Downward vs. Upward Communication in Organizations

Introduction to Organizational Communication

In the context of present-day business, communication confronts complex challenges in devising strategies and processes that improve organizational success (Sanchez, 1999). Effective communication is considered an essential instrument with respect to a wide range of organizational variables (McKenna, 2005). It is considered inevitable for building morale and enhancing productivity among the workforce, and for ensuring that management benefits from employee input (Curry, 2004). An organization evidently becomes more effective and efficient, and workers are more content and committed, when communication is successful. When it is unsuccessful, both the organization and its individual members suffer (Trenholm, 2005). Practically speaking, an organization cannot viably survive or fulfill its objectives over any sustained period in the absence of effective communication — both internally and with others outside the organization (Chapter 2: Organizational Communication).

Downward communication refers to the flow of communication from a higher authority to a lower one. For example, a supervisor may communicate a memo to his or her assistants. Downward communication may be verbal or written and normally includes instructions, directions, and rules or regulations, such as those found in an orientation manual. Sometimes businesses channel communication from one level of an organization to another, flowing downward through many varied levels. This circumstance often leads to distortion of the message as it passes through those multiple levels.

Defining Downward and Upward Communication

Upward communication, by contrast, refers to the transmission of communication from lower levels to higher authorities (Business Writing Introduction). It makes higher-level authorities aware of facts about staff at lower levels of the organization (Schermerhorn & McCuddy, 2004). This type of communication is considered more difficult as a result of status differences and fear of consequences associated with inappropriate communication. As a result, upward communication occurs less frequently in organizations than downward communication (Business Writing Introduction).

Upward communication is normally non-instructional in nature and originates from employees. It generally takes two forms: communication of personal grievances, and recommendations or technical opinions as part of the organization's control system (Ball, 2003). Specific examples of upward communication include regular staff meetings of the General Manager with supervisors, regular meetings of the General Manager with non-supervisory employees, regular meetings of supervisors with their assistants, employee newsletters circulated to staff at home, newsletters for supervisors, bulletin board programs, and employee and supervisor manuals (Curry, 2004).

Forms and Functions of Each Communication Flow

Downward communication involves the transmission of orders or instructions from senior management. This type of communication can often be straightforward to understand. Its primary objectives are to provide specific instructions, supply information about guidelines and practices, and provide information about the task at hand. The regulation of employees and information about their performance is a significant application of downward communication, as is the provision of information about organizational and departmental goals (Ball, 2003).

Illustrations of downward communication include regular discussion meetings between lower staff and supervisors; performance assessments of staff by supervisors and of supervisors by managers; annual survey questionnaires distributed to employees to help management identify problem areas; recognition of family members or employees with monetary rewards and other forms of appreciation; creating a conducive environment in which employees feel comfortable raising complaints and grievances with their immediate supervisors; and encouraging employees to ask questions. Downward communication also involves exit interviews with departing staff to record their views on the working environment and morale (Curry, 2004).

Downward communication is observed to be more prevalent than upward communication. Traditional organizations concentrate on downward flows at the expense of upward flows (McLeod). As suggested by Larkin and Larkin, downward communication is most effective when top managers communicate directly with immediate supervisors and those supervisors communicate directly with their staff. There is considerable evidence indicating that enhancing the authority of immediate supervisors raises both satisfaction and performance among employees.

Research Findings and the Pelz Effect

Donald Pelz first identified and articulated this finding, which became known as the Pelz effect. The Pelz effect concerns the identification of leadership styles that give rise to employee satisfaction. Pelz found that the leadership style of a supervisor — rather than the supervisor's formal authority — is the most significant factor. Communicating directly with supervisors and supplying them with the information necessary to support their decisions is considered a method of empowering them. Supervisors' authority is further strengthened by informing them of organizational issues or changes well before staff are informed, and then delegating to them the responsibility of communicating those changes to their staff (Baker, 2002).

When supervisors are perceived to have adequate authority, employees rely on them more and are more inclined to communicate with them, and are more likely to believe that information coming from the supervisor is accurate. Reviewing approximately 30 years of research, Jablin described the Pelz effect as a widely accepted concept in organizational communication. However, a survey of 30,000 employees conducted by the Opinion Research Corporation, analyzed by Morgan and Schieman, found that a large proportion of employees felt their organization was not particularly effective in downward communication.

By contrast, a survey of 32,000 employees conducted by the International Association of Business Communication and the firm of Towers, Perrin, Forster, and Crosby — analyzed by Foehrenbach and Rosenberg — revealed a higher level of satisfaction with downward communication. Approximately 71 percent of employees felt their organization attempted to keep employees well informed; about 65 percent were satisfied that they had been given adequate information to do their jobs; and about 51 percent believed that downward communication was more sincere and accurate. Employees were found to be particularly interested in receiving organizational information directly from top executives. These findings are in some respects contradictory to the Pelz effect and the related analysis noted above (Baker, 2002).

In companies experiencing transformation, upward communication is vital. Regrettably, in most companies, internal communication is often unidirectional — flowing downward from top management to workers, as noted by Linda Dulye, President of L.M. Dulye & Company, a consultancy firm specializing in change management (Ways to Encourage Upward Communication). As a result, upward communication is less prevalent than downward communication, and a consistent finding is that employee satisfaction with upward communication tends to be lower than satisfaction with downward communication.

Conclusion