Types and

Methods of Communication
CHAPTER COVERAGE
2.1 Typology of Communication
2.2 Channels of Communication
2.3 Formal Communication
2.4 Informal Communication
2.5 Rumour
2.6 Communication Network
2.7 Direction or Flow of Communication
2.8 Downward Communication
2.9 Upward Communication
2.10 Horizontal Communication
2.11 Diagonal Communication
2.12 Methods of Communication
2.13 Oral Communication
2.14 Written Communication
2.15 Gestural Communication
2.16 Choice of Method of Communication

2.1 TYPOLOGY OF COMMUNICATION

Communication in organisations may be studied under the following
leadings
A. Channel or Network: (1) Formal, and (2) Informal.
B. Direction of Message: (1) Downward, (2) Upward, (3) Horizontal and
(4) Diagonal.
C. Method of Expression: (1) Oral, (2) Written, (3) Gestural.
Types of Communication

Channel Direction Method

(1) Formal (1) Downward (1) Oral

(2) Informal (2) Upward (2) Written
(3) Horizontal (3) Gestural

(4) Diagonal
Fig. 2.1. Types of Communication.
 2.2 CHANNELS OF COMMUNICATION
A channel of communication is the path through which information is
transmitted throughout the organisation. It represents various contacts or
in the
linking points which exist between different individuals or departments
Channels of communication may be divided into two categories,
organsation.
namely: (1) Formal; and (2) Informal.
are institutionally
Formalbychannels include the paths ofcommunication which
determined the organisation. They are associated with the status and position
Formal communication enforces a
of the communicator and the receiver. It derives its support
relationship between different positions. from the scalar
chain of the organisation. But informal channels represents communication among
contacts. Informal communicaticn co-exists
with the
people through informal Informal channels are not
formal communication system in the organisation.
members
laid down by the management. They are used by the organisational
out of their desire to socialize and for the sake of convenience.

2.3 FORMAL COMMUNICATION

Formal communication refers to the official communication which takes
Such
place following the chain of command in the organisation.
communication generally relates to the officially accepted and recogrnised
activities of the organisation. The organisation structure reflecting superior-
subordinate relationship determines the flow of formal communication. Thus,
the scalar chain of authority established by the organisation provides the
channels for all officials communication between members of the organisation
and parties outside the organisation such as government, customers, etc. Formal
communication usually takes the form of written communication such as notes,
memos, letters, reports and statements. Formal communication can be verbal
or through gestures also. Tele-conferencing is also becoming increasingly
popular.
Acording to the direction of flow, formal communication may be of four
types: () Downward; (ii) Upward; (i) Horizontal; and (iv) Diagonal.
Advantages of Formal Communication
Formal communication through officially established channels has the
following advantages :
) Orderly Floro of Information. Such communication is systematic and
ensures orderly flow of information and ideas.
(ii) Identified Source. The source of communitation can be easily located.
(ii) Authentic Information. It is an officially recognised path of
communication. Whatever information flows in whatever direction (vertical,
horizontal or lateral), it is presumed to be authentic.
(iv) Expensive. Formal communication is expensive as it requires lot of
administrative work and use of formal channels.
() Justification of Authority. It provides support to the authority of
superiors over subordinates.
(vi) Answerability for Actions. Responsibility of the actions taken on the
basis of any formal communication can be easily fixed.
 (ii) Control. Control is facilitated by formal communications providing
information about work performance.

Disadvantages of Formal Communication

There are three main disadvantages of formal communication. These are
discussed below:
()Time Consuming. This type of communication follows the scalar chain
af authority and so is a slow moving process. When it is routed through more
than one authority level, it takes too much time.
(i) Lack of Personal Touch. Formal communication is mostly conveyed in
an impersonal manner. Personal warmth and involvement may be lacking
(ii) Distortion. Accurate information may not be transmitted in view of
the likelihood of unfavourable effects of the message or report, or to avoid
criticism. Even the information may be distorted in the process of transmission
through different levels in the organisation.

24 INFORMAL COMMUNICATION/GRAPEVINE
Communication between individuals and groups which are not
officially recognised is known as informal communication. It consists of
exchange of ideas and information resulting from social interaction among the
members of an organisation. Actually, the necessity of information
communication arises among people to satisfy their social needs, which is not
pOSsible through formal communication. It may involve work related matters
or consist of other matters of mutual interest to the parties. The flow ofinformal
communication cuts across the official lines of communication. Informal
communication is known as 'grapevine'.

Grapevine
The network or pathway of informal communication is known as
the
grapevine. The use of the term grapevine is said to have originated duringand
US Civil War when telegraph lines were strung loosely between trees
soldiers said the wires resembled a grapevine. Messages that were difficult
to
decipher were said to have come through the 'grapevine'.
In organisational context, the informal communication is called grapevine
because the origin and direction of the flow of informally conveyed messages
cannot be easily traced. Grapevine cut across formal channels of communication.
Neither do they follow the same pattern not do they necessarily coincide with
formal channels of authority and communication.

Grapevine has the following features:

1. It transmits information in every direction throughout the
organisation laterally and diagonaly. The grapevine, thus,caneven
contact those organisational units that may have simply indirect
formal relationships.
2. Grapevine, being unrestricted by formal policies and procedures,
transmits information rapidly. In it the chain of command need not
be followed. Once a message enters the grapevine, it moves almost
instantaneously to any point in the organisation.
3. Grapevine is selective with regard to the person who receives the
intormation. Some people are tuned into it and others are not. It is
 POSSidle that some
managers are even aware of the existe
8rapevine in the organisation.
4.
Grapevine extends bevond the formal hierarchy system o
n

OTganisation. It can occur off the job. Workers at a party may passon
OF receive information about the organisation. There can be hundreds

or even
thousands of connections.
DrdpeVine generally occurs orally. It arises out of social interacting

among people.
6. Grapevine is based on people rather than task.
rormal
as in the case witn
.
Grapevine does not follow a fixed pattern
communication.
Managers should not eliminate the grapevine, thereby ignore it. Wise
and
will they obtain useful
remain tuned into the grapevine. Not only
dnagers with correct ones.
ntormation but also will they replace incorrect messages
for enlightened
ne grapevine is an important channel of communication even
companies.
Types of Grapevine
Information travelling grapevine does not follow an orderly path.
in a
informal communication as
Research had identified four types of grapevine or
individual communicates with
shown in Fig. 2.2. In single strand network, an
another individual through the intervening persons.
In gossip network, the
individual communicates with every one non-selectively. In probability network,
the individual communicates randomly with others according to the law of
probability. In cluster network, the individual communicates with only those
individuals whom he trusts. Out of these informal networks, the cluster network
is the most popular.

o O
O
SINGLE STRAND CHAIN GOSSIP CHAIN PROBABILITY CHAIN CLUSTER CHAIN
(A communicates with B (A non-selectively (A communicates randomly (A selectively communicates
through, intervening persons communicates with with others according to the
in a strand). with those he can trust.)
everyone.) law of probability.)

Fig. 2.2. Informal Networks or Grapevine.

Use of Grapevine
Some people think that
true. grapevine is generally inaccurate which
However, grapevine information is not
is usually So it incomplete. may be
isinterpreted even though the details it does carry are accurate. Hence, there
thing bad about the grapevine. In fact, it fills in the gaps existing in the
formal communication system. In the absence of informal communication, the
ability of a manager to build teamwork, motivate people and create
dentification with the organisation would be severally restricted. If a manager
identify the important people in the grapevine, he can partially control the
information they receive and use the grapevine to inform them regarding new
ideas and policies. The manager can also get valuable information from the
grapevine and use it to improve decision making.
grap
Advantages of Informal Communication
The advantages of informal communication or grapevine are as under:
Social Relations. Informal communication consists of the network of
person-to-person relations. It, therefore, gives opportunity to people to form
social groups and communicate with each other.
() Need Satisfaction. Informal communication satisfies an important urge
of people to know what is happening in other parts of the organisation and be
in the know of the latest information,
(i) Speed. Informal communication is very useful when information is
required to be communicated very quickly. Grapevine works faster than formal
communication.

(ip) Avenue of Expression. puring periods of uncertainty, people can

express their fears and apprehensions more freely through the grapevine.
) Feedback. Informal communication is very fast. It can be used by
managers to get quick feedbacks from the subordinates.
(vi) Supporting the Formal Channel. Grapevine can be used to supplement
the formal channels of communication. Whatever cannot be communicated
through formal channel because of time or official constraints, can be
successfully transmitted through informalchannels.
(vii) Better Human Relations. Since informal channels cut across official
positions and hierarchical relationships, they develop healthy human relations
amongst people in the organisation.

Disadvantages of Informal Communication

The grapevine is not without limitations. Certain dangers are implied in
the use of informal communication. In particular, management should guard
against the following dangers of grapevine or informal communication:
() Incomplete Information. There are occasions when the grapevine does
not carry complete information. Information relating to dismissal of an employee
Is disseminated throughout the organisation very quickly. But why dismissal
took place will usually remain uncommunicated.
ii) Distortion. Information communicated through the grapevine may
get distorted. People add their personal interpretations and thus distort the
facts. Personal motives are often dominant in transmitting information through
the grapevine.
 (i1) Unreliability. Informal communication is generally unreliable. There
it can't be
s not
guarantee of the informal channels being always active. So
depended upon for sending urgent messages.
(10) Leakage. Confidential information often leaks out through informa
communicalion. Thus, the network of informal communication can be used by

management only with due precaution.

Lack Informal communication spreads by word of
of Authenticity.
() would make the
mouth. It may not be supported by tangible facts. This
grapevine information incredible.
flow cannot
of information
o1) Problem in Fixing Responsibility. Origin anybody
difficult to hold
De ascertained in this channel. It is, therefore,

responsible for spreading false information.

EXHIBIT 1
Communication
Formal vs. Informal
Informal Communication
Formal Communica.
1. Informal communication is
the
1. Formal communication follows independent of the authority
officially established chain of command relations in the organisation.
and lines of communication.
2. It carries messages at a fast speed.
2 . It is a slow-moving procesS.
3.It is not possible to fix the
It is easy to pinpoint the responsibility
3. with respect to formal communication. of
responsibility informal|
communication.

4. It is people oriented.
4. It is task-oriented.
5. It may consist of work-related as
5. It consists mainly of work-related
well as social messages.
matters.

6. It is orderly and systematic as regards 6. It is unsystematic and erratic as

direction of flow.
7. It serves organisational needs.
8. It flows in vertical, horizontal and
diagonal directions.
9. It can be oral and written.
io The message is accurate and authentic.
regards direction of flow.
7. It serves not only organisational|
needs but also social needs of the
people
8. It can flow in every possible|
direction.
9. It is mostly oral.
10. The message can't be considered
authentic unless it is supplemented
by formal channels.

2.5 RUMOUR
Rumour is grapevine information which is communicated without
authentic standards of evidence being present. It is thus an untrue part of
grapevine. It can by chance be correct, but generally is incorrect; so itis
presumed to be undesirable. Rumours originate for a number of reasons. One
cause is plain maliciousness, but it is
probably not the most important. A more
frequent cause is employee's anxiety and insecurity because of poor
communication in the organisation. Rumour also serves as a
means of wish
fulfilment or applying pressure upon the
management.
 Rumour largely depends on the interest and ambiguity perceived by the
.arson receiving 1t, it tends to change as it passes from person to person. Its
eneral theme may be maintained, but not its details. The rumour gets twisted
g e n e

d distorted when it passes from one mouth to another. The message gets its
wn head, tail and wings on its journey and swells, unproportionately to an
xaRgerated shape. Generally, each person chooses details in the rumour to fit
his
oarticular focus on reality. Thus, the details given at the beginning of a
rumour are lost atter a few transmissions because people reduce it to a
rememberable number of details about items of interest to them. A major
outbreak of a rumour can be a devastating epidemic that sweeps through an
organisation as fast as a summer storm and usually with as much damage.
orga
Therefore, dealing with rumours is the most important problem before the
management.

2.5.1 Dealing with Rumour

The preferred approach in dealing with rumour is to get at its causes,
rather than try to kill it after it has already started. When causes are known, it
should be stopped as early as possible because once a rumour's theme is known
the rumour.
and accepted, employees distort future happenings toconform to
So the management must pass on the correct message in time. Once a rumour
has been spread, it is difficult to erase it from the minds of the people. The only
solution is to get the facts across before misconceptions have a chance to gain a
foothold. Usually, face-to-face supply of facts is the most effective way because
mind.
it helps answer the particular ambiguities in each individual's
The oral message may be repeated clearly. The message must contain facts
and not the Neither it should contain the rumour. The message should
opinions.
by the written
not be exaggerated. The oral message should be confirmed

circulated combating the rumour which is not in the

message and it should be
interest of the workers and the organisation.

2.6 COMMUNICATION NETWORKS

A network of communication represents the pattern of contacts amon8
the nature of channels
the members of an organisation. It mainly depends upon
involved in the communication
of communication and the number of persons
of communication networks in the organisation,
process. There may be five types
strand, wheel, circular free flow and Y
network.
viz.,
single
below:
These channels are discussed
2.3(a), one person
(a) Single Strand or Chain Network. network is Fig. slow,
As shown in
This because the
Communicates with one person only. very
command. It
flows in a direct vertical line along the scalar chain of
message flow of
can flow from top from bottom to top in a line. Thus, the
to bottom or
from a superior
Communication takes place through the formal channels, say in the
horizontal commurication
tosubordinate and vice versa. There is no
chain network.
 B)

B
(C)
D
C) (D
(c) Circular network

(b) Wheel network

(a) Single strand
O

( ) Y network.

(d) Free flow network

Communication.

Fig. 2.3. Networks of

Network. As shown in Fig.

2.3(6), the wheel
Communication
subordinates
(b) Wheel c o m m u n i c a t i o n pattern
under which the
the
It is called a wheel
network represents network
one manager.
communicate with and through as a central
can
the manager who acts
since all
communicationspass through receive instructions and
the hub of a wheel. All the workers
authority like
guidance from one person. the
case of circular network,
Communication Network. In
(c) Circular
communicate with his two
moves in circle.
Each person can
message of circular network is
neighbourhood colleagues only. The main disadvantage
slow.
that communication is very
Network. Under such an organisational
(d) Free Flow Communication
communication. Everyone is free
there is not restriction on the flow of
design,
in the organisation. This network
to communicate with anyone and everyone
is ínformal and unstructured. In fact, it
is very flexible.
centralized with
(e) Y Communication Network. This network is
information flows along the predetermined paths. Such network might
be
interaction among the
appropriate for simple operations requiring little
members of the group.
Various networks emerge in practice as most of the members participate
in more tharn one network. For instance, the financial manager may be at the
centre of a chain as well as active in the circle and wheel networks. Thus, various
combinations of networks are used in modern organisations.
 IRECTION OR FLOW OF COMMUNICATION
2.7
From the point ot view of the direction or flow of information,
.minication may be either vertical or horizontal. Vertical communication
comove both downward as well as upward. Horizontal communication is
as lateral or sideward
so known
communication. Besides, there may be
anal communication in organisations which may cut across the vertical
din
lines the organisation structure. Thus, on the basis of flow of information,
in the
commu munication may be classified as follows
()Downwardcommunication.
(it) Upward communication.
ii) Horizontal or sideward communication.
(io) Diagonal communication.

B E

Diagonal

G
Horizontal

Fig. 2.4. Direction of Communication.

Fig. 2.4 illustrates the direction of flow of information in an organisation.
The flow of information from A to B, C and D is downward and from G to E, F
and A is upward.Horizontal communication has been depicted by an arrow
between D and G working at the same level in the organisation. And
communication between D and E represents diagonal flow of information.

2.8 DOWNWARD COMMUNICATION

represents the flow ofinformation from thetoplevel of thelower levels
of the organisation.) In Fig. 2.5, communication from the Managing Director to
the operative employees represents downwards flow/ The purpose of
downward communication is to communicate policies, procectures,
and objectives, and to issue orders and instructions to the
programmes
subordinates)A major
part of the formal communication takes the form of downward commúnication.
Downward communication can take place through verbal or written orders
and
instructions, notices, circulars, letters, memos, posters, periodicals,
publications, group meetings, etc.
 Managing
Director
Divisional

Managers

Departmental

Heads
p/eMdn
Middle Level
Executives

Lower Level
Executivess

Operative Employees

C o m m u n i c a t i o n - D o w n w a r d
and Upward.
Vertical
Fig. 2.5. under:
communication are as
The objectives of downward
instructions about what to
do and how to do.
la) To give procedures.
programes and
4b) To explain organisational policies,
is performing his job.
T o know how effectively person
a

their performance.
d) To motivate employees improve
to

train subordinates in performing their jobs.

To
2.8.1 Modes of Downward Communication
To provide an introduction of the
1. Handbooks and Pamphlets.
handbooks and pamphlets are used during the
organisation to the newcomers,
hiring of workers and other staff or during demands a processes)
orientation Very often
they remain unread, even when the company signed statement that
the employee is acquainted with their contents.
2. Posters and Bulletina, Information conceming the firm employees is
often communicated on postersand bulletin boardsindeed, some workers may
not be able to read them. Messages communicated thus remain long after their
usefulness has passed)
3. House Journal. Many firmshave their own newsletters or newspapers,
often referred to as house journalsA great ideal of information segarding the
organisation can be communicated through these newsletters,They often
contain information about new products, about its policies.They readership
increases when some space is allocated to items of personal interest to
employees.
 and Direct Mail. When the top management
wants to
Pay Inserts to
matters of importance it can use direct mail intended
anicate
encourage readershiP
co vees. Inserting a note with the paycheck may alsomatters.
enhelp
Lettersh e l p .stimulate interest
of workers in company
for
5 . Annual ReportsMost organisationsalso bring out annual reports
new
information about new plants,
shareholders. I hese reporishighilight
th
ducts, company finances, etc.)
with
Special MeetingsThe management mayschedule special meetingsobtain
explain them the new policies and procedures anddownward
to to
amployees
f e e d b a c k
from them./Thus, special meetings can be used for both
andupward communication.

Downward Communication. The merits of downward

Merits of
are as follows:
comnunication

Mission and Goals. It informs the employees about the organisation

these
and how they should contribute their best to accomplish
mission, goals
missa

goals.
information
(i) Plans and
provides the employees with
Policies. It

plans and policies.

regarding organisational It facilitates the employees the knowing
what is
Duty
(in) and Authority.
them and the extent of
their authority.
expected of satisfaction by
It increases employees' job
(iv) Job Satisfaction.
them about their better performance.
communicating communication
Downward Communication. Downward
Limitations of
limitations
suffers from the following
organisalions, information flows through
a

() big-sized
Distortion. In
the time, it reaches the lowest
is quite possible that by
number of layers. It different from
hierarchy, the message received is
level in the organisational
what was sent.
a part of
Information. Sometimes, managers withhold
(ii) Incomplete information so that
transmit incomplete
information with them and them for requisite
remain dependent upon
subordinates continue to
their tasks effectively
information. The subordinates
will not be able to carry out
with incomplete information.

Consuming. If the organisational

hierarchy has too many levels,
(ii) Time
concerned. Sometimes, the
for information to reach the person
it takes too long been taken.
information reaches after the
desired action has already
lost in transit.
Oral information often gets
(iv) Filteration of Information. and filled up by some
information is retained at one level
A part of the
encoded and decoded
unintended information at another
level. Messages ar
have shown that in some
cases,
Researches
according to people's perception. lost on the way.
intormation upto about eighty per cent, gets
2.9 UPWARD COMMUNICATION

e s the flow of communication from the lower levels to the higner

evels the
of organisation. Fig. 2.5 shows upward communicato of
upward
operative employees to the Managing Director. The purposes upw the
Ommunication are to keep the superiors informed about the progre
for
Ork and difficulties faced in executing orders, suggest meau
and create a feeling of belongng
m e n t , communicate grievances can take the form or
acuv
participation. Upward communication
nrough
Teports, suggestions, recommendations, grievances, erc as
for successful managing
communication is equally essential ement in knowing how well
pward
downward communication. It helps the top managem operative employees.
It nelps in
the
5 Plans and policies are understood byManagement should always encourage
the employees. to overcome
IIOwing the attitudes of management
in takirG steps
morale of
c o m m u n i c a t i o n . This will help increase the
upward workers and to
on the part
of the form of either
written
resistance change
to take the
communication may
ne employees. Upward
communication.
Communication or verbal

EXHIBIT 2 Communication vs. Upward

Communication

Downward
Upward Communication

Downward Communication

Basis the flow of

It represents
the flow of from lower level
1. Flow of It represents information
level to
information from top to top levels.
Message lower levels. the
Its purpose
is to keep
communicate
Its purpose is to informed about the
2. Purpose policies, procedures, orders superiors work and
progresS of
instructions to the the
and difficulties faced in
subordinates. execution of orders.

and
done It is used to give reports
3. Use It is used to get things reactionns of
through the subordinates. convey
subordinates to the
management.
It takes the form of activity
It takes the form of
written
4. Form of suggestions,
and oral instructions, letters, reports,
Message memos, company publiations,
grievances, etc.

etc.

2.9.1 Media ofUpward Communication

firms have formal suggestion systems. They
1. Suggestion System. Many the workers.
for suggestion boxes for putting in suggestions by
provide However, in this
workers to fill in suggestion forms regularly.
They encourage
should receive sincere
consideration. Employees
system every suggestion whatsoever reached
results of any decision
should be prompty informed of the
on each suggestion.
evolve a systematic procedure
2. Grievance Procedure. Some organisations
matters affecting them. The procedure gives
through which employees complain within the organisation.
the subordinates an opportunity to settle their disputes
Most unions negotiate through formal grievance procedures.
 workers to
Open-door Policy. established channel that allows
It is an
3. to
n s s immediate
supervisors and talk to the top executives in regard
reduces
byrtant matters without fear of reprisal. This communication channel
that employees
inian among subordinates and improves trust. It is important is sincere
teaware of the open-door policy and believe that the management with the
to tthem. It also involves the management talking directly
a r e .

in
liteningto
istening

workers

has its disadvantages too. It creates a sense of

The open-door policy
when they know that subordinates may lodge
cecurity among managers first finds
to upper level managers. At times a supervisor
mplaints directly him.
upset upper level manager sends for
compi
outanyproblen lem that exists when an

to
Ouestionnaries. Sometimes, anonymous questionnaries are given
4.
in with a view to identify problem areas in the organisation.
rkers to fill
workers rate a firm low in a given area, the mánagement
when a large number of Whatever the case,
lld deal with it immediately and find solutions thereof.
shoul

taith of its workers the firm must take immediate

earn and sustain the
the purpose of using questionnaries may be lost.
measures, otherwise
neá

5. Ombudsperson. The.organisations
having no union can have a
called an ombudsperson. employees' complaints,
He hears
complaint officer actions to the top management.
them and recommends appropriate
investigates
resolution channel resolves the problems swiftly.
This form of grievance
Communication. The merits of downward
Merits of Upward
communication are as follows: levels
in receiving feedback from the lower
() Feedback. It helps managers function. It also helps them in
them in carrying out the controlling
that helps
towards company's goals and plans.
working attitude employees
of
creative ideas and
Creative Ideas. It provides managers with
(i1) have thought of.
which probably they could not
suggestions,
It superior-subordinates relationships
(ii) Better Relations. strengthens
relations.
harmonious industrial
and improves
Resistance to Change. It overcomes resistance to change
(iv) Overcomes to present their fears
and
on the part of employees as they are allowed obtain necessary
before the management and
apprehensions about the
same

clarification and assurance.

motivation to work.
increases employees'
Increased Motivation. It
(v) are being
their grievances, ideas and suggestions
When employees know that work.
feel morally committed to their
considered top managers, they
by suffers
Limitations of Upward
Communication. Upward communication
limitations
from thefollowing the matters
Subordinates do not always report
(i) Fears and Apprehensions. their bosses.
want, for the fear of being reprimanded by
upward the way they boss wants to hear, they
do not
When know that the news is not what the
they
transmit it at all.
filtered when it flows
(i) Filtration. A substantial part of information gets
transmission each level filters
that part of information
pward. During upward unfavourable picture to their superiors.
which it feels will present an
 (tii) Time Consuming, Too many levels in the official chain of command
result in delayed transmission from the lower levels to the top level.
(17) Inattention by Superiors. Sometimes, the superiors don't attacn any
the
even discourage
Ttance to the upward communication. They may
subordinates to speak to higher levels.
their
) Low Morale. The employees feel morally depressed
when
the required
8rievances and suggestions to higher authorities do not get
the
attention.

HORIZONTAL OR LATERAL COMMUNICATION

2.10 of the same
refers to the transmission of information
among persons
t
and status as shown in Fig. 3.3.(Tt
generally takes place among
Jevel functional areas ofthe
responsible for different
epartmental heads who are communication.
Horizontal
lateral or sideward
Dusiness.t is also known The
as
coordination in the enterprise.
for achieving
COmmanication is
essential limited. They take
communication are generally
methods used in horizontal face-to-face contacts,
and the personal
the form of memoranda, letters, departmental heads play
Informal contacts amopg the
The main purpose sideward
etc. of
telephonic contacts,
role in informal communication(
important
among various departments.
an

communication is to securecoordination
communication are as
under
The objectives of lateral
Tocoordinate amorng various individuals
or departmnents.
(a) of various specialists.
which involve the efforts
(b) To solye prohlems of the department.
To resolve conflicts among various employees
(c)
various emplovees of the department.
(d) To exchangeinformation among
() To promote social relations among
employeesin the organisation.

Managing
Director

Divisional Manager
Divisional Manager
(Steel) (Cement)

Deptt. Dept. Dept. Dept. Dept. Dept.

Head Head Head Head Head Head
(Production) (Finance) (Marketing) (Production) (Finance) (Marketing)

Fig. 2.6. Horizontal or Lateral Communication

I )denotes horizontal communication]
 Horizontal communication can take place between (a) members ot a
hicular work group, (b) members of different work groups, (c) members of
rent departments operating at the same level, and (d) members of line and
differe

stalt.

Horizontal communication can be both oral and written. Oral

mmunication takes place amongst people of the same level when they meet
Co lunch break, after office hours, discuss issues in meetings and
in meetings
durin,

nferences or talk over

nferences ort
telephone. Written communiees
communication takes place through
letters,
memos, reports etc.

Horizontal communication is more of an informal nature. If a

d
head needs some information from another departmental head,departmental
he may get
him
im up d1rectly.
nis by ringing Inspite of presence of hierarchy in any large
dustrial organísation, it is possible to accelerate exchange of information if
ho management recognises and encourages cross contacts which cut across
the organisational lines. Such contacts may take place between individuals and
groups, not only in eir levels but also with other echelon of management.
Thecross-wise communication can be effective when a proper understanding
exists among the superiors on these points. The subordinates should refrain
from making communication beyond their authority and should keep their
superiors informed of their inter-departmental activities.
Merits of Horizontal Communication. The merits of horizontal
communication are as follows:
0It speeds up the flow of work in the organisation.
(i) It facilitates problem-so]ving amongst members at the same level
and brings about coordination.
(i) It helps in reviewingactivities assigned to people working at identical
positions.
(iv) Tt develops mutual trust and confidence amongst similar position
holders of different departments.
() It relieves top managers of the burden of solving problem of the lower
levels if they can manage to solve them on their own.
Limitations of Horizontal Communication. Horizontal communication
suffers from the following limitations:
(i) In the modern age, functional heads are so highly specialised in
managing activities of their departments that they lack knowledge
of other functional areas. This hampers communication at the
horizontal level. For example, marketing manager may not appreciate
the problem of the finance manager in collecting payments from the
debtors and insist on liberal credit to customers.
(i) Personal likes and dislikes amongst members of difterent work
groups can obstruct fee flow of information among them.
(in) Differences in perceptions and attitudes of functional heads can be
counter-productive in horizontal communication. If the chief
executive of the company directs functional heads to cut down costs,
finance manager may want marketing manager to cut selling
 manager
production
want
inter-departmenta

manager
may
marketing
lead to
while This might
expenses

production
cosis.
to cul
conflicts.
2.11 DIAGONAL COMMUNICATION and levels
in
an
functions
different directly
c o m m u n i c a t e s
across
culs
c o m m u n i c a t i o n
department department
credit
Diagonal in the different
1s said
acommunication is
supervisor
not only
in said
When a who is communication
organisation. manager channels
marketing diagonal
gonal h o r i z o n t a l

organisation,
with a regional level in the and conduits
g
a higher
vertical
merely
merely
as
co
but also
at In some
situations, by
passing
being
used
used
mail systems
others from
electronic
to lake place. prevents use of
action and increased
expedites receivers. Also,
the much easier of
s e n d e r s and efficiency
c o m m u n i c a t i o n

between the
has made
diagonal increasing vertical
organisations
in through
n helps be passed made
by
c o m m u n i c a t i o n
cannot
can be
Diagonal every
information
c o m m u n i c a t i o n

subordinates
as
activities
of diagonal and that
organisational
Best use
in
nature
of other
c o m m u n i c a t i o n . cordial
with people
nes of relationships
are
interactions

that cross
informed
of their
ensuring departs
is that it
superiors
their line
keep c o m . n u n i c a t i o n

diagonal gaps, most

departments. with the
c o m m u n i c a t i o n

problem minimize
To to superiors
The major
c o m m u n i c a t i o n
command.
chain of vertical
normal a
from the also e n c o m p a s s
c o m m u n i c a t i o n s

bypassed.
diagonal have been
subordinates
who may
or
C O M M U N I C A T I O N
c o m m u n i c a t i o n
can be
METHODS
OF used,
2.12
method of expression written,
and (3) gestural.
basis of
On the namely, (1) oral, (2) three types of
into three
categories, of all the
allows the
use
classified c o m m u n i c a t i o n

of
A good system These are
discussed
below:

communication.

2 . 1 3 O R A L c O M M U N I C A T I O N
words. Oral
help of spoken
with the
of messages and (ii) through
involves exchange to face contacts,
It
take place (i) by
face through conversation
communication
may and
conversation
face to face system of
devices. Both
communication
mechanical
place in the
devices hold an
important
mechanical

any organisation.
natural way of transmitting the
is the most
Face to face
conversation
discussions, social
interviews, lectures, group
Oral orders, personal merit of
life. These have the
message. used in our daily
gatherings, etc. are frequently understanding
because the communicator
cooperation and
achieving greater or gestures. Moreover,
the both by words and expressions
can convey message
doubt or if he is not
able to understand
if he has any
listener can make queries
the message.
devices have gained great popularity for
Mechanical and electronic
The important
in the modern business enterprises.
communicating the messages
intercom system, mobile (cell) phones,
devices used include signals, telephones,
fax, e-mail, etc.
pagers,
 Advantages of Oral Communication. Oral communication has the

following
advantages:
( Oral communication is relatively less expensive as compared to
written communication.
(i) Oral communication is more effective because of direct contact
between the parties to communication.
(i) Oral communication helps in getting quick response from the
receives.
(iv) Oral communication, particularly face to face contacts, can be made
more effective by supporting them with gestures.
(w) Oral communication is faster as compared to written communication.
Disadvantages of Oral Communication. The disadvantages of oral
are as under:
communication
( Oral communication is not possible when parties to communication
are at distant places and no electronic means of communication is
available.

(Gi) Communication through the electronic device may not be reliable

because of the possibility of the breakdown in the transmission
system.
(ii) Oral communication cannot serve as an authentic piece of record
unless the conversation is audio or video recorded.
(iv) Oral communication in the form of face to face meeting may prove
to be time consuming and costly.
() Oral communication may give rise to conflicts in certain situations
because of immediate response from the listener. Even if there is a
slip of tongue by a person, the words once spoken can't be taken
back.
(vi) Oral communication may be ignored by the receiver of the message.
This would delay action.

2.14 WRITTEN COMMUNICATION

Written communication is transmitted by written words in the form of
letters, memos, circulars, bulletins, reports, instruction cards, manuals,
magazines, handbooks etc. Writtern communication generally moves downward.
Upward communication in the written form is generally discouraged, or the
workers are reluctant to use it. Dynamic management should encourage it by
installing a suitable suggestion system under which workers are allowed to
write their grievances and suggestions freely.
Advantages of Written Communication. The benefits of written
communication are as under:
() Written communication can be used to issue instructions and orders
to the subordinates.
(i) It is very difficult to alter the contents of the written message. So it
can't be distorted.
 means of communication when
communication is a cheaper
(ii) Written
communication are
situated at distant places.
the parties to
formulated than oral
are more carefully
(iv) Written messages
m o r e clear and specific. Oe
communication. That is why, they a r e
before writing anything.
can think adequately
communication is generally
well-thought Ou
to written
(v) Response sufficient time to
understand and evaluate
because the receiver gets
the message.
communication is also used
to elaborate oral
(vi) Sometimes, written
communication and to keep a
record of it. Written communication
can be used in
serves as a reliable
record for future reference and
legal proceedings.
Communication. The limitations of written
Disadvantages of Written
under:
communication are as
Written communication is more expensive for transmitting the shon
() time to convey the message.
takes long
messages. It also
formal in nature. It does not
(ii) Written communication is generaly
involve personal touch between the parties.
there is little scope
iii) Once a written message has been despatched,
left for amends for the inaccuracy that might have crept into
making
it.
written communication is poorly drafted,
it may create
(iv) If the the mind of the receiver.
misunderstanding and confusion in
Communication
Comparison of Oral and Written
Oral Communication Written Communication
1. Communication is expressed through 1. Communication is expressed in
spoken words. writing.
2. It takes less time. 2. It takes more time.
3. It may not be precise. 3. It can be very precise.
4. Oral communication may not be | 4. It is not difficult to understand written
complete. It may be difficult to communication if it is expressed in
understand it. unambiguous terms.
5. It is generally informal in nature. 5. It is generally formal in nature.
6. Oral message may not be taken 6. It is generally taken seriously.
casually.
7. Oral message may not be verifiable. 7. Written message is verifiable from the
records.

2.15 GESTURAL COMMUNICATION

Communication through gestures or postures is often used as a means to
supplement verbal communication. If there is a face to face conversation
between two persons, they can better understand the feelings, attitudes an
emotions of each other. Gestural communication is very much helpful to
motivate the subordinates, as for instance, handshake with the subordinate o
 the listeners
a
at on
p a to n the back of the subordinate. Similarly, gestures taken by
can be made
n ad use of by the communicator to know their reactions.
can be
2.16
CHOICE OF METHOD OF COMMUNICATION
communication will be used
It is very difficult to predict which method of are
in a particular
organisation. In practice, all the three methods of expression
under different circumstances. Postural communication
1sed in varying degrees
frequently used to supplement oral communication. Oral communication is
e
useful for discussing problems in groups. It is very much helpful
very much
the reactions of
surhen the time available is very short. It also helps in knowing
quickly. Nonetheless, written communication has its own value.
the receivers
frequently used for exchanging lengthy messages. Written communication
It is
onstitutes reliable records for future reference and action.

Oral communication is used effectively in the following situations

for instructing and counselling
(i) Executives use oral communication
their subordinates.
dealing with the trade
(ii) Executives use oral communication while
union leaders.
and
oral communication to convey their grievances
(iii) Workers use

suggestions to the management.

give feedback to the
Workers use oral communication to
(iv)
management.
Written communication has been found to be effective in the following
situations:
written instructions where the assignment is
(i) Executives give
to fix responsibility.
important and it is necessary
the purpose of a record for future
Written communication serves
(i)
reference.
communication to
trade unions make use of written
Workers and
(iii) and to get an official
communicate with the management formally
the management.
response from