Chapter 7 discusses the importance of communication within organizations, highlighting its role in internal and external communication dynamics. It explains various communication channels, including downward, upward, and horizontal communications, as well as centralized and decentralized networks, emphasizing their significance in fostering effective information exchange among members. The chapter also touches on the informal communication network, known as the grapevine, which plays a crucial role in organizational life, especially during times of change.

1. Communication
Network and
Structures
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2. An organization is It collects and filters
an information- information, process on it,
processing system interprets it, modifies it
and finally acts upon it
The organization’s
contribution comes from
structured communication
channels and the positions
which individuals occupy
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3. There are two dynamic
systems of Communication
Internal External
The emphasis of internal
communication is on presenting and
interpreting facts, while
The emphasis of external
Communications is on promoting
Goodwill and future business
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4. Importance of Communication
Communication is considered to be
the core of an organization; its structure,
Scope and effectiveness depend
Entirely on its communication techniques
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5. Importance of Communication
Managers spend 95% of their time on
Communication, 75% being on
Face-to-face oral communication with
Peers, subordinates, superiors
and customers
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6. Factors determining Communication
The size & the
Heterogeneousness
structure Diversity of Goals
of its members
of the organization
Competetion &
Internal support & Stability of internal &
Conflicts with the
Unity it has external environment
external environment
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7. Channels of Internal Communication
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8. Chapter 7

9. Message moves
among the persons
of the
same level
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10. Message moves
from
higher to lower level
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11. Message moves
from
Lower to higher level
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12. Downward Communication includes:
Information about Feedback
Instructions the practices and
about
about a procedures followed
by the organization performance
specific task
Procedures Job related
Performance
feedback instructions
Organizational Information about the
Rules ideology and the goals
policies
of the organization
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13. Upward Communication
In upward communication
messages are usually
information and reports. But
many use it to understand the
concerns of the subordinates
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14. Upward Communication
Fear and shyness of the
subordinates and the
impatience and arrogance of
the superiors are the barriers
to this communication
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15. Upward Communication
An open and effective
upward
communication
minimizes the
warnings, demands
and complaints
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16. 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
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17. 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
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18. Upward Communication are:
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
Exit interviews with the employees leaving the
organization provide useful information about attitudes
and the view of the employees
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19. Horizontal Communication
Messages exchanged between
persons of equal status are
called horizontal or lateral
communication which is more
interactive than the vertical
communication
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20. Horizontal Communication
Horizontal communication
networks refers to the
connection between individuals
at the same level of authority
within an organizational
group, department, or division
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21. 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.
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22. A general common understanding and
agreement of opinion is achieved by open
discussion; this is known as consensus
An 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
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23. Communication Network
By a network, we mean the
channels through which
messages pass from one person
to another
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24. Communication Networks
Communication Networks
• 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.

25. Communication Network
Network Functions
Organizations have their origins in
communication networks. The functions
of communication networks include:
• Providing the means for • Facilitating the exchange
coordinating the activities of of information within the
individuals, relationships, organization, and
groups and other subunits
within the organization. • Ensuring the flow of
information between the
• Providing mechanisms for organization and the
directing the activities of the external environment in
organization as a whole which it exists
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26. Centralised Network Decentralised Network
It gives the
Participants a feeling
It is effective for of self-determination
and provides more
simple problems
Socio-emotional
satisfaction
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27. Communic
ation
Networks
in Groups
and
Teams

28. Centralised Network
The Chain
All the information is
Passed through a
Central position. There The Y
are 3 types :
The Wheel
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29. Centralised Network
The Chain
In the chain pattern, one person passes Information
to others down with the line of Hierarchy, who them
pass it further down their own chain of authority.
It allows only vertical Movement and
is strictly hierarchical
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30. The Chain Network
Advantages Disadvantages
There is a leader at the There is likely to be loss
top of hierarchy, useful of information by editing
for tasks that have to be at every level. Persons at
performed within a given the bottom may feel
time and without any isolated and less
deviation motivated.
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31. Centralised Network
The Y Network
It is a variation of chain; messages move vertically,
Between subordinate and supervisors in the
hierarchy. It includes an example of formal
Communication within a hierarchy. It is some-
What less centralized than wheel, but more
Centralized than some of the other patterns
e.g. Police Service
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32. Centralised Network
The Wheel Network
It is characterized by the centralised position of a
clear leader, who is the only one who can send
Messages to all members and the only one who can
Receive messages from all members. Decisions can be
Made quickly but group morale is low since others
Do not take an active part in decision making. The
Leader may feel very important and powerful.
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33. Decentralised Network
It is effective when the task requires
the group to perform numerous and
The
varied operations It is used in
complex problem. The 2 types of Circle
decentralized networks are the circle
and all channels. It gives the
participants a feeling of self0-
determination and provides more The
socio-emotional satisfaction.
All Channels
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34. Centralised Network
The Circle Network
The circle has no leader; here there is total quality.
Each member of the circle has exactly the same
Authority or power to influence the group. The main
problem is that information moves rather slowly,
And might be distorted. However morale is high
Because everyone takes part in decision making.
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35. Centralised Network
The All Channel Network
The all channel or star pattern is like the circle in that
All members are equal and all have exactly the same
amount of power to influence others, except that each
member in this pattern may communicate with any
other member. This Pattern allows for the greatest
Member participation. Communication through
these networks occurs often but not always
face-to-face. Messages may be written in informal
Memos or in formal letters and reports.
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36. The wheel pattern has Been found to be the most
Efficient in arriving at good Situations.
Computer-mediated communication is replacing
many of traditional forms of internal communication
in many organization. A good deal of information
which used to be limited and controlled and
was a source of power is now freely available
to the entire organization.
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37. Informal Communication Channels
It makes up the shortcomings
To satisfy various in the formal network which is
used in accomplishing the
human needs of the
organizational goal
members of the
organization, the
informal channel is
It serves the needs of
developed. The two individuals, whether or not
basic purposes for this these needs are the same as
are: goals of the organization
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38. 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
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39. 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.

40. 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
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41. It cannot be
crushed. It needs to
be skillfully
controlled.
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42. 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”.
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43. 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
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44. 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
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