COMMUNICATION

The word ‘communication’ comes from the Latin verb ‘communicare’ that means to impart, to participate, to share or to make common.
By virtue of its Latin origin it is also the source of the English word ’common’ whatever is common is shared by all.
Communication is the process of passing information and understanding from one person to another. It is the process of imparting ideas and making oneself understood by others [By Theo Haimann].
Communication is the process of meaningful interaction among human beings. It is the process by which meanings are perceived and understandings are reached among human beings [By Dalton e. McFarland]

CHANNELS OF COMMUNICATION

Channels of communication may be defined as an adoption of various ways and means through which messages can be transmitted by the sender to the recipient. In other words, channels are pathways or routes or media for putting information to be passed to the recipient.
The concept relates to transmission of information or message by the department, sections or executives or subordinates to the intended users. The transmitter of message has to select an appropriate channel to rely information or messages. There is variety of channels available to the senders. Channels indicate the direction of flow of communication.
The destination to which a message is meant will be reached only when the channel is rightly chosen. Hence, channel plays a vital role. Any media of communication whether of words, numbers, pictures and any other impulse can be transmitted through channels.
Channels acts as a nervous system within the organizational communication. Channels carry messages from one individual to another individual from one department to another. Jack Halloram explains the nervous system as “the impulses carry the signals from one position of the complex system to another and to a central Co-ordination agency through which the entire system is kept in balance and functioning.” In any organization, there are two networks of communication.

They are:

 Formal network

 Informal network

Accordingly, separate channels of communication have been developed for two networks. They are:

 Formal channel

 Informal channel

Both formal and informal communication channels are the pivotal around which the entire organizational communication system revolves. The informal activities in a formal organization have given rise to the informal channel of communication. The informal channel cannot be ignored as it occupies prominent place in its application to organization. So, both formal and informal communication channels have relative importance in the organizational communication system with their wider implication and application.
On the other hand, the formal communication channel refers to the flow of messages styled as official messages from superiors to subordinates; from the subordinates to the superior and intra-management are interdepartmental communications. Formal messages mostly written as also oral form part of organizational communication.

Thus channels are:

 Upward

 Downward

 Horizontal

 Diagonal


COMMUNICATION NETWORKS

A communication network is a series of inter-connected points or channels communicating with each other.
Interconnections of organization structure and/ or peripheral devices at distributed locations that transmit communications are necessary to perform the functions of the network. A network communication structure is logical structuring information that permits network nodes to e connected in a multi-directional manner. Each ode may have one or several communicators d may, In turn connect any number of other information transmitting centers. A node is an end point of a channel in network or a common junction of two or more network channels.
Network in relation to communication reflects the pattern of contacts of employees with decision centre within an organization. Linking points are constituents connected for the flow of information. As there are several channels of communication which like various officially designated positions. The interconnections or the sum total of various channels is known as the

COMMUNNICATION NETWORK. It represents a multiple channel or a multi channel pattern, but a communication network of an organization is based upon the number of employees and the nature of channel.

TYPES OF NETWORK

a) CIRCLE NETWORK

• Circle or circular network communication permits, at a time only two individuals in communication with each other.
• Under this model, each person can communicate with two persons, there are two neighbors. “A” can communicate simultaneously with two persons, “B” and “C” but to communicate with “D”; he has to pass the message either through” B” or through” C “and “E”.
• All five persons cannot directly communicate with each other.
• In a circle network, there is a possibility of lowest level worker communicating with the top most manager. The formal claim of command is, thus, not respected in this network.

b) CHAIN NETWORK

• In this, neighbors are in communication with each other, the first ad the last person have o direct contact to communicate but through a leader.
• It follows a formal chain of command where information floes vertically upward or downward.

c) Y- TYPE NETWORK

• In this type top level strategic management, middle level tactical management involve in communication. Messages travel downward from the Chairman to Managing Directors, to the General Manager, Deputy General Manager, and the functional head.
• Here “A” is the central person who communicates with “B”, “C” and”D”.

d) WHEEL NETWORK

• In this type, all messages flow through “A”, who is at the centre of the wheel. He communicates with all other members of the group, while members cannot communicate with each other.
• Such a communication network is found in highly formalized organization structures where task-oriented approach to leadership is more important than the employee-oriented approach.
• It is called wheel because it allows communicating through the central person like a connection of spokes of a wheel.

e) FREE FLOW NETWORK

• Here everyone can commuicate with each other.
• It follows the informal channel of communication.


FORMAL COMMUNICATION

• An official communication having official backing and sanction. A precise communication channel following a fixed pattern rather than occurring without control. Under formal system of communication, the message flow in a fixed and prescribed way. Formal communication is both oral and written. They are related to the positions in the organization. As , such they are linked to all sort of formalities, rules, procedures, etc, opposed to grapevine of informal communication .
• All the routes are located in an officially recognized position. For example, when an executive instructs his subordinates by virtue of his superior position to do a particular work, it is a formal communication. In a way, it’s a two way communication. It directs in a prescribed manner, the employees to understand what management intend them to do so. The written formal communication is generally expressed in an organizational manuals, handbooks, bulletins, annual reports, handouts, etc. With these media management deliberately seeks to control the flow of communication in the organization. The object of formal communication is to make it circulate properly and in an orderly way towards organizational efficiency. It also ensures flow of information in a planned route smoothly and timely.
In all official communication we come across the words “through the proper channel.” It means communication transmitted according to the position in the organizational structures.
Thus formal communication is officially recognized by the organization structure and follows the formal chain of commands.

REASONS FOR RULES

Rules are framed and enforced in the formal system. There are number of causes for formulating formal rules and formal channel of communication. According to Myers and Myers, formal rules and system of communication exist in an organization at least for the following reasons:

1 To control and measure output and to articulate the rules themselves.

2 To coordinate complex activities in the system and relate the subsystems to each other and to the organization.

3 To regulate responses to other systems outside, to the environment and to competing systems, so that a high level of predictable behavior may be maintained and consistency encouraged.

4 To coordinate resource allocation of people, money and things.

5 To create a climate within the organization so that it can adjust its output as it receives and process the feedback.

In an organization where there are large numbers of individuals the more difficult is the communication. So, management frames communication rules and message transmitting ways.
To facilitate communication to be smooth, easy and orderly, the management prepares communication policy manuals, procedures, rules, regulations for there implementation.


CHARACTERISTICS OF FORMAL ORGANISATION

1 Objectives: Formal organizations grow is to achieve the objectives of the organizations.

2 Well Defined: Formal structure is systematically well defined and controlled.

3 Authority: The structure describe authority, power responsibility and accountability relationships precisely.

4 Fixed Channel: Formal organizations have well defined route or path and channel for transmission of information.

5Downward Flow: Formal communication in a formal organization is characterized by vertical downward communication. Messages are usually passed by written media like orders, instructions, rules, procedures and practices.

6 Delay: Formal structure is known for delay in transmitting information because it has to pass through various levels in a tall complex organization.

7 Correct Information: Only official and correct pieces of information are passed. Messages are passed with substantial evidence, and official support and backing.

8 Job Specification: The formal organizations assign specific and clearly defined jobs and tasks to the members working to be accomplished.

9 Relationships: In formal structure, hierarchy of relationships is clearly defined.

10 Positions and Rewards: All positions in different levels are defined and rewarded by prestige, rank or status.

11 Official Backing: Formal organizations are deliberately created in order to achieve organizational objectives, and as such they have official backing and support.


FORMAL CHANNELs

Within the network of formal organizational communication structure, there are four types of directional flow. They are:

1 DOWNWARD CHANNEL

2 UPWARD CHANNEL

3 DIAGONAL CHANNEL

4 HORIZONTAL CHANNEL


DOWNWARD CHANNEL

The communication is said to be downward when it flows from top to the bottom. In the level of management, from top to the bottom means the flow of communication from the superiors to subordinates. When information comes from higher level to the lower level in the organization structure, it is termed as downward communication.
The information passes through written orders, reports, rules, instructions, manuals, policy directives etc. Downward communication may be circulated either by oral media or written media. In downward communication management transmits information, the broad objectives of the organization and policies to be accomplished. It is up to the manager to decide when, what and where communication to be transmitted.
In downward communication, the written media is mostly followed and is in common use. By this, management can effectively transmit objectives and goals to be accomplished and enforced for implementation. It has official support and backing from the topmost authority.

PURPOSE OF DOWNWARD COMMUNICATION

To achieve certain objectives downward communication is imposed. There are five basic reasons for sending messages from the superiors to subordinates. They are:

1 To provide specific task directives or instructions on how to do the job.

2 To provide information and its relationship to other organizational tasks and thus gives a rationale for the job.

3 To provide information about organizational policies to the subordinates.

4 To provide feedback on performance to the subordinates.

5 To provide philosophical information.

PROBLEMS OR LIMITATIONS OF DOWNWARD COMMUNICATION

1 FILTERATION OF MESSAGES: Filtration of messages is usually put in a channel for downward transmission. When information flows from the top level through the successive lower levels, message loss occurs.

2 MULTI – LEVELS: There is difficulty in understanding the message rightly, causing confusion when the message passes through various levels.

3 LACK OF FACE TO FACE INTERACTION: the absence of verbal face to face interaction in downward communication is a serious setback in downward communication.

4 COMPLEXITY OF ORGANISATION: Downward communication is known for several imperfections in the process like loss of information, delay, negligence, etc, because of complexity of organizational structure through which information has to pass through successive levels in hierarchy.

5 MISUNDERSTANDING AND CONFUSION: Poor perception of the subordinates and ineffective understanding of the message in its real spirit and content. The right understanding of the subject of communication is necessary to act upon it.

6 RELIABILITY OF THE SOURCE: Credibility and authenticity of the source makes the subordinates to think differently and to understand correctly.

7 RELY ON WRITTEN MEDIA: Downward ignores verbal or face to face transmission of information.

8 LACK OF FEEDBACK: Another limitations of downward communication is that it provides no scope for feedback as often as required. It is a one way traffic.


UPWARD COMMUNICATION

A communication is said to be upward when it moves from bottom to the top. In the organizational structure from the top to bottom means the flow of communication from subordinates to superiors. When the information flows from lower to the upper level in the organization, it is termed as upward communication. It is transmitted by oral or written media. Upward communication is adopted to submit reports, suggestions and complaints.

ADVANTAGES

Upward communication has many advantages such as:

1 It meets a two way communication.

2 Feedback on information is possible.

3 It acts as a check for individual achievements.

4 Flat networks have sufficient message from the bottom for onward communication upward.


NEEDS

Upward communication is needed:

1 To create receptiveness of communication.

2 To create feeling of belonging through participation.

3 To evaluate communication.

4 To demonstrate a concern for the ideas of each individual.

Thus upward communication is the way or path through which the conceived information, ideas or message is transferred from the subordinates to their superiors.

LIMITATIONS OF UPWARD COMMUNICATION

1 FEAR: The subordinates will be hesitant to send upward any messages that may result in the negative, punitive actions against the subordinates by his superiors. The subordinates feels his boss will not b happy about messages and will tend to suppress or slow down.

2 DISTRUST OF SUPERIORS: The subordinates who fells that his superiors is autocratic, unsympathetic and task oriented will develop a distrust of his superiors that may cause his to withhold useful information.

3 LACK OF COMMON SHARING: Subordinates keep their superiors better informs when the
subordinates know that will be done with their work, when they share common references with their superiors and when the superior is easily available to the subordinate.

4 LACK OF ABILITY: Lack of ability to communicate is another barrier to effective upward communication. Most of the subordinates have not developed or circulated this ability of communicating upward.

5 LACK OF SELF CONFIDENCE AND INCENTIVES: Lack of self confidence and lack of adequate incentives stand in the way of effective upward communication. Finally, there may be inadequate positive incentives which act as a positive inducement for encouraging improved upward communication.

6 PERCEPTION: The subordinate’s perception of his boss’s attitude toward him and the open mindedness of the boss will affect upward communication. If the superior regularly shows a desire for messages from his subordinates, upwards communication will be enhanced.


HORIZONTAL COMMUNICATION

A communication is said to be horizontal when it takes place between two subordinates of the same superior. It is also known as sideways communication, lateral communication, and crosswise communication and inter scalar communication. It is mainly informal and is reflected in meetings, conferences, seminars, etc. It occurs between two or more subordinates of the same persons. Crosswise communication is between functional executives, among sections of officers of a department working under one top superior, the meeting of General Managers of various units of the company, a communication between territorial sales managers are the example of crosswise communication.

OBJECTIVES

1 To bring about task of coordination among peers.

2 To furnish emotional and social support to the individuals

3 To speed information and improves understanding.

LIMITATIONS

1 CREATE CONFUSION: Horizontal communication creates some confusion and difficulty.

2 LEADS TO DISRUPTION: Another shortcoming of horizontal communication is that it leads to disruption in the organizational hierarchy causing problems like conflicts, ignoring levels, message overload etc.

3 CREATE CONFLICTS: A typical limitation of horizontal communications that it may give scope for conflicts, misunderstanding and jealousy. This may result in blocking of continuous information flow.


DIAGONAL COMMUNICATION

Diagonal communication provides a line or route for conveying information in the organization among the various levels. The communication route under this system takes a line from one department or individuals to different levels. It takes across the organization. Diagonal communication travels from subordinates and between persons at different levels.
It takes place among departments or employees of different levels of hierarchy. The functional authorities usually use diagonal communication. It not only occurs among the individuals but travels among departments. For an effective diagonal communication it is not necessary that the individuals be of same hierarchical level.
The system of diagonal communication is not used frequently like upward or downward communication. But this system facilitates to bring isolated people into the formal chain of communication in the formal structure.
For instance, the vice-president (finance) may request to furnish information reports etc.., on the sale subject direct to him instead of passing through regular and routine lengthy channels. It is the diagonal flow of communication which necessarily short- circuits the rigid sales chain of command rather then vertical, upward, downward and horizontal.


INFORMAL COMMUNICATION

Informal communication is the communication between two people or in a group which is not officially sanctioned.

It is very much there, and has been given the name “grapevine” precisely because it runs in all directions – horizontal, vertical, diagonal.

The lower we go down the pyramid of the organization the more manifest this gregariousness becomes. There are strong socio-psychological reasons for it. The most important reason is the intense, irrepressible desire to communicate, to talk , to share one’s feelings ad thought , or just to gossip or to indulge I small talk.


CAUSES OF INFORMAL COMMUNICATION :

The informal group is created because the formal structure is not complete and can not meet the requirements of personal, social and psychological needs. However, the following factors responsible for the creation of informal organization:

• Social needs: Informal organization is created because the employees want to satisfy their social, personal and psychological needs. After continues working in a formal structure, they form into informal groups to overcome strain boredom, fatigue, psychological fatigue and to get relief.

• Specialization: In an organization each employee is expected to do a specific job I a routine manner. More specialization means more routine and concentrated work whi9ch would result in boredom and fatigue. This leads to the realization of importance of informal organization and to get relieved from boredom and fatigue.

• Escaping from work: when the task is assigned to employees are more than their handling capacity, it is natural that employees try to escape from work.

• Involvement of friends and associates: One of the creations of grapevine is involvement of friends and associates. The members of the group are active on the grapevine when their friends and work associates are involved.

• Recent information: When there is some information or news members are more active to know full details about these. If the information is stale people are not that serious on the grapevine.


MERITS OF GRAPEVINE

Speedy transmission: The greatest feature of the grapevine is that it transmits information of a remarkably fast speed. Rumors travels or spreads like wild fire. It spreads within five minutes. Mangers have been known to distribute information through planned “leaks” or carefully used “just-between-you-and-me” remarks
.
 Feedback value: The feedback reaches them much faster through the informal channel than though the formal channel. Through the grapevine the mangers come to know the pulse of the organization.

 Support to other channels: The grapevine functions as a supplementary or parallel channel of communication. The officially recognized or sacred of formal channel than through the formal channel. Through the grapevine the managers come to know the pulse of the organization.

 The grapevine gives immense psychological satisfaction and strengthens the solidarity of the workers.

 Public relations: Informal relations are essential for effective public relations. Public relations fail because lack of informal relations and informal communication. Thus informal communication is the key to the successful public relations.

 Creation of ideas: Informal communication generates ideas and offer appropriate suggestions that are proved more helpful. In a formal set up, interactions must take place according to the prescribed rules, procedure, line and authority.

 Tools of management: Informal communication is a tool of management, because it influences the behavior and attitude of others. It is because of this that communication is considered a valuable tool of management. It is the responsibility of management to create informal environment conductive for effective communication.

 Avoid misunderstandings: There can be mutual understanding without informal relations, which is the core of effective communication. In relationships, informal communication produces harmony, resolves problem and dissolves feeling of separateness.


DEMERITS OF GRAPEVINE

 It is less credible than the formal channels of communication. Since it spreads or transits information by word of mouth.

 The grapevine does not always carry the complete information. As it is very often based on guesswork.

 The grapevine may, and indeed often does, distort the information.

 The speed at which the grapevine spreads may also at times prove counterproductive .but once it leaks it may damage the reputation of the organization or upset the plans of the managers.

 Informal communication sometimes spreads incorrect information as well as rumors .it creates serious repercussions so it is desirable to use grapevine with certain safeguards. It is a really a basic drawback of the system.

 The key persons or the communication leaders must be trustworthy and have credibility.


EFFECTIVE USE OF GRAPEVINE

A manager can take positive measures to get the best out of this informal channel of communication.

 A tactful manager will keep the employees well informed about organizational policy matter plans and prospect.

 Frequent and fruitful meetings that enhance the knowledge of the employee. This will also boost morale of the employees.

 Managers should as far as possible have an open door policy.

 Identify the leaders and win their confidence so as to feel the pulse of their followers.

 Managers must keep trying to get clues about his style of functioning through regular interaction with employees in as tactful diplomatic manner as possible.

 A manager must learn to be a good listener.



DIFFERENCE BETWEEN FORMAL AND INFORMAL COMMUNICATION


FORMAL COMMUNICATION

i. It follows the official chain of
   command or organizational hierarchy.

ii. It is based on formal relationships
    amongst people of the organization.

iii. It is a task – oriented system

iv. It is related to the position of
     a person in the organization.

v. It flows in vertical, horizontal
    and diagonal directions.

vi. It is a deliberately created
     channel of communication.

vii. It is a time consuming means
      of spreading information.

viii. The information is likely to
        be exact and accurate.

ix. It serves organizational needs.

INFORMAL COMMUNICATION

i. It cut across the formal chain
   of command and does not
   follow the organizational hierarchy.

ii. It is based on informal relationships.

iii. It is an employee-oriented system.

iv. It is related to a person rather
     than a position

v. It flows in every possible direction.

vi. It is created spontaneously along
     with the formal channel.

vii. It spreads information at a very
      fast speed.

viii. Information distortions are likely
       to take place.

ix. It serves not only organizational
     needs but also social needs of
     organizational.