Channels of Communication Forml Infrl Laterl Grapevne

7/31/2019 Channels of Communication Forml Infrl Laterl Grapevne

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BusinessCommunication


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ommun cat on s a ser es o exper enceof

Deepti Singh

HearingSmell

Seeing

Taste Touch


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Communication Skills

Deepti Singh

Communication skills is the ability to use language(receptive) and express (expressive) information.

Effective communication skills are a critical elementin your career and personal lives.


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Communication Goals

To get and give

information

To persuade

To ensure understanding

To get action

To change behavior

Deepti Singh


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Components of Communication/ Processof communication

Context

Sender Encoder Message Medium Receiver Decoder Feedback


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Components of Communication

ContextEvery message whether oral or written begins with context. It is abroader term which includes country culture, organization, internaland external stimuli.Context prompts you for sending / receiving messages and helps youin designing a successful message. Your education, past experience,liking, disliking, job status, age and confidence influence the way youcommunicate with others.

For effective communication, your ability to translate the context ofyour receiver is as important as is yours.

Receiver context includes his culture, expectations, values, opinions,mental ability, needs, skills, etc.


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SenderEncoderAs a sender encoder, you use symbols thatexpress you message and create the desiredresponse.

MessageYou must first decide what the main point of yourmessage is and what other information to beincluded. It consists of both verbal (spoken and

written) and non-verbal symbols


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MediumYour medium depends upon all the contextual factors(already discussed), and the nature of the message. Thechoice of the medium depends upon the relationship

between the sender and receiver1- Inside your organization (Memo, Reports, Meetings etc.)

2- Outside your organization (Letters, Proposals, faxes, ads,discussions, interviews etc.)


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Components of CommunicationOralImmediate feedback

Shorter sentences; words

Conversational

Focus on inter personalrelations

Prompt action

More imperative, interrogativeand exclamatory sentences

WrittenDelayed feedback

Longer sentences

More formal

Focus on contentWhere evidence of record is

required

Detailed documentations

Possibility of review


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Receiver

DecoderThe message receiver is your reader or listener alsoknown as decoder, as s/he decodes your encodedmessage. Receiver is influenced by his context and

by his mental filter. Feedback

Feedback can be a desire action, an oral or writtenmessage, or simply a silence. It is the most

important part of communication process.


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Process of CommunicationContextStimuli

Sender-Encoder

(Experiences,attitude, skills)

Perception

Idea Encoding

Symbols, decisions,

Sending mechanism

Message

MediumVerbal/Non Verbal

Receiver-Decoder

(Experiences, attitude,

skills)

Receptor mechanisms,

Perception, Decoding,

Idea Interpretation

FeedbackVerbal

Non Verbal

A Communication Model


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Most Common Ways to Communicate

Deepti Singh

VisualImage

Speaking

Writing

BodyLanguage


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Types of Communication

Deepti Singh

On the basis of organization relationship Formal

Informal

On the basis of Flow

Vertical Crosswise/Diagonal

Horizontal

On the basis of Expression Oral Written

Gesture


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Formal Channel of Communication

When the information is communicated throughthe hierarchical lines of authority

Covers an ever widening distance as organizations

grow Keeps the higher level managers from getting

bogged down with unnecessary information


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Informal Channel of Communication

Along with formal channel , every organization hasinformal channel of communication that is equallyeffective

Not officially sanctioned and quite oftendiscouraged or looked down upon

Named as grapevine as it runs in all directions


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Types of Formal Communication

1. Downward

2. Upward

3. Horizontal/Lateral

4. Diagonal/Crosswise


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communication from higher level in managerial hierarchyto lower ones)

Supervisory communication initiated by uppermanagement

Flows downward through hierarchy of command

Effective downward communication is crucial tosuccess of organization


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Downward Communication

Written

Eg instructions

Memo

Letters

Handbooks

Pamphlets

Policy statements

Procedures

Electronic news display

Oral

Eg instructions

Speeches

Meetings

Telephone


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Downward Communication-Merits

Essential for functioning of any organization as itinvolves transfer of information, instruction,advice, ideas to subordinate staff

Increases staff awareness and facilitatesimplementation of new policies, guidelines,decisions, evaluation and appraisal of theperformance of employees


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Downward Communication-Limitations

Delay

Message Abbreviation

Message Distortion

Message Overload Incomplete information


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Upward Communication

Refers to the flow of information from lower levelsto higher levels within an organization in the formof information, requests, reports, proposals,feedback, suggestion box, exit interviews, grievance

committees Main function is to supply information to the upper

levels about what is happening at lower levels Essentially participative in nature and can flourish

only in democratic organizational environment


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Upward Communication-Merits

Promotes better working relationships within anorganization

Facilitates employee involvement in the decision

making process


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Upward Communication-Limitations

Lack of Positive Encouragement

Concealing unfavorable facts

Delay, Distortion and Filtering

Bypassing and suspicion Poor Listening

Communicating Criticism


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Lateral/ Horizontal Communication

Communication between two or more persons whoare subordinates working under the same person oron the same level

Main objective is developing teamwork and

promoting group coordination within an organization More casual in tone and occurs more frequently Saves time and facilitates cooperation Carried out through informal discussions,

management gossip, telephone calls,teleconferencing, memos, routine meetings

agona rossw se p ra


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agona rossw se p raCommunication

Communication flowing between people belongingto different levels of hierarchy and having nodirect reporting relationship

Is the result of growing realization of fraternityand equality in corporate sector

Used generally to quicken the information flow,improve understanding


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Diagonal/Crosswise/SpiralCommunication

Written

Eg company newspaper ormagazine

Bulletin boards

General notices etc

Oral

Eg informal meetings

Lunch hour meetings

Formal conferences

n orma anne o ommun ca on


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n orma anne o ommun ca on-Grapevine

Informal channels transmit official news throughunofficial and informal communicativeinteractions known as grapevine.

Includes teatime gossip, casual gatherings, lunchtime meetings..

Such channels more active in organizations whichare not transparent

Factors Responsible for Grapevine


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Factors Responsible for GrapevinePhenomenon

Feeling of uncertainty or lack of sense ofdirection when the organization is passingthrough a difficult period.

Feeling of inadequacy or lack of self confidenceon the part of employees, leading to formation ofgroups

Formation of coterie, clique or favored group,

giving other employees a feeling of insecurity orisolation


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TYPES OF GRAPEVINE

There are four types of grapevine chains:

Single strand chain

Gossip chain Probability chain

Cluster chain


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SINGLE STRAND CHAIN

A B C D E

This chain consists of one on one interaction. In it A

says something to B who then relays it to C and soon. It is the least accurate of the four chains and withthe increase of transit points the chances ofdistortion and deletion increase.


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GOSSIP CHAIN

A

BC

D

E

G

F

This chain ischaracterized by agroup of people

gathering to discuss

matters of mutualinterest. Here one

person seeks out andtells everyone the news

that he/she hasgathered. It is used to

relay interesting bits ofnews that may not be

job oriented


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PROBABLITY CHAIN

A

CD

B

Message is passed onrandomly without

direction or method.The choice of recipient

depends on the senderswill, situation or context.

Sender is indifferent toor not interested in thereceiver he chooses.


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CLUSTER CHAIN

A

B L

D

E

P

This is the most popular grapevinepattern . Information is passed on a

selective basis to a few members only.The first sender informs a few chosen

individuals who again pass on theinformation to individuals of theirchoice or keep the information tothemselves. Choice of recipient

depends on the content and intent ofthe message as well as the relationshipb etween the members of the group or

coterie.


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ADVANTAGES OF GRAPEVINE

Speedy transmission- Rumours travel fast and spread likewild fire. Management often takes advantage of the desire toknow secrets by planting information on grapevine throughdeliberate leaks.

Feedback value- Free and frank opinion about policies,decision, and events is relayed through grapevine. It helps themanagement to understand the pulse of the organization.

Support to official channels- grapevine functions as asupplement to official channels and does away with therestrictions that bind official communication.


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Cont.

Psychological satisfaction- Grapevine disperses stressand tension and makes the work environment healthy. It is achannel for articulating frustrations, fears, reservations andelation.

Uniting force- It brings together various elements in the

work force in a matter of common interest and helps inbinding them into a unit. Builds relationships- Personal relationships beyond the

purview of hierarchy can develop. This helps build up publicrelation.

Creates ideas- Ideas and expectations in grapevine proveinvaluable for decision making and planning.


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DISADVANTAGES

Not taken seriously- Lack of credibility is in builtin the grapevine system. Information is spreadthrough word of mouth so it can be contradicted.

Incomplete information- Based as it is onrumours and conjectures, grapevine seldom carriescomplete information.

Distorts information- As it is unofficial, informal,

unauthenticated, it is liable to distortion ofinformation in accordance with personal perceptionsand relationships.


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Cont

May prove to be counter productive- Officialinformation is conveyed at the right time and place forgreatest effect. Leakage through grapevine can damagean organizations well being and upset plans.

Chances of misinterpretation- Every individual

passing the information adds or deletes informationaccording to will.

Lack of accountability- Rumours have no sourcepoint. Informal communication does not allow fixingresponsibility structure and in case of default it is not

possible to find the source of information.


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EFFECTIVE USE OF GRAPEVINE

To keep employees up-to-date with organizationalpolicy matters plans, and prospects in order to checkspeculation.

Regular group discussions and brain stormingsessions boost morale and self confidence as well asdecrease small talk.

An open door policy devoid of favouritism helps

percolation of ideas. Setting aside time for personal concerns and queries

improves time management and productivity.


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Use Cont

Use feedback- Managers can use feedback fromgrape to monitor their effectiveness and identifyindividuals for delegation of work.

Associate employees in decision making- Beforedecisions are made opinions on grapevine can betaken into consideration. This brings in the double

benefit of feedback from ground level and employee

satisfaction. Set limits- Be firm and strict about the extent of

grapevine accepted in the organization.


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Tips for dealing with Grapevine

Listen to whatever is being said without getting too

emotional or losing your temper. You dont know whatmessage will get sent back through the grapevine.

If the information is accurate, dont go on a witch

hunt to find the leak. You cant close the grapevinedown, but you can put a crimp in access to it.


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Dealing with Grapevine

If the information is totally false, dont make a publicdenouncement. Nothing cuts a grapevine deeper than a

completely false story.

Pump as much accurate information into the system as you

possibly can. Prevent rumors by consistently leveling with

employees. Correct false rumors immediately. Communicate in

person whenever you can. Memos, e-mail messages, and

comments that get passed through numerous people are usually

wide open to interpretation


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Dealing with Grapevine

Dont try to kill the grapevine.Its human nature for

people to want to exchange inside information aboutwhats happening in the office. Too many attempts to

manage the flow of information will make employees

suspect youre covering something up.

Channels of Communication Forml Infrl Laterl Grapevne

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