[PDF] TYPES OF COMMUNICATION IN ORGANIZATION
Key Words : Internal and External Communication Oral and Written Communication Vertical Horizontal Diagonal and grapevine Communication • Prepared by:
[PDF] Chapter 17 VARIOUS COMMUNICATION MODALITIES IN
and informal communication and any type of verbal and written communication The Communication flows (vertical horizontal and diagonal)
RadovicMarkovic
[PDF] communication skills - University of Ibadan Institutional Repository
Types of Questions on Reading Comprehension Ajao R A and Adeleke O F vertical communication flow is a product of the emergence of unionism
ui inbk ojebuyi concept
[PDF] PROCESS OF COMMUNICATION AND ITS TYPES
The communication process is a guide toward realizing effective communication that aims Of two types: Conflict may arise when vertical communication
Types of Communication
[PDF] The-significance-of-vertical-and-horizontal-communication-for
regardless of whether we are talking about horizontal or vertical forms in a sports organisation is not sufficient for business effectiveness and construction
The significance of vertical and horizontal communication for business effectiveness in sports organisations
[PDF] UNIT 13 COMMUNICATION - eGyanKosh
These are : (1) vertical (2) horizontal (or lateral) and (3) diagonal communication Let us examine the implication of these types 1 Vertical Communication :
Unit
[PDF] CHANNELS OF COMMUNICATION IN AN ORGANIZATION
subordinates is called as vertical communication It can be again subdivided into two types i Downward Communication: the communication from superiors to
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[PDF] Business Communication Chapter: Types of Communication – Part I
The different types of communication are formal communication and occupying the same vertical levels in the hierarchy It involves
Semester II Types of Communication E Part I
[PDF] NATURE PROCESS AND TYPES OF COMMUNICATION - Taxmann
Formal communication can be in the following patterns: (a) Vertical communication : Flow of information downwards and upwards in the organi- zation is called
Business Correspondence and reportingchapter
330Chapter17
VARIOUSCOMMUNICATIONMODALITIESINORGANIZATIONSWITH
FOCUSONVIRTUALFIRMS
DušanMarković,MirjanaRadovićFigure1.
Globalizationrequirementsfacingvirtualfirmsundernewandchanging businessconditions(Radović17.2Theoreticalbackground
Communicationscanbeviewedasconsistingofthreedimensions:technical, contextual,andcontractual.Thetechnicalviewisbasedontheinformationtheory. Shannon, Claude E., & Warren Weaver (1949) defined communication as a mechanicalinformationtransmittingsystem(seefigure2).Figure2.
CommunicationasaShannonandWeavermechanicalsystem(1949) TheShanonandWeaversystemtransmitsinformationfromthesourcetothe destinationwithminimumdistortionanderror.Theimplementationofamechanic approachtocommunicationsisidenticaltoday.Thistechnicalviewofcommunication persists as a common basis for the discussion about communicationin any organization. The contextual approach to communication does not focus only on the contents (e.g., the accuracy of exchanged information or the adequacy of the conveyedmeaning).Thisinformationtheoryapproachhasabroadercommunication contextasitfocusesonboththeverbalcontentsandthenon#verbalsignals.Further, thecontextualapproachtakesintoconsiderationtherelationshipsbetweenthesender andtherecipientwithinsocial,organizationalandculturalexplanations.Forexample, conversation analysis observes the entire communication process including formal andinformalcommunicationandanytypeofverbalandwrittencommunication.The goalofsuchananalysisistoestablishrelationshipsbetweenamodelofconversation andamodelofsocialrelationships.Suchananalysiscanhelpexplainhowsocial relationshipsarecreatedandmaintainedthroughconversation(Mening,1992;Pirs,1994,1995;andCronen,1991,1995).Theorganizationcanusetheanalysistodefine,
shape,determineandmarktheboundariesofactualcommunicationprocesses. Lazega(1992)studiedthemannerinwhichthecontextofconversationisself# adBusting,ratherthanthemannerinwhichconversationcreateandmaintainsocial relationships.Theassessmentofappropriatenessofinformationandtheknowledgeof technically satisfactory requirements are crucial in virtual organizations. The contextual approach is employed in elaborating and understanding the interactive332componentsoffeedbackinformation.Theexchangeoffeedbackinformationcanbe
viewedasaprocessofconversationamongpeople.17.3Differentaspectsofcommunication
The communication in the organization can be observed in several different dimensions:1.Communicationlevels
2.Formalandinformalcommunication
3.Communicationflows(vertical,horizontalanddiagonal)
4.Internalandexternalcommunication
•Communicationlevels Communicationcanbecategorizedintothefollowinglevels: a)Communicationbetweenindividuals b)Communicationatthegrouplevel c)Communicationattheorganizationallevel d)Inter#organizationalcommunication e)Masscommunication Researchsupportstheconclusionthatfrequencyofcommunicationoccurmainly at lower levels between individuals. Thus the initial attention in communication researchinorganizationsfocusesonthecommunicationbetweenindividuals(e.g.the managers) in their speech and writings. As organizations over time became increasinglydependentoncommunication,moreattentionwaspaidtoimprovethe communicationskillsbetweenindividualsandindeedbetweenallthemembers ofthe organization (RogersandRoethlisberger,1952,Argiris,1986,Kiesler,1986). •Modalitiesofcommunicationbetweenindividuals # Sendingandreceivingmessages # Verbal,inwritingprimarilythroughelectronicmessaging. Overtime communicationstudieswithinorganizationsfocusesincreasinglyon higherlevelcommunicationsatthegrouplevel,attheorganizationallevelandinter# organizational communication. Shifting from lower level to higher level communicationsresultsinmessagesthatcanbefurtherdifferentiatedsuchasformal, informal,vertical,horizontal,diagonal(aswellasinternalmessagingasrelatedto externalcommunication). •Formalvs.informalcommunication In the past communication studies focused mainly on formal top#down communications. Informal communication refers to communication between 333individualsalsocalledhorizontalcommunicationthatinthepastwasviewedasa likely obstacle to efficient organizational performance. However, that view is no longeracceptedasinmodernsocietydynamicandinformalmessagingalongwith formalcommunicationisnecessarytoensurethattheBobisdoneefficiently(D'Aprix
1996).
•Vertical,horizontalanddiagonalcommunicationVertical
communication. Vertical communication is between hierarchically positionedindividualsandmayincludebottom#upaswellastop#downinformation flows.Asmightbeexpectedthetop#downinformationflowoccursmorefrequently. LarkinandLarkin(1994)notedthatthetop#downinformationflowismosteffective ifmanagerscommunicatedirectlywithimmediatesupervisors,andthesupervisorsin turn communicate directly with their staff. Such direct communication results in improvedsatisfactionandperformancesamongemployees.Sincethiswasfirstnoted byDonaldPelz(1952)itiscalledthePelzeffect.Horizontal
communication.Horizontalcommunicationreferstocommunication betweenindividualsnotinahierarchicalrelationship.Communicationhorizontally contributestoahighlevelofsatisfactionamongthehumanresourcemanagers(Frank,1984).Thecurrenthorizontaltendenciesareprimarilycommunicationbetweenthe
team members focussing on team assembling and team work. Horizontal communicationbetweenthedislocatedworkersandgeographicallydispersedwork groupsengaginginsimilartypesofBobisorientedtowardslearningandknowledge exchange.Diagonal
communication. Diagonal communication is communication between managers and employees in different functional divisions (Wilson, 1992). While verticalandthehorizontalcommunicationcontinueinmodernorganizations,theydo notentirelyreflectthecommunicationneedsandflowsinamaBorityoforganizations. The concept of diagonal communication is introduced to describe otherforms of communicationinneworganizationaltypes,e.g.thematrixandproBectorganizations. Similarly,withthespreadoftheorganizationalnetwork,thecommunicationflows cannolongerbelimitedtoonlyvertical,horizontalanddiagonalasothermodalities arealsointroduced. •Internalandexternalcommunication Internal communication is within the organization and includes cross#level communicationamongemployees.Externalcommunicationconsistsofmessagesthat are sent beyondthe organizational framework. Externally orientedcommunication becomes especially important when the organization extends itsactivity from informationdevelopedbyinteractionwithcustomers,withsuppliers,aswellaswith students,teachersandothersources.33417.4Virtualfirms,virtualcultureandcommunication
Information systems play a vital role in the e#business and e#commerce operations,inenterprisecollaborationandmanagement,andinthestrategicsuccessof businesses that must operate in the global environment. Internet services, in conBunctionwiththeexistingandmorewidelyusedcommunicationmedia,provide the broadest enhancement of information and communication resources (RadovićMarković,2011b).
17.4.1Theconceptofvirtuality
Theterm"virtuality"wasfirstusedbyVenkatraman&Henderson(1996)intheir definitionoforganizationalenterprise.Theydefinedvirtualityasfollows: "Virtualityistheorganizationalabilitytoconsistentlyobtainandcoordinatecritical competenciesthroughitsdesignofbusinessprocessesandgovernancemechanisms involving external and internal constituency to deliver differential products in the marketplace". Thisdefinitionshowsthattheorganizationcannotdeclareitselfvirtualsolely on the basis that it uses information and communication technologies, but that virtualityalsoincludestheverymannerinwhichtheorganizationismanaged. DifferentdefinitionsofvirtualorganizationincludethemaBorattributesofevery virtual organization that can be considered different attributes of virtuality (Grimshaw,Kwok&Sandy,1998)asfollows:1.Unitingtoachievemutualgoals
2.Implementationofinformationandcommunicationtechnologies
3.Verticalintegration
4.Globalization
5.Collaboration
These attributes provided the basis for the most widely adopted and quoted conceptofvirtualorganizationintheliterature(Byrne,1993): "Virtual organization is a temporary network of independent business units - suppliers,customers, andeven rivals -linked by informationand communication technologytoshareskills,costsandaccesstodifferentmarkets.Thisorganizational model is flexible - groups of collaborators quickly unite to exploit a specific opportunity.Initsmostelementaryform,theconceptdepictsanyorganizationthat interactswithotherorganizationstocreateavirtualcorporationandthatcontributes onlywithinthescopeofitscorecompetence.Centralinthedevelopmentofvirtual organizationistechnology.Teamsofpeopleindifferentcompaniesworktogether,via acomputernetworkinrealtime"(Byrne,1993) 335Thisdefinitionprovidesaclearstructuralperspectiveandadetailedpictureof whatmakesavirtualorganization.
17.4.2Characteristicsofvirtualorganizations
Virtual organizations are characterized by (a) highly dynamic processes, (b) contractualrelationshipsamongentities,(c)edgeless,permeableboundaries,and(d) reconfigurablestructures(DeSanctis&Monge,1998). Avirtualorganizationcanconsistsofanetworkofindependentcompanieseach contributingcorecompetenciestothecommoneffort.Theorganizationinitiatingthe cooperationdefinesthemostrelevantbusinessprocessesthatarecomplementarywith thebusinessskillsofotherparticipatingfirms.Combiningallthecorecompetences createsasynergyeffectthatmeetsthecustomerrequirementsinaflexiblemanner. AccordingtoAkenAken,HopandPost(1998),avirtualorganizationhastohave330Chapter17
VARIOUSCOMMUNICATIONMODALITIESINORGANIZATIONSWITH
FOCUSONVIRTUALFIRMS
DušanMarković,MirjanaRadovićFigure1.
Globalizationrequirementsfacingvirtualfirmsundernewandchanging businessconditions(Radović17.2Theoreticalbackground
Communicationscanbeviewedasconsistingofthreedimensions:technical, contextual,andcontractual.Thetechnicalviewisbasedontheinformationtheory. Shannon, Claude E., & Warren Weaver (1949) defined communication as a mechanicalinformationtransmittingsystem(seefigure2).Figure2.
CommunicationasaShannonandWeavermechanicalsystem(1949) TheShanonandWeaversystemtransmitsinformationfromthesourcetothe destinationwithminimumdistortionanderror.Theimplementationofamechanic approachtocommunicationsisidenticaltoday.Thistechnicalviewofcommunication persists as a common basis for the discussion about communicationin any organization. The contextual approach to communication does not focus only on the contents (e.g., the accuracy of exchanged information or the adequacy of the conveyedmeaning).Thisinformationtheoryapproachhasabroadercommunication contextasitfocusesonboththeverbalcontentsandthenon#verbalsignals.Further, thecontextualapproachtakesintoconsiderationtherelationshipsbetweenthesender andtherecipientwithinsocial,organizationalandculturalexplanations.Forexample, conversation analysis observes the entire communication process including formal andinformalcommunicationandanytypeofverbalandwrittencommunication.The goalofsuchananalysisistoestablishrelationshipsbetweenamodelofconversation andamodelofsocialrelationships.Suchananalysiscanhelpexplainhowsocial relationshipsarecreatedandmaintainedthroughconversation(Mening,1992;Pirs,1994,1995;andCronen,1991,1995).Theorganizationcanusetheanalysistodefine,
shape,determineandmarktheboundariesofactualcommunicationprocesses. Lazega(1992)studiedthemannerinwhichthecontextofconversationisself# adBusting,ratherthanthemannerinwhichconversationcreateandmaintainsocial relationships.Theassessmentofappropriatenessofinformationandtheknowledgeof technically satisfactory requirements are crucial in virtual organizations. The contextual approach is employed in elaborating and understanding the interactive332componentsoffeedbackinformation.Theexchangeoffeedbackinformationcanbe
viewedasaprocessofconversationamongpeople.17.3Differentaspectsofcommunication
The communication in the organization can be observed in several different dimensions:1.Communicationlevels
2.Formalandinformalcommunication
3.Communicationflows(vertical,horizontalanddiagonal)
4.Internalandexternalcommunication
•Communicationlevels Communicationcanbecategorizedintothefollowinglevels: a)Communicationbetweenindividuals b)Communicationatthegrouplevel c)Communicationattheorganizationallevel d)Inter#organizationalcommunication e)Masscommunication Researchsupportstheconclusionthatfrequencyofcommunicationoccurmainly at lower levels between individuals. Thus the initial attention in communication researchinorganizationsfocusesonthecommunicationbetweenindividuals(e.g.the managers) in their speech and writings. As organizations over time became increasinglydependentoncommunication,moreattentionwaspaidtoimprovethe communicationskillsbetweenindividualsandindeedbetweenallthemembers ofthe organization (RogersandRoethlisberger,1952,Argiris,1986,Kiesler,1986). •Modalitiesofcommunicationbetweenindividuals # Sendingandreceivingmessages # Verbal,inwritingprimarilythroughelectronicmessaging. Overtime communicationstudieswithinorganizationsfocusesincreasinglyon higherlevelcommunicationsatthegrouplevel,attheorganizationallevelandinter# organizational communication. Shifting from lower level to higher level communicationsresultsinmessagesthatcanbefurtherdifferentiatedsuchasformal, informal,vertical,horizontal,diagonal(aswellasinternalmessagingasrelatedto externalcommunication). •Formalvs.informalcommunication In the past communication studies focused mainly on formal top#down communications. Informal communication refers to communication between 333individualsalsocalledhorizontalcommunicationthatinthepastwasviewedasa likely obstacle to efficient organizational performance. However, that view is no longeracceptedasinmodernsocietydynamicandinformalmessagingalongwith formalcommunicationisnecessarytoensurethattheBobisdoneefficiently(D'Aprix
1996).
•Vertical,horizontalanddiagonalcommunicationVertical
communication. Vertical communication is between hierarchically positionedindividualsandmayincludebottom#upaswellastop#downinformation flows.Asmightbeexpectedthetop#downinformationflowoccursmorefrequently. LarkinandLarkin(1994)notedthatthetop#downinformationflowismosteffective ifmanagerscommunicatedirectlywithimmediatesupervisors,andthesupervisorsin turn communicate directly with their staff. Such direct communication results in improvedsatisfactionandperformancesamongemployees.Sincethiswasfirstnoted byDonaldPelz(1952)itiscalledthePelzeffect.Horizontal
communication.Horizontalcommunicationreferstocommunication betweenindividualsnotinahierarchicalrelationship.Communicationhorizontally contributestoahighlevelofsatisfactionamongthehumanresourcemanagers(Frank,1984).Thecurrenthorizontaltendenciesareprimarilycommunicationbetweenthe
team members focussing on team assembling and team work. Horizontal communicationbetweenthedislocatedworkersandgeographicallydispersedwork groupsengaginginsimilartypesofBobisorientedtowardslearningandknowledge exchange.Diagonal
communication. Diagonal communication is communication between managers and employees in different functional divisions (Wilson, 1992). While verticalandthehorizontalcommunicationcontinueinmodernorganizations,theydo notentirelyreflectthecommunicationneedsandflowsinamaBorityoforganizations. The concept of diagonal communication is introduced to describe otherforms of communicationinneworganizationaltypes,e.g.thematrixandproBectorganizations. Similarly,withthespreadoftheorganizationalnetwork,thecommunicationflows cannolongerbelimitedtoonlyvertical,horizontalanddiagonalasothermodalities arealsointroduced. •Internalandexternalcommunication Internal communication is within the organization and includes cross#level communicationamongemployees.Externalcommunicationconsistsofmessagesthat are sent beyondthe organizational framework. Externally orientedcommunication becomes especially important when the organization extends itsactivity from informationdevelopedbyinteractionwithcustomers,withsuppliers,aswellaswith students,teachersandothersources.33417.4Virtualfirms,virtualcultureandcommunication
Information systems play a vital role in the e#business and e#commerce operations,inenterprisecollaborationandmanagement,andinthestrategicsuccessof businesses that must operate in the global environment. Internet services, in conBunctionwiththeexistingandmorewidelyusedcommunicationmedia,provide the broadest enhancement of information and communication resources (RadovićMarković,2011b).
17.4.1Theconceptofvirtuality
Theterm"virtuality"wasfirstusedbyVenkatraman&Henderson(1996)intheir definitionoforganizationalenterprise.Theydefinedvirtualityasfollows: "Virtualityistheorganizationalabilitytoconsistentlyobtainandcoordinatecritical competenciesthroughitsdesignofbusinessprocessesandgovernancemechanisms involving external and internal constituency to deliver differential products in the marketplace". Thisdefinitionshowsthattheorganizationcannotdeclareitselfvirtualsolely on the basis that it uses information and communication technologies, but that virtualityalsoincludestheverymannerinwhichtheorganizationismanaged. DifferentdefinitionsofvirtualorganizationincludethemaBorattributesofevery virtual organization that can be considered different attributes of virtuality (Grimshaw,Kwok&Sandy,1998)asfollows:1.Unitingtoachievemutualgoals
2.Implementationofinformationandcommunicationtechnologies
3.Verticalintegration
4.Globalization
5.Collaboration
These attributes provided the basis for the most widely adopted and quoted conceptofvirtualorganizationintheliterature(Byrne,1993): "Virtual organization is a temporary network of independent business units - suppliers,customers, andeven rivals -linked by informationand communication technologytoshareskills,costsandaccesstodifferentmarkets.Thisorganizational model is flexible - groups of collaborators quickly unite to exploit a specific opportunity.Initsmostelementaryform,theconceptdepictsanyorganizationthat interactswithotherorganizationstocreateavirtualcorporationandthatcontributes onlywithinthescopeofitscorecompetence.Centralinthedevelopmentofvirtual organizationistechnology.Teamsofpeopleindifferentcompaniesworktogether,via acomputernetworkinrealtime"(Byrne,1993) 335Thisdefinitionprovidesaclearstructuralperspectiveandadetailedpictureof whatmakesavirtualorganization.
17.4.2Characteristicsofvirtualorganizations
Virtual organizations are characterized by (a) highly dynamic processes, (b) contractualrelationshipsamongentities,(c)edgeless,permeableboundaries,and(d) reconfigurablestructures(DeSanctis&Monge,1998). Avirtualorganizationcanconsistsofanetworkofindependentcompanieseach contributingcorecompetenciestothecommoneffort.Theorganizationinitiatingthe cooperationdefinesthemostrelevantbusinessprocessesthatarecomplementarywith thebusinessskillsofotherparticipatingfirms.Combiningallthecorecompetences createsasynergyeffectthatmeetsthecustomerrequirementsinaflexiblemanner. AccordingtoAkenAken,HopandPost(1998),avirtualorganizationhastohave- vertical and lateral types of communication
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