Interpersonal and Organizational Communication

     This chapter has examined interpersonal and organizational communication. It noted that the communication process entails four steps: attention, understanding, acceptance, and action and that implementation of the process occurs in two basic channels: the formal and the informal. The astute manager uses both to advantage, keeping in mind that there tends to be an overemphasis on downward communication and an under emphasis on upward. This is unfortunate, for without some form of upward communication the manager suffers from a lack of feedback. Many  managers overlook the need for this feedback, tending to follow the old  conveyor theory of communication. They send their subordinates a message and expect them to act accordingly. However, communication does not work that way. People do not always interpret messages in the same way. There are many reasons for this, and all constitute barriers to effective communication. Some of the more important are perception, language,  abstraction, inference, status, and resistance to change. In order to overcome these barriers, the manager must take steps to establish lines of feedback. Some of the more effective techniques are sensitivity; under-  standable, repetitive language; credibility; the avoidance of bad listening habits; and a general adherence to the commandments of good communication. Although many people may think these ideas appear obvious, it is really quite difficult to practice an adherence to them.