Communication is essential for media organizations as it allows for the sharing of ideas and coordination between individuals and departments. There are various types of communication including interpersonal communication between small groups and mass communication that reaches large audiences. Media organizations utilize both formal communication channels as well as informal grapevine networks to share information both vertically between management and staff, and horizontally across departments. Barriers like complex language, distractions, biases, and information overload can impede effective communication, so organizations should promote clarity, attentiveness, and manage information flows.
Communication is essential for media organizations as it allows for the sharing of ideas and coordination between individuals and departments. There are various types of communication including interpersonal communication between small groups and mass communication that reaches large audiences. Media organizations utilize both formal communication channels as well as informal grapevine networks to share information both vertically between management and staff, and horizontally across departments. Barriers like complex language, distractions, biases, and information overload can impede effective communication, so organizations should promote clarity, attentiveness, and manage information flows.
Communication is essential for media organizations as it allows for the sharing of ideas and coordination between individuals and departments. There are various types of communication including interpersonal communication between small groups and mass communication that reaches large audiences. Media organizations utilize both formal communication channels as well as informal grapevine networks to share information both vertically between management and staff, and horizontally across departments. Barriers like complex language, distractions, biases, and information overload can impede effective communication, so organizations should promote clarity, attentiveness, and manage information flows.
Communication is essential for media organizations as it allows for the sharing of ideas and coordination between individuals and departments. There are various types of communication including interpersonal communication between small groups and mass communication that reaches large audiences. Media organizations utilize both formal communication channels as well as informal grapevine networks to share information both vertically between management and staff, and horizontally across departments. Barriers like complex language, distractions, biases, and information overload can impede effective communication, so organizations should promote clarity, attentiveness, and manage information flows.
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Communication
Process in Media Organisations Communication Process in Media Organisations • Communication is the live-wire of every organisation. This is because management involves organising, directing, controlling and planning, all of which are communication driven. • The word “communication” is derived from Latin word “communicare”, which means “to make common”. Communication means exchange or sharing of ideas. It is the sending of signals across to person(s) and the purpose is usually to elicit some response(s) from such person(s). Communication Process in Media Organisations • Communication is the vital link that influences both individual motivation and group behaviour in an organisation. There are different types of communication: • 1. Intra-personal communication: This is communication that goes on within or inside an individual. It is communication with oneself, e.g. singing while working or relaxing. Communication Process in Media Organisations
• 2. Interpersonal communication: This is the type of
communication that takes place between or among two or more persons. It is mostly in a face-to-face situation, e.g. communication between mother and child, between a lecturer and his students, etc. Interpersonal Communication can be grouped into three: • a. Dyadic communication: This is a communication between two persons. In this case is usually a high degree of privacy and intimacy e.g. a confessional before a priest, bedroom talks, etc. Communication Process in Media Organisations
• b. Micro-group communication: This is interpersonal
communication that takes place among a small number of people, e.g. communication in a boardroom meeting, or a round table discussion.
• c. Macro-group communication: This is interpersonal
communication that takes place among a large group such as in an evangelical crusade or in a political rally. Communication Process in Media Organisations
• 3. Mass communication: In this type of
communication, messages are transmitted to a large, scattered, heterogeneous audience that cuts across different races, sex, religion and cultural background simultaneously. In other words, it is the type of communication that goes to audience that the speaker or communicator does not see. This type of communication is made possible by some products of science and technology, commonly referred to as mass media (plural), mass medium (singular). Communication Process in Media Organisations • There are several forms of communication open to a media organisation today. The major ones include: • (a) Oral communication: Oral communication takes place formally or informally. It could be face-to-face discussions between or among staff. It could also include interviews, discussions at editorial board meetings, conversations with advertisers, suppliers, etc. One of the main advantages of oral communication is the opportunity for spontaneous feedback. Its major weakness is that it is not documented. Communication Process in Media Organisations • (b) Written communication: Written communication is commonly used in every organisation, including the media. It is perhaps the most effective and official means of communication in organisations. It manifests through memos, notice boards, queries, handbooks, stylebooks, etc. • This form of communication has the advantage of permanence, it can be reproduced, it reduces the cases of denial, it confirms offers made, or business transactions done verbally, the major limitation is that literacy is is a prerequisite. Also, this type of communication could be used against someone in a case of litigations. Communication Process in Media Organisations • (c) Mediated communication: These are communications communicated with the use of machines or computer-mediated gadgets such as cell-phones, computer emails, the Internet, etc. They are fast, cheap, but heavily rely on power which may not be always available in this part of the world. Communication Process in Media Organisations • Communication Flow within an Organisation • According to Watson, J. and Hill, A. (1984), “Every organisation has two well-established communication systems – the formal and the informal.” They also identify a third pattern of communication flow which, though not well- established, is recognised to operate alongside the two. It is known as semi-formal flow. Communication Process in Media Organisations • Formal communication systems: These are the legitimate routes through which information flows in organisations. It is the official recognised channels through which information is disseminated in organisations. • Informal communication: These are the unofficial means through which information are shared in an organisation. These unofficial means include rumours, grapevines, gossips, etc. Communication Process in Media Organisations • Apart from formal and informal communication systems, there are four basic types of communication flows within an organisation. These typologies are inherent in the formal and informal communication systems earlier discussed. They are: • Downward communication: This refers to orders, directives and policy statements which are passed down the ladder of an organisational hierarchy from officials at the top echelon to workers at the lowest rung of the ladder. This typology is usually emphasised by the traditional approach to administration, because it is assumed that the top management in a position to make decisions that are in the best interest of the workers. Communication Process in Media Organisations • Upward flow: This is the opposite of downward communication. It is bottom-up or subordinate to superior communication. This pattern of communication flow gives subordinates the opportunity to send messages about their attitudes, reactions or feelings to the upper level managers. This flow of communication exemplifies industrial democracy since it provides journalists and other professionals the opportunity of two-way communication. Communication Process in Media Organisations • Lateral flow: This is otherwise known as horizontal communication. This is communication flow between employees on the same hierarchical level in an organisation. It serves as a means of coordinating activities among the various departments performing different tasks, but nevertheless working towards the same goal. • Lateral communication also allows for information sharing and conflict resolution, among employees in different departments. Communication Process in Media Organisations • Barriers to Effective Communication in media organisations • In communication, noise is regarded as anything that impedes free flow of information for understanding and clear hearing. Sambe (2005:18) identifies the following as noise and barriers to effective communication in contemporary media organisations. Communication Process in Media Organisations
• a. Complex language use: Communication between the
source and the receiver may be impeded if the use of language comes with poor pronunciations, complex words and if sentences are not simple and clear enough. • b. Flickering images: Flickering images on television, scratching sound from radio and poor print in magazines, newspapers, books and other publications may impede clear communication and prevent not only attentiveness but lack of understanding and interest. Communication Process in Media Organisations
• c. Inattentiveness due to psychological state: This
arises from emotional instability and mental attitude and could be detrimental to effective information flow. • d. Differences in the states of minds of the sender and the receiver: Sometimes the sender of a communication is not on the same frame of reference with the receiver. Therefore, a breakdown in communication may occur. Communication Process in Media Organisations e. Selectivity and bias: People tend to hear what they want to hear in contrast to what has really been said. Sadly, most people are not aware of their individual biases until these are brought to their attention. Individual bias and selectivity is influenced by culture, social situations and individual value systems. • f. General noise: It arises from industrial machines, vehicles crowd and other physical sources like commotions in the newsroom. Communication Process in Media Organisations
• g. Differences in status: Subordinates tend to read
more meaning into information passed to them by their superiors, while superiors may not handle information passed to them by subordinates in this manner. Furthermore, for fear of criticism subordinates may not want to pass their information to superiors. The open door policy is often advised to overcome such barriers. Communication Process in Media Organisations
• h. Emotional overtones: Fear and other emotional
overtones can distort the message or prevent the passing of correct information. For instance, information that can upset someone is usually concealed or twisted to lighten its effect, for angry people do not listen properly. Thus, issues are better sorted out in a cordial atmosphere. • i. Information overload: Excess information creates disjunctions. The release of too much information should therefore be carefully weighed. Communication Process in Media Organisations • Tips for enhancing communication in media organisations: • ‘Ten Commandments” of good communication given by the American Management Association (AMA) as cited in Sambe (2005). They are: • i. clarify your ideas before communication • ii. examine the true purpose of every communication • iii. consider the human and physical settings when you communicate • iv. be mindful of the basic content as well as the undertones of your communication Communication Process in Media Organisations • v. consult with others in planning communication; • vi. take the opportunity any time it arises to convey something of help or value to the receiver • vii. follow up your communication • viii. communicate for tomorrow as well as today • ix. be sure your actions support your communication • x. speak not only to be understood but, also understand how to be a good listener.
