Vertical communication: Difference between revisions
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'''Vertical [[communication]]''' is a type of flow of [[information]] between members of organisation who are on different levels of its [[hierarchy]]. It can be used both in a downward and upward direction. Unlike [[horizontal communication]], vertical communication takes into account [[organizational structure]] and it doesn't allow to pass information in other way (e.g. omitting supervising manager). Most communications in organisations are considered to be vertical <ref>Burleigh B. Gardner, David G. Moore 1950, p. 43</ref>. | '''Vertical [[communication]]''' is a type of flow of [[information]] between members of organisation who are on different levels of its [[hierarchy]]. It can be used both in a downward and upward direction. Unlike [[horizontal communication]], vertical communication takes into account [[organizational structure]] and it doesn't allow to pass information in other way (e.g. omitting supervising manager). Most communications in organisations are considered to be vertical <ref>Burleigh B. Gardner, David G. Moore 1950, p. 43</ref>. | ||
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# '''Top-Down Communication''': This type of communication is used when information flows from the top of the organizational hierarchy to the lower levels. It is often used to communicate instructions, decisions, and policies to lower levels. | # '''Top-Down Communication''': This type of communication is used when information flows from the top of the organizational hierarchy to the lower levels. It is often used to communicate instructions, decisions, and policies to lower levels. | ||
# '''Bottom-Up Communication''': This type of communication is used when information flows from the lower levels of the [[organization]] to the higher levels. It is often used to communicate feedback, suggestions, and ideas from lower levels. | # '''Bottom-Up Communication''': This type of communication is used when information flows from the lower levels of the [[organization]] to the higher levels. It is often used to communicate feedback, suggestions, and ideas from lower levels. | ||
# '''Inter-Level Communication''': This type of communication is used when information flows between different levels of the organization. It is often used to ensure that strategies and objectives are effectively communicated and shared between different levels. | # '''Inter-Level Communication''': This type of communication is used when information flows between different [[levels of the organization]]. It is often used to ensure that strategies and objectives are effectively communicated and shared between different levels. | ||
# '''Horizontal Communication''': This type of communication is used when information flows between different departments within an organization. It is often used to ensure that tasks and objectives are effectively communicated and shared between different departments. | # '''Horizontal Communication''': This type of communication is used when information flows between different departments within an organization. It is often used to ensure that tasks and objectives are effectively communicated and shared between different departments. | ||
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Vertical communication is a type of communication that occurs between different levels of an organization. This type of communication is often used to ensure that strategies and objectives are effectively communicated and shared between different levels. Examples of vertical communication include a CEO issuing a directive to their entire organization, a manager communicating a company's policy to their team, or an executive announcing a new initiative or product. | Vertical communication is a type of communication that occurs between different levels of an organization. This type of communication is often used to ensure that strategies and objectives are effectively communicated and shared between different levels. Examples of vertical communication include a CEO issuing a directive to their entire organization, a manager communicating a company's policy to their team, or an executive announcing a new initiative or product. | ||
{{infobox5|list1={{i5link|a=[[Downward communication]]}} — {{i5link|a=[[Delegative leadership]]}} — {{i5link|a=[[Formalization]]}} — {{i5link|a=[[Culture and QMS implementation]]}} — {{i5link|a=[[Elements of organizational culture]]}} — {{i5link|a=[[Unity of direction]]}} — {{i5link|a=[[Management by participation]]}} — {{i5link|a=[[Organic organization]]}} — {{i5link|a=[[Authority and responsibility]]}} }} | |||
==References== | ==References== | ||
* Cardoso, G., Cunha, C., & Nascimento, S. (2004). ''[https://repositorio.iscte-iul.pt/bitstream/10071/13646/1/ip42.pdf Ministers of parliament and information and communication technologies as a means of horizontal and vertical communication in Western Europe]''. Information Polity, 9(1, 2), 29-40. | * Cardoso, G., Cunha, C., & Nascimento, S. (2004). ''[https://repositorio.iscte-iul.pt/bitstream/10071/13646/1/ip42.pdf Ministers of parliament and information and communication technologies as a means of horizontal and vertical communication in Western Europe]''. Information Polity, 9(1, 2), 29-40. | ||
* Fred C. Lunenburg (2010) ''[http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C,%20Formal%20Comm%20Channels%20FOCUS%20V4%20N1%202010.pdf Formal Communication Channels: Upward, Downward, Horizontal, and External]'', | * Fred C. Lunenburg (2010) ''[http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C,%20Formal%20Comm%20Channels%20FOCUS%20V4%20N1%202010.pdf Formal Communication Channels: Upward, Downward, Horizontal, and External]'', "Focus on colleges, universities, and schools", volume 4, number 1. | ||
* Priti Verma (2013) ''[http://ijpsbm.com/docs/papers/september2013/v1i113.pdf Relationship between Organisational Communication Flow and Communication Climate]'', | * Priti Verma (2013) ''[http://ijpsbm.com/docs/papers/september2013/v1i113.pdf Relationship between Organisational Communication Flow and Communication Climate]'', "International Journal of Pharmaceutical Sciences and Business Management", Vol.1 Issue. 1, p. 63-71. | ||
* Heather E. Canary, Robert D. McPhee (2011) ''[http://www.dphu.org/uploads/attachements/books/books_4937_0.pdf Communication and Organizational Knowledge: Contemporary Issues for Theory and Practice]'', Florence, KY: Taylor & Francis. | * Heather E. Canary, Robert D. McPhee (2011) ''[http://www.dphu.org/uploads/attachements/books/books_4937_0.pdf Communication and Organizational Knowledge: Contemporary Issues for Theory and Practice]'', Florence, KY: Taylor & Francis. | ||
* Burleigh B. Gardner, David G. Moore (1950). ''[https://babel.hathitrust.org/cgi/pt?id=mdp.39015049029765;view=1up;seq=1 Human Relations in Industry]'', p. 43 | * Burleigh B. Gardner, David G. Moore (1950). ''[https://babel.hathitrust.org/cgi/pt?id=mdp.39015049029765;view=1up;seq=1 Human Relations in Industry]'', p. 43 | ||
* Joann Keyton (2011). ''[https://books.google.pl/books?id=51TAdqtcWZUC&printsec=frontcover&hl=pl&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false Communication and organizational culture: A key to understanding Work Experiences]''. CA: Sage. | * Joann Keyton (2011). ''[https://books.google.pl/books?id=51TAdqtcWZUC&printsec=frontcover&hl=pl&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false Communication and organizational culture: A key to understanding Work Experiences]''. CA: Sage. | ||
* Kenneth J. Arrow (1975). ''[https://www.jstor.org/stable/3003220?read-now=1&refreqid=excelsior%3A0551d3b93d2548d0ceaf20c15c83db1b&seq=1#page_scan_tab_contents Vertical Integration and Communication]'', | * Kenneth J. Arrow (1975). ''[https://www.jstor.org/stable/3003220?read-now=1&refreqid=excelsior%3A0551d3b93d2548d0ceaf20c15c83db1b&seq=1#page_scan_tab_contents Vertical Integration and Communication]'', "The Bell Journal of Economics", Vol. 6, No. 1, p. 173-183. | ||
* Richard L. Simpson (1959) ''[https://www.jstor.org/stable/2390677?read-now=1&loggedin=true&seq=1#page_scan_tab_contents Vertical and Horizontal Communication in Formal Organizations]'', | * Richard L. Simpson (1959) ''[https://www.jstor.org/stable/2390677?read-now=1&loggedin=true&seq=1#page_scan_tab_contents Vertical and Horizontal Communication in Formal Organizations]'', "Administrative Science Quarterly", Vol. 4, No. 2, p. 188-196. | ||
==Footnotes== | ==Footnotes== | ||
Latest revision as of 06:42, 18 November 2023
Vertical communication is a type of flow of information between members of organisation who are on different levels of its hierarchy. It can be used both in a downward and upward direction. Unlike horizontal communication, vertical communication takes into account organizational structure and it doesn't allow to pass information in other way (e.g. omitting supervising manager). Most communications in organisations are considered to be vertical [1].
In general, there are four types of communication:
- Top-Down Communication: This type of communication is used when information flows from the top of the organizational hierarchy to the lower levels. It is often used to communicate instructions, decisions, and policies to lower levels.
- Bottom-Up Communication: This type of communication is used when information flows from the lower levels of the organization to the higher levels. It is often used to communicate feedback, suggestions, and ideas from lower levels.
- Inter-Level Communication: This type of communication is used when information flows between different levels of the organization. It is often used to ensure that strategies and objectives are effectively communicated and shared between different levels.
- Horizontal Communication: This type of communication is used when information flows between different departments within an organization. It is often used to ensure that tasks and objectives are effectively communicated and shared between different departments.
The first two of them are vertical communication.
Examples of vertical communication
Top-Down Communication
Top-down communication is a type of communication that flows from the upper levels of an organization to the lower levels. This type of communication is often used to communicate instructions, decisions, and policies from the top of an organization to the lower levels. Examples of top-down communication include a CEO issuing a directive to their entire organization, a manager communicating a company's policy to their team, or an executive announcing a new initiative or product.
Bottom-Up Communication
Bottom-up communication is a type of communication that flows from the lower levels of an organization to the higher levels. This type of communication is often used to communicate feedback, suggestions, and ideas from lower levels to the upper levels of an organization. Examples of bottom-up communication include employees providing feedback on a new initiative, employees making suggestions for improvement to a process, or employees communicating their ideas and opinions on a project.
Vertical communication can also be informal, but it is not its main purpose.
- Aligning Strategies: Vertical communication is a key factor in ensuring that all levels of an organization are working towards the same objectives. It is important to ensure that strategies communicated from the upper levels of an organization are correctly understood and implemented by those in lower levels.
- Clarifying Objectives: Vertical communication is a key factor in ensuring that everyone within an organization is working towards the same goals. It is essential that the objectives communicated from the top are clearly understood and accepted by those in lower positions.
- Improving Efficiency: Vertical communication is essential in order to ensure that tasks are completed quickly and efficiently. It is important that information is accurately communicated from the top of the organization to the bottom, so that tasks can be completed in a timely manner.
- Building Transparency: Vertical communication is also important when it comes to building trust and transparency within an organization. It is essential that information is accurately and openly communicated in order to ensure that everyone is kept up to date and informed.
- Encouraging Feedback: Vertical communication is key for encouraging feedback and input from those in lower positions. It is important that the upper levels of an organization are open to hearing suggestions from their staff in order to ensure that their strategies and to be effective.
Downward communication
In this kind of vertical communication a messenge is sent downwards: from higher to lower levels. The transmitted information can be for example: directives, instructions, directions or objectives. Literature shows that to make it most effective top managers should communicate directly with immediate supervisors and immediate supervisors then communicate with their staff [2]. There are five main purposes of downward communication [3]:
- To implement goals and strategies. Introducing new strategies and objectives gives lower levels information about preferred actions.
- To provide job instructions. Informing members about requirements on their tasks.
- To explain procedures. Defining organisation's base rules and regulations.
- To give feedback. Evaluating work of both inviduals and groups.
- To socialize. Encouraging staff members to get to know and adopt institution's values.
Downward communication is the most frequently used way of transferring information in organisations [4].
Upward communication
In this type of communication information is transmitted backwards: from lower to higher levels. This communication is used in numerous situations such as [5]:
- Making the leader aware of the difficulties that stuff members face.
- Stuff members suggesting improvements for instistution.
- Introducing reports regarding members’ results.
- Informing leaders about members’ complaints and grievances.
A perfect way to communicate in an institution is to rely both on downward and upward communication [6]. However, it is often seen, that in organisation structure information from lower to higher level fail to flow as effectively as in downward communication. This results from several barriers such as [7]:
- Leader's defensive attitude towards actions which don't meet requirements perfectly.
- Lack of administrator's response to staff members’ communication.
- Separation between higher and lower levels.
- Too long period of time between members’ communication and leader's action.
There are some methods and strategies that can be performed to increase efficiency of upward communication [8]:
- The open-door policy. A leader should always be ready to hear opinions and suggestions of staff members.
- Conducting attitude questionnaires and exit interviews.
- Making decisions based on group opinions using tools like suggestion boxes.
- Listening to the grapevine. This phenomenon can give leaders information about members attitude and their feelings.
Horizontal vs. vertical
Horizontal communication is a type of communication that flows between different departments within an organization. This type of communication is often used to ensure that tasks and objectives are effectively communicated and shared between different departments. Examples of horizontal communication include sharing information between marketing and sales departments, or collaborating between teams on a project.
Vertical communication is a type of communication that occurs between different levels of an organization. This type of communication is often used to ensure that strategies and objectives are effectively communicated and shared between different levels. Examples of vertical communication include a CEO issuing a directive to their entire organization, a manager communicating a company's policy to their team, or an executive announcing a new initiative or product.
| Vertical communication — recommended articles |
| Downward communication — Delegative leadership — Formalization — Culture and QMS implementation — Elements of organizational culture — Unity of direction — Management by participation — Organic organization — Authority and responsibility |
References
- Cardoso, G., Cunha, C., & Nascimento, S. (2004). Ministers of parliament and information and communication technologies as a means of horizontal and vertical communication in Western Europe. Information Polity, 9(1, 2), 29-40.
- Fred C. Lunenburg (2010) Formal Communication Channels: Upward, Downward, Horizontal, and External, "Focus on colleges, universities, and schools", volume 4, number 1.
- Priti Verma (2013) Relationship between Organisational Communication Flow and Communication Climate, "International Journal of Pharmaceutical Sciences and Business Management", Vol.1 Issue. 1, p. 63-71.
- Heather E. Canary, Robert D. McPhee (2011) Communication and Organizational Knowledge: Contemporary Issues for Theory and Practice, Florence, KY: Taylor & Francis.
- Burleigh B. Gardner, David G. Moore (1950). Human Relations in Industry, p. 43
- Joann Keyton (2011). Communication and organizational culture: A key to understanding Work Experiences. CA: Sage.
- Kenneth J. Arrow (1975). Vertical Integration and Communication, "The Bell Journal of Economics", Vol. 6, No. 1, p. 173-183.
- Richard L. Simpson (1959) Vertical and Horizontal Communication in Formal Organizations, "Administrative Science Quarterly", Vol. 4, No. 2, p. 188-196.
Footnotes
Author: Izabela Pyszczek
