Organizational Communication Channels

Organizational Communication Channels A. Definition of Communication Channels Curtis et al. translated by Wirasasmita (1992.7) explains that communication channels (transmission/channel) are media through which messages are delivered. Usually, more than one media is used. When someone communicates in their environment, they usually combine vocal displays (through the auditory channel) and views (through the visual channel). Touch (tactile channel), smell (olfactory channel), and feelings (nerve channel) are also used as message channels in communication. The Communication Channel or media used is a tool used to transfer messages from the source to the recipient, communication channels have several forms, both in interpersonal communication media and mass communication. And by using communication channels, feedback from information or complaints needed and submitted by the community can be answered through the media or communication channel. Rogers' opinion (1983) states that communication channels are tools or media that can be used by individuals or groups and organizations that communicate to convey their messages. Communication channels are tools through which communication sources convey messages to recipients. These channels are considered as forwarders/deliverers of messages originating from information sources to information destinations. Sujak (1990) explains that communication channels are the paths through which a message passes from the sender to the recipient. Leaders in carrying out managerial tasks take channels through formal channels either horizontally, vertically, or diagonally. In addition, other channels that leaders sometimes use are through informal channels, namely sources of information obtained through gossip or rumors or grapevines from employees in the organization. B. Communication Channels in Organizations According to (Kreitner & Kinicki, 2014) In general, communication channels in organizations are divided into formal channels and informal channels, in which there are several types of channels that occur. a. Formal communication channels Formal communication channels in organizations, namely communication that occurs with the official approval of the organization or the organization's regulations and contains matters related to the performance and productivity of the organization. Formal channels have a purpose or focus on interests in the organization and to achieve organizational goals, and are usually carried out quite officially. For example, with the written communication process through memos, letters, or statements through press conferences where the process has been regulated in certain procedures. Formal organizational communication channels are divided into three types of communication flows, namely: 1) Vertical Communication Vertical communication is communication that occurs between parties who have different positions and roles in the organization, where one has a higher position than the other. Vertical communication can occur from the bottom up (upward), or from a party with a lower position to a higher party. Or vertical communication can also occur from top to bottom (downward), which means communication is carried out from a party with a higher position to a party with a lower position than him; and this vertical communication is more common. However, it does not mean that communication from bottom to top (upward) never occurs at all in an organization, because sometimes communication from a lower level must be carried out to a higher level. It's just that in practice, this upward vertical communication cannot be carried out as freely as downward vertical communication; where there are various procedures and rules that limit parties with lower positions from communicating with higher parties. In addition, parties with lower positions usually have reluctance and reluctance to communicate with higher parties if it is not really necessary. Downward communication channels are from superiors to subordinates, to motivate & improve employee efficiency: for example health insurance, insurance, and promotions. Sujak (1990) explains that leaders use downward channels to send messages to employees at lower levels in their organizations. The function of this communication is to make it easier for top managers to give commands and directions to subordinates. The goal of managers who use this communication channel is to direct, coordinate, motivate, lead and control various activities at lower levels. Top-down communication has five main objectives, namely: • Providing direction or work orders. • Providing information about a job to be done. • Providing information about organizational procedures and practices. • Providing feedback on work implementation to employees • Presenting information about ideological aspects in helping the organization instill an understanding of the goals achieved by the organization. One of the weaknesses of this direction of communication is the possibility of filtering or censoring important information directed at subordinates. In other words, the information received by subordinates is not as complete as the original. Leaders / Principals use this downward communication channel to send messages: • Job instructions for employees to carry out a certain task. • Explaining the job description of the duties and responsibilities of a particular job. • Certain policies and procedures that explain what employees expect, the rules in the organization, and information that benefits employees. • Feedback related to teacher work performance that has been done. • News about activities and events that the leader/principal feels are important to be followed by active participation of teachers/employees. The functions of downward communication are summarized from the opinions of Adler et al. (2016); Canary & McPhee (2011); Liliweri (2014) as follows: • Work order and rationalization function. Downward communication functions to convey messages or information related to instructions or assignments and how to carry them out (job instructions), as well as explanations or rationalizations of why the task must be carried out and completed (job rationale). • Procedure and implementation function (procedures and practices). Delivery of messages or information related to policies, regulations or procedures that apply in the organization that must be obeyed and implemented by subordinates or members of the organization. • Performance feedback function. Downward communication functions to provide feedback on the performance that has been carried out by subordinates, as well as motivation or reinforcement to improve performance. • Special function to make members of the organization involved in organizational issues and can translate it into an action or in the form of performance under the command or command of the leader. Relational function that supports the organization in decision making by coordinating and dividing roles between departments or activity units. Furthermore, there are several types of downward communication including task instructions, rationale, ideology, information, and feedback. Here is the explanation: • Task instructions are messages conveyed by leaders or superiors to subordinates regarding tasks or work that must be done and there is a way to do it. For example, direct orders, job descriptions, manual procedures, and others. • Rational is a message delivered in the form of rationalization or explanation of the purpose of the work and its relationship to organizational conditions. The assumptions of superiors towards their subordinates can determine the quality and quantity of rational communication that is built. For example, if the superior assumes that his subordinates are people or groups who have high motivation, are productive, and innovative, then there is a tendency that more rational messages are delivered. Conversely, if the superior assumes that his subordinates do not have initiative, work if forced, then rational communication tends to be given little. • Ideology is a message that aims to seek support and enthusiasm from subordinates to strengthen motivation and loyalty. Ideological messages are actually an extension of rational messages, where rational messages emphasize explanations of tasks and matters related to the perspective of the organization. • Information is a message delivered with the aim of introducing subordinates to the organization's vision and mission, organizational regulations, organizational practices or habits, benefits, and other data. Information messages have nothing to do with instructional messages or rational messages. For example, a handbook made by subordinates. • Feedback is a message related to the accuracy of subordinates in carrying out tasks or work. For example, there is a reward given if the subordinate does a satisfactory job and there is punishment if the work results are disappointing and get a lot of notes or criticism. There are several factors that can influence downward communication, including openness, trust in written messages, excessive messages, timing, and filtering. An important thing to note is that the flow of communication from superiors to subordinates does not always run effectively. There are several methods that can be used in carrying out downward communication, including oral, written and mixed methods. There are several characteristics to determine the effective and appropriate method to use, namely: a) Availability or habit. Methods that are commonly used in the organization can be chosen and can also be combined with other methods. b) Cost. The method used does not require a large cost, usually related to messages or information that is routine. However, if the information or message is urgent and requires a lot of money, then the cost tends not to be the main consideration. c) Impact or effect. Methods that provide a greater effect or influence tend to be chosen compared to other methods that have less effect or influence. d) Relevance or relevance. Methods that are related to the purpose of conveying the message will tend to be chosen. For example, memos can be used to provide short messages. Reports are used to provide more detailed, in-depth, and complex information. e) Response or reaction. Methods that require a quick reaction or answer to information, then oral and face-to-face methods are chosen, either in the form of meetings or interpersonal communication. Skills or skills. The method chosen is adjusted to the abilities of the communicator (message sender) and the communicant (message recipient). Upward Communication is related to communication carried out by subordinates to superiors. Upward communication is usually in the form of reporting on orders that have been given. For example, in a company, subordinates report production levels, sales performance, reactions to orders, and others. In addition to showing performance, upward communication is also to convey ideas or innovations that are developed, and to provide information related to subordinate responsibilities. This communication can reflect the motivational conditions and reactions of subordinates to organizational policies. The flow of information from the bottom up can help superiors to find out a person's actions, attitudes, opinions, or feelings. Organizations need to provide a climate and reward or incentive system that encourages the effectiveness of upward communication. This is important to do to see the tendency of subordinates who are afraid of being judged, afraid of not being appreciated, only looking for face so that the information conveyed is irrelevant. Superiors also need to have an open attitude and be willing to share ideas, thoughts, opinions or views with subordinates for decision making. According to Pace & Faules (2005), the functions of upward communication include: a) Leaders or superiors will know the readiness of their employees or subordinates in receiving information or messages, and leaders can prepare themselves to receive information conveyed by their subordinates. b) Leaders or superiors will get important information in making decisions or policies. c) Strengthen appreciation or appreciation, as well as loyalty of subordinates or employees to the organization. This can happen because subordinates are given the opportunity to provide suggestions, ideas, and ask questions. d) Leaders or superiors can find out about conflicts or rumors that are below. e) Leaders can evaluate the communication that has been carried out so far, whether subordinates or employees understand it or not. f) Subordinates or employees can overcome obstacles faced in carrying out their duties, responsibilities, and work, and can strengthen their involvement in the organization. Furthermore, according to Canary & McPhee (2011) there are several types of upward communication, including: • Delivery of problems and exceptions. Subordinates convey messages related to problems, obstacles, or serious challenges faced and require exceptions so that superiors understand the difficulties that occur. • Suggestions for improvement. Messages delivered by subordinates related to ideas for improving task procedures to be more efficient and improve the quality of organizational members. • Performance reports. Messages delivered include periodic reports that inform leaders how the performance of each member/department in the organization has been completed. • Complaints and disputes. Messages delivered in the form of complaints or conflicts that occur between members of the organization or employees and need to be submitted to the leadership for hearing and resolution efforts. • Financial information. Messages delivered related to costs, receivables, investment interest, levy, and other things that can affect the progress of the organization. Some barriers to ineffective upward communication according to Cheney et al. (2011): • Leaders fail to respond when members of the organization provide information or raise issues. Failure to respond will ultimately result in no communication. • Leaders tend to be defensive, so members of the organization will keep information secret. • The attitude of the leader plays an important role in the upward communication flow. If the leader really listens, then upward communication will increase. • Physical barriers or leaders keeping their distance can hinder the flow of upward communication. • A very long time lag between communication and action can hinder upward communication. If an activity or decision takes a long time, up to months, to be approved, upward communication will be hampered. 2) Horizontal Communication Horizontal organizational communication or straight communication, where this communication occurs between parties who have the same position, status, or role in the organization. Horizontal communication can be carried out by parties who have the same status as members of a team, or even fellow team leaders. For example, organizational communication carried out by members of the finance division with the production division, or communication carried out by the HRD manager with the finance manager. Horizontal organizational communication is a type of communication that is quite important to do in an organization, especially if there is a large dependency between divisions or parts in the organization. Horizontal communication tends to be coordinative, and has several purposes such as carrying out persuasive actions, influencing certain parties, or providing information to related parties. Horizontal communication is communication between employees, for example exchanging ideas, collaborating on important projects, preparing for meetings. Managers use horizontal channels when communication occurs between parts of their organization. Horizontal channels can occur through formal or informal types of communication. This horizontal channel usually occurs when leaders communicate in the context of coordinating activities, disseminating information, or in solving a problem. Basically, horizontal communication includes all the delivery of information that flows laterally in an organization. These channels/transmissions can be grouped based on their occurrence: Among employees in the same work group (peer group), between groups that have equal status or between departments. This communication channel is communication that occurs between individuals or organizations. This communication is generally carried out for the purpose of taking action by managers. This communication is coordinative and can coordinate the roles between divisions in an organization. Therefore, divisions within a company share messages with each other to achieve one goal within the company (Bangun, 2012). 3) Diagonal communication Diagonal communication, which is communication that occurs crosswise in terms of position, organizational structure, and levels within the organization itself. This diagonal communication is sometimes referred to as a form of communication that deviates because it is different from the previous forms, namely vertical and horizontal, this communication breaks the traditional system and breaks the flow that should be established in the organization. For example, communication with the head of another division needs to go through a certain procedure, but because of a sudden situation, the communication is carried out without going through the applicable procedure. Diagonal communication does not follow the standard rules in the organization, but it cannot be said to be a bad form of communication either. Because in the organization there are often very dynamic changes, and sometimes this type of diagonal communication needs to be done at certain times. Diagonal Communication Channels are communication that includes all channels/information transmissions that cross the chain of command of the organization. Diagonal communication most often takes the form of interactions between line leaders and staff members or service units. This diagonal communication deviates from the existing traditional forms of communication. Lateral communication and diagonal communication are more widely applied in large-scale organizations according to a research study. There is interdependence between the parts or departments in the organization. The advantages of diagonal communication are that the dissemination of information can be faster than traditional communication and allows individuals from various parts or departments to help solve problems in the organization. Diagonal communication also has disadvantages. The weakness of diagonal communication is that it can disrupt routine and normal communication channels. Diagonal communication in a large-scale organization is difficult to control effectively. 4) Circular Communication (Circular Theory) This circular theory was developed by Charles E. Osgood and Wilbur Schramm, which focuses on the discussion of the behavior of the main actors in the communication process (Efenndy, 2000). Osgood argues that Shannon and Weaver's technical communication model is designed for problems. Osgood's model was developed based on the Theory of Meaning and psychologuistics. Because according to him, each individual in communication functions as a source and a destination. As with the transmitter and receiver decoding messages, he also encodes them through a number of feedbacks mechanically. This circular model is characterized by the presence of feedback elements, this means that the communication process does not start from one point and end at another point. Basically the communication process turns around a full circle, in the Osgood model, input is interpreted as some form of physical energy and stimuli that are coded in a form that is changed by sensory impulses. Literally circular means round, circular, or circumferential. So circular communication is a form of communication that occurs feedback from the communicant to the communicator, which is the main determinant of success in communication, because in circular communication the communication process will continue if there is feedback between the communicant and the communicator. Circular communication has several functions, namely: • Providing information or explanation • Providing predictions or estimates • Providing views • Providing strategies b. Informal communication channels The second channel is the informal channel, where this communication practice occurs because of the basis of social interaction that usually occurs in society. If in formal channels the orientation is towards the organization, this informal channel is more oriented towards interpersonal relationships. Therefore, the things discussed are not those related to formal work but rather to personal matters as individuals in the organization. Informal Communication Channels are communication channels through informal channels that come from individuals or informal groups. One source of information obtained through this information channel is the existence of grapevine information, or issues that are currently developing. Informal communication channels tend to be more relaxed and less standard than formal channels, where there is no need for official procedures or regulations made by the organization to regulate them. This informal communication is usually carried out during relaxed hours such as office breaks or times when there is no need to be serious about discussing work. Usually the party carrying out this informal communication discusses things that commonly occur in society, such as the latest news or the family situation of the individual who is communicating. Informal communication is carried out without regard to the hierarchy or organizational structure. Because informal communication is not planned in the organization, so there is no specific communication path or line. Informal communication occurs because of the desire of individuals or members of the organization to communicate with others. Informal communication is communication that is socially agreed upon or the result of social interaction in organizational groups. Its main purpose is more for individual members of the organization. For example, communication in carrying out work and dynamic cooperation. The functions of informal communication include providing confirmation, completing additional information or explanations, recording information, contradicting information, expanding messages, and sharing wider information. Small groups in the organization can be formed and they not only communicate and discuss personal problems, but can honestly express their views on the problems faced in the organization. Informal communication can be done during lunch or coffee breaks during gatherings or social gatherings. If the organizational climate is healthy, this type of informal communication will have a positive impact on the organization, as well as being able to help solve organizational problems quickly. Informal communication can also be used when superiors want to convey something to subordinates without using official channels. This communication is also called "grapevine" or gossip. It is important to note that there is a possibility that rumors or gossip can be spread in an organization through informal communication channels. Informal communication is as important as formal communication because it can fill the communication gaps that formal communication cannot.