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The Union leaders serve as the mouthpiece for staff members and feedback channel for the management The semi vertical communication flow is a product of the
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[PDF] TYPES OF COMMUNICATION IN ORGANIZATION

Communication Vertical Horizontal Diagonal and grapevine Communication • Prepared by: Prof methods are used like the movement of body organs

[PDF] Chapter 17 VARIOUS COMMUNICATION MODALITIES IN

Communication flows (vertical horizontal and diagonal) communication skills between individuals and indeed between all the members of the
RadovicMarkovic

[PDF] PROCESS OF COMMUNICATION AND ITS TYPES

The communication process is a guide toward realizing METHODS OF COMMUNICATION Conflict may arise when vertical communication
Types of Communication

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Vertical Communication * Downward Communication * Upward Communication ❖ Network Patterns * Centralized Network * Decentralized Network
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interaction variety in routine or tedious jobs and informal methods of work Semi-Vertical or Quasi-Vertical Communication is adopted due to certain
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ADVANTAGES OF VERTICAL COMMUNICATION • Conveying message of subordinate: • Maintains good labor-management relations: • Maintains organizational discipline
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[PDF] Chapter 17 VARIOUS COMMUNICATION MODALITIES IN

330Chapter17

VARIOUSCOMMUNICATIONMODALITIESINORGANIZATIONSWITH

FOCUSONVIRTUALFIRMS

DušanMarković,MirjanaRadović17.1Introduction Virtual organizations are becoming increasingly important in modern economies.ThecausefortheincreasingpopularityliesintheneedtodisperseBobsto reduce the costs of business operations as well as to improve the organizations' competitivecompetenciesintheglobalmarketplace. Inordertoachievethesegoals,virtualorganizationsareforcedtoformulatea business strategy that wouldinclude all the preconditions of an efficient business enterprise under the ever changing global conditions (Radović#Markovic, 2011a), (Figure1).

Figure1.

Globalizationrequirementsfacingvirtualfirmsundernewandchanging businessconditions(Radović

17.2Theoreticalbackground

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 interactive

332componentsoffeedbackinformation.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 333
individualsalsocalledhorizontalcommunicationthatinthepastwasviewedasa likely obstacle to efficient organizational performance. However, that view is no longeracceptedasinmodernsocietydynamicandinformalmessagingalongwith formalcommunicationisnecessarytoensurethattheBobisdoneefficiently(D'Aprix

1996).

•Vertical,horizontalanddiagonalcommunication

Vertical

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