15-1

Communication
Network of the
Organization
 15-2

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……………
 15-3

A Complex Network…………….
A complex network looking over all
of an organisation’s communication
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 …….
 15-4

Organizational Communication
Vertical 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 communication
 Occurs when information flows down the hierarchy from
superiors to subordinates.
 15-5
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.
 Playsa major role in communications among members
of work teams drawn from different departments.
 15-6

Formal Communication in Organizations

 15-7

Informal Communication in Organizations

May 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.
 15-8

Informal Communication in Organizations

15-9
 15-10
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.
 15-11

Common Grapevine Chains Found in Organizations

Grapevine
 An informal communication network that can
permeate an organization. Types of grapevines are:

.
 15-12
Communication Networks in Groups &
Teams
Figure 15.3

Wheel Network
Chain Network

All Channel Network

Circle Network
 15-13

Communication Networks
Networks 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.
 15-14

Barriers to Effective Communication

 15-15

Managing Organizational
Communication
15-16
 15-17

15.2 Barriers To Communication

WHAT ARE THE BARRIERS TO

COMMUNICATION?

Communication barriers are anything that interferes

with accurate communication between two people
There are three types of barriers:

1. Physical barriers include things like time-zone

differences, office walls, and crashed computers
15-18
 15-19

15.2 Barriers To Communication

2. Semantic barriers occur when words can be

interpreted in different ways
Does “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:
15-20
 15-21

15.2 Barriers To Communication

-variable skills in communicating effectively
Some people are naturally better communicators than

others
-variations in how information is processed &

interpreted
People use different frames of reference and

experiences to interpret information

-variations in trustworthiness & credibility

Communication is often flawed when there is a lack of

trust between the sender and receiver

15-22
 15-23

15.2 Barriers To Communication

-oversized egos
Egos influence how we treat each other and how
receptive we are to be influenced by others
-faulty listening skills
Sometimes, people simply fail to listen properly
-tendency to judge others’ messages
People judge others’ statements from their own point
of view
-inability to listen with understanding
It can be hard to put yourself in someone’s else’s
shoes and really listen
15-24
 15-25

15.2 Barriers To Communication

-stereotypes & prejudices

Stereotypes consist of oversimplified beliefs about a

certain group of people and can influence

communication
-nonverbal communication

Gestures and facial expressions are an important

part of communication
15-26
15-27
 15-28
Formal Channels
of Communication
Exhibit 13.5

12/08/21 28
15-29
 15-30

Downward Communication

Messages from Top Management

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

12/08/21 30
 15-31

Upward Communication

Messages
Messages transmitted
transmitted from
from managers
managers and
and
employees
employees
1.
1. Problems
Problems and
and exceptions
exceptions
2.
2. Suggestions
Suggestions for
for improvement
improvement
3.
3. Performance
Performance reports
reports
4.
4. Grievances
Grievances and
and disputes
disputes
5.
5. Financial
Financial and
and accounting
accounting information
information
12/08/21 31
 15-32
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

12/08/21 32
 15-33

Upward Communication

Messages
Messages transmitted
transmitted from
from managers
managers and
and
employees
employees
1.
1. Problems
Problems and
and exceptions
exceptions
2.
2. Suggestions
Suggestions for
for improvement
improvement
3.
3. Performance
Performance reports
reports
4.
4. Grievances
Grievances and
and disputes
disputes
5.
5. Financial
Financial and
and accounting
accounting information
information
12/08/21 33
 15-34
Upward Communication
Problems

Barriers
Barriersto
toaccurate
accurateupward
upward
communication:
communication:

 Managers
Managersmaymayresist
resisthearing
hearingabout
about
employee
employeeproblems
problems

 Employees
Employeesmay maynotnottrust
trustmanagers
managers
sufficiently
sufficientlytotopush
pushinformation
information
upward
upward

12/08/21 34
 15-35
Horizontal
Communications

Messages among coworkers

1. Problem solving
2. Coordination
3. Change

Particularly important in learning organizations

12/08/21 35
 15-36

Team Communication Channels

Team
Team communication
communication considerations:
considerations:

 The
Theextent
extenttotowhich
whichteam
teamcommunication
communicationisis
centralized
centralized
 Complex
Complexand
anddifficult
difficultteam
teamactivities
activities--share
share
information
informationin
inaadecentralized
decentralizedstructure
structure
 Simple
Simpleproblems
problems--centralized
centralizedcommunication
communication
structure
structure

 The
Thenature
natureof
ofthe
theteam’s
team’stask
task

12/08/21 36
 15-37
Effectiveness of Team
Communication Networks

Exhibit 13.6

12/08/21 37
 15-38
Personal Communication
Channels

 Exist outside formal authorized channels

 Do not adhere to organization’s hierarchy of authority
 Primary way information spreads
12/08/21 38
 15-39
Developing Personal
Communication Networks

Build it before you need it

Never eat lunch alone
Make it win-win
Focus on diversity

12/08/21 39
 15-40
Personal Communication
Channels

 Personal Networks
 Grapevine
 Management By
Wondering Around

12/08/21 40

Ways to Overcome
Communication Barriers
Barriers
Individual
Interpersonal dynamics
Channels and media
Semantics
Inconsistent cues
Organizational
Status and power differences
Departmental needs and goals
Communication network unsuited
Lack of formal channels
12/08/21
15-41
Exhibit 17.9
How to Overcome
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
Feedback and learning
41
 15-42

Deal with global issues proactively

What are the issues you face in communicating globally?

PERCENT OF RESPONDENTS
RANKING THESE ISSUES IN TOP 3
100
90
80
70
60 51
50
40 34 32
28
30 23

20
10
0
The Need to Differences in Leadership Language Cost
Tailor Communication Perceptions of
Communication Styles Communication

CATEGORY

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

15-43
15-44
 15-45

COMMUNICATION NETWORK
15-46
15-47 15-47
Information Loss In Downward
Communication
100%
Board
63%
Vice presidents

56%
General managers

40%
Plant managers

30%
Supervisors

20%
Workers