Staffing Original

7/31/2019 Staffing Original

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WELCOME

Shruty M.T

Diana Rajan

Ekta Kamdar

Sudin A.P

Farah Haneef

Lekshmi Sarin

Group B



STAFFING

Introduction to



DEFINITION

Staffing is a process by which an

Organization creates a pool of applicants and makes a choice fromthat pool to provide the right personat the rigth place at the right time to

increase the Organizationaleffectiveness



–Pervasive activity.2

Its carried out by all managers in all types of concern where business

activity are carried out –activitycontinousStaffing is a.3

Staffing function is continous throughout the life of an Organization due

to Transfer and Promotion that takes place

–Important Managerial function.1 Like other functions of Management,Staffing is also important, without which

Organization cannot acheive its goals

Nature of Staffing -



–management of personnelEfficent.4 Human resources can be efficently managed by a system or

proper procedure i.e Recruitment, Selection, Placement,Training

and Development, providing Renumeration etc

Helps in placing Right person at the Right.5 –job

It can be done effectievly through proper recruitment procedure and

then selecting the most suitable candidate



Staffing Process



–Manpower requirement.1

The very first step in staffing is to plan the manpower inventory required.

–Recruitment.2 Identyfing the sources of manpower and stimulating them to apply for the job

–Selection.3 The right candidate for the right job is selected through various selection

tests



–and PlacementOrientatin.4

The appointed candidate are made familiar to work and units and work

environment through orientation programmePlacement takes place by putting the right man to the right job

–Training and Development.5

Training and Development is a part of incentives given to workers in order

to develop and grow within the concern

–Remuneration.6

This is the outcome for the employees for what they are working. It is

the monetary incentive for the employees

–Promotion and Transfer.7

Promotion is said to be non monetary incentives where the workers is

shifted from existing job to higher job with higher responsibility

Shifting the worker from one branch to another is Transfer



Selection



Definition

Is the process of discovering the

qualifications and characteristics of the

job applicant in order to establish their

likely suitability for the job position..

It requires a methodical approach to the

problem of finding the best matchedperson for the job



Stages in Selection process

Stage1

Stage

2

Tests ( Inteligence, Aptitude,

Technical )

Screening of Applicationforms

Stage

3Selection Interview

Stage4 Selection Decision



Selection Process



–Medical or Physical Examination.4 - It determines whether the candidate is physically fit to

perform the job. Those who are unfit are rejected

- It reveals disabilities and provides employee’s healthrecord

- It prevents the employment of people suffering from

communicable disease



–Reference check.5

The applicant is asked to mention in hisapplication form, the names and addresses

of two or more persons who knows hin/her

well.

These may be his/her previous employers,

head of Education Institutions or Public

figures.

These people are requested to provide their frank opinion about the candidate without

any liability



–Job Offer.6

After completing all the process, if the employer issatified with the candidate, he is offered the job for

the right post

–Employment Contract.7

Once the job is offered to the selected candidate , the

next step is to enter into a Contract. A contract of

service is signed by both the candidate and the

representative of the Organization.



Induction &

Orientation



This is a process meant to help new employee

to settle down quickly into the job by becoming

familiar with the people, the sourroundings, the

firm and the industry.

This is acquainting the new employees with the

existing culture and practice of thr Organization

What is Induction and Orientation



Difference between Induction and Orientation

Induction comes first followed by Orientation.

Induction means introduction of overall

preview of company. Its more lik

presentattion.

Orientation is practical overview of the

company that includes introduction of

employees to different people of the

Organization and making him/her familiar, sothat he/she knows what kind of company

he/she will be working for.



Formal InductionProgramme

HRRepresentative

Organizational issuesEmployee benefit

Introduction

Special anxietyReduction programme

Supervisior

Specific jobLocation &

distribution

PLACEMEN

T



Advantage of Induction

Creates good impression

It takes less time to familiarise

Less turnover ratio

Increase productivity

Cost reduction



In absence of Induction

Uneasiness of new employee in the environment of the

Organization

Poor integration in team

Low morale

Loss of productivity

Company image goes down

More turnover ratio



Recruitment



Definition :

Recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the organization.



Who is a Recruiter

A recruiter is someone engaging in

, or the solicitation of individuals torecruitment

,corporationor positions within a jobsfill

, thesports teamorganization,nonprofitmilitary, etc.

Recruiters may work within an organization's

human resources department (typically) or on

an outsourced basis. Outsourced recruiterstypically work for multiple clients at once, on a

basis, and are variouslybroker party-third

called headhunters, search firms/agents,

agency recruiters, or recruitment consultants.



:Internal Sources

Recruitment that takes place within the organization is called

Internal Recruitment

Transfer Transfer involves the shifting of an employee from one

job to another. At the time of transfer, it is ensured that the employee to be transferred to the new job is capable

of performing it.

Promotion Many companies follow the practice of filling higher jobs by promoting employees who are considered fit for such positions.



:External Sources Direct Recruitment

It is done by placing a notice on the notice board of the enterprise specifying the details of the jobs available. It is known as recruitment at factory gate.The practice of direct recruitment is generally followed for filling casual vacancies requiring unskilled workers.

Unsolicited Applicants

Many qualified persons apply for employment to reputed companies on their own initiative. Such applications are known as unsolicited applications. Aproper record may be kept for such applications and the candidates may be called for interview whenever

the need arises.



Advertisements Advertising the job has become fashion of the day with the large-scale enterprises, particularly when the vacancy is for a higher post or when there are a large number of vacancy. This helps in informing the candidate spread over different parts of the country.

The necessary information about the company, job description and the job specifications may be given in the advertisement itself for the benefit of the candidate .

Employment Agencies Employment exchanges run by the government are regarded as a good source of recruitment for unskilled, semi-skilled operative jobs.



Educational Institutes Recruitment from educational institutes is a well-

established practice of thousands of business and other organizations.

Labour Contractors Workers are recruited through labour contractors who are themselves employees of the organization.The disadvantage of this system is that if the contractor himself decides to leave the organization,all the workers employed through him will follow suit.

Recommendations Applications introduced by friends or relatives prove to be a good source of recruitment.



External Recruitment Agencies (National level)

3P Consultant LTD

ABC International placement service Active consultant

Career Graph

HUDDAR

Humanware India

(and many more.......)

External Recruitment Agencies (Global level)

ADD ResourcesCamron James

OSIRIS Connection

Prisim Executive Recruitment

(and many more.......)



Methods of recruitment

Direct Recruitment

Sending travelling recruiters to the educational institutions or colleges and they recruit the students from there. Campus recruiting.

Indirect Recruitment

Advertising in newspapers, journals, radio and televisions .

Third Party Recruitment

Private employment agencies, consultancies, employee referrals and job portals.



Selection Vs Recruitment

Recruitment involves identifying the sourses of manpower and stimulating them to apply for

job in the Organization.

Selection is the process of choosing the best

out of those recruited. Selection is important as no Organization can acheive its goal without selecting the right people, where faulty selection lead to wastage of time and money and spolis Organization environment



CONTEMPORARY VIEWS OF

LEADERSHIP



TRANSFORMATIONAL - TRANSACTIONA L LEADERSHIP

CHARISMATIC VISIONARY LEADERSHIP

TEAM LEADERSHIP

LEADING THROUGH EMPOWERMENT



TRANSACTIONAL-TRANSFORMATIONAL

LEADERSHIP

TRANSFORMATIONAL LEADERSHIP▪A transformational leader is one who stimulates and inspires

(transforms) followers to achieve extraordinary outcomes. These type of leaders appeal to followers ideals and moral values and inspire them tothink about problems in new or different ways. He creates :-

➜ Feelings of confidence,

➜ Admiration and commitment in the followers.

➜ Creates a special connection with followers,

➜ Express a vision with which the followers identify and for which theyare willing to work.

TRANSACTIONAL LEADERSHIP▪

Transformational leaders are those who lead primarily by using social

exchanges (or transactions).They guide or motivate followers to work

toward established goals by exchanging rewards for their productivity

.



The evidence supporting the superiority of transformational leadership

over transactional leadership is overwhelmingly impressive. Evidence

indicates that transformational leadership is strongly correlated with:-

➜ Lower turnover rates

➜ Higher levels of productivity,

➜ Employee satisfaction,

➜ Creativity,

➜ Goal attainment, and

➜ Follower well-being



CHARISMATIC -VISIONARY LEADERSHIP

CHARISMATIC LEADERSHIP

Charismatic leader is an enthusiastic, self-confident leader whose

personality and actions influence people to behave in certain ways. People

usually feel personally attracted to a charismatic leader and the attraction canlead to a powerful leadership.

Phenomena that can be observed in charisma include:

➜The followers trust the correctness of the leader’s believes;➜The followers feel affection to the leader and obey the leader willingly;

➜The followers feel an emotional involvement in the mission they are led to.



Charismatic leadership may be most appropriate when the follower’s

task has an ideological purpose or when the environment involves a high

degree of stress and uncertainty. Thus they are likely to crop up in

politics, religion, or war time ;or when a business firm is starting up orfacing a survival crisis.

Martin Luther King Jr., used his charisma to bring about socialEx:

equality through non-violent means;and Steve Jobs achieved unwavering loyalty and commitment from

Apple’s technical staff in the early 1980s by articulating a vision of

personal computers that would dramatically change the way people lived.



VISIONARY LEADERSHIP It is the ability to create and articulate a realistic ,

credible, and attractive vision of the future that improves on the

present situation.

An organization’s vision should :-

➜ Create clear and compelling imagery that taps into people’s

emotions

➜ Inspire enthusiasm to pursue the organization’s goals

➜ Generate possibilities that are inspirational and unique and

➜ Offer new ways of doing things that are clearly better for the

organization and it’s members.

.

: Michael Dell of Dell Inc. created a vision of a business thatFor ex

sells and delivers customized PCs directly to customers in less than a

week ; and

TEAM LEADERSHIP



TEAM LEADERSHIP

One study looking at organizations that had reorganized themselves aroundemployee teams found certain common responsibilities of all leaders. These

included coaching, facilitating, handling disciplinary problems, reviewing

team and individual performance, training and communication. However, a

more meaningful way to describe the team leader’s job is to focus on two

priorities:

Managing the team’s external boundary and

Facilitating the team process.



COACHCONFLICTMANAGER

LIAISON OFFICER TROUBLESHOOTER

TEAMLEADERROLES





Empowerment involves increasing the decision making discretion of

workers. Millions of individual employees and employee teams are makingthe key operating decisions that directly affect their work. They perform

various tasks like:-

➜Developing budgets,

➜Scheduling work loads,

➜ Controlling inventories,

➜Solving quality problems, and

➜Engaging in similar activities that until very recently were viewed

exclusively as part of the manager’s job.

.



Why employee empowerment?

➜ If organizations want to successfully compete in a dynamic global

economy, employees have to be able to make decisions and implementchanges quickly.

➜ Organizational downsizings have left many managers with larger spans

of control, so, in order to cope with the increased work demands, managers

have to empower their people.

POWERS OF A LEADER



POWERS OF A LEADER

▸Legitimate Power-

Legitimate power and authority are the same. It represents thepower a leader has as a result of his or her position in the organization.

Although people in positions of authority are also likely to have reward and

coercive power, legitimate power is broader than the power to coerce and

reward.

▸Coercive Power-

It is the power of a leader to punish or control. Followers

react to this power out of fear of the negative results that might occur if they

don’t comply. Managers typically have some coercive power, such as being

able to suspend or demote employees or to assign them work they findunpleasant or undesirable.

▸R d P



▸Reward Power-It is the power to give positive rewards. These can be

anything that a person values, such as money, favorable performance

appraisals, promotions, interesting work assignments, friendly colleagues,

and preferred work shifts or sales territories.

▸Expert Power-It is the power that’s based on expertise, special skills,

or knowledge. If an employee has skills , knowledge, or expertise that’s

critical to a work group, that person’s expert power is enhanced.

▸Referent Power-It is the power that arises because of a person’s desirable

resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person.



LEADER MANAGER BASIS

A person becomes a

LEADER on basis of his personal qualities.

A person becomes a

MANAGER by virtueof his position.ORIGIN

Rights are not

available to a

LEADER.

MANAGER has got

formal rights in an

organization becauseof his status.FORMALRIGHTSThe group of

employees whom the

LEADER leads is his

followers.

The subordinates are

the followers of the

MANAGERS.FOLLOWERS

LEADER influences

people to work

willingly for group

objectives.

A MANAGER

performs all 5

functions of

management.

FUNCTIONS



A LEADER is required to

create cordial relation

between person workingin and for organisation.

A MANAGER is very

essential to a

concern.NECESSITY

LEADERSHIP is

temporary.

It is more stable.

STABILITY All LEADERS are not

MANAGERS.

All MANAGERS are

LEADERS.MUTUAL

RELATIONSHIPLEADERS have no well

defined accountability.

MANAGER is

responsible for self &

subordinatesbehaviour &

performance.

ACCOUNTABILITY

A LEADER’s concern is

group goals & member’s

satisfaction.

A MANAGER’s

concern is

organisation’s goals. CONCERN



LEADERSHIP THEORIES



MAJOR TRENDS TIME OF INTRODUCTION

LEADERSHIP THEORY

Individual characteristicsof leaders are different

from those of non-leaders.1930’sTRAIT THEORY

The behaviour of effectiveleaders are different from

those of ineffective

leaders.

1940’s & 1950’s BEHAVIORALTHEORY

Factors unique to eachsituation determine

whether specific leader

characteristics &

behaviours will be

effective.

1960’s & 1970’s CONTINGENCY THEORY



EARLY LEADERSHIP THEORIES



TRAIT THEORY

The trait model of leadership is based on the

characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure .

Successful leaders definitely have interests, abilities, and personality traits that are different from those of the less effective leaders. Through many researches conducted in the last three decades of the 20th century, a set of

core traits ofsuccessful leaders have been identified.These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential.

TRAITS ASSOCIATED WITH LEADERSHIP7



TRAITS ASSOCIATED WITH LEADERSHIP 7

1. DRIVE – High level of effort, ambition, energy &

initiative.2. DESIRE TO LEAD – An intense desire to lead others

to reach shared goals.

3. HONEST & INTEGRITY – Trustworthy, reliable & open.

4. SELF-CONFIDENCE – Belief in one’s self, idea &ability.

5. INTELLIGENCE – Leaders have to be intelligentenough to create visions, solve problems & makecorrect decisions.

6. JOB-RELEVANT KNOWLEDGE – Knowledge of industry & other technical matters.

7. EXTRAVERSION- Leaders are energetic & livelypeople.

ADVANTAGES of TRAIT THEORY:



ADVANTAGES of TRAIT THEORY:

Naturally pleasing theory. It is valid as lot of research has validated the

foundation & basis of the theory.

Serves as a yardstick against which the

leadership traits of an individual can beassessed.

It gives a detailed knowledge & understanding of

the leader element in the leadership process.

LIMITATION’s of TRAIT THEORY:



LIMITATION s of TRAIT THEORY:

Bound to be subjective judgement indetermining who is regarded as a ‘good’ or

‘successful’ manager.

There is disagreement over which traits are the

most important for an effective leader.

The list of possible traits tend to be very long.

It relates to physical traits such as, height &

weight, to effective leadership. Most of theserelate to situational factors.

The theory is very complex.



CONCLUSION BEHAVIORAL



DIMENSION

Democratic style

of leadership wasmost effective,

although later

studies showed

mixed results.

DEMOCRATIC STYLE:

involving subordinates,

delegating authority, andencouraging participation.

AUTOCRATIC STYLE:

dictating work methods,

centralising decision making

& limiting participation.

LAISSEZ-FAIRE STLYE:

giving group freedom to

make decisions & complete

work.

UNIVERSITY OF LOWA

High-high leader(high in

consideration & high ininitiating

structure)achieved high

subordinate performance

& satisfaction, but not in

all situations.

Consideration : being

considerate of followers’ideas & feelings.

Initiating Structure :structuring work & work

relationships to meet job

goals.

OHIO STATE

Employee-Employee Oriented :



Employee

oriented leaders

were associated

with high groupproductivity &

higher job

satisfaction.

p yemphasized

interpersonal

relationships & taking

care of employees’needs.

Production Oriented: emphasized or task

aspects of job.

UNIVERSITY OF MICHIGAN

Leaders

performed best

with a 9.9

style(highconcern for

production & high

concern for

people).

Concern for people: measured leaders’

concern for subordinates

on a scale of 1 to 9(low

to high).Concern for Production: measure

leader’s concern for

getting job done on a

scale 1 to 9(low to high).

MANAGERIALGRID

MANAGERIAL GRID



MANAGERIAL GRID

LEADERSHIP STYLES3



LEADERSHIP STYLES3

1. AUTOCRATIC STYLE - They are known as

autocratic leaders, provide clear expectations for what needs to be done, when it should be done and how it should be done.

2. DEMOCRATIC STYLE - Most effective leadership

style. It offers guidance to group members, but they also participate in the group & allow input from other group members.

3. LAISSEZ-FAIRE STYLE - Also known as

Delegative leadership. It is described as a leader who let the group make decisions and complete the work in whatever way it saw fit.



CONTINGENCY THEORIES OF LEADERSHIP



CONTINGENCY THEORIES OF LEADERSHIP

In this section, we examine 3 contingency theories:

1). The FIEDLER Model

2 ). HERSEY & BLANCHARD’S situational

leadership theory, and

3). PATH-GOAL theory



HERSEY & BLACHARD’S SITUATIONAL



HERSEY & BLACHARD S SITUATIONAL

LEADERSHIP

THEORY

Developed by Paul Hersey & Ken Blanchard.

This model is called Situational Leadership Theory (SLT),

is a contingency theory that focuses on followers’ readiness.

The emphasis on the followers reflects that regardless of what the leader does, the group’s effectiveness depends

on the actions of the followers.

By readiness, it refers to the extent to which people have the ability & willingness to accomplish a specific task.

Hersey & Blanchard identified four leadership styles

1). Telling 2). Selling



1. TELLING – The leader defines roles & tells peoplewhat, how, when, and where to do various tasks.

2. SELLING – The leader provides both directive and

supportive behaviour.

3. PARTICIPATING – The leader & followers share indecision making; the main role of the leader is

facilitating and communicating.

4. DELEGATING – The leader provides little directionor support.

The final component in the SLT model is the 4 stages of follower readiness:



follower readiness:

1.

R1 – People are both unable & unwilling to take

responsibility for doing something. Followers aren’t competent or confident.

2. R2- People are unable but willing to do the necessary job

tasks. Followers are motivated but lack the appropriate skills.

3. R3- People are able but unwilling to do what the leaders want. Followers are competent but don’t want to do

something.

4. R4- People are both able and willing to do what is asked of them.

SLT says if followers are at :



y

1.

R1- The leader needs to use the TELLING Style &

give clear and spcific directions

2. R2- The leader needs to use the SELLING Style &

display high task orientation to compensate for the

followers’ lack of ability & high relationshiporientation to get followers to ‘’buy into’’ the

leader’s desires

3. R3- The leader needs to use the PARTICIPATINGStyle to gain their support.

4. R4- The leader doesn’t need to do much and

should use the DELEGATING Style.

PATH GOAL THEORY



PATH GOAL THEORY

This theory states that the leader’s job is toassist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organisation.

The term path-goal is derived from the belief that effective leaders clarify the path to help their

followers get from where they are to the achievement of their work goals & make the journey along the path easier by reducing roadblocks & pitfalls.



COMMUNICATION ?

Communication is the transfer and understanding of

meaning .Transfer of meaning->information have not beenconveyed , communication not taken place .

Understanding of meaning->meaning must be imparted

and understood .

Interpersonal communication-communication between 2or more people .

Organizational communication-

all the patterns, networks and

systems of communication

within an organization.



FUNCTIONS OF COMMUNICATION

Major functions: Control , motivation , emotionalexpression and information .

Controls employee behavior in several ways .For example, when employee wants to communicate

job-related grievances to their immediate manager ,to follow their job description, communication isneeded.

Informal communication also controls behavior.For example, when a group teases a member for working too hard, those indivituals are informallycontrolling the behavior of that person.



Communication motivates by clarifying to employeeswhat is to be done ,how well they are doing it and what

can be done to improve the performance .

As employees set specific goals, work towards thosegoals, and receive feedback on progress towardsgoals, communication is required at every step.

Communication provides a release for emotionalexpression and feelings. For many employees, their work group is a primary source for social interaction to

share their frustrations and feelings of satisfaction.

Communication provides information for indivitualsand groups to get things done in an organizations.

Interpersonal Comm nication process



Message Medium Receiver

Sender Message

Noise

EncodingDecoding

Feedback

Interpersonal Communication process



Before communication can take place, a purpose,

expressed as message to be conveyed ,must existfirst .

It passes between sender(source) and receiver.

The message is converted to symbolic form (calledencoding) and passed by way of somemedium(channel) to the receiver ,who retranslates themessage(called decoding).

The entire process is susceptible to noise-disturbances that interface with the transmission,receipt or feedback of a message .For example,phone static, inattention by the receiver, backgroundsounds..etc. Anything that distorts the communication

rocess can be noise.

METHODS OF COMMUNICATING



INTERPERSONALLY

Managers have a wide variety of communicationmethods which can be evaluated by the followingfactors:

Feedback-how quickly can the receiver respondto messages?

Complexity capacity-can the method processcomplex messages?

Breadth potential-how many different messagescan be transmitted using this method?

Confidentiality-can communicators be sure thattheir messages are read only by the intendedaudience?

Encoding ease-can senders easily and quicklyuse this channel?



Decoding ease-can receivers easily and quickly

decode messages using this method? Time-space constraint-Do senders and receiver

have to communicate the same time and in thesame space?

Cost- cost efficiency of using this method.

Interpersonal warmth-how well does this methodconvey interpersonal warmth?

Formality-does the method have needed amountof formality?

Scanability-does this method allow messages tobe browsed easily or scanned for relevantinformation?

Time of consumption-does the sender or receiver

have the most control over when the message isdealt with?

NON VERBAL COMMUNICATION



NON-VERBAL COMMUNICATION

Non-verbal communication- communication

transmitted without words .For example , clotheshe/ she wears, a doctor or a lawyer, conveysmessages about his/her profession .

Body language and verbal intonation are bestknown types of non-verbal communication

Body language refers to gestures , facialexpressions and other body movements thatconvey meaning .

Verbal intonation refers to emphasis someonegives to words or phrases that convey meaning .

BARRIERS TO COMMUNICATION



BARRIERS TO COMMUNICATION

Filtering-It’s the deliberate manipulation of

information to make it favorable to the receiver,like when a person tells his manager what hismanager wants to hear, information is filtered.

Emotions- how a receiver feel when he gets amessage influences how he interprets it .Extremeemotions hinder effective communication .

Information Overload-when information exceedsa person’s processing capacity. For example,when a marketing manager is faced with 1000email messages after his return from a week longsales trip.



Defensiveness- when people feel they are

threatened, they tend to become defensive-verbally attacking others, making sarcasticcomments, being overly judgmental or questioningother’s motives which hinders effective

communication .

Language- Age, education and culturalbackground influences once language and use of

words.

National Culture-communication differencesmight arise from different cultures .For example

,due to technological and cultural reasons ,

OVERCOMING BARRIERS TO COMMUNICATION



OVERCOMING BARRIERS TO COMMUNICATION

Using feedback-Misunderstandings andinaccuracies are common communicationproblems ,which are less likely to occur if themanager gets feedback,both verbal and non-verbal .

Simplifying language-language can be abarrier,if the audience is not considered. For example, the use of jargons .

Constraining emotions-calm down ,get emotionsunder control before communicating ,else it mighthinder effective communication.



Listening actively- Listening is the active

search for meaning . It demands totalconcentration without premature

judgments.

Watching Nonverbal Cues- make your

actions align with the words you speak to

ensure that they give out the desiredmeaning .



Definition



A process by which activities of a society arecollected and coordinated to reach the goals of

both individuals and the collective group.

It is a subfield of general communications

studies and is often

a component to effective managementin

a workplace environment.

organizational communication can be defined asthe transmission of a message through a channel to

a receiver. be defined as the way language is used

to

create different kinds of social structures, such as

Definition



RMAL COMMUNICATION Formal communication refers tocommunication that follows the

official chain of command or is

part of the communication

required to do one’s job.

EXAMPLE:When a manager ask an employee to complete a task he or she is

communicating formally. So is the employee who brings a problem to the

attention of his or her manager. Any communication that takes place within

prescribed organizational work arrangements would be classified as formal.

INFORMAL COMMUNICATION



INFORMAL COMMUNICATION Informal communication is organizational

communication that is not defined by the

organizational structural hierarchy.

When employees talk with each other inthe lunch room, as they pass in hallways,

or as they’re working out at the company

excerise facility, that’s informal

communication.

Employees form friendship and

communicate with each other.

The informal communication system fulfills two purpose

i i ti



(1) it permits employees to satisfy their need for social

interaction

(2) it can improve an organization’s performance by creating

alternative, and frequently faster and more efficient, channels

of communication.

in organizations:

DIRECTION OF COMMUNICATION FLOW



DIRECTION OF COMMUNICATION FLOW

Organizational communication can flow downward, upward, literally, or

digonaly. DOWNWARD :

Any communication that flows downwardfrom a manager to employees is downwardcommunication. Downward communication isused to inform, direct, coordinate andevaluate employees. When managers assign

goals to their employees they are usingdownward communication. Managers are alsousing downward communication by providingemployees with job description, informingthem of organizational policies andprocedures, pointing out problems that need

attention, or evaluating their performance.



UPWARD: Managers rely on the employees forinformation. Reports are given to managers toinform them of progress toward goals and anycurrent problems. Upward communicationflows upward from employees to managers.

It keeps managers aware of how employeesfeel about their jobs, their co-workers and theorganization. Managers rely on upwardcommunication for ideas on how things can

be improved.

Examples: performance reports prepared by

employees, suggestion boxes, employeeattitude surveys, manager-employee

discussions etc…



LATERAL:



Communication takes place among anyemployees on the same organizational level iscalled lateral communication.

In todays rapidly changing environment horizontalcommunication are frequently needed to save timeand improve coordination.

Cross functional teams, for instance, rely heavily

on this form of communication interaction.However it can create conflicts if employees donotkeep their managers informed about decision theyhave made or actions they have taken



DIAGONAL:

Diagonalcommunication iscommunication thatcut across both workareas andorganizational levels.In the interest ofefficiency and speeddiagonalcommunication can

be beneficial. And theincreased use of e-mail facilitatesdiagonalcommunication.

However just as with lateralcommunication, diagonal communicationhas the potential to create problems if

employees don’t keep their managers

ORGANIZATIONAL COMMUNICATION



ORGANIZATIONAL COMMUNICATIONNETWORKS

The vertical and horizontal flows of organizational communication canbe combined into a variety of patterns called communication networks



TYPES: CHAIN NETWORK:

Communication flows according to the formal chainof command, both downward and upward



WHEELNETWORK:

Communication flowing between a clearly identifiableand strong leader and others ina work group or team.The leader serves as the hub through whom allcommunication passes.



CHANNEL NETWORK:-ALL

Communication flows freely from all members of a workteam.

GRAPE VINE:



GRAPE VINE:

(INFORMAL ORGANIZATIONAL COMMUNICATION NETWORK)



The grape vine is active in almost every

organization. The grape vine is an important part of

any group organization communication network andwell worth understanding.

It identifies for managers those bewildering issuesthat employee consider important and anxietyproducing. It acts as both a filter and feed back

mechanisam, picking up on the issues employeesconsider relevant by being aware of the grape vineflow and patterns, managers can stay on top ofissues that concern employees and, inturn , can usethe grape vine to disseminate important information.

Staffing Original

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