2. An important dimension of directing
Is the transfer of information from a source to a
receiver
Relates to the exchange of ideas and facts
between two or more people
3. To pass information
To create relationship with employees
Persuade and enlist support of others
To give directions
To counsel and discipline staff
Stimulating action: without communication there
can be no action
5. Written-mail , fax, letters
Oral- face to face ,to telephone, voice
Interactive video
6. Purpose of the message determines the best
mode to use
Nature of the message-how delicate or important
the message the more intimate the mode should
be
Level of formality
Relationship between the sender and the receiver
7. In descending order
◦ In person
◦ On telephone
◦ Voice messages
◦ Email
◦ memos., faxes and written mail
9. From manager down through levels of
management
Primarily directive in nature from an authority
figure or manager to staff
Communicates what needs to be done or
information to facilitate the job to be done
Helps coordinate the activities to different levels of
the hierarchy
10. Common forms-
• employee hand book,
• operating manuals,
• message circulars,
• job description sheets,
• letters /memos /posters
Contributes to greater associate dissatisfaction than
upward communication
11. From staff to management or from middle to upper
management
Involves reporting pertinent information to facilitate
problem solving
Means for motivating and satisfying personnel by
allowing employee input
Manager summarizes the information before
upward transmission
There is a natural filtering process as information
moves upward
12. Common means of upward communication
◦ Face to face discussion
◦ Open door policies
◦ Written reports suggestion boxes
◦ Exit interviews
13. Occurs between departments or individuals at the
same level
Mostly used to coordinate activities
Need for lateral communication increases as
interdependence increases
More important when one worker starts a job and
someone else has to finish it or when transmitting
technical information to line authorities
15. Occurs between individuals or departments that
are not on same level of hierarchy and not on the
same line
Informal in nature
Frequently used between staff groups and line
functions
16. Informal channel
Rapid haphazard and prone to distortions
Faster than formal channels because it uses
cluster chain pathways involving 3-4 individuals at
a time
Quicker when information involves known people,
is recent and affects personnel work
17. Semantics
Organizational distance/ status discrepancies
Badly expressed messages
Distrust of the source
Emotional blocks
Selective perception
Information overload
Un communicated assumptions
Time pressures
Physical barriers
