Why effective communication is important for efficiency?

Why effective communication is important for efficiency? Explain with the channels of communication in a familiar organization which channel do you think is effective and why explain with illustrations.

Communication establishes relationships and makes organizing possible. Every message has a purpose or objective. The sender intends -- whether consciously or unconsciously -- to accomplish something by communicating. In organizational contexts, messages typically have a definite objective: to motivate, to inform, to teach, to persuade, to entertain, or to inspire. This definite purpose is, in fact, one of the principal differences between casual conversation and managerial communication. Effective communication in the organization centers on well-defined objectives that support the organization's goals and mission. Supervisors strive to achieve understanding among parties to their communications.
Communication Process
Communication is the process of passing information and understanding from one person to another. The communication process involves six basic elements: sender (encoder), message, channel, receiver (decoder), noise, and feedback. Supervisors can improve communication skills by becoming aware of these elements and how they contribute to successful communication. Communication can break down at anyone of these elements.
Chances of Communication in Organizations
All organizations, irrespective of type and size, have a need for effective communication. The owner of a one-person business must communicate with suppliers of goods, customers and others necessary for the running of the business. He or she must also record transactions in the books of the company. Problems of communication grow as organizations become more complex. The sender initiates the communication process. When the sender has decided on a (a) meaning, he or she encodes a message, and selects a channel for transmitting the message to a receiver. To encode is to put a message into words or images. Written communication should be used when the situation is formal, official, or long term; or when the situation affects several people in related ways. Interoffice memos are used for recording informal inquiries or replies. Letters are formal in tone and addressed to an individual. They are used for official notices, formally recorded statements, and lengthy communications. Reports are more impersonal and more formal than a letter. They are used to convey information, analyses, and recommendations. Written communications to groups include bulletin board notices, posters, exhibits, displays, and audio and visual aids.
Teams using information technology have access to information, share knowledge, and construct documents. Meetings take place electronically from multiple locations, saving the organization's resources in both the expenses of physically bringing people from different locations together, and the time lost by employees traveling. Teleconferencing is simultaneous group verbal exchanges. Video conferencing is group verbal and visual exchanges
Channels of Communication in Organizations
All organizations, irrespective of type and size, have a need for effective communication. The owner of a one-person business must communicate with suppliers of goods, customers and others necessary for the running of the business. He or she must also record transactions in the books of the company. Problems of communication grow as organizations become more complex. This is so whether the organization is a commercial body, a private or public enterprise, a trade union or a social organization. Communication in multinational companies, nationalized industries, local authorities and other large organizations tends to be very complex.
(a) Formal Internal Communication
This refers to the flow of information within an organization. The formal lines of communication are those which are officially recognized and given official approval. They may be set down in the organization structure, e.g. the rules and procedures for operation of the organization, committee procedures, or the authority and responsibility allocated to particular jobs or sections. In all cases these lines of communication are officially recognized and they are those which members of the organization are expected to use.
This process can present difficulties for communication systems. If the instructions are too brief they may not carry the exact meaning of what is required of the subordinates; on the other hand, if they are too detailed they may be so cumbersome that subordinates are confused. Another problem is the time it takes for instructions to reach the bottom of the organization, and the accuracy on the instructions. Each level of the organization must receive, interpret and develop in more specific form and then pass on the information, so clearly there is considerable room for error.
These are just a few examples of informal communications. They are usually oral. The subject and the line of communication may be within the authority of the people concerned but the actual manner or circumstances may not be exactly as officially laid down. You may question whether informal lines of communication are desirable and whether they are useful.