Communication in Organisations

Communication in organizations consists of or is concerned with all the processes of communication that
happen in the context/life of an organization. An organization is a collected group of people that is made
to achieve specific goals which would not be met by one individual (Baker & Gaunt). Communication in
organizations includes one on one communication (communication from one individual to another),
public communication (communication to the general public and/or the public within the organization
itself), small group communication (communication from one individual to a small group e.g. doing a
presentation) and mass communication (between an individual and a perceived but unconfirmed
audience).

Communication in the life of an organization takes place both inside and outside the organization. This is
called internal and external communication respectively. Internal communication is the communication
that takes place within the organization. It takes forms like reports, memos, letters, notices, appraisal
interviews etc. External communication is communication that takes place between the organsisation and
the environment outside the organization. This environment is made up other organizations and the
general public. Examples/forms of external communication include advertisements, notices, letters etc.

Importance of Communication in an Organisation

Communication plays a very important role in the life of an organization. Scholars have said that it is the
life blood of an organization. According to (Daniel and Spiker, 1987), communication provides the basis
for understanding every human process that happens in an organization.., it reflects all human activities
i.e. creation and maintenance of relationships. Communication is important in an organization in that
through it:

 Information is supplied to various internal and external stakeholders

 Change is announced (communicated) and effected smoothly
 Trust among members of staff and between the organization and the external
environment is built and maintained
 Stability in the organisation is established and sustained
 Objectives of the organisation are achieved since communication helps to create a
sense of common purpose among members of staff
 Activities of management get integrated, and this happens through:

 Linking the different levels of the organisation together

 Linking the different sections and departments together
 Integrating functions of management so that management activities pull in the same
direction
 A link is established between the organization and the external environment
 Discipline is sustained
 Rumour is forestalled
 Organisations fulfill their statutory obligations

Communication in organizations can be imagined in terms two situations as shown below.

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Situ A

All 100 or so employees in a company were allowed to communicate directly with each other, chaos
might result. Messages would be given to the wrong people, since it wouldn’t be clear who was
responsible for what and to whom, time would be wasted and efficiency would be reduced.

Situ B

There is a rigid policy put in place and 100 or so employees are very restricted in communication with
each other. The organization would be become divided and individuals may feel cut off from what was
going on.

In deciding how a company should be organized, striking a balance between the two extremes. A popular
sol =drawing an organisation chart/structure which makes clear the main lines of communication.

In any organization with an organisation chart, there is a clear communication structure which is related
to the levels of authority and seniority in the company.

Advantages of having an organization structure

 It cuts out time and resource wastage from allowing everyone to comm.
 It ensures message will be channeled to those who u/stand the issues-comm takes specific
directions according to the r/ships of diff parts of the org

Observations
In an organization structure, communication flows up and down the structure and across it. As such, the
following categories of communication can be identified

1. Vertical Communication
This is the communication between members of staff at different levels of authority in the same
line/chain of command. It takes place between members of staff at one level of authority and
other members of staff at another level directly above or below. Vertical comprises the following:

a. Vertically Upward Communication

This is communication from members of staff at the immediate (subordinate) level(s) to members
of staff at the supervisory or management level(s) in the same line of authority. Examples include
reports of various kinds, informal discussions & suggestions, letters, suggestion schemes, polls
and ballots, grievance procedure etc

b. Vertically Downward Communication

This is the communication from members of staff at the supervisory or management level(s) to
members of staff at the (subordinate) level(s) below in the same line of authority. Examples
include memos, letters, notices, training & induction docs, company hand books, health & safety
policy documents, meetings, selection interviews, appraisal interviews and disciplinary,
interviews etc

2. By passing

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 This is the communication from one level of authority to another and which does not pass
through the obvious stages in the line of authority/chain of command. One reason for bypassing
these stages is urgency but it must be used wisely because it would cause members of staff at the
levels which have been skipped to feel bad.

3. Horizontal (lateral/sideways)Communication

This is the communication between members of staff at same level of authority but in different
departments. Examples include memos, letters, reports, coordinating committees meetings,
departmental heads’ meetings etc
4. Diagonal Communication

This is the communication between members of staff at one level of authority in one department
and other members of staff at another level of authority and in another department. Examples
include memos, letters, reports, coordinating committees meetings etc

5. The Grapevine
This is an informal kind of communication. It refers to the way unofficial information is spread
by people talking to each other in informal social settings. It is a network of interweaving
branches/routes through which unofficial information spreads through the organization. It feeds
on rumours, falsehood, gossip etc. So it must be relied upon by those in management. But this
doesn’t mean informal communication is bad. It is through informal communication that
members of staff get to interact and know each other. It’s only when the grapevine takes a
destructive form that it should be controlled.

Profile of the Grapevine

Characteristics

 It is usually illegally accessed information

 It is usually incomplete information
 It usually has an unqualified audience
 The information it carries is usually treated as special (classified/privileged)
 It gets spiced as it is retold
 It spreads very fast
 Its roots are not easy to trace

Consequences/Effects

 It strains relationships
 It consumes a lot of production time
 It spoils the quality of work
 It creates instability
 It misguides concentration

Causes of Grapevine

 Poor flow of information

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  Too many confidentials
 Poor processing of information
 Curiosity and interest in life around us
 Desire to be at the centre of things

Managing the Grapevine

 Ensuring smooth flow of information

 Improving interpersonal relations
 Minding one’s own business
 Discouraging rumour mongering
 Thinking about the negative effects of the grapevine before indulging in it