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Assignment Communication

The document discusses organizational communication structures and patterns. It defines 5 major communication networks within an organization: wheel, Y, circle, chain, and all channel. It also describes upward, downward, lateral, and serial communication. As an example, it discusses the Touch Finishing Center organization which follows a circle communication pattern with no clear leader and equality between all members.

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shihabsharia
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906 views

Assignment Communication

The document discusses organizational communication structures and patterns. It defines 5 major communication networks within an organization: wheel, Y, circle, chain, and all channel. It also describes upward, downward, lateral, and serial communication. As an example, it discusses the Touch Finishing Center organization which follows a circle communication pattern with no clear leader and equality between all members.

Uploaded by

shihabsharia
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Communication:

In simply, communication is the process of transforming data


to each others and in an organization. A group of people who
is the member/concern in an organization sharing and
transferring data/whit each others and take action to achieve
there selected goals.

Source Message Channel Receiver Effect

Feedback

Source: the source- Message – Channel – Receiver(S-M-C-R)


model of the communication process. Also showing effect
and feedback.

Organization:

An Organization may be defined as a group of individual’s organization for the


achievement of specific goals. The number of individual varies from one Organization to
another’s some have three of four members working in close contact; others have
thousand of workers scattered throughout the world. What is important is that these
individuals operate within a defined structure. The level of structure also varies greatly
from one Organization to another. Some are rigidly structured. Each person’s role and
position within the hierarchy is clearly defined other is more loosely structured. Role may
be interchanged. And hierarchical status may be unclear and relatively unimportant.
Within any organization there are both formal and informal structures

Formal Informal
Structure Structure

Source: within any organization there is both formal and


informal structure

Organizational Communication:

An understanding of managerial communication is not


possible without looking at the fundamentals of
organizational communication. It is very much needed to
enrich or establishes an organization.

Organizational Communication

Formal Comm. Informal Comm.

Source: Organizational Communication structure.


Communication Network Structures :

There are five major communicative networks within an


organization. These are give below:

1. The wheel pattern network


2. The Y pattern network
3. The circle pattern network
4. The chain pattern network
5. All channel network

1. TWPN: The wheel is characterized by the centralized


position of a clear leader. Who is the only one who can
send messages to all members and the only one who can
receive message from all members? All others are
restricted to sending and receiving message from only one
other person (namely, the leader).

Figure: 01
ONV

ASA BOSS RANA

ATO
Source: The wheel pattern network.

2. T’Y’PN: The Y pattern is somewhat less centralized then


the wheel, but more centralized than some of the other
patterns. Here there is also a clear leader. But one other
member plays a type of secondary leadership role (the
second person from the bottom). This member can send and
receive message from two others. Where as the remaining
three are restricted communicating with only one other.

Figure: 02

ONU ATO

BOSS

ASA

RANA
Source: The Y pattern network

3. T.C.P.N CIRCLE: The circle has no leader; here there is total


equality. Each member of the circle has exactly the same
authority or power to influence the group; each of the
members may communicate with the two members on either
side

Figure: 03
BOSS

ATO RANA

ASA JON

CAUE

Source: The circle pattern network

4. T.CHAIN P.N: The chain is similar to the circle expect that


the end members may communicate with only one person
each. There is some centrality here; the middle position is
more leaders like than any of the other positions.

Figure: 04

OTO ASA BOSS TOM JON


Source: the chain pattern

5. T. All patterns: This patterns is like circle pattern. Here all


members are equal. Every member can communicate with
the boss or every one.

Figure: 05

:
BOSS

ATO JON

ASA RANA

Source: All channel star pattern.

UPWARD COMMUNICATION
Upward communication refers to messages sent from the
lower of the hierarchy to the upper levels. It’s a
communication from the lower level members to the upper
level members of an organization.
*

Source: Upward Communication

DOWNWARD COMMUNICATION

Downward communication refers to messages to send


from the highest of the hierarchy to the lower levels.

Source: Downward communication

LATERAL COMMUNICATION

Lateral communication refers to messages sent by equals +


equals such as managers to managers, workers to workers,
and faculty member to faculty member.
D D D D

S s s s

Source: lateral of communication

Serial communication

Serial communication refers to messages sent along chain of


people; we see this kind of communication all around us

A B C D

Source: serial of communication

For example:

In the following we discuss about an organization. The organization name is – TOUCH


FINICHING CENTER. The organization follows the circle pattern
structure.

3. T.C.P.N CIRCLE: The circle has no leader; here there is total


equality. Each member of the circle has exactly the same
authority or power to influence the group; each of the
members may communicate with the two members on either
side

Figure: 03

BOSS

Member Member

Member Member

Member

Source: The circle pattern network


For example, a manufacturing firm may be defined in terms of its members at a
specific time period working in specific plant locations. Inputs may consist of raw
materials arriving at unloading facilities by truck, rail, waterways, or other means. Other
inputs may be energy, supplied by power utilities. Still other inputs may be in the form of
revenue, as indicated by the collection of sales receipts. Information is another important
input to the organization, as we shall describe more fully later in this chapter.

Given inputs, the next important aspect of an organization is what its members do
with the inputs–what throughput activities they perform. The term throughput refers to
the passage of materials, energy, and information from point to point within the
organization, up to the exit. As this movement takes place, the control and coordination
procedures used by the members come into play; they touch, manipulate, ponder, modify
process, alter, and perform actions that are ultimately expected to provide the
organization’s members (at all hierarchical levels) with the often diverse goals they seek
to accomplish. It is the throughput activities, under the control and coordination
procedures that are in effect, that are intended to enable the eventual, “payoff” to
organizational members. The “payoff” (salaries, satisfaction, etc.) is what makes their
interdependent activities worth the time and energy they personally devote to them.

Control processes are established to govern and regulate the ways in which the
throughput activities take place. These processes include assigning work, implementing
quality standards, detecting and correcting errors, and all the other activities required to
see that the tasks of the organization are followed through to completion.

Coordination refers to the strategy that seeks to make each member of the
organization, each component part of it, work in harmony with the others. Tasks must be
done in the proper sequence, critical items must arrive where needed at just the right
time, and new members of the organization must step in and smoothly take over the tasks
being performed by former members.

The final aspect of organization that is of interest here is its output activities: the
return to the environment of the materials, energy, and information that have been
processed by the various members of the organization. This is the point in the
organizational “cycle” where the members expect to reap many of the rewards or goals
they sought during their participation in the organizational process.

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