communication network of an organization
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Communication Network of the
Organization
Communication Network of the
Organization
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The Vital link ………………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……………
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A complex network looking over all of an organisation’s communication
A Complex Network…………….A Complex Network…………….
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 …….
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Organizational CommunicationVertical 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 communicationOccurs when information flows down the hierarchy from
superiors to subordinates.
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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.
Plays a major role in communications among members of work teams drawn from different departments.
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Formal Communication in Organizations
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Informal Communication in OrganizationsMay 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.
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Informal Communication in Organizations
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Informal Communication in Organizations (cont’d)
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.
Informal Communications Informal exchanges among
employees that take place outside the normal work setting.
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Copyright © 2005 by Houghton Mifflin Company. All rights reserved.
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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.
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Communication Networks in Groups & Teams
Communication Networks in Groups & Teams
Wheel Network
Circle Network
Chain Network
All Channel Network
Figure 15.3
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Communication NetworksCommunication NetworksNetworks 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.
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Barriers to Effective Communication
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Managing Organizational Communication
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15.2 Barriers To Communication
WHAT ARE THE BARRIERS TO COMMUNICATION?
Communication barriers are anything that interferes with accurate communication between two peopleThere are three types of barriers:
1. Physical barriers include things like time-zone differences, office walls, and crashed computers
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15.2 Barriers To Communication
2. Semantic barriers occur when words can be interpreted in different waysDoes “right away” mean today, tomorrow, in the next hour?The problem is intensified when jargon (terminology specific to a particular profession or group) is used 3. There are nine personal barriers that contribute to miscommunication:
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15.2 Barriers To Communication
-variable skills in communicating effectivelySome people are naturally better communicators than others-variations in how information is processed & interpretedPeople use different frames of reference and experiences to interpret information-variations in trustworthiness & credibilityCommunication is often flawed when there is a lack of trust between the sender and receiver
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15.2 Barriers To Communication
-oversized egosEgos influence how we treat each other and how receptive we are to be influenced by others-faulty listening skillsSometimes, people simply fail to listen properly-tendency to judge others’ messagesPeople judge others’ statements from their own point of view-inability to listen with understandingIt can be hard to put yourself in someone’s else’s shoes and really listen
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15.2 Barriers To Communication
-stereotypes & prejudicesStereotypes consist of oversimplified beliefs about a certain group of people and can influence communication-nonverbal communicationGestures and facial expressions are an important part of communication
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Formal Channels of Communication
Exhibit 13.5
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Downward Communication
Messages from Top Management Messages from Top Management
1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination
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Upward Communication
Messages transmitted from managers and employees
1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
Messages transmitted from managers and employees
1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
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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
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Upward Communication
Messages transmitted from managers and employees
1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
Messages transmitted from managers and employees
1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
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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
Barriers to accurate upward communication:
Managers may resist hearing about employee problems
Employees may not trust managers sufficiently to push information upward
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Horizontal Communications
Messages among coworkers
1. Problem solving 2. Coordination 3. Change
Particularly important in learning organizations
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Team Communication Channels
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
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
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Effectiveness of Team Communication Networks
Exhibit 13.6
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Personal Communication Channels
Exist outside formal authorized channels Do not adhere to organization’s hierarchy of authority Primary way information spreads
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Developing Personal Communication Networks
Build it before you need it
Never eat lunch alone
Make it win-win
Focus on diversity
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Personal Communication Channels
Personal Networks
Grapevine
Management By Wondering Around
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Ways to OvercomeCommunication Barriers
Active listening
Selection of appropriate channel
Knowledge of other’s perspective
MBWA
Climate of Trust, dialogue
Development and use of formal channels
Changing organization or group structure to fit communication needs
Encouragement of multiple channels, formal and informal
IndividualInterpersonal dynamicsChannels and media
Semantics
Inconsistent cues
OrganizationalStatus and power differences
Departmental needs and goals
Communication network unsuited
Lack of formal channels
How to Overcome
Barriers
Exhibit 17.9
Feedback and learning
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Deal with global issues proactively What are the issues you face in communicating globally?
0
10
20
30
40
50
60
70
80
90
100
The Need toTailor Communication
Differences inCommunicationStyles
LeadershipPerceptions ofCommunication
Language Cost
PERCENT OF RESPONDENTS RANKING THESE ISSUES IN TOP 3
CATEGORY
51
34 32
2328
Source: Towers Perrin/IABC “Future Trends” Study.
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COMMUNICATION NETWORKCOMMUNICATION NETWORK
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100%Board
Information Loss In Downward Communication
63%Vice presidents
56%General managers
40%Plant managers
30%Supervisors
20%Workers