This document discusses organizational communication and defines it as the exchange of information that allows a company to function efficiently. It covers the reasons why communication is important within an organization such as gaining compliance, problem solving, and conflict management. The document also describes different types of organizational communication including formal vs informal, vertical/lateral/diagonal, and internal vs externally directed communication. Formal communication uses authorized channels to flow between positions while informal communication uses more relaxed channels. The challenges and opportunities around informal communication channels are also discussed.

1. Reflections on Organisational Communication Tigere Chagutah BSc, DMCS, MCMS Presented at CPUT 20/08/2010

2. In this session I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who Rudyard Kipling, 1902.

3. Defining organisational communication The exchange of information & instructions which enable a company to function efficiently and employees to be properly informed about developments It covers information of all kinds, the channels along which it passes and the means of passing it (Hannigan 1996).

4. WHY communicate within the organisation? Organisational communication is “The central binding force that permits coordination among people and thus allows for organised behaviour” – Myers and Myers, Managing by Communication, 1982 Specific reasons: Gaining compliance Leading, motivating and influencing Problem solving and decision-making Conflict management, negotiating, bargaining

5. Features of organisational communication Key distinctions Formal Vs Informal Vertical / Lateral / Diagonal Internal Vs Externally directed communication

6. Formal communication Classification derives from the rank of the participants in the communicative act The three categories in a formal communication structure are Downward Communication, Upward Communication, and Lateral Communication. A formal communication structure utilises specific authorised channels for information to flow between organisation positions Prevalent in large bureaucratic, instruction-led organisations and is mediated through non-personal channels

7. Informal communication Structure uses relaxed communication channels that are not specifically used for organisational information This includes employee communication “through the grapevine” that comes from social and personal interests rather than formal organisation requirements. Some large organisations make use of informal communication if managed well; the challenge is for the formal and informal flows not to conflict but complement each other

8. Vertical/ Lateral/ Diagonal This classification derives from the direction of information flow Vertical consists of either downward (more prevalent) and upward communication Downward Manager  Supervisor  General staff Upward Manager  Supervisor  General staff Both result in low employee satisfaction Downward  limited opportunity for employee input Upward  workers participate out of fear of reprisal and there is suspicion that their message is filtered and sanitised as it goes upwards

9. Lateral & Diagonal Lateral Communication Messages move sideways between persons of equivalent rank; normally engenders support and cooperation should be well managed as it is also the vehicle of misinformation Lateral communication Manager  Manager Supervisor  Supervisor Worker  Worker Diagonal Communication has gained popularity as networks and project related interaction between organisations has gained popularity superior officer in one organization may be working with a delegated employee of lower rank in another organisation

10. HOW to communicate: The hardware Channels of communication Phone Internet Fax E-mail Newsletter Memo Tele-Conference Video Interviews Meetings Grapevine Brainstorming sessions

11. HOW to communicate: The software Flows of communication

12. Dealing with informal communication The bane of many a communication manager! 1. learn to live with it! 2. Tune into it 3. Don’t participate in rumours 4. Check out what you hear 5. Take advantage of the grapevine 6. From the outset, improve formal communication 7. Open door policy 8. Management by walking around I heard it through the grapevine!! The most contentious of the informal channels Flexible Personal Spreads information fast Cathartic

13. Barriers to communication Cultural Mistrust Intimidation Attitudes of Workers Attitudes of the Superior Highly formal structures and procedures ICT literacy/ connectivity Distracting environment Use of wrong medium Information overload Physical distance Mixed messages Wrong targeting

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