Nonverbal Communications in Organisation

Question: Discuss about the Nonverbal Communications in Organisation. Answer: Introduction: In the study of communication, the non-verbal communication procedure has got much importance. Here, the author has observed a communication situation which is taking place in a business organization. Here, a manager is convincing one of his fellow subordinates for doing a certain task for which the latter is not fully confident. Moreover, it required the employee to shift to a new place, which was disturbing the mental peace of that employee. With the verbal communication, the manager is trying to provide instruction and motivation, which is being corroborated by his non-verbal communication. The author has described this situation with the help of various communication tools and theories for identifying the importance of non verbal communication in a managerial situation. Discussion: As mentioned by Gupta (2013) the verbal communication disseminates information, whereas non-verbal communication helps in identifying the real intension and emotions of the communicators. Hence, it is important for the communicators to use their limbs and postures in such a manner so that his verbal information can be supported. Kinesics communication: as discussed by Burgoon, Guerrero and Floyd (2016) this particular model talks about body language. It refers to the gestures and body language the communicators make that indicates what they are feeling. The idea of body language in communication involves the movement of head, eyes, facial expression, voice, gesture and posture. Here, in the selected event, the employee was blinking his eyes rapidly while informing about his inability of doing the assigned task. It represented that he was feeling uncomfortable and was in a state of tension. Moreover, his volume of talking was soft, pace was fast and pitch was low which indicated that he was in a doubt about his competency which was also supported by his bent head. While talking, he was biting his lips which suggested that was worried about the assigned task. However, while asking to sit, he placed his hands on his hips and the kept the trunk of the body exposed, which made the manager know that the employee wants to perform the task but he is not confident enough to do it. Proxemics communication: The proxemics theory of communication talks about the implication of space between the communicators. As described by Gupta (2013) the Proxemics communication model states that a distance up to 18 inches suggest intimacy between the communicators. A space of 1.5 to 4 feet creates a personal distance, 4 to 12 feet creates social distance and a space of 12 to 25 feet creates a public distance. In the selected event, the manager has to behave in an intimate way so, that the employee feels valued and confident. Hence, the manager came close to him and maintained a distance of 20 inches. It created a pacifying situation in the room. It created an intimacy between them within which the employee felt understood by the manager, and stated to describe the reasons of his doubt. With the use of the personal space of the employee, the manager started a personal conversation about the skills the employee have and created a relaxing environment by stating the reasons of assigning the task upon him. Here, the Expectancy Violations theory of non-verbal communication has been utilized. As mentioned by Burgoon, Guerrero and Floyd (2016) expectancies influence the communication. Violations can arouse or distract the audience. Here, the employee expected that the manager will conform to the code of social distance, but by violating it, the manger earned a positive value from the recipient. By violating the expectancy, the manager transferred the message of being friendly, compassionate and supportive to that employee. This violation was welcomed by the employee and it helped the manager to disseminate the sense of value that the organization provides to the employee. Haptics communication: as mentioned by Gupta (2013) Haptics communication model involves the pattern of touch and its implication in the process of non-verbal communication. Both in the animal and human communities touch communicate the emotion of the sender to the receiver. In the human communities, touch involves friendship-warmth touch, professional-functional touch, social-polite touch, love-intimate touch etc. In the given context, the manager used the tool of professional-functional touch to his employee. While stating the causes of entrusting the employee for that task, he kept his hand on the shoulder of the employee. It served a sense of value and support to the employee. However, while using this model, the communicators need to be conscious about the gender and societal values of the receiver. Otherwise, it may transfer a wrong message to the receiver. In this context the manager pat his hand on the back of the employee, to encourage him to do the task. Territoriality communication: the assigned task requires the employee to be shifted to a new office, which the employee is finding as an attack to his personal space. His personal desk in this office provided him a relaxing comfort zone (Burgoon, Guerrero and Floyd 2016). Hence, the idea of shifting has created a stress within him. Hence, the manager assured him, that he can perform the job wherever he like. Thus, by accepting the territoriality, the manager transferred the message of cooperation to the employee. Conclusion: In conclusion it can be said that the process of non verbal communication is more powerful than verbal communication. With the body language and gestures, people disseminate their emotional status. Within the organizational set up, strategic use of non-verbal communication is important in ensuring employee motivation and operational fluency. Thus, non-verbal communication resolves various emotional, personal and community conflicts. References: Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016. Nonverbal communication. Routledge. Gupta, N., 2013. Effective body language in organizations. IUP Journal of Soft Skills, 7(1), p.35.