Chapter 1

Part A: Communication foundations

Introduction to communication

Last updated November 20269 sectionsabout 5 min read

Key takeaways

Communication is the process of sharing meaning between a sender and a receiver through a mutually understood system of symbols.
Its core elements are the sender (encoder), the message, the channel, the receiver (decoder), feedback and noise, the vocabulary every later chapter is explained in.
Internal communication flows within the organisation and external communication with outside parties; formal communication follows official channels, while informal communication such as the grapevine is fast but unverified.
Communication ranges in scale from intrapersonal (with oneself) and interpersonal, through small group, to public communication by one speaker to a larger audience.
Globalisation, technology, organisational complexity and remote or hybrid working have all made deliberate communication skill more important, not less.

Every other chapter in this paper, writing, speaking, presenting, meeting, is a specific application of one underlying skill. This opening chapter fixes the vocabulary and the different lenses (internal/external, formal/informal, scale of audience) that everything else builds on.

Key terms and concepts

Communication

The process of sharing meaning between a sender and a receiver through a mutually understood system of symbols.

Sender / Encoder

The party originating the message and converting an idea into words, symbols or gestures.

Message

The idea, information or feeling being communicated.

Channel / Medium

The route the message travels, speech, writing, a phone call, an email.

Receiver / Decoder

The party interpreting the message.

Feedback

The receiver's response, confirming (or failing to confirm) that the message was understood as intended.

Noise

Anything that distorts or interferes with the message between sender and receiver (see the barriers in the chapter on the communication process).

Internal and external communication

Type	Direction	Example
Internal	Within the organisation, between staff, departments or management levels	A memo from HR to all staff
External	Between the organisation and outside parties	A letter to a supplier, a press release to the public

Formal and informal communication

Formal communication

Follows the organisation's official channels and structure, e.g. a report through the chain of command; documented and attributable.

Informal communication

Flows outside official channels, casual conversation, the office “grapevine”; fast but unverified and easily distorted.

Intrapersonal and interpersonal communication

Intrapersonal communication

Communication with oneself, internal thought, self-talk, personal reflection before a decision or a difficult conversation.

Interpersonal communication

Communication between two or more people, the everyday exchange this whole paper is mostly concerned with.

Small group and public communication

Small group communication

Exchange among a limited number of participants working toward a shared goal, e.g. a project team meeting (see the chapter on meetings).

Public communication

One speaker addressing a larger audience with limited opportunity for immediate two-way exchange, e.g. a public speech (see the chapter on presentation skills).

Purpose of communication

To inform: sharing facts, data or instructions
To persuade: influencing attitudes or actions
To instruct: teaching or directing a task
To build and maintain relationships: professional and social bonds
To entertain or motivate: engaging or inspiring an audience

Essential skills

Active listening
Clarity and conciseness in language
Empathy, understanding the receiver's perspective
Giving and receiving feedback constructively
Awareness of non-verbal cues
Adapting message and channel to the audience

Benefits of communicating well

Better, faster decision-making
Stronger working relationships and teamwork
Fewer misunderstandings and conflicts
Higher productivity, less time lost to clarifying instructions
A stronger organisational reputation with external parties

Why communication matters

Globalisation: organisations now routinely communicate across cultures and time zones
Technology: new channels have multiplied both the opportunities and the risks in communication
Organisational complexity: larger, more layered organisations need more deliberate communication to stay coordinated
Remote and hybrid working: less incidental face-to-face contact makes deliberate communication skill more, not less, important

Exam tip

The key terms (sender, encoder, channel, decoder, feedback, noise) recur as the vocabulary every later chapter is explained in. Learn them here precisely, since an answer on any later chapter that uses them correctly reads as far more assured than one that paraphrases around them.

Self-check

(a) Define communication and name the six core elements of the process. (6 marks)

(b) Distinguish formal from informal communication, giving one example of each. (3 marks)

(d) State three factors that have increased the importance of communication in modern organisations. (3 marks)

Show worked answer

(a) Communication is the process of sharing meaning between a sender and a receiver through a mutually understood system of symbols. The six elements: sender/encoder (originates and encodes the message); message (the idea or information conveyed); channel/medium (the route the message travels); receiver/decoder (interprets the message); feedback (the receiver's response confirming understanding); noise (anything that distorts the message).

(b) Formal communication follows the organisation's official channels and structure, e.g. a report submitted through the chain of command. Informal communication flows outside official channels, e.g. casual conversation on the office grapevine, and is fast but unverified and easily distorted.

(c) Intrapersonal communication is communication with oneself, internal thought or self-talk before a decision. Interpersonal communication is the exchange between two or more people, the everyday exchange most of this paper is concerned with.

(d) Any three of: globalisation (organisations communicate across cultures and time zones); technology (new channels multiplying both opportunity and risk); organisational complexity (larger, more layered organisations need deliberate coordination); remote and hybrid working (less incidental face-to-face contact).