Prepared by A.A.

Chin

Communication Studies
Routes of Communication

What is communication?
There are a number of definitions, which have been suggested by several communication
specialists.
✔ Communication has been defined as the process of people interacting through the use of
messages (Zeuschenuer: 1997)
✔ It has been referred to as the process of human beings responding to the symbolic
behaviour of other persons (Alder & Rodman: 2000)
✔ Communication is the process of passing information and understanding from one
person to another.
✔ A process by which information is transferred between at least two parties.

A closer observation of these definitions, reveal that communication is a process (not an event),
it involves people, it involves interaction among people and it involves the use of messages. As a
process, communication is dynamic, continuous, irreversible and contextual. It is inevitable, that
is, it is sure to happen and cannot be altered or revoked. All communicative events involve
content and relationship. Content refers to the substance of the message while relationships
tell the receiver and sender and how they perceive their interaction. Finally, communication
happens in a setting or context and it is from such that meaning is derived. Context may be
defined as a culture, location, or a relationship.

Objective(s) of Communication
When we communicate we really have four (4) main objectives these are:
❖ To be received (heard or read)

❖ To be understood

❖ To be accepted

❖ To get action (change of behaviour/attitude)

THE COMMUNICATION PROCESS

The communication process involves six basic elements: sender (encoder), message, channel,
receiver (decoder), noise, and feedback. Communicators can improve communication skills by
becoming aware of these elements and how they contribute to successful communication. When
we fail to achieve any one of these, we have failed to communicate. This leads to frustration and
resentment.
Communication Models

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Nicky Stanton’s COMMUNICATION MODEL

COMMUNICATION MODEL
Z z z z z

Sender Encoding: Channel

or or Decoding Receiver
Message
Source Creation Medium

Feedback
Z = noise or interference

Elements of the Communication Process

1. Sender: The sender initiates the communication process.
2. Encoding: Message Creation: When the sender has decided on a meaning, he or she
encodes a message, and selects a channel for transmitting the message to a receiver. To
encode is to put a message into words or images. The message is the information that the
sender wants to transmit.
3. Channel or Medium: The medium is the means of communication, such as print, mass,
electrical, and digital. The sender should define the purpose of the message, construct
each message with the receiver in mind, select the best medium, time each transmission
thoughtfully, and seek feedback. Words can be verbal - written and spoken. Words are
used to create pictures and stories (scenarios) are used to create involvement.
4. Decoding: Information technology is revolutionizing the way organizational members
communicate. Network systems, electronic links among an organization's computer
hardware and software, enable members to communicate instantaneously, to retrieve and
share information from anyplace, at anytime.
5. The receiver is the person or group for whom the communication effort is intended. The
receiver decodes or makes out the meaning of the message.
6. Noise is anything that interferes with the communication.
7. Feedback: Feedback ensures that mutual understanding has taken place in a
communication. It is the transfer of information from the receiver back to the sender.
Thus, in the feedback loop, the receiver becomes the sender and the sender becomes the
receiver. Unless the message’s sender is provided with prompt and unambiguous
feedback then the communication process is likely to be frustrated. The receiver then,
however busy, must take immediate steps to provide feedback. In person-to-person oral

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communication, this is not generally a problem; with written messages, self-discipline

and courtesy are needed to ensure that a customer’s letter is immediately acknowledged.

Describing the Process

The process is both cyclical and transactional. The event begins with the conceptualization of
the message and this is the sender’s role as the originator of the message.
In addition, it is the sender’s task to codify the contents of the message and to select its medium
and channel. These parts of the process are called encoding and selection of channels
respectively. The receiver’s role is chiefly decoding and interpreting the message sent to him/her
and then providing feedback for the sender. It is very important for you to understand that both
the sender and receiver conceptualize, encode, select medium and channel, decode, interpret and
provide feedback in all communicative events.

Conceiving the Message: Think about your message, consider the best means of getting your
message across and remember that timing is important. Study your recipient(s) carefully and
pitch your message to suit their particular needs.

The Routes of Communication

Communication is the foundation of every single relationship you have in your personal life; it's
no different in business. Without effective communication, there can be misunderstandings,
problems and conflicts among your staff, your clients and everyone else you come into contact
with. Poor communication can make effective delegation, increased productivity and an
enjoyable work environment virtually impossible.

What are the routes of communication?

The different routes of communication are:

Vertical communication: This term is used to describe the principal channel for routing
directives, instructions and policies from top decision makers down through the organisation to
the people who at various levels will implement them. To an organisation an upward
communication flow is just as important as a downward one. When downward communication
becomes an avalanche and upward communication a tremble, then sooner or later, an
organisation will suffer from poor morale, low productivity and potentially explosive frustration
in its employees. The downward flow of communication is most frequently channelled through
an organisation’s ‘line of authority’ from manager to subordinate in a ‘reports to’ relationship.

Lateral communication: The most frequent routine occurs between people who operate at the
same or similar levels. Lateral communication occurs at all level of an organisation and is
generally marked by the increased frankness and ease with groups at similar levels-peer groups-
communicate. The reason they are less affected or inhibited by the ‘chain-of-command’
situation which employees tend to experience when communicating with superiors. Sometimes,
however, lateral communication between peer groups may adversely be affected by attitudes of
rivalry or jealousy. At times remote geographic locations prevent frequent communication. For
this reason among others, the relatively lonely sales representative is brought to meet his fellow
representatives at the Annual Sales Conference.

Diagonal communication: Frequently tasks arise in organisations, which span departments. In

this situation there may be no obvious line of authority through which a middle manager, for
example may ‘require’ a service or job to be performed. He may be dealing with a colleague
more senior to him in another department and if the colleague is junior to him, he or she still will
not report to him, and may therefore feel less of an obligation. Diagonal communication,
therefore relies heavily on reservoirs of co-operation and good will which the proficient
communicator will have been careful to nurture by way of the friendly greeting or brief chat to
this and that colleague on his journeys through the company’s office.

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Summary
One of the most demanding tasks in any organisation lies in keeping all communication routes as
open as possible. They are the veins and arteries carrying the organisation’s life- blood. The
routes or channels along which communication flows may be classified in another way: formal,
informal, grapevine, and bypassing.

Formal: This description is applied to those communications which are routed through what
have been called ‘official channels.’ For instance, a written memorandum from a managing
director to his departmental heads to call a meeting, or a written report from a regional manager
to his sales manager are termed ‘formal communications.’ This route understandably is used to
disseminate an organisation’s directives and instructions for execution, since it is reinforced by
the authority of those executives who act as ‘staging-posts’ in relaying such requirements.

Informal: A surprising amount of communicating is done in organisations informally even when

it is official. That is to say, that much information is passed on by word of mouth among
interested colleagues who have received it from various sources- briefings, memorandum, visits,
reports and so no. Spontaneous gatherings around a desk may spark off the exchange for such
informal information. Informal meetings act in the same way. Usually when staff communicate
informally there is an underlying presence of line authority in that they may share a restricted
access to certain types information and unwritten rules exist to ensure that it does not leave a
particular set of people.

Grapevine: An informal channel is the grapevine. It exists outside the formal channels and is
used by people to transmit casual, personal, and social interchanges at work. Every organisation
has its grapevine. The grapevine consists of rumors, gossip, and truthful information. The
supervisor should pay attention to the grapevine, but should not depend on it for accurate
information.

Bypassing: Sometimes the urgency or importance of a communication requires that its sender,
perhaps a managing director or sales manager, chooses a route which bypasses any intermediates
management or supervisory stages. Most middle managers are mindful of their authority, which
is sometimes uneasy in between top management and junior staff. Too frequent bypassing of
them in the communication process tends to lead to resentment. This route therefore is used
judiciously.

Summary of Routes:
Communication within organisations tend to follow these routes: vertical (up and down line
management structures): lateral (across tiers in hierarchy – among peer groups): diagonally
(outside the normal line management structure, e.g. between departments): bypassing (skipping
over and around established hierarchic lines of management): grapevines (moving by informal
word –of mouth around the organisation).

Reference:
People, Communication & Organisations – Desmond W Evans