Assignment Communication

Communication: In simply, communication is the process of transforming data to each others and in an organization. A group of people who is the member/concern in an organization sharing and transferring data/whit each others and take action to achieve there selected goals.

Source

Message Channel

Receiver Effect

Feedback

Source: the source- Message – Channel – Receiver(S-M-C-R) model of the communication process. Also showing effect and feedback.

Organization: An Organization may be defined as a group of individual’s organization for the achievement of specific goals. The number of individual varies from one Organization to another’s some have three of four members working in close contact; others have thousand of workers scattered throughout the world. What is important is that these individuals operate within a defined structure. The level of structure also varies greatly from one Organization to another. Some are rigidly structured. Each person’s role and position within the hierarchy is clearly defined other is more loosely structured. Role may be interchanged. And hierarchical status may be unclear and relatively unimportant.

Within any organization there are both formal and informal structures

Formal Structure

Informal Structure

Source: within any organization there is both formal and informal structure

Organizational Communication: An understanding of managerial communication is not possible without looking at the fundamentals of organizational communication. It is very much needed to enrich or establishes an organization. Organizational Communication

Formal Comm.

Informal Comm.

Source: Organizational Communication structure.

Communication Network Structures : There are five major communicative networks within an organization. These are give below: 1. 2. 3. 4. 5.

The wheel pattern network The Y pattern network The circle pattern network The chain pattern network All channel network

1. TWPN: The wheel is characterized by the centralized position of a clear leader. Who is the only one who can send messages to all members and the only one who can receive message from all members? All others are restricted to sending and receiving message from only one other person (namely, the leader).

Figure: 01 ONV

ASA

BOSS

ATO

RANA

Source: The wheel pattern network.

2. T’Y’PN: The Y pattern is somewhat less centralized then the wheel, but more centralized than some of the other patterns. Here there is also a clear leader. But one other member plays a type of secondary leadership role (the second person from the bottom). This member can send and receive message from two others. Where as the remaining three are restricted communicating with only one other.

Figure: 02 ONU

ATO

BOSS

ASA

RANA

Source: The Y pattern network

3. T.C.P.N CIRCLE: The circle has no leader; here there is total equality. Each member of the circle has exactly the same authority or power to influence the group; each of the members may communicate with the two members on either side

Figure: 03

BOSS

ATO

RANA

ASA

JON

CAUE

Source: The circle pattern network

4. T.CHAIN P.N: The chain is similar to the circle expect that the end members may communicate with only one person each. There is some centrality here; the middle position is more leaders like than any of the other positions. Figure: 04 OTO

ASA

BOSS

TOM

JON

Source: the chain pattern

5. T. All patterns: This patterns is like circle pattern. Here all members are equal. Every member can communicate with the boss or every one. Figure: 05 : BOSS

ATO

JON

ASA

RANA

Source: All channel star pattern.

UPWARD COMMUNICATION Upward communication refers to messages sent from the lower of the hierarchy to the upper levels. It’s a communication from the lower level members to the upper level members of an organization.

* * * *

Source: Upward Communication

DOWNWARD COMMUNICATION Downward communication refers to messages to send from the highest of the hierarchy to the lower levels.

Source: Downward communication

LATERAL COMMUNICATION Lateral communication refers to messages sent by equals + equals such as managers to managers, workers to workers, and faculty member to faculty member.

D

S

D

D

s

D

s

s

Source: lateral of communication

Serial communication Serial communication refers to messages sent along chain of people; we see this kind of communication all around us

A

B

C

D

Source: serial of communication

For example: In the following we discuss about an organization. The organization name is – TOUCH

FINICHING

CENTER.

The

organization

follows

the

circle

pattern

structure. 3. T.C.P.N CIRCLE: The circle has no leader; here there is total equality. Each member of the circle has exactly the same authority or power to influence the group; each of the members may communicate with the two members on either side

Figure: 03 BOSS

Member

Member

Member

Member

Member

Source: The circle pattern network

For example, a manufacturing firm may be defined in terms of its members at a specific time period working in specific plant locations. Inputs may consist of raw materials arriving at unloading facilities by truck, rail, waterways, or other means. Other inputs may be energy, supplied by power utilities. Still other inputs may be in the form of revenue, as indicated by the collection of sales receipts. Information is another important input to the organization, as we shall describe more fully later in this chapter. Given inputs, the next important aspect of an organization is what its members do with the inputs–what throughput activities they perform. The term throughput refers to the passage of materials, energy, and information from point to point within the organization, up to the exit. As this movement takes place, the control and coordination procedures used by the members come into play; they touch, manipulate, ponder, modify process, alter, and perform actions that are ultimately expected to provide the organization’s members (at all hierarchical levels) with the often diverse goals they seek to accomplish. It is the throughput activities, under the control and coordination procedures that are in effect, that are intended to enable the eventual, “payoff” to organizational members. The “payoff” (salaries, satisfaction, etc.) is what makes their interdependent activities worth the time and energy they personally devote to them. Control processes are established to govern and regulate the ways in which the throughput activities take place. These processes include assigning work, implementing quality standards, detecting and correcting errors, and all the other activities required to see that the tasks of the organization are followed through to completion. Coordination refers to the strategy that seeks to make each member of the organization, each component part of it, work in harmony with the others. Tasks must be done in the proper sequence, critical items must arrive where needed at just the right time, and new members of the organization must step in and smoothly take over the tasks being performed by former members. The final aspect of organization that is of interest here is its output activities: the return to the environment of the materials, energy, and information that have been processed by the various members of the organization. This is the point in the organizational “cycle” where the members expect to reap many of the rewards or goals they sought during their participation in the organizational process.