Concept of Communication, Communication Process and Communication Network

Concept of Communication

Information transfer from one person to another is referred to as communication. It also involves comprehending meaning. The received message's meaning should reflect the intended meaning as closely as feasible. A dynamic interpersonal process, communication is.

According to Moorhead and Griffin "Communication is the process in which two or more parties exchange information and share meaning."

According to Stephen p. Robbins "Communication is the transference and understanding if meaning."

Messaging is an aspect of the communication process between two parties. Understanding of meaning is the result. The key to managing, inspiring, organizing, and making decisions in group behavior is communication. People are connected through communication. For OB, it is essential. In organizations, it is a constant process. Transmitting information and meaning from one person to another is the process of communication. It involves the exchange of knowledge and comprehension between the sender and the recipient. Effective communication is the process of communicating information in a way that the recipient can understand the message's meaning. The message conveyed should have a meaning that is as close as feasible to what was intended.

(People communicate via writing, reading, speaking, and listening during roughly seventy percent of their working hours.)

Process of Communication

It takes two to talk. What is to be communicated through the communication system is the message. Ideas, knowledge, and feelings can all be included. For communication to occur, there must be a message to be sent. These are the components of a communication system:

Process of communication

• Sender: 
  It serves as a conduit for communication. It could be a person, a team, or a company. A message is sent from the sender to the recipient. Consequently, two personnel are needed.
• Encoding:
  It is the symbolic representation of a message. The symbols can be spoken, acoustic, numerical, visual, gestural, etc.
  • Words are the primary symbols that work groups use to communicate verbally.
  • Images are used to make verbal communication clearer. An old saying goes, "A picture is worth a thousand words."
  • It serves as a means of nonverbal communication. It involves gestures and body language.
• Channel:
  It serves as the medium for sending messages. Can be a channel:
  • Audio-visual media include television, radio, movies, and other visual and aural media.
  • Print media includes newspapers, magazines, mail, and messengers.
  • Mechanical: voicemail, computer network, fax, etc.
  • Personal; direct interactions.
• Decoding:
  The message symbols are being translated by it. The communication is given meaning in a format that the recipient can comprehend.
• Receiver:
  It is the communication's intended audience. The communication can be accepted or rejected by the recipient. He has the option to use or ignore the message.
• Feedback:
  It is the receiver's answer. If the communication was received as intended, it informs the sender. It establishes whether understanding has been attained. It must be current, pertinent, clear, detailed, and valuable.
• Noise:
  It is an unintentional communication distortion brought on by outside causes. Communication is less effective as a result.

Communication Networks

The patterns of communication flows make up the network. Information flow pathways are determined by communication networks.

Networks for communications can be:

• Formal communication networks
  
  Communication network
  They have a vertical axis. They adhere to the chain of command. They are communications about tasks. The organization puts them in place.
  • Chain:
    • Each member of the chain network communicates with the person directly above and below them. This chain of command and formal organizational structure are carefully followed in this communication framework. It is an illustration of vertical hierarchy, in which there is communication both up and down the hierarchy. When a sequential task is undertaken, communication is limited to those connected to the sequences.
  • Circle:
    • This kind of communication arrangement is distinct. Each participant in this network converses just with the one sitting next to them. The structure is frequently present while a task force or committee is at work.
  • Wheel:
    • This building has a wheel-like form. A manager or group leader acts as the conduit for all communication. As a result, the middle person or the group leader serves as the focal point for all communication. The communication between those at the ends of wheels is an example of group communication. This is the most centralized method of communication because all information is gathered and distributed by a single individual. The information flow is under the control of the focal person. Wheel structure is effective and precise when the group's task is straightforward and routine. The information is coordinated by the leader.
  • All channel
    • This network of communication is unrestricted and allows all group members to interact with one another. Informally organized groups without a clear structure, leader, or task to complete often engage in this style of communication. This arrangement might work well in decision-making tasks. Each team member interacts with the others while considering every alternative.
      
      Effectiveness of Formal Networks
• Informal communication Networks
  Informal groups that form and keep contact for the informal exchange of information use the informal communication networks within the organization. They involve the spread of rumors via word-of-mouth. They emerge on their own.
  The following are the traits of an informal network:
• Management has no control over it.
• Employees view rumors as more trustworthy and believable than official communication.
• It promotes the self-interest of those who live there.

It is an informal network of communication. It is crucial to the functioning of communication networks. The manager should take the following actions to reduce the effects of grapevine:

• Releasing schedules for significant choices.
• Increased openness.
• Open dialogue around choices.

Types of Grapevine

• Single thread: Each informs the others.
• One tells all in gossip.
• Probability: Each tells others at random.
• Clump: some inform others.

Reference

AGRAWAL, DR. GOVIND RAM. Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.