Topic 3

🟢 Lite — Quick Review (1h–1d)

Rapid summary for last-minute revision before your exam.

• Communication Process: Sender → Encoding → Channel → Decoding → Receiver → Feedback
• 7 C’s of Communication: Clear, Concise, Concrete, Correct, Coherent, Complete, Courteous
• Johari Window: Open Area, Blind Spot, Hidden Area, Unknown Area — used for self-awareness and feedback
• Noise can be Physical, Semantic, Psychological, or Environmental — it disrupts communication at any stage
• Perception is selective; people interpret the same information differently based on past experience, attitudes, and interests
• ⚡ Most exam questions on communication focus on barriers — know the types AND how to overcome them

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🟡 Standard — Regular Study (2d–2mo)

Standard content for students with a few days to months.

Communication and Organisational Behaviour

Effective communication is the lifeblood of any organisation. A manager may have brilliant ideas, but if they cannot communicate them effectively — written, verbal, or non-verbal — nothing gets done. RBI Grade B questions frequently test both the mechanics of the communication process and the softer aspects of organisational behaviour.

The Communication Process

Communication is the transfer of information from a sender to a receiver, with the receiver understanding the message as intended by the sender.

The Seven-Step Communication Process:

1. Sender/Source: The communicator who has a need to convey information
2. Encoding: Converting the idea into symbols/words/messages
3. Channel/Medium: The pathway through which the message travels (email, phone, meeting)
4. Decoding: The receiver interprets/translates the symbols
5. Receiver: The person for whom the message is intended
6. Feedback: The receiver’s response that confirms understanding or indicates misunderstanding
7. Noise: Any interference that distorts the message

Types of Communication Channels:

• Formal: Official channels; follows organisational hierarchy (reports, memos, meetings)
• Informal: Grapevine; social relationships; faster but less reliable
• Downward: Top to bottom (instructions, policies)
• Upward: Bottom to top (reports, grievances, suggestions)
• Horizontal/Lateral: Between same-level employees (coordination)
• Diagonal: Across functions and levels (cross-functional teams)

The 7 C’s of Effective Communication

1. Completeness: Include all necessary information; answer all receiver questions
2. Conciseness: Avoid wordiness; get to the point
3. Consideration: Consider the receiver’s needs, feelings, and background
4. Clarity: Use simple language; avoid jargon (unless audience is technical)
5. Concreteness: Use specific facts and figures; avoid vague statements
6. Courtesy: Be polite, tactful, and respectful
7. Correctness: Facts must be accurate; correct grammar and spelling

Example of poor vs effective communication:

• ❌ “Please send me the report soon” (When is soon? Which report? In what format?)
• ✅ “Please send me the Q3 NPA analysis report by October 15 via email in PDF format”

Communication Barriers and How to Overcome Them

Types of Barriers:

Semantic (Language) Barriers:

• Technical jargon, acronyms, ambiguous words
• Example: RBI’s circulars use “SLR” without explaining to new entrants

Psychological Barriers:

• Emotional states (stress, anger, anxiety)
• Prejudices and stereotypes
• Selective perception (seeing only what you want to see)

Physical/Environmental Barriers:

• Noise, distance, poor lighting
• Technological disruptions (email server down)

Organisational Barriers:

• Hierarchical distance
• Lack of trust
• Information overload
• Gatekeeping (secretaries filtering who gets access to the boss)

Cultural Barriers:

• Different cultural backgrounds interpreting gestures, eye contact, silence differently
• Hofstede’s dimensions: High vs Low Context cultures

Overcoming Barriers:

• Use multiple channels for important messages
• Encourage feedback — always ask for confirmation of understanding
• Choose the right medium for the message (formal for policies, informal for morale)
• Reduce noise in the environment
• Use simple, clear language

Organisational Behaviour — Key Concepts

Personality

Personality = Stable set of characteristics that influence behavior across situations.

Big Five Personality Traits (OCEAN):

• Openness: Creative, curious, artistic (vs conventional, reserved)
• Conscientiousness: Organized, reliable, self-disciplined (vs careless, impulsive)
• Extraversion: Sociable, talkative, assertive (vs reserved, shy)
• Agreeableness: Trusting, helpful, cooperative (vs antagonistic, critical)
• Neuroticism: Anxious, insecure, moody (vs emotionally stable, calm)

Type A vs Type B Personality:

• Type A: Impatient, competitive, aggressive, time-pressured
• Type B: Relaxed, patient, easy-going
• Type A individuals are more prone to coronary heart disease

Perception

Perception is the process of selecting, organising, and interpreting sensory information.

Factors Affecting Perception:

• Perceiver: Attitude, motives, experience, expectations
• Target: Size, background, similarity to perceiver
• Situation: Context, time pressure

Attribution Theory (Heider, Kelley, Weiner): When we observe someone’s behavior, we attribute causes:

• Internal Attribution: Dispositional (person’s character, abilities)
• External Attribution: Situational (circumstances, environment)

Fundamental Attribution Error (FAE): We over-estimate internal causes and under-estimate external causes for others’ behavior (but the reverse for ourselves — Self-Serving Bias)

Johari Window

Developed by Joseph Luft and Harrington Ingham, the Johari Window is a model for self-awareness and feedback:

	Known to Self	Unknown to Self
Known to Others	Open Area (Arena)	Blind Spot
Unknown to Others	Hidden Area (Facade)	Unknown Area

Open Area: Known to self and others — ideal for effective communication Blind Spot: Others can see but you can’t — requires feedback from others Hidden Area: You know but others don’t — disclosure builds relationships Unknown Area: Neither you nor others know — discovery through experience

Application: Managers can improve communication by expanding the Open Area through:

• Self-disclosure: Share more (shrinks Hidden Area)
• Seeking feedback: Ask others for their perceptions (shrinks Blind Spot)

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🔴 Extended — Deep Study (3mo+)

Comprehensive coverage for students on a longer study timeline.

Emotional Intelligence (EI)

Emotional Intelligence = The ability to perceive, understand, manage emotions — in self and others.

Goleman’s EI Model (5 Components):

1. Self-Awareness: Knowing your own emotions, strengths, limitations
2. Self-Regulation: Controlling impulsive feelings and managing emotions
3. Motivation: Drive to achieve beyond external rewards
4. Empathy: Sensing others’ emotions; understanding their perspectives
5. Social Skills: Building relationships and managing conflicts

In Banking Context: EI is critical for relationship managers, credit officers dealing with stressed assets, and supervisors managing team performance.

Attitude and Its Components

Attitude = A settled way of thinking or feeling about something.

Three Components (ABC Model):

• Cognitive: What we believe or know about an object (I believe RBI Grade B is a prestigious exam)
• Affective: Our feelings/emotions toward an object (I am passionate about working at RBI)
• Behavioral: Our intention to act in a certain way (I will study diligently for Phase 2)

Cognitive Dissonance (Festinger): Tension arises when attitudes and behavior conflict. People seek to reduce dissonance by changing attitude, changing behavior, or adding new cognitions.

Group Dynamics and Team Effectiveness

Group: Two or more interacting individuals with shared goals Team: A special type of group with complementary skills and mutual accountability

Stages of Group Development (Tuckman):

1. Forming: Members meet, get acquainted
2. Storming: Conflicts emerge; resistance to group goals
3. Norming: Conflicts resolved; cohesion develops
4. Performing: Group functions effectively as a unit
5. Adjourning: Group dissolves after task completion

Characteristics of Effective Teams:

• Clear goals and roles
• Open communication
• Appropriate leadership
• Mutual trust and support
• Managed conflict (not eliminated — some conflict is healthy)

Managing Diversity in Organisations

Diversity Dimensions: Gender, age, ethnicity, religion, education, experience, thinking styles

Benefits of Diversity: Broader perspectives, creativity, better problem-solving, larger talent pool

Challenges: Stereotyping, prejudice, communication difficulties, resistance to change

Inclusion: Diversity without inclusion is ineffective — create environments where diverse individuals feel valued and can contribute fully.

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