Patterns of Communication

Module - 1
Channels of Communication
On the basis of :
1. Organizational Structure:
 Formal
 Informal
2. Dimension/ Direction of Communication:
 Upward
 Downward
 Lateral
 Diagonal
 Inward
 Outward
Formal Channel of Communication
 A formal channel of communication can be
defined as a means of communication that
is formally controlled by managers or
people occupying positions in an
organization. Communication flows through
formal channels, in that it is the officially
recognized positions along the line in the
organization. This ensures that the
information flows orderly, in a timely and
accurate manner. Any information,
decision, memo or reminder etc., will also
follow this path.
Advantages of Formal
Communication
 It helps in maintaining the authority structure of the
organization and becomes easier to fix responsibility
of subordinates for activities carried out by them.
 An immediate superior has a direct contact with the
subordinates so, a better understanding is developed
between them and communication is made more
effective.
 Better co-operation and co-ordination among
employees are achieved in case of formal
communication.
 Overlapping of communication does not take place in
this case, as information will be passed on only
through the proper formal channel.
Contd…
 Information passed through formal channel is more
trustworthy and can be easily relied upon.
 Formal communication helps maintain and respect the
protocol of the organizational structure.
 Memos, circulars, instructions, guidelines,
clarifications, agreements, reports, etc., form a part
of the formal communication. These facilities in the
smooth functioning of the organisation.
 Follow up actions and compliance becomes easier if
information is passed through formal means.
Contd…
 There is no chance of bias to creep in,
as the information has to be passed
on according to the organisation’s
structure and everyone is included in
it, whether the person is liked by
others or not.
 There is minimal chance of
information leak or flow of gossip in
case of formal communication.
Disadvantages of Formal
Communication
 Formal communication is time consuming.
 Formal communication does not allow social
and emotional bonds to be created, in the
absences of which the organizational
climate does not become very congenial
and employees do not feel at ease and
comfort.
Contd…
 The formal channels of communication can
actually inhibit or stand in the way of free
flow of information between organizational
levels. For example, in a big factory, an
assembly-line worker will communicate a
problem to a supervisor, rather than to the
plant manager. Higher-level managers may
sometimes not even come to know
something of vital importance because of a
weak communication network.
Informal channel of Communication
 It is not officially sanctioned, and
quite often it is even discouraged or
looked down upon. But it is very
much there, and has been given the
name ‘grapevine’ precisely because it
runs in horizontal, vertical, and
diagonal directions.
Factors responsible for the
Grapevine Phenomenon
The grapevine becomes hyperactive
when the following factors prevail:
 Feeling of uncertainty or lack of a
sense of direction when the
organization is passing through a
difficult period.
 Feeling of inadequacy or lack of self-
confidence on the part of the
employees, leading to the formation
of groups.
Contd…
 Formation of a favored group by the
manager, giving other employees a
feeling of insecurity or isolation.
 Some unusual happening in the
organization.
 Personal problems of the employees.
Types of Grapevine Chains
 Single-strand chain
 Gossip chain
 Probability chain
 Cluster chain
Advantages of Informal
Communication (Grapevine)
 Speedy transmission
 Feedback Value
 Support to other channels
 Psychological satisfaction
 Uniting force
 Creation of ideas
 Good personal relations
Disadvantages of Informal
Communication (Grapevine)
 Cannot be taken seriously
 Does not carry complete information
 Distorts Information
 It may prove counter productive
 Chances of Misinterpretation
 Lack of accountability
Effective Use of the Grapevine
 In the first place a tactful manager will keep the
employees well-informed about organizational policy
matter, plans and prospects. This will check the
tendency of speculation that can sometimes assume
dangerous proportions because of fear and anxiety,
on the part of employees.
 Fruitful group activities that enhance self-worth and
update knowledge should be held as frequently as
possible. This will not only boost the morale and self-
confidence of the workers but also check their
inclination to indulge in small talk.
Contd…
 The managers should, as far as possible,
have an open-door policy without indulging
in an impression of cheap popularity or
favoritism.
 The manager should create a healthy
environment where there is room for
personal talk. But it must be made clear
that work is of paramount importance.
Nothing should be allowed to interface with
the progress of organization. For this
purpose regular timings should be fixed up
for meetings with employees.
Contd…
 The manager must tactfully identify leaders
and win their confidence so as to feel the
pulse of their followers.
 As far as possible employees, through their
leaders, should be associated with decision
making. This will frustrate any negative
aspect of the grapevine.
 The manager must keep trying to procure
clues about his style of functioning through
regular interaction with employees in as
tactful, and diplomatic a manner as is
possible.
Contd…
 Rumor mongering aimed at character
assassination or maligning somebody in
the organization should not be encouraged.
Showing distaste for such talk will earn
praise for the manager’s leadership
qualities.
 A manager must learn to be a good
listener. In this connection it is worthwhile
to enumerate three types of listening:
a) Discriminative listening
b) Appreciative listening
c) Empathic listening
Downward Communication
 The communication that flows from top to bottom is
known as downward communication.
 It originated in the assumption that the people
operating at higher levels have the authority to
communicate to people at the lower levels. Hence this
kind of communication exists especially in
organizations with an authoritarian atmosphere.
 It would be difficult to conceive of any organization
without downward communication.
Problems of Downward
Communication
 Information is quite often lost or distorted
in the course of its journey down the chain
of command.
 Downward flow of information is time
consuming.
 It is likely to be filtered, modified or
distorted at any level.
 Sometimes information is withheld in order
to keep the employees depended.
Upward Communication
 Communication that flows from bottom or top or
which is from lower hierarchical level to higher level is
called upward communication.
 The main function is to supply information to the
upper levels about what is happening at the lower
levels.
 It is essentially participative in nature and may be
related to production performance, marketing
information, financial data, reports, performance
appraisals, suggestions, complains and the thinking
and feeling of the lower level employees.
Problems of Upward
Communication
 The problems are primarily psychological in
nature.
 The higher authorities do not like to be
“told” anything against their wishes and the
lower level employees may become shy and
reluctant to express themselves.
 It may also be distorted or misrepresented
in the absence of a healthy open door
policy.
Lateral or Horizontal
Communication
When communication takes place
between to 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. It includes
inter-departmental reports, requests,
suggestions and informal
communication among peers.
Diagonal or Crosswise
Communication
It includes flow of information among
persons at different levels who have
no direct reporting relationships.
Safeguards to be taken in Crosswise
Communication

Special care has to be taken to

ensure that
1. Crosswise communication builds up
appropriate crosswise relationships
2. Subordinates refrain from making
commitment beyond their authority
3. Subordinates keep superiors
informed of important
interdepartmental activities
Inward Communication
 Inward communication includes all
the information received by the
organization from the external
agencies.
Outward Communication
 The communication which the
organization maintains with the
outside world is called outward
communication.
Internal and External
communication
 Internal communication
 External communication