COMMUNICATION IN

ORGANIZATIONS

Reference:
Organizational Behaviour (Robbins & Judge, 2013)
 TOPICS TO BE COVERED

• Communication- definition
• Functions
• Process
• Types
• Barriers to effective communication
 SIGNIFICANCE OF COMMUNICATION

• Poor communication is probably the most frequently cited source of

interpersonal conflict.
• Because individuals spend nearly 70 percent of their waking hours
communicating—writing, reading, speaking, listening—it seems reasonable
that one of the biggest inhibitors of group performance is lack of effective
communication.
• Good communication skills are critical to career success.
SIGNIFICANCE OF COMMUNICATION (CONTD’)

• No individual, group, or organization can exist without sharing

meaning among its members.
• It is only thus that we can convey information and ideas.
• Communicating, however, is more than merely imparting meaning;
that meaning must also be understood.
 DEFINITION OF COMMUNICATION

Transfer and the understanding of meaning - the process by which

people exchange information or express their thoughts and feelings
Organisational Communication - the ways in which groups of
people maintain structure and order through their symbolic
interactions and allow individual actors the freedom to accomplish
their goals
But we know communication is more than this definition…!

Transfer and the understanding of meaning

⮚ Good communication skills are critical to

career success

Is there something called perfect communication?

Communication serves four major functions within a group
or organization
Control

Motivation

Emotional expression

Information
 COMMUNICATION SERVES FOUR MAJOR FUNCTIONS
WITHIN A GROUP OR ORGANIZATION

⮚Control - Member Behaviour

⮚Motivation – providing motivation for the employees
⮚Emotional Expression- provision for emotional expression of
feelings and fulfilment of social needs
⮚Information – Providing information to individuals and
groups, facilitating communication
 Communication process

Sender Receiver
Message to Encoding Message Message
Channel
be sent message received decoding
 Communication process

Sender Receiver
Message to Encoding Message Message
Channel
be sent message received decoding

Feedback
 Communication process

Sender Receiver
Message to Encoding Message Message
Channel
be sent message received decoding

Noise

Feedback
 Communication process
Sender Receiver
Message to Encoding Message Message
Channel
be sent message received decoding

Noise

Feedback

1. Sender 5. Decoding
2. Encoding 6. The receiver
Components: 3. The message 7. Noise
4. The channel 8. Feedback
 Communication process
Sender Formal Informal Receiver
Message to Encoding Message Message
Channel
be sent message received decoding

Noise

Feedback
 Direction of communication

Downward
communication
Implementation of goals,
strategies, objectives

Job instructions and rationale

Procedures and practices

Performance feedback

Indoctrination
Direction of communication
Upward
communication
Problems and expectations

Suggestions for improvement

Performance reports

Grievance and disputes

Financial and accounting

information
Direction of communication

Lateral communication

Intradepartmental problem
solving

Interdepartmental co-ordination

Staff advice to line departments

Coordinate
 Interpersonal communication

Oral Written Non-verbal

communication communication communication
 Organizational communication

Formal small group networks

Three Common small group networks:

⮚ Chain
⮚ Wheel
⮚ All Channel
 Chain network

• Information flows in a strict hierarchical order, typically following the chain of

command.
• This network ensures messages are clear and accurate but can be slow and limit
information sharing among colleagues.
 Organizational communication

Rigidly follows the formal chain of command

Criteria Chain
Speed Moderate
Accuracy High
Emergence of a leader Moderate

Member satisfaction Moderate

Chain
 Wheel network

• Information flows through a central figure, often a team leader or manager.

• Imagine a wheel with the central hub representing the leader and spokes connecting
them to individual team members.
• This network promotes efficiency and control but can hinder communication among
team members and discourage independent thinking.
 Organizational communication

Relies on a central figure to act as the conduit

for all the group’s communication
Criteria Wheel
Speed Fast
Accuracy High
Emergence of a leader High
Member satisfaction Low

Wheel
 All channel network

• Information can flow freely between all members of the group, fostering
collaboration and open communication.
• Picture a web where everyone is connected to everyone else.
• This network is ideal for creative problem-solving and knowledge sharing but can
lead to information overload and potential confusion if not managed effectively.
 Organizational communication

Permits all group members to actively

communicate with each other

Criteria All channel

Speed Fast
Accuracy Moderate
Emergence of a leader None

Member satisfaction High

All channel
 Choosing the Right Network:

• The most effective network for a particular group depends on the nature of the work
and the organization's communication goals.
• Chain networks are suitable for well-defined tasks requiring clear instructions, like
assembly lines.
• Wheel networks are useful for situations demanding centralized control, like crisis
management teams.
• All-channel networks are beneficial for project teams requiring collaboration and
brainstorming.
 Organizational communication
Electronic
Online
Pre-recorded Video
discussion Live speeches
speeches conferences
groups

Telephone
Email Voice mail
conversations
 Organizational communication
Grapevine - Rumours and gossips

The informal communication network in a group or

organization is called the grapevine
Can we completely eliminate Grapevine??
SUGGESTIONS FOR REDUCING THE NEGATIVE
CONSEQUENCES OF RUMOURS
• 1. Provide information—rumours tend to thrive in the absence of formal communication.
• 2. Explain actions and decisions that may appear inconsistent, unfair, or secretive.
• 3. Refrain from shooting the messenger—rumors are a natural fact of organizational life, so
respond to them calmly, rationally, and respectfully.
• 4. Maintain open communication channels—constantly encourage employees to come to you
with concerns, suggestions, and ideas
 Organizational communication

Online
Formal reports, Pre-recorded Video

High channel richness

Low channel richness

discussion Live speeches

bulletins speeches conferences
groups

Telephone Face to face

Memos, letters Email Voice mail
conversations conversations
How is the information processed?

Automated

Controlled
⮚ Automatic processing A relatively superficial consideration of
evidence and information making use of heuristics.

⮚ Controlled processing A detailed consideration of evidence and

information relying on facts, figures, and logic.
Common heuristics used in information processing within organizations

• Source Credibility
• Availability Heuristic: For example, if an employee recently heard about a colleague being
laid off, they might overestimate the chance of further layoffs.
• Anchoring Heuristic: Our initial impressions or reference points heavily influence our
perception of subsequent information. For instance, during salary negotiations, the first offer
sets the anchor for further discussions.
• Confirmation Bias: We tend to seek out and pay more attention to information that confirms
our existing beliefs and disregard information that contradicts them. This can lead to
groupthink and hinder decision-making.
• The Halo Effect: For example, an employee who consistently delivers high-quality work
might be perceived as a strong leader even if they lack leadership skills.
 Barriers of effective communication

Sender purposefully manipulate the information to make

Filtering
receiver feel it more favourable
 Barriers of effective communication

Filtering

Selective
Receivers process the communication selectively based on their
perception needs, motivation, experience, background and other personal
characteristics.
 Barriers of effective communication
Filtering

Selective
perception

Information
overload Information exceeds our processing capacity
 Barriers of effective communication
Filtering

Selective
perception

Information
overload

Emotions …overrule the interpretation of the messages

 Barriers of effective communication

Filtering

Selective
perception

Information
overload

Emotions

Language diverse backgrounds and speak different

languages.
 Barriers of effective communication

Filtering

Selective
perception

Silence
Information
overload

Emotions
Withholding communication does not mean
absence of information

Language
 Barriers of effective communication

Filtering Silence

Selective
perception

Information Communication
overload apprehension

Emotions
Social anxiety…?

Language
 Barriers of effective communication

Filtering Silence

Selective Communication
perception apprehension

Information
overload
Lying Misrepresentation of the
information
Emotions

Language
Barriers of effective communication
Filtering Language

Selective Silence
perception

Information Communication
overload apprehension

Emotions Lying
• Hierarchical Structure: Rigid hierarchies can create information silos, where
departments or teams withhold information to protect their turf or avoid appearing
incompetent.
• Geographical Dispersion: With remote work becoming increasingly common,
physical distance between employees can create challenges in communication and
collaboration.
• Limited Access to Technology: Lack of proper communication technology or
inadequate infrastructure can hinder information flow, especially for geographically
dispersed teams.
• Incompatible Systems: Using different communication platforms or software
within the organization can create confusion and difficulty in accessing information.
• Technical Difficulties: Technical glitches or unreliable communication tools can
disrupt information flow and hinder collaboration.
 Overcoming these barriers requires a multi-pronged approach:

• Promote open communication: Encourage a culture where employees feel comfortable sharing
information and asking questions.
• Invest in training: Provide training on effective communication skills, cultural sensitivity, and using
communication technology effectively.
• Utilize diverse communication channels: Offer a variety of communication channels (formal and
informal) to cater to different preferences and situations.
• Foster a culture of trust: Build trust by being transparent, providing timely feedback, and valuing
employee input.
• Invest in technology: Ensure the organization has the necessary technology infrastructure to facilitate
seamless communication across all levels and locations.
THANK YOU