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Module 3 Lesson 1

This document discusses communication networks and directions of communication. It covers formal and informal communication networks, different patterns of communication like chains, wheels, stars and all-channel networks. It also discusses how the structure of communication networks can influence group performance, decision making, morale and satisfaction. Key points are that formal networks follow official channels while informal networks like grapevines are unregulated, and network structures with more centralized positions can lead to faster decisions but lower morale compared to more distributed networks.

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Ella Nika Fangon
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64 views

Module 3 Lesson 1

This document discusses communication networks and directions of communication. It covers formal and informal communication networks, different patterns of communication like chains, wheels, stars and all-channel networks. It also discusses how the structure of communication networks can influence group performance, decision making, morale and satisfaction. Key points are that formal networks follow official channels while informal networks like grapevines are unregulated, and network structures with more centralized positions can lead to faster decisions but lower morale compared to more distributed networks.

Uploaded by

Ella Nika Fangon
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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GECC 102-Purposive Communication

MODULE 3
COMMUNICATION NETWORKS,
DIRECTIONS OF COMMUNICATION

LESSON 1: Communication Networks

LESSON 2: Directions of
Communication
LESSON 3: Barriers and Gateways to
Communication

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GECC 102-Purposive Communication

GOALS

The goals of this Module are to:


To understand network of communication
To understand flow of communication in business organization
To differentiate types of communication
To know the importance of Verbal and Non-Verbal Communication

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GECC 102-Purposive Communication

LESSON 1: Communication Networks


A communication network refers to how information flows within the
organization. Information within an organization generally flows through a
system, rather than being a free flow. In the words of Adler, ―Communication
networks are regular patterns of person-to-person relationships through which
information flows in an organization. This means that the flow of information is
managed, regulated and structured. Communication networks may be formal
or informal. We will deal with each of these in some detail.

FORMAL COMMUNCATION NETWORK

A formal communication network is one which is created by


management and described with the help of an organizational chart. An
organizational chart specifies the hierarchy and the reporting system in the
organization. Therefore, in a formal network, information is passed on only
through official channels such as memos, bulletins and intranet (email within
the organization). The organizational chart implies that information can flow in
any of three directions – vertically, i.e., upward or downward, and horizontally.

INFORMAL COMMUNCATION NETWORK

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GECC 102-Purposive Communication

Another name for informal networks is the ―grapevine‖. In this type of


network, information does not flow in a particular direction, as we have seen
with formal networks. The information is also not passed on through official
channels such as memos, notices or bulletin boards. The information need not
be circulated within the organization, but could be passed on outside the work
environment, wherever co-workers or colleagues meet socially. Thus, informal
networks are based more on friendship, shared personal or career interests.

Example – Co-workers may meet outside the work environment at a


company picnic, party or a car pool and discuss areas of common interest
that may or may not be work related. Information may then be passed on to
each other about happenings in the company, such as layoffs, the company‘s
plans for acquisitions and so on.

This type of informal network is not just for idle rumors and may be useful in
many ways. First of all, it sometimes fills in the ―transparency gaps‖ left by
formal networks. Such gaps usually occur during times of crisis such as strikes or
layoffs. The strikes and layoffs may not be officially announced. Secondly, it
may help to confirm important information, such as the fact that the company
is going in for a major acquisition. Thirdly, the grapevine can be used for a
constructive purpose by the organization.

Example – The government could get the press to publish news in the local
paper that there is going to be a petrol price hike soon, just to test the reactions
of the general public. If the reaction is negative, then the news may be

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GECC 102-Purposive Communication

withdrawn on the basis that it is just a rumor. Similarly, organizations could


deliberately plant proposals in the minds of their employees, just to test their
reactions.

Given that informal communication networks have their advantages, they


should not be suppressed as rumors. On the contrary, competent managers
should accept the informal network. At the same time, they should make
efforts to counter false rumors and to ensure transparency through the formal
network. This means making all types of information - both positive and
negative, available to everyone in the organization through official channels.
Networks are another aspect of direction and flow of communication. Bavelas
has shown that communication patterns, or networks, influence groups in
several important ways. Communication networks may affect the group's
completion of the assigned task on time, the position of the de facto leader in
the group, or they may affect the group members' satisfaction from occupying
certain positions in the network. Although these findings are based on
laboratory experiments, they have important implications for the dynamics of
communication in formal organizations

There are several patterns of communication:

"Chain",

"Wheel",

"Star",

"All-Channel" network,

"Circle"

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GECC 102-Purposive Communication

The Chain can readily be seen to represent the hierarchical pattern that
characterizes strictly formal information flow, "from the top down," in military
and some types of business organizations. The Wheel can be compared with
a typical autocratic organization, meaning one-man rule and limited
employee participation. The Star is similar to the basic formal structure of many
organizations. The All-Channel network, which is an elaboration of Bavelas's
Circle used by Guetzkow, is analogous to the free-flow of communication in a
group that encourages all of its members to become involved in group
decision processes. The All-Channel network may also be compared to some
of the informal communication networks.

If it's assumed that messages may move in both directions between stations in
the networks, it is easy to see that some individuals occupy key positions with
regard to the number of messages they handle and the degree to which they
exercise control over the flow of information. For example, the person

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GECC 102-Purposive Communication

represented by the central dot in the "Star" handles all messages in the group.
In contrast, individuals who occupy stations at the edges of the pattern handle
fewer messages and have little or no control over the flow of information. These
"peripheral" individuals can communicate with only one or two other persons
and must depend entirely on others to relay their messages if they wish to
extend their range.

In reporting the results of experiments involving the Circle, Wheel, and Star
configurations, Bavelas came to the following tentative conclusions. In
patterns with positions located centrally, such as the Wheel and the Star, an
organization quickly develops around the people occupying these central
positions. In such patterns, the organization is more stable and errors in
performance are lower than in patterns having a lower degree of centrality,
such as the Circle. However, he also found that the morale of members in high
centrality patterns is relatively low. Bavelas speculated that this lower morale
could, in the long run, lower the accuracy and speed of such networks.

In problem solving requiring the pooling of data and judgments, or "insight,"


Bavelas suggested that the ability to evaluate partial results, to look at
alternatives, and to restructure problems fell off rapidly when one person was
able to assume a more central (that is, more controlling) position in the
information flow. For example, insight into a problem requiring change would
be less in the Wheel and the Star than in the Circle or the Chain because of
the "bottlenecking" effect of data control by central members.

It may be concluded from these laboratory results that the structure of


communications within an organization will have a significant influence on the
accuracy of decisions, the speed with which they can be reached, and the
satisfaction of the people involved. Consequently, in networks in which the
responsibility for initiating and passing along messages is shared more evenly
among the members, the better the group's morale in the long run.

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GECC 102-Purposive Communication

WORKSHEET

Culminating Activity No. 1

Instruction: Answer the following questions in relation to what has been


discussed the module. 30 points

1. Create or perform specific scenarios which could show an informal or


formal communication. (Outputs can both be a video-recorded discussion
and/ or a printed output)
2. Illustrate through a drawing (digital/ hand-drawn) the different patterns
communication works in your own expected work set-up.

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