Organisational Communication Portfolio Examination

This paper will examine the role that organisational communication plays in the day to day operations of a business. Further on, different types of network channels will be reviewed so as to determine the various ways in which information flows. Besides this, the concept of conflict will be dissected to identify the forms of its occurrences. Additionally, the notion of communication technology will be assessed in terms of how it has transformed the face of business. Moreover, different managerial approaches will be evaluated in terms of their validity in the work place and an interesting perspective will be shared on what forces situations or circumstances to change in an establishment. The paper will end of with an analysis on the types of researches that can be used by corporations in identifying what happens in and around it. 2 ORGANISATIONAL COMMUNICATION This is defined as an integrated process to exchange and interpret all messages by encouraging purposeful , data driven dialogue with an aim of creating and nourishing long-term profitable relationships with stakeholders in support of the corporate brand of the organisation Nieman (2005:30). Communication therefore serves a pivotal role in ensuring that policies are adhered to and ultimate goals are achieved through the process of sending and receiving messages. An example would be communication between a manager and his / her subordinates or communication between the line managers so as to assign tasks and elaborate what is expected of every employee in the firm. 2.1 Communication networks and the direction of communication These show the direction and patterns in which communication flows Barker (2013:76)The networks can be divided into seven as follows; external, internal, formal, informal, upward, downward and lateral or (horizontal networks). All these will be discussed below. 6 2.1.1 External networks Barker (2013:77) describes these channels as being responsible for carrying information from within an organisation to the outside world or vice – versa. This can be illustrated by an organisation that is hiring and places an advert in the newspaper. 2.1.2 Internal networks This is the carrying of information within an organisation along interdepartmental routes Barker (2013:77) This can also be described as the interaction that occurs within an organisation for example , when a departmental head meets with the line managers to discuss on how they can motivate their employees. 2.2.3 Formal Networks These are official or written channels whereby communication is exchanged and this can include personal instructions, interviews, letters and annual reports as well as legal and commercial notices. Barker (2013:77). 2.2.4 Informal networks Barker (2013:77) describes informal networks as the exchange of unofficial and unstructured information, This can be illustrated by a conversation between employees during tea time and it may be work related or personal. It is usually known as the grapevine or the rumour mill. 2.2.5 Upward networks This is the flow of information from the subordinates to the upper management of the organisation Barker (2013:77). It is important for providing feedback that can be used for the development of an organisation, as well as to strengthen the levels of trust between the employees and the management. Examples include the use of suggestion boxes by employees or employee surveys. 2.2.6 Downward Networks According to Barker (2013:77), downward networks are used by managers as a bridge to communicate with employees that report to them. An example would be when a manager sends a message to inform employees of their duties in the organisation. Messages carried by such a network provide instructions and training as well as rationale on the direction and evaluation of company policies and work performances. 2.2.7 Lateral (or horizontal) networks This is the flow of information between employees at the same hierarchical level or rank. It involves the coordination of information that enables people who are on the same level in an organisation to cooperate or collaborate and resolve conflicts Barker (2013:77) an example would be when a production manager consults the marketing manager on improving their service delivery. In this instance both, managers carry the same powers and ranking order 3 NETWORKS AS CHANNELS OF COMMUNICATION According to Neher (1997) networks are stable patterns of relationships whereby communication flows through a number of contacts, connecting different points together. There are five types of networks that can be distinguished in an organisation and are as follows; chain networks, y- networks, wheel networks, circle and the all channel networks. 3.1 Chain network This is part of the formal communication system whereby communication is downward and one way. In addition to this it also moves through several levels of command in the organisation to different receivers and it is further stated as being task –oriented and is without any alterations in the meaning of words. The network roles included in this network consists of members and gate keepers Barker (2013:79).Usually when those in the top management wish to send instructions, such a network can be used. Each person will be able to interact with the one who is directly on top or below when it comes to the report chain. 7