Professional Documents
Culture Documents
INTRODUCTION
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1.1 INTRODUCTION
COMMUNICATION SYSTEM
Communication is one of the basic functions of management. The manager can make a good
decision, think out well-conceived plans, and establish a sound organization structure.
Communication forms ‘a basis for management by objection, long-range strategic goal setting and
policy formulation. Organisation effectiveness and allied managerial activities aimed at achievement
of organisational goal. Communication helps managers to arrive at a right decision. The manager unit
gets the work done through the employees unless he is sure of some basic facts viz. that the workers
Meaning of communication
The word ‘Communication‘ comes from the Latin word ‘Communis’ which means common. This
suggests that Communication is the act of imparting a common idea or understanding to another
person and covers any behaviour that affects an exchange of meaning. By using this bridge of
meaning a person can safely cross the river of misunderstanding that separates all
people.Communication is an ‘Art ’. It was Aristotle who for the first time brought about a systematic
Definition
‘Communication involves more than just having the right information and information should
be weighed correctly reach the right decision makers and result in appropriate action”. - Mitchell
“
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PURPOSE OF COMMUNICATION
OBJECTIVES OF COMMUNICATION
➢ Information
➢ Advice
➢ Order
➢ Education
➢ Warning
➢ Raising morale
RULES OF COMMUNICATION
➢ Brevity-It makes both written and oral Communication easier to understand only one idea
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➢ Simplicity-Short, simple words, phrases and sentences should be used. Extra words only
confuse.
Communication Process
Communication has been defined as a process. The process is a concept of changing rather
Feed back
ORGANISATIONAL COMMUNICATION
Basically the two most important media of Communication in an organisation are formal and
informal Communication.
Formal Communication
Formal channels are those official channels, which are designed by management. Through
these channels official matters such as orders, instructions is Communicated. The channels are a part
of organisational structure based on authority relationship between employees. This may be further
classified into:
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a. Upward Communication
This is flow of information from lower levels (subordinate) to the higher level (management).
b. Horizontal Communication
Communication between departments or people on the same level in the managerial hierarchy
➢ Task Co-ordination
➢ Problem solving
➢ Information sharing
c. Downward Communication
Downward communication flow from a superior to subordinate orders, policy statements and
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Informal Communication (Grape vine)
Informal channels are part of functioning of informal groups. This informal communication is
called as grape vine. This arises from social interaction. The grape vine carries two types of
information work related and people related. Employees want to know what is going on in the
organisation when they are not kept informed through formal channels, they seek information from
grape vine. Informal communication helps individuals to communicate the matters, which can’t do
1. The manager who wants to communicate must be clear in mind about the objectives of
his communication.
3. There should be a good superior subordinate relationship and trust so that everybody
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1.2 INDUSTRY PROFILE
ABOUT IT INDUSTRY:
The software industry includes businesses for development, maintenance and publication of software
that are using different business models, mainly either "license/maintenance based" on-premises or
"Cloud based". The industry also includes software services, such as training, documentation,
consulting and data recovery. There Majorly two types of IT Industry Software Development and
Software development:
Software development is the process of computer programming, documenting, testing, and bug fixing
involved in creating and maintaining applications and frameworks involved in a software release life
cycle and resulting in a software product. The term refers to a process of writing and maintaining the
source code, but in a broader sense of the term it includes all that is involved between the conception
of the desired software through to the final manifestation of the software, ideally in a planned and
structured process. Therefore, software development may include research, new development,
prototyping, modification, reuse, re-engineering, maintenance, or any other activities that result in
software products.
Software can be developed for a variety of purposes, the three most common being to meet specific
needs of a specific client/business (the case with custom software), to meet a perceived need of some
set of potential users (the case with commercial and open source software), or for personal use (e.g. a
Embedded software development that is, the development of embedded software such as used for
controlling consumer products, requires the development process to be integrated with the
development of the controlled physical product. System software underlies applications and the
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The need for better quality control of the software development process has given rise to the
discipline of software engineering, which aims to apply the systematic approach exemplified in
There are many approaches to software project management, known as software development life
cycle models, methodologies, processes, or models. The waterfall model is a traditional version,
Activities of IT Industries:
1. Identification of need
2. Planning
3. Designing
A business model illustrates the functions associated with the business process being modelled and
the organizations that perform these functions. By depicting activities and information flows, a
foundation is created to visualize, define, understand, and validate the nature of a process.
A data model provides the details of information to be stored, and is of primary use when the final
product is the generation of computer software code for an application or the preparation of a
functional specification to aid a computer software make-or-buy decision. See the figure on the right
for an example of the interaction between business process and data models.
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History of IT Industry
The word "software" was coined as a prank as early as 1953, but did not appear in print until
the 1960s. Before this time, computers were programmed either by customers, or the few commercial
computer vendors of the time, such as UNIVAC and IBM. The first company founded to provide
The software industry expanded in the early 1960s, almost immediately after computers were
first sold in mass-produced quantities. Universities, government, and business customers created a
demand for software. Many of these programs were written in-house by full-time staff programmers.
Some were distributed freely between users of a particular machine for no charge. Others were done
on a commercial basis, and other firms such as Computer Sciences Corporation (founded in 1959)
started to grow. Other influential or typical software companies begun in the early 1960s
included Advanced Computer Techniques, Automatic Data Processing, Applied Data Research, and
Informatics General. The computer/hardware makers started bundling operating systems, systems
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When Digital Equipment Corporation (DEC) brought a relatively low-
priced microcomputer to market, it brought computing within the reach of many more companies and
universities worldwide, and it spawned great innovation in terms of new, powerful programming
languages and methodologies. New software was built for microcomputers, so other manufacturers
including IBM, followed DEC's example quickly, resulting in the IBM AS/400 amongst others.
The industry expanded greatly with the rise of the personal computer ("PC") in the mid-1970s,
which brought desktop computing to the office worker for the first time. In the following years, it also
created a growing market for games, applications, and utilities. DOS, Microsoft's first operating
In the early years of the 21st century, another successful business model has arisen for hosted
software, called software-as-a-service, or SaaS; this was at least the third time this model had been
attempted. From the point of view of producers of some proprietary software, SaaS reduces the
concerns about unauthorized copying, since it can only be accessed through the Web, and by
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1.3COMPANY PROFILE
services. We enable clients in more than 50 countries to outperform the competition and stay ahead of
the innovation curve. We provide enterprises with strategic insights on what lies ahead. We help
enterprises transform and thrive in a changing world through strategic consulting, operational
leadership, and the co-creation of breakthrough solutions, including those in mobility, sustainability,
Alcance helps customers do business better by leveraging our industry-wide experience, deep
technology expertise, comprehensive portfolio of services and vertically aligned business model. Our
55+ dedicated emerging technologies ‘Centres of Excellence’ enable us to harness the latest
Alcance is globally recognized for its innovative approach towards delivering business value and
capital and talent. Today we are a trusted partner of choice for global businesses looking to
‘differentiate at the front’ and ‘standardize at the core’ through technology interventions.
In today’s world, organizations will have to rapidly reengineer themselves and be more
responsive to changing customer needs. Alcance is well positioned to be a partner and co-innovator to
businesses in their transformation journey, identify new growth opportunities and facilitate their foray
OPERATIONS:
➢ Corporate & Investment Banking Includes Capital Markets, Debt & Finance and Corporate
➢ Asset Management Alcance Global Asset Management is the 14th largest asset management
firm in the world with $734 billion in assets under management as of September 30,
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2012. Subsidiaries include Alcance Asset Management, Harris Associates, Loomis Sayles,
➢ Private Equity & Private Banking Alcance Private Banking unit includes Banque Privee.
➢ Services Business lines include insurance, securities, financial guarantees, and consumer
finance.
➢ Receivables Management (offered through its Co-face subsidiary). Coface deals in risk
Flash Programmer:
Job Responsibilities:
➢ Candidates with good working knowledge in Action script 1.0, 2.0 & 3.0. will have an
advantage.
➢ Candidate should be strong in fundamental programming and oops concept. Candidate should
➢ Candidate must possess expertise in photo shop, xml with loadvars, communicating with
server side, should be able to handle graphics and animation with programming, should be
able to understand and analyze the storyboard then implement the script according to it.
Flash 2D Animator:
Job Responsibilities:
➢ Candidates should have good knowledge in tracing of images and giving exact color to them.
Should be an expert in using all animation tools. Should have good knowledge in setting time
frames for animations, should be able to design a character of their own according to the story
➢ Candidate should be a good visualize with excellent creativity, which is mandatory. Graduates
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Job Responsibilities:
➢ Candidates should have good creativity, should be able to create new concepts for game
development. Candidates must have good free hand drawing skills. Knowledge in flash is
mandatory. Should be a good visualize and also who is interested in games.B.sc Visual
PHP Programmers:
Job Responsibilities:
➢ Candidates with good knowledge in php programming with good template designing skills
using cs, should have strong knowledge in MySql queries with knowledge expertise in
validation of the website using JavaScript and also strong knowledge using Ajax.
➢ Candidates who have worked in projects using content management system such as drupal,
Artist:
Job Responsibilities:
➢ Candidates who are expert in free hand drawing skills with flash working knowledge is
mandatory. Should be able to visualize the script and create a background according to it.
➢ Graduates who possess B.F.A degree will be preferred for this position.
Content Writers:
Job Responsibilities:
➢ Candidates with good writing skills in English, and experience in content writing is
mandatory.
➢ Candidates with knowledge in Foreign Languages such as French, Arabic, Polish, Swedish,
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Achievements
Our success and business model has been recognized and rewarded repeatedly since its inception.
These awards demonstrate our dedication and commitment to our clients and consultants. Every
referral or opportunity for repeat business represents recognition for a job well done more than any
award. We offer sincere thanks to our clients and partners for allowing us the privilege of doing what
we love and serving alongside you. We are proud to share some of our recognition for building a great
This year's employers were divided among five different categories — extra small, small, medium,
large and extra large — and were selected based on survey responses provided by employees. The
Alcance Best Places to Work surveys and the subsequent scoring of responses were provided in
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1.4 NEED OF THE STUDY
The study is vey useful to analyse the present communication system and find out the problems of this
system. It can be suggest a solution for the problem and meaure the upward and downward system
used in this system.The main purpose of the study is to find out the various communication system
used in this company. Every company has faced the communication problem among the employees in
various levels.
Effective communication is the basic ingredient of effective management. Business executives spend
much of their time in communicating. It is said that executives spend nearly 70% of their time in
communication. Communication is needed in the area of orientation to make the people acquainted
with peers, Superiors and with the company’s rules and regulations.
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1.5 OBJECTIVES OF THE STUDY
The primary objective of this study was to study the Communication practices alcance
technology.
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1.6 SCOPE OF THE STUDY
This study helps to understand the present communication system among employees and based on the
study the company will come out with new ideas to reduce the problems in present communication
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1.7 REVIEW OF LITERATURE
A literature review or narrative review is a type of review article. A literature review is a scholarly
paper, which includes the current knowledge including substantive findings, as well as theoretical and
methodological contributions to a particular topic. Literature reviews are secondary sources, and do
not report new or original experimental work. Most often associated with academic-oriented
literature, such reviews are found in academic journals, and are not to be confused with book
reviews that may also appear in the same publication. Literature reviews are a basis for research in
presenting new research, serving to situate the current study within the body of the relevant literature
and to provide context for the reader. In such a case, the review usually precedes the methodology and
Producing a literature review may also be part of graduate and post-graduate student work, including
in the preparation of a thesis, dissertation, or a journal article. Literature reviews are also common in
a research proposal or prospectus (the document that is approved before a student formally begins a
dissertation or thesis).
Before the entering into the empirical study, we may throw a little light on the existing literatures on
the management of working capital. During the last few decades, several studies have been conducted
both in India as well as abroad regarding the various aspects of working capital management.
JOURNAL REVIEW:
model for management and employees. Pigor thought that effective communication could only result
if produced through a joint process between the management and employees His research indicated
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that employees were just as important to the success of internal communication as were the leaders of
the company.
communication intervention program" at a medical manufacturing facility. The Hunt and Ebeling
study included two research questions. The research questions inquired whether the levels of
satisfaction would improve following the implementation of the structured communication program.
They also examined levels of productivity in relation to the implementation of the communication
The researchers observed ten weekly meetings where management lectured to front line
employees. These employees also completed several attitude and job satisfaction questionnaires. The
intent of the intervention program was to "communicate, downward management to the members"
and included specific information on the unit's performance, their role in relation to the plant, and the
While results for productivity were mixed, they found a significant relationship between the
communication program and job satisfaction. However, it was also noted that the communication
program was only one contributing factor to satisfaction and the satisfaction level is also the result of
Adler & Rodman (1985) described communication as the process of human beings responding to the
symbolic behaviour of others. However, that definition recognizes both the process and the
King et al. (1988) study showed that, "consistently strong and positive relationships exist between the
communication employees report receiving from their supervisors and their satisfaction with both
supervision and the job in general" (p. 41). These results were expected as previous research had
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Rainnie (1989) acknowledges that among the challenges of employee communication in small
businesses are autocratic management styles, “team spirit” that leads to group think, and common
characteristics of entrepreneurship, such as individualism and independence, which are not conducive
to healthy, vertical communication. The management style used by small business owners and
Kahn (1990) conducted a thorough study on the psychological reasons for employees engaging or
disengaging themselves in the workplace. He found that employees would engage themselves in
situations that were psychologically meaningful, situations in which they were psychologically
available, and situations were they felt psychologically safe. While he thoroughly explains each of the
three conditions, the study fails to explain how organizations can create these conditions. In addition
this study does not examine the relationship between internal communication and employee
engagement.
Kreps (1990) defined organizational communication as the process whereby members gather
pertinent information about their organization and the changes occurring within it. Generally
organizational communication has two objectives. The primary objective is to inform the workforce
about their tasks and the policy issues of the organization. Organizational communication is defined
as “transmitting news about the work from organization to employees and through employees .The
communication function is either led by public relations officers or human resources officers—with
larger organizations favoring the public relations approach and smaller organizations favoring the
human resources approach. The human resources office is traditionally responsible for
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Dobos (1992) studied gratification models of satisfaction and choice of communication channels.
Telephone interviews were conducted across 241 organizations in the United States. Dobos believed
that organizational communication served three basic functions: production, maintenance, and
Maintenance communication refers to, "the development and maintenance of relationships and the
promotion of member integration and teamwork" .The third function of innovation or adaptation
communication focuses on generating new ideas for improving current processes and procedures as
well as supporting adaptation to change .Dobos found that the gratifications obtained significantly
improved explanations of satisfaction and choice of communication channel .This supports that an
employees satisfaction and channel choice will be consistent with the communication channels used
in the past.
Bedi (1996) contends that employees’ perceptions of policies and initiatives are vital to establishing
healthy dialogue and swift, curative action. Imperative to the communication process is dialogue in
both the hierarchical and grassroots directions. Since employees sometimes remain silent during
meetings for fear of reprisal or ridicule, methods are needed to increase honest employee feedback as
Argenti (1998) writes of changes in organizations that affected the workplace and, in turn,
employees. He wrote, "the overall environment is more competitive than ever before, more global
than in the past, and more interdependent on other organizations.. .These changes put pressure on
today's employees and create the need for a more coordinated approach to employee
communications". To deal with these changes, a study conducted by the Conference Board, a business
membership and research organization, asked managers from over 200 companies what they
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The board believed that effective communication should: improve morale, create a positive
relationship between employees and management, inform employees about internal changes, explain
employee benefits, and increase understanding about the organization's goals and culture (Troy,
1988). These goals demonstrated the beginning of a shift from simple one-way communication
toward the development of strategic communication plans. Argenti identified issues in employee
communication, the function of key players, and two-way communication, but research on the
Asif and Sargeant (2000) sought to define effective communication processes and develop a model
for internal communication. Although they provided no research questions or hypotheses, they stated
that the purpose of their study was "to explore a variety of internal communication issues within the
context of two major High Street Banks". Their qualitative approach included personal interviews
with 31 employees over a period of six months. Through these interviews they found that effective
internal communication produced six key outcomes: shared vision; job satisfaction; service focus;
Asif and Sargeant (2000) were able to identify new variables for internal communication. These
variables were more complex in nature by going beyond measures of job satisfaction. The study
introduced new relationships between internal communication and employees and therefore
demanded the examination of these additional variables. However, the study did not explore whether
According to the 2002 Fleishman-Hillard survey of employee communication practices and the
2002 Mercer Human Resource Consulting “People at Work” survey, communication is vital to
employee retention. Manager accountability for communication is critical. Best Practices in Employee
Communication included the use of innovative technologies to engage employees and the use of staff
feedback. These findings further support the use of multiple communication channels in the employee
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communication mix. Print newsletters and intranet sites are the most common communication forms,
along with e-mail, voice mail, television, and audio and video streaming. Incentives, training and two-
Bado (2002) maintains that to engage employees and incite interest in profitability, performance
information must be shared in an exciting and interesting manner. Abstract financial figures should be
communicated through a practical, creative and interactive approach. Specifically, 1) connect the
“numbers” to real-life experiences; 2) get creative by making it fun, interactive and engaging; 3) build
a line-of-sight from daily work to the big numbers; and 4) play mini-games with visual scoreboards.
According to the 2002 Fleishman-Hillard survey of employee communication practices and the
2002 Mercer Human Resource Consulting “People at Work” survey, documenting communication’s
contribution to bottom-line results was the most sought-after result of communication strategies or
imperative.
Watson Wyatt Worldwide (2003) illustrated that organizational communication can drive business
results. The results of the study of predominantly large organizations showed that companies with the
most effective employee communication programs provided a 26 percent total return to shareholders
from 1998 to 2002 and were associated with lower turnover rates than other organizations. The study
identified nine communication dimensions that can be directly linked to an increase in company
value; three are associated with the largest increase in value: “driving managers’ commitment to
effective communication, having a formal communication process in place and creating a clear ‘line
of sight’ between business objectives and employees’ jobs” (Yates, 2004, p. 8).
Lyman (2003) reports that a strong trust-based relationship between employees and management
built on open communication has resulted in “superior financial performance” for the 100 Best
Companies to Work for in the U.S. For every year that the “100 Best” list has been published in the
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U.S., the Great Place to Work® Institute has sought independent analyses of the financial
performance of publicly traded 100 best companies compared with other companies contained in
The 100 best experience significantly higher levels of financial performance, and in general have
According to Ngwenyama (2003), Slack & Parent, (2006) and Smith, (2004) in different research
studies, they found that value frameworks that the validity of evaluating and measuring the cultural
dimensions that are general across organizations, as well as estimating culture forms and kinds are
relative to other variables (Howard 1998). That method permits and allows understanding the
principles and values that underlying the organization cultures and to proceed the accomplishment
and action to connect and communicate within organization that wanted to improve its incomes.
However, the four culture sorts of developmental, rational, group and hierarchical adapted and
discussed in this study somehow in relation to communication as it looks for the most used
According to Blundel (2004), communication is a tool used by humans in their daily communication
the sender and the receiver. Perfect or clear message exchange between managers and employees that
is a indication of good communication and in order for the information to be transmitted successfully
to another individual, the receiver, needs to know which good communication channel in the
contemporary era.
Hansen (2004) says that when managers are unsatisfying in resolving a communication problem, this
becomes an operational serious mistake and lowers the effectiveness of the communication tools.
Another key factor of relationships between manager and employee is the channel which is used by
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managers to send information to the employees. It is not sufficient to communicate through emails or
voicemails all the time. There are periods when employees need to interact physically with their
superiors. Face-to-face contact helps to respond too many of unanswered questions. Therefore, lower
communication channels such as emails, especially when the information may have a higher
ambiguity or equivocality, can often times create levels which may result into making organization
employees unhappy
According to a Watson Wyatt (2004) study, "organizations that communicate effectively use
technology to amplify their messages" .They found that at organizations who were rated as highly
effective in communication had employees who used the Web to "communicate, collaborate, and
share resources" .In addition these organizations continually use the technology to provide employees
with important information about the business and their benefits. Highly effective organizations
utilized the web and Internet at a rate of 54.7% compared to others. They are also share information
on total retirement income projections and total compensation using the same technology.
O’Hair, et al. (2005) explains that the exchange of information between superiors and subordinates
shared meanings and mutual understandings resulting from interpreting messages in the same manner
by manager and employee, influenced by the richness communication tools of sources of information.
Whitworth and Riccomini (2005) state that “The better the managers’ communication, the more
satisfied the employees were with all aspects of their work life,” which ultimately translates to higher
experiencing change. Six propositions were developed that all simultaneously influence readiness for
change. The level of readiness in this framework indicates the degree of effectiveness of change. The
first proposition stated that low level of resistance to change or high level of readiness for the change
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is an indicator for effective organizational change. The second proposition stated that communication
needs to inform the organizational members about the change and how that change will alter the
individual’s work. The third proposition advocated that communication should be used to create a
community which will increase commitment, trust, and identification with the organization and
management. The next proposal looked at uncertainty in that high levels of uncertainty will have a
negative effect on readiness to change. The fifth proposition focused on the effect of downsizing
creating loss of jobs and feelings of job insecurity affecting readiness to change. The last proposition
was related to fourth and fifth propositions which stated that communication will show impact on
According to Hammonds (2005), employee engagement scores are directly linked to profitability
and account for 1 to 10 percent of company earnings. Employee performance must be connected to
profitability indicators, such as customer loyalty, quality and employee replacement costs. Effective
processes, leveraged by technology and employee preferences for communication media, coupled
with a rewards program that uses employee feedback to ensure that employees see how their daily
According to Kaplan and Norton (2005), one approach to developing business alignment is to adopt
the Balanced Scorecard and its associated tools to help managers better communicate strategy to their
employees and to guide and monitor the execution of that strategy. Some companies, of course, have
The organizations that have managed to sustain their strategic focus have typically established a
new corporate-level unit to oversee all activities related to strategy: an office of strategy management
(OSM). The OSM coordinates an array of tasks: 4 Communicating corporate strategy, ensuring that
enterprise-level plans are translated into the plans of the various units and departments. 4 Executing
strategic initiatives to deliver on the grand design. 4 Aligning employees’ plans for competency
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development with strategic objectives. 4 Testing and adapting the strategy to stay abreast of the
competition.
The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an
integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use
the BSC as the framework for their strategy management systems, the lessons of the OSM are
Lastly, Van der Meijden and Veenman (2005) in their study state that employees are more gratified
Keller, Lynch, Ellinger, Ozment, and Calantone (2006) wrote that, "internal marketing adopts the
traditional tools of marketing to develop and distribute job products to employees, (the) internal
customers". They defined job products as: information, knowledge, physical and social environment,
and tools necessary to employees to successfully perform their job while also achieving
organizational and personal goals .Keller et al. also introduced "internal promotion" as effective
internal communication through the use of face-to-face interactions, recognition, and rewards. Their
study found that by treating employees with the same customer service level provided to external
customers and applying traditional marketing strategies, there was an increase in employee
satisfaction.
According to Grunig (2006); Toth (2007), a symmetrical system of communication channels in the
company increases employees’ satisfaction with their jobs and with the company. Therefore,
communication channels will have no good practices unless organizations have a participative rather
than dictatorial culture and decentralized, less stratified (organic) structure rather than a centralized,
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According to Pandey and Garnett (2006), most organizations place a high value on effectiveness of
effectiveness is the ability of managers to communicate with purpose and direction to the employees.
An & Frick (2006) in addition explain that face-to-face communication plays an important role in
connecting people to ambiguous jobs, creating choice and concluding compound responsibilities.
In 2007, Watson Wyatt conducted a study on employee perspectives on health care. The study
examined "how employees view, learn about, use and pay for health care" in addition to "employee
views on plan design, health improvement programs, provider quality, communication and behavioral
change" .They found that when it came to communication on their health benefits, employees
preferred specific communication channels over others. They rated mail sent to their home at most
preferred, followed print materials at work, the Internet, face-to-face, and least desired are
Hayase (2009) has investigated about Internal Communication in Organizations and Employee
Engagement.
The objective of the study was to find out whether there is a correlation between internal
communication and employee commitment. The study used quantitative research (survey) which
distributed to all of communication, journalism and media studies, and Business administration
classes offered at the University of Nevada, Las Vegas. Results showed that there is a significant
positive correlation between factors of internal Communication and factors of employee commitment.
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Dexter (2013) investigated in the study on Organizational Communication Channels and the
(CRM) Organization at Capella University. The objective of the study was to report a management
problem or dilemma concerning in which communication channels should organizations put into
The study find that as procedure of particular communication channels, such as e-mail,
telephone/conference bridge, instant messaging, and face-to-face interactions improved, there was a
trend for resistance to modify within the same measurement to be dropped. But, results were not
included in terms of observing at resistance to modify as a complete. However, the recent study
examines the relationship between three competencies and communication channels as well as
determines the most used among the seven communication channels in Sulfo Rwanda Industries
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1.8RESEARCH METHODOLOGY
Research methodology is the systematic way to solve the research problem. It gives an idea about
various steps adopted by the researcher in a systematic manner with an objective to determine various
manner. Research refers to search for knowledge. It is the voyage of discovery form known to
unknown. Every research should have a well-defined methodology which staff relevance of study, the
In order to meet the objective of the study the data was collected with the help of primary and
Primary data
Primary data being collected by researcher through structured questionnaire. About 100
Secondary data
Secondary data is based on second hand information, once the primary data put into use the
original character disappear and data becomes secondary. In this study facts were collected from the
SAMPLE SIZE
The sample size selected for the study is 100 respondents. The respondents are selected by
DATA ANALYSIS
The data collected from the questionnaire was analysed using percentage Analysis method.
The collected data is arranged in Tables, Graph is prepared for easy understanding.
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STATISTICAL TOOLS USED
➢ Percentage analysis.
➢ ANOVA TEST
➢ Correlation.
PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used to know
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula
No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents
ANOVA TEST
The purpose of this paper is to explain the login and vocabulary of one-way analysis of
variance (ANOVA). The null hypothesis tested by one-way ANOVA is that two or more population
means are equal. The questionnaire is whether (H0) the population means may equal for all group and
that the observed difference in sample means are due to random sampling variation or (H1) the
observed differences between sample means are due to actual differences in the population means.
CORRELTION ANALYSIS
Corxton and Cowden defined the correlation as “The relationship of quantitative nature. The
appropriate statistical tool for discovering and measuring the relationship and expressing it in brief
formula is known as correlation”
Correlation is a statistical measurement of the relationship between two variables. Possible
correlations range from +1 to –1. A zero correlation indicates that there is no relationship between the
variables. A correlation of –1 indicates a perfect negative correlation, meaning that as one variable
goes up, the other goes down. A correlation of +1 indicates a perfect positive correlation, meaning
that both variables move in the same direction together.
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1.9 LIMITATIONS OF THE STUDY
The study of the project is limited to the extent of the following short comings
4. The workers had suspicion that top management conducts the study.
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CHAPTER 2
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2.1DATA ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS
2 30 – 45 Years 35 35.0
Inference
Out of 100 respondents, 15% are up to below 30 years, 35% between 30 and 45 years and
50% are above 45
60
50
40
30
20
10
0
Below 30 Years 30– 45 Years Above 45 Years
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TABLE –2.2 TABLE SHOWING SEX WISE CLASSIFICATION OF THE RESPONDENTS
1 Male 80 80.0
2 Female 20 20.0
Inference
It is inferred from the above table that 80% are male respondents and 20% female respondents.
90
80
70
60
50
40
30
20
10
0
Male Female
35
TABLE–2.3 TABLE SHOWING MONTHLY INCOME WISE CLASSIFICATION OF THE
RESPONDENTS
Inference
It can be inferred from the above table that 18% of respondents come between income group
1000 – 2000, 37% between 2000 – 5000, and 45% 5000 and above.
Chart No: 2.3(A) Chart showing monthly income wise classification of the respondents
50
45
40
35
30
25
20
15
10
5
0
1000-2000 2000-5000 5000 and above
36
TABLE – 2.4 TABLE SHOWING YEARS OF SERVICE OF THE RESPONDENTS
2 6 – 10 years 12 12.0
3 10 – 15 years 42 42.0
4 15 above 40 40.0
Inference
From the above table it is found that respondents whose service up to below 5 years is 6%,
12% between 6 – 10 years, 42% between 10 – 15 years and 40% above 15 years.
45
40
35
30
25
20
15
10
5
0
Below 5 Years 6 – 10 Years 10-15 Years 15 above
37
TABLE – 2.5 TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS
1 Married 75 75.0
2 Un married 25 25.0
Inference
It is understood from the table that 75% of respondents are married and 25% unmarried.
Chart No: 2.5 (A) Chart showing marital status of the respondents
80
70
60
50
40
30
20
10
0
Married Un married
38
TABLE – 2.6 TABLE SHOWING EDUCATION LEVEL OF THE RESPONDENTS
2 Secondary 43 43.0
3 Diploma 10 10.0
4 Degree 20 20.0
Inference
It is understood from the table that 27% of the respondents have high school education, 43%
Higher secondary education, 10% are diploma holders and 20% are degree holders.
50
45
40
35
30
25
20
15
10
5
0
High school Secondary Diploma Degree
39
TABLE –2.7 TABLE SHOWING JOB WISE CLASSIFICATION OF THE RESPONDENTS
1 Clerical 25 25.0
2 Supervisor 25 25.0
3 Workmen 50 50.0
Inference
From the above table it can be inferred that 25% of respondents have clerical post, 25% are
supervisors and 50% workmen.
Chart No: 2.7 (A) Chart showing job wise classification of the respondents
60
50
40
30
20
10
0
Clerical Supervisor Workmen
40
TABLE – 2.8TABLE SHOWING COMMUNICATION OF JOB INSTRUCTIONS BY THE
MANAGEMENT
1 Written 40 40.0
2 Oral 35 35.0
Inference
The above table shows that 40% of respondents are getting written job instructions, 35%
orally and 25% both written and oral.
60
50
40
30
20
10
0
Written Oral Both written and oral
41
TABLE – 2.9TABLE SHOWING SOURCE OF GETTING CHANGE JOB INSTRUCTION
BY THE RESPONDENTS
2 Circular 28 28.0
3 Supervisor 32 32.0
4 Co-workers 10 10.0
Inference
It can be inferred from the above table that 30% of respondents are getting revised job
instruction through notice board, 28% through circulars, 32% supervisor and 10% co-workers.
Chart No: 2.9(A) Chart showing source of getting change job instruction by the respondents
35
30
25
20
15
10
0
Notice Board Circular Supervisor Co-workers
1 2 3 4
42
TABLE–2.10TABLE SHOWING RESPONDENTS OPINION ABOUT NOTICE BOARD
No. of
S. No. Particulars Percentage
Respondents
Inference
From the above table 35% of respondents have opinion that notice board is sufficient and placed in
proper place, 65% opinion that it is sufficient but not placed in proper place.
Chart No: 2.10 (A) chart showing respondents opinion about notice board
70
60
50
40
30
20
10
0
Sufficient & placed in proper place Sufficient & not placed in proper place
1 2
43
TABLE – 2.11TABLE SHOWING SOURCE OF GETTING THE POLICIES AND ORDERS
OF THE ORGANISATION BY THE RESPONDENTS
Inference
It is inferred from the above table that 10% of employees are getting the policies and orders of
organisation thorough audio-visual aids, 55% through notice board, 12% house magazines and 23%
handbook.
Chart No:2.11 (A) Chart showing source of getting the policies and orders of the organisation
by the respondents
60
50
40
30
20
10
0
Audio – visual aids Notice Board House Magazines Hand book
44
TABLE – 2.12 TABLE SHOWING OBSERVATION OF NOTICE BOARD BY
RESPONDENTS
1 Daily 48 48.0
4 Never 2 2.0
Inference
The above table shows that 48% respondents observe notice board daily, 35% once a week,
15% once in a month and 2% never observe.
60
50
40
30
20
10
0
Daily Once a week Once in a month Never
45
TABLE – 2.13 TABLE SHOWING COMMUNICATION OF MANAGEMENT WITH
RESPONDENTS
1 Supervisors 25 25.0
3 Meetings 10 10.0
Inference
25% of the respondents have opinion that management communicates with them through
supervisors, 65% notice board and 10% through meetings.
70
60
50
40
30
20
10
0
Supervisors Notice board Meetings
46
TABLE – 2.14 TABLE SHOWING CHANNELS FOR GRIEVANCE HANDLING
1 Supervisors 25 25.0
Inference
The above table shows that 25% of respondents send grievances to supervisors, 15% to
personnel officer, 25% to head of department and 35% trade union.
40
35
30
25
20
15
10
0
Supervisors Personnel officer Head of department Trade union
47
TABLE – 2.15 TABLE SHOWING MEDIA FOR GRIEVANCES HANDLING
Inference
It can be inferred from the above table that 65% of respondents send grievances orally and
35% by written reports.
Chart No: 2.15 (A) Chart showing media for grievances handling
70
60
50
40
30
20
10
0
Oral complaint Written report
48
TABLE – 2.16 TABLE SHOWING RESPONDENTS OPINION ABOUT SUGGESTION
SCHEME
Inference
It is found from the above table that 25% of respondents are free to suggestion ideas for the
development of industry, 65% to some extent and 10% not free to suggest ideas.
Chart No:2.16 (A) Chart showing respondents opinion about suggestion scheme
70
60
50
40
30
20
10
0
Free to suggest To some extent Not free to suggest
1 2 3
49
TABLE – 2.17 TABLE SHOWING RESPONDENTS OPINION ABOUT FREQUENCY OF
SUGGESTION
1 Frequently 33 33.0
2 Sometimes 50 50.
3 Never 17 17.0
Inference
The above table shows that 33% of respondents frequently send ideas to the supervisor, 50%
only sometimes and 17% never.
Chart No:2.17 (A) Chart Showing respondents opinion about frequency of suggestion
60
50
40
30
20
10
0
Frequently Sometimes Never
50
TABLE – 2.18 TABLE SHOWING RESPONDENTS OPINION ABOUT CO-OPERATION
AMONG THE CO-WORKERS
1 Helpful 60 60.0
Inference
It is inferred from the above table 60% of respondents have helpful co-operation from co-
workers, 30% to some extent and for 10% no help from co-workers.
Chart No:2.18 (A) Chart showing respondents opinion about co-operation among the co-
workers
70
60
50
40
30
20
10
0
Helpful Some extent Not helpful
51
TABLE -2. 19TABLE SHOWING PROBLEMS IN PRESENT COMMUNICATION SYSTEM
4 Others 2 2.0
Inference
It can be inferred from the above table that 25% have opinion that information is improper,
70% not given in time, 3% language problem and 2% others.
80
70
60
50
40
30
20
10
0
Information improper Not given in time Language problem Others
52
TABLE – 2.20 TABLE SHOWING REASONS FOR NOT SEEING NOTICE BOARD BY THE
RESPONDENTS
2 No time 42 42.0
4 Others 5 5.0
Inference
It is inferred from the above table 38% of respondents have opinion that it is not in visible
place 42% have no time, 15% language problem and 5% others.
Chart No:2.20 (A) Chart showing reasons for not seeing notice board by the respondents
50
40
30
20
10
0
Not in visible place No time Language problem Others
1 2 3 4
53
TABLE – 2.21 TABLE SHOWING RESPONDENTS OPINION ABOUT CONSIDERATION
OF SUGGESTION BY THE MANAGEMENT
1 Consider 25 25.0
3 Never 15 15.0
Inference
It is found that 25% of respondents have opinion that the management considers their
suggestion, 60% opinion only sometimes and 15% never.
Chart No:2.21 (A) Chart showing showing respondents opinion about consideration of
suggestion by the management
70
60
50
40
30
20
10
0
Consider Some times Never
1 2 3
54
TABLE – 2.22TABLE SHOWING RESPONDENTS OPINION ABOUT TRADE UNION AS A
MEDIA FOR COMMUNICATION
1 Yes 64 64.0
2 No 36 36.0
Inference
It can be inferred that 64% respondents have opinion trade union is a good media for
communication and 36% opinion that it is not a good media.
Chart No:2.22 (A) Chart showing respondents opinion about trade union as a media for
communication
70
60
50
40
30
20
10
0
Yes no
55
TABLE – 2.23
No. of
S. No. Particulars Percentage
Respondents
3 Magazines 22 22.0
4 Others 17 17.0
Inference
The above table shows 30% of respondents have opinion that by forming communication
committee trade union can improve the existing communication system, 31% by conducting more
meetings, 22% by magazines and 17% others.
Chart No:2.1 (A) Chart showing suggestion for improving the existing communication system
by workers
35
30
25
20
15
10
0
By forming communication Conducting more meetings Magazines Others
committee
56
TABLE NO 2.24-CORRELATIONS BETWEEN AGE OF THE RESPONDENTS AND
CORRELATION
The Pearson correlation coefficient is used to measure the strength of a linear association between age
Research hypothesis
There is a relationship between age of the respondents and the monthly income of the employee.
Null hypothesis
There is no relationship between age of the respondents and the monthly income of the employee.
Statistical test
Correlations
N 150 150
N 150 150
INFERENCE
RESULT
57
TABLE NO 2.25-CORRELATIONS BETWEEN MANAGEMENT COMMUNICATE AND
CORRELATION
The Pearson correlation coefficient is used to measure the strength of a linear association between
management communicate and their improve the existing communication system with worker.
Research hypothesis
There is a relationship between management communicate and their improve the existing
Null hypothesis
There is no relationship between management communicate and their improve the existing
Statistical test
Correlations
N 150 150
N 150 150
INFERENCE
RESULT
58
TABLE NO 2.26 -ONE-WAY ANOVA DIFFERENCE BETWEEN OF THE RESPONDENTS
Research hypothesis
There is a difference between age of the respondents and their monthly income of the employee.
Null hypothesis
There is no difference between age of the respondents and the monthly income of the employee.
Statistical test
ANOVA
Age
Total 73.290 87
INFERENCE
Here the significance was occurs and has a value 0.510.hence H0 is rejected
RESULT
There is a significance difference between age of the respondents and the monthly income of the
employee
59
TABLE NO 2.27 ONE-WAY ANOVA DIFFERENCE BETWEEN MANAGEMENT
WITH WORKER
Research hypothesis
There is a difference between management communicate and their improve the existing
Null hypothesis
There is no difference between management communicate and their improve the existing
Statistical test
ANOVA
management
communicate
Total 273.420 95
INFERENCE
Here the significance was occurs and has a value 0.187.hence H0 is rejected.
RESULT
There is a significance difference between management communicate and their improve the existing
60
CHAPTER 3
61
3.1FINDINGS
➢ The monthly income status of 45% of respondents belongs to 5000 and above
belongs to written.
➢ The source of getting change job instruction by the respondents status of 32% of respondents
belongs to supervisor
➢ The opinion about notice board of 65% of respondents belongs to sufficient & not placed in
proper place
➢ The getting the policies and orders of the organisation status of 55% of respondents belongs to
notice board .
➢ The channels for grievance handling status of 35% of respondents belong to trade union.
➢ The media for grievances handling status of 65% of respondents belongs to oral complaint.
➢ The 65% of respondents opinion about suggestion scheme are into some extent
➢ The 60% of respondents opinion about co-operation among the co-workers in helpful
➢ The problems in present communication system of 70% of respondents belong to not given in
time.
➢ The reasons for not seeing notice board status of 42% of respondents belongs to no time.
62
➢ The 60% of respondents opinion about consideration of suggestion by the management are
some time
➢ The 64% of respondents opinion about trade union as a media for communication are yes
➢ The suggestion for improving the existing communication system by workers are 31% in
correlation
➢ ANOVA analysis here the significance was occurs and has a value 0.510.hence h0 is rejected.
➢ ANOVA analysis there is no significant between age of the respondents and the monthly
➢ ANOVA analysis here the significance was occurs and has a value 0.187.hence h0 is rejected.
➢ ANOVA analysis there is no significant between management communicate and their improve
63
3.2 SUGGESTIONS
The following are the suggestions offered to the management of alcance technology
➢ The workers in the plant side won’t notice the notice board because of changing shift
➢ More meetings should be conducted between management and workers for more
communication.
➢ Some workers are not aware about the company’s policies, Time officer functions, so
64
3.3 CONCLUSION
organisation. It is a vehicle through which the basic management functions are carried out. Managers
direct through communication, they co-ordinate through communication. The present study conducted
in alcance technology reveals that notice board play an important role, which is one media of
communication.It has been found that information given in time is important in the communication
system. 70% of respondents are not satisfied with the present communication system.Suggestion
scheme is essential for effective communication between management and employees. 60% of
respondents are of opinion that they are free to suggest ideas to some extent.
Without proper network of communication neither directing function can be operative nor
hold together, by making it react to each other.It is in this light that communication may be regarded
65
BIBLIOGRAPHY
C.B. Mamoria –“ Personnel Management” Himalaya Publishing House, First Edition 1980
John D. Pectit - Business Communication Raymond V -All India Traveller Book Seller-Delhi,
Jane Whitney Gibson – ‘’Business Communication’’ Richard M Hodgetts Harper And Row
Publishers- Newyork
K.D. Gaur -‘’ Industries In Indian Economy’’P.J. Meshram Sar Up & Sons, New Delhi, 1994.
P.C. Tripathi – ‘’Personnel Management & Industrial Relations’’Sultan Chand & Sons – 1999,
Fourteenth Edition
Rajendra Pal & - ‘’Essentials Of Business Communication’’J.S Korlahali Sultan Chand And
WEBLIOGRAPHY
www.scribd.com
www.hrzone.com
66
APPENDIX
67
A STUDY ON PRACTICE OF COMMUNICATION SYSTEM AMONG EMPLOYEES IN
ALCANCE TECHNOLOGY
1. Name :
10. Specify the sources form which you are getting change job Instruction
a) Sufficient and placed in proper place b) Sufficient but not placed in proper place
68
12. How do you receive the policies and order details of your organisation?
69
21.If you do not see the notice board state the reason?
a) Notice board not in visible place b)No time c)Language problem d)others
23. Do you think trade union is a good media for communication with management?
a)Yes b)No
24. How trade union can improve the existing communication system with workers?
c) By magazines
d) Others
70