Communication Within the Organization
Communication Within the Organization – Communication is that the process of transferring understanding within the sort of ideas or information from someone to a different person.
The transfer of understanding involves more than just words used in the conversation, but also facial expressions, intonations, vocal breakpoints and so on.
Effective displacement requires not only data transmission, but that someone sends out the news and receives it heavily depending on certain skills (reading, writing, listening, speaking etc.) to make successful information exchange.
- The sender or source of the news, initiates communication. In a shipper organization can be a person with information, a need, or a desire and with the intention of communicating to one or more other people.
- The receiver is a person whose sensing message receives messages from the sender, can consist of one person or a lot of numbers.
- The message, the information that has been encoded is sent by the sender to the recipient.
- Encoding is the translation of information into a series of symbols for communication.
- Interpretation (decoding), interachievements and translation of a message into meaningful information.
- Interference (noise), anything that is confusing, disruptive, or overdoes communication.
- Channel (channel), a formal communication medium between a sender and a recipient.
According to Raymond V. Lesikar, there are four factors affecting the effectiveness of organizational communication, namely:
- Formal Communication Channels
- Affects the effectiveness of communication in two ways:
- Formal channel coverage is expanding according to the development and growth of the organization.
- Formal communication channels can impede the flow of information between organizations.
- The structure of organizational authority, difference in power and status in the Organization will determine the parties that communicate with the person and the content and accuracy of communication.
- Department specializations, members of the same working group will be more likely to communicate with the same terms, objectives, assignments, time and style.
- Ownership of information. Unique information and knowledge owned by certain individuals concerns their work.
Communication channels in the organization
- Communication down (downward communication), starting from the top management then flows downward through the management levels to the employee of the line. Its purpose is to provide direction, information, instruction, advice and assessment to subordinates and to give organizational members information about the organization’s purpose and discretion.
- Communication to the top (Upword communication): Supplies information to the level of management on what is happening at the lower level. This type of communication includes periodic reports, explanations, ideas and requests to be given decisions.
Lateral and Informal Communications
- Lateral communication (side-communication). Usually following a current pattern of employment in an organization, occurring between the members of the Working Group, between one working group and another working group, between different members of the department, and between the employee of the line and staff. The goal is to coordinate between departments and solve problems.
- Informal communication. Communication within an organization that is not officially approved. One of the forms is the chain of rumors (grapevine chains). Rumors in an organization consist of several informal communication networks overlapping and intersecting at some point, meaning some people have a lot of information likely to be part of the informal network.
Diagonal communication is a communication that cuts through diagonally crossing the organization’s command chain.
Communication barriers in organizations
- Hierarchy level. When organizations grow, the structure develops will cause various issues of news communication to be reduced in accuracy because it has to go through several levels of the organization.
- Managerial authority. Many employers feel that they cannot fully accept a variety of problems, conditions or outcomes that can make them appear weak. Many subordinates avoid situations where they should disclose information that could threaten their position.
- Specialties. The difference in functions, interests, and job terms can make people feel that they live in a different world.
- Interpersonal barriers
- Selective perception
- Communicator Status
- State of self-defense
- Weak hearing
- Improper language
Managers play an important role in the communication process. One of the effective efforts in communication is the use of feedback.
This two-way communication allows the communication process to run more effectively. Managers can do at least two things to encourage feedback and use them effectively. Managers can create environments that drive feedback, and get feedback through their own activities.
The way managers communicate with their subordinates can determine the number of feedback they’ll receive. In addition, the type of communication used and the communication environment are important in determining what kind of feedback it will get.