Direction of Communication

12 Key excerpts on "Direction of Communication"

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  Wiley Pathways Supervision

  • Bob Nelson, Peter Economy, Kerry Sommerville, Laura Town(Authors)
  • 2012(Publication Date)
  • Wiley

    (Publisher)

  Although the goal is to facilitate an open, two-way flow of information, most messages are of the top-down variety. ▲ Downward communication is information that begins at some point in the organizational structure and cascades down the chain of command to inform or influence others. Downward communication is necessary to execute decisions and to give employees information about the organiza- tion. Successful hospitality operations should use a variety of downward communication methods because the diversity of multiple communication channels is more likely to overcome barriers and reach the intended receivers. 3 Examples of downward communication include company and department newsletters and bulletin boards, email and recorded messages, reports, booklets, and meetings held to inform employees about company issues. ▲ Upward communication originates within the organization’s lower levels and filters to its higher levels. This sort of communication is initiated by employees who seek to inform or influence those who are higher up in the organization’s hierarchy. In many businesses, there is probably no area of communication that is more in need of improvement than upward communication. When supervisors have a good relationship with their employees, and when two-way communication between these groups flows freely, upward communication is very powerful in that it allows employees to participate in the day-to-day decision making that goes on in the organization. Some businesses encourage this form of communication by using employee suggestion boxes. Workers are encouraged to write down their ideas or con- cerns and to drop them in a special box, sometimes anonymously, where upper 4.2 CHOOSING WHEN TO USE VERBAL VS. WRITTEN COMMUNICATION 67 management will later retrieve them and, hopefully, act on them. In some instances, organizations will reward an employee who has come up with a cost- saving idea or with an idea to increase business and revenue.

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  LEADERSHIP

  Your Future Is Waiting

  • Phillip V. Lewis(Author)
  • 2020(Publication Date)
  • URLink Print & Media, LLC

    (Publisher)

  Downward communication is probably the most frequent communication flow in an organization. It involves directives, policies, procedures, instructions, goals, or objectives. For example, if you tell others what to do or pass on information needed to perform a job or service, you might use announcements, memorandums, post-it notes, or voice mail. However, if the communication is unclear, followers will not respond in the way you wish. And if your communication is limited (e.g., you don’t talk to them enough or see them often), followers will give only minimal compliance. Downward communication is a one-way process and can be stifling since people feel they have no say about how things are done. No feedback is allowed, although it might be needful. As a leader, you must provide clear channels for funneling information, opinions, and attitudes up through the organization. You should be willing to adopt a communication training program for all leaders. You should make sure you get out of the office and talk to individuals on “the firing line.” You should conduct regular supervisory-employee discussions (i.e., use participative interaction to identify, analyze, and solve problems). At the same time, you need to know that too much faith in downward communication may blind you as to the actual rumors abounding in the organization and thereby create problems instead of solve them. Upward communication. Upward communication involves followers relaying information to their leaders. This type of message flow provides feedback, and it is probably the more needed communication flow. Therefore, it is two-way and, as a general rule, improves morale. People feel as though they have a voice in how things are done, that they are heard. If you listen and observe followers more, you will find many implicit messages being sent upward

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  BCOM

  • Carol Lehman, Debbie DuFrene, Robyn Walker, , Carol Lehman, Debbie DuFrene, Robyn Walker(Authors)
  • 2019(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Feedback can flow both downward and upward in organizational communication through traditional as well as informal channels. Upward Communication The information that flows from the front lines of an organization to the top is upward communication . When management requests information from lower organizational levels, the resulting information becomes feedback to that request. Employees talk to supervisors about them-selves, their fellow employees, their work and methods of doing it, customer needs and perceptions, and their own perceptions of the organization. These comments are commonly feedback in response to the downward flow transmitted in both spoken and written forms by group meetings, emails, proce-dures or operations manu-als, company news releases, the company intranet, and the grapevine. perform their specific tasks is an element of downward communication. Another element is orientation to a com-pany’s rules, practices, procedures, history, and goals. Employees learn about the quality of their job perfor-mance through downward communication. Downward communication normally involves both written and spoken methods and makes use of the fol-lowing assumptions: DOWNWARD COMMUNICATION ▸ ▸ People at high levels in the organization usually have greater knowledge of the organization’s mission and goals than do people at lower levels. ▸ ▸ Both spoken and written messages tend to become larger as they move downward through organizational levels. This expansion results from attempts to prevent distortion and is more noticeable in written messages. ▸ ▸ Spoken messages are subject to greater changes in meaning than are written messages.

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  Communication in Everyday Life

  • Seyed Ali Fallahchay(Author)
  • 2020(Publication Date)
  • Society Publishing

    (Publisher)

  Since employees are encouraged to participate in the decision-making process, they feel motivated to share their valuable opinion for achieving threw objective of organization. • Ombudsperson . The use of an ombudsperson provides a platform to those that feel that they are treated unfairly in the organization. In upward flow of communication, subordinates can provide two types of information to their supervisors: (1) Personal information about attitudes, ideas, belief, opinion, and performance and (2) Technical information to provide feedback about something in the organization. Managers who encourage feedback in their organization always prefer upward flow of communi -cation. Communication in Everyday Life 172 7.5.2. Downward Flow Downward communication refers to the communication that flow downwards that is from supervisors to subordinates. This includes both verbal and nonverbal communication, such as instructions given by employers to their employees for completing a task, as well as communications on a one-to-one basis. Downward communications include various types such as conducting meeting with employees, newsletters, written memos, bulletin boards, procedural manuals, emails and passing information through someone. 7.5.3. Horizontal Flow It is often seen that the upward and downward communications are not appropriate for effective performance in the organization. In organizations where there is complex structure, it is important to make use of horizontal flow or lateral communication. The primary objective to engage in lateral communication is to share information among employees that are at the same level, position, or hierarchy in the organization . This flow of communication is used to share current practices, procedures, and policies related to the work in the organization (Spillan et al., 2002).

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  Business Communication

  • Marty Brounstein, Arthur H. Bell, Alan T. Orr(Authors)
  • 2013(Publication Date)
  • Wiley

    (Publisher)

  Were lower-level employees talking to upper-level employees? Were employees on the same level talking to each other? The direction becomes important as you see the possibilities and pitfalls emerge. • Upward communication: Allows the upper level to keep informed and gives the lower level the chance to participate in the decision-making process. However, this can consume a lot of an executive’s time, as well as involve upper-level managers in petty decisions that could be handled at a lower level. • Downward communication: Builds a sense of team spirit and mutual dependence through shared knowledge. However, this may lead lower-level employees to expect to be informed of all company matters. • Lateral communication: Helps to create social bonds and build credibility for an organization’s message. However, this may be used to isolate certain individuals or groups who are purposely excluded by their peers. You don’t have to wait for your first day in your new career to observe the fascinating working of upward, downward, and lateral communication patterns. Watch for them in your everyday experiences. How do people act when they speak in the different directions? How does their use of language change? Do they choose different media? The answers you discover will help you use upward, downward, and lateral communication to your business advantage. FOR EXAMPLE Management style Michael was the kind of boss who was well liked by his staff. Much of this had to do with his open-door policy of management. As much as he could, he made himself available to his staff to discuss decisions, personnel issues, and so forth—even when they could have been handled at a lower level. When Michael was asked to take on additional duties, however, his time became much more limited. To avoid any disruption in management, Michael assigned the office manager the job of screening out and resolving a portion of the simpler issues that came across his desk.

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  Organizational Communication

  Perspectives and Trends

  • Michael J. Papa, Tom D. Daniels, Barry K. Spiker(Authors)
  • 2007(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  The methods of information diffusion that are used for downward communication also can create problems. According to Goldhaber (1993), organizations often rely too heavily on mediated (written, mechanical, and electronic) methods of transmitting messages rather than on personal, face-to-face contact. Goldhaber, Yates, Porter, and Lesniak (1978) con-cluded from a review of 16 ICA-sponsored studies that organization members generally desire more face-to-face interaction. This finding also poses another paradox. How do we cope with the human need for direct, interpersonal contact when today’s pressure to get more information to more people more rapidly requires us to rely on the most efficient means of communication available (i.e., paper and electronic media)? Upward Communication Upward communication involves transmission of messages from lower to higher levels of the organization; namely, communication initiated by subordinates with their superiors. The role of upward communication in classical theories of organization was limited primar-ily to basic reporting functions concerning task-related matters. The human relations movement expanded the role of upward communication by emphasizing “two-way” com-munication between superiors and subordinates as a means of promoting morale. Later, human resource development theories emphasized the necessity of upward communication for integration of organization members and improved decision-making processes. Upward CHAPTER 3 Organizational Communication Structure 53 communication is a prerequisite for employee involvement in decision making, problem solving, and development of policies and procedures (Smith et al., 1972). Katz and Kahn (1978) point out that upward communication can provide superiors with information in the following areas: 1. Performance on the job and job-related problems. 2. Fellow employees and their problems. 3. Subordinates’ perceptions of organizational policies and practices.

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  Key Issues in Organizational Communication

  • Owen Hargie, Dennis Tourish, Owen Hargie, Dennis Tourish(Authors)
  • 2004(Publication Date)
  • Routledge

    (Publisher)

  12   Motivating Critical Upward Communication A Key Challenge for Management Decision Making Dennis Tourish and Owen Hargie The temptation to tell a Chief in a great position the things he most likes to hear is one of the commonest explanations of mistaken policy. Thus the outlook of the leader on whose decision fateful events depend is usually far more sanguine than the brutal facts admit. (Winston Churchill, 1931) Introduction Communication in organizations involves the transmission of information (messages) between senders and receivers (sources), utilizing a variety of means (channels). Such information can flow horizontally (across similarly placed levels in the organizational chart), vertically (from managers to non-managerial staff, or vice versa) or diagonally (from non-managerial staff to managers, bypassing intermediate layers, and vice versa). The meanings of the messages are affected by the cognitive set of the individuals who receive them and the context in which they occur. Organizational communication research has therefore often been construed in terms of an information exchange cluster, involving information, networks, uncertainty, messages, load and (more recently) technology (Conrad and Haynes, 2001). The purpose of this chapter is to suggest that important issues involving information transmission from those without managerial power to those with such power have been insufficiently explored in the literature. Power itself is a frequently unacknowledged variable in organizational science (Clegg, 2000), while it has been argued that, whatever other changes have occurred, ‘corporate organizations have remained largely autocratic in form’ (Deetz and Mumby, 1990: 19). In particular, the need for upward communication that is critical of organizational goals and management performance has been little recognized, or researched. Primarily, researchers in the general area of feedback have been concerned with the nature and efficacy of appraisal systems

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  MGMT

  • Chuck Williams(Author)
  • 2021(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Upward communication is used to give higher-level managers feedback about oper- ations, issues, and problems; to help higher-level managers assess organizational performance and effectiveness; to en- courage lower-level managers and employees to participate in organizational decision-making; and to give those at lower levels the chance to share their concerns with higher-level authorities. Salesforce.com, the largest customer relation- ship marketing platform in the world, is used by companies to find, manage, and close more sales leads and to better manage and monitor existing customer relationships. CEO and founder Marc Benioff and his senior leadership team encourage upward communication by regularly participat- ing in the “Airing of Grievances” chat group that is open to everyone in the company. 33 Salesforce’s Jody Kohner, vice president of employee marketing and engagement, says that Airing of Grievances is based on a communication phi- losophy of “‘bring it out into the open, let’s talk about it and solve it’ – because that’s what the world’s most innovative companies do, they solve problems.” 34 Horizontal communication flows among manag- ers and workers who are at the same organizational level, such as when a day shift nurse comes in at 7:30 a.m. for a half-hour discussion with the midnight nurse supervisor who leaves at 8:00 a.m. Horizontal communication helps facilitate coordination and cooperation between different Formal communication channel the system of official channels that carry organizationally approved messages and information Downward communication communication that flows from higher to lower levels in an organization Upward communication communication that flows from lower to higher levels in an organization Horizontal communication communication that flows among managers and workers who are at the same organizational level Source: Twitter, Inc.

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  Industrial/Organizational Psychology

  An Applied Approach

  • Michael Aamodt(Author)
  • 2015(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Downward Communication Downward communication is that of superior to subordinate or management to employees. The downward communication process in organizations has changed greatly over the years. Originally, downward communication involved newsletters designed to bol-ster employee morale by discussing happy events such as the “three B’s”—babies, birthdays, and ball-game scores. Now, however, downward communication is considered a key method not only of keeping employees informed but of communicating vital information needed by employees to perform their jobs. Such communication can be accomplished in many ways, including bulletin boards, policy manuals, newsletters, and intranets. Bulletin Boards The next time you visit an organization, look around for bulletin boards . You will see them everywhere. Their main use, however, is to communicate non-work-related opportunities such as scholarships, optional meetings, and items for sale. Important information is seldom seen because the bulletin board is not the appropriate place to post a change of policy or procedure. Still, bulletin boards have the advantage of low cost and wide exposure to both employees and visitors. This is especially true if the boards are placed in high-traffic areas such as outside restrooms and cafeterias or near time clocks. Electronic bulletin boards, also called in-house message networks , allow the display of even more current information. Policy Manuals The policy manual is the place for posting important changes in policy or procedure. This manual contains all the rules under which employees must operate. Most Liaison A person who acts as an intermediary between employees and management, or the type of employee who both sends and receives most grapevine information. Ombudsperson A person who investigates employees’ complaints and solves problems. Union steward An employee who serves as a liaison between unionized employees and management.

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  Management and Supervision for Working Professionals, Third Edition, Volume II

  • Herman Koren(Author)
  • 2021(Publication Date)
  • CRC Press

    (Publisher)

  LESSON 1

  COMMUNICATIONS PART IUPWARD, DOWNWARD, AND SIDEWARD - ARE YOU LISTENING?

  Learning Objectives Fundamental Management Information Lesson Discussion

  I.	The Communication Process
  II.	One-Way Versus Two-Way Communication
  III.	Human Barriers to Communications
  IV.	Downward Communications Systems
  V.	Upward Communications Systems
  VI.	Horizontal Communications Systems
  VII.	Communication Problems
  VIII.	Grapevines
  IX.	Types of Communications
  X.	The Art of Speaking
  XI.	The Art of Listening and Perceiving
  XII.	Building your Communications Skills
  XIII.	Communication Difficulties
  XIV.	Public Policy and Community Relations
  XV.	Summary

  Case Problems Practical Exercises Self-Testing Examination Answers to Self-Testing Examination Answers to Case Problems

  LEARNING OBJECTIVES

  When you have successfully completed this lesson, you should:

  1. Understand how the communication process works.
  2. Recognize the importance of the concept of one-way versus two-way communications and why two-way communications are necessary.
  3. Recognize the many human barriers to communication and how to avoid them.
  4. Understand that communications go upward, downward, and in a horizontal manner and know the types of communications that go in these directions.
  5. Recognize the variety of communications problems that exist and know how to compensate for them.
  6. Recognize that a grapevine will exist in the organization and what it is to continually provide proper information if grapevine problems are to be avoided.
  7. Understand the art of oral communications and the techniques of speaking, listening, and perceiving.

  FUNDAMENTAL MANAGEMENT INFORMATION

  Influencing people through appropriate communications is the process of guiding their activities to achieve the goals and objectives of the organization. Influencing people includes leading, motivating, and controlling groups and individuals. Communication is the process of sharing information with others to achieve a desirable result. The manager must understand the communications process, the role of feedback, and the importance of verbal versus nonverbal communications. The individual speaks or writes, the other person or persons receive the message, the receiver perceives what is said, and some positive action is taken. This occurs in a positive communications process. In a negative communications process the message is received, but is misinterpreted and a negative or non-response is the result of the original communication.

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  Shared Experiences in Human Communication

  • Stewart L. Tubbs(Author)
  • 2020(Publication Date)
  • Routledge

    (Publisher)

  Power and status relationships may serve to impede the free flow of information in an organization. The superior-subordinate relationship has a direct effect upon communication.
• Information “ownership” is a barrier which must be overcome. As long as a greater value is placed upon achievement by position rather than achievement by cooperation, there will appear to be power accruing to the “owner” of vital information.

II.

Management philosophy and organizational environment set the stage for the dynamic functioning of the communication system.

1. One of the most awesome barriers to organizational communication is the barrier of “unconcern.” The business communicator who does not recognize the need to communicate well is doomed to varied kinds of problems in our economic and social order.
   1. Managers often fail to transmit needed messages because they assume everyone knows, because they are lazy, because they procrastinate, or because they have a tendency to hog information. Since one cannot communicate everything, it is necessary to select, and this leaves the door wide open to selecting nothing.
   2. Many organizations simply do not expect substantial two-way communication. Some executives’ view of two-way communication consists of orders going downward and reports flowing upward.
2. Communications fail when they are intended to mislead. To illustrate this “unsound objective barrier,” some companies engage in economic education programs for their employees, but their major purpose is to get the employees to accept doctrines and concepts held by managers rather than to educate the workers.
3. Organizational barriers in general are compounded by the fact that no one is responsible for seeing to it that communication takes place. Willingness to communicate is not enough; someone must be in charge of the function. His job is not to relieve everyone else from communicating but rather to aid them in their communications. Hence, the “functional responsibility” barrier expands the need for communication experts.
4. Executives mistake the form of communication for its substance. They often pay too much attention to media and devices and too little attention to purpose and content, thus, “media barrier.”