Organisational

Communication
 Definition
 Methods
 Flows
- purposes
- barriers
- improvement
 The grapevine
 Guidelines for effective communication
 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)
 Methods of Communicating

 Oral/Verbal
 Written/electronic
 Non-verbal

Communicating without saying a word!

Saying one thing and meaning another!
 METHODS

Phone Internet
Fax E-mail
Newsletter Memo
Tele-Conference Video
Interviews Meetings
Ideas Scheme Grapevine
Quality Circle
 Downward Communication
Manager

Supervisor

Worker
 Generally instructs
 Assign goals
 Provide job description
 Inform – policies & procedures
 Feedback on performance
 Upward Communication
Manager

Supervisor

Worker
 Generally informs
 Progress reports
 Relay problems
 Suggest improvements
 Lateral Communication
Manager  Manager
Supervisor  Supervisor
Worker  Worker

 Generally co-ordinates
 Usually saves time
 Improves efficiency and accuracy
 Downward Communication –
barriers

 Often One-Way
 Differences in Values/Perceptions
 Mistrust: ‘boss – biased source of
info’
 Status Anxiety
Dilution of Information in
Downward Communication

Original message

100% Board of directors

63% Vice president
56% General supervisor
40% Plant manager
30% General foreman
20% Worker

Final message
 Upward Communication –
barriers
 Attitudes of Workers
Workers interest in advancement &
security  chance of distortion
 Attitudes of the Superior

Mistrustful
Intimidation
Relationships  chance of distortion
 Characteristics of Organisation:
- Highly formal structures/procedures
e.g. different classes of restaurant/canteen

- Physical distance
(despite comm. Technology)
e.g. Senior Exes (HQ): Others – area offices
 Lateral Communication -
barriers

 Increased Specialisation
 Competition between groups
 Incompatible goals
 Improving Downward
Communication
 Encourage 2-way communication
 Use multiple channels
 Know your employees’
values/perceptions
 Build Trust
- involve in D-making
- justify decisions
 Improving Upward
Communication
 Increase informal contact
- Build relationships/trust

 Take action in response to upward

messages

 Persistently seek responses from superiors

 Increase willingness to build trust/

relationships
 Mechanisms

 Open door policy

 Management by walking around
 Suggestion Schemes
 Quality Circles
 Worker Directors
 Climate surveys
 Improving Lateral
Communications
 Improve awareness of Organisation Goals

 Team development days

 Secondments

 Social Events

 Multi-disciplinary Project teams

 The Informal Network
(Grapevine)
3 main characteristics:

1. Not controlled by Management

2. Perceived as being more
believable & reliable
3. Largely used to serve the self
interests of people within it.
 What conditions foster an
active Grapevine?

Rumours emerge as a response to;

 Situations that are important to us

 Situations where there is ambiguity

 Situations that arouse anxiety

e.g. appointment of a new boss

relocation of offices
realignment of work
Is the Grapevine accurate?

Research: -
70% of what is carried, is

at least partially accurate.

 The Grapevine

Benefits for Management?

 Identifies those issues considered:

- Important
- Relevant
- Anxiety provoking
 Communication Guidelines
for Managers
1. The CEO must be committed to the
important of communication
2. Managers must match action with words
3. Commitment to two-way communication
4. Emphasis on face-to-face communication
(M.B.W.A.)
5. Shared responsibility for employee
communications (all levels of
management)
6. Dealing with bad news (not afraid to
confront it)
7. Message is shaped for its intended
audience. (Diff employees – diff views
on what’s important)
8. Treat communication as an on-going
process