ORGANIZATION

IT IS A COLLECTION OF PEOPLE
WHO WORK TOGETHER TO
ATTAIN SPECIFIED OBJECTIVES.
 ORGANIZATIONAL COMMUNICATION

• THE FOCUS IS ON THE ROLE THAT COMMUNICATION

PLAYS IN ORGANIZATIONAL CONTEXT

• FOR AN ORGANIZATION TO BE SUCCESSFUL, A SYSTEM

OF COMMUNICATION SHOULD BE PUT IN PLACE
TWO TYPES OF ORGANIZATIONAL
STRUCTURE

•FORMAL
•INFORMAL
 INFORMAL COMMUNICATION
 COMES FROM UNOFFICIAL CHANNELS OF MESSAGE FLOW
 ALSO KNOWS AS “GRAPEVINE”, MESSAGES COMING FROM
THE DIFFERENT LEVELS OF THE ORGANIZATION ARE
TRANSMITTED
 THIS OCCURS DUE TO THE DISSATISFACTION OF SOME
EMPLOYEES ACCOMPANIED BY UNCERTAINTY, SUCH AS
SUPERIORS PLAYING REGULATIONS.
 FORMAL COMMUNICATION
• ALLOWS COMMUNICATION TO TAKE PLACE VIA
DESIGNATED CHANNELS O MESSAGE FLOW
BETWEEN POSITIONS IN THE ORGANIZATION
 FOUR APPROACHES
1. DOWNWARD COMMUNICATION
IS THE TYPE THAT FLOWS FROM UPPER TO LOWER
POSITIONS, I.E., PRESIDENT TO A MANAGER OR
SUPERVISOR, A MANAGER TO AN ORDINARY STAFFTHE
FLOW OF COMMUNICATION IS TOP-DOWN
OR FROM A SUPERIOR TO A SUBORDINATE, USUALLY
ASKING CERTAIN INDIVIDUALS TO PERFORM A CERTAIN
TASK.
• THE FIXED ORGANIZATION STRUCTURE OF APPLE COMPANY
ALLOWS IT TO USE THE DOWNWARD STREAM OF
COMMUNICATION TECHNIQUE. IN ESSENCE, THE COMMUNICATION
FLOWS FROM THE CEO TO THE SVP, THEN TO THE VP, AND
EVENTUALLY IT REACHES THE DEPARTMENTAL HEADS AND OTHER
JUNIOR EMPLOYEES. CEOS SUCH AS STEVE JOBS AND TIM COOK
EMPLOYED DOWNWARD FLOW METHOD OF COMMUNICATION TO
CONVEY WORK-RELATED INFORMATION INCLUDING EMPLOYEES’
PERFORMANCE FEEDBACK, JOB INSTRUCTIONS, AS WELL AS THE
ORGANIZATION’S VISION AND MISSION
2. UPWARD
COMMUNICATION
MESSAGE TRANSMISSION
IS BOTTOM-UP IN WHICH
SUBORDINATES SEND
COMMUNICATION TO
THEIR SUPERIOR/BOSSES
BEARING THEIR
VIEWS/FEEDBACK ON
ORGANIZATIONAL
POLICIES, AND ISSUES
RELATED TO THEIR JOBS
EX. MARKETING,
REPORTERS
3. HORIZONTAL COMMUNICATION
IS LATERAL IN APPROACH AS IT TAKE PLACE AMONG PEOPLE BELONGING TO
THE SAME LEVEL BUT COMING FROM DIFFERENT DEPARTMENTS OR UNITS TO
FACILITATE PERFORMANCE OR TASKS THROUGH PROPER COORDINATION.
4. CROSSWISE
COMMUNICATION
IS DIAGONAL IN
NATURE AS
EMPLOYEES FROM
DIFFERENT UNITS OR
DEPARTMENTS
WORKING AT
VARIOUS LEVELS
COMMUNICATE WITH
EACH OTHER.
EX. TEACHERS
 ORGANIZATIONAL CULTURE
 DICTATE THE KIND OF BEHAVIOR THAT EMPLOYEES
SHOULD POSSESS AS WELL AS THE EXTENT OF
COMMITMENT EXPECTED FROM THEM BY THE
ORGANIZATION
 THEY SHARE ALL IN THE VALUES, PRACTICES, VISION, AND
MISSION OF THE ORGANIZATION.
NIKE
• TURNS OUT, IT’S NOT JUST NIKE’S FAMOUS LOGO THAT GETS PEOPLE TO ‘JUST
DO IT’, IT’S THEIR CHARMING WORK CULTURE TOO. PEOPLE LIVE THEIR
COMPANY’S MAXIMS SUCH AS ‘BE A SPONGE’, AND ‘IF YOU HAVE A BODY,
YOU’RE AN ATHLETE’, UNPROMPTED AND WILLINGLY.
• WHAT SETS THEM APART: NIKE HAS AN AMAZING WORK CULTURE THAT ITS
EMPLOYEES SWEAR BY. THE CULTURE – FUN, EMPLOYEE PERKS AND HIGH ENERGY
ARE JUST THE TIP OF THE REASONS THAT MAKE THEIR CONTAGIOUSLY ENERGETIC
WORK CULTURE. NIKE’S ORGANIZATIONAL CULTURE DEFINTION IS CENTERED ON
CREATIVITY AND INNOVATION TO PROVIDE PRODUCTS THAT ARE CUTTING-EDGE
AND STAYS THAT WAY.
• TAKEAWAY: THE PEOPLE YOU WORK WITH MAKE THE JOB WORTHWHILE. BUILD A
BRAND THAT YOUR EMPLOYEES WILL BE PROUD TO CALL THEIR OWN. IT PAYS TO
THINK ABOUT CULTURAL PRACTICES CRITICALLY AND RIGOROUSLY.