Channels of communication

1. Formal and Informal Channels of Communication - Presented by Nikhil Kadam

2. Communication

3. Communication  In today’s turbulent environment, crisis communication is at the top of everyone’s needed-skills list.  Effective communication, both within the organization and with people outside the company, is a major challenge and responsibility for managers

4. Communication  How manager’s job require communication  Communication process model  Interpersonal aspects of communication  Organization as a whole  Keeping channels open  Manager’s role - keeping open; turbulent times  Barriers to communication

5. What is Communication?  Process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior  Manager = 80% every working day in direct communication with others – 48 min/hour  Manager = 20% every work day in communication in the form of reading and writing -12 min/hour

6. The Manager as Communication Champion External Information Internal Information Manager as Communication Champion Purpose-Directed Direct attention to vision, values, desired outcomes Influence employee behavior Strategic Conversations Open communication Listening Dialogue Feedback Methods Rich channels Upward, downward, & horizontal channels Nonverbal communication Personal networks

7. Communication Process Model Noise Sender Encodes Message Receiver Decodes Message Channel Feedback Loop (Return message decoded) (Return message encoded) Channel

8. Channel Richness Information amount can be transmitted during communication episode

9. Persuasion and Influence  Businesses are run largely by cross-functional teams who are actively involved in making decisions  Ability to persuade and influence others is even more critical today than ever before  To persuade and influence, managers have to communicate frequently and easily with others

10. Nonverbal Communications  Messages transmitted human actions and behaviors rather than through words Occurs mostly face-to-face Verbal Impact = 7 % Vocal Impact = 38 % Facial Impact = 55 % Most nonverbal communication is unconscious or subconscious

11. Listening  One of the most important tools of manager communication – both to employees and to customers  Listening = skill of receiving messages to accurately grasp facts and feelings to interpret the genuine meaning  75% of effective communication is listening – most people spend only 30-40% listening

12. Keys to Effective Listening  Listen actively  Find areas of interest  Resist distractions  Capitalize on the fact that thought is faster tan speech  Be responsive  Judge content, not delivery  Hold one’s fire  Listen for ideas  Work at listening  Exercise one’s mind

14. Downward Communication  Messages sent from top management down to subordinates...  1. Implementation of goals and strategies 2. Job instructions and rationale 3. Procedures and practices 4. Performance feedback 5. Indoctrination Most familiar and obvious flow of formal communication

15. Downward Communications Problem  Drop Off  Distortion  Loss of message content  Dealing with Drop Off  Use right communication channel  Consistency between verbal and nonverbal messages  Active listening

16. Upward Communication  Messages transmitted from the lower to the higher levels in the organization’s hierarchy 1. Problems and exceptions 2. Suggestions for improvement 3. Performance reports 4. Grievances and disputes 5. Financial and accounting information

17. Upward Communication Problem  Many organizations make a great effort to facilitate upward communication  Despite these efforts, barriers to accurate upward communication exist  Managers may resist hearing about employee problems  Employees may not trust managers sufficiently to push information upward

18. Horizontal Communications  Lateral or diagonal exchange of messages among peers or coworkers  Horizontal communications categories 1. Intradepartmental problem solving 2. Interdepartmental coordination 3. Change initiatives and improvement Inform and request support as well as coordinate activities

19. Team Communication Channels  Team communication characteristics to consider ● The extent to which team communication is centralized ● The nature of the team’s task Special type of horizontal communication

20. Team Communication Channels  Organizational Implications  With complex and difficult team activities, all members should share information in a decentralized structure – all information with all members  With simple problems, centralized communication structure – communicating through one individual to solve problems or make decisions

21. Personal Communication Channels  Exist outside formal authorized channels  Do not adhere to organization’s hierarchy of authority  Primary way information spreads and work gets accomplished Coexist with formal communication channels

22. Personal Communication Channels  Three important types of channels 1. Personal Networks 2. Management By Wandering Around 3. Grapevine

23. Developing Personal Communication Networks  Build it before you need it  Never eat lunch alone  Make it win-win  Make it win-win  Focus on diversity

24. Two Grapevine Chains Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).

25. Open Communication  Sharing all types of information throughout the company, across functional and hierarchical levels  Recent trend - reflects manager’s increased emphasis on  Empowering employees  Building trust and commitment  Enhancing collaboration

26. Dialogue and Discussion: The Differences Conversation Lack of understanding, disagreement, divergent points of viewDialogue Discussion Result Result Reveal feelings Explore assumptions Suspend convictions Build common ground Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets State positions Advocate convictions Convince others Build oppositions Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto

27. Crisis Communication  Primary Skills Maintain your focus Be visible Get the awful truth out Communicate a vision for the future

28. Feedback and Learning  Feedback –  Enables managers to determine whether they have been successful in communicating with others  Is often neglected  Giving & receiving feedback is typically difficult –both for managers & employees  Successful managers focus their feedback  To help develop the capacities of subordinates  To teach the organization how to better reach its goals Managers use evaluation & communication to help individuals

29. Ways to Overcome Communication Barriers Active listening Selection of appropriate channel Knowledge of other’s perspective MBWA Climate of Trust, dialogue Development and use of formal channels Changing organization or group structure to fit communication needs Encouragement of multiple channels, formal and informal Individual Interpersonal dynamics Channels and media Semantics Inconsistent cues Organizational Status and power differences Departmental needs and goals Communication network unsuited Lack of formal channels How to OvercomeBarriers

30. Semantics  Meaning of words and the way they are used

31. The Role of Communication in Organizations key purposes:  direct action: to get others to behave in desired fashion  achieve coordinated action  systematic sharing of information + interpersonal side with the focus on interpersonal relations between people

32. Communication  “the social glue … that continues to keep the organization tied together”  “the essence of organization”  a key process underlying all aspects of organizational operations  properly managing communication processes is central to organizational functioning

33. Organizational Structure: Directing the Flow of Messages Organizational structure:  the formally prescribed pattern of interrelationships existing between the various units of an organization  dictating who may and may not communicate with whom  abstract construction  depicted in Organizational Charts

34. Organizational Charts

35. Formal Communication  the process of sharing official information with others who need to know it,  according to the prescribed patterns depicted in an organization chart

36. Formal Communication President Vice President Vice President Manager Manager Manager Manager Efforts at coordination Information Instructionsanddirectives

37. Formal Communication  downward communication:  instructions, directions, orders  feedback  upward communication:  data required to complete projects  status reports  suggestions for improvement, new ideas  horizontal communication:  coordination of cooperation

38. Centralized Networks  One central person  Unequal access to information  Central person is at the “crossroads” of the information flow

39. Communication Structures Centralized

40. Communication Structures Centralized Wheel

41. Communication Structures Centralized Chain

42. Communication Structures Decentralized Circle

43. Decentralized Networks  Information can flow freely  No central person  All members play an equal role in the transmittal of information

44. Communication Structures Decentralized Comcon

45. Communication Networks

46. Network Performance

47. Gatekeepers

48. Informal Communication Structures  Deviation from the planned communication structure  Direction of the flow of information  Leaving out people in the communication line  Integrating people into the communication line

49. Informal Networks Y D C B A Chain A JB D H I K F G E C Gossip A F B D J H C E K G I X Probability A C D F J IB Cluster

50. Formal Structure vs Informal Networks Communities of practice: informal collaborative networks ???

51. Informal Organization

52. Informal Communication information shared without any formally imposed obligations or restrictions if an organization’s formal communication represents its skeleton, its informal communication constitutes its central nervous system (Behavior in Organizations, p. 307) eng. “grapevine“  An organization’s informal channels of communication, based mainly on friendship or acquaintance  origin: American Civil War [grapevine telegraphs]

53. “Grapevine“ 1. a secret means of spreading or receiving information 2. the informal transmission of (unofficial) information, gossip or rumor from person-to- person -> "to hear about s.th. through the grapevine" 3. a rumor: unfounded report; hearsay

54. Grapevine Characteristics  oral  mostly undocumented  open to change  fast (hours instead of days)  crossing organizational boundaries

55. Grapevine Characteristics  inaccuracy:  levelling deletion of crucial details  sharpening exaggeration of the most dramatic details while the grapevine generally carries the truth it seldom carries the whole truth

56. Grapevine Figures  70% of all organizational communication occurs at the grapevine level  estimated accuracy rates: 75-90%  the incorrect part might change the meaning of the whole message though  an estimated 80% of grapevine information is oriented toward the individual while 20% concerns the company

57. Factors Influencing Grapevine Activity I According to Gordon Allport:  importance of the subject for both listener and speaker  ambiguousness of the facts Formula: R = i x a “R“: intensity of the rumor “i“: importance of the rumor to the persons “a“: ambiguity of the facts associated with the rumor

58. Factors influencing Grapevine Activity II Employees rely on the grapevine when:  they feel threatened,  insecure,  under stress  when there is pending change  when communication from management is limited

59. Positive Aspects of the Grapevine  social function  reduction of anxiety  release mechanism for stress  identification of pending problems  early warning system for organizational change  vehicle for creating a common organizational culture  desired information can be circulated quickly to a large group of subordinates (inofficially!)

60. Coping or Managing the Grapevine “the grapevine cannot be abolished, rubbed out, hidden under a basket, chopped down, tied up, or stopped“ (Managing the Grapevine, p.222)  don‘t try to control or restrict it  use it to supplement formal channels

61. “Tapping“ the Grapevine  identify and make use of key communicators ( bridgers)  monitor what is happening in the organization  use the grapevine to give new ideas a “trial run“

62. Preventing Rumors  provide information through the formal system of communication on the issues important to the employees  supply employees with a steady flow of clear, accurate and timely information  present full facts  keep formal communication lines open and the process as short as possible

63. Formal Media  Company newsletters  Employee handbooks  Company magazines  Formal meetings

64. Formal Media  Letters  Flyers and bulletins  Memos  Faxes  All-employees mailings

65. Informal Media  Face-to-face discussions  Telephone  Voice messaging (voice mail)  E-mail  Instant messaging (chat)

66. Informal Dialogues Characteristics:  often no formal opening or closing  first utterance often assumes a common reference to a previous interaction or issue  conversations generally last only a few minutes

67. Informal Communication and Physical Proximity physical proximity is crucial for informal communication trends towards telework, mobile work and the globalisation of business are geographically separating workers

68. The Nature of Informal Communication I  mostly brief interactions  mainly opportunistic ( coordination, initiation)  often time-lags between informal interactions ( maintenance and re-establishment of context)  occur between frequent interactants who often share large amounts of background knowledge

69. The Nature of Informal Communication II  communications in offices more frequent than in public areas  majority of “roaming“ interactions self-initiated  interruptability (importance of prior activity)  interactions are very often terminated by a third party joining an existing conversation  role of deixis  documents involved in 53% of all Own Office interactions

70. THANK YOU

Channels of communication

Channels of communication

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Channels of communication