communication network of an organization

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Communication Network of the

Organization

Communication Network of the

Organization

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The Vital link ………………The Vital link ………………

Communication provides the vital link between people and information

whether a newcomer to the organisation or a seasoned employee

you have information that others need in order to perform their functions……..

And others have information that is vital to you……………

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A complex network looking over all of an organisation’s communication

A Complex Network…………….A Complex Network…………….

we can see an extremely complex network of Information flow.

We see dozens, hundreds and even thousands of individuals engaging in untold numbers of communication events throughout each workday …….

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Organizational CommunicationVertical Communication

Communication that flows up and down the organization, usually along formal reporting lines.Takes place between managers and subordinates and may

involve several levels of the organization. Upward communication

Consists of messages from subordinates to superiors and is more subject to distortion.

Downward communicationOccurs when information flows down the hierarchy from

superiors to subordinates.

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Organizational Communication (cont’d)Horizontal Communication

Communication that flows laterally within the organization; involves persons at the same level of the organization.

Facilitates coordination among independent units.

Useful in joint problem solving.

Plays a major role in communications among members of work teams drawn from different departments.

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Formal Communication in Organizations

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Informal Communication in OrganizationsMay or may not follow official reporting relationships and/or prescribed organizational channels

May have nothing to do with official organizational business.

Promote a strong culture and enhance employee understanding of how the organization works.

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Informal Communication in Organizations

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Informal Communication in Organizations (cont’d)

Management by Wandering Around Managers keep in touch with what’s going on by

wandering around and talking to people on all levels in the organization.

Informal Communications Informal exchanges among

employees that take place outside the normal work setting.

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Copyright © 2005 by Houghton Mifflin Company. All rights reserved.

12–11

Common Grapevine Chains Found in Organizations

Grapevine An informal communication network that can

permeate an organization. Types of grapevines are:

Source: From Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, Eighth Edition, Copyright © 1989 by McGraw-Hill. Reprinted by permission of the McGraw-Hill Companies.

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Communication Networks in Groups & Teams

Communication Networks in Groups & Teams

Wheel Network

Circle Network

Chain Network

All Channel Network

Figure 15.3

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Communication NetworksCommunication NetworksNetworks show information flows in an organization.

Wheel Network: information flow to and from one central member.

Chain Network: members communicate with people next to them in sequence. Wheel and Chain networks provide for little interaction.

Circle Network: members communicate with others close to them in terms of expertise, office location, etc.

All-Channel Network: found in teams, with high levels of communications between each member and all others.

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Barriers to Effective Communication

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Managing Organizational Communication

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15.2 Barriers To Communication

WHAT ARE THE BARRIERS TO COMMUNICATION?

Communication barriers are anything that interferes with accurate communication between two peopleThere are three types of barriers:

1. Physical barriers include things like time-zone differences, office walls, and crashed computers

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2. Semantic barriers occur when words can be interpreted in different waysDoes “right away” mean today, tomorrow, in the next hour?The problem is intensified when jargon (terminology specific to a particular profession or group) is used 3. There are nine personal barriers that contribute to miscommunication:

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-variable skills in communicating effectivelySome people are naturally better communicators than others-variations in how information is processed & interpretedPeople use different frames of reference and experiences to interpret information-variations in trustworthiness & credibilityCommunication is often flawed when there is a lack of trust between the sender and receiver

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-oversized egosEgos influence how we treat each other and how receptive we are to be influenced by others-faulty listening skillsSometimes, people simply fail to listen properly-tendency to judge others’ messagesPeople judge others’ statements from their own point of view-inability to listen with understandingIt can be hard to put yourself in someone’s else’s shoes and really listen

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-stereotypes & prejudicesStereotypes consist of oversimplified beliefs about a certain group of people and can influence communication-nonverbal communicationGestures and facial expressions are an important part of communication

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04/08/23 28

Formal Channels of Communication

Exhibit 13.5

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04/08/23 30

Downward Communication

Messages from Top Management Messages from Top Management

1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination

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04/08/23 31

Upward Communication

Messages transmitted from managers and employees

1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information



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04/08/23 32

Downward Communication Problems

Drop Off Distortion Loss of message content

Dealing with Drop Off Use right communication channel Consistency between verbal and nonverbal

messages Active listening

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04/08/23 33

Upward Communication





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04/08/23 34

Upward Communication Problems

Barriers to accurate upward communication:

Managers may resist hearing about employee problems

Employees may not trust managers sufficiently to push information upward

Barriers to accurate upward communication:

Managers may resist hearing about employee problems

Employees may not trust managers sufficiently to push information upward

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04/08/23 35

Horizontal Communications

Messages among coworkers

1. Problem solving 2. Coordination 3. Change

Particularly important in learning organizations

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04/08/23 36

Team Communication Channels

Team communication considerations:

The extent to which team communication is centralized

Complex and difficult team activities - share information in a decentralized structure

Simple problems - centralized communication structure

The nature of the team’s task

Team communication considerations:

The extent to which team communication is centralized

Complex and difficult team activities - share information in a decentralized structure

Simple problems - centralized communication structure

The nature of the team’s task

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04/08/23 37

Effectiveness of Team Communication Networks

Exhibit 13.6

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04/08/23 38

Personal Communication Channels

Exist outside formal authorized channels Do not adhere to organization’s hierarchy of authority Primary way information spreads

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04/08/23 39

Developing Personal Communication Networks

Build it before you need it

Never eat lunch alone

Make it win-win

Focus on diversity

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04/08/23 40

Personal Communication Channels

Personal Networks

Grapevine

Management By Wondering Around

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04/08/23 41

Ways to OvercomeCommunication Barriers

Active listening

Selection of appropriate channel

Knowledge of other’s perspective

MBWA

Climate of Trust, dialogue

Development and use of formal channels

Changing organization or group structure to fit communication needs

Encouragement of multiple channels, formal and informal

IndividualInterpersonal dynamicsChannels and media

Semantics

Inconsistent cues

OrganizationalStatus and power differences

Departmental needs and goals

Communication network unsuited

Lack of formal channels

How to Overcome

Barriers

Exhibit 17.9

Feedback and learning

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Deal with global issues proactively What are the issues you face in communicating globally?

0

10

20

30

40

50

60

70

80

90

100

The Need toTailor Communication

Differences inCommunicationStyles

LeadershipPerceptions ofCommunication

Language Cost

PERCENT OF RESPONDENTS RANKING THESE ISSUES IN TOP 3

CATEGORY

51

34 32

2328

Source: Towers Perrin/IABC “Future Trends” Study.

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COMMUNICATION NETWORKCOMMUNICATION NETWORK

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100%Board

Information Loss In Downward Communication

63%Vice presidents

56%General managers

40%Plant managers

30%Supervisors

20%Workers

Documents

communication network of an organization