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    Channels of Communication in Organisation1

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    Channels of Communication in Organisation1

    Uploaded by

    enshelmulenganuma
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    4 views6 pages

    Channels of Communication in Organisation1

    Uploaded by

    enshelmulenganuma

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    CHANNELS OF COMMUNICATION IN ORGANISATIONS

    If all employees in a company were allowed to communicate directly with each other, confusion
    might result:
    1. Message would given to wrong people
    2. Time would be wasted
    3. Efficiency would be reduced

    However, if a very strict policy was put into place by which people are severely restricted in
    communicating with each other, the following will happen:
    1. The organization would be divided
    2. Individuals would feel cut off from what is going in an organization.

    What is the solution to the problems above?


    Introduce an organization chart which makes it clear how to communicate.

    Look at the two organization charts below.


    Example 1

    Managing Director

    Board of Directors

    Financial Director Personnel Director Technical Director Purchasing Director

    Accounts Manager Personnel Manager


    Engineering Production Purchasing Manager
    Manager Manager

    Staff Staff Staff Staff Staff


    Example 2

    Craw Hammer Trades School Organizational Chart

    School Manager

    Training Manager

    Head of Department- Head of Department-


    Technical Academic & Related
    Subjects

    Staff Staff

    From the chart above it can be seen that:

    1. The HOD communicates with the Training Manager who in turn communicates with the
    School Manager.
    2. The HOD also communicates with the Staff in his department, and with the HOD
    responsible for a different department.

    From the chart it is clear that communication takes place vertically up and down,
    horizontally, and diagonally.

    1. VERTICAL COMMUNICATION
    Vertical communication can be upward or downward.

    (a) Upward communication


    It is the communication that flows from staff at lower level (subordinates) to the superiors.
    Information is directed upwards to managers, supervisors and directors.
    Documents used include:
     Memos
     Reports, etc.

     However, informal discussions, suggestions and meetings are also used.


    OBJECTIVES OF UPWARD COMMUNICATION
    1. It provides feedback. The superior evaluates whether the directions have been
    understood or not.
    2. Provides a platform for constructive suggestions. Often employees offer constructive
    suggestions to promote the company welfare.
    3. Brings unity between managements and employees by creating a free atmosphere.
    4. Boosts employee’s morale, making them feels as being part of decision-making.

    LIMITATIONS OF UPWARD COMMUNICATION


    1. Employees fear that if they communicate their problems to their supervisors, it may
    reflect on their performance especially their negative performance.
    2. Upward flow of information is more prone to distortion than downward.
    3. Employees are usually very reluctant to initiate upward communication.

    (b) Downward communication


    This is by far the most frequent form of communication.
    It is the flow of information from higher levels (superiors) to the staff below them
    (subordinates).
    Downward communication is done by using:
     Orders and information.
     Meeting.
     Trainings and induction documents.
     Notices, letters and memoranda.
     Company hand books.
     Procedure manuals.

    MAIN OBJECTIVES OF DOWNWARD COMMUNICATION

    1. To give specific directions about the job given to subordinates.


    2. To explain policies and organizational goals.
    3. To appraise the subordinates of their performance.
    4. To give subordinates information about the reason for their jobs.
    LIMITATIONS OF DOWNWARD COMMUNICATION
    1. Under-communication and over-communication (superiors may either talk too much or
    too little about the job)
    Under-communication may involve incomplete instructions, while over-communication
    can lead to leakage of confidential information.
    2. Relay lines are too long i.e. from overall boss to the lowest subordinate. This makes the
    process time consuming.
    3. Loss of information.
    Unless communication is fully written, it is likely to lose a certain part of it.
    4. Distortion
    In long lines of communication, it not only lost but also made unclear.
    Whenever information passes from an individual to another it loses a bit of its authority.
    5. Resistance.
    The subordinates get little or no chance at all of participating in the decision-making
    process, so they often dislike downward communication.

    2. HORIZONTAL COMMUNICATION
    It is the flow of information between people of the same status e.g. Sales Staff, Heads of
    Departments, Directors and Supervisors.
    Horizontal communication refers to communication that flows between officers at the same
    level of work or holding the same positions.
    Modes of communication can include:
     Memos.
     Reports.
     Seminars.
     Conferences.

    OBJECTIVES OF HORIZONTAL COMMUNICATION

    1. It creates a smooth flow of information from one department or section to another.


    2. It co-ordinates departmental efforts resulting in increased productivity in an
    organization.
    3. It brings about good working relationships between departments.

    LIMITATIONS OF HORIZONTAL COMMUNICATION


    1. It results in competition between departments
    2. The competition can result in withdraw of relevant information.

    3. DIAGONAL COMMUNICATION
    It is the flow of information involving more than one department, where there is no obvious
    line of authority.
    It may involve two officers in different departments at different levels of authority.
    Diagonal communication often relies largely on co-operation, goodwill and respect between the
    parties involved.
    IMPORTANCE OF DIAGONAL COMMUNICTION

    1. It strengthens relationships of people at different levels of authority in different


    departments.
    2. Serves as a reminder to all parties concerned to view an organization as one.
    3. Updates people in an organization about what is happening organizationally at different
    levels in different department.

    LIMITATION OF DIAGONAL COMMUNICATION

    1. Lack of cooperation since it relies on goodwill and respect between the parties involved.
    2. Feeling of isolation because one cannot communicate without ‘breaking’ protocol.

    RECAP
    All organizations have planned channels through which information is carried to intended
    targets.
    The formal channels discussed above are the officially established lines of communication in
    organization and they are as follows:

    1. Vertical communication [upward and downward]


    2. Horizontal communication
    3. Diagonal communication.

    The informal channel is one which is not approved by management and is usually nicknamed
    ‘bush telegraph’, ‘corridor talks’ and most commonly called grapevine.

    4. GRAPEVINE

    This term refers to the way in which unofficial information is spread by people talking to each
    other in the works canteen, on their way to work, and at tea-breaks.
    Simply put, it is communicating in an informal way to other people in an organization.

    Grapevine is an unofficial communication system often based on rumor and gossip.

    IMPORTANCE OF GRAPEVINE TO AN ORGANIZATION

    No organization exists without grapevine. Management can only reduce it by informing all
    employees promptly and fully of any important news.
    Grapevine is important because it:
    1. It does much to improve the working atmosphere and feeling of being part of the
    organization. As a result it can bring unity in an organization.
    2. It bridges gaps between employees themselves and between
    employees and employersin as far as relationships are concerned.
    3. It complements diagonal communication.
    4. It supplements other channels of communication.
    5. It is very quick in transmission. This makes it effective to spread
    important messages.
    6. It provides feedback to management enabling them to know
    what subordinates thinkabout the organization.

    LIMITATIONS OF GRAPEVINE

    1. When it becomes a network of rumor and gossip, the grapevine


    becomes a destructiveforce.
    2. It can cause damage
    to an organization by:
    a) Spreading incomplete information.
    b) Spreading false or exaggerated information.
    c) Grapevine results in low morale, doubt (believing that
    managements only
    does things to help themselves rather than for good or
    sincere reason), fear andunsettled workforce.

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