Communication Process

COMMUNICATION PROCESS PAPER

CRAIG WINNETT

30TH JULY 2003

Introduction

The communication process describes the method of delivering and receiving messages for the express purpose of conveying a meaning, sentiment, or action, and typically fosters a response. The key elements of the Communication Process, as described by Steve Axley (1996) are “a source, who encodes an intended meaning into a message, and a receiver, who decodes the message into a perceived meaning” (p.24).

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Source: Schermerhorn, John R. Jr. Hunt, James G., Osborn, Richard N,. Organizational Behaviour, John Wiley and Sons, 2002, p. 191.

Many factors occur during the transmission of the message than can influence the perception of the recipient. These factors are called “noise”, which Schermerhorn et al (2002) refer to as “any disturbance that disrupts it and interferes with the transference of messages within the communication process” (p. 191).

The communication process, and its effective utilisation, is arguably one of the most important factors in organisational behaviour. An organisation’s ability to communicate ideas, mission, vision and operating principles and procedures is the very essence of effective management, and on-going clarity of purpose.

A Successful Example of Communication

When my company was acquired by a large global Fortune 100 organisation, there was a massive re-drafting of regional boundaries and responsibilities. This was done for the following reasons:

i) To capitalise on all the new synergies that were available;

ii) To maximise effective use of company resources;

iii) To reorganise reporting lines along those already existing in the parent company.

It is this last one that posed the biggest potential threat to a fluid and successful integration. Fortunately, it was implemented very well and effectively, with the end result being a much more robust and dynamic organisation, with many new resources and competencies as part of...