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Functions of Organizational Communication
Functions of Organizational Communication
No one of these functions should be seen as being more important than the
others. For groups to perform effectively, they need to maintain some form of
control over members, stimulate members to perform, provide a means for
emotional expression, and make decision choices. Almost every communication
interaction that takes place in a group or organization performs one or more of
these four functions.
The exhibit above depicts this communication process. This model is made
up of seven parts: (1) the communication source, (2) encoding, (3) the message, (4)
the channel, (5) decoding, (6) the receiver, and (7) feedback.
But before the message can be received, the symbols in it must be translated
into a form that can be understood by the receiver. This step is the decoding of the
message. The final link in the communication process is a feedback loop.
Feedback is the check on how successful we have been in transferring our
messages as originally intended. It determines whether understanding has
achieved.
Downward
Communication that flows from one level of a group or organization to a
lower level is a downward communication. When we think of managers
communicating with employees, the downward pattern is the one we are usually
thinking of. It’s used by group leaders and managers to assign goals, provide job
instructions, inform employees of policies and procedures, point out problems that
need attention, and offer feedback about performance. But downward
communication doesn’t have to be oral or face-to-face contact. When management
sends letters to the employees’ homes to advise them of the organization’s new
sick leave policy, it is using downward communication. So is an e-mail from a
team leader to the members of her team, reminding them of an upcoming deadline.
Upward
Upward communication flows to a higher level in the group or organization.
It’s used to provide feedback to higher-ups, inform them of progress toward goals,
and relay current problems. Upward communication keeps managers aware of how
employees feel about their jobs, co-workers, and the organization in general.
Managers also rely on upward communication for ideas on how things can be
improved.
Lateral
When communication takes place among members of the same work group,
among members of work groups at the same level, among managers at the same
level, or among any horizontally equivalent personnel, we describe it as lateral
communications.
But they can create dysfunctional conflicts when the formal vertical
channels are breached, when members go above or around their superiors to get
things done, or when bosses find out that actions have been taken or decisions
made without their knowledge.
Diagonal Communication
This occurs when communication occurs between workers in a different
section of the organisation and where one of the workers involved is on a higher
level in the organisation. For example in a bank diagonal communication will
occur when a department manager in head office converses with a cashier in a
branch of the bank based on the high street.
How do group members transfer meaning between and among each other?
There are three basic methods. People basically rely on oral, written and non-
verbal communication.
Oral Communication
Written Communication.
Of course, written messages have their drawbacks. They are time consuming.
You could convey far more information to a college instructor in a one-hour oral
exam than in a one-hour written exam. In fact, you could probably say the same
thing in 10 to 15 minutes that it would take you an hour to write. So, although
writing may be more precise, it also consumes a great deal of time.
These are intended to help in the induction of newcomers and to provide all
the employees with a clear-cut understanding not only of the general policies of the
management but also of the nature of the business, its sources of supplies, its
customers, its products and the range of benefits and services available to its
employees. Many organizations publish illustrated handbooks, depicting cartoons,
charts and photographs.
Financial Reports: Such reports describe the essential facts concerning the
conduct of business, its expenses and profits, its income and distribution of
financial standing. of the organisation and create understanding between the
management and its employees.
Bulletin Boards: Usually, big organizations keep a bulletin board for 50 to 100
employees in attractive colours, types and formats. These boards contain a wide
range of material such as someone’s choice of cartoons from newspapers and
magazines, pin-up photographs, events in the lives of present or former employees
and other items of common interest.
Audio-Visual Aids: Sound films, movies, slides, tapes may be played back to the
workers. Such audio-visual aids have an obvious advantage of describing a
company’s range of operations and products, in illustrating how financial and other
decisions are made, or in explaining work rules.
Notice Boards: Notices are often pasted o the factory walls or gates or placed in
glass covered notice boards, and these are hung at appropriate places in the
premises of an organisation, near the canteens or factory gates. These notices
usually depict abstracts as desired under the various statutes as well as notices of
the various institutions in the establishment such as the sports club.
Suggestion System: The suggestion system is designed to enlist the co-operation
of subordinates in effecting improvements and in eliminating waste and to provide
an avenue for a working communication with the management. Rewards are
offered for suggestions which results in greater productive efficiency. In some
organizations, “suggestion boxes” are located at convenient places throughout the
plant.
Nonverbal Communication
It can be argued that every body movement has a meaning and no movement
is accidental. For example, through body language we say, “Help me, I’m lonely”;
“Take me, I’m available”; “Leave me alone, I’m depressed.” And rarely do we
send our messages consciously. We act out our state of being with nonverbal body
language. We lift one eyebrow for disbelief. We rub our nose for puzzlement. We
clasp our arms to isolate ourselves or to protect ourselves. We shrug our shoulders
for indifference, wink one eye for intimacy, tap our fingers for impatience and slap
our forehead for forgetfulness.
The two most important messages that body language conveys are (1) The
extent to which an individual likes another and is interested in his or her views and
(2) The relative perceived status between a sender and receiver. For instance, we
are more likely to position ourselves closer to people we like and touch them more
often.
Similarly, if you feel that you’re higher status than another, you’re more
likely to display body movements-such as crossed legs or a slouched seating
position-that reflect a casual and relaxed manner.
The way individuals space themselves in terms of physical distance also has
meaning. What is considered proper spacing is largely dependent on cultural
norms. For example, what is considered a businesslike distance in some European
countries would be viewed as intimate in many parts of North America. If someone
stands closer to you than is considered appropriate, it may indicate aggressiveness
or sexual interest; if farther away than usual, it may mean disinterest or displeasure
with what is being said.
Internal/Organizational Communication
External communications
A few basic rules should be followed in planning for and carrying out
communications of all kinds, written and oral, regardless of form or format.
The chain rigidly follows the formal chain of command. This network
approximates the communication channels you might find in a rigid three-level
organization. The wheel relies on a central figure to act as the conduit for the entire
group’s communication. It stimulates the communication network you would find
on a team with a strong leader. The all-channel network permits all group
members to actively communicate with each other. The all channel network is
most often characterized in practice by self-managed teams, in which all group
members are free to contribute and no one person takes on a leadership role.
3.7 GRAPEVINE:
3. It acts as a safety valve. When people are confused and unclear about
what is going to happen to them, they use grapevine to let out their anxieties.
Passing a rumour along the grapevine is a way of expressing and releasing
negative energy.
4. When people gossip about someone who is not present, they often pass
judgments. Some people pass judgment on others to find out where they stand.
It is a way of dealing with self-doubt and insecurity.
The best way to dispel grapevine is to give people the facts. If there is no
truth to a rumour or no information concerning it that should be said? Above
all workers should be asked to never repeat a rumour. Supervisors must show
their people that they intend to do everything possible to keep them fully
informed.
The withdrawn communicator has the least concern, both for him and for
others, and feel that other people in the organisation are not interested in them.
They, therefore, have a life position of “I am not O.K., You are not O.K.” The
withdrawn style is rarely effective in communication, because it blocks
interaction.
3. The Relinquisher Communicator: Here the communicator takes up a
receptive rather than a directive position and evinces interest in others. Here,
too, there is an unbalanced exchange, for the relinquishing communicator tends
to be passive in an interchange. It is possible that, for a relinquishing manager,
his subordinates take the lead in decision-making and discussion. The
relinquishing manager has the life position of “I am not O.K., You are O.K.”,
which is characteristic of the child. Being humble and unsure, the relinquisher
believes it has nothing worthwhile to contribute.
(4) The norms and sanctions of the groups(s) to which the sender and
receiver belong. When people trust each other, their communication
tends to be more accurate and open; when they distrust each other, they
are more likely to be secretive or hesitant to talk openly.
(1) Attention
(2) Perception
(3) Comprehension
(4) Acceptance
Do not over communicate but just enough for the purpose in view.
When people are being emotional, other people should try to be rational.
When people are misunderstanding and getting confused, others should try to
be sympathetic and understanding.
Consult everyone affected, even though they are not concentrating at present
(because they will resent not being consulted afterwards).
Experience shows there are many ways managers can improve internal
communication. Here are some tips for them:
View information as “service to” employees and not “power over” them.
Listen to employees; show respect for them when they speak. They will feel
part of the team and will tend to be more dedicated and productive.
Don’t just talk open-door policy. Practice it by walking around and talking
to employees. Allow people to disagree and to come up with new ideas.
3.11 LISTENING
Listening can be described as a combination of:
(i) Hearing — the physical reception of sound;
(ii) Comprehending — the interpretation and understanding of the message;
and
(iii) Remembering — the ability to retain what has been heard.
Hearing is with ears, but listening is with the mind. Effective listening
helps receiver to take the exact intended message. Good listeners save time
because they learn more within a given period of time and they learn about the
person talking, as well as what the person is saying. Good listening is also
good manners; people think more of us when we listen to them attentively.
Nature has given people two ears but only one tongue, which is
Gentle hint that they should listen more than they talk.
Listening requires two ears, one for meaning and one for feeling.
Decision-makers who do not listen have less information for making
sound decisions.
2. people perform better when they know that their opinions and
suggestions are heeded
8. Listening habits are deeply embedded in the personality and are related
to other personality traits, such as obstinacy, empathy, and so on.
10. Supervisors who don’t get all the facts often make poor decisions.
Show a talker that you want to listen. Look and Remove distractions.
Don’t doodle, tap, or shuffle papers. Will it not be quieter if you shut the
door?
Empathize with the talker. Try to help yourself see the other person’s
point of view.
Be patient. Allow plenty of time. Do not interrupt a talker. Don’t start for
the door or walk away.
Hold your temper. An angry person takes the wrong meaning from words.
Go easy on arguments and criticisms. These put people on the defensive,
and they may calm up or become angry. Do not argue.
Even if you win, you lose.
Ask questions. This encourages a talker and shows that you are listening.
It helps to develop points further.
Stop talking. This is first and the last, because all other guides depend
upon it. You cannot do effective listening job while you are talking.
One must develop the art of listening. The higher you go up in the
organisational set-up, the more successful you are likely to be if you listen to
others. Some of the listening gains are:
You get ideas that you might never have thought. (Ideas have no pride.
They are willing to be born to anyone willing to have them).
You get co-operation from people who know that you value their
thinking and ideas.
You motivate action from people who have a part in your success.
You get good listening on the part of others to what you have to say.
Listening Tips:
1. Listen for ideas, not just for facts.
2. Control your emotional reactions.
3. Overcome personal prejudgments and distractions.
4. Keep an open mind.
5. Listen more than you talk.
6. Hear the other person out; don’t interrupt.
7. Learn to practice active listening.
8. Keep your mouth shut (literally, keep your lips closed).
9. Paraphrase frequently in your mind, and aloud to the speaker.
10. Focus on the person speaking.
Organizing informal gatherings such as annual day, sports meets, and the
like to promote free interaction and exchange of views.
14. Do you ask yourself what you can do to help improve your employees’
performance?
For any questions that you answered “no,” list below things you can do to
increase your interaction with your employees.
E-Mail:
Electronic mail (or e-mail) uses the Internet to transmit and receive
computer-generated text and documents. Its growth has been spectacular. Most
white-collar employees now regularly use e-mail. In fact, a recent study found that
the average U.S. employee receives 31 e-mail messages a day. And organizations
are recognizing the value of e-mail for all workers. Ford Motor Company, for
instance, recently made a computer, modem, printer and email account available
for $5 a month to all of its more than 3,00,000 employees worldwide.
E-mail, of course, is not without its drawbacks. At the top of the list is information
overload .Its not unusual for employees to get a hundred or more
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