BUS272 TB

256 Part 3 Interacting Effectively
In this section, we explore ways that communication occurs in organizations, including
the direction of communication, formal small-group networks, the grapevine, and
electronic communications.
4 C o n t r a s t d o w n w a r d ,
upward, and lateral
communication.
Direction of Communication
Communication can flow downward, upward, and/or laterally in organizations. 34 We
will explore each of these directional flows and their implications.
Downward
Communication that flows from one level of a group or organization to a lower level
is downward communication . Group leaders and managers use this approach to assign
goals, provide job instructions, inform employees of policies and procedures, identify
problems that need attention, and offer feedback.
In downward communication, managers must explain the reasons why a decision
was made. One study found that employees were twice as likely to be committed to
changes when the reasons behind them were fully explained. Although this finding may
seem like common sense, many managers feel they are too busy to explain things, or
that explanations will “open up a big can of worms.” Evidence clearly indicates, though,
that explanations increase employee commitment and support of decisions. 35 Although
managers might think that sending a message one time is enough to get through to lowerlevel
employees, most research suggests that managerial communications must be repeated
several times and through a variety of different media to be truly effective. 36 Moreover,
for employees to actually listen to a manager’s message, they must believe what is being
said. Sentis’ 2014 Canadian Employee Benchmark survey found that “40 per cent [of
employees] don’t believe that their organization’s senior leaders communicate honestly
with employees.” 37 Aware of the importance of open and honest communication, Torontobased
RL Solutions, a health care software developer, shares all of its performance and
financial information with employees, so that everyone feels that they are in the loop. 38
Another problem in downward communication is its one-way nature; generally,
managers inform employees but rarely solicit their advice or opinions. Research affirms
that employees will not provide input, even when conditions are favourable, if doing so
seems against their best interests. 39 A study revealed that nearly two-thirds of employees
say their boss rarely or never asks their advice. The study noted, “Organizations are
always striving for higher employee engagement, but evidence indicates they unnecessarily
create fundamental mistakes. People need to be respected and listened to.” 40
The best communicators explain the reasons behind their downward communications
but also solicit communication from the employees they supervise. That leads us
to the next direction: upward communication.
Upward
Upward communication flows to a higher level in the group or organization. It’s used to
provide feedback to higher-ups, inform them of progress toward goals, and relay current
problems. Upward communication keeps managers aware of how employees feel about
their jobs, co-workers, and the organization in general. Managers also rely on upward
communication for ideas on how things can be improved. Port Coquitlam, BC-based
Benefits by Design, a benefits administration agency, encourages an open-door policy
so that staff members can take their concerns to their managers as soon as possible. 41
Given that of most managers’ job responsibilities have expanded, upward communication
is increasingly difficult because managers are overwhelmed and easily distracted.
As well, sometimes managers subtly (or not so subtly) discourage employees from
speaking up. 42 To engage in effective upward communication, communicate in headlines,
support your headlines with actionable items, and prepare an agenda to make
sure you use your boss’s attention well. 43