chapter five communication networks. chapter objectives explain the distinction between messages and...

Chapter Five

Communication Networks

Chapter Objectives

• Explain the distinction between messages and networks.

• Define internal and external networks; upward, downward, and horizontal networks; and formal and informal networks.

• Describe the importance of each type of network.

• Explain the problems related to each type of network.

• Evaluate the quality of communication networks that exist in an organization you are familiar with.

Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

What are Communication Networks?

• Organizations require routes to facilitate the transfer of information.

• Networks are the communication systems that are used to deliver messages.

• There are three basic network systems1. External and Internal 2. Formal and informal3. Upward, downward, and horizontal


External and Internal Networks

• External networks are the channels that carry information from within the organization to the outside environment or vice-versa.– Examples include advertising, public

relations messages, and customer support websites.

• Internal networks carry information between organizational members.– These can be intradepartmental or

interdepartmental.Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Formal and Informal Networks

• Formal networks are those that are prescribed by the organization.– These are the channels that conform to

organizational charts and involve the official “chain of command.”

• For a myriad of reasons, formal networks sometimes fail to work as depicted.– Managers should work to ensure that

prescribed channels are available as conduits for sending and receiving information.


Formal and Informal Networks

• Informal networks are those channels that are not prescribed by the organization, typically called the grapevine.

• The grapevine is basically a set of people who informally exchange information to one another along lines that are not prescribed by the organization or management.


(continued)

Figure 5.1: Types of Grapevine Patterns


Development of Informal Networks

Informal networks usually develop without organizational guidance.

• The structure and layout of buildings may affect informal networks.

• Common hobbies and activities play a large part as well.

• Even formal relationships or work processes can foster informal networking between employees.


Individual Roles that People Play in Informal

Networks• Isolates

– Individuals who are essentially “out of the loop” of the network.

• Bridges– People who are members of a

department and serve as a link between their department and others.

• Liaisons– People who link together two

departments, but are not members of either one.


Traffic, Speed, and Accuracy of Informal

Networks• Informal links between people at

all levels of an organization allow accurate information to spread quickly. – Unfortunately, It’s speed and

accuracy may cause people to second-guess the utility of the formal network.


Managing Informal Networks

• Many managers try to eliminate informal networks.

• The grapevine is resilient against these efforts.– Employees have an strong desire

for information.– Any attempt to eliminate the

informal network may actually increase activity within it.


Managing Informal Networks

• Getting information out through formal channels reduces the need for grapevine communication.– Downward, upward, and horizontal

networks should be kept open.– Managers/supervisors should maintain

supportive relationships with their subordinates.

– Managers should communicate an awareness and acceptance of the grapevine.


(continued)

Upward, Downward, and Horizontal Networks


Upward Networks

• Carry information from subordinates to superiors.– They are often the least-used

formal channel. – However, they are valuable

resources for management if understood and used effectively.


The Value of Upward Networks

• People at lower levels are privy to information that upper levels need.– Information about equipment failures and

other problems need to be addressed quickly for smooth operations.

• Upward feedback allows managers to assess information transmission and understanding.

• Employees may have valuable suggestions for improvements.

• Expertise and knowledge exists at all levels and should be tapped as a resource.Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

Problems with Upward Networks

1. They rarely exist or aren’t used to capacity.

2. People are reluctant to use upward networks.– Lower-level employees fear being

the bearer of bad news.– Many people dislike criticism and

fear rejection. • Managers therefore, are sometimes

reluctant to solicit information that may be bruising.


(continued)

Problems with Upward Networks

3. Information management from lower levels can be a daunting task.– Knowing what information to use and

what not to use is not an easy task.

4. Employees may not have the skills to communicate information effectively.

5. Management’s need to exaggerate accomplishments and downplay problems to others discourages a culture that solicits and values upward communication.


Suggestion Systems

1. Support from top management.2. A responsible program administrator.3. Well-communicated instructions for its

use.4. Timely and meaningful feedback for

those who participate in the program.


In order to be effective, any support system for upward communication should have:

Downward Networks

• Are the most likely type of network to be formalized.

• Are valuable only if information reaches its destinations.

• Should not be considered “one way” streets.


Serial Transmission


• Downward networks usually transmit serially.• Information travels

through different people before it reaches its target audience.

• These serial links foster message distortion.

Categories of Serial Distortions

1. Adding – Adding onto the original message.

2. Leveling– Abridging messages.

3. Sharpening– Sensationalizing messages.

4. Assimilating– Making messages more palatable to

recipients.


Horizontal Networks

• Are less common at lower levels of organizations.

• Links between employees are often not utilized because there tends to be a “silo mentality” in organizations that suggests that departments function independently of other departments.


Horizontal Networks

• Horizontal networks are needed for organizational penetration.– Penetration involves

interdepartmental awareness of the needs, problems, and conditions of each department and related contractors.• This allows an organization to

anticipate and curb problems before they happen.


Summary

• All organizations have both formal and informal communication networks that must be managed and utilized.

• Downward communication networks are the most utilized formal networks, but valuable information can come from lower levels up to management, or from horizontal networks that link departments.

• Managing information networks is important for ensuring that problems don’t get out of hand, and that future courses of action involve collective organizational commitment.


chapter five communication networks. chapter objectives explain the distinction between messages and...

Documents