
communication
• Superiors do not like to be ‘told’ or even like
to hear from their juniors against their wishes.
• Hence the piece of communication may quite
often not even be allowed to go up.
• It may be distorted or misinterpreted.
• The employees may feel let down or become
shy and reluctant to express themselves.

109. Effective Upward Communication
The initiative rests with the superiors
who should:
• Actively encourage feedback.
• Be open minded and receptive to new
ideas.
• Listen attentively and empathetically.
• Remove awe of authority.

110. Effective Upward Communication
• Create opportunities for superior-
subordinate interaction like meetings,
open door policy, etc.
• Provide suggestion boxes.
• Assure that adverse ideas will not cause
victimization.

111. Merits of Upward Communication
• Feedback—
It helps managers in receiving
feedback from the lower levels that
helps them in carrying out the
controlling function.
• It also helps them in knowing the
working attitude of employees.

112. Creative ideas
• It provides managers with creative
ideas and suggestions which
probably they could not have
thought of.

113. Better relations
• It strengthens superior sub-ordinate
relationship and improves
harmonious industrial relations.

114. Overcomes resistance to change
• It overcomes resistance to change on the
part of the employees as they are
allowed to present their fears and
apprehensions before the management.

115. Increases motivation
• It increases employees’ motivation to
work.
• Employees feel morally committed to
their work if their grievances, ideas,
suggestions are considered by top
managers.

116. Limitations of upward communication
• Fears and apprehensions— Sub-
ordinates do not always report the
matters the way they want, for the
fear of being reprimanded by their
bosses.

117. Filtration
• A substantial part of communication
gets filtered when it flows upward.
• Each level filters that part of
information which it feels will
present an unfavorable picture of
their superiors.

118. Time consuming
• Too many levels in the official chain
of command result in delayed
transmission from the lower levels to
the top level.

119. Inattention by Superiors
• Inattention by superiors may even
discourage the sub-ordinates to
speak to higher levels.

120. Low morale
• The employees may feel morally
depressed when their grievances and
suggestions to the higher authorities do
not get the required attention.

121. Medium of Upward
communication
• Suggestion System
• Grievance procedure
• Open-door policy
• Questionnaires
• Ombudsperson

122. Suggestion System
• Many firms have formal suggestion
system.
• They provide for suggestion boxes for
putting in suggestions by the workers.
• They encourage workers to fill
suggestion forms regularly.
• In this system every suggestion should
receive sincere consideration.

123. Grievance Procedure
• Grievance procedure gives the sub-
ordinates an opportunity to settle their
disputes within the organization.

124. Open-door Policy
• Open-door policy allows workers to
bypass immediate supervisors and talk to
the top executives in regard to important
matters without fear of reprisal.
• This communication reduces tension and
improves trust in sub-ordinates.

125. Open-door policy has disadvantages too.
It creates a sense of insecurity in managers
when they know that sub-ordinates may lodge
complains directly to upper level managers.

126. Questionnaires
• Sometimes, anonymous questionnaires
are given to workers to fill in with a view
to identify problem areas in the
organization.
• When a large number of workers rate a
firm low in a given area, the
management should deal with it
immediately and find solutions thereof.

127. Ombudsperson
• The organizations having no union can have
a complaint officer called an ombudsperson.
• He hears employees’ complaints,
investigates them and recommends
appropriate actions to the top management.
• This form of grievance resolution channel
resolves the problems swiftly.

128. Vertical/Lateral Communication
Divisional Manager
(Steel)
Divisional Manager
(Cement)
Managing Director
Deptt
head(
Fina
Deptt
Head
(Pro)
Deptt.
head
markt
Deptt
head
pro
Deptt
Head
Fina
Deptt
head
mkt

129. Horizontal Communication
• This type of communication refers to
communication between various department
or units representing the same level, or
people within the same or different
departments without having a superior-
subordinate relationship.
• It flows between persons at the same
hierarchical level.

130. • It is known by various other names like sideways
communication, lateral communication, inter-scalar
communication.
•This form of communication takes place among peer
groups or hierarchically equivalent employees.

131. Merits of Horizontal communication
• It speeds up the flow of work in
organization.
• It facilitates problem-solving amongst
members at the same level and brings
about co-ordination.
• It develops mutual trust and confidence
amongst similar position holders of
different departments.

132. • It relieves top managers of the burden of solving
problem of the lower levels if they can manage to
solve them on their own.

133. Limitations of Horizontal
Communication
• In the modern age, functional heads are
so highly specialized in managing
activities of their departments that they
lack knowledge of other functional areas.
• This hampers communication at the
horizontal level.

134. For example:- marketing manager may not appreciate
the problem of the finance manager in collecting
payments from the debtors and insist on liberal credit to
customers.
2. Personal likes and dislikes amongst members of
different work groups can obstruct free flow of
information among them.
3. Differences in perceptions and attitudes of functional
heads can be counter-productive in horizontal
communication.

135. For example:-
If the chief executive of the company directs
functional heads to cut down costs, finance manager
may want marketing manager to cut selling expenses
while marketing manager may want production
manager to cut production costs.
This might lead to inter-departmental conflicts.

136. The best example of lateral communication can be
seen in the interaction of production and marketing
departments.
Strategies of marketing cannot be fruitful unless its
plans are communicated to the production
department.

137. Objectives of lateral
communication
• To co-ordinate among various individuals or
departments.
• To resolve conflicts among various employees
of the department.
• To exchange information among various
employees of the department.
• To promote social relations among employees
in the organization.

138. Diagonal or Crosswise
Communication
Diagonal or Crosswise Communication cuts
across different functions and levels in an
organization.
Diagonal Communication travels from sub-
ordinates to supervisors.
The increased use of e-mails also encourages
cross wise communication.

139. For Example:- when a sales manager directly communicates
with the Vice-President (production) who is not only in a
different division but also at a higher level in the
organization, they are engaged in diagonal communication.
Any employee can communicate via e-mail with another
employee, regardless of the receiver’s function or status.
It is also called radial or circular communication.
The major problem with diagonal communication is that
it departs from the normal chain of command.

140. Oral Communication
• It involves exchange of messages with the
help of spoken words.
• Oral communication may take place
(i) by face to face contacts
(ii) through mechanical devices ex:-telephones,
intercom system, mobile etc.

141. Face to face conversation is the most natural way of
transmitting the message.
Oral orders, personal interviews, lectures, group discussions
, social gatherings etc. are frequently used in our daily life.

142. Advantages of oral communication
• It is relatively less expensive as compared to
written communication.
• It is more effective because of direct contact.
• It helps in getting quick response from the
receivers.
• Face to face contacts can be made effective by
supporting them with gestures.

143. Oral communication is faster as compared to
written communication.
Oral communication is very useful for discussing
problems in groups.
It is very much helpful when the time available is very
short.
It also helps in knowing the reactions of the receivers
quickly.

144. Disadvantages of oral
communication
• Oral communication is not possible when
parties to communication are at distant places
and no electronic means of communication is
available.
• Communication through the electronic device
may not be reliable because of the possibility
of the breakdown in the transmission system.

145. It cannot serve as an authentic piece of record unless
the conversation is audio or video recorded.
Oral communication may give rise to conflicts in certain
situations because of immediate response from the
listener. Even if there is a slip of tongue by a person, the
words spoken once can’t be taken back.
Oral communication may be ignored by the receiver of
the message. This would delay action.

146. Two Sides of Oral Communication
• Listening
• Presenting

147. Listening
• Any discussion of oral communication is
incomplete without considering listening as an
important tool of communication.
• No oral communication can be effective
without proper listening.
• The recipient of the message must be
attentive and receptive.
• Poor listening may defeat the very purpose of
oral communication.

148. Effective Listening Skills
• Stop talking as you can not listen effectively
during talking.
• Free your mind from presumptions and
preconceived ideas by being aware of them.
• Avoid any external distraction.
• Put the talker at ease with smiling face and
sweet words, so that he can communicate
frankly and fearlessly.

149. Effective Listening Skills
• Demonstrate your interest in the talker’s
speech.
• Be patient and allow the talker sufficient time
to clarify his point.
• Do not interrupt him unnecessarily.
• Do not be selective and partial in listening.
• Avoid premature evaluation and judgment.

150. Presenting
• Ability to present one’s viewpoint is also
important for effective oral communication.
• In order to be an effective presenter, one
should present facts and not opinions.
• Keep to the point.
• Keep the listener’s interest in mind.
• Ask for feedback.
• Answer questions honestly.

151. Face to face communication
• The most natural way of transmitting the message.
• Helps in achieving greater co-operation and
understanding because the communicator can
convey the message both by words and expressions
or gestures.
• Listener can make queries if he has any doubt or if
he is not able to understand the message.

152. Advantages
• Listener’s attention
• Effect of facial expressions
• Suitable for discussions

153. Listener’s Attention
• It has the advantage of exercising control over
the listener’s attention.
• The speaker can effectively capture the
listener’s attention by making his message
clear and interesting.

154. Effect of facial expressions
• Speaker can make his speech more vivid and
forceful by conveying through facial
expressions, tone and pitch of the voice.

155. Inattentive listening
• For effective communication, listening skill
plays important role.
• Most of the persons seem listening, but do
not listen because of wandering of mind to
other matters, using or selective perceptions,
egoism etc.
• The communication does not take place
because of inattentive listening.

156. Unproductive in unhealthy relations
• At times face to face communication proves
counter-productive when the relations
between the parties are unhealthy.
• It may lead to further conflicts and
confrontation.

157. Principles of successful oral
communication
• Clarity of Expression
• Be precise
• Choice of words
• Avoid hackneyed phrases
• Avoid communication overload
• Listener’s interest
• Easy flow
• sequence
• Strong conviction

158. Clarity of expression
• The speaker should speak clearly and
slowly.
• Pronunciation and accent of the speaker
are also important.

159. Be precise
• There should be precision in the
statements.
• For ex:- increase the prices by 10% this
statement is specific instead of saying
increase the prices.

160. Choice of Words
• Use of familiar words is better than
unfamiliar words.
• Ambiguous words should be
avoided.

161. Avoid hackneyed phrases
• Do not use the phrases which have
lost their impact and have become
dull.
• For ex:- so then, you see, you know

162. Listener’s interest
• A good speaker should know his
audience, their culture, education,
level of intelligence.
• A speaker must take into
consideration the listeners around
him.

163. Easy flow
• There should be natural style which is
more effective than complicated style.
• The speaker should cultivate an
impressive voice.
• Harsh, shrill voice and artificial style
become repulsive and therefore the
purpose of communication is defeated.

164. Sequence
• The speaker should arrange various
ideas in a logical sequence.
• Rambling thoughts and irrelevant
ideas are never effective.

165. Strong Conviction
• The speaker should think carefully, speak
sincerely, plan intelligently in order to
make his speech effective.
• He must have strong conviction about
what he says.

166. Written Communication
• Written communication is transmitted by
written words in the form of letters, memos,
circulars, bulletins, reports, instruction cards,
manuals, magazines, handbooks etc.
• It generally moves downward.
• Upward communication in the written form is
generally discouraged, or the workers are
reluctant to use it.

167. Management style
Dynamic management should encourage it by
installing a suitable suggestion system under which
workers are allowed to write their grievances and
suggestions freely.

168. Modes of written communication
• Letters
• Notice
• Memo or memorandum
• Telegram
• Telex

169. Letters
• The message is transmitted from the sender
to the receiver through a letter.

170. Notice
• Notice is one of the best methods when many
people within an organization are to be
contacted.
• Notice is a common method of mass
communication.

171. Memo or Memorandum
• It is a message between members of a
company, pertaining to routine matters.

172. Telegram
• For contacting people at distant places
telegrams can be used.
• It gives an impression of urgency to the
receiver.
• To convey the matters urgently and to take
quick actions, telegrams are used.

173. Telex
• It is a telegraphic device which has a facility to
type out the messages simultaneously on the
senders machine and the receivers machine.
• It is used to send as well as receive messages.

174. Advantages of Written
communication
• Written communication can be used to issue
instructions and orders to the sub-ordinates.
• It is very difficult to alter the contents of the
written message so it can’t be distorted.
• Written communication is a cheaper means of
communication when parties to communication
are situated at distant place.

175. Written messages are more formulated than oral
communication. That is why they are more specific and
clear. One can think adequately before writing anything.
Response to written communication is generally well
thought out because the receiver gets sufficient time to
understand and evaluate the message.
Written communication serves as a reliable record for
future reference and can be used in legal proceedings.

176. Disadvantages of Written
Communication
• Written communication is more expensive for
transmitting short messages.
• It also takes time to convey the message.
• Written communication is generally formal in
nature, it does not involve personal touch
between the parties.

177. Once a written message has been dispatched, there is
little scope left for making amendments for the
inaccuracy that might have crept into it.
If the written communication is poorly drafted, it may
create misunderstanding and confusion in the mind of the
receiver.

178. Comparison of Oral and Written
communication
Oral Communication
• It is expressed through
spoken words.
• It takes less time.
• It may not be precise.
• It may not be complete. It
may be difficult to
understand it.
• It is generally informal in
nature.
Written communication
• Communication is
expressed in writing.
• It takes more time.
• It can be precise.
• It is not difficult to
understand written
communication if it is
expressed in unambiguous
terms.
• It is generally formal in
nature.

179. Comparison of Oral and Written
communication
Oral Communication
• Oral message may be taken
casually.
• Oral message may not be
verifiable.
Written communication
• Written message is
generally taken seriously.
• Written message can be
verified from the records.

180. Gestural Communication
• Communication through gestures or postures is
often used as a means to supplement verbal
communication.
• If there is a face to face conversation between two
persons, they can better understand the feelings,
attitudes and emotions of each other.
• Gestural communication is very helpful to motivate
the sub-ordinates.

181. For example:- handshake with the sub-ordinate or pat on
the back of the sub-ordinate.
Gesture is a movement of the head, hand, body etc. to
express an idea, feeling, emotion.
As gestures have meanings so they should be coordinated
with proper intensity of speech.
A presenter while facing the audience is advised to keep
positive gestures, since it indicates his positive personality.

182. Adroit gestures can add to the impact of a speech.
An ungainly gesture (like playing with your key chain or button)
can mar the effectiveness of message.
For example:- arms spread apart convey the meaning of
“wide”.
ii. Shuffling from one leg to another means “nervous”

183. Gestures should not divert the attention of the listener and
distract from your message.
Gestures can be divided into following types:
Enumerative -- Numbers
Descriptive -- Size of the objects
Symbolic -- abstract concepts
Locative -- location of an object
Emphatic -- emphasis