Communication Networks

As demonstrated by the transactional model of communication, communication exists in many forms. Workplace messages are sent via various channels with a number of different intended receivers including external clients and customers, investors, co-workers, and supervisors.

Communication within organizations typically takes place according to an implicit or explicit hierarchical structure where some people hold positions of power over others. However, communication between individuals at different levels of the organization is also likely. Therefore, you should expect to interact with individuals at every level of your organization’s communication network. Competent communicators recognize a distinction between interactions between organizational levels, and are able to adapt their communication style to support their individual and professional goals along with those of the organization.

Before we examine how communication networks influence workplace interactions, it is important to understand the distinction between formal and informal communication networks. Then, we will explore how each type of network plays a role in creating open communication climates and effective communication patterns in the workplace.

Figure 1.4 Organizational Chart

Formal communication network. You should expect much of your work on the job to involve interactions within formal communication networks. Within organizations, formal networks are usually outlined by a formal organizational chart. However, your interactions with individuals outside of the organization such as clients, vendors, or customers are also typically formal in nature. Formal networks in the workplace include owners, executives, supervisors, and team leads who are typically tasked with supervising others’ work.

Informal communication network. People at work you communicate casually with about your job, the organization, personal matters, or other employees comprise your informal communication network. Informal networks have commonly been referred to as the grapevine, but should not be looked upon as the “gossip mills” this label might assume. Employees actually gain valuable social and psychological support from interactions with informal connections in the workplace (Lehman & Dufrene, 2016). In fact, these informal networks are where many employees get information about what is happening at work.

Figure 1.5 Network map

Communicating in Formal Networks

Our interactions in formal communication networks are most often characterized as downward, upward, or horizontal communication. Downward communication consists of messages sent from supervisors to subordinates. Examples of downward communication include employee evaluations and performance appraisals, outlining or delegating tasks, and providing instructions. These messages may be both written and spoken. This means employees might expect to receive downward communication from a supervisor by email or company memo as well as during face-to-face meetings or briefings.

Upward communication consists of messages sent from employees in positions on lower levels of the organizational hierarchy to those at the top. In other words, a supervisor might request information or feedback from a subordinate. Employees also routinely provide information to supervisors or organizational leaders on such matters as requests for actions (e.g., vacation or employee leave), status updates, or to receive clarification of work processes and procedures.

Researchers have identified several important roles upward communication plays within an organization. Upward communication keeps management informed about the perceptions of lower-level employees, and provides a channel for employee voices to be heard. These interactions also allow managers to take advantage of the expertise of employees, and can enhance downward communication (Lehman & Dufrene, 2016).

Horizontal communication takes place when employees of similar status or hierarchical level interact. Although formal organizational charts do not always accurately reflect the true nature of horizontal communication, interactions of this type represent the primary means of engagement between cross-functional teams and allow individuals to better perform their job duties. Horizontal communication allows employees to collaborate on work tasks and can allow for better alignment of workplace goals and functions. Although horizontal communication may be considered less formal, it is still considered a part of our formal communication networks because the subject matter and individuals involved in these interactions are in most cases largely determined by the organizational structure. In other words, the people with whom you communicate is largely dependent on your position within the organization.

Communicating in Informal Networks

Informal networks in the workplace consist of individuals holding positions of organizational status and power similar to one another (McCornack, 2013). Unlike horizontal communication, these interactions are not based on the formal organizational structure, but become more likely as we see others every day and get to know and like them on a personal level. Like friends you come to know in high schools, employees within organizations often form informal relationships based on similar interests. We build workplace friendships and engage in casual, informal conversations both in and outside of work.

An informal communication network exists even in the most flat or rigidly designed formal systems, and research suggests the relationships we develop through our informal networks can have a tremendous impact on the quality of life at work. Coworkers have an important role in organizational members’ assimilation and in long-term satisfaction in the work environment (Myers, Seibold, & Park, 2011). In other words, making friends at work impacts your enjoyment with work itself.

Developing competent interpersonal communication skills will help you establish friendly, productive relationships with coworkers and colleagues. Peer relationships in the workplace should be viewed in the same way as other friends and acquaintances; relationships outside of work require our time and energy. It is important to create and maintain healthy connections with peers at work. Although these relationships generally do not follow the structure of formal networks, you may come to rely heavily on informal networks to make connections for career advice, mentoring, and training.

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