FORMAL COMMUNICATION FLOW AND IMPACT
by
Charles Lamson
In this blog we review the types of communication flow in organizations, and the impact of each type. Communication flows in two directions in the organization, vertically and horizontally. Vertical communication is concerned with communication between employees at different hierarchical levels in the organization. It focuses on downward and upward communication between managers and employees. Horizontal communication is concerned with communication between employees at the same level in the organization. It focuses on communication between managers and employees. Horizontal communication is concerned with communication between employees at the same level in the organization. It it is communication that goes across the organization. Let us look at what types of communication flow downward in the organization.
Downward Communication. The first type of vertical communication is downward communication, that which flows from upper-management down to the employees at lower ranks. Downward communication generally is effective when upper levels of management are highly motivated to make it work. There are five different elements that generally flow downward in all organizations. they are job instruction, rationale, ideology, information and feedback
Job instruction is the conveying of information to subordinates about what they are expected to do. It can be carried out by a variety of means, such as direct orders written memos workshops on how to do the job and so on. the key here is that job instructions should be precise and applied directly to one's job.
Rationale is the rationalization or explanation of a duty or assignment, and how it is compatible with what the personnel are already doing. Again, this can be carried out by various oral or written methods
Ideology is an extension of rationale. This type of downward communication seeks to obtain the loyalty of the employees. Ideology is the philosophy of the organization. Managers want employees to buy into the organizational philosophy. When everyone has the same, or similar, ideals and goals, communication becomes easier. Many organizations have a written ideology they give to new employees, when they walk through the door.
Information is concerned with acquainting employees with general bits of knowledge, that they need to know (such as; regulations, changes in benefits and general policies). It usually is of an informative nature, and does not require a response from the employee. It is simply to give employees needed information.
Feedback is the manager's way of giving employees information about how they are doing. Feedback can take many forms (such as salary increase or decrease, a pat on the back, a termination notice, a smile or a frown). Feedback also needs to be clear appropriately, and with instructions on how to make any needed changes.
People at the lower levels of the organization are dependent in many ways on the downward communication of management for their own success. However, management controls most of the means by which downward communication occurs. If that control does not permit needed information flow to you, you must actively prompt the system to get it. It may be management's fault that the downward system is not working, but the person who receives the blame normally will be at the other end of the line. Does this sound familiar?
Upward communication. Although upward communication is initiated by those at the lowest levels of the organization, it can be successful only if those at the higher levels are willing to allow the communication to be effective. There are five factors that are most likely to influence upper levels of the organization to allow the upward communication to be effective. Upward communication should be; positive, timely, support current policy, be sent directly to the person who can act on it, and have intuitive appeal - in order to go up the system without being stopped, ignored, or sent back down.
Positive communication is more likely to go up the system than negative. Many times, employees think the negative will go through the system faster than the positive. However, this is not the case. Supervisors try to prevent negative information from reaching their managers, but forward the positive right up to them. If too much negative reaches a person's immediate supervisor, it looks as if the person is not doing his or her job. Managers try to keep the noise level down in their respective units. They do not want negatives going up so they filter out the negative information. They send positive information to their bosses, so they are seen as doing their jobs. Hence, if you want something to go up the system, couch it in positive terms.
Horizontal Communication. This is communication that flows across the organization from peer to peer. There is much more horizontal communication in organizations on a daily basis than there is vertical. This is a function of two things: (1) There are more employees than managers; and (2) Employees at the same level feel more comfortable talking with each other than with people at different authority levels.
Horizontal communication is where you usually can talk openly and freely about your feelings about the system, and can discuss your feelings about the system, and can discuss your problems with others who can identify with them. In addition, this is also the channel at which most social interaction takes place - within the formal organization. It is through the horizontal channels that you are likely to increase your knowledge, communication skills, and socialization skills. This often is where you can establish long-lasting interpersonal relationships, that can assist you in becoming a better employee, with a better chance of survival in the organization.
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