...Formal vs. Informal Communication Research finds that 70% of all organizational communication occurs at the grapevine level ( (Bauer, T., & Erdogan, B, 2013). To me “grapevine information” is not 100% valid since it arise from social interaction, it is as fickle, dynamic and varied as people are though it is very useful in supplementing formal channels. Nearly all of the information within the grapevine is undocumented and is thereby open to change and interpretation as it moves through the network. It often travels faster than formal channels. The grapevine is very useful in supplementing formal channels. It provides people with an outlet for their imaginations and apprehensions as well. It also helps satisfy a natural desire to know what is really going on. A communication may be 90% correct in details but that last 10% is often the most important part of the message (Mishra, 2013). Messages from the grapevine are often lacking in all the details so that the message is subject to misinterpretation; while the grapevine generally carries the truth it seldom carries the whole truth. Managers should accept the fact and decide how they can use it to their own benefit since they are inevitable Every organization has a formal communication system. This formal system provides information regarding the organization to the employees through different media. The formal network, made up of memos, reports, staff-meetings, department meetings, conferences, company newsletters...
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...Team B Formal Communications University of Phoenix Team B Formal Communications To: Accountants From: Team B Subject: Statement on Auditing Standards (SAS) 112 and 115 Notification Changes have been made regarding the rules that must be followed by auditors. The purpose of this memo is to provide an outline of the changes and explanation on how the changes will impact our valued clients. As accountants, understanding the Statement of Auditing Standards (SAS) No. 112 and the superseding SAS No. 115 is extremely important as they may affect our audit results and findings. This internal memo is being distributed to all accountants in our office to provide information related to the new changes in standards and to show how the changes my affect you (AICPA, 2009). SAS No. 115 has replaced SAS No. 112 effective on or after December 15, 2009. SAS No. 115 was designed to bring awareness of deficiencies in internal controls and to assist in reducing the risks of financial statement misstatements. SAS No. 115 also provides guidance on how to assess whether a deficiency in internal controls is a compelling deficiency or materials weakness. The auditor will evaluate the identified controlled deficiencies and decide if the deficiencies are significant or material. The main difference between SAS No. 112 and SAS No. 115 are the definitions of significant deficiency and material weakness (AICPA, 2009). SAS No. 112 defined significant deficiencies as "more than a remote likelihood...
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...Going back to unit 1 the organization that I chose was VBS. The definition of formal communication is "when an organization, communication occurs by following the prescribed or official predetermined rules of the organization" (businesscom, 2017). When I was volunteering at VBS there were formal communication with certain people. The reason why I said VBS was a formal communication with certain people was because when we were around the adult staff, parents and the pastor we would speak formally with them and with respect. Since one of the rules was to respect each adult well and to not disrespect them. We would address all the adults with Mr., Mrs., or Ms. Also we would ask for things politely when we need anything. But when we are around are friends, we would speak differently than when we were with the elders. The only reason it's like this is because when we around friends we talk casually, which is a communication style that we would use when we are around people that we know....
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...Functional Areas of Business 14 TARMAC Assessment Task 1 Functional Areas of Business 14 TARMAC Assessment Task 1 Contents Contents Contents 1 Introduction 2 Findings 3 Sources of Information 5 Introduction Within this report it will be explained what factors have affected the structure of tarmac and how, how tarmac takes account of its functional areas, the advantages and disadvantages that their structure has upon the activities of tarmac, tarmac's interaction with its environment and hoe they are able to meet their goals, internal and external stakeholders and the influence that they can have on the formal and informal organization in terms of power, authority and responsibility. Findings Q.1. Tarmac have 5 very clear goals and like to make sure that they are clearly defined and easily remembered, they do this by using a mnemonic 'Dream', this stands for Develop markets, Reduce costs, Engage employees, Act responsibly and Manage assets. They work toward meeting these goals by focusing on each goal differently, they work towards developing the markets by working closely with their key customers to ensure that they can do this right they split up the organization into three businesses, this will allow them to develop each area separately with the right people with the right skills in each area which will help them towards achieving their goals. Q.2. Tarmac has chosen a matrix structure with the focus being on functional areas and customers...
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...Influencing Group Communication Your name XBCOM/230 University of Phoenix Influencing Group Communication In any organization today, one will be able to see the five basis of power at work. Some of these powers will be evident in some individuals and it may take longer to see them in other within the organization. The five basis of power that we will discuss are, coercive, reward, legitimate, expert, and referent. These five basis of power are broken down into two separate groups, one being formal and the other being informal. The formal group will consist of three of the five basis of power and they are: coercive, reward and legitimate. Obvious this leaves expert and referent as the two that will be referred to as the informal basis of power. After taking the time to look into and study each individual basis of power, I feel that the informal basis of power would be the most efficient way of leading. The three formal basis of power being coercive, reward and legitimate are the powers that I will begin to discuss. Although most people tend to have some sort of fear towards their supervisor, it takes a turn for the worst when you have a supervisor that uses coercive power on any worker. Coercive power or authority is the utilization of fear to get an employee to do what the supervisor is asking. In this day and time, with jobs being harder and harder to come by, supervisor will use the fear of an employee losing their job to the supervisor’s advantage. Both employee and...
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...by extensive departmentalization – grouping jobs according to functions, product, or geography; high formalization – rules and written procedures; rigid boundaries between departments- limited information network; centralization – decision making is concentrated at the top of the organization; chain of command – few subordinates reporting to one supervisor; specialization – dividing work to be done in very small parts. On the other hand, the organic or amorphous boundary less model is a structure that is flat and uses cross-hierarchical and cross-functional teams – communication and interaction are free flowing; low formalization – less written rules; possesses a comprehensive information network – communication is done via electronic mail; wide spans of control – many subordinates report to one supervisor; low specialization – knowledge resides where it is most useful; decentralization – great deal of formal and informal participation in decision-making. In assessing my organization which is a government secondary school, I would characterize my organization as organic. Within the secondary institution, teachers lecture according to specialized subject areas. The plant is managed by the Principal who receives directives from his/her immediate supervisors within the Ministry of Education; assisted by the Deputy Principal. There is a clear chain of command as to the flow of information within the organization as it relates to...
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...CULTURE Talking about the work culture of the FMCG sector is that the culture is dynamic which is something hard to develop and easy to lose. Five organizations namely Hindustan Liver, Colgate, Palmolive,P&G,Nestle and Britannia is often stratified as having a good culture. The mode of communication is informal and in fact the dress code is also informal for work and formal for meetings. If we talk about the weak points of the sector, then probably it would be the work load that the employees have to bear with in terms of the work pressure, timings, regular performance and the exhaustive field work and the excess work pressure at times results in creating a lot of stress for the people,but as they say there is no substitute for hard work. Talking about the general insight is that people value colleagues as individuals and believe in maintaining relationships with each other. The important aspects of the FMCG Sector culture are: 1. The way an employee approaches his office every morning 2. The kind of relationships developed amongst employees 3. The level of performance from each of the employees Talking about HUL as an organization: High ethical standards in terms of people and environment are maintained Informal behavior and dressing is functional Equal opportunities are given The basic underlying Moto is: “Doing well by doing good” P&G They have flexible working hours so it is basically performance oriented. Around 40 hrs a week Creativity and passion...
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...significant role in implementing marketing strategies and communication concerning event sponsoring, tradeshows and firm-owned events, thus representing an important part in integrating successfully marketing strategy and mix. E&E units have to balance standardization versus adaptation of marketing strategies and often form the essential corporate link between customers and the organization, and between existing internal knowledge and newly generated external knowledge. The successes of numerous new product campaigns and launches over the last three decades confirm the competence of their relatively small E&E workforce and external agencies. Although BMW's products are standardized to a large degree in all markets, E&E units in different countries and regions seem to apply different approaches to marketing those products. This case study looks at six E&E units located in Australia, China, France, Germany, Singapore, and the United Kingdom. The main objective being to obtain a deeper understanding about the nature and depth of knowledge transfers between E&E units within BMW. The results indicate that managers perceive five specific elements as being most influential to effective intra-organizational knowledge transfers between individual members of E&E units and E&E units as a whole: 1. 2. 3. 4. 5. strength of network ties; formality of network ties; absorptive capacity; learning adaptiveness; and communication...
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...Influencing Group Communication your name XBCOM/230 University of Phoenix In any organization today, one will be able to see the five basis of power at work. Some of these powers will be evident in some individuals and it may take longer to see them in other within the organization. The five basis of power that we will discuss are, coercive, reward, legitimate, expert, and referent. These five basis of power are broken down into two separate groups, one being formal and the other being informal. The formal group will consist of three of the five basis of power and they are: coercive, reward and legitimate. Obvious this leaves expert and referent as the two that will be referred to as the informal basis of power. After taking the time to look into and study each individual basis of power, I feel that the informal basis of power would be the most efficient way of leading. The three formal basis of power being coercive, reward and legitimate are the powers that I will begin to discuss. Although most people tend to have some sort of fear towards their supervisor, it takes a turn for the worst when you have a supervisor that uses coercive power on any worker. Coercive power or authority is the utilization of fear to get an employee to do what the supervisor is asking. In this day and time, with jobs being harder and harder to come by, supervisor will use the fear of an employee losing their job to the supervisors advantage. Both...
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...that, I was not too confident because I have a poor communicating skills especially when communicating in English. But, I became more motivated and thrilled to conduct the meeting considering it is a group task and I prefer working in a team rather than individual. While preparing for the informal meeting, I found out that informal meeting is actually a good way in discussing and solving problem arise in a less formal way. Even I and my teammates had done informal meeting by ourselves several times while brainstorming the ideas and writing the scripts for the mock meeting as we want to practice it as much as we could. Other than that, I also think that informal meeting enables me to improve my knowledge on how to argue and expressing my ideas in the meeting. The social and emotional support form team members have inspired each other to share and develop our thoughts together. On the other hands, I believe that informal meeting can result in better communication between the parties because the participants can speak their mind freely than they would in a more formal setting. Informal meeting allow participants to meet with a greater degree of spontaneity and flexibility. This is not only working on students like us, but also can be used for any of the situations in a working environment and others. After conducting the informal meeting in class, I realized that our group could have done better. There are a lot of things need to be...
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...___________________________________________________________________________ Interviewer: Saikat Roy Roll No: 1401117 Interviewee: S Company: Garden Reach Shipbuilders &Engineers (Ministry of Defence) Work Designation: Project Manager Years of Experience: >=25 years ___________________________________________________________________________ Interviewer: Good Evening, Sir. Interviewee: Yes. Interviewer: Can you give us a brief background about yourself; where you have worked; the work culture at that place and the designation which you hold? Interviewee: I am a project manager in Central Design Unit of Garden Reach Shipbuilders & Engineers. I am the project manager of a naval base project and I have been assigned a group of 3 engineers and 6 supervisors. When a new project comes, we sit together with our boss and the subordinates; discuss various aspects of the project, try to incorporate every one’s opinion and try to make the project a success. Interviewer: Can you elicit one occasion where you felt the trust in the relationship which you had with your peers or subordinates was developed over time. How did it happen? Interviewee: As I have told you, we are always trying to develop a cordial relationship by sitting together discussing various aspects of the project, taking the views of subordinates and boss, then my boss and I sit together and chalk out the program and then as a project manager I assign the job to everyone. Normally I work hard and I...
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...Influencing Group Communication Influencing Group Communication your name XBCOM/230 University of Phoenix In any organization today, one will be able to see the five basis of power at work. Some of these powers will be evident in some individuals and it may take longer to see them in other within the organization. The five basis of power that we will discuss are, coercive, reward, legitimate, expert, and referent. These five basis of power are broken down into two separate groups, one being formal and the other being informal. The formal group will consist of three of the five basis of power and they are: coercive, reward and legitimate. Obvious this leaves expert and referent as the two that will be referred to as the informal basis of power. After taking the time to look into and study each individual basis of power, I feel that the informal basis of power would be the most efficient way of leading. The three formal basis of power being coercive, reward and legitimate are the powers that I will begin to discuss. Although most people tend to have some sort of fear towards their supervisor, it takes a turn for the worst when you have a supervisor that uses coercive power on any worker. Coercive power or authority is the utilization of fear to get an employee to do what the supervisor is asking. In this day and time, with jobs being harder and harder to come by, supervisor will use the fear of an employee losing their job to the supervisors advantage. Both employee and...
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...Memorandum To: Internal Accountants From: Team B Date: November 02, 2015 Subject: Enhanced Formal Communication The American Institute of Certified Public Accountant Board (AICPB) establishes SAS 112 and SAS 115 to provide policies that outline the description of material weakness and significant deficiencies with principles to communicating materials concerning the internal controls of an establishment. SAS 112 makes it easier for an auditor to locate discoveries that could not have been reportable before can now be reportable as there is the possibility of misstatement. The SAS explains that the importance of a control deficiency is reliant on the possibility of misstatement, not if a misstatement transpires. The SAS 112 forms...
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...Meeting Analysis Steven Hines I attended a meeting with the 4th Sustainment Brigade Communications group. The intent of the meeting was review the training calendar, make an outline for headquarters restructuring, and address any Service Member or Staff issues that may have arisen. The meeting started out with everyone assembling in a conference room complete with a projector and conference phone. After everyone was assembled each member introduced themselves. The location of the meeting was at the 4th sustainment brigade Headquarters on fort hood. The meeting was conducted with the officer in charge addressing the group on different tasks he had assigned to specific individuals. Decisions did not have to be made at this meeting. As the officer addressed each one of his subordinates he wanted to know what they had made progress on. If no progress was made: the officer would ask what sorts of things prevented the job from being done. The officer Major Thompson would then offer an appropriate course of action and an even shorter suspense to get things finished up. Each junior leader at the meeting brought in notes about their progress or the lack thereof. Things were mostly informal sharing of information or ways of doing things was encouraged. There was a formal leader with one other member to take notes of what was discussed and announce the next meeting. There were some disagreements as to how things would be carried out in another subordinates area of...
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...Types of Teams P5 – Describe the different types of teams that operate within a selected public service TERM: Formal | Meaning or explanation: A formal team is one that has been created to carry out a certain role or achieve a certain goal. It will also have a clearly structured ranking system. | | Example from Public Service: An example of this in the public services is the Uk Riot Police. These specially trained officers are put in a team to maintain public order during riots they have a clear ranking system as a senior officer is often in control of several teams at one time. | TERM: Informal | Meaning or explanation: A informal team is one that works without a hierarchy but will still try to achieve a common goal. In this type of group everyone has equal input and equal say. | | Example from Public Service: An example of this in the public services is Patrol officers this is a team of around two officers who will move around an area in order to prevent crimes. Whilst on patrol both officers are equals and will listen to each other when responding to emergencies. | TERM: Temporary | Meaning or explanation: A temporary team is one that is set up to achieve a one off goal or set up an event but once the task has been completed the team is then disbanded. | Photo | Example from Public Service : | TERM: Project | Meaning or explanation: This is a team whose members are usually from various organizations who are assigned to the group by these organizations...
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