Communication networks of the organization. The emergence and development of communication networks Communication network wheel

In organizations where more than two people are employed, communication channels are combined into communication networks. Communication networks link the elements of the management structure into a single whole, combine formal and informal communication channels, both duplicating and complementing each other. There are three types of communication networks: open, closed and combined.

In open networks, the movement of information can be stopped, because it is to the element of the control structure located at the end of the channel, it can also stumble upon an "intermediary" or "controller" (an intermediate link in the communication network), which for some reason this movement hinders and cannot be avoided (a network such as "Snake", "Star", "Spora", "Tent", "Tent", "House"). In closed networks, dead ends and controllers are either absent, or can be bypassed (“Circle” network, “Wheel” type network). Mixed networks combine both principles of construction and are more inherent in large multi-tier organizations.

The simplest form of an open communication network is the "Snake" type network (Fig. 2.5). Elements of the control structure A and B, which it connects, are in dead ends, and C plays the role of not only an intermediary of communications, but can control them. Such a network connects employees of the same management level, which is most often informal, or is an element of a more complex network.

Rice. 2.5.

Networks consisting of two or more layers have a central link that serves as the starting point for vertical communication channels. If the number of links belonging to the lower level of the hierarchy of the management structure does not go beyond the control range, the most suitable for it is a communication network called a star (Fig. 2.6). It allows you to quickly receive information, concentrate it in the central link A and send it to performers B, C, D as soon as possible.

However, for large management structures, such a communication network is unsuitable. The central link A is no longer able to develop all the solutions on its own and bring them to the performers. He gets an assistant (mediator) B, who concretizes the commands and distributes information between the performers C, D, D. Such a network is called a spur (Fig. 2.7).

Rice. 2.6.

Rice. 2.7.

In networks such as "Star" and "Spur", the number of communication channels converging to the central element, in practice, can grow indefinitely and ultimately exceed the ability of an individual to control them. For large multidisciplinary functional structures, other communication networks "Tent", "Palatka", "Dom" are characteristic (Fig. 2.8, 2.9, 2.10).

Rice. 2.8.

Rice. 2.9.

Rice. 2.10.

In the "Tent" one level of horizontal communication is allowed - between the second persons; in Dom, however, such channels are possible at all levels of the management structure.

Open communication structures are inherent in bureaucratic organizations, where there is a strict subordination of some links to others and formal ties prevail. However, within the framework of such organizations, there may be flexible structures - consultative and advisory, which are based mainly on informal or semi-formal internal relations and the principles of self-government. Communication here is carried out through closed networks, in which intermediaries play the role of not controllers, but messengers, facilitating interaction between the participants of these structures.

The basis of closed networks is a network of the "Circle" type (Fig. 2.11). The "circle" is typical for structures with a favorable moral and psychological climate. It helps to bring people together, facilitate the exchange of information and ideas.

Rice. 2.11.

Often there is a need to coordinate activities, such coordination is provided with the help of a communication network of the "Wheel" type, in which there is a central subject that facilitates and accelerates the communication process (Fig. 2.12). However, this is not the ordering administrator, but the generally recognized leader, leading the rest.

Rice. 2.12.

In large organizations, creative teams can be linked to each other, and then the communication structure takes the form of "honeycomb" (Fig. 2.13).

Rice. 2.13.

This is a combined network, in essence representing the unity of an open "Snake" and a closed "Wheel" or "Circle". The communication process already has its dead ends here, and the messengers easily turn into controllers. These dead ends, if necessary, can be overcome by closing the "snake" itself using the "connecting link" principle.

A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows. In this case, it is not individuals as such that are considered, but the communication relations between individuals. The communication network includes streams of messages or signals between two or more individuals. The communication network concentrates on the patterns of these flows developed in the organization. And not on whether it was possible to convey the meaning or meaning of the message.

At enterprises, communication channels are combined into networks that link the elements of the management structure into a single whole. They combine formal and informal communication channels, both duplicating and complementary to each other.

Based on domestic and foreign experience, there are three

types of communication networks:

open, in these networks the movement of a command or information can be stopped, as it gets to a dead end, i.e. to the control structure element at the end of the channel. At the same time, the movement may encounter an obstacle in the form of an intermediary or controller, but who, for some reason, impedes this movement (stops, distorts, directs in the other direction) and which cannot be bypassed.

closed, dead ends and controllers are either absent or can be bypassed.

Combined networks combine both principles of construction and are inherent in large multi-level enterprises.

Let us consider in more detail each of the types of networks, their advantages and disadvantages, remembering that we are talking about their schematic diagrams, and not about "portraits" of certain real organizations or divisions.

The simplest form of an open communication network is a linear one called a snake (Fig. 2). It characterizes the elements of the management structure A and B, which, when connected, are at dead ends, and C plays the role of not only an intermediary of communications, but can control them. Such a network connects employees of the same management level, which is most often informal, or is an element of a more complex network.

Figure 2

If the number of links belonging to the lower level of the hierarchy of the management structure does not go beyond the control range, the most suitable for it is a communication network, called a star, allows you to quickly receive information, concentrate it in the central link A and send it to executors B, C as soon as possible. D (Fig. 3). It is easy for Link A to maintain order in management, since there are no intermediaries and informal channels in communications, which makes it impossible for various kinds of “disturbances” to arise. However, for large management structures, such a communication network is unsuitable. The central link A is no longer able to develop all the solutions on its own and bring them to the performers. In this case, an assistant (mediator) B appears, concretizing the commands and distributing information between the performers C, D, D. Being a representative of the middle level of management and playing secondary roles, in fact he receives enormous power, since he controls information and can impose his will on the first face. Such a network is called a spur (Fig. 4).

Figure 3

Figure 4

In star and spur networks, the number of communication channels converging to the central element can in practice grow indefinitely and ultimately exceed the ability of an individual to control them. This circumstance sets a natural limit to the development of the managerial structure, therefore, prevents the expansion of the enterprises themselves, due to the growth of the scale of production.

Therefore, for large multidisciplinary functional structures, other communication networks are characteristic, for example, an awning and its modifications. The essence of these modifications, called the tent (Fig. 5) and the house (Fig. 6), consists in the official admission, along with vertical horizontal communication channels, through which subordinates can directly independently solve many secondary problems, which allows the management not to be distracted by them and to focus on the main thing.

Figure 5

Figure 6

One level of horizontal communication is allowed in the "tent" - between the second persons; in the “house”, such channels are possible at all levels of the management structure, which gives it the character of a closed network. Practice shows, however, that due to the relatively free use of communication channels, certain purposeful deformations can arise here, with the help of which individual subjects of the management structure can first be turned off from the communication system and then removed from it.

For example, on the basis of a preliminary agreement, subject D can send information to A through B and D, bypassing C, which must be done in accordance with formal prescriptions. After a while, it will be easy to prove that B is unnecessary in principle and that it is possible to exclude him from the management structure.

In general, open communication structures are inherent in bureaucratic structures, where there is a strict subordination of some links to others and formal ties prevail. However, within the framework of such enterprises, flexible structures can also exist - consulting and advisory (committees, commissions, special creative groups), which are based mainly on informal or semi-formal internal relations and the principles of self-government. Communication here is carried out through closed networks in which intermediaries.

In large enterprises, it can be complex, involving additional communication channels connecting everyone to everyone. The "circle" is typical for structures with a favorable moral and psychological climate (Fig. 7). It helps to bring people together, facilitate the exchange of information and ideas, and stimulates creative processes.

Figure 7

Figure 9

In large enterprises, creative groups can be linked to each other, and then the communication structure takes the form of "honeycomb" (Fig. 8). This is a combined network, it is a unity of an open "snake" and a closed "wheel" (Fig. 9) or "circle". The communication process already has its dead ends here, and the messengers easily turn into controllers. These dead ends, if necessary, can be overcome by closing the "snake" itself using the "connecting link" principle.

Figure 8

An organization's communication network determines who interacts with whom.

The formal structure of an organization, on the other hand, determines the division of responsibilities and levels of authority. Thus, the formal structure of the organization provides only part of the information about how the processes of interaction occur in the organization and, in particular, does not explain the intra-level interaction. Therefore, more research is needed.

If, based on the research results, we draw up a certain scheme of interaction within the organization, then you will notice some interesting features. First, the interaction is much more intense within the subdivisions than between them. Secondly, in all departments, this interaction takes place in different ways. In some units, all individuals initiate and accept interactions, while in some there are people, neither initiating nor receiving interactions (isolated) or those through whom, on the contrary, almost all information passes ("gatekeepers"); these are usually the chiefs of divisions, although not only them.

Of particular interest has been research in R&D laboratories, which are less formalized than other parts of the organization and, therefore, in which informal communication networks have a particularly strong impact on productivity. It was found that the workers with the highest communication activity were also the most productive workers. At the same time, however, it remains unclear whether high communication activity was a cause or a consequence of high performance. Another fact noted by the researchers is that a very large part of the interaction took place between employees not of the same, but of different departments, but belonging to the same organization.

Determinants of communication networks. As noted earlier, the formal structure of an organization has a decisive influence on the interactions between organizational units and different hierarchical levels.

The degree of centralization also influences the nature of communication. More centralized organizations are characterized by a high degree of vertical communication, while less centralized ones are dominated by horizontal ones. The nature of communication is influenced by the task being performed by distributing roles within the group related to its implementation. Communication within the group is the more intense, the more united the group is, and the status of each of its members determines its place in the communication process in such a way that the member with the highest status participates in it to the greatest extent, and the member with the lowest status - in the least. Finally, the purely physical mutual arrangement of workers (for example, the proximity of their offices) affects the intensity of communication. It has been observed that open offices (with low partitions instead of walls) reduce the level of communication.

This is all the more surprising that open offices have been introduced specifically to stimulate communication.

Consequences of communication networks. The real importance of communication networks lies not in the factors that determine their shape, but in the consequences that each of these forms carries to the organization. For example, in the research process, a distinction was made between centralized and decentralized communication networks. In the case of centralized networks, the person who was in the central position received more messages from their colleagues, got more satisfaction from their work, was more likely to be chosen by the rest of the group as a group leader, and had more social influence over the rest of the group.

The performance of different types of networks depends on the type of job being performed. So for complex tasks, decentralized networks are preferable, since they allow you to complete the task faster and with fewer errors; at the same time, for simpler tasks, centralized networks are preferable. The disadvantages of a centralized network when solving complex problems arise from the fact that the leader becomes overwhelmed, and the rest of the group cannot contribute sufficiently to the solution of the problem.

Communication (from Latin communicatio) literally meaning "common" or "shared by all" is the process of exchange of information (ideas, facts, thoughts, feelings and values) between two or more people, leading to mutual understanding, on the basis of which the leader receives information necessary for making effective decisions and communicates the decisions made to the employees of the organization.

Communication in an organization is a complex, multi-level system. In the broadest sense, the purpose of communication is to effect change, to influence activities in such a way as to achieve the prosperity of the organization. In a narrow sense, the goal of communication is to get the receiving party to understand the sent message accurately.

The main functions of communication include:

1) informative - the transmission of true or false information, carries out the process of information movement;
2) interactive (incentive) - the organization of interaction between people, (distribution of functions, influence on moods, behavior of the interlocutor through the use of various forms of influence: suggestion, order, request);
3) perceptual function - the perception of each other by communication partners and the establishment on this basis of mutual understanding;
4) expressive - excitement or change in the nature of emotional experiences.

Communication is a specific exchange of information, the process of transmitting emotional and intellectual content, as well as a way of communication. The effectiveness of communication in an organization often determines the quality of decisions and their implementation. The concept of communication characterizes the relationship between people, or rather their connection in the process of joint activities.

Communication is a process in which at least two people participate: the speaker and the listener, who change roles during the communicative-speech act. For communication to take place, the subject of speech is necessary, what is being talked about and about what information is being exchanged. Communication cannot take place if the subjects taking part in it do not know the language. When communicating, a statement is born.

Communication has three interrelated aspects: communicative, which consists in the exchange of information between people; interactive, including the organization of interaction between people; perceptual, which is the process of perceiving each other by communication partners and establishing mutual understanding on this basis

Communication can take place at different levels. Communications at the macro level, meso level and micro level are distinguished.

Communication performs a number of functions, among which the following can be distinguished: contact function, instrumental function, integrative function, function of self-expression or understanding, translational function, influencing function, informative function, emotive function, status-determining function

In communication, one can distinguish between instrumental and personal orientation. The instrumental orientation is aimed at performing a socially significant task, at work, at a result; personal orientation - to meet personal needs.

Communication is the establishment of meaningful contacts between the sender (communicator) and the recipient (recipient).

Communication is the interpersonal interaction of people mediated by the system of social relations as a way of existence of social relations. Relationships are either determined by either the need for it, or are included in activities (work, learning, play), or mediated by various communication systems. The basis of communication is intergroup, or intra-group interpersonal role relationships, or the relationship of an individual with a social group, community, system, organization or society as a whole. Sociologists consider communication as a socially conditioned type of human activity, linguists - as an actualization of the communicative function of language in various speech situations. In psychology, the term "communication" refers to the process of establishing and developing contacts between people in the context of joint activities in order to exchange information.

Communication in management is regarded as a connecting process. Through communications, all blocks and elements of management activities are combined into a single whole. You can make a great decision, if it is not conveyed in an understandable form to the performer, then it is useless to expect a high effect. And communicating the decision to the executor is achieved through communications.

In connection with the need to manage a team, the term managerial communication is introduced. Management communication is defined as communication caused by the need to carry out management functions, taking into account feedback. Management relations involve close interaction between the object of management and the subject of management, exercising a conscious impact on the object to achieve the set goals. There are several forms of managerial communication: subordinate form of communication, service-comradely form of communication, friendly form of communication.

The effectiveness of communication often depends on the choice of the appropriate communication style. The manager must correctly analyze the situation and choose the most appropriate communication style. Most styles are centered around four basic styles: accusatory, directive, persuasive, and problem-solving.

Modern communications that organizations can use are: e-mail, voice mail, fax, teleconference, video conferencing, electronic data interchange, intranets, or intranets.

Communication interaction is a process of direct or indirect purposeful impact of K and R, which generates their mutual conditioning and connection

Interpersonal communication - interaction (communication) between different persons with direct contact or interaction, organized using interactive audio-visual technical means, in the process of which information is exchanged and information is transferred between individuals.

Organizational communication - all the variety of information and communication interactions of the organization, which can be conditionally divided into two types - communication within the organization and communication of the organization with its external environment; a relatively young science, the subject of which in a narrow sense is the mutual influence of the structure of an organization and its communication flows, in a broad sense - the communication needs of an organization.

Non-verbal communication is a system of non-verbal symbols, signs, codes used to convey a message with a high degree of accuracy, which to one degree or another is alienated and independent of the psychological and socio-psychological qualities of the individual. K. n. has a fairly clear range of meanings and can be described as a linguistic sign system. Conventional, intentional, arbitrary gestures, body movements, postures, facial expressions are encoded and decoded, act as signs with a limited range of meanings, and perform the functions of a message. Verbal communication is verbal interaction built on lexically selected units that correspond to objective realities. Perception - perception, presentation, reflection.

Interaction is a term used in social media. psychology and cultural studies; denotes the interaction, mutual influence of people or the influence of groups on each other as a continuous dialogue. In social psychology J. Mead I. - direct interpersonal communication ("exchange of symbols"), the most important feature of which is recognized the ability of a person to "take the role of another", to imagine (feel) how his communication partner (or group) perceives him.

Communication network - a set of means for transmitting information, for the implementation of interaction between various subjects.

The communication network provides: first, the realistic implementation of the strategic plan of the organization, as well as the implementation of tasks and initiatives of structural units; second, a way of assessing organizational culture and relationships. A communication network is a connection of individuals participating in the communication process in a certain way with the help of information flows. In this case, it is not individuals as such that are considered, but the communication relations between individuals. The communication network determines the way, number and type of information that each member of the organization receives. The communication network is an indicator of which channels of information exchange are open and which are closed for members of the organization.

The communication network does not depend on the location of the members in the organization, but exclusively characterizes the communication channels they use.

Each organization develops a unique type of ordering of the communication space and the exchange of information between its members. This indicates the importance of the factor of interpersonal interaction in any communication. The measurement of interpersonal communication can be based on such two variables as openness in communication and the adequacy of feedback. The first dimension includes the degree of an individual's openness in the process of communicating with others in order to receive a response from them, especially their reaction, showing how they perceive us and our actions. The second dimension shows the degree to which people share their thoughts and feelings about them with others. Considering the features of interpersonal communication management, researchers pay great attention to the communication style.

Communication style is the way in which an individual prefers to build a communication interaction with another.

There are many different styles that people use in interpersonal communication, as well as many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

Along with the concept of "leadership style" in the literature, there is also the concept of "leader orientation". Here, the orientation of leaders to the interests and needs of subordinates, to the official tasks of the organization, to themselves is distinguished. Each of these orientations represents one extreme or another. Optimal leadership orientation should combine focus on achieving organizational goals with attention to the interests and needs of subordinates.

According to the most common classification, autocratic, democratic and nominal leadership styles are distinguished. The democratic style is characterized by attention to information coming from subordinates to the leader. Autocratic and nominal styles are characterized by inattention to the messages of subordinates.

Communication styles, according to many researchers, overlap with leadership styles. And this is natural: leadership is the management of people in the process of communication, interaction, and style is a favorite set of methods, techniques for implementing leadership influences.

“The practice of effective communication testifies to the prevalence of the style in which the individual realizes himself - it is more desirable and used in more situations. With regard to the use of other styles, it is important to understand the problem of effective feedback, the ability to reveal oneself and the ability to listen to others, "Vikhansky and Naumov write.

It would be wrong to think that any one of these communication styles is the most desirable.

Understanding the process of interpersonal exchange of information contributes to the growth of the effectiveness of management activities. However, in addition to interpersonal contacts, the manager should be aware of the barriers to information exchange in the organization and methods of improving such exchange. The strong influence of communication on organizational success was reported by Arthur Wood, a former CEO of Spears. Talking about how his firm managed to grow its sales from $ 5 billion to $ 15 billion a year, he said, "Years ago, we realized that there was only one way to grow the business - to improve communications." It is indisputable that communication must be managed.

"The communication problems of an organization are directly related to the communication needs of the organization," Zverintsev writes. Zverintsev also believes that the identification of communication problems of an organization begins with the collection of information about its internal and external environment, the functioning of any management system. In a sense, management has the character of an information process.

According to the concept of Peter Doyol, a renowned European specialist in the field of management, the organization is based on:

1) employees of the enterprise;
2) organizational structure;
3) strategy;
4) systems.

According to Doyol, leaders need to think about creating systems that meet three criteria. First, information systems must provide a range of data about the company's activities. Second, the information must be accessible. Finally, access to information must be fast.

In general, communication management (communication management of an organization) can be defined as a professional activity aimed at achieving effective communication both within the organization and between the organization and its external environment.

However, with all the variety of options, researchers identify common features that predetermine the construction and use of one or another type of communication network.

In the textbook "Management" by OS Vikhansky, AI Naumov, a model of the organization's communication network is presented.

In this case, it is not individuals, as such, that are considered, but the communication relations between individuals. A communication network includes flows of messages or signals between two or more individuals. The communication network can affect the narrowing or widening of the gap between the sent and received value.

The size of the departments in the organization limits the possibilities for the development of the communication network. For example, the communication network in a group of 12 people is more varied and complex than in a group of three. Depending on how the communication networks are built, the group's activities may be more or less effective.

According to Vikhansky and Naumov, there are examples of communication networks for groups of the same or different size. Three, four people unite according to their interests and needs into a group, as if constituting a cell of one large network. The authors gave them a name depending on the structure of the group: circle, wheel, chain, alpha, etc.

In circle networks, group members can only interact with those who are located next to them.

In wheel-type networks, subordinates interact with each other through their boss. The objective basis of this situation is that the person in the center of the "wheel" has more communication connections than other members of the group.

These networks are characterized by the fact that information in groups built in a similar way is distributed sequentially from one employee to another. With these types, the number of sources and channels of information is limited (there are no more than two of them).

All channel networks represent fully decentralized groups. This is usually required when everyone needs to participate in solving complex problems. Centralized types of communication networks are based on the exchange of information between elements of a social system (organization) exclusively through an intermediary who has a monopoly on the transfer of messages from one to another.

It cannot be argued that any type of communication network is extremely effective, regardless of the situation, goals and intended results of activity. Nevertheless, experts consider all-channel networks to be the most acceptable type of organization of a communication network in an organization. It is this type that allows you to use the largest number of communication channels, combining the advantages of networks such as "circle" and "wheel".

Multichannel exchange of information allows to achieve a high degree of participation in the interaction of all employees of the organization, provides an opportunity to fully satisfy their own communication needs. Information moves within the organization from level to level within the organization's communication network.

The needs of organizational communication determine the formation of a structure of vertical and horizontal communication links that ensure the performance of official duties by all members of the organization.

Vertical communications are built along the line of management - from the boss to the subordinate. The hierarchical and multi-level structure of the organization presupposes the dominance of one-way communication between the head and the subordinate. In this way, subordinates are informed about current tasks, changes in priorities, and specific tasks. For example, a vice president or deputy director might inform the manager of one of the divisions about upcoming changes in production. In turn, the department manager must inform the deputies subordinate to him, etc.

The effectiveness of such communication is determined by the thoughtfulness of the messages, the degree of distortion of the initial information by the intermediaries and the degree of clarity of the messages for subordinates. By informing and instructing their employees about the decisions made and the specifics of the upcoming task, managers provide feedback only in the form of work done correctly or incorrectly.

This type of communication is called directive because it excludes the exchange of information. Obviously for this reason, many authors classify vertical communications into upward and downward communications, because communication also needs feedback.

Downward communications represent the flow of information from the higher levels of management to the lower, subordinates.

Often, top-down, vertical communications are unsuccessful, this happens when top management is not ready for effective communication, when “... the management failed to lay a solid foundation and its communicative“ home ”rests on the sand”. For top-down communication to be effective, the leadership of the organization must develop a positive attitude towards communication. This means that, firstly, top managers must be convinced that communication with subordinates is the most important part of their work. Secondly, it is necessary to carefully work on the information so that it is of interest to employees. Third, management must consciously plan communications. Fourth, managers must work to build trust, which is essential to communication of all kinds.

Sometimes, in the process of downstream communications, communicative overloads are detected - this is when managers transfer to employees a huge amount of information that is not comprehended by the staff and does not correspond to the real needs of those to whom the information was transferred, while employees of the organization have many communication needs that are not always taken into account by managers ... This contradiction complicates communication. What are the communication needs of employees? Answering this question, almost all authors researching communication management come to the conclusion that one of the communication needs is instruction in the performance of a work assignment. The next need is the need for objective information; there may be such a communicative need as training an employee as needed. This is important if an employee performs non-standard, creative work and from time to time he has questions that he cannot get an answer to in the organization. Then training is needed. Another communicative need is feedback on performance results, an employee desperately needs a response from management regarding the results of tasks. It can be expressed like this - feedback on performance results.

Staff also need new information, not too late, that staff may have received from other sources. And, finally, the communication needs of the organization's employees include social support, i.e. the individual's desire for a sense of care, respect from others, assessment of their activities by the management of the organization.

Upward communications also belong to vertical communications. Upward communications (or the transfer of information from lower levels to higher ones) can significantly affect labor productivity, the efficiency of a firm. It is necessary that some information in the form of observations or some kind of rationalization proposal that has arisen at the lowest level of the organization can freely rise to the top. And if they talk about the difficulties in the implementation of downward communication - communication "from top to bottom", then the implementation of communication "from the bottom up" (ascending) is even more difficult. The formal communication network is always more focused on maintaining communication flows from top to bottom, and not vice versa.

Therefore, often in large organizations with an expanded hierarchical structure, the head of the organization finds himself in the position of the least informed member of the organization.

In management science, it is generally recognized that the effective functioning of any organization presupposes “uninterrupted” supply of the necessary information not only “from top to bottom”, but also “from bottom to top”, since in this way a feedback is established between the manager and subordinates.

Considering the activities of this or that leader in the organization's communications system, it should be noted that his perception of information coming "from below" is due to the presence of a corresponding subjective need and understanding of the importance of this information.

A complete and comprehensive analysis of the information obtained in this case allows managers to make decisions taking into account the views of members of the organization, which undoubtedly streamlines management decisions, avoiding the uncertainty of unnecessary efforts. However, bottom-up information is often distorted by intermediaries who want to “smooth things over” and do not want to raise this or that problem, fearing a negative reaction from the management. As a result, the effectiveness of decisions made on the basis of such information is significantly reduced from time to time, leading to a serious gap between the imaginary and real state of affairs in the organization. You can also group the barriers that arise in the communication process of the organization.

You can group and highlight the following obstacles in organizational communications.

Distortion of messages. When information moves up and down within the organization, the meaning of the messages is somewhat distorted. This distortion can be due to a number of reasons. Messages can be distorted unintentionally due to interpersonal difficulties. Deliberate distortion of information can occur when a manager does not agree with a message. In this case, the manager modifies the message so that the change in meaning occurs in his interests.

Communication problems due to message corruption can also occur as a result of filtering. Filtering is a form of bottom-up censorship as a natural tendency for many workers to only tell their bosses what they think their boss would like to hear.

The concept of filtering refers to the tendency to distort messages as they move up, down, or from level to level of an organization or department. There is a need in an organization to filter messages so that only messages that are relevant to it are routed from one level of the organization or department to another. To speed up the flow of information and make the message more clear, different information must be summarized and simplified before sending messages to different segments of the organization. Since it is managers who determine which messages to send, all sorts of obstacles in interpersonal contacts can push them to weed out some and emphasize other messages. Such selection can cause important information to not get to another sector of the organization or to receive information there with a significant distortion of content or with a delay. According to one study, only 63% of the content sent by the board of directors went to vice presidents, 40% to shop managers, and 20% to workers.

Messages sent to the top can be garbled due to the mismatch of the statuses of the levels of the organization. Senior executives have a higher status, so there is a tendency to supply them with only positively perceived information. This leads to the fact that the subordinate does not inform the manager about a potential or existing problem, because "he does not want to tell the boss the bad news." Because subordinates often want the manager's approval, they can only tell him what he wants to hear. Research has shown that status differences strongly affect the quality of information exchange. An additional reason for the deterioration of information coming to the top may be the increased attention of middle managers to messages from the upper echelons of power, compared to information from subordinates. Other reasons that prevent employees from passing information upstairs may include fear of punishment and a sense of the futility of the case.

However, it should be noted that filtering is often carried out on a legal basis. For example, information can be oversaturated with technical terms or the reliability of this information is questionable. In such cases, the top manager may require the employee to convey only the main points of the message. As John Newstrom and Keith Davis note in the above work, “sometimes employees, in an attempt to avoid filtering, seek direct access to the manager, skipping several steps in the communicative hierarchy. The positive side of such an exit is a decrease in the degree of filtration ..., the negative side is a violation of subordination, which causes the indignation of “bypassed” managers, this practice is usually not encouraged. " Another challenge associated with upstream communications is the need for management response to information conveyed to it from employees. Since upstream communications are initiated by employees and they act as senders, they also need feedback. A prompt management response encourages further communication from the bottom up, and conversely, a lack of management response suppresses upward communication. And the last thing that needs to be paid attention to, in upward communications, distortions or deliberate changes in the message are possible so that it contributes to the achievement of someone's personal goals: increasing salaries, exaggerating their own achievements, trying to avoid confrontation with the leadership of the organization.

Thus, for a comprehensively effective functioning of a communication network, it is necessary to develop well-thought-out systems of vertical communication, taking into account the characteristics of a given organization. Along with filtering, there are information overloads.

Information overloads as barriers to information exchange can also result from overloading communication channels. Alvin Toffler writes in Future Shock: "It is entirely possible that the waves of information sweeping an enterprise can noticeably suppress the ability to think and act in leaders who are tormented by the need to make urgent, continuous, urgent decisions." The leader, absorbed in processing incoming information and the need to maintain information exchange, is probably not able to effectively respond to all information and leave only the one that seems to him the most important; the same applies to the exchange of information. Unfortunately, managers' understanding of the importance of information can differ from that of others in the organization.

Unsatisfactory organizational structure. The structure is a logical relationship between management levels and functional segments, ensuring the effective achievement of goals. If the structure of the organization is poorly thought out, the ability of the leader to plan and achieve the goals set is narrowed. In an organization with multiple levels of control, information corruption is likely because each subsequent level of control can correct and filter messages. Some of the best-run American companies have moved to structures with few levels of management and relatively direct communication channels.

Other aspects that can cause communication problems include the poor composition and use of committees, working groups, cadres in general, and the way power is organized and tasks are assigned. Finally, conflicts between different groups or departments in an organization can create communication problems. It is clear that a poorly designed information system can reduce the effectiveness of information exchange and decision making in an organization.

Of course, each of the listed problems in communications management determines the direction according to which communications management should be improved. In addition, the communication problems of each organization are unique, they require detailed consideration and consideration of all the circumstances that may have contributed to their occurrence. In general, a number of measures can be identified that are universal for all problem situations in organizational communications. According to Mescon M.H., Albert M. and Khodouri F., improving communication in organizations, the following management actions should be taken:

Regulation of information flows. Leaders at all levels of the organization must represent their own information needs as well as those of their superiors, colleagues, and subordinates. The leader must learn to evaluate the qualitative and quantitative aspects of his information needs, as well as other consumers of information in the organization. He should try to define what is “too much” and what is “too little” in information exchanges. Information needs largely depend on the goals of the manager, the decisions he makes and the nature of the indicators for assessing the results of his work, as well as his department and subordinates.

Managing information flow is just one example of a manager's actions to improve communication. There are others. For example, a leader may practice short meetings with one or more subordinates to discuss upcoming changes, new priorities, work assignments, etc. The leader may also, at his discretion, prefer the option of periodic meetings with the participation of all subordinates to address the same issues. Many organizations insist on holding such weekly meetings by senior executives. The subordinate can take similar steps, seeking, on his own initiative, contact with the manager or colleagues. All these examples are the essence of the mapping of the roles of the controller, distributor and source of information in the information process.

Planning, implementation and control form additional opportunities for management actions in the direction of improving information exchange. Discussion and clarification of new plans, strategy options, goals and assignments necessary for the effective implementation of the planned, control of the progress of work according to the schedule, reports on the results of such control - these are additional actions subject to the head.

Publishing newsletters, publications and videos of the organization. Large organizations usually publish monthly newsletters that provide information for all employees. Such monthly bulletins may include articles with an overview of proposals for management, on topics of employee health, various innovations, a selection of "employee of the month", management answers to questions from ordinary employees.

Use of modern information technologies. Recent advances in information technology can help improve information exchange in organizations. The personal computer has already had a tremendous impact on the information that managers, support staff and workers send and receive. Email gives employees the ability to send written messages to anyone in the organization. This reduces the traditionally inexhaustible flow of telephone calls. In addition, e-mail is an effective means of communication between people located in different offices, cities, regions.

A significant part of the communications connecting the members of the organization is carried out at a horizontal level - between people of equal rank. These communications often serve the purpose of coordinating the actions of these people within the same group. They come into contact in order to join forces to achieve a common goal.

Horizontal connections are carried out between individuals or parts of an organization of equal levels:

1) between deputy heads;
2) between the heads of departments;
3) between subordinates.

Practice shows that the success of coordinating relations in an organization depends on how effective horizontal communications between equal leaders, groups and their rank-and-file members (located in different groups) will be.

Horizontal communications are also important because it is through these (and not vertical) communications that the members of the organization satisfy their communication needs. Networks are a manifestation of horizontal communications, a network is a group of people who develop and support informal exchange of information based on mutual interests. We propose to distinguish this network at the level of horizontal communications from the communication network of the organization as a whole. An employee who has become an active participant in the network is usually referred to as “he is making connections”. Networks can exist both within the organization and based on external interests (entertainment, sports, career interests, etc.).

As we have seen, most researchers of the organization's communication processes stop at the classification of inter-level communications, dividing them into horizontal and vertical. But OS Vikhansky and AI Naumov also distinguish diagonal communications, which, in their opinion, are no less important for the effective functioning of the organizational communications network. Diagonal communications are diagonal communications with other bosses and other subordinates. The network of these connections complements the real structure of the organization. The task of the formal organizational structure is to get the communication flows in the right direction.

In each organization, along with the formal (official) communicative structure, there are also informal (informal) interactions between members of the organization. If formal communications are regulated by the appropriate regulatory instruments, orders, orders, then informal communications are not regulated by anyone or anything, but carry significant socio-psychological, emotional potential.

It should be borne in mind that the management process refers to the creation and functioning primarily of formal communications in the organization. However, informal relationships, contacts, interactions that exist, too, cannot be ignored when managing communications in an organization. Informal relationships always exist, since each member of the organization can simultaneously belong to many informal groups.

If formal relationships are created at the will of management to fulfill the goals of the organization, then informal relationships are spontaneously formed groups of people who regularly interact to achieve certain goals. Relationships between members of an informal group arise on the basis of personal sympathies, common views, inclinations and interests. Informal groups exist in every organization, but it is important for the organization that such groups do not dominate. When a large number of people are involved in informal groups, “... the power of the informal group is noticeably increased. The most common use and abuse of this power is in the form of informal communication (the so-called "secret telegraph"). No news travels as quickly as unofficial channels. This is one of the ways in which the informal group exercises its power (informal communication). "

There are other ways that informal groups exercise their power - the ability to act or not to act. Informal groups can propel the development of an organization forward or inhibit its development. That is why the activities of informal groups need to be monitored by the management of the organization and specifically by the manager who is responsible for managing communications, this can also be a public relations specialist. In any event, this specialist must acknowledge the fact that:

1) informal groups of people in the organization exist;
2) you need to try to understand how these groups can be valuable in order to help the manager achieve the goals of the organization, that is, try to combine the goals of the informal and formal organizations;
3) it is necessary to identify informal leaders, achieve mutual understanding with them and, if possible, direct their actions.

In addition, for orientation in the system of communication links in the organization, it is necessary to remember that there are types of communication network in the organization.

The type of communication network largely depends on the personality traits of the members of a given organization, the nature of the activities of this organization or group, the degree of real power and influence of the leader, and the nature of communication (formal or informal).

The significance of the types of communication networks is important for understanding the relationship of power and control in an organization. From the position of communication management, this means the need for close attention to the organization and the management of its communication network, which is the very "nervous system" of the organization.

A formal communication network (a conductor of official communication) is made up of an ordered set of communication channels and methods. This network is located both vertically and horizontally, forming a complex information support system. The degree of complexity of this system is determined by the structure and size of the organization, its mission, the nature of its activities and other factors. A formal communication network provides the required level of productivity for all parts of the organization.

For the effective functioning of an organization, it is necessary to have both a formal and an informal network of communications in it. If the organization has only a formal communication network, the process of passing information will be bureaucratized. If the system of informal communication turns out to be prevalent, this will lead to the spread of rumors and assumptions that interfere with the activities of the organization.

The informal network of an organization is as unique and individual as the set of personal characteristics of all its employees is unique and individual, therefore it is not so ordered. An informal communication network, due to the fact that it is a product of interpersonal interaction between members of the organization, allows them to maintain a certain level of relationships and exchange of information.

Communication interaction within this network is predominantly informal and subordinated to individual goals. Personal preferences are manifested within the informal communication network. This means that informal communication is designed to meet the needs of people in communication of a kind that allows you to show individual qualities and form special relationships not related to work.

Thus, a certain balance of these systems is needed, an optimal ratio between them. It must be remembered that each member of the organization occupies a certain place both in the formal and in the informal communication system, while showing appropriate activity.

The effectiveness of the organization's communication networks, both formal and informal, is determined by how quickly management information reaches the addressee and how much it retains its adequacy after passing through the communication channels.

Circulating within the organization, management information through communication performs the following tasks:

1) serves all levels, management functions - from preparing a solution to summarizing the results of its implementation;
2) is a specific form of interconnection, interaction of the components of the organization, and also provides contacts with the external environment;
3) is the direct reason for the organization's choice of a certain line of behavior that ensures movement towards a given goal.

But, paying tribute to the formal communication system, it must be remembered that each member of the organization occupies a certain place both in the formal and in the informal communication system, while showing appropriate activity.

Thus, the communication network of an organization, which is a complex system with a certain structure, always requires close attention and study if we want to achieve effective management in the organization, effective work with personnel, and successful promotion of the organization in market conditions.

The leading subjects of communication management in the organization are the press service, public relations service, advertising departments. Essentially, these departments concentrate communications management resources: creativity, knowledge and experience of managers; communication technologies are developed and understood, communication techniques and methods are discussed and used.

Press service, public relations department, advertising service must have their own profiled budget.

These subjects of communication management are designed to regulate not only communication flows within the organization and optimize them, but also to be a link between the organization and the small and wide public, to work effectively in the organization's external communications system.

Modern society is characterized by the rapid exchange of information and free access to all possible information. Thus, the importance of communication between organizations and individuals increases daily.

The exchange of information takes place through various types of communication networks.

Types, types, models and examples of communication networks

A communication network is a channel for the exchange of information between its participants.

Depending on the participants' access to information, there are open, closed and combined types of communication networks. Open ones are characterized by the presence of controlling and stopping participants, closed ones are a channel of free exchange of information.

In the modern world, the combined type is most often used, in which only individual areas are subject to control.

Considering the number and subordination of participants, communication networks can be divided into two types: linear and multi-level. The first type includes equal participants, in the second there is a hierarchy that can distort the information received by the end participants.

The most common model of a communication network in large organizations is an awning, which assumes horizontal and vertical communication channels. Thus, company employees can exchange information within the department, make independent decisions within their competence.

A classic example of a circle-type communication network is a small department in a company, each of whose employees reports directly to a manager.

Communication capabilities of computer networks

Computer networks provide users with the ability to quickly exchange huge amounts of information, while being anywhere in the world. The advantage of computer networks is their versatility, the ability to use various electronic devices for communication.

A positive aspect of modern computer networks is the ability to customize the privacy of the information exchange channel. Thus, the participants in the communication can protect personal data and confidential information about the company from disclosure, while using all the possibilities of communication.

Information and communication network Internet

The Internet today is an unification of local national computer networks into a single space for the exchange of information in real time. Thus, a global system is formed that can be used around the clock.

The network is based on the unique addresses of local computers based on the protocol (methodology) of data transmission. Currently, there are fixed and dynamic protocols (IP addresses) that provide users with the ability to exchange information.

Characteristics and what constitutes communication networks

Modern communication networks consist of three levels, each of which can be considered as an independent unit that interacts with the rest.

The control layer is a channel for creating a communication session. Through it, information about the establishment of a connection and its termination is transmitted, and also control of the quality of communication is carried out during the current data exchange session.

The level of participants in communication networks carries out the transfer of information that users exchange.

It can be:

text, image or sound files;

electronic text messages;

video recordings in real time (for example, when communicating through video calls).

The administrative layer is the maintenance channel of the communication session. Through it, information about the quality of the connection is transmitted, and the necessary adjustments are made.

The main characteristic of a communication network is the type of signal transmitted. Analog networks (telephone, telegraph, mail) use different encodings for the transmission of information messages. Digital networks use only binary digital coding, which contributes to the high speed of information exchange.

Communication networks of organizations

Large organizations are characterized by the combination of several communication channels into a single network that connects all members of the structure.

The main difficulty of large communication networks is the frequent distortion of the information provided. The solution to the problem is to add intermediate links to the network that control and stop the flow of inaccurate information.

Communication networks in management

From the point of view of personnel management processes, communication networks in the organization need to be equipped with "connecting links" that ensure the circulation of information flow. For example, networks of star or circle types, in which one central participant transmits information to the rest, the information may be distorted, not reaching all channel participants in time.

Thus, the task of management is to select the optimal structure of the communication network for each work process. The most commonly used separation of duties, a hierarchical structure is created in which the availability of information is determined by the rank of each participant.

An example of such a phenomenon is the closed meetings of the heads of departments of the company, as well as daily “briefings” within each functional unit.

Communication equipment for computer networks

For the exchange of information through computer networks, it is necessary to ensure the full functioning of the equipment.

The basis of communication with a computer is network cards, which exchange data between the device and the network. In addition, these microcircuits (adapters) temporarily store data (cache) before transferring them. Depending on the capacity and performance, network adapters are allocated for personal computers and servers. In the second case, the equipment is equipped with a powerful processor and a large amount of internal memory.

Auxiliary communication equipment are:

network cables (twisted pair, coaxial and optical modifications);

hubs;

routers;

routers.

The cables physically connect the devices, the second group of equipment ensures the accuracy of signal reception and distribution.

Manufacturers and suppliers of equipment for computer networks

Among domestic manufacturers and suppliers of equipment are:

X-Com is a group of companies that provides modern equipment and services for the optimization of communication and business processes. The company provides turnkey system integration of all divisions of the company.

It Starline is a computer hardware supplier providing clients with consulting services for the selection and installation of optimal network equipment.

Communication network service companies

In addition to purchasing equipment, it is important to find a company to service communication networks.

Telekomstroykompleks is a company that provides a full range of services for the creation and maintenance of telecommunication networks. The advantage of the service provider is the ability to order the reconstruction of old networks at affordable prices.

"VIS" is a multi-profile company that provides services for complex maintenance of engineering networks. Clients are offered design and modernization services.

Inex-Group-Service is a certified dealer of such well-known manufacturers as HP / Compaq, IBM, Microsoft, Intel and other brands.

More about communication networks, types, types, special equipment, service companies can be found at the annual exhibition "Communication".

Read our other articles:

three types of communication networks: open, closed and combined.

In open networks, the movement of a command or information can be stopped, as it gets to a dead end, i.e. to the control structure element at the end of the channel. At the same time, movement may encounter an obstacle in the form of an intermediary or controller, but who, for some reason, impedes this movement (stops, distorts, directs in the other direction) and cannot be bypassed. In closed networks, dead ends and controllers are either absent or can be bypassed. Mixed networks combine both principles of construction and are inherent in large multi-tier enterprises.

Let us consider in more detail each of the types of networks, their advantages and disadvantages, keeping in mind that we are talking about their schematic diagrams, and not about "portraits" of certain real organizations or divisions.

The simplest form of an open communication network is a linear one called a snake (diagram 1). It characterizes the elements of the management structure A and B, which, when connected, are at dead ends, and C plays the role of not only an intermediary of communications, but can control them. Such a network connects employees of the same management level, which is most often informal, or is an element of a more complex network.

Networks consisting of two or more levels are inherent primarily in formal hierarchical structures and have a central link that serves as the starting point for vertical communication channels.

However, such a communication network is unsuitable for large management structures. The central link A is no longer able to develop all the solutions on its own and bring them to the performers. In this case, an assistant (mediator) B appears, concretizing the commands and distributing information

between performers C, D, D. As a representative of the middle level of management and playing de jure secondary roles, in fact, he receives enormous power, since he controls information and can impose his will on the first person. Such a network is called a spur (diagram 3).

In star and spur networks, the number of communication channels converging to the central element can in practice grow indefinitely and ultimately exceed the ability of an individual to control them. This circumstance sets a natural limit to the development of the management structure, therefore, prevents the expansion of the enterprises themselves, due to the growth of the scale of production.

Therefore, for large multidisciplinary functional structures, other communication networks are characteristic, for example, an awning (diagram 4) and its modifications. The essence of these modifications, called the tent and the house (diagram 5b), consists in the official admission, along with vertical horizontal communication channels, through which subordinates

can directly independently solve many minor problems, which allows the management not to be distracted by them and focus on the main thing.

One level of horizontal communication is allowed in the "tent" - between the second persons; in the "house" such channels are possible at all levels of the management structure, which gives it the character of a closed network. Practice shows, however, that due to the relatively free use of communication channels, certain purposeful deformations can arise here, with the help of which individual subjects of the management structure can first be turned off from the communication system and then removed from it.

liaisons that facilitate interaction between the participants of these

structures.

The basis of closed networks is a "circle" type network (diagram 7)

In large enterprises, it can be complex, including

additional communication channels linking

everyone with everyone. The "circle" is characteristic of structures with a favorable moral and psychological climate. It helps to bring people together, facilitate the exchange of information and ideas, and stimulates creative processes.

In large enterprises, creative groups can be linked to each other, and then the communication structure takes the form of "honeycomb" (Figure 9). This is a combined network, it is a unity of an open "snake" and a closed "wheel" or "circle". The communication process already has its dead ends here, and the messengers easily turn into controllers. These dead ends, if necessary, can be overcome by closing the "snake" itself using the "connecting link" principle.