Organisational Communication Flows
Information can flow in four directions in an organisation: downward, upward, horizontally,
and diagonally. The size, nature, and structure of the organisation dictate which direction most
of the information flows. In more established and traditional organisations, much of the
communication flows in a vertical—downward and upward—direction. In informal firms, such
as tech start-ups, information tends to flow horizontally and diagonally. This is a function of
the almost flat organisational hierarchy and the need for collaboration. Unofficial
communications, such as those carried in the company grapevine, appear in both organisations.
Downward Communication Flows
Downward communication is when company leaders and managers share information with
lower-level employees. Unless requested as part of the message, the senders don’t usually
expect (or particularly want) to get a response. An example may be an announcement of a new
CEO or a notice of a merger with a former competitor. Other forms of high-level downward
communication include speeches, blogs, podcasts, and videos. The most common types of
downward communication are everyday directives of department managers or line managers
to employees. These can even be in the form of instruction manuals or company handbooks.
Downward communication delivers information that helps to update the workforce about key
organisational changes, new goals, or strategies; provides performance feedback at the
organisational level; coordinates initiatives; presents an official policy (public relations); or
improves worker morale or consumer relations.
Upward Communication Flows
Information moving from lower-level employees to high-level employees is upward
communication (also sometimes called vertical communication). For example, upward
communication occurs when workers report to a supervisor or team leaders report to a
department manager. Items typically communicated upward include progress reports, project
proposals, budget estimates, grievances and complaints, suggestions for improvements, and
schedule concerns. Sometimes, downward communication prompts an upward response, such
as when a manager asks for a recommendation for a replacement part or an estimate of when a
project will be completed.
An important goal of many managers today is to encourage spontaneous or voluntary upward
communication from employees without the need to ask first. Some companies go so far as to
organise contests and provide prizes for the most innovative and creative solutions and
suggestions. Before employees feel comfortable making these kinds of suggestions, however,
they must trust that management will recognise their contributions and not unintentionally
undermine or ignore their efforts. Some organisations have even installed “whistleblower”
hotlines that will let employees report dangerous, unethical, or illegal activities anonymously
to avoid possible retaliation by higher-ups in the company.
Horizontal and Diagonal Communication Flows
Horizontal communication involves exchanging information across departments at the same
organisational level (i.e., peer-to-peer communication). The purpose of most horizontal
communication is to request support or coordinate activities. People at the same level in the
organisation can work on problems or issues on an informal and as-needed basis. The manager
of the production department can work with the purchasing manager to accelerate or delay the
shipment of materials. The finance and inventory managers can be looped in so that the
organisation can benefit from the coordination. Communication between two employees who
report to the same manager is also an example of horizontal communication. Some problems
with horizontal communication can arise if one manager is unwilling or unmotivated to share
information or sees efforts to work communally as threatening his position (territorial
behaviour). In a case like that, the manager at the next level up will need to communicate
downward to reinforce the company’s values of cooperation.
Diagonal communication is cross-functional communication between employees at different
levels of the organisation. For example, suppose the vice president of sales sends an e-mail to
the vice president of manufacturing asking when a product will be available for shipping. In
that case, this is an example of horizontal communication. But if a sales representative e-mails
the vice president of marketing, then diagonal communication has occurred. Whenever
communication goes from one department to another department, the sender’s manager should
be part of the loop. A manager may be embarrassed and appear incompetent if he isn’t aware
of everything happening in his department. Trust may be lost, and careers may be damaged by
not paying attention to crucial communication protocols.
