Organizational Communication. Trevor Alston's slides and 8 referencestrev2727
This document discusses organizational communication and different communication networks within organizations. It defines organizational communication as people working together to achieve individual or collective goals. It also outlines some key functions of organizational communication, including compliance, leading, problem-solving, and conflict management. The document then describes different types of communication networks, including chain and wheel networks, and discusses how communication has evolved with new electronic media.
The document summarizes employee/organizational communication, outlining its importance and describing basic internal communication processes, networks, and channels. It highlights issues in current practices and concludes with 15 principles of effective communication. The summary provides an overview of the topic, discusses why internal communication matters, and outlines communication processes, networks, channels, and evolution over time based on different theoretical approaches.
Organizational communication english reporrtKevin III
Organizational communication refers to communication within organizations like businesses and non-profits. It includes formal communication structures like downward, upward, and horizontal communication as well as informal communication networks. Organizational communication is important as it (1) promotes motivation by informing employees, (2) provides information for decision-making, and (3) helps shape employee attitudes. Effective organizational communication is essential for the functioning and success of organizations.
TOPICS INVOLVED:
1. The Challenge of OrganizationalCommunication
2. Decision-Making Processes
3. Conflict Management Processes
4. Organizational Change and Leadership Processes
5. PROCESSES OF EMOTION IN THE WORKPLACE
This document discusses formal and informal channels of communication within organizations. It defines formal communication as controlled, top-down communication through official reports and records. Informal communication refers to unofficial grapevine networks that spread information between employees. While formal channels ensure effective information flow, they can be slow and expensive. Informal channels are faster but information may be inaccurate. The document also examines downward, upward, horizontal, and diagonal types of internal communication within an organizational structure.
This is a student presentation researched and designed by Organizational Communication graduate Lynette Clower during her senior year. The portfolio discusses the portrayed image and identiy of a UCO campus department over a five month period.
Organizational Communication is:
A dynamic area of expertise which encompasses the foundations of communication theories, policy and practice, and human understanding.
Organizational communication (sadiq shariff10@hotmail.com)Sadiq Shariff
The document discusses communication in organizations. It defines communication as conveying opinions, feelings, information and ideas through words, body language or signs. Effective communication is significant for managers to perform functions like planning, organizing, leading and controlling. Communication helps in employee motivation, managing people and organizations, and controlling processes. Communication can be internal between employees or external between the organization and outside parties. The 7 C's of communication are completeness, conciseness, consideration, concreteness, clarity, courtesy and correctness.
The document discusses the different types of communication flows that occur within an organization: downward, upward, lateral, diagonal, and external. It provides examples and purposes of each type of communication flow. Downward communication involves information sent from management to employees, such as instructions or performance reviews. Upward communication flows from lower to higher levels, such as employees providing feedback to supervisors. Lateral communication occurs between peers. The grapevine is an informal communication network within an organization.
Organizational Communication. Trevor Alston's slides and 8 referencestrev2727
This document discusses organizational communication and different communication networks within organizations. It defines organizational communication as people working together to achieve individual or collective goals. It also outlines some key functions of organizational communication, including compliance, leading, problem-solving, and conflict management. The document then describes different types of communication networks, including chain and wheel networks, and discusses how communication has evolved with new electronic media.
The document summarizes employee/organizational communication, outlining its importance and describing basic internal communication processes, networks, and channels. It highlights issues in current practices and concludes with 15 principles of effective communication. The summary provides an overview of the topic, discusses why internal communication matters, and outlines communication processes, networks, channels, and evolution over time based on different theoretical approaches.
Organizational communication english reporrtKevin III
Organizational communication refers to communication within organizations like businesses and non-profits. It includes formal communication structures like downward, upward, and horizontal communication as well as informal communication networks. Organizational communication is important as it (1) promotes motivation by informing employees, (2) provides information for decision-making, and (3) helps shape employee attitudes. Effective organizational communication is essential for the functioning and success of organizations.
TOPICS INVOLVED:
1. The Challenge of OrganizationalCommunication
2. Decision-Making Processes
3. Conflict Management Processes
4. Organizational Change and Leadership Processes
5. PROCESSES OF EMOTION IN THE WORKPLACE
This document discusses formal and informal channels of communication within organizations. It defines formal communication as controlled, top-down communication through official reports and records. Informal communication refers to unofficial grapevine networks that spread information between employees. While formal channels ensure effective information flow, they can be slow and expensive. Informal channels are faster but information may be inaccurate. The document also examines downward, upward, horizontal, and diagonal types of internal communication within an organizational structure.
This is a student presentation researched and designed by Organizational Communication graduate Lynette Clower during her senior year. The portfolio discusses the portrayed image and identiy of a UCO campus department over a five month period.
Organizational Communication is:
A dynamic area of expertise which encompasses the foundations of communication theories, policy and practice, and human understanding.
Organizational communication (sadiq shariff10@hotmail.com)Sadiq Shariff
The document discusses communication in organizations. It defines communication as conveying opinions, feelings, information and ideas through words, body language or signs. Effective communication is significant for managers to perform functions like planning, organizing, leading and controlling. Communication helps in employee motivation, managing people and organizations, and controlling processes. Communication can be internal between employees or external between the organization and outside parties. The 7 C's of communication are completeness, conciseness, consideration, concreteness, clarity, courtesy and correctness.
The document discusses the different types of communication flows that occur within an organization: downward, upward, lateral, diagonal, and external. It provides examples and purposes of each type of communication flow. Downward communication involves information sent from management to employees, such as instructions or performance reviews. Upward communication flows from lower to higher levels, such as employees providing feedback to supervisors. Lateral communication occurs between peers. The grapevine is an informal communication network within an organization.
Horizontal communication is the flow of information among similar levels of an organization. It decreases misunderstanding between departments working on the same projects, facilitates teamwork, and increases job satisfaction. However, it can be difficult to maintain control and create conflicts between employees. It is more time consuming and can lack discipline.
There are three main channels of communication within an organization: downward, upward, and horizontal. Downward communication involves instructions from superiors to subordinates. Upward communication allows management to receive feedback from employees. Horizontal communication occurs between peers at the same level to coordinate tasks, solve problems, share information, and resolve conflicts. Informal communication channels like gossip and rumors are more likely in situations with poor downward communication or communication gaps. Upward communication is important to avoid consequences like management being unaware of workforce activities, lack of proper feedback, trouble areas going unnoticed, low employee participation, and difficulty controlling or enacting change.
This document summarizes a study that examined the impact of organizational communication on organizational commitment and job satisfaction among public employees in Namibia. The study reviewed relevant literature on organizational communication, organizational commitment, and job satisfaction. It then proposed and tested a research model and two hypotheses: 1) open organizational communication is positively associated with organizational commitment, and 2) there is a positive relationship between open organizational communication and job satisfaction. An empirical study was conducted among 100 public employees across 25 Namibian government ministries. Statistical analysis of the data found support for both hypotheses, with open organizational communication showing significant positive correlations with both organizational commitment and job satisfaction.
Organizational communication involves transmitting messages within an organization to create shared understanding. It can take various forms, including formal communication through official channels or informal communication through social networks. Effective organizational communication requires understanding communication processes, directions of information flow, levels within organizations, and the difference between internal and external communication. Key aspects of organizational communication include downward, upward, horizontal, and diagonal information flows, as well as formal and informal communication networks.
The document provides examples of upward and downward communication in organizations. Upward communication includes employee surveys, suggestion boxes, and systems for employees to propose ideas or voice complaints from employees to management. Downward communication carries messages from managers to subordinates through emails, meetings, policy manuals, notices, and newsletters. Social media could aid communication through using Facebook groups for departments, Twitter to update employees, and Skype for international communication and file sharing.
Com 480 Exceptional Education-snaptutorial.comrobertleses13
For more classes visit
www.snaptutorial.com
COM 480 Week 1 Individual Assignment Organizational Communication Analysis Part I Descriptive Framework Paper
COM 480 Week 2 Individual Assignment Organizational Communication Analysis Part II Interpersonal and Intercultural Paper
COM 480 Week 4 Individual Assignment Organizational Communication Analysis Part IV Public Relations, Public Affairs, and Media Paper
COM 480 Week 5 Individual Assignment Organizational
COM 480 Enhance teaching / snaptutorial.com donaldzs60
For more classes visit
www.snaptutorial.com
COM 480 Week 1 Individual Assignment Organizational Communication Analysis Part I Descriptive Framework Paper
Formal communication in an organization involves the sharing of official information through appropriate channels. There are different types of formal communication including downward communication from high to low levels of authority, upward communication from low to high levels, and horizontal communication between equal levels. Formal communication can be oral, written, or use visual aids and plays an important role in sharing information needed to coordinate activities across departments in an organized manner.
Effective PR Management: Evaluating PR Managers with Quinn's Competing Values Model analyzes the necessary management roles within PR departments using Quinn's model. It explores the professional demands of modern PR practitioners in agency, government, and non-profit sectors from internal and external communication perspectives. PR has both external functions like marketing/publicity and internal roles such as building employee relations. Agencies focus externally on clients but also communicate internally during crises. Government PR aims to provide information access between groups and foster understanding through two-way communication.
The Psychology of Successful Business Communications in Geographically Isolat...Healthcare consultant
It is our belief that teams and individuals are most effective when they are presented with a range of communications options and clear information on which will be most effective at any given time. Knowing the communications preferences of your team members, and being able to see their status or ‘presence’ in advance of making contact can have a significant positive impact on the effectiveness of team working and knowledge sharing. Simple and instant access to a range of rich communications options that brings together text, voice and video allows individuals and groups to benefit from much of the additional information that co-located teams take for granted – without the hassle-factor of booking specialist facilities.
Upward communication refers to the flow of information from lower levels to upper levels in an organizational hierarchy. It allows employees to express their requirements, ideas, and feelings to management. For managers, upward communication provides important information for decision-making and alerts them to potential issues or needed changes in the organization. When used effectively, it can improve employee engagement, coordination, and relations between managers and subordinates.
CA NOTES ON BUSINESS CORRESPONDENCE AND REPORTING
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An Investigation into Gaps in the Flow of Communication at Institutional Leve...ijtsrd
This study investigated the communication challenges between staff members and management within universities in Lesotho. These communication flow gaps are mainly caused by top to bottom mode of communication with management concentrating on channeling information down to subordinates leaving little room for subordinates to express themselves freely by initiating communication with management. This mode of communication has the negative effect of demoralizing staff causing high staff turnover in the institutions of higher learning and this is detrimental to the progress of the learner. The study gathered information through questionnaires and the data was presented and analyzed quantitatively through tables and graphs. The results reflect that the top to bottom communication model predominantly used by management in Lesotho is not effective in bringing the best out of university staff. Mukurunge | Takura Bhila "An Investigation into Gaps in the Flow of Communication at Institutional Level: Case of Universities in Lesotho" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-2 , February 2019, URL: https://www.ijtsrd.com/papers/ijtsrd21402.pdf
Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/other/21402/an-investigation-into-gaps-in-the-flow-of-communication-at-institutional-level-case-of-universities-in-lesotho/mukurunge
The document discusses organizational structure and communication channels within companies. It describes how organizational structure establishes hierarchies and assigns tasks, and how internal communication can be formal through meetings and memos, or informal through grapevine networks. It also outlines the advantages and disadvantages of formal communication, such as satisfying information needs but being time-consuming, and how informal communication helps fill gaps but can distort information.
Nature scope of business communication pptSalman Jailani
Business communication is any communication used to promote a business, share information within an organization, or make official statements. It is a systematic, two-way process that is contextual and aims to achieve organizational objectives through information sharing, feedback, control, problem-solving, influence, group building, and decision-making. Effective business communication is a social process that dispels misunderstandings and allows the sharing of thoughts and ideas to further organizational goals.
Dr. Kritsonis Honored by the Texas Chapter of the National Association of Mul...William Kritsonis
The document provides biographical information about Dr. William Allan Kritsonis. It summarizes that he is being honored for his distinguished service to multicultural research publishing. It details that he is a professor at Prairie View A&M University and has chaired 23 dissertation committees. It also outlines his extensive career accomplishments as an author, editor, publisher, and lecturer both in the US and internationally.
Before effective instruction can occur, the instructor must consider student readiness by evaluating their knowledge, skills, and abilities. The instructor should design assessments to measure student readiness and assign tasks based on ability. Learning objectives should be clearly defined and broken into smaller tasks. Evaluation and remediation should occur frequently to provide feedback and ensure students can perform tasks before moving on. Reducing student-teacher ratios and using reminders, unifiers, and team-based activities can also improve academic achievement.
The document lists recommended research sources on topics related to learning styles, school discipline, standards integration, and behavior management. The sources include books, articles, and websites published between 1956-2000 by organizations like the American Federation of Teachers and researchers such as William Allan Kritsonis and R. Dunn. The sources cover issues like learning styles, setting standards in schools, integrating curriculum standards, and performance instruction techniques.
Ch. 16 Vocabulary Development and Improvement - Dr. William Allan KritsonisWilliam Kritsonis
This document contains 24 lists that provide definitions for vocabulary words. Each list contains 10-15 words along with their meanings. The document is from a chapter on vocabulary development and improvement and is intended to help readers understand and learn new words. It covers a wide variety of terms and their definitions across many semantic fields. The copyright information is also provided at the end.
James Jurica and Lori Webb - Published National Refereed Article in NATIONAL ...William Kritsonis
This article examines a study that surveyed 96 school districts regarding the technology skills expected of new teachers. The study found that districts expect new teachers to seamlessly integrate technology into daily lessons as a supporting tool to enhance learning, rather than teaching technology as a separate subject. Universities can better prepare teachers by modeling technology integration in every course, not just teaching technology skills in isolation. Suggestions include requiring technology use for all coursework and giving preservice teachers hands-on experience with technology during fieldwork.
Horizontal communication is the flow of information among similar levels of an organization. It decreases misunderstanding between departments working on the same projects, facilitates teamwork, and increases job satisfaction. However, it can be difficult to maintain control and create conflicts between employees. It is more time consuming and can lack discipline.
There are three main channels of communication within an organization: downward, upward, and horizontal. Downward communication involves instructions from superiors to subordinates. Upward communication allows management to receive feedback from employees. Horizontal communication occurs between peers at the same level to coordinate tasks, solve problems, share information, and resolve conflicts. Informal communication channels like gossip and rumors are more likely in situations with poor downward communication or communication gaps. Upward communication is important to avoid consequences like management being unaware of workforce activities, lack of proper feedback, trouble areas going unnoticed, low employee participation, and difficulty controlling or enacting change.
This document summarizes a study that examined the impact of organizational communication on organizational commitment and job satisfaction among public employees in Namibia. The study reviewed relevant literature on organizational communication, organizational commitment, and job satisfaction. It then proposed and tested a research model and two hypotheses: 1) open organizational communication is positively associated with organizational commitment, and 2) there is a positive relationship between open organizational communication and job satisfaction. An empirical study was conducted among 100 public employees across 25 Namibian government ministries. Statistical analysis of the data found support for both hypotheses, with open organizational communication showing significant positive correlations with both organizational commitment and job satisfaction.
Organizational communication involves transmitting messages within an organization to create shared understanding. It can take various forms, including formal communication through official channels or informal communication through social networks. Effective organizational communication requires understanding communication processes, directions of information flow, levels within organizations, and the difference between internal and external communication. Key aspects of organizational communication include downward, upward, horizontal, and diagonal information flows, as well as formal and informal communication networks.
The document provides examples of upward and downward communication in organizations. Upward communication includes employee surveys, suggestion boxes, and systems for employees to propose ideas or voice complaints from employees to management. Downward communication carries messages from managers to subordinates through emails, meetings, policy manuals, notices, and newsletters. Social media could aid communication through using Facebook groups for departments, Twitter to update employees, and Skype for international communication and file sharing.
Com 480 Exceptional Education-snaptutorial.comrobertleses13
For more classes visit
www.snaptutorial.com
COM 480 Week 1 Individual Assignment Organizational Communication Analysis Part I Descriptive Framework Paper
COM 480 Week 2 Individual Assignment Organizational Communication Analysis Part II Interpersonal and Intercultural Paper
COM 480 Week 4 Individual Assignment Organizational Communication Analysis Part IV Public Relations, Public Affairs, and Media Paper
COM 480 Week 5 Individual Assignment Organizational
COM 480 Enhance teaching / snaptutorial.com donaldzs60
For more classes visit
www.snaptutorial.com
COM 480 Week 1 Individual Assignment Organizational Communication Analysis Part I Descriptive Framework Paper
Formal communication in an organization involves the sharing of official information through appropriate channels. There are different types of formal communication including downward communication from high to low levels of authority, upward communication from low to high levels, and horizontal communication between equal levels. Formal communication can be oral, written, or use visual aids and plays an important role in sharing information needed to coordinate activities across departments in an organized manner.
Effective PR Management: Evaluating PR Managers with Quinn's Competing Values Model analyzes the necessary management roles within PR departments using Quinn's model. It explores the professional demands of modern PR practitioners in agency, government, and non-profit sectors from internal and external communication perspectives. PR has both external functions like marketing/publicity and internal roles such as building employee relations. Agencies focus externally on clients but also communicate internally during crises. Government PR aims to provide information access between groups and foster understanding through two-way communication.
The Psychology of Successful Business Communications in Geographically Isolat...Healthcare consultant
It is our belief that teams and individuals are most effective when they are presented with a range of communications options and clear information on which will be most effective at any given time. Knowing the communications preferences of your team members, and being able to see their status or ‘presence’ in advance of making contact can have a significant positive impact on the effectiveness of team working and knowledge sharing. Simple and instant access to a range of rich communications options that brings together text, voice and video allows individuals and groups to benefit from much of the additional information that co-located teams take for granted – without the hassle-factor of booking specialist facilities.
Upward communication refers to the flow of information from lower levels to upper levels in an organizational hierarchy. It allows employees to express their requirements, ideas, and feelings to management. For managers, upward communication provides important information for decision-making and alerts them to potential issues or needed changes in the organization. When used effectively, it can improve employee engagement, coordination, and relations between managers and subordinates.
CA NOTES ON BUSINESS CORRESPONDENCE AND REPORTING
FREE AFFIDAVITS AND NOTICES FORMATS
FREE AGREEMENTS AND CONTRACTS FORMATS
FREE LLB LAW NOTES
FREE CA ICWA NOTES
FREE LLB LAW FIRST SEM NOTES
FREE LLB LAW SECOND SEM NOTES
FREE LLB LAW THIRD SEM NOTES
FREE LLB LAW FOURTH SEM NOTES
FREE LLB LAW FIFTH SEM NOTES
FREE LLB LAW SIXTH SEM NOTES
FREE CA ICWA FOUNDATION NOTES
FREE CA ICWA INTERMEDIATE NOTES
FREE CA ICWA FINAL NOTES
KANOON KE RAKHWALE INDIA
HIRE LAWYER ONLINE
LAW FIRMS IN DELHI
CA FIRM DELHI
VISIT : https://www.kanoonkerakhwale.com/
VISIT : https://hirelawyeronline.com/
An Investigation into Gaps in the Flow of Communication at Institutional Leve...ijtsrd
This study investigated the communication challenges between staff members and management within universities in Lesotho. These communication flow gaps are mainly caused by top to bottom mode of communication with management concentrating on channeling information down to subordinates leaving little room for subordinates to express themselves freely by initiating communication with management. This mode of communication has the negative effect of demoralizing staff causing high staff turnover in the institutions of higher learning and this is detrimental to the progress of the learner. The study gathered information through questionnaires and the data was presented and analyzed quantitatively through tables and graphs. The results reflect that the top to bottom communication model predominantly used by management in Lesotho is not effective in bringing the best out of university staff. Mukurunge | Takura Bhila "An Investigation into Gaps in the Flow of Communication at Institutional Level: Case of Universities in Lesotho" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-2 , February 2019, URL: https://www.ijtsrd.com/papers/ijtsrd21402.pdf
Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/other/21402/an-investigation-into-gaps-in-the-flow-of-communication-at-institutional-level-case-of-universities-in-lesotho/mukurunge
The document discusses organizational structure and communication channels within companies. It describes how organizational structure establishes hierarchies and assigns tasks, and how internal communication can be formal through meetings and memos, or informal through grapevine networks. It also outlines the advantages and disadvantages of formal communication, such as satisfying information needs but being time-consuming, and how informal communication helps fill gaps but can distort information.
Nature scope of business communication pptSalman Jailani
Business communication is any communication used to promote a business, share information within an organization, or make official statements. It is a systematic, two-way process that is contextual and aims to achieve organizational objectives through information sharing, feedback, control, problem-solving, influence, group building, and decision-making. Effective business communication is a social process that dispels misunderstandings and allows the sharing of thoughts and ideas to further organizational goals.
Dr. Kritsonis Honored by the Texas Chapter of the National Association of Mul...William Kritsonis
The document provides biographical information about Dr. William Allan Kritsonis. It summarizes that he is being honored for his distinguished service to multicultural research publishing. It details that he is a professor at Prairie View A&M University and has chaired 23 dissertation committees. It also outlines his extensive career accomplishments as an author, editor, publisher, and lecturer both in the US and internationally.
Before effective instruction can occur, the instructor must consider student readiness by evaluating their knowledge, skills, and abilities. The instructor should design assessments to measure student readiness and assign tasks based on ability. Learning objectives should be clearly defined and broken into smaller tasks. Evaluation and remediation should occur frequently to provide feedback and ensure students can perform tasks before moving on. Reducing student-teacher ratios and using reminders, unifiers, and team-based activities can also improve academic achievement.
The document lists recommended research sources on topics related to learning styles, school discipline, standards integration, and behavior management. The sources include books, articles, and websites published between 1956-2000 by organizations like the American Federation of Teachers and researchers such as William Allan Kritsonis and R. Dunn. The sources cover issues like learning styles, setting standards in schools, integrating curriculum standards, and performance instruction techniques.
Ch. 16 Vocabulary Development and Improvement - Dr. William Allan KritsonisWilliam Kritsonis
This document contains 24 lists that provide definitions for vocabulary words. Each list contains 10-15 words along with their meanings. The document is from a chapter on vocabulary development and improvement and is intended to help readers understand and learn new words. It covers a wide variety of terms and their definitions across many semantic fields. The copyright information is also provided at the end.
James Jurica and Lori Webb - Published National Refereed Article in NATIONAL ...William Kritsonis
This article examines a study that surveyed 96 school districts regarding the technology skills expected of new teachers. The study found that districts expect new teachers to seamlessly integrate technology into daily lessons as a supporting tool to enhance learning, rather than teaching technology as a separate subject. Universities can better prepare teachers by modeling technology integration in every course, not just teaching technology skills in isolation. Suggestions include requiring technology use for all coursework and giving preservice teachers hands-on experience with technology during fieldwork.
Branch Robert M National Agenda Minority Teacher Recruitment(4)William Kritsonis
PhD Students in Educational Leadership at Prairie View A&M University/Member of the Texas A&M University System
William Allan Kritsonis, PhD
Professor & Faculty Mentor,
PVAMU - The Texas A&M University System
The article discusses male sexual addiction, its signs and symptoms, and treatment options. Sexual addiction exhibits similar characteristics to drug and alcohol addictions, such as an inability to stop despite negative consequences. While not all enjoy frequent sex have an addiction, sex addicts spend excessive time engaging in sexual activities and using sex as an escape from problems. Treatment involves admitting the problem, controlling addictive behaviors, and developing a healthy approach to sexuality through counseling and sometimes medication. The American Psychiatric Association is researching whether to classify hypersexual disorder or other conditions as official diagnoses for sexual addiction.
Lumadue, rick the mobile classroom at cross purposes with higher education fo...William Kritsonis
NATIONAL FORUM JOURNALS
Founded 1982
NATIONAL FORUM JOURNALS are a group of national refereed, juried, peer-reviewed, blind-reviewed professional periodicals. Any article published shall earned five affirmative votes from members of our National Board of Invited Distinguished Jurors and must be recommended for national publication by members of the National Policy Board representing all National FORUM Journals. Journal issues are distributed both nationally and world-wide.
Our website features national refereed articles that are published daily within our National FORUM Journals Online Journal Division. Over 1,000 articles are available to scholars and practitioners world-wide. Over 250,000 guests visit our website yearly. About 56,000 articles are downloaded for academic purposes at no charge. We have about an 88% rejection rate. See: www.nationalforum.com
Founded in 1982, National FORUM Journals has published the scholarly contributions of over 5,200 professors with over 2,000 articles indexed. Our journals are indexed with many global agencies including Cabell’s Directories, ERIC, EBSCO, SWETS International, Library of Congress National Serials Data Program, and the Copyright Clearance Center, Danvers, Massachusetts.
Global Website: www.nationalforum.com
The document discusses several Supreme Court cases related to freedom of expression by teachers and students in schools. It summarizes key rulings such as Pickering v. Board of Education which established that teachers have a right to freedom of expression as citizens. It also discusses guidelines for determining when teacher or student speech is protected, such as ensuring it is relevant to the classroom topic. Expressions that materially disrupt class or violate others' rights may not be protected.
The document outlines 12 key steps for conducting sexual harassment investigations in schools and districts: 1) Develop and disseminate an effective anti-harassment policy, 2) Provide annual training, 3) Respond promptly to allegations, 4) Interview complainants, 5) Remain objective during investigations, 6) Interview witnesses named by complainants, 7) Interview accused individuals, 8) Interview witnesses named by accused, 9) Examine documentary evidence, 10) Re-interview complainants if needed, 11) Prepare an investigation report, 12) Implement recommendations such as disciplinary actions. The goal is to foster an environment where individuals feel comfortable reporting issues and to resolve complaints in a fair and thorough manner.
This document summarizes educator and student expression and association rights under the First Amendment. It discusses several important Supreme Court cases that established: 1) public school teachers have a right to free expression as citizens outside of school; 2) teacher in-school speech is protected if it addresses matters of public concern; and 3) students' freedom of expression is protected unless it causes substantial disruption to school activities. The document also reviews legal precedents around academic freedom, whistleblowing protections, and freedom of association for educators and students.
Lunenburg, fred c[1]. environmental hazards in america's schools focus v4 n1 ...William Kritsonis
The document discusses several environmental hazards that threaten schools including asbestos, radon gas, and lead. Asbestos removal from schools has cost billions but the health risks are still debated. Radon gas is the second leading cause of lung cancer and has been found at dangerous levels in over half of schools tested. Lead poisoning from water and paint is also a major public health issue, with 15-16% of children under 14 having blood lead levels high enough to impact academic performance. These environmental hazards pose threats to student and staff health and safety.
Court Case Example - Professor William Allan KritsonisWilliam Kritsonis
School Law - Practical Legal Issues - Educational Laws & Policies - Procedural Due Process - Employment Law - Labor Law - Professor William Allan Kritsonis
This document summarizes the legal principles around student religious expression in public schools. It outlines what religious expression is permissible, such as individual prayer and moments of silence, and what is not, such as school-sponsored or led prayer. It also discusses related issues like religious clubs, holidays, curriculum and teacher expression. The document aims to untangle legal myths and provide clarity on what activities and expressions are allowed according to court rulings regarding the separation of church and state in public schools.
This dissertation explores factors influencing high achievement in economically challenged minority schools. The purpose is to identify distinguishing characteristics of high performing schools compared to acceptable performing schools with similar demographics. Interviews and documents from 12 campuses in the Houston area are analyzed through the conceptual framework of Collins' "Good to Great" model. The study aims to determine practices that could accelerate improving access and quality of education for underserved students.
1) A school principal reported a teacher to Child Protective Services for allegedly hitting a student with a chair based on interviews with the student and others. The teacher sued the principal for defamation and conspiracy.
2) The court found that the principal was entitled to immunity for reports made in good faith to CPS about suspected child abuse. Affidavits from the principal and others supported that she believed the report was required based on the information provided.
3) The judgment was reversed and summary judgment granted for the principal, finding that she was entitled to immunity as her report to CPS was made in good faith.
Dr. William Allan Kritsonis, Students Rights, Student Freedom of Speech, Student Expression, Pickering and other cases, Censsorship of Student Publications, Due Process, Discrimination, Diversity, Multicultural Issues, Personnel Administration
Lunenburg, fred c, formal communication channels focus v4 n1 2010William Kritsonis
This document discusses formal communication channels in organizations, specifically focusing on schools, colleges, and universities. It describes the key directions of formal communication as downward (from higher to lower levels), upward (from lower to higher levels), and horizontal (between departments/divisions). Downward communication transmits directives, instructions, and information. Upward communication provides feedback from staff. Horizontal communication facilitates coordination across an organization. The organizational structure influences these communication patterns. Effective communication requires addressing barriers in all directions.
Lunenburg, fred c, communication schooling v1 n1 2010William Kritsonis
This article discusses communication in schools. It defines communication as transmitting information from one person to another to create common understanding. The communication process involves a sender encoding a message, sending it through a medium, the receiver decoding it, and providing feedback. Barriers to communication include process issues, physical distractions, semantic differences, and psychosocial factors. The article provides suggestions for administrators to improve communication effectiveness, such as clarifying ideas before communicating, examining the purpose, considering the context, consulting others, and being mindful of tone.
Barriers to effective communication.pdfRishavPipalwa
The document discusses communication in schools and discusses the communication process, barriers to effective communication, and ways to improve communication. It defines communication as transmitting information from one person to another to create common understanding. The communication process involves a sender encoding a message, sending it through a medium, the receiver decoding the message, and feedback. Barriers include issues at any point in the process, physical barriers like distance, and semantic barriers when words mean different things to different people. School administrators can improve communication by understanding this process and addressing potential barriers.
This document discusses organizational communication. It begins by defining communication and explaining that communication is the process of transmitting information from one person to another. It then discusses the objectives, importance, and forms of communication within organizations. Specifically, it explains that communication allows organizations to achieve goals, coordinate actions, make decisions, and express emotions. The document also summarizes the communication process, types of communication (written, oral, nonverbal), and forms of organizational communication (vertical, informal). Finally, it discusses gateways and barriers to effective communication like noise, timing, channels, information, and structure.
This document provides an introduction to communication, including definitions, models, and the communication process. It discusses:
- Definitions of communication from various scholars that emphasize it as a process of exchanging information and understanding between parties.
- Two classic models of communication - Shannon's model which outlines the basic components of communication, and the intermediary model which highlights the role of intermediaries.
- The communication process involving a sender, message, channel, receiver, potential noise, and feedback between parties to ensure understanding.
Effective communication is outlined as important for organizations to function properly by establishing information flows both vertically and horizontally between internal and external stakeholders.
The document discusses organizational communication. It defines organizational communication as the process through which organizations are created and shape events. It notes that organizational communication functions to ensure cooperation, exchange meanings among members, and bind elements of an organization together. The document also discusses how misunderstandings in communication can have deadly consequences, and that poor communication is a major source of conflicts. It explains that communication is essential for any group's effectiveness, and defines communication as the transfer and understanding of meaning between individuals.
The document describes different types and methods of communication. There are three main types of communication classified by method: written, oral, and nonverbal. Written communication involves symbols and can include letters, emails, reports etc. Oral communication uses spoken words like conversations and presentations. Nonverbal communication conveys messages through actions, gestures, facial expressions without words. Communication is also classified by flow of information as upward, downward, horizontal, and vertical depending on direction. Additionally, communication differs in terms of audience as internal within an organization or external to outside groups. Various written communication methods are also outlined such as memos, job descriptions, and complaint boxes.
This document provides an overview of organizational communication. It defines communication and discusses its key functions in organizations. It describes the communication process and different types of communication channels. It also examines downward, upward, and horizontal communication and discusses improving communication effectiveness. The document outlines factors that influence communication media choice and barriers to effective communication. It concludes by examining current issues in organizational communication.
This document discusses communication in organizations. It begins by outlining learning objectives related to formal organizations, vertical and horizontal communication, communication systems and networks, informal communications, barriers to communication, and group dynamics. It then provides examples of organizational charts, types of internal and external communication, and directional flows of communication. Key points covered include formal and informal communication networks, stages of group development, and the importance of effective communication for organizational functioning.
https://www.ijmst.com/
IJMST Volume 1 Issue 4, Manuscript 3
Communication is critical for organizational performance. It transfers and conveys
information and ideas. Poor, lack of or limited communication has led to failure in achieving
purposes. Management and employees spend most of their time communicating. The purpose
of this study was to examine the role of communication policies in enhancing Kenyan public
universities performance. The objective was to examine the role of communication policies in
enhancing Kenyan public universities performance; a case of Masinde Muliro University of
Science and Technology (MMUST). It is hoped the findings and recommendations would
enlighten stakeholders to seriously consider communication policies for excellent
performance. The study population comprised of members of teaching, non-teaching staff
and student leaders.. The population stratified and randomly sampled to select 100
respondents. Questionnaires, interviews and content analysis were used for data collection.
Reliability was accepted at above 0.7. Validity was established through careful preparation
of items in instruments based on study objectives and by experts from the school of Human
Resource Development checking content validity. The data was analyzed and interpreted
using descriptive statistics and presented in pie charts and tables. Inferential statistics
involving one-way ANOVA, regression analysis and Chi Square test were used to establish
the significance and associations of the study variables. Findings shown that communication
policies have a direct and positive association on performance. It was recommended that
MMUST amend communication policies on a continuous basis as the need arises.
Haley DiscussionI previously worked within a private UniversityJeanmarieColbert3
Haley Discussion:
I previously worked within a private University system that holds several locations throughout the country. The school holds a reputation of social progress via education; additionally, its mission is closely aligned with environmental justice. While the specializations vary by campus, the most highly enrolled programs were those pertaining to ecology, sustainability, and environmental studies. The University’s mission is to, “provide learner-centered education to empower students with the knowledge and skills to lead meaningful lives and to advance social, economic, and environmental justice.” Unfortunately, like many institutions of higher education, the University was struggling to remain financially solvent. Over a 10 year period, the school’s flagship location in the Midwest, which almost exclusively offered masters-level programs in education, saw nearly a 70% enrollment decline after their state changed requirements for educators within their state.
In an attempt to expand on program offers and ultimately increase enrollment, the University was researching industries expected to see growth, and program offerings that would create pathways to those industries. After months of research, the president of the University held a town hall to share out the task force’s findings, as well as next-steps in imagining new programs. Of primary interest to the taskforce was the prospect of creating a commercial trucking school, wherein truckers could earn commercial licenses, credentials, and college credits. Upon hearing the news, staff and faculty were irate; they were disgusted that administrators would even consider such an option, when freight shipping and trucking have sizable negative impacts on the environment. Many argued that creating commercial trucking programs would be in direct opposition to the institutional mission, vision, and values.
In comparing this communication to Vaughn’s article, it seems as though University leadership demonstrated ineffective communication processes and stakeholders had lacking trust. While the institution was financially struggling, many saw this plan as a prioritization of money over educational imperatives. As shared by Vaughn, “It’s always best policy to start with the truth and then you don’t have to worry about covering a lie.” (2012, p. 5). While the executive team didn’t outright lie to stakeholders, many saw the initiative as being disingenuous to institutional values. The communication was overall ineffective because leadership failed to consider stakeholder opinions and weren’t successful in drafting a plan that aligned with the institutional mission. Because the communication approach was top-down, it failed to consider or integrate the opinions of staff or faculty. Had executive leadership have invited the perspectives of stakeholders earlier in the process, they may have saved time and the emotional energy of employees.
I ended up leaving the institution shortly after th ...
BBA 2026, Organizational Communication 1 Course Learn.docxarnit1
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
2. Apply elements of the organizational communication process to enhance organizational
communication events.
2.1 Identify the categories of communication competencies.
2.2 Classify elements of the organizational communication process.
2.3 Categorize factors that define the communications eras.
4. Formulate effective strategies in overcoming real or perceived communication barriers within an
organization.
4.1 Discuss the effect that shared meaning has on organizational communication interactions.
6. Interpret nonverbal communication practices within an organization.
6.1 Identify the role of nonverbal communication as it relates to creating shared meaning
between speak and receiver.
Reading Assignment
Chapter 1:
Organizational Communication: A Competency-Based Approach
Click here to access the Chapter 1 Presentation.
Click here to access a PDF version of the Chapter 1 Presentation.
In order to access the resources below, you must first log into the myCSU Student Portal and access the
Business Source Complete database within the CSU Online Library.
Emanoil, M., Ramona, T., & Lucia, F. (2013). Efficient organizational communication - A key to success.
Studies in Business & Economics, 8(2), 74-78.
Gentry, W. A., & Kuhnert, K. W. (2007). Sending signals: Nonverbal communication can speak volumes.
Leadership in Action, 27(5), 3-7
Lucas, E. (2009). Check the label. Professional Manager, 18(6), 22-25.
Tracy, B. (2014). Getting your ideas across. Supervision, 75(5), 14-16.
Unit Lesson
“No man is an island unto himself” is a saying that holds true in the study of organizational communication.
Think about the organizations in which people operate—businesses, civic groups, military, professional clubs,
religious organizations, and family units. No matter a person’s role, there will be a need to connect with others
to accomplish certain tasks and goals. In this unit, a foundation for understanding organizational
communication is laid by introducing the communication process and fundamental concepts that will be built
on throughout the course.
UNIT I STUDY GUIDE
Building a Solid Foundation for
Organizational Communication
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter1_Presentation.ppsx
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter1_Presentation.pdf
BBA 2026, Organizational Communication 2
UNIT x STUDY GUIDE
Title
Organizational Communication
Creating shared meaning is a result of effectively communicating with others (Shockley-Zalabak, 2015).
Organizational communication can be understood as the interactions required in directing a group toward a
common goal (Eisenberg, Goodall, & Trethewey, 2014). Those who can connect with others to creat ...
Blackbourn,two unique organizational communication systems blackbourn-done focusWilliam Kritsonis
Two unique organizational communication systems are described that were designed to facilitate feedback and continuous improvement. The "Who has the Dean's Ear?" suggestion box at a university's School of Education received an average of 60 submissions per month over four years. The "Express to the Top" program at a local business encouraged employee feedback and suggestions to improve communication and performance. Both systems provided a simple, novel way for internal and external stakeholders to give input and received a personal response, which helped generate ongoing participation. The article recommends such feedback systems as models for enhancing organizational communication and service.
Similar to Dr. Fred C. Lunenburg - formal communication channels focus v4 n1 2010 (20)
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Dr. Fred C. Lunenburg - formal communication channels focus v4 n1 2010
1. FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS
VOLUME 4, NUMBER1, 2010
1
Formal Communication Channels:
Upward, Downward, Horizontal, and External
Fred C. Lunenburg
Sam Houston State University
________________________________________________________________________
ABSTRACT
An organization’s structure influences the communication patterns within the
organization. The structure of an organization should provide for communication in
three distinct directions: downward, upward, and horizontal. These three directions
establish the framework within which communication in an organization takes
place. Examining each one will enable us to better appreciate the barriers to
effective organizational communication and the means to overcome these barriers.
________________________________________________________________________
Assume that you are an administrator of a school organization (public school,
community college, university). Think of the broad range of messages that are
communicated to you in the course of a workday. For example, your supervisor may ask
you to complete an important state report; another administrator may hand you a memo
regarding the status of a new program recently implemented; you may read an e-mail
message from a colleague regarding the winner of the office NCAA basketball bracket
pool; and your secretary may tell you a funny story. From these examples, it is easy to
distinguish between two basic types of communication that occur in school organizations:
formal communication – the exchange of messages regarding the official work of the
organization, and informal communication – the exchange of unofficial messages that are
unrelated to the organization’s formal activities. In this article, I will focus on formal
communication.
Organizational Structure Influences Communication
Although the basic process of communication is similar in many different
contexts, one unique feature of organizations has a profound impact on the
communication process – namely, its structure (Greenberg & Baron, 2011).
Organizations often are structured in ways that dictate the communication patterns that
exist. Given this phenomenon, we may ask: How is the communication process affected
by the structure of an organization?
2. FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS
2_____________________________________________________________________________________
The term organizational structure refers to the formally prescribed pattern of
relationships existing between various units of an organization (Ivancevich, Konopaske,
& Matteson, 2011). An organization’s structure typically is described using a diagram,
known as an organizational chart. Such diagrams provide graphic representations of the
formal pattern of communication in an organization. An organization chart may be
likened to an X-ray showing the organization’s skeleton, an outline of the planned,
formal connections between individuals in various departments or units (Argyris, 2011).
An organizational chart consists of various boxes and the lines connecting them.
The lines connecting the boxes in the organizational chart are lines of authority showing
who must answer to whom – that is, reporting relationships. Each person is responsible
to (or answers to) the person at the next higher level to which he or she is connected. At
the same time, people are also responsible for (or give orders to) those who are
immediately below them. The boxes and lines form a blueprint of an organization
showing not only what people have to do (jobs performed including appropriate job
titles), but with whom they have to communicate for the organization to operate properly
(Jones, 2011).
Directions of Communication
The structure of an organization should provide for communication in three
distinct directions: downward, upward, and horizontal (Lunenburg & Ornstein, 2008).
These three directions establish the framework within which communication in an
organization takes place. These communication flows are depicted in Figure 1.
Examining each one briefly will enable us to better appreciate the barriers to effective
organizational communication and the means to overcome them.
Figure 1. Downward, upward, and horizontal communication.
Downward
Communica
tion
Horizontal Communication
Upward
Communica
tion
3. FRED C. LUNENBURG
_____________________________________________________________________________________3
Downward Communication
Traditional views of the communication process in school organizations have
been dominated by downward communication flows. Such flows transmit information
from higher to lower levels of the school organization. School leaders, from central office
administrators to building-level administrators, communicate downward to group
members through speeches, messages in school bulletins, school board policy manuals,
and school procedure handbooks.
Canary (2011) has identified five general purposes of downward communication:
1. Implementation of goals, strategies, and objectives. Communicating new
strategies and goals provides information about specific targets and expected behaviors. It
gives direction for lower levels of the school/school district, community college, or
university. For example: "The new reform mandate is for real. We must improve the
quality of student learning if we are to succeed."
2. Job instructions and rationale. These are directives on how to do a specific task
and how the job relates to other activities of the school organization. Schools, community
colleges, or universities need to coordinate individual and departmental objectives with
organization-wide goals. We often fail to provide enough of this kind of information,
leaving it to the individual staff member to get the big picture.
3. Procedures and practices. These are messages defining the school organization's
policies, rules, regulations, benefits, and structural arrangements in order to get some
degree of uniformity in organization practices. In school organizations, this information
is transmitted to staff members through board and organization-wide policy manuals,
handbooks, and the day-to-day operation of the school organization.
4. Performance feedback. Departmental progress reports, individual performance
appraisals, and other means are used to tell departments or individuals how well they are
doing with respect to performance standards and goals. For example: "Mary, your work
on the computer terminal has greatly improved the efficiency of our department."
5. Socialization. Every school organization tries to motivate staff members to adopt
the institution's mission and cultural values and to participate in special ceremonies, such
as picnics and United Way campaigns. It is an attempt to get a commitment, a sense of
belonging, and a unity of direction among staff members (Lunenburg & Ornstein, 2008).
For example: "The school thinks of its employees as family and would like to invite
everyone to attend the annual picnic and fair on May 30."
The downward flow of communication provides a channel for directives,
instructions, and information to organizational members. However, much information
gets lost as it is passed from one person to another. Moreover, the message can be
distorted if it travels a great distance from its sender to the ultimate receiver down
through the formal school organization hierarchy (Tourish, 2010).
Upward Communication
The behaviorists have emphasized the establishment of upward communication
flows. In a school organization, this refers to communication that travel from staff
4. FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS
4_____________________________________________________________________________________
member to leader. This is necessary not only to determine if staff members have
understood information sent downward but also to meet the ego needs of staff. Five types
of information communicated upward in a school organization are as follows (Canary,
2011).
1. Problems and exceptions. These messages describe serious problems and
exceptions to routine performance in order to make the leader aware of difficulties.
2. Suggestions for improvement. These messages are ideas for improving task-
related procedures to increase the quality or efficiency of organization members.
3. Performance reports. These messages include periodic reports that inform the
leader how individual organization members and departments are performing.
4. Grievances and disputes. These messages are employee complaints and conflicts
that travel up the school organization hierarchy for a hearing and possible resolution. If
the grievance procedure is backed up by the presence of a collective bargaining
agreement, organization members are even more encouraged to express true feelings.
5. Financial and accounting information. These messages pertain to costs,
accounts receivable, interest on investments, tax levies, and other matters of interest to
the board, central administration, and building-level administrators.
Ideally, the organizational structure should provide for both upward and
downward communication flows. Communication should travel in both directions
through the formal school organization hierarchy. Unfortunately, communication from
the bottom does not flow as freely as communication from the top. Some barriers to
effective upward communication in a school are as follows (Cheney, 2011).
1. Administrators fail to respond when staff members bring up information or
problems. Failure to respond will ultimately result in no communication.
2. Administrators tend to be defensive about less-than-perfect actions. When staff
members see this defensiveness, information will be withheld.
3. The administrator's attitude plays a critical role in the upward communication
flow. If the administrator is really concerned and really listens, then upward
communication improves.
4. Physical barriers can also inhibit upward communication flow. Separating an
administrator from her staff members creates common problems.
5. Time lags between the communication and the action can inhibit upward
communication. If it takes months for the various levels of administration to approve a
staff member's suggestion, upward communication is hindered.
The following are some methods of improving the effectiveness of upward
communication in a school organization (Keyton, 2011):
1. The open-door policy. Taken literally, this means that the administrator's door is
always open to staff members. It is an invitation for staff to come in and talk about any
problem they may have. In practice, the open-door policy is seldom used. The
administrator may say: "My door is always open," but in many cases both the staff
5. FRED C. LUNENBURG
_____________________________________________________________________________________5
member and the administrator know the door is really closed. Typically, this does not
occur in a learning organization (Reason, 2010; Senge, 2006).
2. Counseling, attitude questionnaires, and exit interviews. The leader can greatly
facilitate upward communication by conducting nondirective, confidential counseling
sessions; periodically administering attitude surveys; and holding exit interviews for
those who leave the organization. Much valuable information can be gained from these
forms of communication.
3. Participative techniques. Group decision making can generate a great deal of
upward communication. This may be accomplished by the use of union-management
committees, quality circles, suggestion boxes, site-based councils, and the like.
4. The ombudsperson. The use of an ombudsperson has been utilized primarily in
Europe and Canada to provide an outlet for persons who have been treated unfairly or in
a depersonalized manner by large, bureaucratic government (Hyson, 2010; International
Ombudsman Institute, 2009; Kucsko-Stadlmayer, 2009). More recently, it has gained
popularity in American state governments, the military, universities, and some business
firms. Xerox Corporation inaugurated the position in 1972, and General Electric followed
shortly thereafter (Malik, 2010). If developed and maintained properly, it may work
where the open-door policy has failed.
5. The union contract. A prime objective of the union is to convey to administration
the feelings and demands of various employee groups. Collective bargaining sessions
constitute a legal channel of communication for any aspect of employer-employee
relations. A typical provision of every union contract is the grievance procedure. It is a
mechanism for appeal beyond the authority of the immediate supervisor.
6. The grapevine. Although leaders may be reluctant to use the grapevine, they
should always listen to it. The grapevine is a natural phenomenon that serves as a means
of emotional release for staff members and provides the administrator with significant
information concerning the attitudes and feelings of staff members.
In short, the upward flow of communication in a school organization is intended
to provide channels for the feedback of information up the school hierarchy. Some
deterrents may prevent a good return flow, but there are ways to promote more effective
administrator-staff communications.
Horizontal Communication
Upward and downward communication flows generally follow the formal
hierarchy within the school organization. However, greater size and complexity of
organizations increase the need for communication laterally or diagonally across the lines
of the formal chain of command. This is referred to as horizontal communication. These
communications are informational too, but in a different way than downward and upward
communication. Here information is basically for coordination — to tie together activities
within or across departments on a single school campus or within divisions in a school-
wide organizational system. Horizontal communication falls into one of three categories
(Canary, 2011):
6. FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS
6_____________________________________________________________________________________
1. Intradepartmental problem solving. These messages take place between
members of the same department in a school or division in a school-wide organizational
system and concern task accomplishment.
2. Interdepartmental coordination. Interdepartmental messages facilitate the
accomplishment of joint projects or tasks in a school or divisions in a school-wide
organizational system.
3. Staff advice to line departments. These messages often go from specialists in
academic areas, finance, or computer service to campus-level administrators seeking help
in these areas.
In brief, horizontal communication flows exist to enhance coordination. This
horizontal channel permits a lateral or diagonal flow of messages, enabling units to work
with other units without having to follow rigidly up and down channels. Many school
organizations build in horizontal communications in the form of task forces, committees,
liaison personnel, or matrix structures to facilitate coordination.
External communication flows between employees inside the organization and
with a variety of stakeholders outside the organization. External stakeholders include
other administrators external to the organization, parents, government officials,
community residents, and so forth. Many organizations create formal departments, such
as a public relations office, to coordinate their external communications.
Conclusion
Organizational structure influences communication patterns within an
organization. Communications flow in three directions—downward, upward, and
horizontally. Downward communication consists of policies, rules, and procedures that
flow from top administration to lower levels. Upward communication consists of the flow
of performance reports, grievances, and other information from lower to higher levels.
Horizontal communication is essentially coordinative and occurs between departments or
divisions on the same level. External communication flows between employees inside the
organization and a variety of stakeholders outside the organization.
References
Argyris, C. (2011). Organizational traps: Leadership, culture, organizational design.
New York, NY: Oxford University Press.
Canary, H. (2011). Communication and organizational knowledge: Contemporary issues
for theory and practice. Florence, KY: Taylor & Francis.
Cheney, G. (2011). Organizational communication in an age of globalization: Issues,
reflections, practice. Long Grove, IL: Waveland Press.
Greenberg, J., & Baron, R. A. (2010). Behavior in organizations (10th ed.). Upper Saddle
River, NJ: Pearson/Prentice Hall.
7. FRED C. LUNENBURG
_____________________________________________________________________________________7
Hyson, S. (2011). Provincial and territorial ombudsman offices in Canada. Toronto,
Ontario: University of Toronto Press.
International Ombudsman Institute. (2009). The international ombudsman yearbook.
Boston, MA: Brill Academic Publishers.
Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2011). Organizational behavior
and management. New York, NY: McGraw-Hill.
Jones, G. R. (2011). Essentials of contemporary management. New York, NY: McGraw-
Hill.
Keyton, J. (2011). Communication and organizational culture: A key to understanding
work experiences. Thousand Oaks, CA: Sage.
Kucsko-Stadlmayer, G. (2009). European ombudsman-institutions: A comparative legal
analysis regarding the multifaceted realization of an idea. New York, NY:
Springer.
Lunenburg, F. C., & Ornstein, A. O. (2008). Educational administration: Concepts and
practices. Belmont, CA: Wadsworth/Cengage.
Malik, M. S. (2010). A comprehensive analysis of the law of the ombudsman. New York,
NY: Aberdeen University Press.
Reason, C. (2010). Leading a learning organization: The science of working with groups.
Bloomington, IN: Solution Tree.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning
organization (rev. ed.). New York, NY: Currency/Doubleday.
Tourish, D. (2010). Auditing organizational communication: A handbook of research,
theory, and practice. New York, NY: Routledge.