Open communication networks and their varieties. Communication networks in the organization

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Communication conceptAndcommunicationnetworks

According to research, managers spend 50 to 90% of their time on communications. Communication is essential to the success of organizations. Effective leaders understand the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information. Managers obtain the information they need both within the company and in the external environment, and then transform it and distribute it among those who need it.

Communication (from the Latin word “to make common, to connect”) is the process of transferring information from a source to a recipient with the goal of changing his knowledge, attitudes or overt behavior. Effective communication is important for success in management, since the solution of many management problems is based on the direct interaction of people (boss with subordinates, subordinates with each other) within the framework of various events, communication is the best way discussing and resolving issues characterized by uncertainty.

The effectiveness of communication is influenced by factors such as communication skills, attitudes and experience, as well as the mental abilities of the subjects of communication, which form the specifics of their perception of the message and the emotional background.

Rice. 1. Communication process

There are six main variables in the interpersonal communication process: sender/encoder; message; channel; receiver/decoder; perception; feedback.

The sender is responsible for wording the message in a way that accurately conveys the message to the recipient. The process of translating a thought into a message is called encoding.

Since communication is essentially a process of achieving understanding, it requires concerted effort on both sides to ensure that the meaning of the message is the same for the sender and the recipient. The sender's job is to find and use communication symbols and skills that will result in the message being correctly reflected in the recipient's mind.

A message is made up of verbal and non-verbal symbols that represent the information we want to convey. Every message we send is an attempt to convey a thought to the recipient.

Types of data that, individually or in any combination, can contain messages:

Facts, specific and objective data;

Ideas that are abstract and require proof of their objectivity;

Opinions, concrete or abstract, purporting to be objective or subjective;

Creeds, strongly held opinions, principles that are usually associated with people's awareness of themselves as individuals or the influence on them of everyday behavior;

Emotions, what the sender feels and expresses;

Motivation, transmitted energy that affects the recipient.

The process of translating a message into thought is called decoding, and this is the task of the recipient. How correctly the recipient will perceive the information depends on the following factors:

The recipient's knowledge of the topic of conversation;

The likelihood that the sender's message will be perceived appropriately;

Experience of communication between the sender and the recipient.

The recipient is described by two aspects of behavior: the ability to listen and the ability to provide feedback to the sender.

Perception represents our unique understanding of the essence of things. Perception is an indivisible component of communication from both the sender and the recipient.

In perception, each of us appears as a product of all our unique experiences. Our attitudes towards the environment also change our perception of what is communicated to us.

Feedback is the recipient's reaction to a message.

Feedback can be verbal or non-verbal; written or oral. Feedback provides guidance for the next message we send to the recipient. By using feedback we can evaluate the effectiveness of our communication. Therefore, it is very important to master the skill of accurately interpreting feedback.

When there is feedback, the sender and receiver switch communication roles. The initial recipient becomes the sender and goes through all the stages of the information exchange process to transmit its response to the initial sender. Feedback can significantly improve the effectiveness of management information exchange. Two-way exchange of information, although slower, is more accurate and increases confidence in the correct interpretation of messages. Feedback improves the chances of effective information exchange by allowing both parties to eliminate interference.

The following difficulties in transmitting information are identified:

The threshold of the imagination of a person who puts his thoughts into verbal or other form for transmission to another person;

An active language filter that determines the differences between a “thought in the brain” and a “thought expressed”;

A language barrier that affects the volume and content of the message heard by the “receiver”;

Passive filter of imagination and desire, associated with the process of decoding perceived information and giving it meaning;

The volume of memorization, which, depending on the subjective value of the information and the characteristics of the “receiver,” retains in his memory a certain image associated with the information.

Communicationnetworks

In organizations that employ more than two people, communication channels are combined into communication networks. Communication networks connect 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 reaches an element of the control structure located at the end of the channel, it can also stumble upon a “mediator” or “controller” (an intermediate link in the communication network), which for some reason prevents this movement and which cannot be missed (Network type “Snake”, “Star”, “Spur”, “Tent”, “Tent”).

IN closed networks deadlocks and controllers are either missing or can be bypassed. (Network type “House”, “Circle”, “Wheel”).

Combined networks combine both principles of construction and are more characteristic of large multi-level organizations.

The simplest type of open communication network is the Snake network. The elements of the control structure A and B, which it connects, are at dead ends, and B plays the role of not only an intermediary of communications, but can control them. Such a network connects workers of the same management level, most often having an informal nature, or is an element of a more complex network.

Rice. 2. Snake network

communication communication network

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

Rice. 3. Star network

However, such a communication network is unsuitable for large management structures. Central link And they are no longer able to independently develop all the decisions and bring them to the executors. He has an assistant (intermediary) B, who specifies commands and distributes information among performers B, D, E. Such a network is called “Spur”.

Rice. 4. Spur type network

In networks like the Star and Spur, the number of communication channels converging on a central element can, in practice, grow indefinitely and eventually exceed the ability of an individual to control them. Large multidisciplinary functional structures are characterized by other communication networks: “Tent”, “Tent”, “House”.

Rice. 5. "Tent" type network

Rice. 6. Tent type network

Rice. 7. Network type "Home"

In the "Tent" one level of horizontal communication is allowed - between second parties; in the “House” such channels are possible at all levels of the management structure, which gives it the character of a closed network.

Open communication structures are inherent in bureaucratic organizations, where there is a strict subordination of some links to others and formal connections predominate. However, within such organizations there may also be flexible structures--consultative and deliberative, which are based primarily on informal or semi-formal internal connections and principles of self-government. Communications here are carried out through closed networks, in which intermediaries play the role not of controllers, but of liaisons who facilitate interaction between participants in these structures.

The basis of closed networks is a “Circle” type network.

Rice. 8. Circle type network

“Circle” is typical for structures with a favorable moral and psychological climate. It helps bring people together and facilitate the exchange of information and ideas.

Often there is a need to coordinate activities; such coordination is ensured using a “Wheel” type communication network, in which there is a central entity that facilitates and accelerates the communication process. However, this is not an administrator who gives orders, but a generally recognized leader who leads others.

Rice. 9. Wheel network

In large organizations, creative teams may be connected to each other, and then communication structure takes the form of a honeycomb. This is a combined network, essentially representing the unity of an open “Snake” and a closed “Wheel” or “Circle”. The communication process already has its dead ends here, and liaison officers easily turn into controllers. If necessary, these dead ends can be overcome by closing the “Snake” itself using the “connecting link” principle, which will be discussed below.

Rice. 10. Cellular network

There are a number of difficulties in organizing communications: distortion of messages, information overload, unsatisfactory structure of information.

1. Distortion of messages:

Unintentional distortion occurs, as a rule, due to low professional suitability;

Filtration, that is, summation, generalization, during which distortion is possible;

Conscious distortion;

Status discrepancy (the desire to generate only positive information in order to gain approval);

Fear of punishment and a sense of security.

2. Information overload:

It is impossible to respond to all information;

The division into necessary and unnecessary, essential and unimportant, is quite subjective.

3. Unsatisfactory information structure:

Difficulty of control;

Lots of levels, lots of distortion.

The following points can be highlighted as ways to improve communication.

1. Management regulation:

Clear definition and formulation of tasks;

Forming a clear understanding of the information needs of the boss, yourself, and your subordinates;

Improve planning, implementation, control in the direction of improving information exchange;

Discussion of plans, tasks, ways to solve them.

2. Improving the feedback system:

Moving people from one organization to another for the purpose of discussion;

A survey of employees, as a result of which it is necessary to identify: whether the goals of their activities are clearly communicated to them, whether they are informed; what potential and real problems the strategies for future change face or may face; whether the manager receives them for suggestions.

3. Improving the information collection system in order to reduce the tendency for ideas to be filtered or ignored along the way from the bottom up.

4. Create channels information messages(wall prints, articles, newsletters, radio, television, etc.).

5. Introduction of modern information technology (e-mail, video conferencing and others).

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1.3. Communication networks

Communication network- this is a connection in a certain way participating in communication process individuals with the help information flows(Fig. 9.2). IN in this case individuals are not considered as such, but communication relations between individuals. A communication network involves the flow of messages or signals between two or more individuals. The communication network focuses on the patterns of these flows developed in the organization, and not on whether the meaning or meaning of the message was successfully conveyed. However, the communication network can influence the gap between the sent and the received value to shorten or widen.

Rice. 9.2. Interpersonal communication network of a team leader in an organization

The network created by the leader consists of vertical, horizontal and diagonal connections. Vertical connections are built along the line of leadership from superior to subordinates. Horizontal connections are carried out between individuals or parts of the organization of equal levels: between deputies, between heads of departments, between subordinates. Diagonal connections- these are connections with other superiors and with other subordinates. The network of these connections creates the real structure of the organization. The purpose of a formal organizational structure is to channel communication flows in the right direction. The size of departments in an organization limits the ability to develop a communication network. If the size of the group increases in arithmetic progression, then the number of possible communication relationships increases exponentially. Hence, the communication network in a group of 12 people is more diverse and complex than in a group of three people. Depending on how communication networks are built, the group's activities may be more or less effective.

There are well-established patterns of communication networks for groups of the same or different sizes (Fig. 9.3). In circle networks, group members can only communicate with those located near them. Wheel networks feature a formal, centralized hierarchy of power in which subordinates communicate with each other through their superior. The objective basis of such a situation is that the person who is ъ center of the “wheel”, has more communication connections than other members of the group. He receives more messages, is more often recognized by other group members as a person performing leadership functions, and provides more social influence other members of the group, usually bears greater responsibility for conveying information, is expected from him more than from others final decision problems.

Rice. 9 3. Samples of communication networks in groups

A similar picture is observed in “Y” type networks. Such networks are called centralized and can be effective if they are solved simple problems. Another type of power hierarchy is represented by networks of the “chain” type, in which horizontal connections appear - an element of decentralization. “Omnichannel” networks represent completely decentralized groups. This is usually required when everyone needs to be involved in solving complex problems. This approach is also called open communications.

Knowledge of the types of communication networks is especially important for understanding the relationships of power and control in an organization. Hiding or centralizing information is known to maintain power relations.

The nature of the interdependence of jobs and people in a group or organization will determine the type of communication network that is more effective. Simple interdependence allows for the use of centralized networks. Complex interdependence requires a “team” approach to building communication networks. However complex network may not solve a simple problem.

5. Types of communication networks

A communication network is a connection of people participating in the communication process in a certain way using information flows. Group members communicate through the network. The group's activities may be more or less effective depending on how communication networks are built. The main networks are "star" ("wheel"), "spur" and "circle" ("all-channel"). Each of them has its own advantages and disadvantages. The choice of a particular communication network depends on the tasks facing the group, the desired results, time, motivation and qualifications of workers and other factors.

"Star". In such a network, the leader controls the activities of his subordinates. The number of channels may vary, but there is always a center to which they converge.

The advantages of the “star” are as follows:

1) there is a recognized leader who is responsible for the operation of the network. Here the bonds between superior and subordinate are strong;

2) the “star” is more stable than other networks, all official information comes from the center and goes to the center;

3) allows you to quickly begin completing tasks, since information and instructions from the center can be sent simultaneously to all group members;

4) there is more order and accuracy in completing tasks, since the center controls the entire network. But if there is an incompetent person at the center, the “star” becomes ineffective. Therefore, the main importance in the “star” is the choice of leader. The main disadvantage of a “star” is considered to be its rigidity and the inability of its subordinates to show initiative. In no other network is the system of subordination so clearly expressed, and in order for work to go smoothly here, it must be strictly observed. Therefore, the quality of such a network is determined in the center. It cannot be higher than the level of work of the manager.

Zvezda is a centralized network and is most effective for solving simple, routine tasks.

“Circle” can be called the complete opposite of “star”. Group members communicate freely with each other, equally process information and make decisions. There is a complete absence of a formal leader controlling the activities of the network. This does not mean that there are no lines of force or purposeful influence in it.

The advantages of the “circle” are that it:

1) creates a more favorable moral and psychological climate in the group and ensures higher motivation and activity of its participants;

2) develops leaders, since the abilities of each person are visible, and he is interested in showing his best side;

3) limits the “sifting” of information;

4) favors creative work;

5) has more control points, since information comes from all network participants.

Disadvantages of the "circle":

1) the phenomenon of “groupthink” may arise;

2) the possible gain in flexibility may threaten stability and order;

3) the possible gain from incomplete sifting of information and more control points can be achieved by reducing the control functions of channels.

"Circle" is most effective for solving complex creative problems.

“Spur” is similar in appearance to “star”; it is also a centralized, rigid network, but there are differences: in the structure of “spur” there are three levels, and not two, as in “star”. The person in the center still holds a leadership position, but has his own boss. Point B is the center of real power in Spur. This power can be used in the interests of A, in the interests of B, or in the interests of ordinary workers at the ends of the beams. B maintains its position as long as it satisfies A. The main problem of such a network is the selection of a person for position B.

Secondary communication networks are: “awning”, “tent” and “house” (Fig. 1)

Rice. 1. Secondary communication networks

“Tent” is a very widespread, strong and stable, like a “star”, communication network. Has a minimum number of informal employee interactions.

The “tent” arises from the “tent” when channel B – C is formally established (it can exist unofficially with the knowledge of A). A “tent” is formed when Manager A decides that his senior subordinates need to agree on their actions and matters of mutual interest before passing them on to him. Such a network can be a very effective and efficient structure if the rights and responsibilities of B and C are clearly defined.

When a new official channel b – c appears in the “tent”, it turns out to be a “house”. This is a completely closed system where everyone can communicate with any other point through multiple channels, without having to follow the usual established chain of command.

There are three circles of communications: a large one, uniting all members of the network, and two small ones.

From an organizational point of view, "home" may be the most dangerous of all information networks because of the many official channels through which information is passed from one to another.

Information overload can occur. Difficulties arise from the false idea that the larger the amount of information transmitted and the easier it is to process it directly, the better.

The free exchange of information between people who can benefit from it is good, but when direct exchange leads to " short circuit» flow or information does not reach those who should receive it - this is bad.