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

Formal Communication in Organizations

 15-5

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.
 15-6
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.
 15-7
Formal Channels
0

of Communication
 15-8
0

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
15-9 15-9
Information Loss In Downward
Communication
100%
Board
63%
Vice presidents

56%
General managers

40%
Plant managers

30%
Supervisors

20%
Workers
 15-10
0

Upward Communication
Problems

Barriers to accurate upward

communication:
 Managers may resist hearing about
employee problems
 Employees may not trust managers
sufficiently to push information
upward

12/06/09 10
 15-11

Informal Communication in Organizations

 15-12

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.
 Informal Communication 15-13
0

 Exist outside formal authorized channels

 Do not adhere to organization’s hierarchy of authority
 Primary way information spreads
 15-14
0

Informal Communication

 Personal Networks
 Grapevine
 Management By
Wondering Around
 15-15
Developing Personal 0

Communication Networks

Build it before you need it

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

12/06/09 15
 15-16

Common Grapevine Chains Found in Organizations

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

Source: From Keith Davis

and John W. Newstrom,
Human Behavior at Work:
Organizational Behavior,
Eighth Edition, Copyright
© 1989 by McGraw-Hill.
Reprinted by permission of
the McGraw-Hill
Companies.
 15-17

Informal Communication
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.
 15-18
Communication 0

Network in groups
and Teams
Team communication considerations:
 The extent to which team
communication is centralized
 Complex and difficult team activities -
share information in a decentralized
structure
 Simple problems - centralized
communication structure
 The nature of the team’s task
 15-19
Communication Networks in Groups &
Teams

Wheel Network
Chain Network

All Channel Network

Circle Network
 15-20

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.

 15-21
Effectiveness of Team
Communication Networks
 15-22
Challenges/Communication 0

Barriers
Barriers How to Overcome
Individual Active listening
Interpersonal dynamics
Selection of appropriate channel
Channels and media
Semantics Knowledge of other’s perspective
Inconsistent cues MBWA

Organizational Climate of Trust, dialogue

Status and power differences Development and use of formal channels
Departmental needs and goals Changing organization or group structure to fit
communication needs
Communication network unsuited
Encouragement of multiple channels, formal
Lack of formal channels
and informal
Feedback and learning
 15-23

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 2
3
20
10
0
The Need to Differences inLeadership Language Cost
Tailor Communication Perceptions of
Communication
Styles Communication

CATEGORY

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

 15-24

Thank you !