FORMS OF ORGANIZATIONAL COMMUNICATION
ARIZONA STATE UNIVERSITY
COM 400 - COMMUNICATION IN PROFESSIONS
WEEK 2
A. INTRODUCTION:
Communication is the most important element in an organization. The effectiveness of
the organization depends on the quality of communication carried out by the leaders and
members of the organization. Communication gives "life" to the organizational structure to
be able to carry out its roles and functions optimally. Organizations must communicate, both
internally and externally, for the sustainability and development of the organization. As the
organization grows, communication will become more critical and complex. An
organization can run well if it has an effective communication scheme. The communication
scheme or design must be tailored to the needs of the organization. Successful
communication requires some planning, including: choosing the subject or target recipient of
the message, determining the purpose of giving the message, analyzing the type of recipient
of the message, collecting material related to the message to be conveyed, and finally
choosing the appropriate form of communication.
An organizational communication model or form is a process of sending a message and
making the message understood by the recipient of the message in accordance with the
purpose and context. The choice of which model or form of communication to choose or
adopt depends on the location of the sender and receiver of the message, the ability of the
sender and receiver of the message, the nature of the message, the urgency of the message
that needs to be forwarded, and the costs incurred to deliver and receive the message. This
chapter will discuss the models or forms of organizational communication in depth,
including: verbal and non-verbal communication, vertical and horizontal communication,
formal and informal communication, internal and external communication. In addition, it
also discusses the network or pattern of organizational communication. These diverse forms
of organizational communication need to be understood as a reference in the academic world
and the study of organizational communication, as well as an illustration to be applied in
organizations.
B. VERBAL AND NON -VERBAL COMMUNICATION IN ORGANIZATIONS:
Based on the language in delivering messages, organizational communication is divided
into verbal communication and non-verbal communication. While based on the method of
diffusion or spread, organizational communication can be divided into oral communication,
written or written communication, and a combination of both with the use of electronic
media and digital media. Oral and written communication are included in verbal
communication. Verbal and non-verbal communication have an equally important position
in the organization. If verbal and non-verbal communication is well built in an organization,
it will create a harmonious working relationship and can solve all the problems and
challenges faced by the organization.
1. Verbal Communication:
Verbal communication is a form of communication or delivery of messages using words
(Nurudin, 2017). Verbal communication can be in the form of oral communication or
spoken directly or written communication or written through various mediums. Verbal
communication media include: telephone, video conference, face to face, letter, recruitment,
announcements, manuals, newspapers, magazines or newsletters, emails, and more. Verbal
communication can be used to identify and achieve organizational goals, develop
organizational strategies, and also to conduct evaluations. Verbal communication has a
larger portion in the context of conveying facts, ideas, ideas and decisions than non-verbal
communication. Verbal communication has three principles, namely: First, interpretation
can create meaning. This means that each individual can have a different interpretation of a
verbal message conveyed and has consequences for the meaning understood. This can be
influenced by background, interests, knowledge, communication goals, and others. Second,
communication is a guided rule (communication rules). That is, there is a shared
understanding of the meaning of verbal communication that is appropriate or not in various
situations and conditions. Third, emphasis or intonation can affect meaning (Wood, 2013).
a. Oral Communication:
Oral communication is a way of communicating or conveying messages face-to-face or
directly by delivering words orally. Oral communication can be done interpersonally or in
groups, in formal meetings or meetings, submitting accountability reports, carrying out
organizational tasks, interviews, conferences, and informal meetings. Oral communication is
the most common form of communication. Oral communication can also use various
electronic and digital media today when the sender and receiver of the message are not in the
same place, such as audio-visual, video call, telephone, and so on. This trend of virtual
direct communication is widely used to help overcome barriers of distance and time.
Oral communication has several advantages, including communicators (message
senders) and communicants (message recipients) can convey messages directly, respond,
provide responses and feedback to these messages, both verbally and non-verbally, so that
things that cannot be understood can be directly questioned at that time (Liliweri, 2014). So,
oral communication can be more effective because the recipient of the message not only
listens to the content of the message, but can be influenced by the tone, intonation, and
speed of the conversation. Oral communication can influence the reception and behavior of
message recipients. Feedback is also spontaneous and any errors in message delivery can be
clarified and corrected immediately.
Oral communication can promote better relationships because it is personalized. But on
the other hand, oral communication also has disadvantages, namely: lack of records,
recipients misinterpreting messages, filtering messages, and distortion or bias. In oral
communication, there is the term grapevine, which is an informal way to send information
to a large number of organizational members in a short time. This grapevine communication
can occur when organizational members or employees talk about anything that happens in
the workplace and is discussed anywhere, whether in the workspace, in the canteen, and
other places.
b. Written Communication:
Written communication is a way of communicating or conveying messages by
transferring messages or information in writing and then sending them to the recipient.
Organizational communication in written form has certain standards or standard rules that
are applied in an organization and each organization has its own peculiarities. Written
communication is generally in the form of policies, rules, procedures, instructions,
accountability reports, manuals, manuals, notes, memos, announcements, dispositions,
official letters, and other written forms issued by the organization. Written communication is
very important to ensure that all members carry out organizational policies and rules, and
can achieve organizational goals.
In today's digital era, written documents can be stored through electronic devices and
digital databases that can be retrieved easily and quickly, such as computers, drives, and so
on. Written messages can also be delivered quickly via email, fax, messenger broadcast, and
so on. These electronic and digital-based activities can help improve effectiveness and
efficiency in delivering organizational messages. In addition, with the internet network,
written messages can also be easily sent to many people in a relatively fast time. However,
because of the easy access to dissemination, those related to confidential organizational
documents or important information that is limited in nature must be taken into account.
2. Non-Verbal Communication:
Non-verbal communication can provide reinforcement, emphasis, or can replace verbal
communication. Non-verbal communication can provide space for someone to express what
is in their mind and feelings without saying words or also known as sign language. Non-
verbal communication is transmitted through gestures, body language, facial expressions,
eye contact, proximity, touch, and so on. According to Tipkins and McCarter in Kondalkar
(2007), facial expressions can show interest or interest, pleasure or happiness, surprise,
distress, suffering, fear, embarrassment, humiliation, and anger. Body language is known as
kinesics. For example, a handshake is a body language that can convey a person's warm,
accepting and open personality. Body movements can also indicate certain meanings, e.g.
shrugs indicate indifference, palms on the forehead indicate forgetfulness, winks indicate
intimacy, looking at the clock indicates discomfort and wanting to end the conversation.
Knowledge of non-verbal language is very important and must be carefully understood.
Even every movement made by a person, such as how to stand, how to sit or how to walk
can show and convey information about the person's condition to others. Non-verbal
communication will be effective if the recipient of the message has good knowledge and
skills in reading non-verbal messages (Payne, 2005). There are several important things to
understand in non-verbal communication, including: first, interpretation is a critical
characteristic or feature. Generalization in Non-verbal communication should be avoided
because the whole meaning is not created for a particular non-verbal action. Secondly, non-
verbal communication is not its own separate language system. Non-verbal communication
is part and parcel of verbal communication. Thirdly, errors in interpretation or interpretation
of messages are likely to occur in non-verbal communication because everyone brings
different cultures. So, someone will not be able to directly interpret the non-verbal message
if they do not understand the culture of their interlocutor.
Furthermore, there are several functions of non-verbal communication, including:
a. Repetition function. Non-verbal communication can be done as a form of repetition of what
has been conveyed verbally. For example: to calm a forum that is not conducive / rowdy
participants, after saying verbally, it can be repeated with non-verbal messages in the form
of hitting the table or index finger on the lips indicating to calm down.
b. Complementary function. Verbal messages can be complemented by non-verbal
communication. For example: saying good morning with a smile when you come to the
office. The smile and eye contact are complementary functions of the spoken good morning
sentence.
c. Substitute function. Non-verbal messages are used as a substitute for verbal messages,
because verbal messages are impossible to convey. For example, in a large forum, it is
impossible to call a friend from a distance with a loud voice, but by waving your hand.
d. Emphasis function. Communicators can use non-verbal communication to emphasize the
verbal messages they convey. For example, emphasizing with a high tone or louder voice
that shows that the message is important.
e. Deceptive function. Non-verbal communication is deliberately conveyed with the aim of
deceiving others or providing incorrect information so that the recipient of the message
misinterprets the message. For example: after facing the leader, an employee shows a calm
and smiling attitude to his colleague, even though he is in an anxious condition because he
received a reprimand.
Non-verbal communication conveyed by others can be observed and studied properly, so
as not to give the wrong meaning or interpretation. The characteristics of non-verbal
communication according to Devito (2011) include:
a. Everyone is always communicating (communicative). Non-verbal communication can be
conveyed with body language, gestures, facial expressions, eye contact, and also includes
the style or way of dressing. In fact, we often judge a person only by their appearance or the
way they dress, because appearance can give an image of a person. Although this is not
always the case. So it takes skill to understand the meaning behind these non-verbal
messages.
b. The meaning of non-verbal messages depends on the context. For example, hitting the table
during a meeting with hitting the table when talking to a lying subordinate. Despite
understanding non-verbal messages, sometimes misinterpretation and understanding still
occur. As communicators, we are required to do non-verbal communication carefully, while
as communicants we are required to understand the message well.
c. Non-verbal communication can be more believable. It is often found that verbal
communication conflicts with non-verbal. However, there is a tendency for non-verbal
communication to be more believable. For example, an employee is late in completing a task
or project that has been assigned by their supervisor. Then the employee tries to explain
what is going on by not daring to make eye contact with his boss, nervous and stammering.
The boss interprets his non-verbal message as lying and not being truthful, so he trusts the
body language more than the words or reasons conveyed.
d. Non-verbal communication is a package deal and the main way to convey attitudes and
feelings. Non-verbal communication can be seen as a package with verbal communication
very strongly, for example in times of anger, anxiety, sadness, frustration, and others.
However, it can have different meanings, if you are observant and careful to observe
someone's non-verbal and verbal messages. For example, verbally "I'm pleased to meet
you", but the message of non-verbally avoiding eye contact as if indifferent.
C. COMMUNICATION VERTICAL AND HORIZONTAL IN THE ORGANIZATION:
Organizational communication has a hierarchy that is based on the structure of the
organization and the communication goals to be achieved. In general, the basic processes of
communication are similar in many contexts, but the organizational structure can affect the
communication patterns in the organization (Greenberg & Baron, 2010). Organizations that
have open communication will serve as an effective method of providing information to
organizational members. Various forms of communication such as vertical and horizontal
communication are very important as an effort to streamline communication within the
organizational structure.
1. Vertical Communication:
Vertical communication describes communication conducted through a top-down
process as leaders, executives or other managers communicate organizational goals and
support to their subordinates (Bartels et al., 2010). Vertical communication is divided into
two directions, namely downward communication and upward communication.
a. Downward Communication
Downward communication patterns mean that communication flows from leaders or
superiors to members or subordinates. Downward communication exists in the form of
written communication, such as: delivery of organizational policies, standing orders, rules
for staff or employees, work procedures or manuals, organizational guidelines, and so on.
When in the form of oral communication, for example, conveying information about daily
tasks that must be done by subordinates. In this pattern, written and oral communication is
equally important to do by looking at the situation and conditions of the recipient of the
message. The message must also be clear, specific and simple. Leaders must understand and
appreciate the ability of the recipient of the message, the level of perception of the recipient
of the message, and the language used. Downward communication is carried out with the
aim of to prevent misunderstandings, find out opinions, change attitudes, reduce fears and
suspicions due to misinformation or lack of information, and adjust to changes for
organizational members. Each communication flow in the organization has a different
function.
The functions of downward communication are summarized from the opinions of Adler
et al. (2016); Canary & McPhee (2011); Liliweri (2014) as follows:
1) The function of work orders and rationalization. Downward communication serves to
convey messages or information related to instructions or giving work assignments and how
to carry them out (job instruction), as well as an explanation or rationalization of why the
task must be carried out and completed (job rationale).
2) Procedures and practice function. Delivery of messages or information related to policies,
regulations or procedures that apply in the organization that must be obeyed and
implemented by subordinates or members of the organization.
3) Performance feedback function (performance feedback). Downward communication serves
to provide feedback on the performance that has been carried out by subordinates, as well as
motivation or reinforcement to improve performance.
4) A special function to get organizational members involved in organizational issues and can
translate them into action or performance under the command of the leader.
5) A relationship function that supports the organization in making decisions by coordinating
and dividing roles between departments or units of activity.
Furthermore, there are several types of downward communication including task
instructions, rational, ideology, information, and feedback. Here is the explanation:
1) Task instructions are messages conveyed by leaders or superiors to subordinates related to
tasks or work that must be done and there is a way how to do it. For example, direct orders,
task descriptions, manual procedures, and others.
2) Rational is a message conveyed in the form of rationalization or explanation of job
objectives and their relationship to organizational conditions. The assumptions of superiors
towards their subordinates can determine the quality and quantity of rational communication
built. For example, if the superior assumes that his subordinates are people or groups who
are highly motivated, productive, and innovative, then there is a tendency that more rational
messages are delivered. Conversely, if the superior assumes that his subordinates have no
initiative, work if forced, then rational communication tends to be given a little.
3) Ideology is a message that aims to seek support and enthusiasm from subordinates to
strengthen motivation and loyalty. Ideological messages are actually an extension of rational
messages, where rational messages emphasize the explanation of tasks and matters related to
organizational perspectives.
4) Information is a message conveyed with the aim of introducing subordinates to the vision
and mission of the organization, organizational regulations, organizational practices or
habits, benefits, and other data. Information messages have nothing to do with instruction
messages or rational messages. For example, a handbook made by subordinates.
5) Feedback is a message related to the accuracy of subordinates in carrying out tasks or work.
For example, there is a reward given if subordinates do satisfactory work and there is a
punishment if the results of the work are disappointing and get a lot of notes or criticism.
There are several factors that can affect downward communication, including openness,
trust in written messages, message overload, timing, and filtering. The important thing to
note is that the flow of communication from superiors to subordinates does not always run
effectively. There are several methods that can be done in carrying out downward
communication including oral, written and mixed methods. There are several characteristics
to determine which method is effective and appropriate to use, namely:
1) Availability or habit. Methods that are familiar to the organization can be selected and can
also be combined with other methods.
2) Cost. The method used does not require a large amount of money, usually related to routine
messages or information. However, if the information or message is urgent and costs money,
then cost tends not to be a major consideration.
3) Impact or effect. A method that has a greater effect or influence is likely to be chosen over
another method that has less effect or influence.
4) Relevance. Methods that are related to the purpose of delivering the message will tend to be
chosen. For example, memos can be used to provide short messages. Reports are used to
provide more detailed, in-depth and complex information.
5) Response or reaction. Methods that require a quick reaction or answer to information, then
oral and face-to-face methods are chosen, both in the form of meetings and interpersonal
communication. (6) Skills or skills. The method chosen is adjusted to the abilities possessed
by the communicator (messenger) and communicant (message recipient).
b. Upward Communication
The upward communication pattern relates to communication made by subordinates to
superiors. Upward communication is usually in the form of reporting on orders that have
been given. For example, in a company, subordinates report production levels, sales
performance, reactions to orders, and others. In addition to showing performance, upward
communication is also to convey ideas or innovations developed, as well as provide
information related to the responsibilities of subordinates. Such communication can reflect
the motivational conditions and reactions of subordinates to organizational policies. The
flow of information from the bottom up can help superiors to know a person's actions,
attitudes, opinions, and feelings. Organizations need to Provide a climate and reward or
incentive system that encourages effective upward communication. This is important to do
to see the tendency of subordinates who are afraid of being judged, afraid of not being
appreciated, just looking for face so that the information submitted is irrelevant. Superiors
also need to have an open attitude and be willing to share ideas, ideas, opinions or views
with subordinates to make a decision.
According to Pace & Faules (2005), the functions of upward communication include:
1) Leaders or superiors will know the readiness of employees or subordinates in receiving
information or messages, as well as leaders can prepare themselves to receive information
submitted by their subordinates.
2) Leaders or superiors will get information that is important in making decisions or policies.
3) Strengthening appreciation and respect, as well as loyalty of subordinates or employees to
the organization. This can happen because subordinates are given the opportunity to provide
suggestions, ideas, and ask questions.
4) Leaders or superiors can be aware of the emergence of conflicts or rumors that are below.
5) Leaders can evaluate the communication that has been carried out, whether subordinates or
employees understand it or not.
6) Subordinates or employees can overcome the obstacles faced in carrying out their duties,
responsibilities and work, and can strengthen their involvement in the organization.
Furthermore, according to Canary & McPhee (2011) there are several types of upward
communication, including:
1) Submission of problems and exceptions. Subordinates convey messages related to serious
problems, obstacles, or challenges faced and require exceptions so that superiors understand
the difficulties that occur.
2) Suggestions for improvement. Messages conveyed by subordinates are related to ideas for
improving task procedures to make them more efficient and improve the quality of
organizational members.
3) Performance reports. Messages delivered include periodic reports that inform the
leadership how the performance of each member/department in the organization has been
completed.
4) Complaints and disputes. Messages conveyed in the form of complaints or conflicts that
occur among organizational members or employees and need to be conveyed to the
leadership for hearing and resolution efforts.
5) Financial information. The messages conveyed relate to costs, receivables, investment
interest, levies, and other matters that can affect the pace of the organization.
Ideally, the organizational structure can provide equal space for downward
communication as well as upward communication. Effective organizational communication
should go both ways through the organizational hierarchy. However, unfortunately
communication from the bottom tends not to flow as freely as top-down communication.
Some barriers to ineffective upward communication according to Cheney et al. (2011):
1) Leaders fail to respond when organizational members provide information or raise issues.
Failure to respond will ultimately result in a lack of communication.
2) Leaders tend to be defensive, so organizational members will keep information secret.
3) The attitude of the leader plays an important role in upward communication flow. If leaders
truly listen, then upward communication will improve.
4) Physical barriers or leaders keeping their distance can hinder the flow of upward
communication.
5) A very long lag time between communication and action can hinder upward communication.
If an activity or decision takes months to be approved upward communication will be
hindered.
2. Horizontal or Lateral Communication:
Horizontal or lateral communication patterns refer to communication across
departments, fields, or divisions. According to Bartels et al. (2010), horizontal
communication is described as communication that occurs through conversations with
colleagues or other departments that have the same position in the organization. This
communication pattern does not have a superior and subordinate relationship as in upward
communication or downward communication. Communication conducted by those in
different departments is informal and is needed to support a conducive organizational
climate. This communication can be a medium or means that can be used by supervisors,
workers, and managers at the grassroots or lower levels to organize and coordinate their
activities or programs. For example, in a company, the production manager and marketing
manager must always be in touch with each other to know consumer expectations, market
share and associated with the level of production of goods. In the current era of network and
digital openness, lateral communication scenarios are not only limited to internal
organizational departments, but lateral communication is carried out with other
organizations. The functions of horizontal or lateral communication include: first, improving
communication and coordination related to the division of tasks. Second, as an effort to find
solutions and solve the problems faced. Third, as a way to share information, knowledge and
experience. Fourth, as an effort to resolve conflicts or disagreements that are happening,
either among members of the organization or others. Fifth, as a medium for fostering good
relationships through joint activities among members of the organization or employees as
well as those with equivalent positions.
D. FORMAL AND INFORMAL COMMUNICATION IN ORGANIZATIONS :
Regarding organizational communication, the larger the organization, the more complex
the communication process will be. Based on the message network, organizational
communication is divided into formal communication and informal communication.
1. Formal Communication:
Formal communication is communication that has become an agreement in an
organization and has a goal for the benefit of the organization. Forms of formal
communication in the form of how the organization works, how to increase productivity,
implement organizational rules. For example: in the form of policies, memos, official letters,
and so on. Upward communication, downward communication, and horizontal or lateral
communication follow the lines of communication that have been established in the
organization. Such lines of communication have been officially established in the
organization or called formal communication. The type of formal communication can be
written or oral depending on the relationship between the sender and receiver of the
message, the time available, the urgency of the message or issue, and so on.
The term organizational structure refers to a formally defined pattern of relationships
that exist between the various units or departments of an organization. An organizational
structure is described using a chart that can represent an organizational framework, an
outline of organizational planning, and formal communication patterns between the various
units or departments of the organization individuals in various departments within an
organization (Argyris, 2011; Ivancevich et al., 2011). Organizational structure charts can
also show lines of authority and relationships in communication, who gives orders and is
ordered, who reports accountability, with how the flow of effective communication so that
the organization can run well (Hill & Jones, 2011). So, formal communication is
communication that is built through official channels of job functions or hierarchical
organizational structures.
The types of formal communication include horizontal communication, diagonal
communication, vertical communication including upward communication and downward
communication (Gibson, 2002; Muhammad, 2005). The explanation related to these forms
of communication has been conveyed above. Here are the explanations and differences:
a. Horizontal communication occurs laterally or horizontally where communicators and
communicants have the same position, position, or position in an organization. The purpose
of horizontal communication is to provide information, coordinate, or in the form of support
or support. Horizontal communication can be used to facilitate coordination and time
efficiency, because the communicating parties have relatively the same level, experience and
knowledge, so that the formal structure does not take place rigidly and strictly.
b. Diagonal communication occurs in two parties who have different positions, positions, or
positions, different structural lines, and do not have direct authority over the other party.
Diagonal communication is important when organizational members are unable to
communicate effectively through other channels.
c. Vertical communication occurs from one level to a lower level or a higher level. This form
of communication occurs between superiors and subordinates in an organization. If this
communication runs effectively, it will be an important key to the success and continuity of
the organization. Vertical communication patterns, namely upward communication and
downward communication, have been described above.
2. Informal Communication:
Informal communication is done without regard to hierarchy or organizational structure.
Because informal communication is not planned in the organization, so there are no specific
lines or lines of communication. Informal communication occurs because of the desire of
individuals or members of the organization to communicate with others. Informal
communication is socially agreed communication or the result of social interaction in
organizational groups. The main purpose is more for individual members of the
organization. For example, communication in carrying out work and dynamic cooperation.
The functions of informal communication include providing confirmation, completing
additional information or explanation, recording information, conflicting information,
expanding messages, and sharing broader information.
Small groups within the organization can be formed and they not only communicate and
discuss personal issues, but can honestly express their views on issues faced in the
organization. Informal communication can be done during lunch hours or coffee breaks
during gatherings or social gatherings. If the organizational climate is healthy, this type of
informal communication will have a positive impact on the organization, as well as help
solve organizational problems quickly. Informal communication can also be used when
superiors want to convey something to subordinates by not using official channels. This
communication is also called "grapevine". It is important to note that there is a possibility of
rumors or gossip being spread in the organization through informal communication
channels. Informal communication is just as important as formal communication because it
can fill in communication gaps that cannot be done in formal communication.
E. COMMUNICATION NETWORK ORGANIZATION:
The organizational structure will greatly determine the communication network or
pattern in the organization. In a centrally controlled organization, communication will
generally center around people or parties who have important positions or positions only.
For example, in a company's production unit, the production manager will be a very
important person and all communication will flow to the leader (upward communication)
and to the supervisor (downward communication). Chain-type, Y-type, and wheel-type
communication are used in centralized or centralized organizations. While circle and star
communication patterns are used in decentralized organizations. According to (Masmuh,
2013), organizational communication patterns are a form of communication that can be used
by an organization where its members communicate with each other or exchange messages
or information. The following patterns are patterns of communication and information flow
used within the internal organization only. Various types of communication in
organizational communication networks can be divided into several forms or patterns of
communication (Devito, 2011; Robbins & Judge, 2013), namely:
1. Wheel Communication Pattern
Wheel-patterned organizational communication has a leader in the main position, and has
influence or control over the process of delivering messages or information. So that all
information in the organization must be submitted first to the leader or superior. Orders or
instructions, reports or accountability, and performance supervision are centered on leaders
or superiors with four or more subordinates, and there is no communication between
members or other subordinates. The wheel communication pattern is very common in some
organizations as it provides faster problem solving. However, this communication pattern
shows a lack of flexibility and indicates low job satisfaction of organizational members.
2. Inverted Y Communication Pattern
Y-pattern organization communication has a clear leader or supervisor. Each member can
deliver messages and receive messages from two other people. There are four levels in the
Y-pattern, one supervisor who has two subordinates and two superiors and can be in
different departments or divisions. So, this type of communication represents one person
who has two subordinates and they report to a designated leader.
3. Circle Communication Pattern
Circle-patterned organizational communication allows all members in the organization to
communicate with other members with two members on their side. Communication is
lateral. The circle pattern does not have a leader, everyone is in the same position. The circle
pattern shows interaction at each of the three levels of the structure, but there is no
interaction at higher structures. It can be illustrated how communication between fellow
organization members or employees with leaders or direct supervisors.
4. Chain Communication Pattern Organizational communication with a chain pattern is like a
circle pattern, which has no leader. There is something important in the chain pattern,
namely someone who is in the middle position has a role to play as a leader, compared to
other members. Furthermore, someone who is at the very end of the chain can communicate
with only one person. In the chain pattern there are five levels of structure and only
recognize upward communication and downward communication. The chain communication
pattern is used where information flows up and down the hierarchy. There is no lateral
communication. This type of communication is most appropriate for organizations where
reporting is tight and jobs are well defined. A lot of written or scripted communication
occurs in the form of orders, instructions, and so on.
5. Star or All Channel Communication Patterns
Star-patterned organizational communication or all-channel communication means that all
members of the organization have the same power or ability to influence other members. In
a star communication pattern, there is no leader but someone can take over leadership. The
star pattern allows all levels in the organizational structure to communicate and interact
without seeing the position of the central figure reciprocally. Each member of the
organization also has the freedom to communicate with various parties, including
communicating with the leadership. Vice versa, leaders can communicate directly and freely
with members or subordinates. So members of the organization can actively participate as
members optimally. In this process, organizational members have a greater level of
satisfaction. This is common in organizations that embrace the concept of decentralization.
Decentralization (non-centralized) is an authority or planning authority and decision-
making responsibility given to individuals or members of the organization. While the
opposite is centralization (centralized), namely the authority, authority, responsibility related
to planning and decision making lies with the leadership or top-level officials. The more the
organization uses the concept of centralization, the less the satisfaction of organizational
members or employees. Decentralized networks are suitable for organizations where work is
complex and members have to interact with various departments. While when the job tasks
of organizational members are relatively simple and routine in nature, centralized
communication (chain, Y-type, and wheel communication) can be recommended for
implementation.
On the other hand, there are advantages and disadvantages in the concept of
organizational decentralization. The advantages are greater efficiency, encouraging stronger
subordinate motivation, better decision-making input, leaders have greater control over
results, and decisions taken in accordance with conditions because subordinates or members
of the organization know better the needs and constraints faced. The weaknesses of the
decentralization concept are that the coordination and synergy of leaders and subordinates
are low so that conflicts can occur, leaders require greater effort to make decisions because
they get input or information that is not necessarily of quality, there is uncertainty because
decisions are made differently based on their respective considerations, and the costs
required are also more, such as to coordinate and resolve conflicts at the lower levels.
F. INTERNAL AND EXTERNAL COMMUNICATION IN ORGANIZATIONS :
Based on the recipient of the message, organizational communication consists of internal
and external communication. In general, internal communication means communication
within the organization. While External communication means communication that is
carried out and related to parties outside the organization.
1. Internal communication:
Internal communication is a communication or message delivery process carried out
between members of the organization for the main interests of the organization. According
to Lawrence D. Brennan in Effendy (2017), internal communication is an exchange of ideas
between leaders and members of the organization that can be carried out vertically or
horizontally within the organization that can complete a job (operation and management).
Based on the relationship or interaction in the organization, organizational communication
messages are divided into personal communication and group communication.
a. Personal Communication:
Personal communication is the process of delivering messages or exchanging
information between two people. This communication can be done face to face, which
allows for dialog and personal contact. In addition, it can also be done through media
(mediated communication) such as telephone, video call, and others. According to (Ruliana,
2014), effective communication is persuasive communication and personal contact that
allows the sender of the message to know, understand, and master the frame of reference, the
physical and psychological condition of the recipient of the message, the atmosphere of the
environment when communicating, and the direct response of the recipient of the message.
Forms of personal communication include: (1) Intimate communication means
communication and interaction between good friends or those with close emotional
relationships. The climate of communication interaction is determined by the closeness of
the relationship. (2) Social conversation means communication and interaction between a
person with a simple, light, and not deep discussion or conversation. This communication
can be done to develop relationships in the organization informally. (3) Examination or
interrogation means an interaction to demand or request information related to a matter to
another person who is under his control or control. (4) Interview or interview means
communication in the form of questions and answers to dig up information deeper
information related to a person, their activities and other things needed.
b. Group Communication
Group communication is communication or interaction carried out by someone with a
group of people in the organization. Group communication can be described in an
organization such as communication carried out in meetings or meetings, team
communication or work groups, communication in a division or department, and so on. In
group communication, individuals or group members can influence each other, get benefits
and also satisfaction in the group, there is interaction for a purpose, together take and share
roles in the group, and there is a strong group bond. In this context, group communication is
divided into two, namely small group communication and large group communication.
1) Small Group Communication
Small group communication according to Robert F. Bales in Effendy (2017) is a number of
people involved in communication or interaction in a face-to-face meeting and provides an
opportunity for each group member to be able to provide a response or response directly.
Individuals in small groups tend to be rational, so that every message conveyed will be
responded to critically. The purpose of this communication is to share information or to
solve problems, and group members can recognize the characteristics of each member
appropriately. There are several advantages in small group communication, namely direct
personal contact, direct response or feedback, and the atmosphere of the communication
environment can be known well. The disadvantages are that the frame of reference and the
physical and psychological condition of the recipient of the message may not be known
individually.
2) Large Group Communication Large group communication means communication or
interaction that occurs in a large number of people. Communication This can be described as
a memorandum or directive to a very large number of organizational members or employees.
Another example is publicity, news or broadcasting related to the organization. This
communication has limitations in the space for dialogue, giving direct responses or
feedback. Some of the characteristics of large group communication include: first, public
communication in organizations has a focus or orientation on the communicator or source of
the message, while the other two communications, namely personal communication and
small group communication, the orientation is that there is a relationship of interconnection
or reciprocity between communicators and communicants. Second, large group
communication in organizations involves communicants or recipients of messages with
large numbers. While personal communication involves only two people, and small group
communication between three or more group members. Third, direct interaction between
communicators and communicants in large group communication is lacking. Fourth, in large
group communication the language used is universal or generally applicable so that it can be
easily understood by communicants or recipients of messages.
2. External communication:
Communication carried out by organizational leaders with parties outside the
organization or the audience targeted by the organization. The purpose of external
communication is to create and maintain good will and mutual understanding between the
organization and the audience (Ruliana, 2014). Within the scope of a large organization or
company, external communication can be carried out by the public relations department
(public relations) which has the duty and authority to deal directly with related external
parties or with the community at large. Forms of external communication are divided into
two, namely:
a. Communication from organization to audience
Communication from the organization to outsiders or audiences is informative and builds
audience involvement or closeness to the organization. This communication will create two-
way communication. Informative forms of communication that It can be in the form of a
magazine published by the organization that provides information needed by the audience, it
can also be in the form of press releases, press conferences, leaflets, posters, brochures, and
so on.
b. Communication from audience to organization
Communication from outsiders or audiences to organizations usually occurs as a response or
feedback from audiences on the effects of programs, activities or communications that have
been carried out by the organization. Feedback from this audience is very important to be
able to determine that the organization is the center of attention and is needed for its
existence and role. This form of communication can be done directly (direct communication)
such as custumer gathering activities or custumer education. This activity can be used by the
organization to find out directly the response of customers or target audiences. In addition, it
can also be done indirectly (indirect communication), for example, customers (customers)
provide suggestions or criticisms and are put into a suggestion box or sent to an email that
has been provided by the organization or company.
G. SUMMARY MATERIAL:
Effective communication is essential for organizational development. Communication is
related to the exchange of facts, ideas, opinions, and feelings between members of the
organization. Organizational messages can be conveyed verbally or in writing. Verbal and
non-verbal messages are equally important in the organizational communication process.
Organizational structure can illustrate how the flow of communication in the organization.
Communication can be done vertically (from bottom to top, top to bottom), horizontally, or
diagonally. Formal or official communication is carried out by superiors to subordinates
strictly in accordance with the hierarchy of the organizational structure. Furthermore,
informal communication is carried out based on social interactions among members of the
organization. Communication has different network patterns, namely the chain pattern, Y
pattern, wheel pattern, circle pattern, and star pattern (all channels). While based on the
recipient of the message, Organizational communication is in the form of internal and
external communication. These forms of organizational communication must be well
understood by the leaders and members of the organization, so that the wheels of the
organization run well and organizational goals can be achieved. However, communication in
organizations does not always run smoothly because it is influenced by the motives,
attitudes, and sentiments of the sender and receiver of the message. In addition,
inappropriate timing of message delivery, wrong media or channel, incomplete information,
organizational structure and authority or responsibility can also be obstacles in
communication. Perceptions and motives play an important role in the interpretation of
communication messages. Members' cultural diversity, power positions, and credibility add
new dimensions to the effectiveness of organizational communication. Therefore, choosing
the form of communication used in the organization is a necessity that must be adjusted to
the needs and context.
TASKS AND EVALUATION:
1. Why does communication play an important role in organizations?
2. The key to effective communication in organizations is to use the principles of brevity,
clarity, and simplicity. Explain what these principles mean!
3. Explain what is meant by communication networks in organizations! Describe each pattern
or form!
4. Explain the different concepts of downward communication and upward communication!
Then, what factors affect both forms of communication? Explain!
5. Explain the different forms of organizational communication below and include examples!
