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Organizational Communication (Key Distinctions)
- 1. IV. Key Distinctionswith respect to Organizational Communication
- 2. I. Vertical Communication Definition Types Upward Communication Downward Communication Merits and Demerits Upward vs. Downward Communication Limitations of Upward and Downward Communication II. Horizontal Communication Definition Direction, Purpose, & Speed Merits and Demerits Limitations III. Diagonal Communication Definition Direction, Purpose, & Speed Merits and Demerits Limitations C. DIRECTIONS OF COMMUNICATION
- 3. D. INTERNAL VERSUSEXTERNAL COMMUNICATION I. Internal Communication Definition Importance Study: Outcome of Communication Effectiveness Study: Top 4 Most Effective Internal Communication Programs II. External Communication Definition Importance III. Comparison between Internal and External Communication IV. Illustration of Internal and External Communication
- 4. COMMUNICATION ON THEBASIS OF DIRECTION Communication is multidimensional or multidirectional. There are various directions in which it flows. Within the organization, communication may flow inter scalar or intra scalar, upward or downward. Let's understand these directions : a) Vertical b) Horizontal or lateral c) Diagonal or crosswise
- 5. VERTICAL COMMUNICATION Vertical communicationoccurs between hierarchically positioned persons and can involve both downward and upward communication flows. It may use both written and oral such as: Instructions Letters Memoranda Bulletin Boards Meetings In-house Journal Definition:
- 6. VERTICAL COMMUNICATION UpwardCommunication Two (2) Types of Vertical Communication: Downward Communication
- 7. UPWARD COMMUNICATION A channelof communication pushes information upwards. It starts from the people at the lowest level of an organization and reaches the top. Definition:
- 8. DOWNWARD COMMUNICATION A communicationthat flows from a higher level in an organization to a lower level is a downward communication. In other words, communication from superiors to subordinates in a chain of command is a downward communication. Definition: Manager Supervisor Staff
- 9. Item Upward CommunicationDownward Communication Direction Flows from bottom to higher level Flows from higher to bottom level Speed Slow Fast; empowered by authority Purpose Provide feedback and give suggestions To give orders for implementation Nature Informative and that of an appeal Authoritative and Directive Examples reports, suggestions, grievances, etc. orders, handbooks, notices, etc. COMPARISON: UPWARD VS. DOWNWARD COMMUNICATION
- 10. UPWARD COMMUNICATION DOWNWARDCOMMUNICATION 1. Employees are reluctant to initiate upward communication as they - feel it may reflect their efficiency. - fear of disapproval from superiors. 2. Upward documentation is prone to distortion. Unpleasant information is distorted more. 3. Workers may ignore immediate superiors and approach higher management. Immediate superiors may feel: - bypassed. - become suspicious of intentions. 1. 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 LIMITATIONS OF UPWARD AND DOWNWARD COMMUNICATION
- 11. LOST IN TRANSMISSIONOF INFORMATION (DOWNWARD COMMUNICATION) 2002-2004 Monirba, Ashutosh Singh, Allahabad, India
- 12. When communication takesplace between two or more persons who are subordinates working under the same person, or those who are working at the same level, it is called lateral or horizontal communication. Communication transferred through lateral means includes: interdepartmental reports requests suggestions informal communication among peers at the same level HORIZONTAL COMMUNICATION Definition: Production ManagerMarketing Manager
- 13. HORIZONTAL COMMUNICATION Direction: The communicationflows like a straight line. Purpose: Maintain coordination and review of activities assigned to various parts of an organization. Decrease misunderstanding and develops informal relationships. Speed: Fast.
- 14. HORIZONTAL COMMUNICATION Merits Demerits Promotesbetter understanding and facilitates cooperation Reluctance in initiating communication Helpful for resolving inter-related problems Personal conflict and rivalry Enables exchange of information without referring all matters to higher authorities May delay implementation of project Better implementation of decision May tend to not following the rules Merits and Demerits:
- 15. HORIZONTAL COMMUNICATION Limitations: 1. Lateralcommunication may give birth to gossip. It can be used for rumor on-going and spreading false information. 2. Good ideas may get suppressed because such communication often comes without authority or sanction for implementation. 3. Lateral communication can be effective only if there is proper coordination. 4. Subordinates making commitments / passing information beyond their authority. 5. Harmful if subordinates do not inform superiors of interdepartmental activities.
- 16. Diagonal or crosswisecommunication includes flow of information among persons at different levels who have no direct reporting relationships. Methods are: informal meetings project organization meetings bulletin boards DIAGONAL COMMUNICATION Definition: Production ManagerMarketing Manager Production SupervisorMarketing Supervisor
- 17. DIAGONAL COMMUNICATION Direction: It cutsacross different functions and level in an organization. Purpose: Use to speed information flow to improve understanding. Make effective efforts for achieving organizational goals. Speed: Fast.
- 18. DIAGONAL COMMUNICATION Merits andDemerits: Merits Demerits Helps to speed up flow of communication Reluctance in initiating communication Creates confusion and conflict and violates the principle of chain of command
- 19. DIAGONAL COMMUNICATION Limitations: 1. Thereis a fear of encroachment in diagonal communication. The superiors may feel bad when their subordinates are given importance, and may even end up feeling bypassed. 2. The superiors may resist suggestions just because these have come from subordinates. This comes out of a subconscious feeling of not having been part of the consultation process. 3. Diagonal communication can lead to a network that is extremely complex. An absence of accepted procedures may lead to internal chaos. The fallout can then be external displeasure.
- 20. President Administration Manager Admin Staff Manufacturing Manager Support Manager Support Staff UpwardCommunication DownwardCommunication HorizontalCommunication Information Instructions & Directives Efforts at Coordination Efforst at Coordination; Information ILLUSTRATION OF DIRECTION OF COMMUNICATION
- 21. INTERNAL COMMUNICATION Definition ofInternal Communication: A process of exchanging information among the people of different level or internal participants within the organization. It can take many forms, such as: face‐to-face casual conversations formal meetings phone calls e-mails memoranda internal wikis
- 22. INTERNAL COMMUNICATION Definition ofInternal Communication: Broadly speaking, internal communication represents the communication and the interactions among the members of an organization. It targets the internal members of an organization, including the superiors, the collaborators and the subordinates. It is viewed as an essential process, based on which the staff exchanges information, establishes relationships, forms a system of values, creates an organizational culture, harmonizes the activities, collaborates for the achievement of goals and develops formal and informal networks (Berger, 2009).
- 23. Importance: Achieve theorganizational goals, co-ordination among the activities of various departments INTERNAL COMMUNICATION Effective control over all matters. Motivate the employees of an organization Run the business effectively and efficiently a manager must have the proper knowledge regarding the resources of the organization. Ensure the smooth operation of routine activities of an organization. Smooth functioning of an organization and for higher productivity there must be mutual trust between management and employees. Participation of the employees in the decision making process not only increase the quality of decision but also ensure the better implementation of decision.
- 24. INTERNAL COMMUNICATION FEIEA’s(the Federation of Business Communicator Associations in Europe) recently announced headline results of its latest survey among nearly 5,000 practicing workplace communicators highlights the above findings of internal communications being a key success factor for 79% of organizations.
- 25. Definition of ExternalCommunication: An informal exchange of information and messages between an organization and other organizations, groups or individuals outside its formal structure. It is very important corporate communication element. It is crucial for creating brand image and identity. It aims at building connections with customers, stakeholders (Stuart et al., 2007), with institutions, (government) agencies, administrative offices or other organizations (Juris, 2004). EXTERNAL COMMUNICATION
- 26. Importance: EXTERNAL COMMUNICATION Continuationand good relationship with customers. New transaction with prospective customers. Put your business in good standing among the general business community. There might be partnership opportunities that can stretch your communication efforts and resources. It can further some of your other communication goals by increasing awareness among media and customers.
- 27. COMPARISON (INTERNAL VS.EXTERNAL) Basis Internal Communication External Communication 1. Purpose Main purpose is to exchange information of various departments and divisions of the organization. It is done mainly for maintaining relationship with external parties. 2. Types Vertical, Horizontal, and Diagonal Communication No such classification 3. Frequency It occurs frequently in performing organizational activities. It occurs less frequently than internal communication. 4. Distance No significant distance between sender and receiver. Significant distance exists between sender and receiver. 5. Coverage Its coverage is limited within the organization. It coverage is broad with external bodies.
- 28. ILLUSTRATION (INTERNAL ANDEXTERNAL) Horrigan (2010) Corporate Brand communication flow Internal Communication External Communication
- 29. INTERNAL COMMUNICATION How TopBusiness Communicators Measure the Return on Investment (ROI) of Organization’s Internal Communication Efforts by Juan Meng (University of Dayton) and Bruce Berger (University of Alabama)
- 30. INTERNAL COMMUNICATION How TopBusiness Communicators Measure the Return on Investment (ROI) of Organization’s Internal Communication Efforts by Juan Meng (University of Dayton) and Bruce Berger (University of Alabama) Increased awareness or understanding Effect on employee engagement Improved job performance Employee behavior change Effect on business performance 59.50% 62.20% 45.90% 40.50% 10.80% 91.50% 83.10% 66.10% 61% 55.90% Outcome of Communication Effectiveness Low-Effectiveness Organizations High-Effectiveness Organizations
- 31. INTERNAL COMMUNICATION How TopBusiness Communicators Measure the Return on Investment (ROI) of Organization’s Internal Communication Efforts by Juan Meng (University of Dayton) and Bruce Berger (University of Alabama) explaining and promoting new programs and policies educating employees on organizational culture and values providing information on organizational performance and financial objectives helping employees understand the business 32.90% 88.00% 29.30% 22.00% 97.60% 29.60% 85.70% 94.00% Top 4 Most Effective Internal Communication Programs Low-Effectiveness Organizations High-Effectiveness Organizations
- 32. http://www.authorstream.com/Presentation/monirba48-1614979-iii- organizational-communication/ REFERENCES: http://thebusinesscommunication.com/advantages-of-internal-communication/ http://smallbusiness.chron.com/importance-external-business-communication- 19304.html http://www.businesscommunicationarticles.com/lateral-horizontal-communication- definition/ http://thebusinesscommunication.com/importance-of-horizontal- communication/ Organizational Internal Communicationas a means of Improving Efficiency, Eva Tariszka-Semegine, PhD, Hungary
- 33.
Editor's Notes
- #6 A wealth of evidence shows that increasing the power of immediate supervisors increases both satisfaction and performance among employees. This was first discovered by Donald Pelz (1952) and is commonly referred to as the Pelz effect.
- #10 > Upward communication leads to a more committed and loyal workforce in an organization because the employees are given a chance to raise and speak dissatisfaction issues to the higher levels. The managers get to know about the employees feelings towards their jobs, peers, supervisor and organization in general. Managers can thus accordingly take actions for improving things. > Larkin and Larkin (1994) suggest that downward communication is most effective if top managers communicate directly with immediate supervisors and immediate supervisors communicate with their staff. According to Morgan and Shieman’s (1983) research in which 30,000 employee were asked, the majority of the employees felt that productivity was not better because of downward communication. The level of satisfaction got lower as we went down the organizational hierarchy. In addition, McCelland (1988) found a number of employee-based reasons why upward communication tends to be poor, including: - Fear of reprisal – people are afraid to speak their minds - Filters – employees feel their ideas/concerns are modified as they get transmitted upward - Time – managers give the impression that they don’t have the time to listen to employees
- #11 Communication from superiors to subordinates in a chain of command is a downward communication. This communication flow is used by the managers to transmit work-related information to the employees at lower levels.
- #13 The main use of this dimension of communication is to maintain coordination and review activities assigned to various subordinates.
- #14 The main use of this dimension of communication is to maintain coordination and review activities assigned to various subordinates.
- #17 Diagonal communication is used to speed up the flow of information. Example: An accounts clerk sends out a request to all company employees for updated information about the number of exemptions they claim on their tax forms. Staff specialists use cross-channel communication frequently because their responsibilities typically involve many departments within the organization. Because they lack line authority to direct those with whom they communicate, they must often rely on their persuasive skills, as, for instance, when the human resources department encourages employees to complete a job-satisfaction questionnaire.
- #19 Diagonal communication is used to speed up the flow of information. Example: An accounts clerk sends out a request to all company employees for updated information about the number of exemptions they claim on their tax forms. Staff specialists use cross-channel communication frequently because their responsibilities typically involve many departments within the organization. Because they lack line authority to direct those with whom they communicate, they must often rely on their persuasive skills, as, for instance, when the human resources department encourages employees to complete a job-satisfaction questionnaire.
- #22 FEIEA’s (the Federation of Business Communicator Associations in Europe) recently announced headline results of its latest survey among nearly 5,000 practicing workplace communicators highlights the above findings of internal communications being a key success factor for 79% of organizations.
- #23 FEIEA’s (the Federation of Business Communicator Associations in Europe) recently announced headline results of its latest survey among nearly 5,000 practicing workplace communicators highlights the above findings of internal communications being a key success factor for 79% of organizations.
- #24 FEIEA’s (the Federation of Business Communicator Associations in Europe) recently announced headline results of its latest survey among nearly 5,000 practicing workplace communicators highlights the above findings of internal communications being a key success factor for 79% of organizations.
- #27 FEIEA’s (the Federation of Business Communicator Associations in Europe) recently announced headline results of its latest survey among nearly 5,000 practicing workplace communicators highlights the above findings of internal communications being a key success factor for 79% of organizations.
- #28 As far as the functions of the above types of communication are concerned, we can note that internal communication is used primarily: to issue and clarify procedures and policies; to develop new products and services; to convince the employees and the management to make improvements and changes; to coordinate the activities; to evaluate and reward the personnel (Guffey et al., 2010) etc. By comparison, the functions of external communication comprise: requiring information about products and services; convincing the public to purchase the products and services; clarifying the suppliers’ duties; establishing relations with government agencies; promoting the positive image of the organization (Guffey et al., 2010) etc. As hinted, in the life of organizations, both external and internal communications are indispensible.