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Zaremba3e_Chapter06networks11.pptChapter 6
Communication Networks
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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- Explain the distinction between messages and networks
- Define the following:
- internal and external networks
- upward, downward, and horizontal networks
- formal and informal networks
- Describe the importance of each type of network
- Explain the problems related to using each type of network
- Evaluate the quality of communication networks that exist in an organization with which you are familiar
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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 systems
External and internal
Formal and informal
Upward, downward, and horizontal
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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 Web sites
- Internal networks carry information between organizational members
- These can be intradepartmental or interdepartmental
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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 with one another along lines that are not prescribed by the organization or management
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Development of Informal Networks
- Informal networks usually develop without organizational guidance
- The structure and layout of buildings can 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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Individual Roles 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 links between their department and others
- Liaisons
- People who link together two departments, but are not members of either one
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Traffic, Speed, and Accuracy of Informal Networks
- Informal links between people at all levels of an organization allow accurate information to spread quickly
- Unfortunately, this speed and accuracy might cause people to second-guess the utility of the formal network
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Credibility of Informal Networks
- People employ informal connections to discover what messages really mean
- For example, when one steps down from a position of power, people will try to figure out why instead of taking a formal message at face value
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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The Conversation Value Model
- Everyday conversations have value: Talk is not cheap
- What might seem to be trivial conversations “are actually the building blocks of social life and are quite consequential to how we order and make sense of our world”
- Word of mouth is an important factor in disseminating information and companies would be smart to track and measure these messages to examine the quality of their media and marketing initiatives
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Managing Informal Networks
- Many managers try to eliminate informal networks
- The grapevine is resilient against these efforts
- Employees have a strong desire for information
- Any attempt to eliminate the informal network might actually increase activity within it
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Formal and Informal Networks
“A lie can be halfway around the world before the truth has its boots on.”
--James Gallagher, British politician
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
(continued)
Figure 5.1: Types of Grapevine Patterns
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
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 and supervisors should maintain supportive relationships with their subordinates
- Managers should communicate an awareness and acceptance of the grapevine
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Upward, Downward, and Horizontal Networks
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©
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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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 might have valuable suggestions for improvements
- Expertise and knowledge exists at all levels and should be tapped as a resource
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Problems with Upward Networks
They rarely exist or aren’t used to capacity
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 might be bruising
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Problems with Upward Networks
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
Employees might not have the skills to communicate information effectively
Management’s need to exaggerate accomplishments and downplay problems to others discourages a culture that solicits and values upward communication
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Feynman’s Theory of
Upward Networks
- People have valuable information but don’t necessarily know how to communicate that upward
- Managers might deliberately suppress upward information if viewed as working against maintaining resources or devaluing departmental or managerial image
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Suggestion Systems
Support from top management
A responsible program administrator
Well-communicated instructions for its use
Timely and meaningful feedback for those who participate in the program
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- To be effective, any support system for upward communication should have:
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Downward Networks
- The most likely type of network to be formalized
- Valuable only if information reaches its destinations
- Should not be considered “one-way” streets
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Serial Transmission
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
- Information travels through different people before it reaches its target audience.
- These serial links foster message distortion
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Categories of Serial Distortions
Adding
- Adding on to the original message
Leveling
- Abridging messages
Sharpening
- Sensationalizing messages
Assimilating
- Making messages more palatable to recipients
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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Horizontal Networks
- 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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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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
Zaremba/Organizational Communication, 3e, © 2010, by Oxford University Press, Inc.
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