M1 LCE Techniques et Stratégies de la Communication/Organisational Communication Mr Abdelhadi

Organisational communication is a broad field that encompasses all forms of communication that allow organisations such as companies, government agencies, and non-profits to function, grow, connect with stakeholders, and contribute to society. Organisational communication includes both internal communications, such as employee training modules, messaging around an organisation’s mission, interpersonal communications between management and employees, and professional communication such as emails. It also includes external-facing communications such as public relations announcements, press releases, marketing materials, and branding.

Ø  Broadly speaking is: people working together to achieve individual or collective goals. 

Ø  Organizational communication’ is defined as the sending and receiving of messages among interrelated individuals within a particular environment or setting to achieve individual and common goals. Organizational communication is highly contextual and culturally dependent. Individuals in organizations transmit messages through face-to face, written, and mediated channels.

Ø  The process by which individuals stimulate meaning in the minds of other individuals by means of verbal or non verbal messages in the context of a formal organization.

A. Communication According to Organisational Structure:

1. Formal Communication:

Such a communication is that which is associated with the formal organisation structure and the official status or the position of the communicator and the receiver. It travels through the formal channels officially recognised positions in the organisation chart. Formal communication is mostly in black and white.

Thus, it is a deliberate attempt to regulate the flow of communication so as to ensure that information flows smoothly, accurately and timely.

We frequently come across the phrase ‘through proper channel’. It emphasises the essence of formal channel of communication. For example, when the General Manager issues instructions (because of his senior position in the organisation), it is formal communication.

The forms of formal communication are as under:

(i) Departmental meetings,

(ii) Conference,

(iii) Telephone calls,

(iv) Company news bulletins,

(v) Special interviews and special purpose publications and messages.

The main advantage of the formal communication is that the official channels enable the routine and standardised information to pass without claiming much of managerial attention. Essentially, executives and managers may devote most of their precious time on matters of utmost significance.

But at the same time, the weakness of formal communication should not go unaccounted. Communication through channel of command greatly obstructs free and uninterrupted flow of information.

2. Informal Communication:

Informal communication is also known as ‘Grapevine’. It is free from all sorts of formalities because it is used on informal relationships between the parties, such as friendship, membership in the same club or association.

Persons at the executive levels also use informal communication when they find it difficult to collect information from the workers. Such communication includes comments, suggestions etc. It may be conveyed by a simple glance, gesture, smile or mere silence.

Managers and executives also favour the growth and development of informal network of communication off and on. This process, In fact, serves a very useful purpose in disseminating certain information which, in the general interest of the organisation, cannot be transmitted through the official channels.

Apart from that, it also offers the high and higher ups a clearer insight into what the subordinates think and feel. But at the same time, the weaknesses of the informal communication are also worth noting. It may be mentioned that this process very often tends to pass distorted, misinterpreted, and inaccurate and half- truth information and facts, depending on the circumstances and the message. But still, executives and managers cannot do away with informal communication.

B. Communication According to Direction:

1. Downward Communication:

Communication which flows from the superiors to subordinates is referred to as downward communication. In an organisational structure, the executives must exercise their powers to achieve the desired objectives which imply that they may be engaged in issuing orders, instructions and policy directives to the persons at the lower levels. This may be called downward communication. Under downward communication, immediate performance of a job is expected.

Katz And Kahn Have Identified Live Elements of Downward Communication:

1. Specific task directives; Job instructions.

2. Information designed to produce understanding of the task and its relation to other organisational tasks; job rationale.

3. Information about organisational procedures and practices.

4. Feedback to the subordinate about his performance.

5. Information of an ideological character to inculcate a sense of mission, indoctrination of goals.

Communication from superior to subordinate can be face to face as well as through written memos, orders, job descriptions etc.

2. Upward Communication:

In an upward communication, the persons from the lower level are expected to have communication with those who are above them. It is just the reverse of downward communication. This sort of communication includes reactions and suggestions from workers, their grievances etc. Contents of upward communication are reports, reaction, suggestion statements and proposals prepared for the submission to the boss.

Upward Communication can be divided into four categories on the basis of what employee says:

(i) about himself, his performance and problems,

(ii) about others and their problems,

(iii) about organisational policies and practices, and

(iv) about what needs to be done and how it can be done.

The main features of upward communication are:

(1) It is condensed and summarised as it passes through various levels in the hierarchy. It gives feedback on the extent of effectiveness of downward communication. This feedback is used for improving communication effectiveness.

(2) It provides the management about the viewpoints, reactions, attitudes, feelings and morale of employees.

(3) It provides means of control.

(4) Finally, it gives information and date for decision making.

Upward communication may get distorted owing to the nature of superior- subordinate relationships. An employee is not likely to give any information which may affect him adversely. Moreover, he may transmit wrong information to impress his superiors. It flows through many media e.g. chain of command, suggestion boxes, personal contacts, attitude and morale surveys, grievance procedure, private lines, labour unions etc.

3. Horizontal Communication:

When the communication takes place between two or more persons who are subordinates of the same person or those who are working on the same level of organisation, the communication is known as horizontal (lateral) communication.

The communication between functional managers or among subordinates working under one boss, the communication between managers of various factories is the examples of such communication. Horizontal communication may be oral as well as written.

Horizontal Communication satisfies peoples’ needs to know from their own peers without taking into account other levels in the organisation. It is really difficult for an organisation to function efficiently without such horizontal communication flows. Although the formal organisation design does not provide for such communication flows, it is needed for the coordination and integration of diverse organizational functions.

Since organizational horizontal communication ordinarily do not exist in facilitation is left to individual managers. Peer to peer communication necessary for co-ordination and can also provide social need satisfaction.

C. According to Way of Expression:

1. Oral or Verbal Communication:

Oral communication is a direct communication between two individuals. In oral communication both the parties i.e., sender and receiver exchange their ideas through oral words either in face to face conversation or through any mechanical or electrical device such as telephone, teleconference etc. When it is face to face, the person communicating can ask questions or explanations or sometimes when the communication is not properly understood, he can clarify meaning.

Oral communication is generally possible where there can be either a direct contact or message to be conveyed is not of permanent nature. Meetings and conferences, lectures and interviews are other media of such communication.

Oral communication enjoys certain advantages communication which may be enumerated as follows:

(i) Oral communication has the distinct advantage of being quick and prompt. It provides the opportunity to both the transmitter and receiver of the message to respond directly.

(ii) Oral communication facilitates close contact and thus fosters mutual exchange of ideas, facts, understanding and cooperation.

(iii) Oral communication through direct contact undoubtedly inculcates in the subordinates a sense of self-importance which in turn acts as a motivating factor.

(iv) Oral communication further enables the superior to make a quick appraisal of subordinate’s action and reaction to any message transmitted. This obviously helps the superior to minimise and avert conflicts, redesign plans and programmes according to the need of time and circumstances.

(v) The personality of the communicator is brought to bear in the communication process. This has good effect on the subordinates and they understand the communication properly.

(vi) It can bring a friendly and co-operative team spirit.

However, the following are the disadvantages of the oral communication:

(i) There is a possibility that the spoken words may not be clearly heard or understood.

(ii) It is not good for lengthy communications.

(iii) It requires the art of expressing accurately and appropriately, and listen to others emphatically.

(iv) It is inadequate where specific performance of policies and rules is needed.

(v) The inexperienced subordinates do not follow the facial expressions and the tone of manager’s voice.

2. Written Communication:

When the communication is reduced to black and white (writing), it is called written communication. This includes written words, graphs, diagrams, pictures, etc. Written communications are extensively used in organisations.

Sometimes, this form of communication becomes indispensible as in the case of rules, orders, schedules or policy matters etc. The circulars, magazines, notes and manuals are some common forms of written communication.

It may be asserted from general observations that in all types of organisations both oral and written communication is in practice. Which form should be used and applied? Much depends on the message, its importance to receiver, and implication to functional aspects of the organisation.

The Following List Presents Some Commonly Used Forms of Communication in Different Directions:

Organizations cannot exist without communication. If there is no communication, employees cannot know what their respective associates are doing, management cannot receive information on inputs, and management cannot give instructions. Co-ordination of work is impossible, and the organisation will collapse for lack of it. Co-operation also becomes impossible, because people cannot communicate their needs and feelings to others. Every act of communication influences the organisation in some way or the other.

1. Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark.
2. Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions.
3. Communication also plays a crucial role in altering individual’s attitudes, i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in molding employee’s attitudes.
4. Communication also helps in socializing. One cannot survive without communication.
5. Communication also assists in controlling process. It helps controlling organizational member’s behavior in various ways. There are various levels of hierarchy and certain principles and guidelines that employees must follow in an organization. They must comply with organizational policies, perform their job role efficiently and communicate any work problem and grievance to their superiors. Thus, communication helps in controlling function of management.

A few basic rules should be followed in planning for and carrying out communications of all kinds, written and oral, regardless of form or format.

• Clarity: To be effective, communications must be understood, and to be understood, they must be clear.
• Brevity: It makes both written and oral communications easier to understand. Only one idea should be used in a sentence.
• Simplicity: Short, simple words, phrases, and sentences should be used. Every word should count. Extra words only serve to confuse.
• Precision: Precise words should be used.
• Integrity: Communication should always be used as a means, never as an end.

During any major change programme, internal communication in an organisation is extremely. Important. It must be borne in mind in this context that communication is more than a dialogue. It builds on trust and openness among colleagues, and results in common understanding of the organisational issues that have a long-term bearing on the future of the organisation.

Ø  Communication is not an end in itself. There is no use of communicating just for the sake of communicating. It is a means and a very effective means for the solution of managerial problems and for attainment of managerial objectives. Since managers work through others, all their acts, policies, rules, orders and procedures must pass through some sort of communication channel. The purposes of communication are:

Ø  To develop information and understanding which are necessary for group effort?

Ø  To provide an attitude which is necessary for motivation, co-operation and job satisfaction?

Ø  To discourage the spread of misinformation, rumours, gossip, ‘and to release the emotional tensions of workers

Ø  To prepare workers for a change by giving them the necessary information in advance.

Ø  To encourage ideas, suggestions from subordinates for an improvement in the product and work conditions, for a reduction in time or cost involved and for the avoidance of the waste of raw material.

Ø  To improve labour-management relations by keeping both in contact with each other.

Ø  To satisfy the basic human needs like recognition, self-importance and sense of participation.

Ø  To serve auxiliary functions such as entertainment and the maintenance of social relations among human beings.

Ø  The purpose of communication is to establish a social environment that supports effective interaction and to ensure that the workforce has the skills to share information and co-ordinate their achievements efficiently.

Ø  Informative (task)

Ø  Regulative (maintenance)

Ø  Integrative (coordination)

Ø  Management Persuasive (compliance)

Ø  Socialization (relationships)