This document discusses different types of communication in organizations. It begins by defining formal communication as flowing along prescribed channels that members must follow, including vertical and horizontal communication. Vertical communication involves communication between managers and their subordinates or superiors. Downward communication flows from superiors to subordinates to give directions, policies, and performance updates. Upward communication flows from subordinates to superiors and provides feedback, addresses grievances, and offers suggestions. Horizontal communication occurs between peers at the same level and facilitates coordination. The document also discusses informal communication, also known as the grapevine, which occurs through unofficial channels and transcends formal lines.

1. Virgilio C. Boado, MA Ed.M
School Principal IV, PEQNHS

2.  A process by which information and understanding are
transferred between a sender and a receiver

6. 6
Internal and
external
sources
Strategic
Conversation
Open climate
Listening
Discernment
Dialogue
Purpose Directed
Direct attention to
vision/values, desired
outcomes; use
persuasion
Methods
Use rich channels
Stories and metaphors
Informal
communication
Leader
as
Communication
Champion

7. 7
Leaders sharing all types of information
throughout the organization and across
all levels.

8. An open climate is essential for cascading vision, andcascading is
8
essential because:
Natural Law 1: You Get What You talk about
 A vision must have ample ‘air time’ in an organization. A vision must be
shared and practiced by leaders at every opportunity.
Natural Law 2: The Climate of an Organization is aReflection of the
Leader
 A leader who doesn’t embody the vision and values doesn’t have an
organization that does.
Natural Law 3: You Can’t Walk Faster Than One Step at a Time
 A vision is neither understood nor accepted overnight. Communicating
must be built into continuous, daily interaction so that over time followers
will internalize it.

9. 9
Keys Poor Listener Good Listener
1. Listen actively Is passive, laid back Asks questions; paraphrases what
is said
2. Find areas of interest Tunes out dry subjects Looks for opportunities, new
learning
3. Resist distractions Is easily distracted Fights distractions; tolerates bad
habits; knows how to concentrate
4. Capitalize on the fact that
thought is faster than speech
Tends to daydream with slow
speakers
Challenges, anticipates,
summarizes; listens between lines
to tone of voice
5. Be responsive Is minimally involved Nods; shows interest, positive
feedback

10. 10
Keys Poor Listener Good Listener
6. Judge content, not
delivery
Tunes out if delivery is
poor
Judges content; skips over
delivery errors
7. Hold one’s fire Has preconceptions;
argues
Does not judge until
comprehension is
complete
8. Listen for ideas Listens for facts Listens to central themes
9. Work at listening No energy output; faked
attention
Works hard; exhibits active
body state, eye contact
10. Exercise one’s mind Resists difficult material in
favor of light, recreational
material
Uses heavier material as
exercise for the mind

11. 11

12. 12

13. 13
Do
 Use e-mail to set up meetings, to recap spoken
conversations, or to follow up on information already
discussed face-to-face.
 Keep e-mail messages short and to-the-point. Many
people read e-mail on handheld devices, which have
small screens.
 Use e-mail to prepare a group of people for a meeting.
For example, it is convenient to send the same
documents to a number of people and ask them to
review the materials before the meeting.
 Use e-mail to transmit standard reports.
 Act like a newspaper reporter. Use the subject line to
quickly grab the reader’s attention.

14. Don’t
 Use e-mail to discuss something with a colleague
who sits across the aisle or down the hall from you.
Take the old-fashioned approach of speaking to each
other.
 Lambast a friend or colleague via e-mail – and
especially don’t copy others on the message.
 Use e-mail to start or perpetuate a feud.
 Write anything in an e-mail you wouldn’t want
published in a newspaper. E-mail with sensitive or
potentially embarrassing information has an
uncanny way of leaking out.
14

17. I.Formal Communication in Organizations
Formal communication f lows along prescribed channels
which all members desirous of communicating with one
another are obliged to follow.
A. Vertical Communication
1. Upward Communication
2.Downward Communication
B. Horizontal Communication
II. Communication Networks
III. Informal Communication In Organizations
It is the transmission of information through nonofficial
channels within the organization.
The Grapevine

18. Vertical Communication Horizontal Communication

19. A. Vertical Communication
Communication that flows both up and
down the organization, usually along
formal reporting lines-that is, it is the
communication that takes place between
managers and their superiors and
subordinates. Vertical communication
may involve only two persons, or it may
flow through several different
organizational levels.

20.  Downward Communication occurs when information flows down the hierarchy
from superiors to subordinates.
 Examples : Orders, circulars, individual instructions, policy statements,
Inter Office Memos, e-mail, notices
 It is best suited for organizations where the line of authority runs distinctly
downwards.
 Main objectives:
 To give specific directions to subordinates about the job entrusted.
 To explain organizational policies and procedures.
 To apprise the subordinates of their performance.
 To give subordinates the rationale of the job so that they understand the
significance of the job in relation to organizational goals.

21. 1.Under-communication
- Superior may talk little about the job.
- Withholding of information
2.Over-communication
- superior may talk too much
- Leaking of information
3. Delay
- Line of communication being long.
4. Loss of Information
-Unless written, it will not be transmitted fully.
-Sometimes written communication may not be fully understood.
5. Distortion
-Long lines of communication- exaggerating or under-statement

22. Communication consists of messages from subordinates to superiors.
This flow is usually from subordinates to their direct superior, then to that
person’s direct superior, and so on up the hierarchy. Occasionally, a
message might by-pass a particular superior.
Examples : The typical content of upward communication is requests,
information that the lower-level manager thinks is important to the
higher-level manager, responses to requests from the higher-level
manager, suggestions, complaints, and financial information.
Importance :
1.Providing feedback: Whether directions issued are understood by
lower staff.
2.Outlet for pent-up emotions : Grievances and problems addressed,
solutions are developed and employees feel better after having talked
about them.
3.Constructive suggestions: These can be secured for improvement of
the organization.

23. 1. Open-door policy: Employees are given a feeling that
their views, suggestions are always welcome by
superiors.
2. Complaints and suggestion Boxes : Are installed in
the company. Employees are encouraged to drop in these
boxes.
3. Direct Correspondence: Write directly to superiors or
managers.
4. Counseling : Employees are encouraged to talk to their
superiors of their problems.

24.  Employees are reluctant to initiate upward
communication as they
- feel it may reflect their efficiency.
- fear of disapproval from superiors.
 Upward documentation is prone to distortion.
Unpleasant information is distorted more.
 Workers/juniors may ignore immediate
superiors and approach higher management.
Immediate superiors may feel:
- bypassed.
- become suspicious of intentions.

25.  Whereas vertical communication involves a superior and a subordinate, horizontal
communication involves colleagues and peers at the same level of the organization.
 For example : an operations manager might communicate to a marketing manager that
inventory levels are running low and that projected delivery dates should be extended by
two weeks. Horizontal communication probably occurs more among managers than
among non managers.
 Horizontal communication serves a number of purposes.
 It facilitates coordination among interdependent units. For example, a manager at
Motorola was recently researching the strategies of Japanese semiconductor firms in
Europe. He found a great deal of information that was relevant to his assignment.
He also uncovered some additional information that was potentially important to
another department, so he passed it along to a colleague in that department, who used it
to improve his own operations.
 Horizontal communication can also be used for joint problem solving, as when
tow plant managers at Westinghouse got together to work out a new method to improve
productivity.
 Finally, horizontal communication plays a major role in work teams with
members drawn from several departments.

26.  Subordinates making commitments / passing
information beyond their authority.
 Harmful if subordinates do not inform superiors of
interdepartmental activities.

27. Communication
that takes place
in an
organization
that transcends
formal channels
and instead
follows any of
several
methods. Fig. 3
illustrates
numerous
examples of
informal
communication.
F I G U R E 3. Informal Communication in Organizations