Influencing and Communication | MGT 213

This unit covers influencing fundamentals and subsystems, and communication concepts, structure, process, types, and barriers.

Concept of Communication

Meaning of communication

• Communication is the process of transmitting and exchanging ideas, emotions, information, and facts between two or more persons. It's the transfer of meaning and understanding through verbal and non-verbal means.

• Communication is the lifeblood of an organization—the essence of leading, motivating, coordinating, and decision-making. Managers spend a lot of time communicating, using it to implement plans and get feedback on performance.

Notable definition

1. Theo Haimann: Communication is the process of passing information and understanding from one person to another—the process of imparting ideas and making oneself understood by others.

Characteristics of communication

1. Two parties: Communication requires at least two parties—a sender and a receiver.

2. Two-way process: It's not complete until the message is received, understood, and responded to.

3. Pervasive function: Communication happens at every level and in every function of the organization.

4. Formal or informal: It can flow through official channels or through informal, personal interactions.

Why communication is the lifeblood of an organization

1. Smooth and efficient working: Communication enables smooth operation by directing subordinates' actions and making people understand their duties clearly.

2. Basis of decision-making and implementation: The quality of managerial decisions depends on the quality of communication, and decisions must be communicated to subordinates to be implemented.

3. Economy and higher productivity: Timely communication saves time, capitalizes on opportunities, and increases productivity as employees understand their duties.

4. Motivation and morale: Communication motivates employees and maintains morale by providing information and modifying behavior in the desired direction.

Structure of Communication (Communication Networks)

Meaning of communication structure

• Communication structure (or network) is the pattern formed when the vertical and horizontal flows of organizational communication are combined. It represents how members of a group communicate with each other, with information flowing in one or many directions. Large organizations use complex networks divided into linked sub-networks.

Types of communication networks

1. Wheel network: A single central person (usually the leader) communicates with all members on a one-to-one basis—one person tells many. It relies on the leader's centrality to coordinate information.

2. Chain network: A vertical upward-and-downward chain where each member communicates only with the person immediately above or below them.

3. Circle network: Each member communicates with the members on either side of them but not with anyone else in the group.

4. All-channel network: Every member can communicate directly with every other member. It's the most decentralized and least formal structure, blending features of the

Process of Communication

The steps of the communication process

1. Sender: The source and initiator of information who prepares the message from their idea, need, or intention. It can be anyone in the organization communicating with internal or external people.

2. Message: The idea, information, view, fact, opinion, or feeling generated by the sender that is intended to be communicated to others.

3. Encoding: Giving form and meaning to the message—translating thoughts and feelings into a code (sound, word, number, picture, or symbol) that others can understand. It also helps decide the medium.

4. Medium: The channel selected to pass the information, bridging the gap between sender and receiver. Oral channels include telephone and group discussion; written channels include letters, reports, and memos.

5. Decoding: The process by which the receiver interprets and tries to understand the message as intended. If it isn't understood as the sender intended, misinterpretation and misunderstanding occur.

6. Receiver: The person who receives and reads the message. Communication's purpose is achieved once the receiver understands and acts on the message.

7. Feedback: The receiver's response, which shows whether the message was clearly understood. An effective system provides follow-up and feedback, and success is measured by a positive response.

8. Noise: Any element or condition that disturbs or interferes with communication effectiveness—such as sound from radios, machines, vehicles, a slow voice, or bad handwriting. Minimizing noise is part of the process.

Types of Communication

Based on style and channel

1. Oral communication: Expressing ideas through spoken words—face-to-face conversations, telephone calls, staff meetings, teleconferencing, and videoconferencing.

2. Written communication: Expressing ideas through words meant to be read—memos, letters, reports, email, and fax. It's used to give, receive, and record information.

3. Nonverbal communication: Expressing information without words, through gestures, postures, facial expressions, eye movements, vocal cues (loud/quiet, fast/slow), touch, dress, and grooming.

Based on organizational sanction

1. Formal communication: Communication that follows the official chain of command or is required to do one's job. It can be written or oral and may follow different networks.

2. Informal communication: Communication not defined by the organization's structural hierarchy and not officially sanctioned—generated through informal gatherings and personal interest (often called the "grapevine").

Interpersonal communication

• Interpersonal communication takes place between two individuals or groups face-to-face or through direct contact, usually in the workplace. It involves two-way communication where both parties exchange views—for example, a manager gives direction to subordinates and subordinates report progress back.

When written communication is more suitable

1. When the message is legally required for reference.

2. When communicating complex ideas that need to be studied carefully.

Barriers to Effective Communication

Main barriers

1. Physical barriers: Internal and external factors that obstruct communication—internal structure, layout of machines and equipment, physical distance, hierarchy, office design, and noise.

2. Human (psychological) barriers: Difficulties arising from how people think and behave, especially when emotional—selfish behavior, jealousy, fear, superiority complex, inattention, and distrust toward the communicator.

3. Semantic barriers: Language-related barriers where words carry different meanings for different people. Difficult, vague, or insensitive language causes misinterpretation and breakdown.

4. Organizational barriers: Barriers from hierarchical differentiation, poor policies, rigid rules, one-way communication systems, status differences, and structural complexity.

Solving the semantic barrier

• To overcome semantic barriers, use simple and understandable language, choose words and sentences suited to the receiver's level of knowledge, and avoid technical jargon.

Enhancing Effective Communication

Individual skills

1. Good listening skill: The most important skill—listen with patience, don't interrupt the speaker, and ask only appropriate questions. This is the essence of active listening.

2. Two-way communication: Allow the receiver to ask questions and express opinions, which fosters effectiveness.

3. Be aware of language and meaning: The sender should consider the meanings different receivers might attach to various words.

4. Maintain credibility: The sender should stay accurate and honest to preserve trust.

5. Be sensitive to the receiver's perspective: Consider how the receiver will feel—for example, unwelcome news like a missed promotion.

6. Be sensitive to the sender's perspective: The receiver should also try to understand the sender's point of view.

Organizational skills

1. Following up: Ensure the message was received and understood by the receiver.

2. Regulating information flows: Control the amount of information so no single employee is overloaded at one time.

3. Understanding the richness of different mediums: Match the medium to the message—for example, face-to-face for a sensitive layoff, but written communication for a salary increase.

Active listening

• Active (or effective) listening is a key way to make communication effective and understand the message clearly. It involves listening to the message content, responding to feelings, giving feedback about what was understood, and encouraging people to express their feelings and emotions.

Formal vs Informal Communication

Influencing People

Meaning of influencing

• Influencing is the act of affecting the behavior and actions of others—changing a person's goals, behavior, attitudes, opinions, needs, and values. It's the power to make people act or think a certain way without applying pressure or force, and it's crucial for successful leadership.

Strategic components of influencing people

1. Sensory awareness

2. Emotional intelligence

3. Communication skills

4. Negotiation skills

5. Contextual awareness

6. Cultural awareness

Fundamentals / steps of influencing people

1. Establish trust: Trust is the minimum condition for influencing—people must trust their leaders. A leader builds trust by being open, situational, honest, and using two-way communication.

2. Create a sense of urgency: The leader must convince people that the situation is important and urgent; without urgency, people prefer their usual routine.

3. Gain commitment: Influencing should win people's commitment toward a situation or problem, developing an inner desire to change.

4. Initiate change: People follow leaders and are likely to change only when the leader initiates the change, which builds their confidence.

5. Overcome resistance: Since people prefer their comfort zone, leaders must motivate them to accept change and realize it's essential for the organization.

Influencing Subsystem

Meaning

• The influencing function is a subsystem of the overall management system with input, process, and output components. Its primary purpose is to help attain management objectives by guiding organization members' activities in appropriate directions.

The three components

1. Input: A portion of the organization's total resources—people, money, raw materials, and machines—drawn from the external environment into the internal environment.

2. Process: The action part, where managers convert input into output by performing six interrelated primary activities: leading, motivating, considering groups, communicating, encouraging creativity and innovation, and building corporate culture.

3. Output: Appropriate organization member behavior—members interact to solve job-related issues and problems, and the ultimate result shows in members' behavior.

Important Questions and Solutions

Exam-style questions with solutions for this unit.

1. Write the conditions of using formal communication. (2083)

Formal communication is communication that follows the official chain of command or is required to do one’s job.

It is used under the following conditions are below :

1. When official job matters are involved: for orders, instructions, duties and progress reports that must flow through the chain of command.
2. When a record or legal reference is needed: such as contracts, policies and notices, usually in written form.
3. When complex information must be studied carefully: such as reports, procedures and budgets.
4. When accountability and authority must be clear: such as appointments, promotions, warnings and policy changes, where the sender’s authority must be established.

2. Enlist the forcers of communication. (2081)

The communication process is made up of several key elements. They are:

1. Sender — the source who initiates the message.
2. Message — the idea or information to be conveyed.
3. Encoding — giving form and meaning to the message.
4. Medium — the channel used to pass it.
5. Decoding — the receiver's interpretation of the message.
6. Receiver — the person who receives and reads it.
7. Feedback — the receiver's response.
8. Noise — any disturbance that interferes with communication.

3. Differential formal and informal communication. (2080)

Formal and informal communication differ mainly in their source and control:

1. Definition: formal communication follows the official chain of command and is required to do one's job, while informal communication is not defined by the structural hierarchy and is not officially sanctioned (the "grapevine").
2. Control: formal communication is controlled and sanctioned by the organization, whereas informal communication emerges naturally among people and is flexible and spontaneous.

4. What is interpersonal communication? Explain the barriers to effective communication. (2080)

Interpersonal communication is the communication that takes place between two individuals or groups face-to-face or through direct contact, usually in the workplace. It is a two-way process in which both parties exchange views — for example, a manager gives directions to subordinates and the subordinates report progress back.

The barriers to effective communication are explained below:

1. Physical barriers: internal and external factors that obstruct communication — such as the internal structure, layout of machines and equipment, physical distance, hierarchy, office design, and noise.
2. Human (psychological) barriers: difficulties arising from how people think and behave, especially when emotional — such as selfish behavior, jealousy, fear, superiority complex, inattention, and distrust toward the communicator.
3. Semantic barriers: language-related barriers where the same words carry different meanings for different people, so difficult, vague, or insensitive language causes misinterpretation and breakdown.
4. Organizational barriers: barriers arising from hierarchical differentiation, poor policies, rigid rules, one-way communication systems, status differences, and structural complexity.

In conclusion, interpersonal communication is direct two-way contact between parties, and physical, psychological, semantic, and organizational barriers can all obstruct it, so managers must work to minimize them for effective communication.

5. Show two differences in formal and informal communication. (2079)

Formal and informal communication differ in the following ways:

1. Definition: formal communication follows the official chain of command and is required to do one's job, while informal communication is not defined by the structural hierarchy and is not officially sanctioned.
2. Control: formal communication is controlled and sanctioned by the organization, whereas informal communication emerges naturally among people.

6. Point out any two different between formal and informal communication. (2078)

Formal and informal communication differ in the following ways:

1. Source: formal communication flows through official channels and networks, while informal communication is generated through informal gatherings and personal interest.
2. Flexibility: formal communication may follow set patterns or networks, whereas informal communication is flexible and spontaneous.

7. State and explain the major problems of business in Nepal. (2078)

Business in Nepal is held back by several deep-rooted structural and policy problems. The major problems are explained below:

1. Unstable government policy and regulation: policies change with every change of government, hurting the industrial sector and creating uncertainty for investors.
2. Open border and smuggling: the open border with India encourages unlawful trade and smuggling, and Nepalese firms cannot compete with cheap illegal imports.
3. Low quality of products: major exportable goods fall below international standard, weakening their acceptance in markets.
4. Higher cost and low demand: limited purchasing power and cheaper Indian and Chinese goods undercut Nepalese products, lowering demand.
5. Weak and traditional technology: high interest rates, collateral demands, and lack of advanced technology make finance and modernization difficult, especially for small firms.
6. Poor physical infrastructure: poor transport (blockades, strikes, syndicates) and unreliable electricity (load-shedding, low voltage) hamper industrial development.
7. Lack of energy and fuel supplies: firms depend on imported raw materials from India, and export industries like carpets, garments, and Pashmina suffer from supply interruptions and high transit costs.
8. Lack of mutual trust: cooperation between the government and private sector is missing, with the government acting as a controller rather than a facilitator.

In conclusion, unstable policy, weak technology, poor infrastructure, and a lack of trust between the state and private sector together form the major obstacles to business development in Nepal.

8. Define communication. How can an organization enhance effective communication? Explain. (2077)

Communication is the process of transmitting and exchanging ideas, emotions, information, and facts between two or more persons — the transfer of meaning and understanding through verbal and non-verbal means. According to Theo Haimann, communication is the process of passing information and understanding from one person to another. It is the lifeblood of an organization, essential to leading, motivating, coordinating, and decision-making.

An organization can enhance effective communication through the following individual and organizational skills:

1. Good listening skill: the most important skill — listening with patience, not interrupting the speaker, and asking only appropriate questions, which is the essence of active listening.
2. Two-way communication: allowing the receiver to ask questions and express opinions, which fosters effectiveness.
3. Awareness of language and meaning: the sender should consider the different meanings receivers might attach to various words.
4. Maintaining credibility: the sender should stay accurate and honest to preserve trust.
5. Sensitivity to the receiver's perspective: considering how the receiver will feel, especially with unwelcome news.
6. Sensitivity to the sender's perspective: the receiver should also try to understand the sender's point of view.
7. Following up: ensuring the message was received and understood by the receiver.
8. Regulating information flows: controlling the amount of information so no employee is overloaded at one time.
9. Understanding the richness of different mediums: matching the medium to the message — for example, face-to-face for a sensitive layoff but written communication for a salary increase.
10. Active listening: listening to the message content, responding to feelings, giving feedback on what was understood, and encouraging people to express their emotions.

In conclusion, communication is the exchange of meaning and understanding between people, and an organization can enhance it through good listening, two-way flow, credibility, sensitivity, follow-up, proper medium selection, and active listening.

9. Enlist two differences between organic and mechanic organizations. (2077)

Organic and mechanistic organizations differ in the following ways:

1. Structure: a mechanistic organization has a rigid, highly formal structure with centralized authority, while an organic organization has a flexible, loosely defined structure with decentralized authority.
2. Communication and rules: a mechanistic organization relies on strict rules and vertical (top-down) communication, whereas an organic organization encourages free, horizontal communication and few rigid rules.

10. Write down four barriers to communication. (2077)

The main barriers to effective communication are:

1. Physical barriers — distance, office layout, hierarchy, and noise.
2. Human (psychological) barriers — fear, jealousy, distrust, and inattention.
3. Semantic barriers — words carrying different meanings due to unclear language.
4. Organizational barriers — rigid rules, poor policies, and status differences.