Analysis of The Impact of Effective Communication in Increasing Organizational Productivity

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ANALYSIS OF THE IMPACT OF EFFECTIVE COMMUNICATION IN

INCREASING ORGANIZATIONAL PRODUCTIVITY
A CASE STUDY OF NIGERIAN BREWERY PLC, AMAEKE, NGWO,
ENUGU, ENUGU STATE.
BY
IFEANACHO CHINENYE C.
REG. NO.: BA/2009/243
THIS PROJECT IS SUBMITTED TO THE DEPARTMENT OF

BUSINESS ADMINISTRATION FACULTY OF MANAGEMENT AND
SOCIAL SCIENCES CARITAS UNIVERSITY, AMORJI NIKE, ENUGU,
ENUGU STATE
AUGUST 2013
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TITLE PAGE
ANALYSIS OF THE IMPACT OF EFFECTIVE COMMUNICATION IN

INCREASING ORGANIZATIONAL PRODUCTIVITY
A CASE STUDY OF NIGERIAN BREWERY PLC, AMAEKE, NGWO,
ENUGU, ENUGU STATE.
BY
IFEANACHO CHINENYE C.
REG. NO.: BA/2009/243
THIS PROJECT IS SUBMITTED TO THE DEPARTMENT OF

BUSINESS ADMINISTRATION FACULTY OF MANAGEMENT AND
SOCIAL SCIENCES CARITAS UNIVERSITY, AMORJI NIKE, ENUGU,
ENUGU STATE IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF BACHELOR IN SCIENCE
DEGREE (B.Sc) IN BUSINESS ADMINISTRATION
AUGUST 2013
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CERTIFICATION
This is to certify that this project has duly been supervised, approved and found
adequate in scope and content for the award of Bachelor of Science Degree in
Business Administration in the Faculty of management and Social Sciences,
Department of Business Administration, Caritas University, Amorji Nike,
Enugu, Enugu State.
………………………………….. ……………………………..
Mr. Melletus Agbo Prof. G.U. Nwanguma
Project Supervisor Head of Department

DEDICATION
This project is dedicated to the Almighty God through whom I was able to write
this project work and my family.

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ACKNOWLEDGEMENT
Happy are those who dream dreams and are ready to pay the price to let
them come true.
I, express my immense gratitude to the Almighty God for His special
guidance throughout the period this project and the days of my life.
I also wish to express my profound gratitude to all those who in one way
or the other contributed directly or indirectly to the successful completion of this
work.
Perhaps, this work would not have taken off at all if not for interest my
supervisor Mr. Melletus Agbo has for the work. His consistent encouragement,
co-operation and patience in effecting the necessary corrections.
My special thanks goes to my beloved parents Mr. & Mrs Theophilus
Anubalu Ifeanacho, Mr & Mrs Sunday Anuiku, Miss Ukamaka Ifeanacho,Miss
Nkiruka Ifeanacho, Miss Uchechukwu Ifeanacho, Mr.Chijioke Ifeanacho, Mr.
Charles Ifeanacho, Miss Onyinye Ifeanacho.
I will not forget my Head of Department Prof. G.U. Nwaguma, Mr.
Walter Ani, Mr. Innocent Ubawike and Mr. Kenneth Eziedo for their support.
A friend in need, they say is a friend in deed. I wish to express my
profound gratitude to my friends, Angela Obinwa, and Kasim,Mariam,Anita and
others not mentioned.
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ABSTRACT
The topic of this research is Analysis of the Impact of Effective Communication

in Increasing Organizational Productivity. A case study of the Nigerian
Breweries Plc, Amaeke, Ngwo, Enugu, Enugu State. The researcher used survey
design for the study. The population of the study was eight hundred and
ninetynine (899) employee of the company, with sample size of one hundred and
thirty-three (133). The researcher used both the primary and secondary sources
of data in the course of the study. The primary data were collected through the
instrument of questionnaire and observation. The secondary data were collected
from text books, journals, magazine, newspapers, and libraries. The research
finding revealed that communication breakdown has effect in the management
of an organization which results in low productivity. The researcher
recommended among other management should continue to keep in touch with
the workers on new development in the organization.
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TABLE OF CONTENTS
Title page i
Dedication ii
Abstract iii
Acknowledgement iv
Table of contents v
Lists of Tables
Lists of Figures
CHAPTER ONE: INTRODUCTION

1.1 Background of the study 1
1.2 Statement of the problem 4
1.3 Objectives/purposes of the study 5
1.4 Research questions/hypothesis 6
1.5 Significance of the study 6
1.6 Limitation of the study 6
1.7 Scope of the study 7
Chapter References 8
CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1 Theoretical framework for the study 9
2.2 Historical background 19
2.3 Current literature on theories postulated above 21
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY

3.1 Research Design 46
3.2 Sources of Data 46
3.2.1 Primary Sources of Data 46
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3.2.2 Secondary Sources of Data 47

3.3 The population of study 47
3.4 Sample Design and Determination of Sample Size 48
3.5 Methods of Data Collection 50
3.5.1 Questionnaire Design, Distribution and Collection of Responses 50
3.5.2 Secondary methods of Data Collection 50
3.6 Methods of Data Presentation and Analysis 51
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation 53
4.1.1 Demographic characteristics 53
4.1.2 Presentation According to Key Research Questions 55
4.2 Analysis Based on Research Hypothesis 55
CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATION

AND CONCLUSION
5.1 Summary of findings 62
5.2 Conclusion 64
5.3 Recommendations 63
Bibliography 65
Appendix 67
Questionnaire 68
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LIST OF TABLES
Table 4:1.1 Age Distribution of Respondents 53
Table 4:1.2 Gender Distribution 54
Table 4.1.3 Distribution of respondents of Marital Status 54
Table 4.2.1 Do you know, the objectives of your organization, if yes,

where were they made known to you? 55
Table 4.2.2 Does knowledge of objective affect your attitude at work? 56
Table 4.2.3 Who communicates managerial decisions in your

organization? 56
Table 4.2.4 Which medium of communication do you prefer? 57
Table 4.2.5 To what extent do cordial relationships affect the

effective communication? 58
Table 4.2.6 In your opinion do you think that interpersonal relationship with
colleagues affect effectiveness of communication
in your organization? 58
Table 4.2.7 How long have you spent in this organization? 59
Table 4.2.8 Do you think that communication in your organization

is effective? 60
Table 4.2.9 If yes, do you think it improves managerial performance? 60
Table 4.2.10 Does knowledge of company’s objective affect your

attitude to work? 61
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LIST OF FIGURES
Figure 1.1 Element of an organization 10
Figure 1.2 A communication process model 25
CHAPTER ONE INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Communication is very important to the existence of human organization. The
environment in which organization operate today is complex and comprises
physical, cultural psychosocial, economics, legal, political, technical and other
characteristics.
It is in this environment that all organization must operate their business. They
must among other analysis the character of economics and social problem and
acknowledge that their policies are adopted and administered in a political
system where concentration of power and self-interest has to be tacked.
In addition, good communication network in the form of postal and
telecommunication has been interpreted by various meaning. Some regard it as
message itself. Some feel it is the channel along which the message is passed
while other term it as the cut off message, passing communication can therefore
be rightly defined as the process by which information is passed between
individual or organization by means of a previously agreed method (either
verbal or written). In everyday life one seeks information from or passes
information to them. This communication can be verbal (face to face or

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telephone). Written (letter, memos, reports etc) or mechanical (seconding
original documents instead of transmitting the message in them). The most vital
means of receiving or sending information is oral communication.
Osiegbu (1983:40) said that the factors that contribute to failure in
implementation of organizational objectives include lack of clarity of purpose
and failure in understanding of objective policies and tasks at any level by any
group or individual. Failure in communication or perception clashes of interest
of value, gap between anticipated and actual event, degree of flexibility and
capacity of organization to respond to the unexpected all those by no means are
possible constraints to organizational intention but the major concern here is the
breakdown in management function due to no communication. In other word
how “effective communication improves managerial performance”.
Communication function is the means by which organized activity is unified.
The means by which social input are fed into the social systems or organization,
the means by which behaviour is modified, change is effected, information is
made productive and goals are achieved, be it business, the military, the
government and so on.
In a similar form, communication relates to exchange of facts, opinion or
emotions by two or more persons in an organization. It could be word, letters,
symbols or messages in a way that one-organization member shares meaning
and understanding with another. On the other hand management is the managing
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of a complex system of men, machine, money and the physical structure whose
effective coordination is necessary in the production of a product or service that
have economic value to the society. The practice of management also rest to a
large extent on the role or part which individuals and groups in the organization
play and of course the way their activities are harmonized.
Human beings are essentially crucial for the development growth and
success of any organization for it is the human beings that get things done. The
practice of management involve taking charge and streamlining the activities of
organization member to ensure that as far as possible desired objective are
active.
The activities are carried out by human being (personnel) and physical
factors involve the equipment, tools and other material factors used to aid the
achievement of the desired objective.
Effective organization performance is realized when all persons and
resources are synchronized, balanced and given direction whether managerial
job is accounting, selling, designing, engineering, the managers effectiveness
depends on his ability to listen and to read, or his ability to speak or write. He
needs skill in his thinking across to other people as well as skill on finding and
what other people are after.
This implies that communication is needed to convey information
necessary for the ongoing operation, and that it can have effect on the attitudes
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of people on the organization. Therefore communication is essential for both
internal and external functioning of the enterprises because it integrates the
managerial function. It needs internally, include to develop plans for their
achievement, to organize resource in the most effective and efficient way to
select develop and appraise members of the organization to lead, direct,
motivate and create climate in which people want to contribute and to control
performance. It needs externally include, on the other hand the following first
and foremost. It is through information exchange that the managers become
aware of the needs of customer, aware of the availability of supplies, the claims
of stockholder, the regulation of government and the concerns of the
community.
In this way, the manager is aware of his opportunities and threats on his
surrounding environment and therefore knows his does and don’t e.g he then
knows whether to recruit staff or not, other managerial decision.
The importance of communication cannot be over-emphasized. It can be
compared to the blood that runs through the veins and arteries of human body
because the function of integration, maintained, orientation, decision making
and the growth of organization member are performed through it.

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1.2 STATEMENT OF THE PROBLEM
The environmental of managing may differ between large and small
business, between business and other kinds of organized enterprises and
between differing cultures in areas of economic and social development.
The researcher therefore believes that managerial functions are basically the
same but at various degree of performance. The researcher wants to examine
how effective communication holds the key to improved managerial
performance. Individuals with little or no qualifications find themselves holding
managerial positions in a company. This lack of a competence leads to wrong
decision making especially when subordinates are not consulted.
Organizations also have some complicated chain of command, difficult
and most times the chain of command is not strictly adhered to, the company as
such have overlapping authorities and responsibilities as subordinates become
accountable to more than one superior.
Also most companies lack intra-communication facilities like intercoms
and memos. This leads to ignorance on the part of the subordinate, about the aim
and the objective of the company as well as the standard expected of them.
This could lead to liaises-faire attitude to work, which is harmful to the
growth and progress of the company. As a result of all the above problems
discussed, the researcher intends to help such companies by elaborating on how
effective communication can improve their performance.

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1.3 OBJECTIVE OF THE STUDY
(1) To describe the communication system in an organization.
(2) To develop a model of the communication process.
(3) To explain how communication improves managerial performance.
(4) To identify barriers and breakdowns in the communication system.
(5) To suggest approaches and techniques to improve the communication
system.
1.4 RESEARCH QUESTION
1. To what extent do communication increase the quality of
employee’s performance?
2. What degree do communication increase productivity?
3. How can an organization get the best of managerial performance?
4. How can communication increase the rate of turnover?
1.5 SIGNIFICANCE OF THE STUDY
From the study of this research, it is understood that management performance,
by executing the four managerial function can be improved through effective
communications thereby aiding the organization achieve its goal.
This study would aid students, managers in the making and managing of
organization. It would aid students studying management to understand the
theoretical background on how information is very vital to efficiency.

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The study would enable them to start off well when establishing or when
heading an enterprise and its organization structure. As regards those who are
already managers, the study would help them to achieve their goal if they have
not or to improve on their performance or they are just on the average.
1.6 LIMITATION OF THE STUDY
It is a known fact that researchers encounter a lot of problem, which are
inherent in our society and this research is no exception.
This problem will range from personal constraints to environment
problems.
Time for instance will be a constraints. A lot of time will be consumed before
this research could be carried out. The researcher has to forfeit a lot of
appointment, assignments, and other commitments especially during the
collection of information that will be used for the literature review.
Lack of statistic will be another major set back to this research. It will be due to
the impossibility of obtaining some accurate information required. It should be
noted that lack of accurate statistic limits accuracy of any research work. They
seriously guided most information considered confidential to the organization.
1.7 SCOPE OF THE STUDY
The researcher has a wide coverage in mind, which include organization of all
sort such as academic institution as well as profitable organization. For this

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research, the researcher would limit the scope to one of the leading brewing
industry in this country, Nigerian Brewery Plc, Amaeke, Ngwo, Enugu, Enugu
State.
REFERENCES
Alonge P.A. (1992) Promoting Managerial Performance Through Effective
Communication NIGERIAN BUSINESS TIME October 26.
BATMAN D.N. & SIGNBOARD N.B. (1981) Communicating in Business
Scott FOREMAN COMPANY U.S.A.
CHIZEA B.I. (1984) Managerial Effectiveness NIGERIAN BUSINESS TIME,
July 25.
OSIEGBU P. (1983) Effective Communication as a Tool in Supervision
Management in Nigeria 19(2) Feb.

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CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 THEORETICAL FRAME WORK FOR THE STUDY
Business organizations generally are association of human beings working co-
operatively towards common objective under authority and leadership
(Onwuchekwa 1995) organization are designed and organized at a particular
point in time to pursue certain goals and objective as defined by their founders.
It is on the basis of these goals, it becomes a function performance for sciences
where organizations are located. These diverse aspects of goal attainment
performances in real world situations are aspects of need satisfaction for diverse
societies. Hence, sciences including Nigeria satisfy their need problems through
the functioning of organization.
So goals attainment is a great importance to both focal organizations and
societies of their locations at large and, over the year’s communication has been
a veritable means for judiciously achieving the objective goals of organization
in particular and the society at large.

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2.1.1 BASIC ELEMENTS OF AN ORGANIZATION
All formal organization both business and non business have six basic elements.
These are technology, goals, structure, participants, environments, and
organizational structure.
Figure 1.1 below give an illustration for the basic element on an
organization.
Environment Social structure

Organizational structure
Technology Participant Goals
Sources: Onwuchekwa: (1995)
Figure 1.1: Element of an organization
SOCIAL STRUCTURE
This is patterned and regularized relationship among the people in the
organisation.
According to the view of Scott (1984) there are two major components of the
social structure of organizations. These are the normative and the behavioural
structures. In the real world situation the behavioural structure is the actual
structural grouping of the organizational workers.

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The normative structure is oriented towards their beliefs and the role
expectations, norms, ethics etc. so the normative structure is a constrain on the
actions of the behavioural structure in the study of organizational behaviour,
interest will be centered on understanding the social structure and the ways we
can introduce changes.
Technology is viewed as the state of arts in a society or the cause effect
beliefs in the transformation process. Technology exerts influence on the
organizational structure and constraints the activates of organizational
participants.
This will depend on the type of technology is prevalent.
PARTICIPANTS
Organizational participants are workers in the organization. It is their patterned
and regularized relationship that forms the social structure of organization.
Understanding the beliefs and orientations of the participants is essential for
directing their actions towards organizational goals.
Formal organizations have common goals, which they pursue and these become
measure of organizational effectiveness or performance. Organization as sub
systems perform for the society. They are finalistic ie when organizations,
achieve their goals, then they are content as there is virtually nothing more to
worry about.
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ENVIRONMENT
These entities, customers, institutions, competitors etc which formal
organization deals with but has no control over them are the environment.
There are two major dimensions of the environment, the task system
environment are these competitors or those organizations who are in the same
area of business with the focal organization in terms of whose activities have
direct influence on the focal organization in terms of differential advantage.
Generally environment e.g government institution and regulation climate
conditions have a general influence on all organizations.
However, one important factor that aid co-ordination of the different
integrating element of an organization is communication. This point shall be
buttressed on the course of this work.
MANAGEMENT IN ORGANIZATION
The subject of management as a science has long been the concern of
social scientist. However, it was not until latter part of the 19 th century that
farreaching attempts were made to investigate in a systematic manner, basic
principle of management.
Management means different thing to different people. To some, it means the
growing board, the top hierarchy of the organization. This conception is not
acceptable because it gives the impression that subordinate officers are not
involved in management. We do know that they are very much involved.

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Regarding management as the total utilization of scarce resources in order to
achieve predetermined organizational objectives. Resources are an umbrella
term which comprises people, money, materials, machines, information,
knowledge, time etc.
In the case of utilization of resource, a manager is involved in the basic
function of planning, organizing, directing and controlling which will be latter.
Objectives refers to the aim of the organisation and these should be clearly
stated, written down and easily understandable to the work force.
Akpala (1990:12) viewed management in two ways.
Firstly, management is looked at as getting things done through and with other
people. This supports the conception above that subordinate officer are very
much involved in management.
Secondly, we also defined it as a process of combining and utilizing
organizations inputs of money, men and materials through planning, organizing,
directing services desired by customers so as to achieve organizational goals.
The above definition from all indication seems to agree with principle of
management, which are planning, organizing, directing, controlling, stuffing and
begetting.
Ever since people began forming group to accomplish goals they could
not achieve as individuals, managing has been essential to assure the
coordination of individual efforts. As society has come to rely increasingly on

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your efforts and as many organized groups have become large, the task of
manager has risen in importance. Manager never operate in a vacuum or in a
system unaffected by outside influence for him, whether managers head a
government, a company or department or a section within an organization,
manager must always take into account the many influences both inside and
outside the organization which affect their task. For instance a sales manager
cannot administer a group of sales people without taking into account such
internal factors as the company’s engineering, manufacturing and advertising
and such external influence as economic condition, the market and applicable
government regulations.
Oshinebo B. O (1992-96) regarded the functions of management as
planning, organizing, directing, controlling, shifting and budgeting.
Planning is the establishment of objectives, policy and standard methods to
guide workers and developing programme to keep the work moving forward to
the objective.
Organizing means assigning various tasks to different people and coordinating
their efforts. As the organization expands, the process leads to department and
division each of which has its particular mission
Leading to directory involves a manager behaving in man-to-man
relationship with the subordinates in leading a manger strives to integrate of
people with welfare as its organization.

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Controlling measures the progress if he is to obtain his objectives and if
operation are not going according to plan, he takes corrective measures or action
to get back on course.
Directing refers to guiding subordinates in order to achieve the objectives on
the organization. It entails communication, leadership and motivation. Finally,
controlling involves the manager ensuring that the set goals are actually being
attained. Its steps include establishment of standard, measuring performance,
compassion of actual results to standard, taking corrective measures.
Management is defined as concerned with the direction and control of an
enterprise and involves planning and direction of others, management has
various branches of study. The most common among these is personal
management and human resource management. Personal management refers to
the conduct of affairs to human resource on the other hand was referred to as,
the pool of manpower that undertakes both the formulation and execution of
policy.
According to Eric (1974:84) human resource management is a series of
activities in which the job, the individual and the organization all interacts as
each develops and changes.
It is concerned in other words, recruitment, selection and placement. He defined
personnel management as being concerned with obtaining the best possible staff
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for an organization and having got them, looking after them so that they will
want to stay and give their best to their jobs.
From this definition, it is known that the prime task of the personnel
department is to recruit people of suitable caliber required to meet organization
needs. Getting them would not be enough, conditions have to be created which
would make then stay on the job, happy on the job and cope with the demand of
the job.
Personal management on the other hand is the planning organizing, directing,
and controlling if the procurement, development compensation, integration,
maintenance and separation of human resource to the end that individual
organization and societal objectives are accomplished.
From the above definition of managements and even its study, it is
obvious that the key factor is the achievement of the objectives or goals of the
organization. This can only be done through group effort, for individual to put in
their best therefore they have to be motivated.
Critics of the earliest attempts to define the scope of management argued
that the organization is a social system and that, instead of the focus on the work
and work place technology, the human side of the enterprise should be
emphasized. They therefore, concentrated on how to adopt organization
structure and processors to the socio-psychological needs of human beings
written each organization.

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Elton Mayor, Chester Bernard, Chris Argyris, Douglass McGregor
Abraham Maslow, Fredrick Hertzberg etc. are prominent in this human relation
school. The work of these scholars emphasizes the need for enriching the job of
the worker through challenging and stimulating responsibilities and with
commensurate authority to enable him to perform. Elton Mayor, for instance, in
his theory believed that informal or associations were allowed to spring up the
formal organizations, workers are bound to put in their best in the organization.
Douglas McGregor propounded theories x and y. Theory x was based on
the believe that the average human being does not dislike work that control and
punishment should not be used to achieve organizational objectives because the
individual would accept as well as seek responsibility.
McGregor is regarded theory x which he propounded for classicist Henry
Fayol, whereas theory Y was his opinion for workers.
This would motivate workers to put in their best Maslow propounded the
hierarchy of needs theory where he classified the needs of individual in order of
urgency such as physiological needs, safety, social, esteem and selfactualization.
Physiological needs have to do with need for food, shelter, clothing etc.
Safety needs is the protection in the workplace. Social needs is for
prestige or respect for oneself, and actualization is the need to be recognized in
the society. Maslow believed that the satisfaction of these needs in the order
described by workers would definitely persuade them to work.

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Fredrick Hertzberg propounded the theory known as the two-factor
theory. They were the hygiene or maintenance factors and motivators.
Hygiene factors according to him, when present do not necessarily
motivate workers, but when absent; it brings disorder to the organization. These
factors include good working conditions, wages and salaries, company policies
and administration.
Motivators on the otherhand, includes the high needs of Maslows theory
and are self esteem, respect etc. with the knowledge of the above theories,
managers now recognized the importance of work teams, informal groups,
recognition, participatory decision making etc.
As major source of work satisfaction, it is believed that good
communication is very important for any establishment where workers are not
happy with the conditions of service; they can through dialogue communicate
with the management of the company.
This action is borne to settle the matter rather than go on strike action. For
this reason of communication managerial performance is improved. A key factor
is successful communication is to talk at the level of employers understanding
of the interest. For instance, employers will be all eyes and ears if the news is
about pay or new bonus schemes.
A progressive company gets attention from all its employees on how the
company is doing as a whole because ones pay and business depend on it. In
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this case, managers have to play an active role in decision concerning the firm,
the need to improve cannot be over-emphasized.
The achievement of this desirable objective will depend on full realization
and appreciation that managerial effectiveness is determined by two important
and essential components of the managerial work environment. These are the
tasks of hand and relationship with other people within the organization.
This view seems to agree with the statement that good state
communication is vital to improve managerial performance.
2.2 HISTORICAL BACKGROUND
Nigerian Breweries Plc, the pioneer and largest brewery company in Nigeria
was incorporated in 1946 as Nigeria Breweries Limited.
It commissioned its Aba Brewery in 1957, subsequently, the name of the
company to Nigeria Breweries in 1963.
The Ibadan plant was established in 1982, while Enugu Plant was established in
1993: thus, the company has five breweries from which high quality products
are distributed to all parts of the country.
The company went Public in 1996. it commenced production of season stout
and Heineken. Other products include Gulder (1970), Maltina (1976), Legend
Extra stout Drinks (bitter lemon, tonic, water, soda water in 1996) and crush in
1977.
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Today the surviving brands includes Legend Extra Stout, Amstel Malta,
Schweppes Bitter lemon, Schweppes Tonic Water/soda, Gulder, star.
Together, these brands have facilitated the strong leadership position in the total
brewed product market in Nigeria.
The outstanding quality and customer franchise complement the
company’s values and capabilities to the Nigeria Breweries plc.

With about 1760 shareholders, the authorized share capital of Nigerian
Breweries Plc is N457 million
Sixty five percent (65%) of the share held by Nigeria’s amongst who are
company employees of various grades. In 1996, the company paid a dividend of
N1.00 per share which was N915 million. The company’s turnover in 1996 was
N2.256 million naira
The company has a well developed research and development centres
established in 1981 enhance its research activities on all aspects of the brewery
operation.
Nigerian Breweries Plc, encourages the establishment of auxiliary business
such as manufacture of bottle, crown corks, labels, cartons, plastics, crates. The
company established an educational and research facilities in higher institutions,
all are aimed towards providing and encouraging academic excellence in
Nigeria.
This is in addition to its secondary and university scholarship programmes of its
employees. The company is a model of success in the private sector.

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Its profile, profitability and successful operation can be traced to a good
product qualities, efficient management of operations, strategic penetration into
the market environment, proper understanding of consumer attitudes and habits
and high social responsibility profile at national and zonal levels.
Mr Festus Odimegwu on 2nd April 2007 handed over to Mr Michael.

J. Herkemy (Dutch) as the managing director/CEO of Nigerian Breweries Plc.
2.3 CURRENT LITERATURE ON THEORIES POSTULATED
The term of communication has been variously defined discussed and
articulated in many ways.
Traditionally communication is defined as the transfer of thoughts and
feelings from one person to another in modern usage. It is considered as a
process by which information is exchanged between individual through a
common system of symbols, sign, or behaviour.
Taylor (1947:32) believes accurate and up to date information is the basis
of all management is unable for forecast plane control. Therefore
communication as a management activity is an extremely important skill to be
mastered by the supervisors in order to provide information and human
understanding necessary for group effort. It is believed that communication
consists of all the processes by which information is transmitted and received.
The subject matter may include facts intensive attitude etc. and the chief
purpose of communication is to make the receiver of the sender.

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Therefore, communication is incomplete unless it is received and
understood. It is also viewed as a unifying means by which organization
members were linked together to achieve a common purpose. Communication
can also be seen as a means by which people are linked together in an
organization to achieve a common purpose.
Koontz and O’Donnel (1976:247) proved that the effectiveness with
which communication techniques are used also influence the span of
management while supervision ability to communicate plans and instructions
clearly and concisely tends to increase the managers span. The above clearly
explains that the more a manager is effective with the use of communication
techniques (other words passing information to a large number of people in the
organization). The larger the number of subordinates he is able to control.
Ejiofor (2984:172) stated that the biggest threat to corporation is fears
melt in the face of knowledge, knowledge comes with communication. An
effective communication system is a pre requisite for employee participation in
decision that affects them. Participation values such as the feeling of ownership,
improved productivity and increased morale will never be realized if there is a
deficiency in the communication process. Communication is derived from the
latin word “communis” which means common.
Communication can therefore largely be regarded as the process of
establishing commonness of thought between a sender and a receiver

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OSIEGBU in his article of the journal management in Nigeria (1983:40)
see communication as the process which links all the managerial function. He
also defines communication as a process of transmitting information and
understanding from one person to another. Effective communication means that
there is a successful transfer of information, manning and understanding from a
sender to receiver.
Put in another way, communication is the process of importing ideas and
making oneself understood by others. It is also defined as a perception. Infact
the information passed on the workers is perceived by management concerning
aspect of their jobs and which affect their will to work and which might
motivate them to maximize productivity.
Communication is one of the most important administration functions.
Communication means interaction through the message (information) are
conveyed between person. When we speak of administration communication,
we are referring to the process of achievement of result.
Communication therefore provides the little among all other function and sub
system.
Ogu (1992, 76) believe that the essence of communicating is the act of
relayed information or giving instruction, complete information is a necessary
ingredient in the decision making process.

32
2.3.1 COMMUNICATION PROCESS
Communication process is a two way process in which one is both an
originator and a receiver f information. Communication is defined as the process
by which a sender reaches a receiver with a message.
One person sends a message is received understood by the intended
receiver in terms of the receiver’s view of reality. In turn, this message is
received and understood by the intended receiver in terms of the receivers view
of reality. The methods by which information by the sender reaches the receiver
are of various types as seen by different authors.
Communication model: a model of the communication process would
enable the reader understand clearly how information from the sender gets to the
receiver. Basically a generally accepted model of communication process is
known as SMCR model and this include such element as the sender, message,
channel and the receiver.
Authors like Fernando agree with the above model. Fernando (1980:46)
examined and identified four major elements of the communication process.
These are : sender which is the individual or group of individuals who transmit
the message. Receiver which is the person who receives and understands the
message, channel which is the network through which message travels from the
sender to the receiver and message which are in form of symbols sent through
the medium of written statement, bulletin, reports, notes and letter

33
Koontz and O’Donnel examines three specific steps in the communication
process.
Koontz and O’Donnel (1982:690) identified such steps as sender of
message, transmission of messages and receiver of the message.
These are under the originators of the communication and he has a
thought or an idea. This thought or idea is encoded in a way that can be
understood by the receiver.
The media used may be oral or written form as discussed earlier, the receiver
of the messages has to be ready for the message so that it can be decoded into
thought.
The above process was illustrated by Koontz and O’Donnel in the model
diagram below:
Feed back
Through Encoding Transmission Reception of Decoding Understanding

Sender message
Receiver
Source: Koontz and Noise O’Donnnel

(1982:690) Management: A system and
contingency Analysis of Management
Function McGraw Hill Ltd
Fig 1.2 A communication process model unlike all the other writers who
examined four elements in the communication process, Koontz and O’Donnel

34
examined just three, in his case both the message and the channel were
combined as one step called “transmission of message”.
Communication channel: the methods of communication discussed earlier
are described in terms of technique or channels. These are patterns or direction
through which information in form of words, numbers and pictures flow
between the sender and the receiver
These channels are identified in different ways by various cultures. These
are upward, downward and across channels in patterns.
This type allows employee to aid their views to the management. They can
offer useful ideas, criticisms and suggestions. This pattern is democratic in
nature because management recognizes views of employers. Also it is regards
those managers who tend to consider communication a one way process. In the
case of downward communication information emanating from officers of the
tip of worker in the lower levels. It involves passion orders policies and plans
access the organization structure for implementation
Communication is classified according to their direction. There direction
according to him are downwards which is from a higher level in the
organization to a lower one, internal or sideways which is from one level to
another of approximately the same level to a higher one most formal
communication are downwards while informal communication are mostly
upwards and lateral

35
Koontz and O’ Donnel (1982:694) similarly classified the channel as
downward communications flow from people at higher level of those at lower
level in the organization hierarchy.
This kind of communication according to him can be found especially in
organization with authorization atmosphere they include instructions, speeches,
meeting, the use of telephone loudspeaker and written method like handbooks,
pamphlets and periodicals.
Upward communication travels from subordinates to superior and
continues up to organizational hierarchy. Unfortunately that flow is often
hindered by managers in the communication link who filter the message and do
not transmit all the information especially unfavourable news to their bosses.
Examples of information, passed upward include appeal and grievance
procedures complaint system, counseling session and ombudsman crosswise
communication includes horizontal flow of information with people on the same
or similar organizational levels and diagonal flow with person at different levels
who have no direct reporting relationships. This kind of communication is to
speed information flows to improve understanding and coordinate efforts for the
achievement of organization objective by managers was vertical while two
thirds was cross wise i.e horizontal or diagonal.
Another important factor is determining what subjects are actually
communicated can be at a different tasks. Classical managers concentrated on

36
orders necessary to accomplish specific goals. However, with the advent of the
human relation movement and the rise of the behavioural school of management
other subjects were added.
Human relation research underscored the need for subordinate to be heard
and understood by their supervisors whereas research by behavioural screen
tests demonstrated the motivational aspect of communication. Some of these
items, which are included to be communicated; are priority items such as
pending takeover and what it will mean for their jobs introduction of new
products, process and promises.
2.3.2: Important of Communication
Over the years the important of communication is organized effort has been
recognized by many authors for instance. Koontz and O’Donnel (1982:699) are
of the opinion that the important of communication lies on the fact that it
influence action towards the welfare of the enterprise. Business, for instance
requires information about price competition, technology, and finance, as well
as information about the business cycle and government activity. This
knowledge is the basis for decision effecting product lines, production ratios,
quality marketing strategy, the mix of productive factors, and internal
information flow. Communication is also important for both internal functioning
of the enterprise, it helps establish disseminate goals of the enterprise, helps to
develop plan for their achievement to organize human and other resource in the
37
most effective and efficient way to lead, direct and motivate people and to
control performance. The importance of communication in an organization
discipline is acquainting employees with the rules and regulation of the
enterprises.
Cole (1991:400) believes that in recruitment, communication is essential in
persuading potential employees of the merits of working for the enterprise. It is
important to inform prospective recruits about the firm in general, its location,
size, product line competition and financial standing so that a favourable image
will be generable. In orientation, communication is important to provide the
employee with a sense of familiarity and security in his job in coming out dayto-
day operations. It is through communication that supervisors will pass on
directives to their employees.
Osiegbu (1983:40) is of the view that employees cannot be expected to comply
with directives unless they understand the meaning of the directives. Employees
also become aware of their contribution to the enterprises activities through
information passed on them by superior managers.
This will in turn help to motivate their information on employee’s safety on the
job is provided through communication. This is necessary in order to keep down
costs of accidents and also decreases recruitment and training costs. For an
enterprise external environment, communication is very important especially
that from the various media.

38
Koontz and O’Donnel (1982:689) for instance believes that it is only through
communication or information exchange that managers become aware of the
needs of customers, the availability of supplies, the claim of stock holders, the
regulation of government and the concern of the community. Community is very
vital for an efficient managerial performance because though people’s opinions
especially employees, the managers becomes aware of how his organization is
facing both internally and externally, and also whether the society rates the
organization high or not. The manager can only get this information through
disclosure by subordinates using the upward communication channel.
Subordinates on the other hand, might feel if they disclose a negative aspect of
the organization they are bound to be paralyzed. Managers should therefore give
subordinates freedom in saying anything they feel about the organization, one of
the main reasons for the lack disclosure is that many organizations place a high
reward value on rational technical aspects of behavior and discouragement or
penalize emotionally based behavior.
Graham (1982, 92) is the opinion that an organization may consist of
management, employees, promises, equipments, and materials but it will not
come to life unless communication effectively line all these parts together and
coordinate their estimates. The decision of management must be made known to
employees ward some kind of control system arranged to ensure that these
decision, are acted on. The form, which a communication takes, can profoundly
39
affect the attitudes of the employees and the degree to which they understand
and support management policies.
Generally, many industrial disputes originated from a failure of communication.
A misunderstanding by the employees of their intentions of management, or mis
interpretation of company policy.
Osiegbu (1983, 40) also believes that because many words and information
flow through and around managers, it becomes necessary and absolutely
important that supervisors have the ability to communicate in order to train a
group of employees direct them and coordinate their activities so that the goals,
which have been established can be attained. Most managers therefore do not
acquire desired result because they are not good communicators. If we agreed
to all that have been written on communication, it then
follows that for our organization not to fail, it should then be cautions of them in
order to achieve organization goals.
2.3.3 Barriers to Effective Communication
It is a well known fact that much unhappiness and even conflict exist between
person and persons and organization and organizations is caused by a failure to
communicate, to converse or to talk to our fellow human being. In any type of
communication, there are inherent difficulties associated with the different
perception, values, experiences, standards, and biases of the sender and receiver
of the message involved. In organization these physical distance, emotional

40
distance resulting from status different between higher and lower levels, fear
and anxieties relates to boss subordinate roles, may evoke different responses to
people, such statement therefore disrupt effective communication.
Akpala (1990, 93) identified some barriers to effective communication
“By passing: for instance “by passing” was implied as a barrier to effective
communication. It normally occurs when person engaged in communication
have dissimilar background experience with the particular symbols being used.
Stereotyping is another barrier identified by Akpala. It implies the use of lots of
“class word” in the language we use.
This cause a lot of misunderstanding; for example, a house could mean a mud,
hut or castle. When words are not specific, the receiver might misunderstand the
communication.
2.3.4 Communication and Improved Managerial Performance
In today’s enterprise, information must flow faster than ever before. Even a
short down time on a fast moving production line can be very costly in lot
output. It is therefore essential action. Another important element is the amount.
Koontz and O’Donnel (1982, 702) identified a good number of barriers to
effective communication. Some of which are lack of planning to communicate.
Too often, people start talking and writing without prior thinking, planning and
stating the purpose of the message. This hinders effective communication a
great deal. Badly express message, no matter how clear the idea in the mind of
41
the sender of communication, it may still be managed by poorly chosen words,
omissions, lack of coherence, poor organization of ideas and awkward sentence
structure loss by transmission and poor retention from one person to the next is
another big problem encountered in communicating.
This is because the message becomes less and accurate unclarified assumption
by a superior officer especially in giving directives to his subordinates. He
might assume that the subordinate knows all what to do and the task assigned to
him. This may not be right, and failure of the superior to give specific orders to
the subordinates leads to efficiency.
Koontz and O’Donnel statement “like we sell for less in advertisements by the
organization and very ambiguous and Cole (1991, 397) see these methods as
oral method or electric method. The written methods are best presented in
booklets, for instance, employee booklet or student handbook.
Oral method is the use of spoken words whereas electronic method includes
equipment like microcomputer, satellite communication and other aspect of new
technology. Communication can also be classified into two namely, formal and
informal, as pattern to an organization. This formal method includes written
instruction and announcements by notice on boards, broadcasts messages over a
public address system and large meeting of employees addressed by a senior
manager.
42
Informal method on the other hand includes manual casual conversion, which
occurs between employees of all levels. A private network of telephone is
another conventional method of communication using telephone is the simplest,
most economical method available in terms of accuracy and guarantee of
notification. It is viewed that the phone and video tapes as means of
communication are less available and perhaps less practical than radio. It is
suggested that communication is most effective when it’s two-way in addition to
communication from the source. Feedback in channeled back to the source.
Communication can be identified in various ways in which every organization
must freely understand and utilize for effective supervision of workers. Some of
them include verbal form of communication, behavior as a form of
communication and written policies and procedures as other forms of
communication. The verbal form is normally carried out in words. For instance
a manager’s address to workers in a meeting or assembly.
In this case, they express complex ideas comprehensively and within a
degree of precision.
Behavior can be fully understood as a form of communication by the
manager and when this is done, it will help in many ways to solve
organizational problems such as inaccurate reports, gossips and personal
conflicts of information which has greatly increased over the years frequently
causing an information but relevant information.

43
It is therefore necessary to determine what kind of information the
manager needs to have for effective decision making. All these information are
gotten through communication.
Koontz and O’Donnel (1982, 693) is of the opinion that for a manager to
be effective, the needs information necessary to carryout management function
and activities for instance as earlier mentioned, Koontz and O’Donnel is of the
view that it is only through information exchange that managers become aware
of the needs of customers, availability of supplier regulation of government and
concern of community.
With this knowledge, the manager can avoid wastage because he then
produces only what customer desire and leave the rest. Also for manufacturing
enterprises, the manager with the knowledge of the culture of the society and
regulation of government does not produce such items that are abhorred.
This way, he maintains a good standard for the organization and
managerial performance is improved.
Organization in my view should start to judge their managers on their
employee opinion. Every two years, organizations should conduct confidential
attained studies. The survey should include question on how employee think
they are being managed on whether they are clear about their managers
expectations from them, and if they feel that, they (management) listen and also
do something about the problem they employees) raise.

44
Improving Effective Communication
1. As a sender use the language, empathize, improve perception use the right
communication channel, readiness to give and receive positive as well as
negative feedback.
2. As a receiver listening with empathy, avoiding prejudgment, asking the
right question, giving constructive feedback, thinking creativity and
remaining open but critical.
However, effective communication can be obstacles (perception status,
defensiveness, negativity, assumptions, languages, poor listening skill and
wrong environment) and organizational obstacles (hierarchy, managerial
authority and specialization).
How can you Improve Employee Performance?
There are four main reasons why people don’t perform:
1. They just can’t do what you want them to do, they are not capable, you
simply have the wrong person in the job. If this is the case, you need to
look at why did you select this person to do this job? And you go out and
have a replacement, check out your selection practice to ensure that you
are living people who are capable of doing the job you require.
2. They don’t know that to do; if you have people who are capable of doing
the job, do they know what is expected of them? Yes many managers
45
have told employees what to do, but that does not mean that their
understanding of what to do is the same as what is in your head.
Have you given them a clear picture of what you want to
accomplish and what the finished job will look like? Have you agreed on
when it will look like? Have you agreed on when it will be completed?
And has the employee confirmed that they have a clear picture by
describing what you expect in their own words? Two-way
communication is essential here, otherwise how could we have been
understood? Too often managers believe that it is solely the employee’s
responsibility to make sure that their communication are understood, only
through effective two-way communication can that happen.
3. They don’t know how to do it: If the employee is capable of the job to be
done, we still need to develop their knowledge and skills so they can
actually accomplish it. Training or learning is the solution here. That does
not necessarily means formal training on-the-job mentoring by effective
and cost – efficient.
4. They don’t want to do it: If the employees can do it; knows what to do
and how to do them; it comes down to a motivation issue, they don’t want
to perform at that level. So when people don’t want to perform, you can
be sure that their needs as they receive them are not satisfied and
secondly they don’t believe that the primary reason is that managers
46
believe that employees are motivated only by money. There are other
needs people have that are actually more important than money and there
are many research studies to demonstrate this but those needs vary from
employee to employee, and even from one time to another. One way you
can find out what people’s need are is to ask them. There are however two
basic needs, that are common to all human beings which one can
capitalize on, to greatly increase performance his book reality therapy he
says that all and to feel that they are worthwhile to themselves and to
other.
In other words, people have a need to do the right thing and to make a
difference when they come to work. All their managers and supervisors need to
do is to ensure that they satisfy the other’s need, respect them for who they are.
Taking rocket science here, we are taking basic human decency, just treat
someone like a person rather than as a thing called an employee. All you need to
do is to create an environment where people want to perform at their best, figure
out how you would like to be treated if you were in their position.
It has well being documented that associate (employee) performance is directly
and positively related to supervisory and managerial performance. In fact
managers and supervisors often have more impact on associate job performance
than they realize. This suggests that of is not performing up to expected the
responsibility likely belongs to the management team.

47
Therefore an important key to improving associate job performance involves
improvement in managerial supervisory human resources, management skills
and practice. More specifically on important managerial performance area that
greatly impacts associate job performance levels involves.
1. The three basic and alternative type of feedback that managers can
provide to their associates.
2. Precisely what each type of feedback communicates.
3. The associate performance responses that are most likely to result from
each type of feedback.
The managerial feedback alternative are negative, none and positive. An
examination of each alternative indicates what each communicates and what
worker performance changes are most likely to occur when managers use each
type of feedback.
Negative feedback: Negative feedback obviously communicates
manager’s dissatisfaction with associate performance; the performance change
that is almost likely to occur may not be as obvious. What managers and
supervisors tell the authors is that (assuming the workers wants to retain his job)
performance will likely be minimum satisfactory level; furthermore, it will quite
likely be temporary.
48
That is, after a short time the worker often reverts to – the previous
unsatisfactory performance level that encouraged the negative feedback. This
result is the manager having to again step in with more negative feedback.
It is also suggested that the reprimanded associate may look for
opportunities to get even with management and the organization.
NO FEEDBACK: Providing no feedback may possibly be the worst
course of feedback action, for managers have a tendency to ignore their good
performance. It may be related to the marginal attitude that “I should not have to
praise them for what I hire and pay them to do. Without feedback associate
make assumption about their job performance and these assumptions may not be
consistent with the management performance perceptions.
Some potential worker intervention of no feedback may include
performance is okay, my performance must be important or the manager would
say something about my performance. No feedback therefore does communicate
something to associates. The problem is that a manager cannot be certain how
his associates perceive the lack of communication. Furthermore, it seems likely
that performance will remain the same, or decreases if there is no feedback from
the manager.
POSITIVE FEEDBACK: Positive feedback obviously communicates
managerial satisfaction. Under this circumstance the worst result will generally
be no change in performance. It is anticipated that positive recognition for good

49
performance will result in performance improvement to a higher productivity
level. These often occur because research (Spitzer, 1995) indicated the
following:
1. In a nation wide survey it was indicated that receiving praise and
recognition from their bosses was more motivating than money.
2. Four out of five workers said recognition and or praise motivates them to
do a better job.
3. Many managers have a tendency to ignore the good and satisfactory
performance of their workers.
Positive feedback process has be suggested that given the three managerial
feedback alternative, positive feedback is the only one that will consistently
result in the type of performance that managers and organization want. It is the
type of feedback that will generate and maintain performance above the
minimum acceptable level.
Furthermore, based upon worker feedback, it is recognized that most managers
and supervisors do not provide enough positive feedback.
There is managerial tendency to ignore significant amount of good worker
performance. Managers who are committed to both increasing their levels of
positive feedback and not ignoring good performance, have a need to
understand the basic positive feedback.
Eleven of these rules can be identified.

50
EARNED: Positive feedback must be earned by the associate, providing
positive feedback for unsatisfactory performance will destroy managerial
credibility.
IMMEDIATE: Positive feedback should be provided immediately after during a
good performance, the longer the time period between the performance and the
recognition, the less effective the feedback will be.
PERSONAL: Be personal when providing feedback, that is, use the personal
pronoun “I” rather than the more impersonal expression, of “We” the company
etc which will help positive feedback be preserved as sincere.
IMPROVEMENT: Managers should not wait for perfection to provide positive
feedback. In fact anything a manager sees improvement, the improvement
should be recognized. Otherwise, without feedback the improvement may
disappear, it is the improvement that is being recognized, not the overall
performance level, which may not yet be up to standard.
INDIVIDUALIZED: Individual one-on-one positive feedback is more powerful
than group or team feedback, this does not mean that managers should not
recognize the group or team accomplishments. It only suggests that individual
positive feedback should be included in the feedback process.
OFTEN: Some research (Letting 1992) has suggested that to create optimal
work environment, manger should be providing a positive to negative feedback
ratio of 4 to 1 (4:1) what is your feedback ratio? Most managers fall

51
considerably below this ratio and furthermore much of the positive feedback
they do provide is not heard by their associates.
TASK SPECIFIC: Make positive feedback very task specific that is good. The
“good job” syndrome because it is too general, lack specificity and can more
easily be interpreted as lacking in sincerity. By recognizing specific task that are
being performed satisfactorily, managers, have the opportunity to achieve the
4:1 positive or negative feedback ratio. Furthermore, when the team good job is
used in the recognition process, associates are more likely to assume that all of
their job activities are being performed with excellence.
PURE: When providing positive feedback, keep it pure, do not mix positive
with negative feedback.
VARY TIMING: Do not allocate a specific time or day to provide positive
feedback. To do so is a violation and is likely to be associated with the lack of
managerial verbally, look for alternative ways to deliver the “good” news.
Example includes letters, memos, telephone, fax, e-mail etc.
SINCERE: Associate has a knack for recognizing when their manager is just
going through the motions when he is not being sincere. Therefore, for
managers to be able to harvest the rewards of providing positive feedback, it is
important that they are genuine and truly believed in the process.
52
HOW MANAGERS CAN MAKE SUCCESSFUL COMMUNICATION
Successful long distance collaboration measures effective management.
Employees need their supervisors help in prioritizing work and in locating the
resources they need to do their jobs well.
Managers should bring the virtual work process by outlining standard
communication practices for the team. These guidelines should include:
1. Which communication channel to use, email, phone, written reports etc
and when to use them.
2. How to use each channel such as when to include all team members on
message, or how to signal that message does or does not require a reply.
3. What are acceptable and unacceptable uses for each channel for example,
don’t use virtual bulletin boards to post jokes of the day.
Manager and their team will need to find the right balance between
keeping each other updated and not becoming a communication burden. Leaders
should outline their expectation for how often they will receive work update
from their teams and how detailed those updates should be. Today, technology
tools make working as a virtual team almost the same as being in the same
office. Every so often, however manager should meet in person with staff
member to re-affirm relationship face-to-face meeting let employees know that
they are important to the business.
That can further cement solid, productive working relationships.

53
Finally, the essential function of communication is to build constructive
relationship between persons. In other word, communication has become the
most powerful tool to build any relationship between persons. Effective
communication has become the ideal of all people who attempt to communicate
with each other.
Communication will become effective when the following three
conditions have been met.
1. The message is received and understood precisely as meant by the sender.
2. The message has been approved by the receiver and followed up by
action desired by the sender.
3. There are no obstacles to do whatever has to be done to follow up on the
message sent.
REFERENCES
Koontz and O’Donnel (1982) Management. A system of Contingency Analysis of

Managerial Function. McGraw Hill Kogakus Ltd Tokyo.
54
Latting J.K. (1992) Giving Corrective Feedback. A Decisional Analysis Social

Work 37.
Ogu O. (1992) The Role of Communication in Effective Implementation of
School Physical Programs.
Obudu Journal of Education Studies Vol. No. 1 July, Nigeria.
Osiegbu (1983) Effective Communication as a Took in supervision Managerial
in Nigeria 19 (2) Feb.
Spitzer D. (1995) How to Motivate Employees Without Using Money.
Available on the World Web. htt.www.employer.com. Motivate.htm.
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY
This chapter focuses on the design and methodology administered for the
research.
55
The chapter describes the research design, population, sample size
determination, sources of data, questionnaire design, distribution and interview
structure and analytical techniques used.
3.1 RESEARCH DESIGN
The study under reference has a descriptive survey research.
In a survey, a sample is selected from the research population for the purpose of
generating information that will be used in making generalization on the subject
matter.
3.2 SOURCES OF DATA
Every research work has a framework for collecting data. Its function is to
ensure that the required data are collected accurately and economically.
The researcher utilized both primary and secondary method of data
collection.
3.2.1 Primary Sources of Data Collection
The primary data consists of a number of items in structured
questionnaire that was administered to the respondents.

The decision to structure the questionnaire is predicted on the need to reduce
variability in the meaning possessed by the question as a way of ensuring
comparability of responses.
56
Two methods used for securing information required through this source were
oral interview and questionnaires. The questionnaires which consisted of many
multiple choice question and some dichotomous questions were issued mainly
to the junior officers, where as intention made up of mainly open ended question
were conducted for top executives of the firm.
3.2.2 Secondary Sources of Data Collection
Secondary data were collected through texts books, journals, newspapers,
magazines and other materials relevant to the research topic.
3.3 POPULATION OF THE STUDY
The population of this study comprises eight hundred and ninety nine
employees of Nigerian Breweries Plc, Enugu population study is generally
taken to be the totality of all the elements, subjects or numbers which possess a
common and specific characteristics within a given geographical location. The
population of the company as at April 2013 stood at eight hundred and ninety
nine employees.
3.4 SAMPLE DESIGN AND DETERMINATION OF SAMPLE SIZE
Since the population of Nigerian Breweries is large, it would not be easy to

obtain data from the whole population, therefore, for ease of collecting and
analyzing data, the researcher decided to select a sample from the population
57
using Yaro Yamani formula for determining sample size as quoted in Nwanna E
(1981:40).
N
N =
2
1Ne
Where: n = sample size
N = population
e = level of significance i.e 8% (0.08)
I = a constant
For the purpose of this study, the level of significance i.e (0.08) 8% confidence
limit.
n = 0.0064
n =
6.
n = 133.11419
133
SAMPLE SIZE n = 133
To determine the minimum number of respondents from each department,
Bowley proportional allocation formula was applied
1 nn1
n =
N
58
n = The sample size n1 = No
of employees in each department.
N = Population
1. Head Brewer Department = 9.023
2. Packaging Department = 42.607
3. Engineering Department = 11.539
4. Technological Controller Department = 3.107
5. T.C.M Coordinator Department = 0.296
6. B.M Secretary Department = 0.148
7. Brewery Controller Department = 0.296
8. Regional Finance Department = 2.959
9. Brewery Security Department = 0.148
10. Brewery Medical Department = 0.296
11. Human Resource Department = 43.347
12. Regional Logistics Department = 19.085

59
13. External Communication Department = 0.148
133
3.5 METHOD OF DATA COLLECTION
The research instrument that will be used by the researcher in collecting useful
information on this topic is questionnaire.
3.5.1 Questionnaire Design, Distribution and Collection
A total of one hundred and thirty three (133) questionnaires were printed and
distributed to the respondents.
A total of 86 questionnaires out of 133 distributed were returned while a total of
47 questionnaires were not returned.
3.5.2 Secondary Method of Data Collection
The researcher used textbooks, journals, newspapers, in the collection of the
secondary data.
The researcher equally visited different libraries and made use of the internet
facilities in the collection of the secondary data.
3.6 METHOD OF DATA PRESENTATION AND ANALYSIS
The variables for this study were analyzed using contingency table, and sample
percentage.
60
The sample percentage is expressed mathematically as
Response in each option x 100
Total option
REFERENCES
Nwanna E. (1981) Research Methodology and Statistics for Beginning

Research, Awka, Christian Printing and Publishing Ltd.
61
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 DATA PRESENTATION
This chapter deals with the presentation and analysis of the data
generated during the empirical study of the organization under study.
Data presentation will be done using simple percentage as a statistical

62
tool.
4.1.1 Demographic Characteristics
Table 1: Age Distribution of Respondents
Table 4:1.1
Item No of Responses Percentage
Below 18-25 years 32 37.21
Below 25 – 35 years 42 48.84
Below 35 – above 50 years 12 14.00
Total 86 100.05
Source: Field Survey 2013
Findings: The analysis of the table 4.1.1 reveals that the age below 25-35
years have 48.84% and the majority below 18-25 years have 37.21% while
below 35-50 years have 14% of the total respondents.
Table 4:1.2 Gender Distribution

Male 56 65.11
Female 30 34.89
Total 86 100.00

63
The analysis of 4.1.2 reveals that 65.11 percent of the respondents are male
while 34.89% of the respondents are female.
4.1.2 Distribution of respondents of Marital Status
Table 4.1.3
Yes 58 67.44
No 28 32.56
Total 86 100.00
The analysis of table 4.1.3 reveals that 67.44% of the respondents are married
while 32.56% are single.
4.1.2 Presentation According to Key Research Question
Research Question One (1)
Do you know, the objectives of your organization, if yes, where were they made
known to you?
Table 4.2.1
Item No of Respondents Percentage
Policy manual 54 62.79
Hear say 12 13.95

64
Orientation course 20 23.26
Total 86 100.00
The analysis of table 4.2.1 indicates that majority of the respondents
62.7% know the objectives of their organization through policy manual.
13.95% of the respondents claim that they know about the objectives
from hear say while 23.26% of the respondents said they knew about it from
orientation class.
Research Question Two (2)
Does knowledge of objective affect your attitude at work?
Table 4.2.2
Yes 67 77.91
No 19 22.09
Total 86 100.00

65
The analysis of table 4.2.2 shows that majority of the respondents representing
77.91% admitted that the objective of the organization affect their attitude to
work while 22.09% of the respondents disagreed.
Research Question 3
Who communicates managerial decisions in your organization?
Table 4.2.3
Top level management 52 60.47
Middle level management 23 26.74
Fore men 11 12.79
Total 86 100.00

The analysis of table 4.2.3 indicates that 60.47% of the respondents
agreed that the Top level management communicate decisions to them, 26.74%
of the respondents said that they receive decisions from middle level
management while 12.79% of the respondents agreed that they receive
communication from their fore man.
Research Question Four (4)
Which medium of communication do you prefer?

66
Table 4.2.4
English 40 46.51
Vernacular 10 11.68
Both 36 41.86
Total 86 100.00
Analysis from table 4.2.4 indicates that 46.51% of the respondents said that they
are communicated through the use of English, 11.63% of the respondents said
that they are communicated through vernacular while 41.86% agreed that they
are communicated through both English and Vernacular.
Research Question Five (5)
To what extent do cordial relationships affect the effective communication?
Table 4.2.5
Very high 60 66.77
High 20 23.26
Very low 06 6.98
Total 86 100.00

67
Analysis of table 4.2.5 indicates that 69.79% of the respondents are of the
opinion that cordial relationship affects effective communication very high,
23.26% said that cordial relationship respondents opted for 6.98%.
Research Question Six (6)
In your opinion do you think that interpersonal relationship with colleagues
affect effectiveness of communication in your organization?
Table 4.2.6
Yes 62 72.09
No 24 27.11
Total 86 100.00
Analysis of table 4.2.6 indicates that 72.09% of the respondents agreed
that interpersonal relationship with colleagues affect effectiveness of
communication in their organization while 27.91% disagreed.
Research Question Seven (7)
How long have you spent in this organization?
Table 4.2.7
Below 5 years 20 23.26

68
Below 5-10 years 40 46.51
Above 10 years 26 30.23
Total 86 100.00
Analysis of table 4.2.7 shows that 23.26% of the respondents have spent
below 5 years in the organization 46.25% of the respondents have spent below
5-10 years in the company while 30.23% of the respondents have spent above
10 years in the company.
Research Question Eight (8)
Do you think that communication in your organization is effective?
Table 4.2.8
Yes 65 75.58
No 21 24.42
Total 86 100.00
Analysis of the table 4.2.8 that 75.58% of the respondents agreed that
communication is effective in their organization while 24.23% disagreed.

69
Research Question Nine (9)
If yes, do you think it improves managerial performance?
Table 4.2.9
Yes 65 75.58
No 21 30.23
Total 86 100.00
Analysis of table 4.2.9 indicates that 75.58% of the respondents were of the
opinion that effective communication improves managerial performance while
30.23% of the respondents disagreed.
Research Question Ten (10)
Does knowledge of company’s objective affect your attitude to work?
Table 4.2.10
Yes 68 79.07
No 18 20.93
Total 86 100.00
Analysis of table 4.2.10 indicates that 79.07% of the respondents were of the
opinion that knowledge of company’s affects their attitude to work while
20.93% of the respondents said no.

70
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 5.1
FINDINGS
From the analysis made so far it had become evident that communication
breakdown has effect in the management of an organization.
Communication as a catalyst for establishment and accomplishment of an
organizations goal cannot be overstressed. The object of emphasis in this
research work dwells on effective communication system both the executive
leaders make sure they are informed as those in the lower cadre. This is
necessary because any breakdown in communication would be a catastrophic to
the life of the organization.

71
Communication in an organization helps in the flow of information, motivation
of workers and enhancing industrial harmony in the organization among others.
It is important to note that communication is indispensable in the survival of any
organization. It integrates various departments together and they work
harmoniously to achieve the organizational goals and objectives.
For management, communication helps to ensure compliance to rules and
regulations, policies and as a medium to ensure effective control of staff
activities and behavior.
The employees will get informed and abreast with the activities of the
organization. This is turn increase productivity level because it is only then
workers feel accepted and well integrated into the organization.
Good communication system in a company enhances good public relation
between the employers, customers, share holders and government.
Finally, effective communication cab be viewed as a tool for effective
management, defining responsibilities of subordinates and setting standard for
performances
5.2 CONCLUSION
It is clarify evident from the findings of this study that communication is an
important tool for management. Effective communication leads to

72
organizational effectiveness. This is reasonable evidence that if an organization
is effective in its communication, it will be effective overall.
Any organization without a well established communication system no matter
its personnel policies may be bound to operate in uncertainties and risk.
Communication is not an independent activity of management but an essential
part of what every worker in Nigerian Breweries Plc, the situation showed that
there is a proper and effective communication system in the company. The
workers are happily working co-operatively and that helped in enhancing their
productivity. The company operates both upward and downward
communication channel as opened by the personnel manager.
5.3 RECOMMENDATIONS
Based on the findings from the study on the effective communication system
and in light of data collected by personal observation and though the
questionnaire conducted in the organization; it is necessary to offer the
following recommendations.
1. Management should introduce training, programmes in the organization
whereby junior workers would be taught how to communicate effectively.
This is necessary because poor academic background of these workers
constitute problems to effective communication in the organization.

73
2. Management should continue to keep in touch with the workers on new
development in the company. This would enable workers to know what is
going on in the organization and this sustains their interest in working
assiduously.
3. Management should not relent in encouraging free flow of information in
the organization, as this would motivate workers and encourage them to
achieve the goals of the organization.
4. Workers in Nigerian Breweries Plc should always seek for clarity in
matter which is not clear to them from the management.
5. Management of Nigerian Breweries Plc should also continue encouraging
workers participation in decision making.
BIBLIOGRAPHY
Adikwu, M.A. (1983) Effective Communication on Business Management in
Nigeria Onitsha: African Feb Publication Ltd.
Afam O. (2001). Impact of Employee training on Organisational Productivity
Asaba: City Publisher’s Ltd.
Anyanwu A. (2000). Research Methodology in Business and Social Science,
Owerri: Cannon Publishers Nigeria Limited.
Bernard, C.I (1983). The Functions of the Executive Cambridge, Havard
University Press.
74
Beach D.S. (1995). Management of People at Work, New York: Hongton
Muffin.
Cole G.A. (2000) Management Theory and Practice, London: Letts Education
Press.
Dessler G. (1988). Personnel Management New Jersey Prentice Hill Press
International.
Durbin A.J. (1994). Fundamentals of Organisational Behaviour London:
Program Management Business Press Ltd.
Drucker P. (1998). Practices of Management, London: Heinemann Publisher.
Ejiofor, P.N.A. (1981). Management in Nigeria Theories and Issues Onitsha
African FEB Publishers.
Ejiogu C. (1959). Foundations of the Business Administration, Onitsha African
Feb Publisher Ltd.

Garreth, R.J. Jennifer, M.G. Charles, W.L.H. (1989). Contemporary
Management Texas University of Washington: McGraws Hill Book
Company.
Geller Man, S.N. (1998). Motivating Man; New York: Printing Press.
Ivancevich J.M., Lorenzip S.J, Slammer P.B. Crosby (1994). Management
Quality and Competitiveness Sydney: Irwin Book Company.
John Miner B. (1980). Theories of Organisational Behaviour London: Pry Dem
Paper.
Kyzimier I.J. (1994). Principles of Management New York: McGraw-Hill

75
International Book Company.
Mac Bride (1981). Many Vices, One World (Nigerian Edition) Ibadan: Ibadan
University Press.
Nwachukwu L.A. (1985). Management Theory and Practice. Onitsha: African
FEB Publisher Ltd.
Nwachukwu C. (1998) Employee Training and Development on Workers
Productivity, Evans Brothers Ltd.
Robbins S.P. (1993). Organisational Behaviour Concepts Controversies and
Application New Jersey: Inwin.
APPENDIX I
INTRODUCTORY LETTER
Department of Business Administration

Caritas University
Amorji-Nike
Enugu Enugu
State.
July 20 2013.
76
Dear Sir/Madam,
I am a final year student of Business Administration, Caritas University

Amorji-Nike, Enugu.
I am carrying out a research project in partial fulfillment for the award of
Bachelor of Science Degree (B.Sc) in Business Administration.
Please, kindly give the answers to the following questions given below.
Your responses will be treated with utmost confidence.
Thank you.
Yours faithfully
Ifeanacho Chinenye C.
SECTION A
Please mark in the appropriate box

1. Sex: Male Female
2. Status: Single Married Separated
Divorced
3. Year of experience: (a) 1-5 year (b) 6-10 years
(c) 11 – 20 years
SECTION B QUESTIONS
1. How do you get information regarding management decision?
(a) Oral (b) Written (c) Visual (d) all of the
above
77
2. Do you agree that barriers lead to communication breakdown in your

organization? (a) Yes (b) No
3. Do you agree that communication in your organization is affected by noise?

(a) Yes (b) No
4. Which of the following common barrier to effective communication is most often

experienced in your organization?
(a) Communication over load (b) Choice of word
(c) Lack of word (d) Timing
(e) All of the above (f) None of the above
5. Generally what will you say if the cause of the communication breakdown in your
organization?
(a) Gossip (b) Lack of job
security
(c) Mutual distrust (d) All of the above
(e) None of the above
6. Do workers of your organization perceive effective communication as necessary

for increased productivity?
(a) Yes (b) No
7. Does your organization encourage communication by members on the same level

in different departments?
(a) Yes (b) No
8. How would you rate communication in your organization?

(a) Effective (b) Ineffective
(c) Very effective (d) Very ineffective
78
9. How do you think the problem of ineffective communication in the organization

will be solved?
(a) Encourage face to face communication
(b) Encourage feed back mechanism
(c) Choosing an appropriate channel
(d) All of the above

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1

ANALYSIS OF THE IMPACT OF EFFECTIVE COMMUNICATION IN

THIS PROJECT IS SUBMITTED TO THE DEPARTMENT OF

ANALYSIS OF THE IMPACT OF EFFECTIVE COMMUNICATION IN

THIS PROJECT IS SUBMITTED TO THE DEPARTMENT OF

Business Administration in the Faculty of management and Social Sciences,

Department of Business Administration, Caritas University, Amorji Nike,

Enugu, Enugu State.

Mr. Melletus Agbo Prof. G.U. Nwanguma

Project Supervisor Head of Department

this project work and my family.

The topic of this research is Analysis of the Impact of Effective Communication

CHAPTER ONE: INTRODUCTION

CHAPTER TWO: REVIEW OF RELATED LITERATURE

CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY

3.2.2 Secondary Sources of Data 47

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

CHAPTER FIVE: SUMMARY OF FINDINGS, RECOMMENDATION

Table 4:1.1 Age Distribution of Respondents 53

Table 4:1.2 Gender Distribution 54

Table 4.1.3 Distribution of respondents of Marital Status 54

Table 4.2.1 Do you know, the objectives of your organization, if yes,

Table 4.2.2 Does knowledge of objective affect your attitude at work? 56

Table 4.2.3 Who communicates managerial decisions in your

Table 4.2.4 Which medium of communication do you prefer? 57

Table 4.2.5 To what extent do cordial relationships affect the

Table 4.2.7 How long have you spent in this organization? 59

Table 4.2.8 Do you think that communication in your organization

Table 4.2.9 If yes, do you think it improves managerial performance? 60

Table 4.2.10 Does knowledge of company’s objective affect your

Figure 1.1 Element of an organization 10

Figure 1.2 A communication process model 25

CHAPTER ONE INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Communication is very important to the existence of human organization. The

environment in which organization operate today is complex and comprises

physical, cultural psychosocial, economics, legal, political, technical and other

acknowledge that their policies are adopted and administered in a political

system where concentration of power and self-interest has to be tacked.

In addition, good communication network in the form of postal and

telecommunication has been interpreted by various meaning. Some regard it as

be rightly defined as the process by which information is passed between

individual or organization by means of a previously agreed method (either

verbal or written). In everyday life one seeks information from or passes

information to them. This communication can be verbal (face to face or

telephone). Written (letter, memos, reports etc) or mechanical (seconding

means of receiving or sending information is oral communication.

Osiegbu (1983:40) said that the factors that contribute to failure in

implementation of organizational objectives include lack of clarity of purpose

group or individual. Failure in communication or perception clashes of interest

capacity of organization to respond to the unexpected all those by no means are

breakdown in management function due to no communication. In other word

how “effective communication improves managerial performance”.

Communication function is the means by which organized activity is unified.

the means by which behaviour is modified, change is effected, information is

government and so on.

In a similar form, communication relates to exchange of facts, opinion or

emotions by two or more persons in an organization. It could be word, letters,