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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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Components of Communication
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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Components of Communication
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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Components of Communication
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.
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