Admission no.

:- AEM-12/Jhar/52

Name : AMRESH KUMAR THAKUR

Address : Block-Silli, ATMA, Ranchi

Programme title : Post Graduate Diploma in
Agricultural Extension Management

Semester I/II : Semester I

Course code : Course 102

Course title : Communication and Diffusion of
Agricultural Innovations

Name of your Study centre : SAMETI, Ranchi, Jharkhand

Signature ................................................

Date ...............................................................

INTRODUCTION
Communication is the basis for all human interactions and groups depend on it to function.
Whenwe talk, it is because we have an idea or a feeling that we want to share with someone. In
order to share it, someone has to hear what we are saying. Effective communication exists
betweentwo people when the receiver interprets the senders messages in the same way the
sender intended.
The process of communication is fundamental to extension, training and passing on
information.Thus learning processes, the dissemination of innovations or social change cannot
be explainedwithout reference to communication.Communication can be given a broad and
inclusive or a restrictive definition. It can also be seen in the light of communication as linked to
or not linked to intention and judgment.

Communication can be defined as:
1. The means of sending messages
2. The transmission of information
3. That situation in which a source transmits a message to a receiver with conscious intent to
affect the latters behaviours.
4. The verbal interchange of thoughts or ideas.
5. The process that links discontinuous parts of the living world together.

Communication process starts with a sender/source who has a message for a receiver. Two
or more people are always involved in communication. The sender has the responsibility for the
message. The sender's message travels to the receiver through one or more channels chosen by
the sender. The channels may be verbal or non-verbal. They may involve only one of the senses,
hearing for example, or they may involve all five of the senses: hearing, sight, touch, smell, and
taste. Non-verbal communication, popularly referred to as body language, relies primarily on
seeing rather than hearing. Interpersonal communication includes any verbal or nonverbal
behavior that is perceived by another person. It is much more than just an exchange of words.
All behaviours convey some messages and are, therefore, a form of communication.
Communication is a two-way process of sending and receiving messages. Human relationships
and communication are interpersonal and the interpersonal communication of messages is a two-
way process.

An organisation consists of a group of people who work together to achieve a common purpose.
It can consist of two people or two million people, and can be structured as a small business or
an army, corporation, government or church. An organisation is bigger than the individuals and
groups that comprise it, but smaller than the society that gives it its context and environment.

In this assignment we will try to understand what makes communication work within an organ-
isation, and what prevents or distorts communication within an organisation. Because the
organisation is not sealed off from the outer world, we may also see overlaps in content and
approach between this chapter and the coverage on customer communication, public
communication and mass communication. This assignment has been prepared from descriptive
secondary information searched by reviewing literature about Communication and
Organizational Cummunication (OC), published in research journals in the form of research
articles, research reports of various organizations and books of Orgainsational Cummincation
scholars on this topic.

CONCEPT OF ORGAINSATIONAL COMMUNICATIONS
Organisational communication is difficult to define. Richmond and McCroskey (2009) describe
it as the process by which individuals stimulate meaning in the minds of other individuals, by
means of verbal and nonverbal messages in the context of a formal organisation. Pace and
Faules (1994) suggest it is the display and interpretation of messages among communication
units who are part of a particular organisation. An organisation is comprised of communication
units in hierarchical relations to each other and functioning in an environment.
Most scholars would agree that an organisation involves a social collectively (or a group of
people) in which activities are coordinated in order to achieve both individual and collective
goals. By coordinating activities, some degree of organisational structure is created to assist
individuals in dealing with each other and with others in the larger organisational environment.
With regard to communication, most scholars would agree that communication is a process that
is transactional (i.e., it involves two or more people interacting within an environment) and
symbolic (i.e., communication transactions stand for other things, at various levels of
abstraction). To study organisational communication, then, involves understanding how the
context of the organisation influences communication processes and how the symbolic nature of
communication differentiates it from other forms of organisational behaviour.
Choosing the most appropriate channel for given message will help it reach the right Managers
have traditionally spent the majority of their time communicating in one form or another
(meetings, face-to-face discussions, memos, letters, e-mails, reports, etc.). Today, however, more
and more employees find that an important part of their work is communication, especially now
that service workers outnumber production workers and research as well as production For these
reasons, communication practices and technologies have become more important in all
organizations, but they are perhaps most important in knowledge-intensive organizations and
sectors and, as such, are of great significance to science organizations and to public science
management. The study of organizational communication is not new, but it has only recently
achieved some degree of recognition as a field of academic study. It has largely grown in
response to the needs and concerns of business. The first communication programs were
typically located in speech departments, but most business schools now include organizational
communication as a key element of study. The study of organizational communication
recognizes that communication in organizations goes far beyond training managers to be
effective speakers and to have good interpersonal communication skills. Moreover, it recognizes
that all organizations, not just business organizations, have communication needs and challenges.


Adapted from Shannon and Weaver (1949)

Harvard Business Reviews (1993): The Articulate Executive divide communication at the micro,
meso, and macro levels; formal and informal communications; and internal organizational
communication practices (newsletters, presentations, strategic communications, work direction,
performance reviews, meetings) as well as externally directed communications (public, media,
inter-organizational). Innovation, organizational learning, knowledge management, conflict
management, diversity, and communication technologies are also addressed. As a new academic
discipline, organizational communication is struggling to develop and convey some sense of
coherency across these many areas. In addition to its fragmented nature, organizational
communication, perhaps more than any other aspect of organizational theory and practice, has
been subject to dramatic change. As organizations increased in size, formal top-down
communication became the main concern of organizational managers. Organizational
communication in todays organizations has not only become far more complex and varied but
more important to overall organizational functioning and success.

Numerous pathways, channels or media can be used to convey messages within organisations.
Communication channels such as memos, email, voicemail, instant messaging, formal and
informal meetings, noticeboards, suggestion boxes, 360 feedback, focus groups, plenary
briefings, supervisor or team leader briefings, closed-circuit telecasts, video recordings,
newsletters, charts and posters, management by walking around (MBWA), the grapevine or
rumour mill, position papers, ombudsmen, blogs and websites as been widely used to
accomplish different activities.
COMMUNICATION FLOWS
In understanding organisations and the patterns of communication within them, one of the critical
concepts is directionality.
Vertical communication refers to sending and receiving messages between the levels of a
hierarchy, whether downward or upward. Vertical communication occurs between hierarchically
positioned persons and can involve both downward and upward communication flows. Downward
communication is more prevalent than upward communication. Larkin and Larkin (1994) suggest
that downward communication is most effective if top managers communicate directly with
immediate supervisors and immediate supervisors communicate with their staff. A wealth of
evidence shows that increasing the power of immediate supervisors increases both satisfaction and
performance among employees. One way to give supervisors power is to communicate directly
with them and to have them provide input to decisions. Ensuring that supervisors are informed
about organizational issues/changes before staff in general, and then allowing them to
communicate these issues/changes to their staff, helps reinforce their position of power. When the
supervisor is perceived as having power, employees have greater trust in the supervisor, greater
desire for communication with the supervisor, and are more likely to believe that the information
coming from the supervisor is accurate
Downward communication, used mainly to communicate messages from the more
powerful to the less powerful, is perhaps the most common form of communication in
organisations. Such communication involves instructions, budget approvals or
nonapprovals, policy statements, variations in standard operating procedures and
notification of other changes, general announcements, briefings, and expression of
goals, objectives and mission statements. These messages may be transmitted via
memos, email, notices and other individual-to-group or individual-to-individual
channels; or they may be conveyed indirectly, passed on by others in the hierarchy.
During the transfer, the original message may be edited, augmented, reduced, explained
or distorted.

Upward communication: Upward communication aims to inform senior management
of what is going on at subordinate levels. This type of communication includes progress
reports, suggestions, explanations, and information and data necessary for making
decisions. Upward communication may in some circumstances be even more important
than downward communication. Upward communication channels convey data about
and from customers, data about production of goods and services, and the intelligence
that is needed in the day-to-day operation of an organization. Upward communication
can also be a fertile source of new ideas and creative problem solving, primarily
because people in the lower parts of a hierarchy are closer to specific problems and may
be more aware of practical solutions than people further up the hierarchy.

Linear/ Horizontal communication is the type taking place between two or more employees of
equal or similar rank in their daily activities. While the planning and control functions mostly
require vertical communication, the guidance and coordination functions require linear
communication. Linear communication usually arises from work flow relations, communication
between work groups, relations between work groups and group members from different
departments, and senior relations. The principal goal of linear communication is organizational
coordination and problem-solving. In this way, organizational communication becomes simpler
and more efficient. Another benefit of linear communication is the development of senior level
and functional relations among
the members. Linear communication has important factors for efficient communication. The most
important reason for this is that linear communication allows the fulfilment of tasks anywhere
within an organization. It is commonly used for intra organizational communication. It is also used
for coordinating activities, convincing other managers of the same rank, and finding out about
activities and emotions.
Linear communication is an important means of controlling the idea of authoritarian leadership. At
the same time, it contributes to a favourable climate of organizational communication and
improves coordination. Managers of equal rank can cooperate without needing instructions from
senior levels through linear communication. Linear communication is needed for solving the
problems of such departments as production, marketing, human resources, accounting-finance,
public relations, etc, ensuring coordination, and speeding up the functioning. Linear
communication does away with the waste of time caused by formal communication and is based
on mutual trust.

Diagonal communication cuts across vertical and horizontal dimensions. For example, a junior
staff member may go over the head of his or her immediate superior and telephone, email or visit
a senior technical expert in another area to get information (note in particular these interactions in
the informal organisation). Wilson (1992) found that in low-performing organisations, staff used
diagonal communication to seek information on the proper application of existing job procedures,
while in high-performing organisations, staff used diagonal communication to seek information
needed to solve complex and difficult work-related problems. While diagonal communication may
be a sign of flexibility for example, in organic organisations it will obviously cause
problems and perhaps chaos if taken to extremes. This is the type of communication taking place
between managers and subordinates of different functional units. It is not come across in many
offices. In fact, diagonal communication enables different units to better understand each others
responsibilities and facilitates collaboration. Diagonal communication is particularly needed in
companies focusing on group work, so that participation can yield useful results. In problem-
solving or process development, work groups need to see and identify their problem from various
angles in order to fully analyze it and come up with solutions. Therefore, the more common
diagonal communication is, the more useful it becomes. Those working with diagonal
communication are open to self-improvement and can assess their work from various dimensions.
Diagonal communication also raises empathy in peoples relationships
PROCEEDINGS OF WORLD ACADEMY OF SCIENCE, ENGINEERING AND T
EFFECTIVE COMMUNICATIONS METHODS IN AN ORGANISATION
Effective communication in organization increases productivity, decreases employee turnover and
improves office atmosphere. Whether a supervisor or regular employee at the organization, the
better you communicate--as difficult as it might be at times--the better working relationships you'll
have. Not everyone, however, comes from strong communication backgrounds, so it's important to
bring new employees up to speed on important communication methods. After all, a few
communicators in the workplace don't render the same results as 10 communicators in the
workplace.
Listening
In the business world, listening goes much farther than speaking and is undoubtedly the most
important component of effective communication in an organization. When interacting with
others, listening will help you avoid confusion, understand tasks more clearly and generate an
overall positive connection with the person to whom you're speaking. Additionally, if you don't
listen to people, they won't listen to you. Listening extends far beyond hearing and understanding
words. It involves offering positive body language to speakers so they know you are listening.
These signals include making eye contact, nodding in understanding or agreement, standing or
sitting in a welcoming and approachable way, and not interrupting. All of these elements fall into
the listening category because they serve to ensure the speaker that you understand and are
interested. Using these techniques every day will go a long way with your co-workers. Benefits
include a cordial environment, people listening when you speak, and improving office
communication.
Speaking
Words are powerful. Speaking is an art form not to be taken lightly, regardless of how flippantly
many of your co-workers might use their words. That's why it's important to allow others to speak
first. Gather every opinion in the room, think about what you hear, write notes if you want to, and
answer accordingly. If at the end of your deliberation you have something to say or if you disagree
with something that was decided upon, it's time to speak up. Take a deep breath and begin by
affirming what others have said in the meeting, using your notes if you need to. Point out what
you like about certain ideas and then, if necessary, what you don't like. After spending time on
what's been discussed, you should state your opinion plainly, clearly and tactfully. Give reasons,
evidence and statistics for the things you say. Wrap up your comments with a recap of the meeting
and your opinions. It's impossible to predict how a conversation will unfold, but if you loosely
follow these guidelines--acknowledge others' thoughts, agreed and disagreed points, your opinions
and a conclusion--your comments in meetings will go farther than you ever imagined.
Preparation
Preparation in every situation paves the way for effective communication. Before every phone
call, business meeting, conference, interview or predetermined conversation, brief yourself on the
components of the meeting before even thinking about moving forward. Write down things you
want to discuss, questions you want to ask and points you want to make. This tactic translates into
productivity, professionalism and respect from others. If you practice this method every day in all
situations, you will find yourself facilitating meetings more often than not, so if you are a regular
employee who is always prepared and knowledgeable, advancement is not far on the horizon.
Preparedness not only benefits your organization, it benefits your career and your interactions with
co-workers.

IMPORTANCE OF ORGANIZATIONAL COMMUNICATION
Views of organizational communication can be categorized as those that view organizational
communication as one aspect of an organization versus those that see it as the underlying basis
of the organization itself. In many ways, organizations have evolved in directions that make the
latter view more appropriate. Changes confronting organizations and the associated changes in
organizational forms have made organizational communication increasingly important to overall
organizational functioning. For example:
Work is more complex and requires greater coordination and interaction among workers
The pace of work is faster
Workers are more distributed
Simultaneous, distributed work processes are more common
Knowledge and innovation are more critical to an organizations competitive advantage
Communication technologies and networks are increasing

They see communication as having three primary functions:

Coordination and regulation of production activities This function of communication
has changed the most over time. In traditional bureaucratic views of the organization,
prescription clearly communicating behavioral expectations and the behavioural
consequences associated with complying or not complying with these expectationsand
monitoring are considered to be the basis of organizational order and control. This function
of organizational communication was seen as involving fairly proceduralized, rule-
oriented, one-way, top-down communication. Tasks in many organizations have become
more complex, less routine and repetitive, tightly coupled, and interactive (Perrow 1986)
and, as such, the traditional bureaucratic view of organizational communication is no
longer sufficient. Production activities of this nature require dynamic, reciprocal, lateral
communications between production workers and nonroutinized, two-way, vertical
communications between production workers and managers. Communication as a means
of coordination and regulation becomes more important, complex, and difficult.
Socialization The socialization function of communication is stressed in the
humanrelations perspective of organizations (see Chapter 1) which asserts that capturing
the hearts and minds of organizational members is necessary to effectively coordinate
organizational action in the pursuit of collective organizational goals. Communication
directed at socializing organizational members focuses on articulating and reinforcing
organizational values and aligning individual goals with organizational goals. It is directed
at establishing an appropriate organizational culture and climate. This form of
communication cannot be one-way or top-down. It must occur reciprocally between
organizational leaders and organizational members.
I nnovation The organizational communication literature is increasingly addressing the
importance of communication in promoting innovation as well as control and coordination.
Communication to promote innovation is associated with strong communication within
and beyond the organization.

This approach focuses on the functional goals of organizational communication, rather than on the
near-term outcomes of particular acts of communication, such as to make a decision, to persuade,
or to resolve a conflict. The more specific functions of specific acts of communication or sets of
communication exchange (decision-making, informing, persuading, negotiating, problem-solving)
are subsumed into each of the three higher-level functional objectives.

BARRIERS TO EFFECTIVE COMMUNICATION

A. Physical barriers
Internal structure of the organization and layout of office machines and equipments creates
physical barriers in communication
a) Distance: communication is found obstructed in long distance. Like communication
between America and Nepal.
b) Noise: it is from external sources and affects the communication process. Noise
negatively affects the accuracy
c) Physical arrangement: the physical arrangement of organizational sources like men,
money, material and machine obstruct the communication process.

B. Semantic barriers
The use of difficult and multiple use of languages, words, figures, symbols create semantic
barriers.
a) Language: we can find some words having different meaning. As meaning sent by the
sender can be quite different from the meaning understood by the receiver. Long and
complex sentences creates problem in communication process.
b) Jargons: technical or unfamiliar language creates barriers to communication that may be
drawn from the literature. So message should be simple and condensed as far as possible
so that no confusion creation will be there to the receiver.

C. Organizational barriers
It is raised from the organizational goals, regulations, structure and culture.
a) Poor planning: it refers to the designing, encoding, channel selection and conflicting
signals in the organization.
b) Structure complexities:- difficult organizational structure barrier for free flow of
information. Appropriate communication process must be used.
c) Status differences: it creates barrier for communication. Superior provides information
to the subordinate about plans and policies. Different information is provided by different
subordinates who create barrier in communication.
d) Organizational distance:- distance between sender and receiver also creates barriers to
effective communication.
e) Information overload: if superior provides too much information to the subordinate in
short period receiver suffers from information overload which creates barriers to effective
communication.
f) Timing: communication can be obstructed if not done on time. If the information is not
provided in time it creates barriers to effective communication.

D. Psychological barriers
It is the barriers to effective communication created from the lack of interest of the people from
whom the communication is meant. People do not pay attention to the communication which are
not interesting to them and which do not fulfill their want.
a) Perception: it is the process of accepting and interpreting the information by the
receiver. People receive things differently for a various number of reasons.
b) Filtering: communication some time filters the negative information to make it more
favorable to the receiver. In this process, knowingly or unknowingly some valuable
information may be disposed.
c) Distrust: superior provides information or message to the subordinates to their own
view, ideas and opinion which create obstruction in communication.
d) Emotions: emotion also creates barriers to effective communication like anger, het,
mistrust, jealousy etc.
e) Viewpoint: it also creates barriers to effective communication. It the receiver doesnt
clear the message and ignore without hearing, the message may create obstructions.
f) Defensiveness: if the receiver receives the message as threat and interprets that message
in the same way, it creates barriers to effective communication.


CONCLUSION
Everyone is always in communication , regardless of age, gender, religion, economic status or
ethnic background, because human beings have the ability to communicate with each other in
theirs way and also communication tools. With communication, someone can interact and
socialize. Organization needs communication to streamline their tasks. Communication in the
organization called as formal organization. Communication in the organization is the sending
process and receiving all the organizations message through formal and informal group in the
organization. Organizational communication is an administrative function crucial especially for
executives in the implementation of organizational and administrative functions. Executives spend
a significant part of their time on communicative activities. Doing his or her daily routine,
arranging meeting schedules, speaking on the telephone, reading or replying to business
correspondence, or fulfilling the control functions within the organization, an executive typically
engages in communication processes.

REFERENCES
H. Widhiastuti 2012. The Effectiveness of Communications in Hierarchical Organizational
Structure. International Journal of Social Science and Humanity, Vol. 2, No. 3.

W. Barker, Listening Behavior : Defination andMeasurement, in Communication Yearbook
8, ed R N Bostrom: Beverly Hills, CA : Sage Publications, 1984.

M. Altnz. 2009. An Overall Approach to the Communication of Organizations in
Conventional and Virtual Offices. International Journal of Human and Social Sciences 4:3
2009.

Richard H. Hall; Organization Structure and Process, Prentice-Hall, Inc., Englewood Cliffs,
New Jersey, 1977, p., 270.

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