internal organization communication

Communication Processes, Networks and Channels

Internal communication is a complex and dynamic process, but early models focused on a one-way transmission of messages. The Shannon-Weaver Model (1949), concerned with technology and information distribution, is a classic example. In this S-M-C-R model, an information source [S] encoded a message [M] and delivered it through a selected channel [C] to a designated receiver [R], who decoded it. Later versions of the model added a feedback loop from receiver to sender. Nevertheless, the model suggested that all meaning is contained within the message, and the message would be understood if received. It was a sender-focused model.

Berlo’s (1960) S-M-C-R model provided a richer interactional perspective. He emphasized relationships between source and receiver and suggested that the more highly developed the communication knowledge and skills of sources and receivers, the more effectively the message would be encoded and decoded. Berlo also acknowledged the importance of the culture in which communication occurs, the attitudes of senders and receivers and strategic channel selection. Later models emphasized the transactional nature of the process and how individuals, groups and organizations construct meaning and purpose (Harris & Nelson, 2008).

Today, the model is more complex due to new media and high-speed, multi-directional communications (Burton, 2008; Williams, 2008). However, the core components live on in formal communications planning and implementation. Organizational leaders and communication specialists first develop strategies to achieve objectives, construct relevant messages and then transmit them through diverse channels to stimulate conversations with employees and members. Increasingly, formal communications are grounded in receivers’ needs and concerns. Employees communicate informally with others inside and outside the organization through high-speed communications, too.

Communication Levels

Internal communication occurs on multiple levels. Interpersonal or face-to-face (F-T-F) communication between individuals is a primary form of communication, and for years organizations have sought to develop the speaking, writing and presentation skills of leaders, managers and supervisors. Group-level communications occur in teams, units and employee resource or interest groups (ERGs). The focus on this level is information sharing, issue discussion, task coordination, problem solving and consensus building. Organizational-level communications focus on such matters as vision and mission, policies, new initiatives and organizational knowledge and performance. These formal communications often follow a cascade approach where leaders at hierarchical levels communicate with their respective employees, though social media are changing communications at this level.

Communication Networks

A network represents how communication flows in an organization. Networks can be formal and informal. In a formal communication network, messages travel through official pathways (e.g., newsletters, memos, policy statements) that reflect the organization’s hierarchy. Informal communications move along unofficial paths (e.g., the grapevine, which is now electronic, fast and multidirectional) and include rumors, opinions, aspirations and expressions of emotions. Informal communications are often interpersonal and horizontal, and employees believe they are more authentic than formal communications (Burton, 2008). Employees and members use both networks to understand and interpret their organizations.

Communications also can be described as vertical, horizontal or diagonal. Vertical communication can be downward–flowing down the hierarchy of an organization–or upward, i.e., moving from lower to higher levels in the chain of command. Horizontal communication refers to communication among persons who have no hierarchical relationship, such as three supervisors from different functions. Diagonal or omni-directional communication occurs among employees at different levels and in different functions, e.g., a quality control supervisor, accountant and systems analyst. Evolving organizational structures and technologies create opportunities for new and conflicting communication flows (Williams, 2008).

Studies regarding the effectiveness of communication flows often reveal employee dissatisfaction with both downward and upward communications. Findings by the Opinion Research Corporation, which has examined employee perceptions of internal communication for more than 50 years, generally show that more than half of employees are dissatisfied or somewhat dissatisfied with both downward and upward communications (Cutlip, Center & Broom, 2006). Less is known about the effectiveness of horizontal and diagonal communications.

Communication Channels

A communication channel is a medium through which messages are transmitted and received. Channels are categorized as print, electronic or F-T-F (interpersonal). Common print channelsinclude memos, brochures, newsletters, reports, policy manuals, annual reports and posters. New technologies have spurred the use of electronic channels, e.g., email and voice mail, Intranets, blogs, podcasts, chat rooms, business TV, video conferencing, instant messaging systems, wikis and electronic town-hall meetings. Face-to-face channels include speeches, team meetings, focus groups, brown bag lunches, social events and gatherings and management by wandering around.

by SWAI JOAN