Communication in an ion

8/6/2019 Communication in an ion

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key purposes: direct action: to get others to behave in desired

fashion achieve coordinated action

systematic sharing of information

+ interpersonal side with the focus oninterpersonal relations between people


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Organizational structure: the formally prescribed pattern of

interrelationships existing between the various

units of an organization dictating who may and may not communicate with

whom abstract construction

depicted in Organizational Charts


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The sender

Encoding

The message

The channel

Decoding

The receiver

Noise

Feedback


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Communication Process

The steps between a source and areceiver that result in thetransference and understanding ofmeaning.


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Channel

The medium selected by the sender through which themessage travels to the receiver.

Types of Channels

Formal Channels

Are established by the organization and transmitmessages that are related to the professional activitiesof members.

Informal Channels

Used to transmit personal or social messages in theorganization. These informal channels are spontaneous

and emerge as a response to individual choices.


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According to the direction of communication

Vertical communication

Lateral communication

Vertical communication is again devided into Upward communication

Downward communication.


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Upward

Downward

Lateral


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President

Vice

President

Vice

President

Manager Manager Manager Manager

Efforts at coordination

Info

rma

tion

Instructions

and

dire

c

tives


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downward communication: instructions, directions, orders

feedback

upward communication: data required to complete projects status reports

suggestions for improvement, new ideas horizontal communication:

coordination of cooperation


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Deviation from the planned communicationstructure

Direction of the flow of information

Leaving out people in the communication line

Integrating people into the communication line


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information shared without any formally imposedobligations or restrictions

if an organizations formal communication represents its skeleton,

its informal communication constitutes its central nervous system(Behavior in Organizations, p. 307)

eng. grapevine

An organizations informal channels of communication, based

mainly on friendship or acquaintance

origin: American Civil War [grapevine telegraphs]


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PerceptionFilteringLanguageJargonInformation overload


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Verbal communication Written (non-verbal) communication Visual communication

Computer aided communication


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According to how group members transfer meaning betweenand among each other.

Oral Communication

Advantages: Speed and feedback.

Disadvantage: Distortion of the message. Written Communication Advantages: Tangible and verifiable. Disadvantages: Time consuming and lacks feedback.

Nonverbal Communication

Advantages: Supports other communications and providesobservable expression of emotions and feelings.

Disadvantage: Misperception of body language or gesturescan influence receivers interpretation of message.


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This is the chief means of conveying ofmessages.

Eg., speeches, group discussions, informalrumor mill, or grapevine

Advantages are speed and feedback. Disadvantages surface when message has

to pass through a number of people.Greater the number of people greater the

distortion.


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Memos, letters, fax transmissions,electronic mail, instant messaging,organizational periodicals, notices placedon bulletin boards any other devicetransmitted via written symbols or words.

They are tangible and verifiable. When printed, both the sender and

receiver have a record of communication Message can be stored for indefinite

period.


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E-mail

Advantages: quickly written, sent, and stored; lowcost for distribution.

Disadvantages: information overload, lack ofemotional content, cold and impersonal.

Instant messaging

Advantage: real time e-mail transmitted

straight to the receivers desktop.

Disadvantage: can be intrusive and distracting.


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1. a secret means of spreading or receivinginformation

2. the informal transmission of (unofficial)information, gossip or rumor from person-to-

person -> "to hear about s.th. through thegrapevine"

3. a rumor: unfounded report; hearsay


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oral mostly undocumented open to change fast (hours instead of days)

crossing organizational boundaries


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Rumers Results from:

Desire for information about important situationsAmbiguous conditions

Conditions that cause anxiety

It is still an important source ofinformation because 75% of employeeshear about matters first through the

roomers on the grapevine.


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Secrecy and competition that prevails inlarge organizations around issues such as

Appointment of new bosses

Relocation of officeDownsizing decisions

Realignment of work assignments

They create conditions that encourage and

sustain rumors on the grapevine.


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inaccuracy: levelling

deletion of crucial details sharpening

exaggeration of the most dramatic details

while the grapevine generally carries the

truth it seldom carries the whole truth


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70% of all organizational communicationoccurs at the grapevine level

estimated accuracy rates: 75-90% the incorrect part might change the

meaning of the whole message though an estimated 80% of grapevine information

is oriented toward the individual while 20%concerns the company


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According to Gordon Allport: importance of the subject for both listener and

speaker ambiguousness of the facts

Formula:

R = i x a

R: intensity of the rumor

i: importance of the rumor to the persons

a: ambiguity of the facts associated with the rumor


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Employees rely on the grapevine when: they feel threatened, insecure,

under stress when there is pending change when communication from management is

limited


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social function reduction of anxiety release mechanism for stress identification of pending problems early warning system for organizational change vehicle for creating a common organizational

culture desired information can be circulated quickly to a

large group of subordinates (inofficially!)


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the grapevine cannot be abolished, rubbedout, hidden under a basket, chopped down,tied up, or stopped(Managing the Grapevine, p.222)

dont try to control or restrict ituse it to supplement formal channels


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provide information through the formalsystem of communication on the issuesimportant to the employees

supply employees with a steady flow ofclear, accurate and timely information

present full facts keep formal communication lines open and

the process as short as possible


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Company newsletters

Employee handbooks

Company magazines

Formal meetings


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Letters

Flyers and bulletins

Memos

Faxes

All-employees mailings


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Face-to-face discussions Telephone Voice messaging (voice mail)

E-mail Instant messaging (chat)


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Characteristics:

often no formal opening or closing

first utterance often assumes a commonreference to a previous interaction or issue

conversations generally last only a few

minutes


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mostly brief interactions mainly opportunistic ( coordination,

initiation) often time-lags between informal

interactions ( maintenance and re-establishment of context)

occur between frequent interactants whooften share large amounts of background

knowledge


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communications in offices more frequent than inpublic areas

majority of roaming interactions self-initiated interruptability (importance of prior activity)

interactions are very often terminated by a thirdparty joining an existing conversation

role of deixis documents involved in 53% of all Own Office

interactions


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Manager

Supervisor

Worker Generally instructs

Assign goals Provide job description Inform policies & procedures Feedback on performance


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Manager

Supervisor

WorkerGenerally informs Progress reportsRelay problems Suggest improvements


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Manager Manager

Supervisor Supervisor

Worker

Worker

Generally co-ordinates Usually saves time

Improves efficiency and accuracy


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Often One-Way

Differences inValues/PerceptionsMistrust: boss biased source

of infoStatus Anxiety


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Attitudes of Workers

Workers interest in advancement &

security chance of distortion Attitudes of the Superior

Mistrustful

Intimidation

Relationships chance of distortion


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Increased Specialisation Competition between groups Incompatible goals


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Encourage 2-way communication Use multiple channels

Know your employeesvalues/perceptions Build Trust

- involve in D-making

- justify decisions


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Increase informal contact- Build relationships/trust

Take action in response to upwardmessages

Persistently seek responses fromsuperiors

Increase willingness to build trust/relationships

Documents

Communication in an ion