Some managers hoard information like treasure. They feel that as long as they hold some information others do not have, they have control. It is true that sometimes having relevant information can keep oneself in charge. However, deliberate concealing of information can create unholy division within the enterprise and internal rifts, eventually destroying the integrity of the organisation. The working relationship is thus terribly impaired at the cost of the organisation itself.

It is for the manager to ensure free and unimpeded flow of information and in this, he plays the role of a captain, not a mere referee. Just as a successful football game requires that the team hear the captain's signals, successful performances demands that the members of the organisation have all essential information to build their own collective and individual strategies. There is yet another way restricted information flow weakens the organisation. If the manager is keen to take all the credit for the work performed by his subordinates, he is unknowingly inviting them to find their own sources of communication. As a result the manager finds himself isolated from the inward flow of information because people from outside learn to contact the real sources of output.

The manager must make his own decisions and he has hardly anyone to turn to in the decision-making process. However, he cannot keep himself aloof from his associates. It is true that aloofness and isolation still linger in the modern organisation, but the element of isolation assumes dangerous proportions when it turns into insulation instead. This is a phenomenon often seizing a manager in dealing with others. In such a situation he refuses to listen to others and appears more prone to be complacent with his own knowledgeability or expertise. Such attitudes are the real barriers to communication.

Accessibility and responsiveness are essential to effective management. Certain experiments in the past have proved beyond doubt that the productivity of individual employees can be raised by formal recognition of their importance in the organisation.

In many works on communication we have glimpses of the several rules which go a long way to make communication really effective. The numerous elements in these rules comprise clarity and precision of expression, timeliness of message, and the dynamics of action. A manager's communication strategy consists of at least five techniques of particular importance.

Briefly, the rules are:

i) The manager will neither be afraid to tell his subordinates whenever he finds them doing a thing in a wrong way as may affect their performance. It has to be assumed that the people at work want to do their jobs properly. Unless they are told that they are doing their work wrongly they will never know, and remain somewhat complacent with their performance. They must also be told how they can do their job in a better way. If the manager demonstrates his genuine interest in the welfare of any individual employee, the latter will surely accept the criticism in good grace.

ii) In the same breath the manager has to ensure that the message communicated is understood by those whom it is meant for. Care has to be taken that highly specialised jargon does not get in the way of understanding. The specialist must adapt his message to the language of his audience as far as possible. This may necessitate replacing some technical terms with non-technical ones in order to enable easy understanding of the target people. The use of pictures for illustration may also be of great advantage in such a situation. In any case, the level of understanding of the audience will have to be seriously kept in view.

iii) The third rule embraces the path of influence. Here, attention is drawn to the two interesting features of human enterprise. They are designated as formal and real organisations. The first appears only on paper while the second is extant in actual practice. The lines in the organisation chart indicate the span of control and accountability of each individual position. But they do not speak of communication. Despite indications of the power centre in an organisation chart, the actual power vests with the people who take care of the daily activities of the enterprise. These are the people to whom all communications have to be addressed for taking necessary action. For here lies the real sources of authority that get things rolling irrespective of their position in the hierarchy.

iv) Inward flow of information should brook no delay from a manager's point of view. The manager quite often will have to go hunting for information. The essential qualities of an effective executive, among others, are that he must be both a prober and a questioner. The individual who is shy of asking questions, fearing his ignorance will then be exposed, can hardly have a responsible place in management.

v) Finally, the mangers should have at his disposal the means to disseminate information, ideas, and directions. He can do this directly or indirectly through the use of "trial balloons" and planned "leaks". Indirect means of communication have the advantage of maintaining anonymity and leaving room for retreat. They also provide a shield against initial criticism of an unpopular idea. Indirect communications can also gradually condition employees to accept ideas that they might otherwise oppose.

Kazi Alauddin Ahmed is an industrial consultant.