Downward communication refers to communication from higher levels of management to lower levels such as from managers to employees. It includes conveying decisions that have been made, directions on tasks, job instructions, information about organizational processes, and performance feedback. While it allows for quick implementation of decisions, downward communication can also lead to message distortion and negatively impact employee morale if not done properly. Managers must use multiple channels to communicate effectively and check understanding.

1. DOWNWARD
COMMUNICATION
SUBMITTED BY:
DR. RENU JAIN

2. WHAT IS COMMUNICATION??
• Communication is about sending and receiving
information or the transmission of information and
meaning from one party to another through using
shared symbols.
• The word communication goes beyond of the word
speaking and writing and it includes all aspects of
verbal, unspoken and unwritten communication.

3. • Downward communication means that the manager
tells employees about a decision that has been already
made. It allows decisions to carried out quickly.
DEFINITION
Katz and Kahn(1978)
• “Information flowing from the top of the
organizational management hierarchy and telling
people in the organization what is important
(mission) and what is valued (policies).”

4. Some types:
• Notices
• Circulars
• instructions
• Orders
• letters
• Memos
• Bulletins
• Handbooks
• Annual reports
• Loudspeaker announcements
• Group meetings

5. The other elements of downward communication
include: -
• Directions to carry out a specific task.
• Job instructions.
• Information intended to create understanding of
the task and its relation to other organizational
tasks.
• Information about organizational processes and
patterns.

6. PURPOSE OF DOWNWARD COMMUNICATION
1. Implementation of goals, strategies, and
objectives
2. Job instructions and rationale
3. Procedures and practices
4. Performance feedback
5. Socialization

7. ADVANTAGES:
1. Discipline
2. Operational efficiency
3. Warning the employees
4. Notification/Announcement
5. Watching the performance
6. Assignment of goals:
7. Relation establishment
8. Delegation of authority

9. DISADVANTAGES:
1. Distortion
2. Lack of feedback
3. Time consuming
4. Negative impact on morale
5. Not suitable for motivation
6. Lack of interpretation

11. • DOWNWARD COMMUNICATION:
• Downward Communication, which is directed
from higher to a lower level. Thus, it is a process
of sending a message from a superior to a
subordinate.

12. • For example: The managing director of a
public limited company sending a message
issuing instructions to an assistant manager, or a
supervisor giving directions to the workers, all
are chased in Downward Communication.
• The main objectives of Downward
Communication are to supply the sub-ordinates
with relevant information and necessary
explanation.
• There are many forms available for Downward
Communication. Some of these are letters,
circulars, Bulletins, posters, memos, E-mail etc.

13. • Most of the communication flow within or organization
is downward, became it has various advantages such as:
• To increase efficiency, to maintain good relation, to
maintain discipline, no bypassing, to inform etc.
• It has some limitations also such as-under
communication, delay, loss of information low efficiency
etc.
• But these are not absolutely beyond control. These can
be removed if management and the managed sincerely
desire.
• Through downward Communication, management is
able to carry out its basic Functions of planning,
organizing, directing and controlling.

14. • Problems in downward communication
• Communicating to employees can seem relatively straightforward, yet it is
plagued with problems in many companies. The most common trap is
assuming that once you have told everyone something, they will both
understand exactly what you mean and remember it forever. In practice,
people will ignore, misunderstand, misinterpret, forget and generally make
you feel that it was hardly worth the effort.
• Problems can also happen when information is cascaded, for example
where managers are told something to tell their people. In many
organizations, few will communicate exactly as requested. Some will
shorten, some will edit and others will ignore the communication
altogether.
• Secrets of success with downward communication include using multiple
channels and testing.
• Using multiple channels include announcements in meetings, web
information, magazines, posters on notice boards and so on. People have
their preferred ways of learning an the more ways you communicate, the
more people will get the message. The repetition effect also helps hammer
home the point.
• Check that what has been said has been heard and understood. Ask people
immediately what they have understood by what you have communicated.
Check later also to see if they have remembered it. And if you are seeking a
change in how they behave then watch for these.

15. • Appraisal
• Managers should regularly give their subordinates
feedback on how they are doing, praising good
performance and correcting wrong or inadequate
actions.
• There is often a formal system of
regular performance management with meetings in
which forms are completed to cover assessment of
past performance and laying out of future objectives.
This may include plans for training and other
education.
• A good appraisal is motivating and gives the
employee a clear direction forward. A critical
appraisal can result in less pay increase, job change
or even dismissal.

16. • Policies and procedures
• In a broader sense, there are always a number of
policies, procedures and so on that apply to everyone,
from company security policies to how to apply for time
off for holidays. These include rules that must be
followed and various reward and benefit systems.
• These are often owned by infrastructure groups such as
HR, Finance, IT, etc. who update and administer them
on a regular basis.
• There are often many of these rules and processes, and it
is easy not to know them. Key instruction may be given
when the person joins. Updates may be regularly given
to all. Otherwise learning these can be a social process,
with informal as well as formal direction from managers
and workmates.
• Changing strategy often results in changes in policies
and procedures. When these change there needs to be a
careful communication of the changes and consequent
impact.

17. • Job instruction
• The employee needs to know what is expected of
them in terms of their performance. Most jobs have
a job description. There may also be process details
and, with lower skill activity, detailed instructions.
Then there are the various tools of the job that the
person must know how to use correctly.
• Job instructions should be linked to corporate
strategy through a downward cascade of objectives.
• Typically the job instruction is given on starting the
job and then in coaching and support along the way.