communication #11 organizational communication

Communication Channels in Organizations

In organizations, it is essential that people communicate with one another to achieve their common goals. To do so, they share information with one another in a number of different ways. These methods of communicating can be referred to as communication channels. Organizational communication channels include: -one on one, face to face -meetings or conference -videoconference or teleconference -written communications at all kinds -emails, instant messages and text messages -voicemails -faxes

false Message distortion results from errors caused by passing information from one person to another.

Message distortion results from too little information.

change

Packaging is one strategy for initiating_________________ in an organization.

Organizational culture

The "personality" or way an organization operates.

Internal communication

The communication that takes place between employees within the organization.

Socialization process

The method of becoming familiar with the way an organization operates and what behavior is acceptable or permitted in that environment.

upward

communication is necessary for management to understand what works and doesn't work in an organization.

Policies are an example of

downward communication

key communicators

Active participants in the grapevine

Information overload

An amount of information that exceeds an individual's capacity to read and respond in an adequate and timely manner.

yes/true

An employee responding to a message from his supervisor is an example of upward communication.

Grapevine

An informal communication network in which messages or gossip are passed from person to person.

sharpening

Distortion of a rumor in which details are exaggerated

leveling

Distortion of a rumor in which details are left out

Grapevine Message Transmission

Although the grapevine is unstructured, the way information is shared is not random. Studies show that certain people in an organization operate as key communicators. They know the latest information and are primarily responsible for sharing it. In most organizations, about 10% of the employees perform the key communicator role. Other people in the organization either do not participate in the grapevine or hear information but generally do not pass it on. Information can travel on the grapevine in several ways. The most common method is the cluster pattern—one person tells two or three people and those people tell two or three other people they know and so on. As messages are shared, they are subject to three kinds of distortion: leveling = a situation where some details or omitted sharpening = an exaggeration of some parts of the message assimilation = changes in a message due to the communicators perception or biases

Encouraging Upward Communication

Because employees are often reluctant to initiate information that has not been requested, managers can encourage upward communication in several ways:

External communication

Brochures, press releases, and web sites are examples of this type of communication.

yes/true

Communication between the managers of two different departments is considered horizontal communication.

rumor

Communication shared by employees that concerns organizational events

gossip

Communication shared by employees that concerns other people in the organization

Communication Flows in Organizations

Communication skills are important at all levels of an organization. To ensure that strategic goals and job requirements are understood, activities are coordinated, and feedback is provided to help the organization improve its processes, all members of the organization must communicate effectively. In an organization's formal communication network, communication flows in three different directions: Downward communication Upward communication Horizontal communication

External communication

Communication with the public and the media that goes outside the organization.

assimilation

Distortion of a rumor to fit the communicator's personal biases

Downward Communication

Downward communication is crucial for organizations to ensure that employees understand strategic goals and objectives and for management to carry out its basic functions of planning, organizing, leading, and controlling organizational activities. The types of messages passed using downward communication can include job instructions, policies and procedures, training and coaching information, and feedback to employees, such as performance evaluations Because most organizations have a clear chain of command, downward communication is usually efficient. Messages are generally transmitted clearly and quickly through all levels of the organization. At each stage of the downward communication flow, people receive information to help them do their jobs, and the information is less abstract and more specific as it is disseminated at each level of the organization.

yes/ true Downward communication flows from upper to lower levels of an organization.

Downward communication is the flow of information from the top of an organization down to lower levels.

Organization

Groups of individuals who interact and cooperate with one another in a structured way for a shared purpose.

true Employee errors can be caused by too much information.

Information overload can be the cause of employee errors.

true Information overload can reduce employee productivity.

Information overload can result in reducing employee productivity.

Organizational Culture

Most workplaces are composed of people from varied backgrounds, races, and ages. How do organizations build a strong structure and encourage people to work toward common goals in such a diverse setting? One way is through the use of communication to build a strong organizational culture. Similar to other societies and groups of people, organizations develop unique cultures—collections of attitudes, unwritten rules, and particular ways of doing things. The culture is similar to a person's personality—it isn't immediately obvious, but after you know the organization, you recognize it as a set of unifying characteristics. Starbucks Coffee Company, for example, has a culture known for focusing on people. The company calls its employees "partners" and provides them stock options and extensive employee benefits and training opportunities. Southwest Airlines is also known for its strong, distinctive culture. Southwest's mission statement emphasizes company values of warmth, friendliness, and company spirit.

Management's Use of the Grapevine

Some managers ignore or try to stop the grapevine. However, research shows that these managers have about 50% less credible information than those who pay attention to the grapevine. Wise managers monitor the grapevine and attempt to correct misinformation. Managers who actively participate, who have a reputation for credibility, and who share both good and bad news with their employees can defend against unfounded rumors. Clear downward communication and openness to upward communication minimize the impact of inaccurate informatio Managers can also use the grapevine to their advantage by feeding into it the information they want communicated. By tapping into the grapevine, managers can communicate efficiently to large numbers of employees. They can introduce reasons for change and give people opportunities to prepare. Because inaccurate rumors can have a negative effect on employee morale and cause unnecessary anxiety, management can use this informal network to help employees better understand and adapt to the change.

Internal communication

The communication that takes place between employees in an organization.

Purpose of the Grapevine

The grapevine is a useful supplement to formal communication channels. It usually carries two types of information throughout the organization: gossip and rumor. Gossip is social conversation and is usually about people. Employees gossip for many reasons: -diversion -way to socialize with others -means of gaining information -method of influencing other people -means of getting attention Researchers have found that an estimated 70% to 80% of grapevine information is oriented toward individuals and falls into the category of gossip. Rumors generally concern events such as job situations or information about the company itself. Its purpose is to help people make sense of an ambiguous situation or to adapt to a perceived threat. People usually spread rumors to uncover facts. However, some rumors are deliberately started for selfish reasons. About 20% to 30% of grapevine information is estimated to be rumor.

Grapevine

The informal network used to pass messages from one person to another.

Formal communication network

The official structure in an organization through which messages flow.

Downward communication

The passing of messages from higher to lower levels within an organization.

Communication channels

The paths along which messages travel in an organization.

Informal communication network

The spontaneous way in which messages flow through an organization.

Internal Versus External Communication

The study of the means and the methods of communicating information throughout organizations is known as organizational communication. It is also referred to as corporate communication; however, not all organizations are corporations, so the term "organizational communication" is more inclusive. internal communication = organizational communication external communication = with people outside the organization which includes: marketing, public relations, advertising, promotional activities,

Organizational culture

The unique character and set of assumptions and values that represent the collective attitudes and behavior of people in an organization.

Socialization process

The way a new employee learns how an organizational culture operates.

true Too much communication can result in diminishing returns.

Too much communication is subject to the law of diminishing returns.

Operation of the Grapevine

We have examined the formal communication network in organizations; however, the informal communication network is also important. The grapevine, the most common informal communication network, is often illustrated in cartoons showing employees congregating at the watercooler to share stories. Today, though, the grapevine is likely to operate in a different way. People might meet during breaks, gather by the coffee machine, or visit in their cubicles. They might also share information with one another in a car pool, over lunch, via instant messages or personal e-mails, or text messaging via cell phones. Research shows the grapevine is a fact of life in most organizations, and it is used equally by men and women and by managers and subordinates. The information communicated via the grapevine is generally true. Studies place its accuracy between 75% and 95%.

upward communication

When people send messages from lower to higher levels in an organization, they are engaged in

Functions of Upward Communication

Without upward communication, management is unaware if problems exist in the organization or if its messages have been received and understood. Upward communication serves several important functions in an organization:

false

You can never have too much information in an organization.

What Is an Organization?

a group of people who coordinate activities to achieve individual and collective goals You can probably name many organizations to which you belong. For example: -student are part of academic organization -member of a religious organization such as a church synagogue or mask -social organization such as clubs -community organizations or civic groups -professional association or donate time to charitable organizations

Organizational communication

he formal and informal communication that affects the functioning of an organization.

When people send messages to people at the same level they are in the organization, they are engaged in

horizontal communication

differentiation integration problem

s the duplication of efforts among different departments in an organization

How Gossip and Rumors Flourish

Gossip and rumors occur frequently in organizations when formal communication is poor, unclear, or ambiguous. When people are stressed or uncertain, they use the grapevine to try to understand or explain situations. The grapevine also serves as an early warning system and allows people to think ahead about how they will handle situations if the information is true. It can also give people an outlet for their imaginations and apprehensions by allowing them to talk through potential situations. Thus, it is a good indicator of employee attitudes. It can reveal issues being discussed by employees and the effect of policies and procedures issued by management. The longer a rumor circulates on the grapevine, the greater chance that it will be distorted and the more difficult it is to control. If management provides information through the formal communication network about key issues and events that affect employees, potential damage caused by grapevine communication inaccuracies can be reduced.

Downward Communication Problems

In some organizations, downward communication is minimal; the only time management communicates is when something is wrong. In other organizations, downward communication is plentiful and employees are inundated with information. Either extreme can cause problems in an organization; finding an appropriate level of downward communication is a major challenge for organizational managers.

Information Overload

Information overload occurs when people receive more information than they can adequately absorb, handle, and respond to. It is a serious problem in today's organizations. In addition to traditional channels of organizational communication, such as written policies, procedures, and memos, technology has created many electronic channels. Handling information that flows through all these channels can overwhelm people, take time away from other tasks, and affect productivity. Information overload can also contribute to poor decision making. If people have too much information, it becomes difficult to determine what information is relevant to process all the data. Increased volume of communication can also lead to message distortion, which occurs when errors creep into the message as it is passed from one person to another. Finally, too much communication is subject to the law of diminishing returns, a principle that states that more is better—up to a point. At that point, the value is reduced.

Upward Communication Facilitates Change

One of the most important purposes upward communication serves in an organization is to make management aware of what is not working. Research has shown that change is not an activity conducted only by top management. Employees and managers at all levels of an organization can initiate change. However, as you have discovered, upward communication can be risky and might not be well accepted. How are people able to initiate change in the organizations in which they work? Recent research has determined that people who are successful change agents use three main strategies to create the change they want: process: They present ideas as part of the business strategy, show how the change improves the bottom line, and pitch the idea several times in different ways. packaging: They build a coalition of people who support the change. involvement: They get people involved at the beginning of a change effort and use other people to cut through red tape. In this book, A professor of organizational behavior shares her research findings based on more than 200 interviews with people who are change agents in organizations. She describes how employees can make changes inside the workplace to more closely match their values and preferences. The book includes practical approaches for handling difficult situations and methods for helping others understand what needs changing.

Solving Horizontal Communication Problems

One way to ensure that horizontal communication takes place effectively is to give employees the opportunity to interact with one another in interdepartmental meetings. These horizontal communication sessions can serve several important functions in organizations: staff coordination: Most tasks require input and coordination with people in different areas of an organization. Forming project teams is one way organizations coordinate efforts and ensure that all affected units are involved in the project. problem solving: Bringing people together to brainstorm issues and to propose alternative solutions allows organizations to benefit from different perspectives on an issue. information sharing: Members of one department can share information on projects they are engaged in so that other departments are aware of the work that has been initiated and not duplicate efforts. conflict resolution: Bringing together people from different functional areas of an organization can lead to greater understanding of the issues faced by the other departments and greater empathy. Such understanding can prevent conflicts or help resolve conflicts if they do arise.

Formal and Informal Networks

Organizational communication generally functions to share three types of messages: 1 regulatory or policy message required by law or vital to the organization 2 message relating to task or products and services 3 maintenance message concerning employees and their relationships with one another Messages are communicated through either the organization's formal communication network or the informal communication network. Both networks play important roles in workplace communication. The formal communication network is established by the organization to communicate official messages. This network might be structured in a hierarchy with information passing through divisions, departments, and teams. Messages sent through the formal network include policies, official e-mails, meetings, performance evaluations, and employee publications. he informal communication network is usually established by employees and is usually unstructured. This network communicates all nonofficial communication and includes methods of communication, such as personal e-mails and news passed through channels such as the grapevine.

Upward Communication

When employees send messages to people at higher levels of responsibility in the organization, they are engaging in upward communication. The types of messages communicated upward might consist of information about job performance or fellow employees, perceptions of organizational policies, or feedback about tasks and procedures. Upward communication can be beneficial to employee morale and crucial to organizational success. However, in some organizations, upward communication is limited, and, unless it is a response to a specific request from management, it can be risky. Organizational culture is an important determinant of the amount and the nature of an organization's upward communication. In some cultures, management might not respond well to bad news, and employees might fear retribution for being the messenger. In other cultures, employees might perceive their managers to be inaccessible, or the opportunities or channels for upward communication might not exist.

Horizontal Communication

When people at the same level in an organization share information, they are engaging in horizontal communication. Organizations coordinate efforts and facilitate problem solving and decision making through horizontal messages. For example, if you are aware of a customer service problem, it is useful to talk directly with the person who can correct the problem. However, horizontal communication can be time consuming, and employees at lower levels of an organization are usually grouped into different, isolated departments. They might not have many opportunities to interact with people in other areas of the organization. This isolation can lead to limited understanding of other departments and competition or friction between them Isolation from people from other parts of the organization can also lead to a situation in organizations known as a differentiation-integration problem. This problem occurs when different departments duplicate efforts or operate at cross purposes because the "left hand does not know what the right hand is doing."

Understanding Organizational Culture

When you first join an organization, you probably feel somewhat uncertain about what is expected of you and how the organization operates. During your first few months on the job, you undergo a socialization process where, by observing what the organization says and does, you learn how the organizational culture operates. Understanding the culture helps people recognize what is important in the organization. It also helps them feel connected to the organization and develops an esprit de corps and a sense of belonging. The culture helps people predict and control what goes on in the organization. Ideally, the culture also operates as a set of guiding principles for the organization. It sets a tone and guides the company's actions both inside the organization and with the public.