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Lecture Notes Business Communication Unit II

Lecture Notes Business Communication Unit II

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Published by Amit Kumar
Corporate Communication: Formal and Informal Communication, Networks, Grapevine, Barriers in Communication, Groups discussion, Mock Interviews, Seminars, Individual and Group Presentations
Corporate Communication: Formal and Informal Communication, Networks, Grapevine, Barriers in Communication, Groups discussion, Mock Interviews, Seminars, Individual and Group Presentations

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Published by: Amit Kumar on Mar 16, 2013
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Prof. Amit Kumaramit040985@gmail.comFIT Group of Institutions Page 1
Unit-II:
 
Corporate communication
is the set of activities involved inmanaging and orchestrating all internal and externalcommunications aimed at creating favorable point-of-viewamong stakeholders on which the company depends. It is themessages issued by a corporate organization, body, or instituteto its audiences, such as employees, media, channel partnersand the general public. Organizations aim to communicate thesame message to all its stakeholders, to transmit coherence,credibility and ethic. Corporate Communications helporganizations explain their mission, combine its many visionsand values into a cohesive message to stakeholders. Theconcept of corporate communication could be seen as anintegrative communication structure linking stakeholders tothe organization.Corporate communication -Formal & Informal communication,Networks, Grapevine, Barriers in communication, Groupdiscussion, Mock interviews, Seminars, Individual & groupPresentations.
Formal and Informal Types of Communication
 Formal communication is that which devices support from theorganisation structure. It is associated with the particularpositions of the communicator and the recipient in thestructure.Formal communications are mostly of the written type such ascompany manuals, handbooks magazines, bulletins annualreports and are designed to meet the specific needs of theorganisation.Informal communication is based on the informal relationshipsthat grow up in an organisation and is commonly referred to as"the grapevine". It may be conveyed by a nod, a glance, agesture, a smile, and even silence.Whereas formal communication is generally more articulate,direct and has got official backing, informal communication ismore indirect, less explicit and somewhat spontaneous andflexible. It serves the social needs of the individuals in theorganisation and a manager can utilize the grapevine as apositive aid.However it may also contain distorted information and mayeven degenerate into gossip and rumour and other negativeoutlets of expressions by people in the organisation.The speed at which information flows through a grapevine isoften astounding. The grapevine cannot be destroyed andhence should receive conscious attention of management.
Formal Communication
 
the process of sharing official information with otherswho need to know it,
 
according to the prescribed patterns depicted in anorganization chart
11/18/2003Formal and Informal Channels of Communication
Formal Communication
President VicePresident VicePresident ManagerManagerManagerManage
Efforts at coordination
     I    n     f    o    r    m    a     t     i    o    n
I  n s  t   u c  t  i   on s  an d   d i   e c  t  i  v e s 
© Copyright 2002 by Prentice Hall, Inc.
 Type of Formal Communication
 
downward communication:
 
instructions, directions, orders
 
feedback
 
upward communication:
 
data required to complete projects
 
status reports
 
suggestions for improvement, new ideas
 
horizontal communication:
 
coordination of cooperation
Centralized Networks
 
One central person
 
Unequal access to information
 
Central person is at the “crossroads” of theinformation flow
Decentralized Networksdd
 
Information can flow freely
 
No central person
 
All members play an equal role in the transmittal of information
 
Prof. Amit Kumaramit040985@gmail.comFIT Group of Institutions Page 2
Network Performance
Informal Communication
information shared without any formally imposed obligationsor restrictionsif an organization’s formal communication represents itsskeleton, its informal communication constitutes its centralnervous system(Behaviour in Organizations, p. 307)
eng. “grapevine“
 
An organization’s informal channels of communication, based mainly on friendshipor acquaintance
 
origin: American Civil War [grapevinetelegraphs]Informal Communication Structures
 
Deviation from the planned communication structure
 
Direction of the flow of information
 
Leaving out people in the communicationline
 
Integrating people into the communicationline“Grapevine“1.
 
a secret means of spreading or receiving information2.
 
the informal transmission of (unofficial) information,gossip or rumor from person-to-person -> "to hearabout s.th. through the grapevine"3.
 
a rumor: unfounded report; hearsay
11/18/2003Formal and Informal Channels of Communication
Informal Networks
 Y DCB AChain AJBD H IFGECGossip AF BDJHCEG I XProbability ACDFJIBCluster
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 
Grapevine Characteristics
 
oral
mostly undocumented
 
Prof. Amit Kumaramit040985@gmail.comFIT Group of Institutions Page 3
 
open to change
 
fast (hours instead of days)
 
crossing organizational boundaries
Grapevine Characteristics
 
inaccuracy:
 
levellingdeletion of crucial details
 
sharpeningexaggeration of the most dramatic detailswhile the grapevine generally carries the truth it seldomcarries the whole truth
Grapevine Figures
 
70% of all organizational communication occurs at thegrapevine level
 
estimated accuracy rates: 75-90%
 
the incorrect part might change the meaning of thewhole message though
 
an estimated 80% of grapevine information isoriented toward the individual while 20% concernsthe company
Positive Aspects of the Grapevine
 
social function
 
reduction of anxiety
 
release mechanism for stress
 
identification of pending problems
 
early warning system for organizational change
 
vehicle for creating a common organizational culture
 
desired information can be circulated quickly to alarge group of subordinates (inofficially!)
Coping or Managing the Grapevine
“the grapevine cannot be abolished, rubbed out, hidden undera basket, chopped down, tied up, or stopped“(Managing the Grapevine, p.222)
 
don‘t try to control or restrict it
 
use it to supplement formal channels
“Tapping“ the Grapevine
 
identify and make use of key communicators (
 bridgers)
 
monitor what is happening in the organization
 
use the grapevine to give new ideas a “trial run“
Preventing Rumors
 
provide information through the formal system of communication on the issues important to theemployees
 
supply employees with a steady flow of clear,accurate and timely information
 
present full facts
 
keep formal communication lines open and theprocess as short as possible
Formal Media
 
Company newsletters
 
Employee handbooks
 
Company magazines
 
Formal meetings
Informal Media
 
Face-to-face discussions
 
Telephone
 
Voice messaging (voice mail)
 
E-mail
 
Instant messaging (chat)
The Nature of Informal Communication
 
mostly brief interactions
 
mainly opportunistic (
coordination, initiation)
 
often time-lags between informal interactions (
 maintenance and re-establishment of context)

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