ORGANIZATIONAL
COMMUNICATION
Week 1 (2)
IMPORTANCE
Management means organisation of capital, labour,
and material to achieve production and distribution of
particular goods or services. There has to be a
system through which the production and distribution
processes can be guided, coordinated, and
controlled to ensure that the management objectives
are achieved. Communication is the system by
which operations are led and coordinated and the
results fed back.
2
FUNCTIONS OF MANAGING
•
•
•
•
•
Forecasting determines organisational objectives and policies
Planning prepares programmes, procedures, and budgets
Organising sets the organisational structure
Instructing provides the bedrock of organisation performance
Coordinating ensures all efforts are directed towards the
organisational goals
• Controlling checks the results, receives feedback
3
THREE ADVANTAGES
FOR COMMUNICATION
IN MANAGEMENT
Creates a sense of
belonging
Resolves disputes
Develops sense of total
situation
4
CORPORATE
COMMUNICATION AND
CHANGES
Size of Organization
Big organisations are getting bigger and bigger either
through their own increased level of production or through
multinational collaborations.
New Developments in Information
Technology
It is an era of a new attitude towards knowledge and the value of
sharing it with others. Communication is now looked upon as a
source of empowerment of people.. It involves a new attitude
towards the value and use of good communication.
The concept of Human Capital
Employees are not just the source of labour. Their attitudes,
interest, and welfare constitute a major part of management
concern to achieve targeted goals and objectives.
Need to Learn Corporate Etiquette
Top corporate executives are increasingly being sensitised
about the importance of knowing how to conduct meetings,
seminars, presentations, and negotiations.
5
WHY MANAGEMRS NEED COMM SKILLS?
Interperson
al Roles
The interpersonal role
makes the manager act as
a figurehead leader, and
liaison officer.
Informational
Roles
The informational role makes
the manager monitor,
disseminator, and
spokesperson.
Decisional
Roles
In the decisional role the
manager functions as
entrepreneur, trouble
shooter, resource
allocator, and negotiator.
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COMMUNICATION STRUCTURE IN AN ORGANISATION
Vertical Communication
Horizontal Communication
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industrial organisations form
divisions on the basis of
different functions, such as
production, marketing,
finance, personnel and
training, and development.
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• They pass on information
upwards and downwards.
• They are also responsible for
carrying out follow up actions on
the required lines. In all large
organisations, the HRD/HRM or
personnel department manages
the circulation of information
among employees.
Become
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COMMUNICATION AND THE LINE AND STAFF
MANAGEMENT
Line and staff management (LSM) is a system
of management in large organisations
comprising line managers and staff managers.
Line managers are responsible for the main
activities of the company, such as
manufacturing, and sales, while staff
managers control the support and service
areas, such as accounting, distribution, and
personnel.
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FORMAL COMMUNICATION
Line
relationship
Line relationship is the line of
authority, which sets down the
path of communication, from boss
to subordinate and vice versa. All
official communication, orders and
instructions, move from seniors to
subordinates.
Functional
relationship
Functional relationship is the
communication that occurs when
departments inform work and
related organisational matters to
each other.
Staff
relationship
Staff relationship is the
communication that supports
line management, marketing,
and production. It does not
carry the executive authority
of line relationship.
9
INFORMAL
COMMUNICATION
Chat: The horizontal or lateral
relationship relates to communication
between peer-group managers from
different departments or with in the
same department, that carries out
different activities.
Grapevine: Employees accuse the
system of lacking in transparency.
They modify the formal methods of
communication by bringing in an
informal communication system,
known as the “grapevine”.
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MERITS OF INFORMAL COMMUNICATION
Uniting force
Speed
Creation of
Ideas
Good Personal
Relations
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LIMITATIONS OF INFORMAL COMMUNICATION
Rumours: Sometimes informal communication,
especially grapevine, can prove very provocative and
disastrous for the good relationship between
employees and management.
Inadequacy: Informal communication can
manage only a certain kind of organisational
information, which relates to non-functional
issues and matters.
Changing interpretations: By allowing
any issue or information to be spread through
the grapevine, one tends to distort and dilute
the issue.
12