Communicating in Organizations

Important Exam type questions:

1. Define organization. Differentiate between formal and informal organization. What are the characteristics of formal and informal organizations?

2. An organization does not exist in a vacuum. It takes its influence from the environment and in turn influences the environment. Discuss organization as an open system.

3. What are different directions of information flow in an organization? Describe each direction and the type of information type used in this direction.

4. What types of information would have downward flow in an organization? What are potential problems of downwards communication? How downwards communication can be improved?

5. What types of information would have upward flow in an organization? What are potential problems of upwards communication? How upwards communication can be improved?

6. What types of information would have horizontal flow in an organization? What are potential problems of horizontal communication? How horizontal communication can be improved?

7. What do you understand by informal communication? Discuss some aspects of informal communication that may exist in an organization.

Answer to Q 1:

A group of people working together to achieve a certain set of objectives viz profit, growth, CSR, sales, customer satisfaction etc.

Formal organization Social unit deliberately constructed to seek

specific goals Informal organization A social unit arising spontaneously as a

result of shared interest and/or circumstances

Characteristics:

Formal Organization:

1. Planned division of responsibility

2. Explicit and well defined structure

3. Rules and procedures guiding conduct

Informal Organization:

1. Membership gained consciously or unconsciously

2. Loosely structured

3. Flexible and spontaneous

Answer to Q 2:

Systems approach (Open vs Closed)1. Organization as an open system2. Inputs, processes, outputs3. Opportunities & threats4. INPUTS: Customers needs, competitors’

action, new legislation, public opinion, labor market, stakeholders’ expectations, suppliers, distributers

5. OUTPUTS: Goods and services, information, satisfied customer, trained workforce, financial benefits, brand image

Answer to Q 3:

Formal flow of information in three directions: Downwards, Upwards, Horizontal

Downwards: Delegation of work: objectives, job instructions Induction: procedures & practices Job rationale: linking job with organizational

objectives Appraisal: informing about work performance Indoctrination: culture

Upwards: Employee: performance, problems Employee: others and their problems Progress: what has been done Suggestion: what should be done Feedback: workplace improvements (3 M

example)

Horizontal: Same level of hierarchy Coordinate functions Managers to Managers Supervisors to supervisors Operatives to operatives

Answer to Q 4:

Problems: Management attitude: employees not interested

in larger issues, may not understand Information not available Manager’s or individual skills in communicating

may be poor Undermining authority by sharing information Fear of redundancy, equal relationship Information may fall into wrong hands

Improvement: Establishing systems: meetings, interviews,

procedures, newsletters, intra net Management by example Good communication skills for employee selection Encouraging communication culture Espousing team spirit Training Rewarding effective communicators Policies and procedures on communication

Answer to Q 18:

Problems: Subordinates feeling about management:

problems not understood, little interest Managers too busy Managers may not understand their concerns Shoot the messenger fear Fear of rejection Fear of disappointing the superior Peer pressure

Improving upward communication

1. Organizing meetings between managers and subordinates frequently.

2. Organizing brainstorming sessions for employees and teams.

3. Setting up quality circles.

4. Encouraging input and suggestions from employees.

5. Open door policy by managers.

Answer to Q 5:

Problems:

1. Encroaching functional boundaries

2. Resisting authority of non experts

3. Efforts for larger share of resources

4. Interpersonal or personality differences

Improving horizontal communication

1. Regular meetings between managers to discuss issues related to their departments and organization.

2. Inter-departmental meetings and teams.

3. Job rotation.

4. Sharing information with other departments through newsletters/circulars.

Answer to Q 6: Informal communication Social needs: organization is above all social Cafeteria, gym, on the way to work/home, telephone Dangers: malicious, inaccurate rumors, wild speculations,

gossip Mistrust, bad feeling, conflict Grapevine or bush telegraph Word gets around through informal channels, especially by

those interested Rumor and gossip travel through grapevine, further

distortion in retelling Much of information negative, co-exists with formal channel Management need to accept it, use it for betterment of the

organization, counter rumor

Organization as open system Organizations do not exist in vacuum but

operate in a particular environment which exerts its social, legal, technical, economic and political influence on them. According to open system theory an organization’s boundaries are permeable and external environment serves as a source of input. For example money, materials, information and workforce serve as input for an organization and after organizational processes can result into profit or loss, products or service sales, new products and behavioral learning.

Organization as open system

The open system can be viewed as:

Input – transformation process - output

Informal Communication

Informal channels of communication include grapevine, rumour and gossip. These are referred to as informal and are likely to flourish when down ward communication is not proper or when there are communication gaps. Uncertain situation, animosity and new information give rise to this channel of communication.

Identify five general purposes of superior-subordinate communication.

to give specific task directives about job instructions

to give information about organizational procedures and practices

to provide information about the rationale of the job

to tell subordinates about their performance to indoctrinate ideology; achievement of

objectives

Describe the four most important reasons for lateral communication

Functional managers or groups working at the same level in the organization have to communicate with one another in order to run affairs of the organization efficiently and effectively. This is achieved by lateral or horizontal communication. Four of the most important reasons for lateral communication are discussed below:

task co-ordination – functional managers or section heads may meet to discuss how they are collectively contributing to the organization’s overall objective.

Problem-solving – members may meet to sort out problems. A budget cut in one department may be sorted out by holding meeting with the other which is having a larger share.

Describe the four most important reasons for lateral communication

Information sharing – members of one wing can share information with the other in order to make tasks easy and attainable.

Conflict resolution – members of two or more departments may meet to discuss overlapping of activities.

What are the consequences of a lack of upward communication?

Undoubtedly communication is the lifeblood of an organization. Without effective and efficient communication channels organizations can hardly survive. If information is not sent upward the organization may have to bear the brunt of it. Few of the consequences that may ensue lack of upward communication include:

Management remains unaware about activities of the workforce

Proper feed back is not given Trouble areas are not brought into the notice of the

management

What are the consequences of a lack of upward communication?

Employees do not actively participate There is an ever widening gap between the

management and the workforce Control is difficult as well as change