Flow of Communication

FLOW/DIMENSIONS/DIRECTIONS OF COMMUNICATION:

Every organisation has a multidimensional or multidirectional communication. The directions in which communication is carried out are:

(1) Downward

 (2) Upward

 (3) Horizontal or Lateral

 (4) Diagonal or Crosswise

1. Downward Communication: 

Traditionally, the emphasis in business organisations has been on downward communication. This is because of the hierarchical nature of organisations where all communication basically and naturally flows from top to bottom. It is the communication that comes from superiors and flows down to the subordinates.

Methods of Downward communication

Downward communication can be written as well as oral. The oral communication is mostly

through information channels. The written downward communication takes the form of orders, circulars, policy statements, memos and procedural documents. Example, a CEO (Chief Executive Officer) or a General Manager issuing instructions or sending letters to various departmental heads.

Objectives/Merits:

1. To give specific directions about a job

2. To explain procedures

3. To apprise subordinates of their performance

4. To explain the significance of a job given to a subordinate with respect to the organisation's goals

Limitations:

(i) Distortion: Downward communication is often marred by distortion or contortion of the message. Any piece of information loses a bit of its accuracy whenever it passes from one person to another. In fact, some directions or instructions may not even be understood. This often affects the accuracy of the information. By the time it reaches the receiver, the very crux of the communication may be lost.

(ii) Loss of information: There is every likelihood of information getting lost in the huge labyrinth that a business organisation often is. Information in a written form is considered safer, but even this is likely to get lost.

(iii) Delay: Downward communication may take a long time to reach the person concerned. The communication has to go through various levels before reaching the grassroots. This makes downward communication time-consuming. Often, this delay in downward communication frustrates the top managers who have issued the communication.

(iv) Under-communication and over-communication: Downward communication may also be hampered by under-communication or over-communication by the intervening superiors. The superiors may talk too much at times, and too little at modify the communication. others. They may, thus, dilute or

(v) Built-in resistance: Downward communication reflects an authoritarian set-up. It prevents subordinates from participating in the decision-making process. It gives them a feeling of being talked down to. Subordinates may, therefore, oppose the decision or not welcome it wholeheartedly.

2. Upward Communication:

As the term suggests, this channel of communication pushes information upwards. It starts from the people at the lowest level of an organisation and reaches the top. An open-door policy, social gatherings, reports, direct correspondence, counselling, etc. are some common methods of upward communication. Managers have now recognised the importance of this channel of organisational communication. Until now, it was felt that the right to communicate had been vested only in the top management.

Methods of upward communication:

(a) Periodical meetings: These are regular meetings with the staff and subordinates conducted to invite suggestions, opinions or other ideas.

(b) Written representation: An example of upward communication is a written representation given by employees to their superiors as regards what they feel about the work environment and suggestions regarding improvement.

(c) Informal gatherings: Parties and get-togethers provide opportunities for the employees to share their feelings and have an interaction with the superiors.

(d) Suggestions schemes: The employees are encouraged to give suggestions on the practices and the systems being followed in the organisation. For this purpose a suggestion box may be kept.

Objectives/Merits:

(i) Feedback: This channel provides the management with the necessary feedback. On the basis of the feedback, the management can ascertain whether the subordinates have understood a given set of directions properly.

(ii) Outlet for held-up emotions: The employees get an opportunity to vent their problems and grievances when they communicate with the management.

(iii) Positive suggestions: Quite often, this channel brings forward some very useful suggestion from the employees, which can be implemented for the organisation's benefit.

(iv) Haramony: Upward communication creates a congenial atmosphere and brings the management and the employees closer to each other. It creates a positive psychological factor as employees feel involved.

Limitations:

(i) Most problems in upward communication are psychological in nature. Most higher-ups still do not like to be 'told' anything about or against their own decisions or wishes.

(ii) The employees are also hesitant to walk up to managers and initiate upward communication, 

(iii) A common belief among employees is that it may not really be in their interest to communicate their problems to superiors. 

(iv) Sometimes managers may not accept certain unpleasant facts. This may lead to the distortion of this channel of communication.

(v) Subordinates may become too bold and directly approach the top authority with their complaints. This proves harmful as the relations between the workers and their immediate superior get strained.

(vi) Upward communication may also be used by sycophants for personal gains. Such employees may try to endear themselves to the superiors by passing on selective information. Genuine information may, thus, get suppressed or distorted.

3. Lateral or Horizontal Communication:

This kind of communication takes place between departments or people on the same level in an organisational structure. It is one of the most frequently used channels of communication.

Face-to-face discussions, telephonic talks, periodical meetings, memos, etc. are the ways of carrying out this type of communication. It is very important for the smooth functioning of every organisation as it promotes understanding and coordination between various departments. Embarrassing situations can arise when there is a lack of proper horizontal communication.

For example, the production and the marketing departments must interact with each other because marketing tactics and production planning go hand-in-hand.

Objectives/Merits:

(1) To create a friendly atmosphere in an organisation

(ii) To cut across departmental barriers

(iii) To ensure quick feedback

Limitations:

(i) Lateral communication may give birth to gossip. It can be used for rumourmongering and spreading false information.

(ii) Good ideas may get suppressed because such communication often comes without authority or sanction for implementation.

(iii) Lateral communication can be effective only if there is proper co-ordination.

4. Diagonal or Crosswise Communication:

Diagonal or crosswise communication envisages a horizontal flow of information as well as interaction across different levels of an organisation's hierarchy. Communication flows across different levels in an organisation among people who may not have direct reporting relationships. Diagonal communication is used to speed up the flow of information. It makes effective efforts for achieving organisational goals. A great deal of communication does not follow the organisational hierarchy, but cuts across well-drawn lines. Channels of such communication are general notices, informal meetings, formal conferences, lunch hour meetings, etc.

Objectives/Merits:

(i) To help in proper co-ordination

(ii) To communicate effectively whether laterally, horizontally and diagonally

(iii) To improve mutual understanding

(iv) To boost the morale of lower level staff through interaction across all the levels in t organisation

Limitations:

(i) There is a fear of encroachment in diagonal communication. The superiors may feel bad when their subordinates are given importance, and may even end up feeling bypassed.

(ii) The superiors may resist suggestions just because these have come from subordinates. This comes out of a subconscious feeling of not having been part of the consultation process.

(iii) Diagonal communication can lead to a network that is extremely complex. An absence accepted procedures may lead to internal chaos. The fallout can then be external displeasure.

Grapevine Communication 

Grapevine Communication is an informal and unofficial form of communication in organizations, often referred to as the "rumor mill." It occurs naturally and spontaneously when employees share information among themselves, outside formal channels. This type of communication can spread quickly through a network of relationships, and while it may not always be accurate, it is a powerful means of communication within an organization.

Definition

Grapevine communication refers to the informal transmission of information, rumors, or gossip within an organization. It is typically not part of the official communication structure but can significantly impact workplace morale, decision-making, and the overall organizational climate.

Methods

1. Single Strand: Information passes in a linear sequence from one person to another.

2. Gossip Chain: One individual shares information with multiple others in a casual manner, often around common interest areas.

3. Probability Chain: Information is spread randomly among people, without following any particular sequence.

4. Cluster Chain: One person shares information with a few selected individuals, who then pass it on to others in their own networks.

Objectives

1. Social Bonding: It helps in creating and maintaining social connections and relationships among employees.

2. Filling Gaps: Grapevine communication can fill in the gaps where formal communication is lacking or slow.

3. Feedback Mechanism: It acts as an informal feedback mechanism, providing insights into employee morale and concerns.

4. Spreading Information: It facilitates the rapid spread of information, whether it be about changes in the organization, personal news, or workplace events.

Limitations

1. Inaccuracy: Since it is informal, the information may often be distorted, leading to misinformation or rumors.

2. Lack of Accountability: There is no responsibility for the information shared, making it difficult to trace the source or verify its accuracy.

3. Potential for Miscommunication: Grapevine communication can lead to misunderstandings or conflicts if the information shared is incorrect or misinterpreted.

4. Distraction: It can divert attention from official communication and tasks, affecting productivity.

5. Undermining Authority: Grapevine communication can sometimes undermine management or official channels, creating resistance or lack of trust in leadership.