Vaibhav is not satisfied with how the company, where he works, communicates with its employees. He believes that the process is too impersonal leading to low morale in the organisation. He has some ideas as to how the morale and motivation of the employees can be increased. Vaibhav would like to share his ideas with his superiors. Which form of communication is best suited for such a situation?

Read the following passage and answer the next 4 question (Q12-Q15) As human beings we are always communicating something—just not always what we intend, not always what we think we are. Good communication isn’t a foregone conclusion. For example, during a new employee’s first few days at work, we communicate our expectations and their portfolio of responsibilities. We outline appropriate metrics for the evaluation of success and a timeline for those evaluations to take place. We introduce the new hire to other team members and affiliated teams with whom they will need to have a good working rapport. They are given ample opportunity to express their hopes and aspirations—their expectations—associated with the role as well. We make the time to help them at the start so they are poised to be successful early and become ongoing strong performers thereafter. Or at least, we think we communicate these things. Or we intend to. Or we have an initial conversation and don’t follow up to make sure our expectations were received and understood. Our failure to communicate sends a message as well, just not a helpful  one.