COMMUNICATION NETWORKS

In work groups, a number of types of networks might develop, including the wheel, the chain, the circle, and the all-channel.

In a wheel network, most information travels through one member, who receives all messages from other group members and is the sole sender of messages to them. Other members communicate only with the central member and do not communicate directly with each other.

This network type is common when tasks have pooled interdependence, as members work independently and do not need to communicate. Most communication flows to and from the leader of the group (e.g., groups of sales representatives covering different geographical regions).

In a chain network, communication flows sequentially from one group member to the next. Each member communicates with individuals on either side in the chain. Members on the ends of the chain communicate with only one individual. This network is for sequential task interdependence (e.g., an assembly line). The chain characterizes hierarchical communication, whereby information flows up and down the hierarchy.

In the circle network, members communicate with those, adjacent to them. This can be physical adjacency, (e.g., seating or office location). It can refer to similarity on some dimension (e.g., experience, interests, or area of expertise). Communication may flow between members from similar backgrounds.

In an all-channel network, every member communicates with every other member. This occurs in reciprocal task interdependence, as members depend on one another. All-channel communication allows group members to coordinate complex tasks (e.g., emergency room teams).

Organizational communication networks are determined by formal reporting relationships, depicted by organization charts. Communication flows up and down the chain of command.

Actual communication patterns differ from those in an organization chart because communication often flows around issues, goals, projects, and problems, not vertically through the chain of command. This flow ensures that workers access the information they need for their jobs. Although reporting relationships on an organization chart are somewhat stable, actual communication patterns change as conditions in the organization change. New patterns of communication are developed as the type of information needed changes.

COMMUNICATION FUNDAMENTAL

Communication can flow vertically or laterally. The vertical dimension can be further divided into downward and upward directions.

Downward: Communication that flows from one level of a group or organization to a lower level is downward communication. When we think of managers communicating with employees, the downward pattern is the one we are usually thinking of. It’s used by group leaders and managers to assign goal, provide job instructions, inform employees of policies and procedures, point out problems that need attention, and offer feedback about performance. But downward communication doesn’t have to be oral or face-to-face contact. When management sends letters to employees’ homes to advise them of the organization’s new sick leave policy it’s using downward communication. So is an e-mail from a team leader to the member of her team, reminding them of an upcoming deadline.
Upward: Upward communication flows to a higher level in the group or organization. It’s used to provide feedback to higher-ups, inform them of progress towards goals, and relay current problems. Upward communication keeps managers aware of how employees feel about their jobs, coworkers, and the organization in general. Managers also rely on upward communication for ideas on how things can be improved.
Some organizational examples of upward communication are performance reports prepared by lower management or review by middle and top management suggestion boxes employee attitude surveys, grievance procedures, superior subordinate discussions and informal ‘group’ sessions in which employees have the opportunity to identify and discuss problems with their boss or representation of higher management. For example, FedEx prides itself on its computerized upward communication program. All its employees annually complete climate surveys and reviews of management. This program was cited as a key human strengthen by the Malcolm Baldrige National quality Award examiners when FedEx win the honor.
Lateral: When communication takes place among members of the same work group, among members of work groups at the same level, among managers at the same level, or among any horizontally equivalent personnel, we describe it as lateral communications.

FUNCTION OF COMMUNICATION IN ORGANIZATION/GROUPS

The literature on communication generally acknowledges that the basic function of communication is to affect receiver knowledge or behavior by informing, directing, regulating, socializing, and persuading. Neher (1997) identifies the primary functions of organizational communication as:

Compliance-gaining

Leading, motivating, and influencing

Sense-making

Problem-solving and decision-making

Conflict management, negotiating, and bargaining.

Neher (1997) and Rogers and Rogers (1976) emphasize the social and organizational functions of organizational communication as a whole rather than focusing on the functions of specific communication exchanges. Thus they combine the functions of informing, directing, and regulating into the broader category of behavioral compliance. They also give greater emphasis to the role of communication in managing threats to organizational order and control, identifying problem solving and conflict management, negotiation, and bargaining as key functions of organizational communication.

Myers and Myers (1982) combine similar functions into a higher level common function and provide a particularly succinct and clear version of the functions of organizational communication. They see communication as having three primary functions:

Coordination and regulation of production activities: This function of communication has changed the most over time. In traditional bureaucratic views of the organization, prescription – clearly communicating behavioral expectations and the behavioural consequences associated with complying or not complying with these expectations—and monitoring are considered to be the basis of organizational order and control. This function of organizational communication was seen as involving fairly proceduralized, rule-oriented, one-way, top-down communication. Tasks in many organizations have become more complex, less routine and repetitive, tightly coupled, and interactive (Perrow 1986) and, as such, the traditional bureaucratic view of organizational communication is no longer sufficient. Production activities of this nature require dynamic, reciprocal, lateral communications between production workers and non- routinized, two-way, vertical communications between production workers and managers. Communication as a means of coordination and regulation becomes more important, complex, and difficult.

Socialization: The socialization function of communication is stressed in the human relations perspective of organizations (see Chapter 1) which asserts that capturing the hearts and minds of organizational members is necessary to effectively coordinate organizational action in the pursuit of collective organizational goals. Communication directed at socializing organizational members focuses on articulating and reinforcing organizational values and aligning individual goals with organizational goals. It is directed at establishing an appropriate organizational culture and climate. This form of communication cannot be one-way or top-down. It must occur reciprocally between organizational leaders and organizational members.

Innovation: The organizational communication literature is increasingly addressing the importance of communication in promoting innovation as well as control and coordination. Communication to promote innovation is associated with strong communication within and beyond the organization.

This approach focuses on the functional goals of organizational communication, rather than on the near-term outcomes of particular acts of communication, such as to make a decision, to persuade, or to resolve a conflict. The more specific functions of specific acts of communication or sets of communication exchange (decision-making, informing, persuading, negotiating, problem-solving) are subsumed into each of the three higher-level functional objectives.

COMMUNICATION

Communication is the process by which information is transmitted and understood between two or more people. Or communication is the transfer and understanding of a message between two or more people.

Communication has two components: the sharing of information and the reaching of a common understanding. (This does not mean agreement, rather an understanding of the message). If people either do not receive the information or understand the meaning, then communication has not taken place.

Communication is critical for organizational effectiveness. If people lack needed information because it has not been shared, they cannot perform their jobs well. They spend more than 75% of their effective time in communicating. It is communication which gives life to organizational structure. It is a thread that holds all the units, sub units, processes, systems, culture together. If communication stops, the organization will cease to exist.

Poor communication or ineffective communication is a source of frustration, interpersonal conflict and stress. It plays an important role in strengthening relationship between friends, relatives and family members since we spend nearly seventy percent of our time interacting with them by way of speaking, listening, reading and writing. Poor communication leads to unpleasant situations and breaking up of relationships.

THIRD PARTY NEGOTIATION

Mediator:

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Mediator are widely used in labor management negotiations and in civil court disputes. The overall effectiveness of mediated negotionas are fairly impressive. The settlement rate is approximately 60%, with negotiator satisfaction at about 75%.

Arbitrator:

A third party to a negotiation who has the authority to dictate an agreement. Arbitration can be voluntary or compulsory. The big plus of arbitration over mediation is tht it always result in a settlemenyt. Whether or not there is a negative side depends on how heavy- handed the arbitrator appears. If one party is left felling overwhelmingly defeated, that party is certain to be dissatisfied and unlikely to graciously accept the arbitorr’s decision. Therefore, the conflict may resureface at a later time.

Conciliator:

A trusted third party who provides an informal communication   link between the negotiator and the opponent. This role was made famous by Robert Duval in the first Godfather film. Comparing its effectiveness to mediation has proven difficukt because the two overlap a geate deal. In practice, cconcilators typically act as more than mere communication conduits. They also engages in fact finding, interpreting messages, and persuading disputants to develop agreements.

Consultant: 

An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. In contrast to the prevous roles, the consultants role is not to settle the issues, but, rather, to improve relations between the conflicting parties so that they can reach a settlement themselves. Instead of putting forward specific solutions, the consultant tries to help the parties learn to understand and work wih each other. Therefore, this approach has no longer term focus to build new and positive perceptions and attitudes between the conflicting parties.

PRINCIPLE NEGOTIATION OR NEGOTIATION OF THE MERITS APPROACH

People: separate people from the problem.

Interests: focus on interests, not positions.

Options: generate a variety of possibilities before deciding what to do.

Criteria: insist on result based on objective  standard.