Communication Network Of An Organization
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Communication Network Of An Organization as PDF for free.
More details
- Words: 1,192
- Pages: 47
15-1
Communication Network of the Organization
15-2
The Vital link ……………… Communication provides the vital link between people and information whether a newcomer to the organisation or a seasoned employee you have information that others need in order to perform their functions…….. And others have information that is vital to you……………
15-3
A Complex Network……………. A complex network looking over all of an organisation’s communication we can see an extremely complex network of Information flow. We see dozens, hundreds and even thousands of individuals engaging in untold numbers of communication events throughout each workday …….
Organizational Communication Vertical
Communication
Communication that flows up and down the organization, usually along formal reporting lines. Takes place between managers and subordinates and may involve several levels of the organization. Upward communication Consists of messages from subordinates to superiors and is more subject to distortion. Downward communication Occurs when information flows down the hierarchy from superiors to subordinates.
15-4
15-5
Organizational Communication (cont’d) Horizontal
Communication
Communication that flows laterally within the organization; involves persons at the same level of the organization. Facilitates Useful Plays
coordination among independent units.
in joint problem solving.
a major role in communications among members of work teams drawn from different departments.
15-6
Formal Communication in Organizations
15-7
Informal Communication in Organizations May
or may not follow official reporting relationships and/or prescribed organizational channels May have nothing to do with official organizational business. Promote a strong culture and enhance employee understanding of how the organization works.
15-8
Informal Communication in Organizations
15-9
Informal Communication in Organizations (cont’d) Management
Managers keep in touch with what’s going on by wandering around and talking to people on all levels in the organization.
Informal
by Wandering Around
Communications
Informal exchanges among employees that take place outside the normal work setting.
15-10
15-11
Common Grapevine Chains Found in Organizations
Grapevine
An informal communication network that can permeate an organization. Types of grapevines are:
Source: From Keith Davis and John W. Newstrom, Human
15-12
Communication Networks in Groups & Teams
Figure 15.3
Wheel Network
Circle Network
Chain Network
All Channel Network
15-13
Communication Networks Networks show information flows in an organization. Wheel
Network: information flow to and from one central member. Chain Network: members communicate with people next to them in sequence.
Wheel and Chain networks provide for little interaction.
Circle
Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member and all others.
15-14
Barriers to Effective Communication
15-15
Managing Organizational Communication
15-16
15-17
15.2 Barriers To Communication WHAT ARE THE BARRIERS TO COMMUNICATION? Communication
barriers are anything that interferes with accurate communication between two people There are three types of barriers: 1. Physical barriers include things like time-zone differences, office walls, and crashed computers
15-18
15-19
15.2 Barriers To Communication 2. Semantic barriers occur when words can be interpreted in different ways Does “right away” mean today, tomorrow, in the next hour? The problem is intensified when jargon (terminology specific to a particular profession or group) is used 3. There are nine personal barriers that contribute to miscommunication:
15-20
15-21
15.2 Barriers To Communication -variable
skills in communicating effectively Some people are naturally better communicators than others -variations in how information is processed & interpreted People use different frames of reference and experiences to interpret information -variations in trustworthiness & credibility Communication is often flawed when there is a lack of trust between the sender and receiver
15-22
15-23
15.2 Barriers To Communication -oversized
egos Egos influence how we treat each other and how receptive we are to be influenced by others -faulty listening skills Sometimes, people simply fail to listen properly -tendency to judge others’ messages People judge others’ statements from their own point of view -inability to listen with understanding It can be hard to put yourself in someone’s else’s shoes and really listen
15-24
15-25
15.2 Barriers To Communication -stereotypes
& prejudices Stereotypes consist of oversimplified beliefs about a certain group of people and can influence communication -nonverbal communication Gestures and facial expressions are an important part of communication
15-26
15-27
Formal Channels of Communication
15-28 0
Exhibit 13.5
12/06/09
28
15-29
15-30 0
Downward Communication Messages 1.
2. 3. 4. 5.
from Top Management
Implementation of goals and strategies Job instructions and rationale Procedures and practices Performance feedback Indoctrination
12/06/09
30
Upward Communication
15-31 0
Messages transmitted from managers and employees 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
12/06/09
31
Downward Communication Problems Drop
Off
Distortion Loss of message content
Dealing
12/06/09
with Drop Off
Use right communication channel Consistency between verbal and nonverbal messages Active listening 32
15-32 0
Upward Communication
15-33 0
Messages transmitted from managers and employees 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
12/06/09
33
Upward Communication Problems Barriers to accurate upward communication:
12/06/09
Managers may resist hearing about employee problems Employees may not trust managers sufficiently to push information upward
34
15-34 0
Horizontal Communications Messages among coworkers 1. Problem solving 2. Coordination 3. Change Particularly important in learning organizations
12/06/09
35
15-35 0
15-36 0
Team Communication Channels Team communication considerations:
The extent to which team communication is centralized
Complex and difficult team activities - share information in a decentralized structure
Simple problems - centralized communication structure
The nature of the team’s task
12/06/09
36
Effectiveness of Team Communication Networks
Exhibit 13.6
12/06/09
37
15-37
Personal Communication Channels
Exist outside formal authorized channels
Do not adhere to organization’s hierarchy of authority
Primary way information spreads 12/06/09
38
15-38 0
15-39 0
Developing Personal Communication Networks Build
12/06/09
it before you need it
Never
eat lunch alone
Make
it win-win
Focus
on diversity 39
Personal Communication Channels
12/06/09
Personal Networks
Grapevine
Management By Wondering Around
40
15-40 0
Ways to Overcome Communication Barriers
15-41 0
Exhibit 17.9
Barriers Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues
Organizational
How to Overcome Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust, dialogue
Status and power differences
Development and use of formal channels
Departmental needs and goals
Changing organization or group structure communication needs
Communication network unsuited Lack of formal channels
12/06/09
to fit
Encouragement of multiple channels, formal and informal Feedback and learning
41
15-42 Deal with global issues proactively What are the issues you face in communicating globally?
PERCENT OF RESPONDENTS RANKING THESE ISSUES IN TOP 3 100 90 80 70 60
51
50 40
34
32
30
28
20
2 3
10 0 The Need to Differences inLeadership Language Tailor Communication Perceptions of Communication Styles Communication CATEGORY Source: Towers Perrin/IABC “Future Trends” Study.
Cost
15-43
15-44
15-45
COMMUNICATION NETWORK
15-46
15-47
Information Loss In Downward Communication 100% Board 63% Vice presidents 56% General managers 40% Plant managers 30% Supervisors 20% Workers
15-47
Communication Network of the Organization
15-2
The Vital link ……………… Communication provides the vital link between people and information whether a newcomer to the organisation or a seasoned employee you have information that others need in order to perform their functions…….. And others have information that is vital to you……………
15-3
A Complex Network……………. A complex network looking over all of an organisation’s communication we can see an extremely complex network of Information flow. We see dozens, hundreds and even thousands of individuals engaging in untold numbers of communication events throughout each workday …….
Organizational Communication Vertical
Communication
Communication that flows up and down the organization, usually along formal reporting lines. Takes place between managers and subordinates and may involve several levels of the organization. Upward communication Consists of messages from subordinates to superiors and is more subject to distortion. Downward communication Occurs when information flows down the hierarchy from superiors to subordinates.
15-4
15-5
Organizational Communication (cont’d) Horizontal
Communication
Communication that flows laterally within the organization; involves persons at the same level of the organization. Facilitates Useful Plays
coordination among independent units.
in joint problem solving.
a major role in communications among members of work teams drawn from different departments.
15-6
Formal Communication in Organizations
15-7
Informal Communication in Organizations May
or may not follow official reporting relationships and/or prescribed organizational channels May have nothing to do with official organizational business. Promote a strong culture and enhance employee understanding of how the organization works.
15-8
Informal Communication in Organizations
15-9
Informal Communication in Organizations (cont’d) Management
Managers keep in touch with what’s going on by wandering around and talking to people on all levels in the organization.
Informal
by Wandering Around
Communications
Informal exchanges among employees that take place outside the normal work setting.
15-10
15-11
Common Grapevine Chains Found in Organizations
Grapevine
An informal communication network that can permeate an organization. Types of grapevines are:
Source: From Keith Davis and John W. Newstrom, Human
15-12
Communication Networks in Groups & Teams
Figure 15.3
Wheel Network
Circle Network
Chain Network
All Channel Network
15-13
Communication Networks Networks show information flows in an organization. Wheel
Network: information flow to and from one central member. Chain Network: members communicate with people next to them in sequence.
Wheel and Chain networks provide for little interaction.
Circle
Network: members communicate with others close to them in terms of expertise, office location, etc. All-Channel Network: found in teams, with high levels of communications between each member and all others.
15-14
Barriers to Effective Communication
15-15
Managing Organizational Communication
15-16
15-17
15.2 Barriers To Communication WHAT ARE THE BARRIERS TO COMMUNICATION? Communication
barriers are anything that interferes with accurate communication between two people There are three types of barriers: 1. Physical barriers include things like time-zone differences, office walls, and crashed computers
15-18
15-19
15.2 Barriers To Communication 2. Semantic barriers occur when words can be interpreted in different ways Does “right away” mean today, tomorrow, in the next hour? The problem is intensified when jargon (terminology specific to a particular profession or group) is used 3. There are nine personal barriers that contribute to miscommunication:
15-20
15-21
15.2 Barriers To Communication -variable
skills in communicating effectively Some people are naturally better communicators than others -variations in how information is processed & interpreted People use different frames of reference and experiences to interpret information -variations in trustworthiness & credibility Communication is often flawed when there is a lack of trust between the sender and receiver
15-22
15-23
15.2 Barriers To Communication -oversized
egos Egos influence how we treat each other and how receptive we are to be influenced by others -faulty listening skills Sometimes, people simply fail to listen properly -tendency to judge others’ messages People judge others’ statements from their own point of view -inability to listen with understanding It can be hard to put yourself in someone’s else’s shoes and really listen
15-24
15-25
15.2 Barriers To Communication -stereotypes
& prejudices Stereotypes consist of oversimplified beliefs about a certain group of people and can influence communication -nonverbal communication Gestures and facial expressions are an important part of communication
15-26
15-27
Formal Channels of Communication
15-28 0
Exhibit 13.5
12/06/09
28
15-29
15-30 0
Downward Communication Messages 1.
2. 3. 4. 5.
from Top Management
Implementation of goals and strategies Job instructions and rationale Procedures and practices Performance feedback Indoctrination
12/06/09
30
Upward Communication
15-31 0
Messages transmitted from managers and employees 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
12/06/09
31
Downward Communication Problems Drop
Off
Distortion Loss of message content
Dealing
12/06/09
with Drop Off
Use right communication channel Consistency between verbal and nonverbal messages Active listening 32
15-32 0
Upward Communication
15-33 0
Messages transmitted from managers and employees 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information
12/06/09
33
Upward Communication Problems Barriers to accurate upward communication:
12/06/09
Managers may resist hearing about employee problems Employees may not trust managers sufficiently to push information upward
34
15-34 0
Horizontal Communications Messages among coworkers 1. Problem solving 2. Coordination 3. Change Particularly important in learning organizations
12/06/09
35
15-35 0
15-36 0
Team Communication Channels Team communication considerations:
The extent to which team communication is centralized
Complex and difficult team activities - share information in a decentralized structure
Simple problems - centralized communication structure
The nature of the team’s task
12/06/09
36
Effectiveness of Team Communication Networks
Exhibit 13.6
12/06/09
37
15-37
Personal Communication Channels
Exist outside formal authorized channels
Do not adhere to organization’s hierarchy of authority
Primary way information spreads 12/06/09
38
15-38 0
15-39 0
Developing Personal Communication Networks Build
12/06/09
it before you need it
Never
eat lunch alone
Make
it win-win
Focus
on diversity 39
Personal Communication Channels
12/06/09
Personal Networks
Grapevine
Management By Wondering Around
40
15-40 0
Ways to Overcome Communication Barriers
15-41 0
Exhibit 17.9
Barriers Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues
Organizational
How to Overcome Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust, dialogue
Status and power differences
Development and use of formal channels
Departmental needs and goals
Changing organization or group structure communication needs
Communication network unsuited Lack of formal channels
12/06/09
to fit
Encouragement of multiple channels, formal and informal Feedback and learning
41
15-42 Deal with global issues proactively What are the issues you face in communicating globally?
PERCENT OF RESPONDENTS RANKING THESE ISSUES IN TOP 3 100 90 80 70 60
51
50 40
34
32
30
28
20
2 3
10 0 The Need to Differences inLeadership Language Tailor Communication Perceptions of Communication Styles Communication CATEGORY Source: Towers Perrin/IABC “Future Trends” Study.
Cost
15-43
15-44
15-45
COMMUNICATION NETWORK
15-46
15-47
Information Loss In Downward Communication 100% Board 63% Vice presidents 56% General managers 40% Plant managers 30% Supervisors 20% Workers
15-47
Related Documents
Communication Network Of An Organization
July 2020 13
Communication Network Of The Organization
July 2020 22
Communication Network
May 2020 10
Communication Network
May 2020 12
Communication For Individuals In An Organization.
December 2019 12