Informal Groups-Communication Networks

Informal Groups-Communication Networks
Communication network describes the information flow within the
organization. Imperatively, information flows through systems in
organizations thus networks of communication follow regular patterns,
which involve person-to-person associations (Karki, 2012). The regular
patterns facilitate the flow of information in an organization. With
regard to the point above, it is clear that information in any
organization is structured, regulated and managed at all times.
The chart provides a likely top down communication network that involves
the flow of information from the top management to the subordinate
workers or the last man in the organizational structure (Awazu, 2004).
The first communication network between the manager and the backup
manager is effective. It is vital to have a direct and open
communication network between the manager and the backup manager. In the
event that the manager requires delegating his duties, the backup
manager should be familiar with the system and operations of the
organization. Therefore, the communication network between the manager
and the backup manager is absolutely effective. Similarly, the
communication network between the manager and the supervisor is also
effective as the manager requires direct information on how the
organizational operations are being conducted. Supervisors are
responsible for ensuring that the activities of an organization as
production run smoothly while following the standards of the
organization (Karki, 2012). Therefore, the supervisor is, in a good
position to keep the manager updated of the progress of the operations
of an organization. Such updates are vital in decision making regarding
the required changes, as well as allocation of resources. On the
contrary, the communication networks between the backup manager and both
cake decorator and cook are not effective. A cake decorator and the cook
should be report to the supervisor who would eventually report to the
backup manager. In these cases, the best alternative communication
network would be between the cake decorator and cook reporting to the
supervisor. The position of the above point makes the communication
network between the supervisor and the overnight baker extremely
effective.
For the entire communication networks (informal), I played the role of a
central connector. The role arises from the frequency of consultation
and contacts, which the central connector encounters in any
communication activity. The central connector has lots of intelligence
(local), which is recognized as superior as the central connector
possesses exceptional capabilities of identifying intelligence (Awazu,
2004). The role of a central connector is significant in an organization
because they have the capacity to identify people who have the required
knowledge for every organizational process. Central connectors are
crucial in communication networks as they provide intelligence seekers
with the correct and relevant information, or point the intelligence
seekers in the right direction (Awazu, 2004). Central connectors save
lots of resources and time, in an organizational setting.
The preferred role in the communication network is the role of an
expert. Experts are equipped with the technical knowledge of performing
a task thus can advise the people involved in the operation
accordingly. The experiences of experts are focused and concentrated in
certain process where the experts command deep knowledge and
intelligence. The most significant role of experts is providing
information to other people in the most understandable manner and form.
Experts can only achieve the objectives of their roles through long
experience combined with extracting and identifying the significant
intelligence, which is required for the completion of organizational
processes (Awazu, 2004). Despite the fact that experts might be confined
and limited to homogeneous working environment and local contexts, the
roles that are played by experts surpass the limiting factors.
References
Awazu, Y., (2004). Informal Roles and Intelligence Activities: Some
Management Prepositions. Journal of Competitive Intelligence and
Management. 2 (1).
Karki, J.B., (2012). Business Communication: Communication Network in
Business Organization.
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