COMMUNICATION

CHANNELS
VERTICAL
Vertical communication moves between individuals at different
levels in an organization. This is probably the most frequent form
of communication. Sometimes messages are sent from the CEO to
all employees, or from a department head to all employees in his or
her department only. Generally, vertical communication follows the
‘chain of command’, i.e. the reporting lines that are reflected on a
company’s organization chart. This means that a manager sends
messages downward to those under his or her immediate
supervision. Similarly, employees send messages upward to their
immediate superior.
Vertical communication uses both oral and written method to
fulfill the objective of communication. It can use oral
communication like face to face or telephonic conversation,
meeting, seminars etc.; while, letters, memos, notices, reports,
and other written documents are used for written communication.
HORIZONTAL
Horizontal communication occurs between people of the same
status–sales staff, departmental heads, directors, supervisors, etc.
The senders and receivers can be in the same department or in
different units. The common link is their need to cooperate and
share. Messages that flow horizontally typically involve the
exchange of information or data that is necessary to complete
routine tasks. For example, if sales manager communicates with
human resources manager or purchase manager and the like then
it is horizontal communication. Horizontal communication can
produce a higher quality of information exchange since it occurs
directly between people working in the same environment.
The information can be communicated during face-to-face
discussions, via telephone, or through written correspondence.
DIAGONAL
Diagonal communication takes place between people who work
in different departments and at different levels within an
organization. Very often tasks frequently arise that involve
more than one department, and there may be no obvious line of
authority. So, information flowing neither vertically nor
horizontally but in a zigzag way is called diagonal
communication. Very often diagonal communication involves
committees, teams or task forces that are created to solve
problems or complete special projects. For example, diagonal
communication could involve higher level management
communicating to lower level management a shift in
organizational objectives, as well as the ensuing dialog about
how best to achieve the new goals. Diagonal communication
often relies largely on cooperation, goodwill and respect
between the parties concerned.
ACTIVITY
GRAPEVINE
In organizations and corporate circles, grapevine can be broadly assumed as a channel of
business and social communication. It is called so because, like a vine which has the
flexibility to reach and permeate all levels of a solid structure, it stretches throughout the
organization in all directions irrespective of the hierarchy levels.
The grapevine consists basically of rumors and gossip and travels from person to person
during breaks, lunch and in after-work gatherings. It can bypass security because of its
ability to cross over organizational lines. The grapevine functions best in situations where
formal communication is poor, yet it is a natural part of human behavior.
Internal business communication that moves through the grapevine spreads throughout the
organization in a random, undocumented manner and is open to constant change with
individual interpretation which is not unlike ‘CHINESE WHISPERS’. Although unstable,
the grapevine carries some importance to internal business communication because, for
origination of a rumor, there exists some credibility in the subject matter. In other words,
there is no smoke without a spark which, in turn, ignites the fire .
The grapevine is a vehicle for distortions of the truth, rumor and gossip. An active grapevine
can cause much damage to an organization by spreading incomplete, false or exaggerated
information. It results in low morale, cynicism, fear and an unsettled workforce. Although
the grapevine may never be completely eradicated, management should take steps to reduce
its influence by considering careful ways in which information is communicated,
particularly in times of uncertainty within the organization. The confidence of an
organization's employees is vitally important, and adequate and accurate information should
always be made available to the people concerned at the earliest possible opportunity,
 ACTIVITY

CHINESE WHISPERS