Regentropfen College of Applied Sciences, Kansoe
REGENTROPFEN COLLEGE OF APPLIED SCIENCES
DBA 124 Business Communication (2 Credit Hours)
G. A. AKURIBA , george.akuriba@recas-ghana.com 1
Regentropfen College of Applied Sciences, Kansoe
Topic:
Communication in Organizations
George Agana Akuriba
(MPhil)
G. A. AKURIBA , george.akuriba@recas-ghana.com 2
Outline
1. Recap
2. Concept & Types of Organizations
3. Functions of Communication in a Business
Organization
4. Increased Volume and Complexity of
Communication in Organizations
5. Organizational Structure & Lines of
Communication
6. Classification of Organizational Structures
7. Principles of Communication in Organizations
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Concept & Types of Organizations with Reference to the
Behavioral Theory
People function in society as individuals and in organized groups, such
as family, clan, school, community, professional associations, trade
unions, etc.
Organization, according to one of the meanings given in the Oxford
Dictionary, is an organized body of people; an organized system.
Just like an organism (a living being, an individual animal or plant), it is
an individual entity functioning as a unit. Examples: Microsoft, Coca-
Cola, ReCAS, the military, the air force, the navy, etc.
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Concept & Types of Organizations with Reference to the
Behavioral Theory
Just like an organ (a distinct part of an animal or plant body, adapted for
a particular function, i.e., digestive organs) in the larger body of human
society, every organization carries out a specific function – be it
educational, business, government or religious.
To make our analogy more vivid, individuals are like single cells in the
body of human society, whereas organizations are like organs with their
specific functions.
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Concept & Types of Organizations with Reference to the
Behavioral Theory
The Behavioral Theory identifies four levels of communication in the
human society, or four main types of communication networks:
o Intrapersonal
o Interpersonal
o Group interaction and
o Cultural.
Communication in organizations may occur on all four levels.
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Functions of Communication in a Business
Organization
The major functions of communication in a business organization
include communication for
Information - passing information between people working in the same
organization and between the organization and others
Control - communication (written, oral, or even nonverbal) is also used
as part of management control for the planning of operations,
evaluating performance, directing, etc.
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Functions of Communication in a Business
Organization
Motivation - The difficulty is for the managers to find a balance between
control and motivation and efficiency.
Too much control may reduce initiative and actually lead to a lower
productivity with less response to what the customer wants and more
emphasis on what the workers think the management wants
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Increased Volume and Complexity of
Communication in Organizations
We know how complex the process of communication is between two
parties
The complexity of internal communication systems and information flow
increases with the growth of the administrative and clerical functions
and the size of organizations.
In a small organization with perhaps only 6 or 7 staff, all in one room,
communication is simple and straightforward, with people talking face
to face to one another. There is no need to send innumerable memos*
or use the telephone.
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Increased Volume and Complexity of Communication
in Organizations
As soon as the organization expands, so does the communication system.
More written communication is needed, more specialized information is
needed, even the same information will need to be communicated in different
ways to different groups.
Advances in telecommunications technology have significantly expanded our
options for communicating, but they have not solved the communication
problem at work.
It has always been difficult to get the right information to the right people at
the right time – and it still is.
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Increased Volume and Complexity of Communication
in Organizations
In view of the large volume and increased complexity of communication
within organizations, the need arises to effectively select, control, and
direct the flow of vital information.
This is achieved with the help of formal organizational structure.
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Organizational Structure & Lines of Communication
Business organizations consist of people who work together to achieve
common goals (at least in theory! :). Organizations are the system by
which individuals cooperate, so that there can be specialization of
functions and skills for greater efficiency.
This specialization of functions forms the basis of organizational
structure. All organizations, as we know, have formal and informal
structure.
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Organizational Structure & Lines of Communication
The formal structure is deliberately developed to regulate and direct the
flow of information and to control other aspects of organizational
hierarchy and set-up.
In order to select, restrict, direct, and control the flow of communication
within the formal organization structure, the traditional organizations
employ the sequential model of communication that emphasizes up and
down hierarchal communication.
Most traditional organizations also have a policy of communication
(protocol) dictating the etiquette (formal standards/rules of correct and
polite behavior within the organization) designed to ensure effective
communication within the organization.
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Organizational Structure & Lines of Communication
Informal structures/networks, based on personal relationships, will not
appear on any organization chart, but can have as much or more impact
on the functioning of the organization as the formal communication
system.
For example, here are some of the positive aspects of the informal
network:
It may speed up the communication process: when an employee in one department needs
help to complete a task or solve a problem, members of the informal network in other
sections can use their authority or power to assist. This avoids the delay of “going through
the right channels.’’
It may create a conducive working atmosphere, again leading to higher productivity: If the
needs and goals of formal management coincide with those of the informal organization, in
other words, if staff are well motivated, then the atmosphere of trust between the
management and employees will lead to higher productivity.
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Organizational Structure & Lines of Communication
It helps to diffuse tensions: Job satisfaction is also related to social environment. The
informal network allows employees to ‘let off steam’ with other colleagues, thus diffusing
potentially destructive conflicts.
It provides feedback to the management: If management are sensitive to the ‘grapevine’
they can obtain information on how employees feel about the organization, the
management, and the work.
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AKURIBA, george.akuriba@recas-ghana.com
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Organizational Structure & Lines of Communication
Some of the possible negative effects of the informal organization:
It may cause conflict within the formal structure: when the goals of the informal
organization differ from those of the formal structure, conflict occurs. If the formal channels
of communication are ineffective, rumor and gossip („grapevine‟) spread like wild fire and
may disrupt the work process. Individual perceptions distort information. Rumor is the
unsupported or untrue part of the informal communication and is therefore of great
disadvantage to the organization.
The informal organization will tend to resist change: organizational restructuring
(downsizing, etc.) that are perceived to threaten the existing structure, will be opposed
effectively by a well formed informal organization.
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Organizational Structure & Lines of Communication
Every organization has a constantly changing informal communication
network that involves the link between individuals and groups outside
the formal lines of authority and communication.
To deal with it effectively, management should recognize its existence
and try to influence its direction.
It will do so by being aware of the rumors, replacing rumors with fact,
and creating conditions that support the goals of both groups.
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G.G.A.A.AKURIBA
AKURIBA, george.akuriba@recas-ghana.com
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Classification of Organizational Structures
Despite the wide diversity of organizational structures, we can classify
them according to the following criteria:
The extent of complexity
The level of formalization
The degree of centralization
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The extent of complexity
Organizational structures may be tall or flat, depending on the number
of levels of management.
Tall structures are typical of large public sector corporations; they are also still found in
some large companies. Tall structures are put in place when the management wants to
centralize all decision-making and retain control over the whole of the organization.
Flat structures exist in those organizations which have very few levels of management, so
that there may be only one or two levels in the hierarchy.
The number of levels, that is, whether the organization is tall or flat,
directly affects communication within an organization. The effectiveness
of communication will depend on how well managed the organization is,
and on the extent of horizontal links.
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The level of formalization
The more an organization determines the job specifications of its
employees, the more formalized it is. Low formalization in a job means
that the employee has a high degree of independence and discretion in
the job.
In other words, it means a high degree of control over work. Conversely,
high formalization means little control or independence, therefore little
power.
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G.G.A.A.AKURIBA
AKURIBA, george.akuriba@recas-ghana.com
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The degree of centralization
The communication effectiveness of an organization will also depend on
the extent of the centralization of decision-making in the company.
Organizations with tall structures tend to be highly centralized: all major
decisions there require the approval of top management.
This means that middle management is unable to make important
decisions and must therefore use memos, short reports, and
submissions to request a decision.
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Mechanistic Vs Organic Structures
Traditional organizations, operating in a more or less stable
environment, tend to be more structured and make greater use of
organizational charts, protocol, policies, and job descriptions.
Modern organizations, operating in a very dynamic environment, may
have no organizational charts, job descriptions, or standing plans; they
are highly flexible.
The structured organization is called mechanistic, and the flexible
structure, organic.
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AKURIBA, george.akuriba@recas-ghana.com
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Mechanistic Vs Organic Structures
Mechanistic structures:
are static, rigid, vertically oriented, pyramid shaped
use rules, policies, procedures
decision-making is limited to top management
authority is based on position
have elaborate control system and
rigid communication channels.
Mechanistic structures are best used when
goals are well known and long lasting
there is a stable, reasonably simple environment
technology is simple and well understood
work force appreciates routine, structure, and low levels of ambiguity.
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G.G.A.A.AKURIBA
AKURIBA, george.akuriba@recas-ghana.com
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Mechanistic Vs Organic Structures
Organic structures:
are fluid, dynamic, ever changing
horizontally oriented
flat
decision-making takes place at all levels
changing authority patterns
authority based on expertise
collaboration
informal routes of communication based on current needs.
They are best used when
tasks are uncertain
environment is complex and ever changing
technology is complex and constantly changing
workforce is creative and innovative. Regentropfen College of Applied Sciences, Kansoe
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Principles of Communication in Organization
1. Conciseness. Most business people are very busy (time is money!). The wordy
letter is usually put aside, for its very wordiness makes comprehension difficult.
2. Completeness. Your communication must contain all necessary information.
Having to request information that should have been included will probably
antagonize the recipient of the communication.
3. Courtesy.
4. Correctness. Everyone has a tendency to focus on errors. To many people,
errors in spelling, price quotations, sentence structure, and the like are a
reflection of organizational inefficiency.
5. Clarity. All ambiguity should be avoided.
6. Logical Organization. It is one of the keys to all effective communication.
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Principles of Communication in Organization
7. Attractiveness. All business communication should “look good”.
Appearance is also important in face-to-face communication.
8. Natural tone. The tone of business communication should be friendly,
natural, and sincere. Hackneyed, archaic, and obsolete words, phrases and
expressions should be avoided.
9. Tact. Controversial expressions that might antagonize or embarrass the
“receiver” should be avoided. At times it is necessary to convey unpleasant
ideas, but the choice of words used to accomplish that objective should
permit the “receiver” to save face and accept the idea.
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Principles of Communication in Organization
10. Positive tone. A positive tone almost invariably evokes a positive reaction. In
almost every situation, it is more desirable to make a positive statement. On rare
occasions you may wish to convey a negative idea or problem. However, you
should almost always follow immediately with an offer of a positive solution.
11. “Receiver” orientation. An effective communicator must be sensitive to the
reactions and anticipated responses of the “receiver(s)”.
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Assignments
Examine a company of your choice and answer the following:
a. Is this a tall structure or flat structure organization?
b. Briefly describe the extent of complexity in this organization
c. Describe two horizontal communication channels in this organization.
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END OF LECTURE
THANK YOU
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