WELCOME

Group B
Shruty M.T

Diana Rajan Ekta Kamdar

Sudin A.P Farah Haneef Lekshmi Sarin

STAFFING

Introduction to

DEFINITION
Staffing is a process by which an Organization creates a pool of applicants and makes a choice from that pool to provide the right person at the rigth place at the right time to increase the Organizational effectiveness

Nature of Staffing 1. Important Managerial function

Like other functions of Management,Staffing is also important, without which Organization cannot acheive its goals

2. Pervasive activity
Its carried out by all managers in all types of concern where business activity are carried out

3. Staffing is a continous activity

Staffing function is continous throughout the life of an Organization due to Transfer and Promotion that takes place

4. Efficent management of personnel

Human resources can be efficently managed by a system or proper procedure i.e Recruitment, Selection, Placement,Training and Development, providing Renumeration etc

5. Helps in placing Right person at the Right job

It can be done effectievly through proper recruitment procedure and then selecting the most suitable candidate

Staffing Process

1. Manpower requirement
The very first step in staffing is to plan the manpower inventory required.

2. Recruitment
Identyfing the sources of manpower and stimulating them to apply for the job

3. Selection
The right candidate for the right job is selected through various selection tests

4. Orientatin and Placement

The appointed candidate are made familiar to work and units and work environment through orientation programme Placement takes place by putting the right man to the right job

5. Training and Development

Training and Development is a part of incentives given to workers in order to develop and grow within the concern

6. Remuneration
This is the outcome for the employees for what they are working. It is the monetary incentive for the employees

7. Promotion and Transfer

Promotion is said to be non monetary incentives where the workers is shifted from existing job to higher job with higher responsibility Shifting the worker from one branch to another is Transfer

Selection

Definition
Is the process of discovering the qualifications and characteristics of the job applicant in order to establish their likely suitability for the job position..

It requires a methodical approach to the problem of finding the best matched person for the job

Stages in Selection process

Stage 1 Stage 2 Stage 3

Screening of Application forms

Tests ( Inteligence, Aptitude, Technical )

Selection Interview

Stage 4

Selection Decision

Selection Process

1. Preliminary Selection
It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the Organization. It is also called as Screening interview

2. Selection Tests
These Tests invove some aspects of an individual behaviour, attitude, performance, interest etc

3. Employment Interview
It is one to one interview between the interviewer and the potential candidate. But suchinterviews consumes time and money. Such interview may be biased at times

4. Medical or Physical Examination

- It determines whether the candidate is physically fit to perform the job. Those who are unfit are rejected - It reveals disabilities and provides employees health record - It prevents the employment of people suffering from communicable disease

5. Reference check
The applicant is asked to mention in his application form, the names and addresses of two or more persons who knows hin/her well. These may be his/her previous employers, head of Education Institutions or Public figures. These people are requested to provide their frank opinion about the candidate without any liability

6.Job Offer
After completing all the process, if the employer is satified with the candidate, he is offered the job for the right post

7.Employment Contract
Once the job is offered to the selected candidate , the next step is to enter into a Contract. A contract of service is signed by both the candidate and the representative of the Organization.

Induction & Orientation

What is Induction and Orientation

This is a process meant to help new employee to settle down quickly into the job by becoming familiar with the people, the sourroundings, the firm and the industry.

This is acquainting the new employees with the existing culture and practice of thr Organization

Difference between Induction and Orientation

Induction comes first followed by Orientation. Induction means introduction of overall preview of company. Its more lik presentattion. Orientation is practical overview of the company that includes introduction of employees to different people of the Organization and making him/her familiar, so that he/she knows what kind of company he/she will be working for.

Induction and Orientation for ??

To sort out all anxiety of recruited person To ensure the effective integration of staff History and Introduction of founders Understand the standards and rules ( written and unwritten) of the Organization Introduction to the company, departments and its personel structure To clear doubtful situation between new employee and existing employee Relevant personel policies, such as training, promotion, health ad safety

Formal Induction Programme

Organizational issues Employee benefit Introduction

HR Representative

Special anxiety Reduction programme

PLACEMEN T

Supervisior

Specific job Location & distribution

Advantage of Induction
Creates good impression It takes less time to familiarise Less turnover ratio

Increase productivity
Cost reduction

In absence of Induction
Uneasiness of new employee in the environment of the Organization

Poor integration in team

Low morale Loss of productivity Company image goes down More turnover ratio

Recruitment

Definition :
Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization.

Who is a Recruiter
A recruiter is someone engaging in recruitment, or the solicitation of individuals to fill jobs or positions within a corporation, nonprofit organization, sports team, the military, etc. Recruiters may work within an organization's human resources department (typically) or on an outsourced basis. Outsourced recruiters typically work for multiple clients at once, on a third-party broker basis, and are variously called headhunters, search firms/agents, agency recruiters, or recruitment consultants.

Internal Sources :
Recruitment that takes place within the organization is called Internal Recruitment

Transfer
Transfer involves the shifting of an employee from one job to another. At the time of transfer, it is ensured that the employee to be transferred to the new job is capable of performing it.

Promotion
Many companies follow the practice of filling higher jobs by promoting employees who are considered fit for such positions.

External Sources :
Direct Recruitment
It is done by placing a notice on the notice board of the enterprise specifying the details of the jobs available. It is known as recruitment at factory gate. The practice of direct recruitment is generally followed for filling casual vacancies requiring unskilled workers.

Unsolicited Applicants
Many qualified persons apply for employment to reputed companies on their own initiative. Such applications are known as unsolicited applications. A proper record may be kept for such applications and the candidates may be called for interview whenever the need arises.

Advertisements
Advertising the job has become fashion of the day with the large-scale enterprises, particularly when the vacancy is for a higher post or when there are a large number of vacancy. This helps in informing the candidate spread over different parts of the country. The necessary information about the company, job description and the job specifications may be given in the advertisement itself for the benefit of the candidate.

Employment Agencies

Employment exchanges run by the government are regarded as a good source of recruitment for unskilled, semi-skilled operative jobs.

Educational Institutes
Recruitment from educational institutes is a wellestablished practice of thousands of business and other organizations.

Labour Contractors
Workers are recruited through labour contractors who are themselves employees of the organization. The disadvantage of this system is that if the contractor himself decides to leave the organization, all the workers employed through him will follow suit.

Recommendations
Applications introduced by friends or relatives prove to be a good source of recruitment.

External Recruitment Agencies

3P Consultant LTD ABC International placement service Active consultant Career Graph HUDDAR Humanware India (and many more.......)

(National level)

External Recruitment Agencies

ADD Resources Camron James OSIRIS Connection Prisim Executive Recruitment (and many more.......)

(Global level)

Methods of recruitment
Direct Recruitment
Sending travelling recruiters to the educational institutions or colleges and they recruit the students from there. Campus recruiting.

Indirect Recruitment
Advertising in newspapers, journals, radio and televisions.

Third Party Recruitment

Private employment agencies, consultancies, employee referrals and job portals.

Selection Vs Recruitment
Recruitment involves identifying the sourses of manpower and stimulating them to apply for job in the Organization. Selection is the process of choosing the best out of those recruited. Selection is important as no Organization can acheive its goal without selecting the right people, where faulty selection lead to wastage of time and money and spolis Organization environment

CONTEMPORARY VIEWS OF LEADERSHIP

TRANSFORMATIONAL - TRANSACTIONA L LEADERSHIP

CHARISMATIC VISIONARY LEADERSHIP

TEAM LEADERSHIP
LEADING THROUGH EMPOWERMENT

TRANSFORMATIONAL- TRANSACTIONAL LEADERSHIP

TRANSACTIONAL

LEADERSHIP

. Transformational leaders are those who lead primarily by using social exchanges (or transactions).They guide or motivate followers to work toward established goals by exchanging rewards for their productivity

TRANSFORMATIONAL LEADERSHIP
A transformational leader is one who stimulates and inspires (transforms) followers to achieve extraordinary outcomes. These type of leaders appeal to followers ideals and moral values and inspire them to think about problems in new or different ways. He creates : Feelings of confidence, Admiration and commitment in the followers. Creates a special connection with followers, Express a vision with which the followers identify and for which they are willing to work.

The evidence supporting the superiority of transformational leadership over transactional leadership is overwhelmingly impressive. Evidence indicates that transformational leadership is strongly correlated with: Lower turnover rates Higher levels of productivity,

Employee satisfaction,
Creativity,

Goal attainment, and

Follower well-being

CHARISMATIC -VISIONARY LEADERSHIP

CHARISMATIC LEADERSHIP
Charismatic leader is an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. People usually feel personally attracted to a charismatic leader and the attraction can lead to a powerful leadership. Phenomena that can be observed in charisma include: The followers trust the correctness of the leaders believes; The followers feel affection to the leader and obey the leader willingly; The followers feel an emotional involvement in the mission they are led to.

Charismatic leadership may be most appropriate when the followers task has an ideological purpose or when the environment involves a high degree of stress and uncertainty. Thus they are likely to crop up in politics, religion, or war time ;or when a business firm is starting up or facing a survival crisis.
Ex: Martin Luther King Jr., used his charisma to bring about social equality through non-violent means; and Steve Jobs achieved unwavering loyalty and commitment from Apples technical staff in the early 1980s by articulating a vision of personal computers that would dramatically change the way people lived.

VISIONARY LEADERSHIP
It is the ability to create and articulate a realistic , credible, and attractive vision of the future that improves on the present situation. An organizations vision should : Create clear and compelling imagery that taps into peoples emotions Inspire enthusiasm to pursue the organizations goals Generate possibilities that are inspirational and unique and Offer new ways of doing things that are clearly better for the organization and its members.
.

For ex: Michael Dell of Dell Inc. created a vision of a business that sells and delivers customized PCs directly to customers in less than a week ; and

TEAM LEADERSHIP

One study looking at organizations that had reorganized themselves around employee teams found certain common responsibilities of all leaders. These included coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training and communication. However, a more meaningful way to describe the team leaders job is to focus on two priorities: Managing the teams external boundary and Facilitating the team process.

COACH

CONFLICT MANAGER
TEAM LEADER ROLES

LIAISON OFFICER

TROUBLESHOOTER

LEADING THROUGH EMPOWERMENT

Empowerment involves increasing the decision making discretion of workers. Millions of individual employees and employee teams are making the key operating decisions that directly affect their work. They perform various tasks like:Developing budgets, Scheduling work loads, Controlling inventories,

Solving quality problems, and

Engaging in similar activities that until very recently were viewed exclusively as part of the managers job. .

Why employee empowerment?

If organizations want to successfully compete in a dynamic global economy, employees have to be able to make decisions and implement changes quickly. Organizational downsizings have left many managers with larger spans of control, so, in order to cope with the increased work demands, managers have to empower their people.

POWERS OF A LEADER
Legitimate PowerLegitimate power and authority are the same. It represents the power a leader has as a result of his or her position in the organization. Although people in positions of authority are also likely to have reward and coercive power, legitimate power is broader than the power to coerce and reward.

Coercive PowerIt is the power of a leader to punish or control. Followers react to this power out of fear of the negative results that might occur if they dont comply. Managers typically have some coercive power, such as being able to suspend or demote employees or to assign them work they find unpleasant or undesirable.

 Reward PowerIt is the power to give positive rewards. These can be anything that a person values, such as money, favorable performance appraisals, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories.

Expert PowerIt is the power thats based on expertise, special skills, or knowledge. If an employee has skills , knowledge, or expertise thats critical to a work group, that persons expert power is enhanced.

Referent PowerIt is the power that arises because of a persons desirable resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person.

LEADERS VS MANAGERS

BASIS

MANAGER
A person becomes a MANAGER by virtue of his position. MANAGER has got formal rights in an organization because of his status. The subordinates are the followers of the MANAGERS. A MANAGER performs all 5 functions of management.

LEADER
A person becomes a LEADER on basis of his personal qualities. Rights are not available to a LEADER. The group of employees whom the LEADER leads is his followers. LEADER influences people to work willingly for group objectives.

ORIGIN

FORMAL RIGHTS FOLLOWERS

FUNCTIONS

NECESSITY

A MANAGER is very essential to a concern.

A LEADER is required to create cordial relation between person working in and for organisation.

It is more stable.

STABILITY MUTUAL RELATIONSHIP ACCOUNTABILITY

LEADERSHIP is temporary.
All LEADERS are not MANAGERS. LEADERS have no well defined accountability.

All MANAGERS are LEADERS. MANAGER is responsible for self & subordinates behaviour & performance. A MANAGERs concern is organisations goals.

CONCERN

A LEADERs concern is group goals & members satisfaction.

LEADERSHIP THEORIES

LEADERSHIP THEORY

TIME OF INTRODUCTION

MAJOR TRENDS

TRAIT THEORY

1930s

Individual characteristics of leaders are different from those of non-leaders.

BEHAVIORAL THEORY

1940s & 1950s

The behaviour of effective leaders are different from those of ineffective leaders.
Factors unique to each situation determine whether specific leader characteristics & behaviours will be effective.

CONTINGENCY THEORY

1960s & 1970s

EARLY LEADERSHIP THEORIES

TRAIT THEORY

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure.
Successful leaders definitely have interests, abilities, and personality traits that are different from those of the less effective leaders. Through many researches conducted in the last three decades of the 20th century, a set of core traits ofsuccessful leaders have been identified. These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential.

7 TRAITS ASSOCIATED WITH LEADERSHIP

1.

2.

3. 4.

5.

6.

7.

DRIVE High level of effort, ambition, energy & initiative. DESIRE TO LEAD An intense desire to lead others to reach shared goals. HONEST & INTEGRITY Trustworthy, reliable & open. SELF-CONFIDENCE Belief in ones self, idea & ability. INTELLIGENCE Leaders have to be intelligent enough to create visions, solve problems & make correct decisions. JOB-RELEVANT KNOWLEDGE Knowledge of industry & other technical matters. EXTRAVERSION- Leaders are energetic & lively people.

ADVANTAGES of TRAIT THEORY:

Naturally pleasing theory. It is valid as lot of research has validated the foundation & basis of the theory. Serves as a yardstick against which the leadership traits of an individual can be assessed. It gives a detailed knowledge & understanding of the leader element in the leadership process.

LIMITATIONs of TRAIT THEORY:

Bound to be subjective judgement in determining who is regarded as a good or successful manager. There is disagreement over which traits are the most important for an effective leader. The list of possible traits tend to be very long. It relates to physical traits such as, height & weight, to effective leadership. Most of these relate to situational factors. The theory is very complex.

BEHAVIORAL THEORIES OF LEADERSHIP

BEHAVIORAL DIMENSION UNIVERSITY OF LOWA

DEMOCRATIC STYLE: involving subordinates, delegating authority, and encouraging participation. AUTOCRATIC STYLE: dictating work methods, centralising decision making & limiting participation. LAISSEZ-FAIRE STLYE: giving group freedom to make decisions & complete work.

CONCLUSION Democratic style of leadership was most effective, although later studies showed mixed results.

OHIO STATE

Consideration: being considerate of followers ideas & feelings. Initiating Structure: structuring work & work relationships to meet job goals.

High-high leader(high in consideration & high in initiating structure)achieved high subordinate performance & satisfaction, but not in all situations.

UNIVERSITY OF MICHIGAN

Employee Oriented: emphasized interpersonal relationships & taking care of employees needs. Production Oriented: emphasized or task aspects of job. Concern for people: measured leaders concern for subordinates on a scale of 1 to 9(low to high). Concern for Production: measure leaders concern for getting job done on a scale 1 to 9(low to high).

Employeeoriented leaders were associated with high group productivity & higher job satisfaction. Leaders performed best with a 9.9 style(high concern for production & high concern for people).

MANAGERIAL GRID

MANAGERIAL GRID

3 LEADERSHIP STYLES
1.

AUTOCRATIC STYLE - They are known as

autocratic leaders, provide clear expectations for what needs to be done, when it should be done and how it should be done.

2.

DEMOCRATIC STYLE - Most effective leadership

style. It offers guidance to group members, but they also participate in the group & allow input from other group members.

3.

LAISSEZ-FAIRE STYLE - Also known as Delegative leadership. It is described as a leader who let the group make decisions and complete the work in whatever way it saw fit.

CONTINGENCY THEORIES OF LEADERSHIP

CONTINGENCY THEORIES OF LEADERSHIP In this section, we examine 3 contingency theories:

1). The FIEDLER Model

2). HERSEY & BLANCHARDS situational leadership theory, and 3). PATH-GOAL theory

HERSEY & BLACHARDS SITUATIONAL LEADERSHIP THEORY

Developed by Paul Hersey & Ken Blanchard. This model is called Situational Leadership Theory (SLT), is a contingency theory that focuses on followers readiness. The emphasis on the followers reflects that regardless of what the leader does, the groups effectiveness depends on the actions of the followers. By readiness, it refers to the extent to which people have the ability & willingness to accomplish a specific task. Hersey & Blanchard identified four leadership styles 1). Telling 2). Selling

1.

TELLING The leader defines roles & tells people

what, how, when, and where to do various tasks.

2. SELLING The leader provides both directive and

supportive behaviour.

3. PARTICIPATING The leader & followers share in

decision making; the main role of the leader is facilitating and communicating.

4. DELEGATING The leader provides little direction

or support.

The final component in the SLT model is the 4 stages of follower readiness:
1.

R1 People are both unable & unwilling to take

responsibility for doing something. Followers arent competent or confident.

2.

R2- People are unable but willing to do the necessary job

tasks. Followers are motivated but lack the appropriate skills.

3.

R3- People are able but unwilling to do what the leaders

want. Followers are competent but dont want to do something.

4.

R4- People are both able and willing to do what is asked of

them.

SLT says if followers are at:

1.

R1- The leader needs to use the TELLING Style &

give clear and spcific directions

2.

R2- The leader needs to use the SELLING Style &

display high task orientation to compensate for the followers lack of ability & high relationship orientation to get followers to buy into the leaders desires

3.

R3- The leader needs to use the PARTICIPATING

Style to gain their support.

4.

R4- The leader doesnt need to do much and

should use the DELEGATING Style.

PATH GOAL THEORY

This theory states that the leaders job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organisation. The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals & make the journey along the path easier by reducing roadblocks & pitfalls.

Under this theory, there are 4 leadership behaviours: 1. Directive Leader The leader lets subordinates know
whats expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks.
2.

Supportive leader- The leader shows concern for the

needs of followers and is friendly.

3.

Participative leader- The leader consults with group

members and uses their suggestions before making a decision.

4.

Achievement oriented leader- The leader sets

challenging goals and expects followers to perform at their highest level.

COMMUNICATION ?

Communication is the transfer and understanding of meaning . Transfer of meaning->information have not been conveyed , communication not taken place . Understanding of meaning->meaning must be imparted and understood . Interpersonal communication-communication between 2 or more people . Organizational communicationall the patterns, networks and systems of communication within an organization.

FUNCTIONS OF COMMUNICATION

Major functions: Control , motivation , emotional expression and information . Controls employee behavior in several ways .For example, when employee wants to communicate job-related grievances to their immediate manager ,to follow their job description, communication is needed. Informal communication also controls behavior. For example, when a group teases a member for working too hard, those indivituals are informally controlling the behavior of that person.

Communication motivates by clarifying to employees what is to be done ,how well they are doing it and what can be done to improve the performance . As employees set specific goals, work towards those goals, and receive feedback on progress towards goals, communication is required at every step. Communication provides a release for emotional expression and feelings. For many employees, their work group is a primary source for social interaction to share their frustrations and feelings of satisfaction. Communication provides information for indivituals and groups to get things done in an organizations.

Interpersonal Communication process

Message

Medium

Receiver

Encoding

Decoding

Noise
Sender Message

Feedback

Before communication can take place, a purpose, expressed as message to be conveyed ,must exist first . It passes between sender(source) and receiver. The message is converted to symbolic form (called encoding) and passed by way of some medium(channel) to the receiver ,who retranslates the message(called decoding). The entire process is susceptible to noisedisturbances that interface with the transmission ,receipt or feedback of a message .For example ,phone static, inattention by the receiver, background sounds..etc. Anything that distorts the communication process can be noise.

METHODS OF COMMUNICATING INTERPERSONALLY

Managers have a wide variety of communication methods which can be evaluated by the following factors: Feedback-how quickly can the receiver respond to messages? Complexity capacity-can the method process complex messages? Breadth potential-how many different messages can be transmitted using this method? Confidentiality-can communicators be sure that their messages are read only by the intended audience? Encoding ease-can senders easily and quickly use this channel?

Decoding ease-can receivers easily and quickly decode messages using this method? Time-space constraint-Do senders and receiver have to communicate the same time and in the same space? Cost- cost efficiency of using this method. Interpersonal warmth-how well does this method convey interpersonal warmth? Formality-does the method have needed amount of formality? Scanability-does this method allow messages to be browsed easily or scanned for relevant information? Time of consumption-does the sender or receiver have the most control over when the message is

NON-VERBAL COMMUNICATION

Non-verbal communication- communication transmitted without words .For example , clothes he/ she wears, a doctor or a lawyer, conveys messages about his/her profession . Body language and verbal intonation are best known types of non-verbal communication Body language refers to gestures , facial expressions and other body movements that convey meaning . Verbal intonation refers to emphasis someone gives to words or phrases that convey meaning .

BARRIERS TO COMMUNICATION

Filtering-Its the deliberate manipulation of information to make it favorable to the receiver, like when a person tells his manager what his manager wants to hear, information is filtered. Emotions- how a receiver feel when he gets a message influences how he interprets it .Extreme emotions hinder effective communication . Information Overload-when information exceeds a persons processing capacity. For example, when a marketing manager is faced with 1000 email messages after his return from a week long sales trip.

Defensiveness- when people feel they are threatened, they tend to become defensiveverbally attacking others, making sarcastic comments, being overly judgmental or questioning others motives which hinders effective communication . Language-Age, education and cultural background influences once language and use of words. National Culture-communication differences might arise from different cultures .For example ,due to technological and cultural reasons ,

OVERCOMING BARRIERS TO COMMUNICATION

Using feedback-Misunderstandings and inaccuracies are common communication problems ,which are less likely to occur if the manager gets feedback,both verbal and nonverbal . Simplifying language-language can be a barrier,if the audience is not considered. For example, the use of jargons . Constraining emotions-calm down ,get emotions under control before communicating ,else it might hinder effective communication.

Listening actively- Listening is the active search for meaning . It demands total concentration without premature judgments.
Watching Nonverbal Cues- make your actions align with the words you speak to ensure that they give out the desired meaning .

ORGANIZATIONAL COMMUNICATION

Definition
A process by which activities of a society are collected and coordinated to reach the goals of both individuals and the collective group. It is a subfield of general communications studies and is often a component to effective managementin a workplace environment.
organizational communication can be defined as the transmission of a message through a channel to a receiver. be defined as the way language is used to create different kinds of social structures, such as

ORMAL COMMUNICATION
Formal communication refers to communication that follows the official chain of command or is part of the communication required to do ones job.

EXAMPLE: When a manager ask an employee to complete a task he or she is communicating formally. So is the employee who brings a problem to the attention of his or her manager. Any communication that takes place within prescribed organizational work arrangements would be classified as formal.

INFORMAL COMMUNICATION

Informal communication is organizational communication that is not defined by the organizational structural hierarchy.
When employees talk with each other in the lunch room, as they pass in hallways, or as theyre working out at the company excerise facility, thats informal communication. Employees form friendship and communicate with each other.

The informal communication system fulfills two purpose in organizations:

(1) it permits employees to satisfy their need for social interaction (2) it can improve an organizations performance by creating alternative, and frequently faster and more efficient, channels of communication.

DIRECTION OF COMMUNICATION FLOW

Organizational communication can flow downward, upward, literally, or digonaly.

DOWNWARD : Any communication that flows downward from a manager to employees is downward communication. Downward communication is used to inform, direct, coordinate and evaluate employees. When managers assign goals to their employees they are using downward communication. Managers are also using downward communication by providing employees with job description, informing them of organizational policies and procedures, pointing out problems that need attention, or evaluating their performance.

UPWARD: Managers rely on the employees for information. Reports are given to managers to inform them of progress toward goals and any current problems. Upward communication flows upward from employees to managers. It keeps managers aware of how employees feel about their jobs, their co-workers and the organization. Managers rely on upward communication for ideas on how things can be improved.

Examples: performance reports prepared by

employees, suggestion boxes, employee attitude surveys, manager-employee discussions etc

LATERAL:

Communication takes place among any employees on the same organizational level is called lateral communication. In todays rapidly changing environment horizontal communication are frequently needed to save time and improve coordination. Cross functional teams, for instance, rely heavily on this form of communication interaction. However it can create conflicts if employees donot keep their managers informed about decision they have made or actions they have taken

DIAGONAL: Diagonal communication is communication that cut across both work areas and organizational levels. In the interest of efficiency and speed diagonal communication can be beneficial. And the increased use of email facilitates diagonal communication.

However just as with lateral communication, diagonal communication has the potential to create problems if employees dont keep their managers

ORGANIZATIONAL COMMUNICATION NETWORKS

The vertical and horizontal flows of organizational communication can be combined into a variety of patterns called communication networks

TYPES:

CHAIN NETWORK:

Communication flows according to the formal chain of command, both downward and upward

WHEEL NETWORK:

Communication flowing between a clearly identifiable and strong leader and others ina work group or team. The leader serves as the hub through whom all communication passes.

ALL-CHANNEL NETWORK:

Communication flows freely from all members of a work team.

GRAPE VINE:

(INFORMAL ORGANIZATIONAL COMMUNICATION NETWORK)

The grape vine is active in almost every organization. The grape vine is an important part of any group organization communication network and well worth understanding. It identifies for managers those bewildering issues that employee consider important and anxiety producing. It acts as both a filter and feed back mechanisam, picking up on the issues employees consider relevant by being aware of the grape vine flow and patterns, managers can stay on top of issues that concern employees and, inturn , can use the grape vine to disseminate important information.