Organisational Communication

1
Organisational Communication

• Definition
• Methods
• Flows
• - purposes
• - barriers
• - improvement
• The grapevine
• Guidelines for effective communication

2
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)

3
Methods of Communicating

• Oral/Verbal
• Written/electronic
• Non-verbal
• Communicating without saying a word!
• Saying one thing and meaning another!

4

• METHODS
• Phone Internet
• Fax E-mail
• Newsletter Memo
• Tele-Conference Video
• Interviews Meetings
• Ideas Scheme Grapevine
• Quality Circle

5
Downward Communication

• Manager
• ?
• Supervisor
• ?
• Worker
• Generally instructs
• Assign goals
• Provide job description
• Inform policies procedures
• Feedback on performance

6
Upward Communication

• Manager
• ?
• Supervisor
• ?
• Worker
• Generally informs
• Progress reports
• Relay problems
• Suggest improvements

7
Lateral Communication

• Manager ? Manager
• Supervisor ? Supervisor
• Worker ? Worker
• Generally co-ordinates
• Usually saves time
• Improves efficiency and accuracy

8
Downward Communication barriers

• Often One-Way
• Differences in Values/Perceptions
• Mistrust boss biased source of info
• Status Anxiety

9
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

10
Upward Communication barriers

• Attitudes of Workers
• Workers interest in advancement security ?
  chance of distortion
• Attitudes of the Superior
• Mistrustful
• Intimidation
• Relationships ? chance of distortion

11

• 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

12
Lateral Communication - barriers

• Increased Specialisation
• Competition between groups
• Incompatible goals

13
Improving Downward Communication

• Encourage 2-way communication
• Use multiple channels
• Know your employees values/perceptions
• Build Trust
• - involve in D-making
• - justify decisions

14
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

15
Mechanisms

• Open door policy
• Management by walking around
• Suggestion Schemes
• Quality Circles
• Worker Directors
• Climate surveys

16
Improving Lateral Communications

• Improve awareness of Organisation Goals
• Team development days
• Secondments
• Social Events
• Multi-disciplinary Project teams

17
The Informal Network(Grapevine)

• 3 main characteristics
• Not controlled by Management
• Perceived as being more believable reliable
• Largely used to serve the self interests of
  people within it.

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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

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Is the Grapevine accurate?

• Research -
• 70 of what is carried, is
• at least partially accurate.

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The Grapevine

• Benefits for Management?
• Identifies those issues considered
• - Important
• - Relevant
• - Anxiety provoking

21
Communication Guidelines for Managers

• The CEO must be committed to the important of
  communication
• Managers must match action with words
• Commitment to two-way communication
• Emphasis on face-to-face communication (M.B.W.A.)
• Shared responsibility for employee communications
  (all levels of management)

22

• Dealing with bad news (not afraid to confront it)
• Message is shaped for its intended audience.
  (Diff employees diff views on whats important)
• Treat communication as an on-going process