COMMUNICATION NETWORKS

COMMUNICATION NETWORKS 

There are regular patterns of communication in an organisation. They are referred to as communication networks. These networks can be formal or informal. The formal network functions as a chain of command.
It enables the organisation to disseminate information throughout the organisation and also gather
information in the form of formal reports, letters, memos, announcements. In a healthy organisation
where there is exchange of ideas, information mainly flows in three directions: downward, upward and horizontal.

Downward communication occurs when decision makers such as top executives and directors or
CEOs pass down information related to organizational goals, mission, plans, or expectations from
employees or make any formal announcement. To avoid distortion of such communication it is essential for managers to use effective communication techniques (simple and appropriate language, clear instructions, brief points, no roundabout language) that remove ambiguities and misunderstandings.

Upward communication occurs when subordinates initiate discussions (seeking solutions, resolving
problems, raising an important issue, making the superiors aware of certain problems and issues ) with their superiors regarding their responsibilities. Face-to-face talk, emails, messages, memos and reports, and phone calls are used as channels for such communication. However, because of the hierarchical nature of the organisation there may be a perceptual difference regarding certain issues and a manager may not see eye-to-eye all the time with subordinates. As organisations recognize the potential and importance of information that comes from people on the floor, they encourage upward communication in the form of feedback or review meetings and have an ‘open door’ policy.

Horizontal communication occurs when employees working at the same level or peer group exchange
information. This works best within a congenial working environment when there can be free flow of
ideas, best practices are shared and colleagues are supportive of each other. An organisation can
benefit from such lateral communication when the people involved in them use it for productive purposes to exchange views, get feedback, ask for help or share knowledge. However, professional rivalry, ego problems or inability to use such channels appropriately may act as barriers to such communication.