COMMUNICATION

NETWORKS
A PRESENTATION BY
SAKSHAM JAIN
RADHIKA RAGHAV
VAISHNAVI KUMARI
PUNEET DHANKA
CONTENTS

• Communication Networks

• Network In Action

• Direction Of Communication

• Patterns In Communication Networks

• External Networks

• Work Done By Networks

COMMUNICATION NETWORKS

A communication network is the pattern of directions in which information flows in the

organization. Channels of communication are either formal or informal networks. Formal
networks follow the authority chain and are limited to task-related communications. The
informal network (grapevine) is free to move in any direction, skip authority levels, and is
as likely to satisfy group members' social needs as it is to facilitate task accomplishments.
As the organization becomes larger and more complex, so do the networks. Four crucial roles in
networks have been identified:
• The gatekeeper is the person who controls the messages that get into the channel or to any
member of the organization.
• The liaison is the person who connects two subgroups within the organization but does not
belong to either.
• The opinion leader is the one to whom others look for guidance and direction. This is the
person who influences others.
• The cosmopolite is the one who communicates often with many individuals from various
subgroups throughout the organization and combines their ideas. 
NETWORKS IN ACTION

• The functioning of communication networks is exceptionally complex, often unpredictable, sometimes

uncontrollable, and frequently chaotic. The message a member thinks he or she is sending is often quite
different than the message others receive. Distance generally increases the likelihood of information loss
and distortion. 

• It has been said that:

• If a message can be understood in different ways, it will be understood in just the way that does the
most harm

• There is always somebody who knows better than you what you meant by your message

• The more levels in network there are, the more difficult it is for communication to succeed.
 DIRECTIONS OF COMMUNICATION

Within a group, there are three directions in which communications flow- Upward, Downward and
Lateral

In upward communication, the message is directed toward a higher level in the hierarchy. It often takes
the form of reports of the individuals or work groups reporting to the receiver of the message. Sometimes
suggestions or complaints are also sent.

If properly utilized, upward communication is potentially one of the most useful managerial practices.
Upward communication keeps managers aware of how members feel about their roles and of their ideas
on how things can be improved.
Downward communication involves a message travelling to one or more receivers at the
lower level in the hierarchy. The message frequently involves instructions or feedbacks in
professional settings

Messages transmitted downward generally serve one or more of the following functions:
• 1) Specifying a task to be performed

• 2) Providing instructions about how to perform a task

• 4) Providing information about organizational policies or practices and its mission

• 5) Providing information about an employee’s performance

When communication takes place among members of the same group, among members of
different groups at the same level, and among managers at the same level or among any
other horizontally equivalent personnel, we describe it as lateral communication. In lateral
communication, the sender and receiver(s) are at the same level in the hierarchy. Formal
communications that travel laterally involve employees engaged in carrying out the same or
related tasks. The messages might concern advice, problem solving, or coordination of
activities.
NETWORK PATTERNS

•  Communication patterns are structured links in which information flows in any

organization. The patterns are related to work efficiency and who is responsible towards

whom or who talks to whom. It also relates to satisfaction of group members and

decision-making process. These are usually applied to groups but all-to-one and one-to-

all communication are also taken into consideration.

• Communication in networks can be prescriptive, like rules given from leader to other

members or descriptive like case reports given by members to leaders.

• The chain network, the Y network and the wheel network are fairly centralized in that most messages

must flow through a pivotal person in the network.

• The circle network and the all-channel network are more decentralized in that there is freer

communication among the various members.

• In circle, chain and Y patterns, all group members can’t directly communicate with the group leader. They

can communicate to leader only through other group members who may or may not be on the same level

of hierarchy.

• In wheel, all the group members can communicate directly with the group leader, whereas in the star

network, everyone communicates with everyone.

Chain Network

• Chain network is a one-way flow of communication.

• Communication travels up, down or sideways through the hierarchy. Each person
communicates with only the person directly above, below or adjacent to them in terms of
relations. It rigidly follows the formal chain of command.

• Some members can communicate with more than one member of the network, but the
individuals in the centre of the chain still tend to emerge as the controllers of information.
• The worst part in this pattern is the last member receives the modified messages from the
sender and the sender can’t find whether the last member received correct information or
not because there is no mechanism to identify the message distortion.

• In chain communication pattern, a member cannot communicate with all the other
members of the group.
Y Network

• In the Y network, the flow of communication resembles an upside down Y; information

flows upward and downward through the hierarchy, widening to encompass the number
of members reporting to a supervisor. In the Y network, the member at the fork of the "Y"
usually becomes the central person.

• The Y pattern is more complicated as there are different sub-groups within a group which
follow a chain of command within the sub-group.
• Another problem is that the group, when separated into three, the group members can
communicate with the other members group through leader only, except conversations
within the sub-groups.
Circle Network

• In a circle network, members communicate only with adjoining members of the

organization. The circle network is analogous to a group working in a physical
arrangement such that workers can communicate with their immediate neighbour but not
with others in the group.

• The circle has no leader; here there is total quality. Each member of the circle has exactly
the same authority or power to influence the group.
• In this pattern, the sender can communicate only with the receivers who presents next to him.
No others group members can receive the sender’s message directly and what they receive
are distorted and often modified version of the actual information passed by the sender.

• All group members do not have satisfiable roles in decision making either.

• If any person sends any message, it travels through all members of the group which takes
time.
Wheel Network

• In a wheel network, information flows to and from a single person. Members in the group
communicate primarily with that person rather than with each other. Such a
communication network is a fast means of spreading information, since the person at the
hub of the wheel can do so directly and efficiently. The wheel network relies on the leader
to act as the central conduit (channel) for the entire group's communication. All others are
members that stand at the same level in the structure.

• The wheel network is the most centralized and all messages must flow through the
individual at the centre of the wheel.
• There is no distortion of information by other members of the group while passing the
message and the method is quick. Prompt and simultaneous feedback are also encouraged
in this pattern.

• But the group members can’t connect with one another, and sometimes, do not even
know of the existence of other members.
Star Network

• It is a non-symmetric network of people with social relations and interlinked roles.

• In an all-channel network, communications flow upward, downward and laterally among

all members of the group, simultaneously.

• This pattern of communication supports an egalitarian, participative culture and fosters

cross-functional efforts. The all-channel network is the most decentralized of the networks;
each member can communicate with any other member as per requirements and desire.

• The all-channel network is best if you are concerned with having high member satisfaction
but it can, in certain situations, result in chaos.
Grapevine

Grapevine messages is a type of serial communication but having some additional

properties that merit its separate consideration and do not follow such formal lines. Often it
is difficult to discover the source of the original message, which is why it is so difficult to
ascertain the truth or falsity of grapevine information. The grapevine seems most likely to
be used when there is upheaval or change within the organization.
 EXTERNAL NETWORKS

All groups depend on public in the larger environment for their survival. External networks connect and respond appropriately

to environmental change, threat, opportunity or challenge.

Inflow: Organizations receive information necessary to identify and respond appropriately to environmental change, threat,

opportunity or challenge.

Outflow: Advertising, Marketing, and Public Relations refer to activities that involve the transmission of messages into the

environment with the aim of influencing public. Interactions between representatives of an organization and its external

publics are critical communication links that are vital to the continued viability of any organization.
 THE LEAVITT EXPERIMENT

5 people had to play a game similar to clue. Every person had five symbols with them and had to find
out which symbol they had in common. If all the information could be gathered, the puzzle could be
solved.

Five people were placed in cubicles with slots 6 switches to exchange information.

The cubicles were placed in different shapes: star, wheel, Y, chain and circle. People had slots in
which they could write messages and send according to these patterns.

It was done to find out which pattern could be better to communicate effectively and quickly.
Through the experiment, wheel and Y were found to be faster than chain and circle. The wheel
made the least number of errors and they also used fewer messages.

More centralized structures had better performance which consisted of the distance between
nodes to the center and a distributed processing unit. But, for autonomous and self-managed
teams, wheel pattern of communication is the best and achieved highest member satisfaction.
WORK DONE BY COMMUNICATION NETWORKS

The functions of communications networks include-

• Providing means for coordinating the activities of individuals, relationships, groups and
other subunits within the organisation

• Providing mechanisms for directing the activities of the organisation as whole

• Facilitating the exchange of information within the organisation

• Ensuring the flow of information between the organisation and the external environment
in which it exists
How things work:

• Shared values and cultures

• Transparent goals and projects

• Free flow of information and feedback

• people rewarded for their skills and abilities, not

position