Upload
we-learn-a-continuous-learning-forum-from-welingkars-distance-learning-program
View
6.281
Download
5
Embed Size (px)
DESCRIPTION
Communication is considered as a core part of an organization, dynamically differentiated as internal and external communications. Read on to understand the various ways of structuring communication for different hierarchies and networks. For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Citation preview
Chapter 7
Communication Network and
Structures
Chapter 7
An organization is an information-
processing system
It collects and filters information, process on it,
interprets it, modifies it and finally acts upon it
The organization’s contribution comes from
structured communication channels and the positions which individuals occupy
Chapter 7
There are two dynamic There are two dynamic systems of Communicationsystems of Communication
InternalInternal ExternalExternal
The emphasis of internal The emphasis of internal communication is on presenting andcommunication is on presenting and
interpreting facts, whileinterpreting facts, whileThe emphasis of externalThe emphasis of external
Communications is on promotingCommunications is on promotingGoodwill and future businessGoodwill and future business
Chapter 7
Importance of CommunicationImportance of Communication
Communication is considered to beCommunication is considered to bethe core of an organization; its structure,the core of an organization; its structure,
Scope and effectiveness dependScope and effectiveness dependEntirely on its communication techniquesEntirely on its communication techniques
Chapter 7
Importance of CommunicationImportance of Communication
Managers spend 95% of their time onManagers spend 95% of their time onCommunication, 75% being on Communication, 75% being on
FaceFace--toto--face oral communication with face oral communication with Peers, subordinates, superiors Peers, subordinates, superiors
and customersand customers
Chapter 7
Factors determining CommunicationFactors determining Communication
The size & theThe size & thestructurestructure
of the organizationof the organizationDiversity of GoalsDiversity of Goals
CompetetionCompetetion &&Conflicts with the Conflicts with the
external environmentexternal environment
Heterogeneousness Heterogeneousness of its membersof its members
Internal support &Internal support &Unity it hasUnity it has
Stability of internal &Stability of internal &external environmentexternal environment
Channels of Internal CommunicationChannels of Internal Communication
Chapter 7
Chapter 7
Message moves among the persons
of the same level
Chapter 7
Message movesfrom
higher to lower level
Chapter 7
Message movesfrom
Lower to higher level
Chapter 7
Chapter 7
Downward Communication includes:
Instructions about a
specific task
Information about the practices and
procedures followed by the organization
Feedback about
performance
Information about the ideology and the goals
of the organization
Job related instructions
Organizational policies
Performance feedback
Procedures
Rules
Chapter 7
Upward Communication
In upward communication messages are usually
information and reports. But many use it to understand the concerns of the subordinates
Chapter 7
Upward Communication
Fear and shyness of the subordinates and the
impatience and arrogance of the superiors are the barriers
to this communication
Chapter 7
Upward Communication
An open and effective upward
communication minimizes the
warnings, demands and complaints
Chapter 7
Upward Communication are:
Regular reporting conveying the factual information to the management
Periodical review meetings providing an opportunity to convey opinions, views and attitudes upward
Suggestion scheme, a formal system used for making ideas move up from the lower level to the management and the decision makers
Chapter 7
Upward Communication are:
Open door policy, an informal channel gives every employee an access to higher authority preventing distortion by avoiding the chain of authority
Informal gatherings, picnics or weekly tea meetings bring together all the members of the organization giving the opportunity for socializing and getting to know one another closely
Chapter 7
Upward Communication are:
Exit interviews with the employees leaving the organization provide useful information about attitudes and the view of the employees
Standing Committees provide a channel for problems, unhappy feelings, troubles, complaints and grievances to be made known to the upper level of the organization where they can be given serious attention
Chapter 7
Horizontal Communication
Messages exchanged between persons of equal status are called horizontal or lateral
communication which is more interactive than the vertical
communication
Chapter 7
Horizontal Communication
Horizontal communication networks refers to the
connection between individuals at the same level of authority
within an organizational group, department, or division
Chapter 7
Horizontal Communication
Functions of horizontal information include Coordinating planning and
execution of tasks, Providing for collective problem solving, Facilitating common
understanding, Resolving differences and Developing supportive and productive
work relationships.
Chapter 7
A general common understanding and agreement of opinion is achieved by open
discussion; this is known as consensusAn organization has to function as a unit, with all the groups pooling their efforts
towards goal. Clashes, conflicts, disputes, disagreements are avoided through peaceful
negotiations and understanding
Chapter 7
Communication Network
By a network, we mean the channels through which
messages pass from one person to another
• Communication Networks– The pathways along which information flows
in groups and teams and throughout the organization.
– Choice of communication network depends on:
• The nature of the group’s tasks• The extent to which group members need to
communicate with each other to achieve group goals.
Communication NetworksCommunication Networks
Chapter 7
Communication NetworkNetwork Functions
Organizations have their origins in communication networks. The functions
of communication networks include:• Facilitating the exchange of information within the organization, and
• Ensuring the flow of information between the organization and the external environment in which it exists
• Providing the means for coordinating the activities of individuals, relationships, groups and other subunits within the organization.
• Providing mechanisms for directing the activities of the organization as a whole
Chapter 7
Centralised NetworkCentralised Network Decentralised NetworkDecentralised Network
It is effective for It is effective for simple problemssimple problems
It gives the It gives the Participants a feelingParticipants a feelingof selfof self--determination determination
and provides moreand provides moreSocioSocio--emotional emotional
satisfactionsatisfaction
Communication
Networks in Groups
and Teams
Chapter 7
Centralised NetworkCentralised Network
All the information is All the information is Passed through a Passed through a
Central position. ThereCentral position. Thereare 3 types : are 3 types :
The Chain
The Y
The Wheel
Chapter 7
Centralised NetworkCentralised Network
In the chain pattern, one person passes Information In the chain pattern, one person passes Information to others down with the line of Hierarchy, who themto others down with the line of Hierarchy, who them
pass it further down their own chain of authority. pass it further down their own chain of authority. It allows only vertical Movement and It allows only vertical Movement and
is strictly hierarchicalis strictly hierarchical
The Chain
Chapter 7
AdvantagesAdvantages DisadvantagesDisadvantages
There is likely to be loss of information by editing at every level. Persons at
the bottom may feel isolated and less
motivated.
The Chain Network
There is a leader at the top of hierarchy, useful for tasks that have to be performed within a given
time and without any deviation
Chapter 7
Centralised NetworkCentralised Network
It is a variation of chain; messages move vertically,It is a variation of chain; messages move vertically,Between subordinate and supervisors in theBetween subordinate and supervisors in thehierarchy. It includes an example of formal hierarchy. It includes an example of formal
Communication within a hierarchy. It is someCommunication within a hierarchy. It is some--What less centralized than wheel, but more What less centralized than wheel, but more Centralized than some of the other patterns Centralized than some of the other patterns
e.g. Police Servicee.g. Police Service
The Y Network
Chapter 7
Centralised NetworkCentralised Network
It is characterized by the centralised position of a It is characterized by the centralised position of a clear leader, who is the only one who can send clear leader, who is the only one who can send
Messages to all members and the only one who canMessages to all members and the only one who canReceive messages from all members. Decisions can beReceive messages from all members. Decisions can be
Made quickly but group morale is low since othersMade quickly but group morale is low since othersDo not take an active part in decision making. The Do not take an active part in decision making. The
Leader may feel very important and powerful.Leader may feel very important and powerful.
The Wheel Network
Chapter 7
Decentralised NetworkDecentralised Network
The
Circle
The
All Channels
It is effective when the task requires the group to perform numerous and
varied operations It is used in complex problem. The 2 types of
decentralized networks are the circle and all channels. It gives the
participants a feeling of self0-determination and provides more
socio-emotional satisfaction.
Chapter 7
Centralised NetworkCentralised Network
The circle has no leader; here there is total quality.The circle has no leader; here there is total quality.Each member of the circle has exactly the sameEach member of the circle has exactly the same
Authority or power to influence the group. The mainAuthority or power to influence the group. The mainproblem is that information moves rather slowly,problem is that information moves rather slowly,And might be distorted. However morale is high And might be distorted. However morale is high Because everyone takes part in decision making.Because everyone takes part in decision making.
The Circle Network
Chapter 7
Centralised NetworkCentralised Network
The all channel or star pattern is like the circle in that The all channel or star pattern is like the circle in that All members are equal and all have exactly the sameAll members are equal and all have exactly the same
amount of power to influence others, except that eachamount of power to influence others, except that eachmember in this pattern may communicate with any member in this pattern may communicate with any other member. This Pattern allows for the greatest other member. This Pattern allows for the greatest
Member participation. Communication through Member participation. Communication through these networks occurs often but not alwaysthese networks occurs often but not always
faceface--toto--face. Messages may be written in informal face. Messages may be written in informal Memos or in formal letters and reports.Memos or in formal letters and reports.
The All Channel Network
Chapter 7
The wheel pattern has Been found to be the most The wheel pattern has Been found to be the most Efficient in arriving at good Situations.Efficient in arriving at good Situations.
ComputerComputer--mediated communication is replacing mediated communication is replacing many of traditional forms of internal communicationmany of traditional forms of internal communication
in many organization. A good deal of informationin many organization. A good deal of informationwhich used to be limited and controlled and which used to be limited and controlled and
was a source of power is now freely availablewas a source of power is now freely availableto the entire organization.to the entire organization.
Chapter 7
Informal Communication ChannelsInformal Communication Channels
It makes up the shortcomings in the formal network which is
used in accomplishing the organizational goal
It serves the needs of individuals, whether or not
these needs are the same as goals of the organization
To satisfy various human needs of the
members of the organization, the
informal channel is developed. The two
basic purposes for this are:
Chapter 7
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
I Heard It on the Grapevine
• The grapevine is an informal communication network within an organization.
• Research reflects that about 75 % of the communication in the grapevine is accurate.
Chapter 7
The grapevine according to organizational theorist Keith Davis
seems most likely to be used when a) there is great upheaval or change within
the organization b) the information is new and no one likes to spread old and well-known information 3) face-to-face
communication is physically easy
Chapter 7
It cannot be crushed. It needs to
be skillfully controlled.
Chapter 7
Keith Davis observes and advocates that “a lively grapevine
reflects the deep psychological need of people to talk about their
jobs and their company as a central life interest. Without it, the company
would literally be sick”.
Communications – Did you know?• People remember:
– 10 percent of what they read– 20 percent of what they hear– 30 percent of what they see– 50 percent of what they see and hear– 80 percent of what they say – 90 percent of what they say and do
Chapter 7
Communications – did you know?
• If you tell 100 people something without repetition:– After 24 hours, 25 percent have forgotten it
– After 48 hours, 50 percent have forgotten it
– After 72 hours, 75 percent have forgotten it
– After one week, 96 percent have forgotten it
Chapter 7