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CHAPTER IV
ORGANIZATIONAL COMMUNICATION

Communication forms the core of management activities and cuts across all phases
of the management process.
Organizational Communication is a management function; it must be systematic,
have continuity, and be fully integrated into the organizational structure, encouraging an
exchange of views and ideas. Leadership skills and management functions inherent in
organizational, interpersonal, and group communication.
Communication is defined as the “exchange of meanings between and among
individuals through a shared system of symbols (verbal and nonverbal) that have the same
meaning for both the sender and the receiver of the message” by Vestal (1995). this
definition imparts a sense of the complexity involved in communication.
Learning Outcomes:
After the discussion, the learners must have:
1. explained organizational communication,
2. discussed the barriers of communication and managerial strategies,
3. enumerated the uses of communication,
4. applied in practice the knowledge about communication.

ORGANIZATIONAL COMMUNICATION
- the sending and receiving of messages among interrelated individuals within a
particular environment or setting to achieve individual and common goals.

- is defined as the channels and forms of communication in which organizations such

as corporations, non-profits, and governmental bodies engage, including both the
internal communications that occur within an organization, and external-facing
communications between an organization and its stakeholders.

- is highly contextual and culturally dependent. Individuals in organizations transmit

messages through face-to face, written, and mediated channels.
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- are how organizations represent, present, and constitute their organizational climate
and culture—the attitudes, values and goals that characterize the organization and
its members.

Communication helps in the: (Katz & Kahn; Redding; Thayer).

1) accomplishment of tasks relating to specific roles and responsibilities of sales,
services, and production;
2) acclimation to changes through individual and organizational creativity and
adaptation;
3) completion of tasks through the maintenance of policy, procedures, or regulations
that support daily and continuous operations;
4) development of relationships where “human messages are directed at people
within the organization-their attitudes, morale, satisfaction, and fulfillment”
(Goldhaber 20); and 5) coordinate, plan, and control the operations of the
organization through management.

Variables Affecting Organizational Communication

Formal organization structure has an impact on communication. People at lower
levels of the organizational hierarchy are at risk for inadequate communication from higher
levels. This occurs because of the number of levels communication must filter through in
large organizations. As the number of employees increases (particularly more than 1,000
employees), the quantity of communication generally increases; however, employees may
perceive it as increasingly closed.
In addition, in large organizations, it is impossible for individual managers to
communicate personally with each person or group involved in organizational decision
making. Jackson (1984) has identified the following characteristics of large organizations
that make communication particularly difficult:
1. Spatial distance within an organization can be a barrier to communication.
2. Different subgroups or subcultures within the organization have their own value
systems and identities.
3. People are structured into different systems of relationships in organizations.
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4. Organizations are in constant state of flux. Relationships (subgroups or subcultures)

and geographical locations constantly change.
Gender is also a significant factor in organizational communication. The healthcare
industry has historically required communication between a predominantly female nursing
profession. The male role was generally recognized as active and vital, whereas the female
role was passive and compliant. Manss (1994) characterizes traditional physician-nurse
interactions as superior-subordinate.

Organizational Communication Strategies

Although organizational communication is complex, the following strategies can be
increase the likelihood of clear and complete communication:
1. Managers must understand the organization’s structure and recognize who will be
affected by decisions that are made.
Both formal and informal communications need to be considered.
- Formal communication networks follow the formal line of authority in the
organization’s hierarchy.
- Informal communication networks occur between people at the same or different
levels of the organizational hierarchy but do not represent formal lines of
authority or responsibility.
2. Communication is not a one-way channel. If other departments or disciplines will be
affected by the communication, the manager must consult with those areas for feedback
before the communication.
3. The communication must be clear, simple, and precise. The manager (sender) is
responsible for ensuring the message is understood.
4. Managers should seek feedback regarding whether their communications were accurately
received.
5. Multiple communication methods should be used when possible if a message is important.
6. Managers should not overwhelm subordinates with unnecessary information.
For example. Most staff need little information about ordering procedures or
organizational supply vendors as long as supplies are adequate and appropriate to meet unit
needs.
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Communication Channels
Because large organizations are so complex, communication channels used by the
manager may be upward, downward, horizontal, diagonal, or through the “grapevine”.
a. Upward communication, the manager is a subordinate to higher management.
Needs and wants are communicated upward to the next level in the hierarchy. Those
at the higher level make decisions for a greater segment of the organization than
the lower-level manager.
b. Downward communication, the manager relays information to subordinates. This is a
traditional form of communication in organizations and helps coordinate activities in
various levels of the hierarchy.
c. Horizontal communication, the managers interact with others on the same
hierarchical level as themselves who are managing different segments of the
organization. The need for horizontal communication increases as departmental
interdependence increases.
d. Diagonal communication, the manager interacts with the personnel and managers of
other departments and groups, such as physicians, who are not on the same level of
the organizational hierarchy.
The most informal communication network is often called the grapevine. Grapevine
communication flows haphazardly between people at all hierarchical levels and usually
involves three to four people at a time. Grapevine communication is subject to error and
distortion because of the speed at which it passes and because the sender has little formal
accountability for the message.

Business Writing
- any written communication used in a professional setting, including emails, memos,
and reports. It’s direct, clear and designed to be read quickly.

Business Reports
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- always formal, objective, and heavily researched. Every fact must be clear and
verifiable, regardless of whether the report focuses on a single situation or examines
the overall performance of the entire community.

Structure of Business Report

1. Front Matter: List your name, job title, contact information, and the date of
submission.
2. Background: State the background of the topic you’ll be addressing, along with the
purpose of the report itself
3. Key Findings: Provide facts, data, and key findings that are relevant to the purpose
stated in the background. Be clear and specific, especially because the entire report
depends on the information.
4. Conclusion: Summarize and interpret the key findings, identify issues found within
the data, and answer questions raised by the purpose
5. Recommendations: Recommend solutions to any problems mentioned in the
conclusion, and summarize how these solutions would work.
6. References: List of sources for all the data cited throughout the report. This allows
people to see where you got the information and investigate these same sources

a. Memo Writing
- A memo is a short, to the point communication conveying ones thoughts,
reactions or opinion on something. A memo can call people to action or broadcast a
bit of timely news. With memo writing, shorter is better. As with all writing, memo
writing needs a structure.
- Short for “memorandum,” a memo is a type of document used to communicate with
others in the same organization. Memos (or memoranda) are typically used for fairly
short messages of one page or less, but informal reports of several pages may also
employ memo format.

Memos are distinguished by a header that includes DATE, TO, FROM, and SUBJECT
lines. Other lines, such as CC or BCC, may be added as needed. An RE (“Reference”) line
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may be used instead of SUBJECT, but this use is becoming rarer as “RE” is often mistaken as
“Reply” because of its use in email.

 DATE: List the date on which the memo is distributed.

 TO: List the names of the recipients of the memo. If there are several
recipients, it’s acceptable to use a group name, such as “All Employees” or
“Personnel Committee Members.”

 FROM: List the name and job title of the writer(s).

 SUBJECT: Think of the SUBJECT line as the title for the memo. Make it specific
so that readers can immediately identify the topic.

These headings may be double- or single-spaced, and the SUBJECT line is often in all
capital letters. Furthermore, the order of the items can vary. Many organizations have their
own style preferences on these issues. If not, the order formerly listed, double-spaced, is
the most common.

The text of memos typically uses block format, with single-spaced lines, an extra
space between paragraphs, and no indention for new paragraphs. However, if a report
using memo format stretches to a few pages in length, double spacing may be used to
improve its readability.

Organization

Professional communication forms are organized according to one of two

strategies: Direct and indirect.

 The direct organization strategy presents the purpose of the document in the
first paragraph (sometimes the first sentence) and provides supporting details
in the body.
 The indirect organization strategy opens with relevant, attention-getting
details that do not directly state the purpose of the document. The purpose is
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revealed in the body of the message, usually sandwiched between supporting

details.

The direct approach is used for good news or routine communication; the indirect
approach is used for persuasive, sales, or bad news messages.

A directly stated purpose is welcome in good news or routine messages but could be
viewed as abrupt or insensitive in bad news or persuasive message. When the audience is
not receptive to the message, it is best to lead up to the purpose gradually.

In both types of organization, action information (such as deadlines or contact

information) or a courteous closing statement is placed in the last paragraph.

Sample Direct Memo

MEMORANDUM

DATE: March 27, 2021

TO: Department Managers

FROM: Double box, Store Manager

SUBJECT: Costumer Service Excellence Nomination

Please submit your nominations for the quarterly Customer Service Excellence
Award by April 28. Help us identify great employees.
Direct and concise opening
states the purpose of the
memo

Do you have an employee whom you feel fortunate to have in your department?
Does this employee show a positive and professional attitude when helping
costumers? Do you get frequent comments about this person’s friendliness and
helpfulness? Now, you have an opportunity to give this employee the recognition he
or she deserved.
Body paragraph provide criteria that will
enable the department managers to follow
through on the request
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According to the nomination criteria, nominees must….

 Demonstrate excellent customer service consistent with Double Box’ policy;

 Have worked at Double Box for at least six months;
 Worked 40 or more hours per week;
 Not have received the Customer Service Award within the last year;
 Have a record clear or oral and written warning for the last six months; and
 Have no work absences within the last six months

The winner of the award will receive a framed certificate and Php 5,000 check.

A nomination form is attached. Please complete and return it to me by Monday, April 28.
Thank you for your help in identifying and rewarding excellent costumer service
representatives.
Conclusion provides action
information, deadline, and a
courteous close.

Sample of Indirect Memo

MEMORANDUM

DATE: March 27, 2021

TO: All Employees

FROM: Janus James, Call Center Supervisor

SUBJECT: Change in Operating Hours

Our call center has been experimenting with a half day Friday work schedule over
the last year, and we’ve recently conducted an evaluation to determine how well the
program is working. The introduction is relevant to the subject, but doesn’t directly state
the bad news- that the people early weekend schedule is ending.
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When a client calls to order their diabetic supplies on Friday afternoon, our
messaging system directs them to complete their order on our company website.
While many customers are willing and able to do this, many do not have internet
access (hence the reason for their call in the first place). Their only other option is to
wait until Monday to place the order, and if a customer is already low on supplies,
this maybe untenable customers who are calling with questions or to resolve issues
with an order must also want for Monday. Listing the reasons for the change
mentally prepares the reader for it.

We have received positive comments, especially from our West Coast customers,
about the extended hours we are open in the evening, we have determined that to
continue to offer top-notch customer service, we must also re-institute Friday
afternoon hours. However, that does not mean that we cannot continue to offer
employees some scheduling perks. In fact, the addition of later hours Monday
through Thursday provides us with more leeway in scheduling employees.
Bad news is clearly stated but sandwiched
between two positive statements.

We will have a staff meeting on Monday, April 9, at 8:00 a.m. to discuss new
scheduling procedures. To the extent possible, we wish to accommodate employees’
preferences in scheduling so it is important to attend this meeting to have your voice
heard.
Memo ends with action
information and a
forward-looking
statement

Style and Tone

While memo reports and policy memos are examples of documents that have a more formal
tone, most memos will have a conversational style—slightly informal but still
professional. The audience of memos are those with whom the writer works, so the writing
style usually assumes a relationship with them (and therefore a certain lack of formality);
just keep in mind that the relationship is a professional one, so the writing should reflect
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that. Furthermore, as with all workplace documents, the audience may contain a variety of
readers, and the style and tone should be appropriate for all of their technical and authority
levels.

Too Informal

Hi, everyone. Hope you had a great weekend. You know those awards we give out every so
often? It’s time for those again!

Too Informal, Stuffy-Sounding, Wordy

Double Box mission is to provide customers with affordable, quality supplies with superb
customer service. Excellent customer service includes being knowledgeable about the
supplies, but it also goes beyond that. It’s about having the customer-oriented outlook.

Appropriate Balance

Direct and concise opening states the purpose of the memo

Please submit your nominations for quarterly Customer Service award by April 28. Help us
identify great employees!

Types of Memos

 Policies (changes and new)

 Instructions
 Procedures
 Announcements
 Trip reports

Distribution Medium

Memos may be distributed manually through print medium in organizations in which

not all employees have access to email. Organizations with access to email may
distribute memos as attachments to email.
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In organizations in which email reaches every employee (or every employee in the
memo’s audience), writers must determine whether to send a memo or an email
message to convey their information. In cases such as this, writers should consider
three factors: the nature of the message, the depth/number of its details, and its
likelihood of being printed for easier reference. These types of messages should be
written up in memo format and attached to an email message for fast (and
environmentally friendly) distribution:

 Messages that have an official aura, such as new policies or revisions of

policies.

 Messages containing much detail (such as instructions on how to

calibrate a complicated piece of machinery).

 Messages requiring reference away from a computer (necessitating a

print copy). Print copies of emails generally use a small type that is
difficult to read.

b. Minutes of Meeting

- Meeting minutes are the official summary of what happened during a

meeting.

- serves as an outline, a written record for anyone unable to attend, and to

use for future reference. Minutes document what happened and what decisions were
made.

- are notes that are recorded during a meeting. They highlight the key issues
that are discussed, motions proposed or voted on, and activities to be undertaken.
The minutes of a meeting are usually taken by designated member or group. Their
task is to provide an accurate record of what transpired during the meeting.

Minutes of Meeting Basics:

1. Take minutes in real time, or make notes after each topic.

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Start with the meeting agenda as an outline. Fill in agenda items with more
detail while the information is still fresh in your mind—in real-time.

2. Be concise.

Ones creative writing skills must take a back seat (for now).

Write the minutes like a journalist. As the minutes taker, the job is to
document what is happening at the meeting.

This is a written record, but just the broad strokes. One does not need a
verbatim accounting of everything that is said.

3. Fill in meeting minutes documents so that they can be understood by someone

who was unable to attend.

As one might imagine, there’s a balancing act when writing minutes. One
must keep minutes concise but also provide enough context for future
reference.

Remember, it's often customary to review meeting notes at the beginning of

the next meeting. For example, a board meeting typically starts with the
approval of the previous meeting's minutes.

The amount of context included as a meeting note-taker is a judgment call.

4. Just note the facts.

Avoid personal observations when writing meeting minutes. If one wants to

take separate notes of own, he/she is welcome to do so. But the meeting
minutes should be a factual record of what was discussed.

Some of this is boring information to keep track of: meeting names, date and
time, action items and decisions made. But later on, those meeting notes
may contain essential information to keep everyone on the same page about
what happened during that meeting.

5. Note who is unable to attend.

With meeting minutes, it's important to write down who attended the meeting,
but also who didn't, so there is no confusion about who may have discussed
or voted on an issue.

6. Use a meeting minutes template for the right format.

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If one is writing formal meeting minutes, follow a certain format. But with
informal meeting minutes, there is more flexibility. Think of what the
organization needs, and what's been done in the past. Then improve on that
process.

EXAMPLE:
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C .Presentation of Reports

- Presentations of reports are ways of communicating ideas and information

to a group. ... A report is the orderly presentation of the results of research that
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seeks truth and interprets facts into constructive ideas and suggestions (Gwinn,
2007).

3 Basic Parts of Reports:

1. The Introduction – the most important part of the presentation as it

sets the tone for the entire presentation. The primary
purpose is to capture the attention of the audience,
usually within the first 5 minutes.

2. The body

- The body is the main part of your presentation. This is

where to explain the topic and where all the information is presented. The
organization of the body is critical because the audience needs to be able to
follow what you are saying and/or doing.

3. The conclusion

- conclusion should be short and concise. It should

summarize or highlight the main points you made or emphasize what the
audience should have learned. Do not restate everything you said in the body
and never introduce new information at this time.

c. Preparation and Conduct of Meeting

- It was Hendrik Van Loan who once said that a meeting will only be
successful if it has three participants- one of whom he is away sick and another who
is absent. Organizational life is never that generous to managers, however, meeting
have become an unavoidable aspect of manager’s role.
An important ingredient is planning and preparation, as the following points
reveal:

a. Make sure a meeting is called for a reason

 Meetings should never become a ritual. They cost time and money so it’s
important to call a meeting only when one is warranted – to solve a problem,
to coordinate activities, to disseminate and discuss urgent information, to
reach a consensus or decision, to build morale, to reconcile conflicts.
 Don’t ask people to attend a listening session only – send a memo or letter
instead
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b. Prepare a benchmark of productivity.

 Be clear on the purposes of the meeting and the hoped outcome.

 This can be achieved when one has prepared a benchmark of productivity for
the meeting, like a checklist of what is to be accomplished to refer to during
the meeting and for use later to compare for the hoped outcomes and the
actual achievements.

c. Select the participants wisely

 Only those who need to attend should be invited to do so. Each non-essential
attendee is wasting his/her time and costing the organization money.
 The more people attending, the more difficult it is to achieve a consensus.
 Consider inviting participants to be present at a particular time, that is, for
agenda item for which their personal contribution is required.

d. Select the right time and place for the meeting

 Call a meeting only when you have the information required for decision
making and you can be assured that the appropriate people will be in
attendance.
 Ensure the venue is accessible to all participants, yet sufficiently remote to
avoid interruptions.
 Check out and book the location --- seating, lighting, ventilation, whiteboards,
electrical requirements and other essentials

e. Prepare and distribute an agenda that will work

 The more care you take with an agenda, the more productive the meeting will
be.
 The agenda should be more than just a list of items handed out at the meeting

EXAMPLE:
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f. Dispatch agenda and background papers

 By giving adequate advance notice and distributing the agenda and
support documents for all items, you will demonstrate your thoughtfulness
and instill confidence in your leadership.

g. Do your homework on the participants

 If emotional or controversial issues are to be discussed during the
meeting, it is sometimes a good idea to talk through these items with
some of the key participants ahead of time.
 Consider their reactions and how you might handle them during the
meeting to achieve the desired outcome.

h. Gather appropriate tools for the meeting

 Make sure you have considered the following items frequently
required during a meeting like notepaper, pens, flip chart,
whiteboard, projector, telephone, tape recorder, and others.

i. Be prepared psychologically
 Mental preparations is also a vital consideration and, in this
regard, the following suggestions are required:
 Know the meeting process and your role as the
chairperson. Understands the rules of the game before
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you play – whether these be formal rules of order

involving motions, voting, adjournments etc., or unofficial
rules developed by your own organization for meeting
procedures.
 Do your homework. Be prepared and knowledgeable
about the topics under discussion.
 Believe you can lead. If you have been called upon to
lead, someone believes you can do it. So be confident to
yourself that you can.
 Seize the opportunity. Responsibility requires extra effort.
Give it – and grow in the position.
 Aim high. Strive for excellence, set the example, and
others will follow.

How to conduct a Successful Meeting

- Every manager needs to be able to master the skills of chairing a meeting.

Important Steps in the Process to Follow:

1. Start on Time – when you wait for late comers, you penalize those who
arrived on time- and you inadvertently reward those who came late.

2. Get the meeting off to a business-like start. Welcome and introduce yourself
and other participants and, if necessary, explain their roles

3. Preview and confirm the agenda. Check that each member publicly agrees
with the stated objective of each listed agenda item, thereby ensuring that all
irrelevant and hidden agendas become redundant.

4. Focus continually on your objectives. A meeting is held for a purpose – so

keep its main objectives and desired outcomes clearly in mind at all times.
Consider the following process:
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- Initiate discussion on each item by setting the scene briefly and asking for
responses. You may refer the matter first to a member who can make the
best initial contribution.

- reinforce each item. When moving on to a new agenda item, reiterate and
clarify its purpose and objective.

5. End on a positive note – and on time. Try to end on a positive note, even
when there has been substantial disagreement during the meeting.

6. Review and analyze the success of your meeting. While the meeting is still
fresh on your mind, it is important to assess the meeting’s effectiveness and
your own leadership style. Use that information to make your next meeting
better.

7. Follow-up promptly. Concise minutes, including a listing of decisions made,

the tasks assigned, and the deadlines for action and follow-up, should be
completed and distributed promptly.

d. Customer Engagement Management

- provides the means to drive the increase in customer value. To increase and
improve customer engagement product adoption and customer retention are
important. ... This in turn improves company's reputation, their reference ability,
revenue and capability to drive referrals from customers.

Customer Engagement – is the process of fostering and optimizing the relationship

between consumer needs and a company or group’s objectives to produce the most
valuable deliverable.

What does a Customer Manager do?

The role of a customer engagement manager is to ensure that customers are
spoken to with real and sympathetic staff regardless of the platform used in making
the complaint. The engagement manager is responsible for empowering and
nurturing the appropriate skills among other employees to solve problems as they
arise
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Importance of Customer Engagement

 Allows the team to ensure that they are providing the best possible overall
solution most suited to the customer’s expectations
 Increases satisfaction scores and gives the customer the impression of a
more professional and user-centric mindset
 Ensures a much higher likelihood of brand loyalty and advocacy

References:

Marquis, Bessie L. et.al. Leadership Roles and Management Functions in Nursing : Theory
and Application 3rd edition. 2000.
https://www.learninghub.ac.nz/writing/writing/writing-a-memorandum/
https://www.indeed.com/career-advice/career-development/memo-writing-guide
https://study.com/academy/lesson/what-is-kardex-definition-use-in-
nursing.html#:~:text=A%20Kardex%20is%20a%20desktop,nursing%20station%2C%20for%2
0quick%20access.
https://www.rcpe.ac.uk/sites/default/files/maxwell.pdf
http://www.nwlink.com/~donclark/leader/leadpres.html#:~:text=Presentations%20and%20
reports%20are%20ways,and%20information%20to%20a%20group.&text=A%20report%20is
%20the%20orderly,suggestions%20(Gwinn%2C%202007).
https://www.indeed.com/career-advice/career-development/how-to-conduct-meetings