#14 Communication in Organization

Communication in
Organization
Communication in Organization
-It focus on the role of communication while managing changes in
business organizations. It appreciates the need for communication
during organizational change. The strategies to make employees
educate and understand the need for change is also described.
Organizational Communication Kreps (1990) defined organizational

communication as the process whereby members gather pertinent
information about their organization and the changes occurring within
it.
Internal communication represents the communication and
interactions between the employees and members of an organization.
It specifies that communication is the central process through which
employees exchange information, create relationship, and build
meaning, values, and an organizational culture.
Generally organizational communication has two objectives:
-The primary objective is to inform the workforce about their tasks and
the policy issues of the organization. (De Ridder, 2003; Francis, 1989)
-The second goal of organizational communication is to construct a
community within the organization. (Francis, 1989; Postmes et al.,
2001; De Ridder, 2003)
Based on Lewin’s change model (1951), Klein has identified the
objectives and communication needs for each stage of the change
process.
Communicating during the ‘unfreezing stage’: During this stage, the

primary communication objective is to prepare employees and the
organization for the change. This step is also identified as “readying”
the organization. Resistance will increase at the same rate with how big
the change is and how much it affects the organization.
Communicating during the ‘move stage’: When change is being
implemented, there is a lot of organizational activity. Because most of
the employees are not directly involved in the change process and do
not know exactly what is happening, the level of uncertainty raises and
rumors appear. Thus, communication in this stage is very important and
has the following objectives: to provide those not involved in the
change implementation with detailed and accurate information of what
is happening; to provide those involved in the process with information
about their roles in the change process, as well as information about
how the change will affect them, and their new roles and
responsibilities; and to dismiss all the misinformation that is circulating
through the organization.
Communicating during the ‘refreezing stage’: The primary objective
during this stage is to build structures and processes that support the
new ways. The communication should be centered on answering
employees’ questions regarding efficiency, rewards, control and
relationship roles. In this stage, the responsibility of communicating
with employees shifts from the CEO and management, down the
hierarchy to supervisory management.
Objectives of Change Communication
Change communication should focus on addressing the issues of
employees and provide a humane touch.
Tackle Queries of Employees: Communication must address the
information of employees, the management of changes and the
motivation of employees
Generate Community Spirit: Organizational communication is
considered as an important antecedent of the self-categorization
process, which helps to define the identity of a group and to generate a
community spirit, which fits into organizational requirements.
Build Trust: is that trust results in distinctive effects such as more
positive attitudes, higher levels of cooperation, and superior levels of
performance.
Motivate Employees: Motivation is the influence or drive that causes
us to behave in a specific manner and has been described as consisting
of energy, direction, and sustainability.
Employee Commitment: The effectiveness and commitment of
employees depends largely on their knowledge and their
understanding of the strategic issues of the company (Tucker et al.,
1996). Communication needs to be well managed so that at any time
during the change process confusion is avoided through clear, accurate
and honest messages, by using a variety of media with high coverage
and impact.
Employee Participation: A study by Parker et al. (1997) showed that
employee participation was associated with higher job satisfaction and
better well-being individuals tend to report higher job satisfaction.
Reduce Uncertainly: Effective change communication can be viewed as
a way to manage uncertainty (DiFonzo & Bordia, 1998). Uncertainty of
employees during change processes will reflect on the implications for
the individual employee, or the environment that employee is doing his
or her work in.
Job Security: Organizations can take measures to prevent the most
negative impact of job insecurity from occurring by, by providing
accurate information and enhancing communication, supplying
retraining for alternative employment, and training their employees in
how to cope with the stress created by job insecurity.
Add Feedback: Appropriate communications provide employees with
feedback and reinforcement during the change which enables them to
make better decisions and prepares them for the advantages and
disadvantages of change.
FUNCTIONS OF COMMUNICATION IN ORGANIZATIONS
Informative
Regulative
Integrative
Management
Persuasive
Socialization
ORGANIZATIONAL COMMUNICATION NETWORKS
Formal network is communication that follows the hierarchical
structure of the organization, or the "chain of command." It follows the
formal, established, official lines of contact. In other words/ it follows
the prescribed path of the hierarchical chart and tends to be explicit in
terms of "who should be talking to whom and about what."
Informal network involves communication that follows the "grapevine."

It carries the "scuttlebutt," the rumors. It is the unofficial network. This
is the type of communication that does not follow the hierarchical path
or chain of command. It tells you "who is really talking to whom and
about what."
FORMAL COMMUNICATION FLOW AND IMPACT
Communication flows in two directions in the organization: vertically
and horizontally.
Vertical communication is concerned with communication between
employees at different hierarchical levels in the organization. It focuses
on downward and upward communication between managers and
employees.
Downward Communication - The first type of vertical communication
is downward communication, that which flows from upper
management down to the employees at lower ranks.
Upward Communication - Although upward communication is
initiated by those at the lower levels of the organization, it can be
successful only if those at the higher levels are willing to allow the
communication to be effective.
Horizontal communication is concerned with communication between
employees at the same level in the organization. It focuses on
communication between peers, people ,at equal or very nearly equal
levels in the organization.

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Communication in

Organizational Communication Kreps (1990) defined organizational

Communicating during the ‘unfreezing stage’: During this stage, the

Informal network involves communication that follows the "grapevine."

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