LA CONSOLACION UNIVERSITY

PHILIPPINES
MASTER OF PUBLIC ADMINISTRATION – RHD

PA 221
Human Behavior in the
Organization
SSS Group
Arellano – Caguntas – Cayubit – Lorenzo – Mamangun – Sarmiento
April 2020
3.1 Critical Understanding &
Application of Motivation
in Organization

By Germaine A. Caguntas
arceogb@sss.gov.ph
 a human’s desire to a human psychology factor which
perform an action drives or pushes a person to behave
in a particular task or activity

a willingness to expend energy

the complex of forces
to achieve a goal or reward
starting & keeping a person at
work in an organization

generally what energizes,

maintains and controls a person to the "why" behind
work more human actions
01 Employees work with better interest and
responsibility

02 Motivated employees are an asset to

the organization

03 The organization works smoothly and

efficiently as there is cooperation to
management
 DEMOTIVATED EMPLOYEE
MOTIVATED EMPLOYEES -Imagine having an employee who is not motivated at work.
-can lead to increased productivity and allow an They will probably use the time at their desk surfing the
organization to achieve higher levels of output. internet for personal pleasure or even looking for another
job. This is a waste of your time and resources.
-Note that this is based on one employee. Try picturing the
Do Good Quality Work majority of employees doing the same thing. This is not a
position anybody wants to be in.
Helps Colleagues
Avoids Responsibility
Committed & Focus on
Achieving Organizational
Rarely Helps Colleagues
Goals Little Interest & Concern on
Low Levels of Achieving Organizational Goals
Absenteeism High Levels of Absenteeism
Poor Timekeeping
 2 TYPES OF MOTIVATION

Positive Motivation (Incentive Motivation) Negative Motivation (Fear Motivation)

- It is based on reward and may be shape of more pay, - It is based on force, fear and threat
promotion, recognition of work etc. - Fear causes employees to act in a certain way, if they do not
- It is achieved by the co-operation of employees and act accordingly, they may be punished with demotions or
they have feeling of happiness lay-offs
- Employees do not willingly co-operate, rather they want to
avoid punishment like reducing benefits, demotions
or lay-offs etc.
- This type of motivation causes anger and frustration
 3.2 Theoretical
Framework of:
• Frederick Taylor’s “Economic Man”
• Roethlisberger and Mayo’s “Social Man”
• David Mc Clelland’s “Achiever”
• Victor Harold Vroom’s “Expected Man”
• Douglas Mc Gregor’s “X and Y Managed Man
• BF Skinner’s “Reinforced and Learning Man”

By Marion A. Sarmiento
sarmientoma@sss.gov.ph
 Frederick Taylor’s
“Economic Man”
• Frederick Winslow Taylor was an American mechanical
engineer (1856-1915)

• Taylor’s Motivation Theory is premised on the fact that

employees are motivated to be productive by one thing.
MONEY.

• He brought scientific approach to productivity. The goal

of Scientific Management was to find “one best way” of
doing things as efficiently as possible.
• Workers should be monitored and controlled closely
• Trainings should be given to perform tasks in standard way
• Managers should break down each employee’s job into
manageable bitesized tasks
• Workers should be paid on piece rate basis
 Roethlisberger and Mayo’s
“Social Man”
• Fritz Jules Roethlisberger was an American social scientist,
management theorist and a former professor at Harvard
Business School. (1898-1974)
• George Elton Mayo was an Australian born psychologist,
industrial researcher and organizational theorist. (1880-1949)
• They conducted “Hawthorne Effect” with the workers at the
Hawthorne plant of the Western Electric Company in 1920’s.
• In this study, they found out that employees are motivated by
positive relational factors such as attention and camaraderie
than by monetary rewards or environmental factors such as
lighting, humidity,etc.
• Mayo created this matrix to show how productivity
changed in different situations
• Four Positions:
1. Groups with low cohesiveness and low norms
2. Groups with high cohesiveness and low norms
3. Groups with high norms but low cohesiveness
4. Groups with high norms and high cohesiveness
• *Group cohesiveness - how well group gets on,
comradery
• *Norms - whether the group encourages positive or
negative behavior
 David McClelland’s
“Achiever’

• David McClelland was an American psychologist,

academician and scientist. (1917-1998)
• McClellaland’s Human Motivation Need Theory
states that every person has one of three main
driving motivators (Power, Affiliation, Achievement)
• According to him, all individuals possess all of these
needs however one of them is more dominant.
 Victor Harold Vroom’s
“Expected Man”
• Victor Harold Vroom is a business school professor at the Yale
School of Management. (1932)
• Expectancy Theory states that a person behaves the way they
do because they are motivated to select the behavior ahead of
others because of what they expect the result of that behavior
to be.
• 3 Variables:
1. Expectancy - “effort-performance” relation
2. Instrumentality - “performance-reward” relation
3. Valence - value that the individual associates with the
outcome (reward)
 Douglas Mc Gregor’s “X and
Y Managed Man”
• Douglas Murray McGregor was an American social psychologist
and a management professor. (1906-1964)
• McGregor proposed two theories by which managers perceive and
address employee motivation. He referred to these opposing
motivational methods as Theory X and Theory Y Management
• Theory X - the assumption that employees dislike work, are lazy,
dislike responsibility and must be coerced to perform.
(Authoritarian Management)
• Theory Y - the assumption that employees like work, are creative,
seek responsibility and can exercise self-direction. (Democratic or
Participative Management)
 BF Skinner’ “Reinforced and
Learning Man”
• Burrhus Frederic Skinner was an American psychologist,
behaviorist, author, inventor and social philosopher. (1904-
1990)
• Reinforcement Theory is the process of shaping behavior by
controlling consequences of the behavior. (Operant
Conditioning)
• Key Concepts:
1. Positive Reinforcement
2. Negative Reinforcement
3. Punishment
4. Extinction
 Reinforcement Theory

According to reinforcement theory, behavior that is followed by pleasant

consequences is likely to be repeated & behavior followed by
unpleasant consequences is less likely to be repeated.
 References:
• https://expertprogrammanagement.com/2018/05/taylors-
scientific-management/
• https://restrospect.weebly.com/fritz-roethlisberger.html
• https://expertprogrammanagement.com/2018/05/mayos-
motivation-theory-hawthorn-effect/
• content://com.sec.android.app.sbrowser/readinglist/04131409
56.mhtml
• Content://com.sec.android.app.sbrowser/readinglist/04142305
30.mhtml
• https://www.iedunote.com/theory-x-theory-y-motivation
• Content://com.sec.android.app.sbrowser/readinglist/04142303
02.mhtml
• En.m.wikipedia.org/wiki/
• https://www.google.com/webhp
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 3.3 Comparative Analysis of
Motivation
3.4 An Integrated Motivation
Model: A Design Based on
Comprehensive Understanding of
Motivation Theories

By Hannah Grace D. Lorenzo

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3.3 Comparative Analysis of
Motivation Models of:
• AH Maslow’s Hierarchy of Needs
• Frederick Herzberg’s Two-Factor Theory
• Clayton Alderfer’s ERG Model
AH Maslow’s Hierarchy
of Needs

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Highlights of AH Maslow’s Hierarchy of
Needs
✓Theory by Abraham Harold Maslow in 1943
✓One does not feel the second (ex. Safety Needs) when the first
(Physiological Needs) are not met, and so on. (Maslow, 1943)
✓States that it motivates the employees more when their needs are
satisfied going up the pyramid.
✓Critic: Not all persons appreciate the lower need first before
achieving self-actualization. Some people are still capable of higher
needs first such as love and belongingness. (McLeod, 2020)
Frederick Herzberg’s Two-Factor Theory

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Highlights of Frederick Herzberg’s Two-Factor
Theory
✓Conducted among accountants and engineers determining what
makes an employee feel good or bad about their job
✓Most employees appreciate what is on the Satisfaction List
(appreciation, achievement, promotion). They do not somehow
prioritize the Hygiene List that the organization creates for them
(working conditions, connections/relationships within the
organization, management approach)
✓Critic: Fails to distinguish between the physical and psychological
aspects (Badubi, 2017)
✓Critic: Depends on the environment and perception what a hygiene
factor is to an individual
Frederick Herzberg’s Two-Factor Theory

Dissatisfiers/Hygiene Satisfiers/ Motivation

1. Company Policy 1. Achievement
2. Supervision 2. Recognition
3. Working conditions 3. Work Itself
4. Interpersonal relations 4. Responsibility
5. Salary 5. Growth
6. Status
7. Job security
8. Personal Life
Clayton Alderfer’s ERG Model

Image Source:
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er%27s_ERG_Theory.svg/1200px-Alderfer%27s_ERG_Theory.svg.png
Clayton Alderfer’s ERG Model

Image
Source:https://www.researchgate.net/profile/Hassan_Estaji/publication/2633
50623/figure/fig2/AS:296428988583937@1447685586529/Maslows-
hierarchy-of-needs-and-Alderfers-ERG-theory-data-source-1-3.png
Highlights of Clayton Alderfer’s ERG Model
✓Overlapping classes
✓Existence needs (Physiological and Safety needs)
✓Relatedness (Love and Belongingness and some Esteem Needs)
✓Growth needs (overlaps with all of Maslow’s hierarchal needs)
✓One can go about all of the classes mentioned when they feel
frustrated with another. When the need aggravates, an individual
deals with what aggravates first and then another if the need arises.
✓Managers are not to concentrate on one need. One need may
aggravate another.
✓Critic: Does not offer clear cut guidelines. How are we going to
determine which of these three needs are most important to the
person.
Implications of the ERG Theory
“Managers must understand that an employee has various needs that must
be satisfied at the same time. According to the ERG theory, if the manager
concentrates solely on one need at a time, this will not effectively motivate
the employee. Also, the frustration- regression aspect of ERG Theory has an
added effect on workplace motivation. For instance- if an employee is not
provided with growth and advancement opportunities in an organization, he
might revert to the relatedness need such as socializing needs and to meet
those socializing needs, if the environment or circumstances do not permit,
he might revert to the need for money to fulfill those socializing needs. The
sooner the manager realizes and discovers this, the more immediate steps
they will take to fulfill those needs which are frustrated until such time that
the employee can again pursue growth.” (Juneja, 2008)
 Comparative Comparison of the Models of Motivation
Issue Maslow’s Model (Kangal, 2017) Herzberg’s Model (Kangal, Alderfer’s ERG Theory (Ball,
2017) 2009)
Order of The hierarchical arrangement of No such hierarchical No hierarchical arrangement. All
needs needs. arrangement. classes can be a continuum
Emphasis Descriptive. Prescriptive Operational/Flexibility
The essence Unsatisfied needs energize Gratified needs cause Significant needs cause
of the theory behavior; this behavior causes performance. performance
performance.
Motivator Any need can be a motivator if it Only higher-order needs The order of needs differs for
is relatively unsatisfied. serve as motivators. different people

Applicability Takes a general view of the Takes a micro-view and deals Takes a view of multiple
motivational problems of all with work-oriented simultaneous problems that
workers. motivational problems of managers can address
professional workers
Factors The existence of some factors The positive and negative The factors are based on what has
creates a positive attitude and factors are completely aggravated the person.
their non-existence creates a different.
negative attitude.
Image Source:
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3.4 An Integrated Motivation
Model: A Design Based on
Comprehensive Understanding
of Motivation Theories
By Hannah Grace Lorenzo
 Herzberg Theory

Maslow’s Theory

All arrows –
Image Source:
Alderfer’s Theory
https://www.slideshare.net/shahi
raz/motivation-19230675
 Maslow’s Theory

Herzberg Theory

Alderfer’s Theory

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http://www.swlearning.com/man
agement/plunkett/management7
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3.4 An Integrated Motivation Model: A Design
Based on Comprehensive Understanding of
Motivation Theories
✓All theories integrated with each other
✓Classified into dimensions based on organization-type, work-
related motivational factors, individual factors, redundancies
aside
✓Six (6) dimension (based on a Swiss survey, 2011)
A Design from a Swiss Survey (Seiler, 2012)
Dimension 1: Interpersonal interaction
➢ Interaction with the team, the supervisor
➢ “getting to know process”
➢ establishes personal relationship strengthening loyalty and camaraderie
Dimension 2: Task
➢Emphasizes aspects of terms and clear goals
➢Employees feel that what they are doing contributes to the company at large
A Design from a Swiss Survey (Seiler, 2012)
Dimension 3: General Working Conditions
➢ Resources, Working Environment, Job security, Company Policies
Dimension 4: Empowerment
Dimension 5: Personal Development
➢Learning opportunities
Dimension 6: Compensation
References
• Badubi, R. M. (2017, August). Theories of Motivation and Their Application in Organizations: A Risk Analysis.
International Journal of Innovation and Economic Development, 3(3), 44-51.
• Ball, T. H. (2009). ERG motivation theory Alderfer. Retrieved from yourcoach:
https://www.yourcoach.be/en/employee-motivation-theories/erg-motivation-theory-alderfer.php
• Juneja, P. (2008). ERG Theory of Motivation. New Delhi, India.
• Kangal, S. (2017). Comparison of Maslow and Herzberg Theory of Motivation. Retrieved from iEduNote:
https://www.iedunote.com/maslow-herzberg-theory-comparison
• Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-399.
• McLeod, S. A. (2020, March 20). Maslow Hierarchy of Needs. Simply Psychology. Retrieved April 18, 2020,
from http://www.simplypsychology.org/maslow.html
4.1 Communication Process Its Contribution to
Organizational Efficiency
4.2 The 8-step Two-way Communication Process
4.3 Types and Nature of Formal Communication
4.4 Types and Nature of Informal Communication
4.5 Communication Barriers, Potential Problems and
Problems
 What is Communication?

• It is a process by which information is exchanged

between individuals through a common system of
symbols, signs, or behavior.
4.1 Communication Process: Its
Contribution to Organizational
Efficiency
• Communications is a continuous process which
mainly involves three elements viz. sender,
message, and receiver.

by Cyra Mae L. Mamangun

mamanguncl@sss.gov.ph
 Importance of Communication

• Effective communication is critical to any organization

and can help it in many ways. It plays a role in product
development, customer relations, employee
management – virtually every facet of a business'
operations.
 Clear Expectations for Employees
• Effective communications help to establish clear
expectations for employees and for customers as well.
For employees, clear expectations will convey how their
performance will impact the company and give them an
indication of what they need to do to achieve positive
feedback. For customers, clear communication can help
manage their expectations about service issues or even
about how best to interact with the organization.

Building Strong Relationships

• Effective communication builds strong relationships. Trust and
loyalty are key factors in any relationship and both are boosted
by communication that is focused on meeting individual needs,
conveying important information and providing feedback –
positive and constructive. Strong relationships with external
audiences also build strong solid communication about products,
services and company culture and values.
 Ideas and Innovation
• Open channels of communication can lead to new ideas and
innovation in a number of areas. Employees that understand
what's important to their organization can focus on making
improvements and spotting opportunities for innovation
that can help further success. When employees know their
ideas will be sought after, that organization leaders will have
open minds and be responsive to their feedback, they're
more likely to contribute their ideas. Customers also can be
a source of great ideas to help improve products and
services.

Employees as Customer Ambassadors

• The more employees know about the company, its culture, its
products and services, and its response to any negative issues, the
better job they can do of serving as ambassadors to the community,
their friends, relatives and other connections. Employees who feel
they have a strong, positive relationship with their employers and
trust the information they receive from their employers will be
more likely to share that information with others. Employees can be
a highly valued and trusted source of information about an
organization and its services.
Strong Teamwork and Achieving Goals

• Effective organizational communication will

lead to strong teamwork and the ability for
employees at all levels of the organization to
work together to achieve goals. In addition,
effective organizational communication will
provide employees the knowledge, structure
and positive work environment they need to
feel comfortable dealing with conflict and
resolving issues effectively.
Benefits of Effective Communication in
Personal and Professional Settings
 Building Trust
• Effective communication fosters trust with others.
Your ability to listen attentively and embrace
different points of view helps others trust that you
are making optimal decisions for everyone in the
group. As you serve as a role model, this trust will
extend to your team and they will feel as though
they can trust their teammates to fulfill their duties
and responsibilities.

Preventing or Resolving Problems

• The ability to communicate effectively plays a large role in
resolving conflicts and preventing potential ones from
arising. The key is to remain calm, make sure all parties are
heard and find a solution that is ideal for everyone
involved.
 Providing Clarity and Directions
• With effective communication skills, you’re able to
deliver clear expectations and objectives for your team.
This involves finding constructive ways to point out
when something isn’t working as well as providing
helpful feedback to get people back on track. They will
understand their specific tasks and responsibilities, as
well as those of their teammates, which will help
eliminate conflicts and confusion.

Creates Better Relationship

• Good communication also improves relationships, both
with employees and in your personal life with friends and
family members. Listening carefully and offering quality
feedback helps people to feel heard and understood. This,
in turn, nurtures mutual respect.
 Increases Engagement
• With people feeling more confident in their work
and in their understanding of what they need to
do, they become more engaged with their work as
a whole. By prioritizing effective communication,
you can increase engagement, and thus boost
satisfaction, among your team members.

Improves Productivity
• When team members understand their roles, the roles of
others and your expectations, they can focus more on their
work and less on workplace issues. With effective
communication, conflicts are resolved quickly, employees can
better manage their workload and distractions are minimized.
These benefits contribute to greater productivity for you and
your team.
Promotes Team Building
• With improved communication, team
members will be better able to rely on each
other. You will not have one team member
feel as though they have to carry the entire
group. This improved division of labor will
encourage positive feelings and
relationships between the team members,
which leads to improved morale and work
experiences.
4.2 What is Two-way
Commucation Process?
-Two-way communication is when one
person is the sender and they transmit a
message to another person, who is the receiver.
When the receiver gets the message, they send
back a response, acknowledging the message
was received.

By Julie Ann R. Arellano

arellanoja@sss.gov.ph
 The 8-Step
Two-way
Communication
Process
Julie Ann R. Arellano
1. Developing Idea by the Sender
-In the first step, the communicator develops or
conceptualizes an idea to be sent. It is also known as the
planning stage since in this stage the communicator plans the
subject matter of communication.

2. Encoding
-Encoding means converting or translation the idea into
a perceivable form that can be communicated to others.
3. Developing the Message
-After encoding the sender gets a message that can be
transmitted to the receiver. The message can be oral, written,
symbolic or nonverbal. For example, when people talk, speech is the
message; when people write a letter, the words and sentences are
the message; when people cries, the crying is the message.

4. Selecting the Medium

-Medium is the channel or means of transmitting the
message to the receiver. Once the sender has encoded his into a
message, the next step is to select a suitable medium for
transmitting it to the receiver. The medium of communication can
be speaking, writing, signaling, gesturing etc.
5. Transmission of Message
-In this step, the sender actually transmits the message
through chosen medium. In the communication cycle, the tasks
of the sender end with the transmission of the message.

6. Receiving the Message by Receiver

-This stage simply involves the reception of sender’s
message by the receiver. The message can be received in the
form of hearing, seeing, feeling and so on.
7. Decoding
-Decoding is the receiver’s interpretation of the sender’s
message. Here the receiver converts the message into thoughts
and tries to analyze and understand it. Effective communication
can occur only when both the sender and the receiver assign the
same or similar meanings to the message.

8. Feedback
-The final step of communication process is feedback.
Feedback means receiver’s response to sender’s message. It
increases the effectiveness of communication. It ensures that
the receiver has correctly understood the message. Feedback is
the essence of two-way communication.
 4.3 Types and
Nature of Formal
Communication
By Julie Ann R. Arellano
 What is Formal Communication?
-is the exchange of official information that flows along the
different levels of the organizational hierarchy and conforms to
the prescribed professional rules, policy, standards, processes and
regulations of the organization.

-the formal communication follows a proper predefined

channel of communication and is deliberately controlled. It is
governed by the chain of command and complies with all the
organizational conventional rules.

Formal communication ensures a proper channel of

information flow between the superior and their corresponding
subordinates. This results in a clear establishment of line of
authority and workflow. Making responsibilities clear for
subordinates is very efficient in this form of communication
1. Downward Communication
-The downward communication is when the information
passes from the management level to the subordinate level. This
is the most common form of formal communication wherein
communication flows downwards, i.e. from the people occupying
top positions in the organization to the people at lower levels.

-It mainly includes orders and instructions and can either

be written or oral depending on the importance of the message
and also the status of individuals involved in the communication
process. Reports, emails, letters, manuals, etc. are the commonly
used communication tools.
 Essential Elements of Downward
Communication
1. Adequate Knowledge of Managers
2. Positive Communication Attitude
3. Developing Communication Plan
4. Shortening the Communication Lines
5. Transmitting Information through the Right Person
6. Using Proper Media
7. Providing Necessary Explanation
8. Building Trust
2. Upward Communication
-The upward communication is when the message passes
from the subordinate level to the management level. Here, the
communication flows upwards i.e. from the subordinates to the
supervisors, managers and directors in the form of request,
reports, suggestions, complaints, and instructions.
 Advantages of Upward
Communication
1. Feedback -Managers can get feedback from employees that
can help improve organizational development. Employees who
are encouraged to provide feedback feel respected and that
they have a say in how the organization is run.

2. Mutual Trust - Mutual trust brings employees and managers

closer to each other. As trust grows, relationships between
employees and managers become stronger.

3. Introduction of New Policies - Front line employees do the

work every day. They can usually tell managers if something
works or doesn't work. Employees can be instrumental in
forming new policies or changing those that are outdated.
 Disadvantages of Upward
Communication
Upward communication seems easy enough. But
sometimes, employees face significant barriers
attempting to communicate with managers.
3. Horizontal Communication
-Horizontal communication means when the Co-workers
with different areas of responsibilities, but at the same level in
the organization communicate with each other. The
communication between the managers of a different
department, such as marketing, finance, production, HR, is the
best example of horizontal communication.
Advantages of Horizontal Communication
-It decreases misunderstanding between departments working on the same project,
thereby increasing efficiency and productivity. It may result in better implementation of top-
level decisions because employees on lower levels are permitted to coordinate directly with
each other in the implementation of the decision made at the top.

Disadvantages of Horizontal Communication

- Management may have a greater problem maintaining control as horizontal
communication increases. This is, in part, because management can derive much control and
power if it controls the flow of information. Horizontal communication can also create conflict
between employees exposed to each other through the communication process. It is also more
time-consuming if vertical communication is required to ratify decisions made during horizontal
communication or to confirm information received through horizontal communication. Finally,
it may create a lack of discipline if strict procedural rules of communication are not imposed or
followed.
4. Diagonal or Crosswise Communication
-When the employees of different departments at
different levels communicate with each other irrespective of the
chain of command. The communication between the floor
manager and the sales team is the example of diagonal
communication.
-Diagonal communication routes are the straight lines
that speed communications directly to their recipients, at the
moment communication is necessary. Communications that
zigzag along horizontal and vertical routes, on the other hand, are
vulnerable to the schedules and availability of the individuals who
reside at each level.
References
https://study.com/academy/lesson/what-is-two-way-communication-
definition-systems-examples.html

https://sourceessay.com/8-stages-of-communication/

https://thebusinesscommunication.com/what-is-communication-
process/

https://businessjargons.com/formal-communication.html

https://keydifferences.com/difference-between-formal-and-informal-
communication.html

https://thebusinesscommunication.com/essential-elements-of-
downward-communication/

https://study.com/academy/lesson/upward-communication-
definition-advantages-disadvantages-examples.html

https://courses.lumenlearning.com/wmopen-
introbusiness/chapter/communication-channels-flows-networks/
 Types4.4and
Typesnature ofof Informal
and Nature
Communication
informalBycommunication
Kenneth G. Cayubit
cayubitkg@sss.gov.ph
 Informal communication
Informal Communication
• Defined as the communication
• Defined among
as the people in a certainamong the
communication
organization, not on the basis of the
people in aformal relationship
certain in their
organization, not on the
organizational structure but on the basis of informal relations and
understanding. basis of the formal relationship in their
organizational structure but on the basis of
• It creates a situation where the workers communicate with each
other everyday irrespectiveinformal
of theirrelations and understanding.
formal positions and their
relationships. • It creates a situation where the workers
communicate with each other everyday
irrespective of their formal positions and
their relationships.
 “HEARD“HEARD
IT THROUGH THE GRAPEVINE”
IT THROUGH THE GRAPEVINE”

GRAPEVINE
GRAPEVINE COMMUNICATION

COMMUNICATION
• The term originated during the American
civil war (1861-1865). The communication
• The term originated during the
of American
intelligence
civil information through
war (1861-1865).
telegraph
The communication of intelligence was not effective
information throughbecause
telegraphthe
was not effective because thesystem
systemwaswasunorganized.
unorganized.Telegraph lines
Telegraph
were strung
lines were strung in a way through in a way
the trees likethrough the trees like
a real grapevine.
a real grapevine.
• Informal communication can also be termed as “grapevine”,
• Informal communication can also be
which indicates the means of circulating information or gossip. It
termed as “grapevine”, which indicates the
is direct, spontaneous and flexible. It can be personal, unofficial,
means of circulating information or gossip.
and mostly verbal. It is direct, spontaneous and flexible. It can
be personal, unofficial, and mostly verbal.
• The messages received or sent through these lines were
often incorrect and confusing. Rumors were rampant during
the civil war. Any rumor, whatever might be the source, was
• The messages received or sent through these lines
presumed to be from the unarranged
were telegraph
often incorrect lines orRumors were
and confusing.
grapevine. During the course
rampantofduring
time,the
grapevine
civil war. Any rumor, whatever
communication has becomemight besynonymous withpresumed
the source, was informalto be from the
communication. unarranged telegraph lines or grapevine. During the
course isofa part
• The informal communication time,ofgrapevine communication has
the organizational
process. Proper analysisbecome synonymous
and suitable with informal
clarification communication.
of informal
• The informal communication is a part of the
communication will be helpful in making its use towards
organizational process. Proper analysis and suitable
organizational efficiency.
clarification of informal communication will be
helpful in making its use towards organizational
efficiency.
Purpose of informal or grapevine
communication
The purpose of informal communication includes sharing of
Purpose
information, establishing of informal
social contact, or grapevine
making communication
friendships,
influencing and motivating others, resolving
The purpose conflicts,
of informal communication
supplementing official channels, gettingofrelaxation,
includes sharing searching for
information,
escape from monotony of work, etc.
establishing social contact, making
friendships, influencing and motivating
others, resolving conflicts, supplementing
official channels, getting relaxation,
searching for escape from monotony of
work, etc.
Channels usedChannels used
in informal in Informal
or grapevine
or Grapevine
communication
Communication
 Personal conversation and gossip
Personal conversation and gossip

Spontaneous
Unofficial discussion advice and
Spontaneous
Unofficial discussion suggestion
advice and
suggestion

Facial Body
Facial Body Silence, etc.
expression movement Silence, etc.
expression movement
 Single strand chain
Single Strand
• In this type of grapevine communication, Chain
the information
passes through a number of persons like a chain.
• In this type of grapevine communication, the information
• The longer the chain, the greater the possibility of the
passes through a number of persons like a chain.
distortion of the information.
• The longer the chain, the greater the possibility of the
distortion of the information.
 Gossip chain
Gossip Chain
• Only one person conveys the
• Only
information to other persons
one person conveys
around him. A circletheorinformation
wheel-like to other
connection is formed in thisaround
persons type him. A
of communication circle or wheel-like
• It is generally usedconnection
when is formed in
this
information to be communicated type of
is non-job orientedcommunication
in nature.
• It is generally used when
information to be
communicated is non-job
oriented in nature.
 ProbabilityProbability
chain Chain

• This is a randomThis
process in whichprocess in
is a random
information maywhich
move from one
information may
person to any other
moveperson
from one person to
according to lawany
of probability. In
other person according
this type of communication, some
to law of probability.
people in the organization will be In this
typeothers
informed and some of will
communication,
some
remain outside the chainpeople
or arenain the
of communicationorganization will be
informed and some others
will remain outside the chain
or arena of communication.
 Cluster chain
Cluster Chain
• This is mostly used and the
dominant patternThis is mostly used and the
of grapevine
communication. dominant
In this type, pattern of
Person A tells something
grapevinetocommunication. In
some trusted selected
this type, Person A tells
trustworthy persons. And
something to some trusted
those trusted persons may
selected
inform a few selected other trustworthy
persons. And those trusted
individuals in a organization.
persons may inform a few
selected other individuals in
a organization.
IMPORTANCE OF GRAPEVINE
COMMUNICATION
IMPORTANCE OF GRAPEVINE COMMUNICATION
• Grapevine communication is an indispensable part of the
communication system.• Formal
Grapevine communication is
communication an indispensable
can be compared part of
to human arteries, whereasthe communication system. Formal
the grapevine or communication
informal
communication are like thecan veins.
be compared to human
The latter arteries, whereas
is a supplement to the
grapevine or informal communication are like the
the former. Where formal communication fails, grapevine
veins. The latter is a supplement to the former.
communication is used. Where formal communication fails, grapevine
• Sometime, grapevine communication
communication is is more effective than
used.
formal communication.• ItSometime,
may carrygrapevine
more communication
information than is more
effective
formal communication, large than formal
quantities communication.
of information, andIt both
may carry
more information
important and vital information as well. than formal communication, large
quantities of information, and both important and
vital information as well.
 Characteristics of Informal Communication
Based on informal
Characteristics relationship
of informal communication
Grows spontaneously

Takes the form of gossip

Conveyed through facials expressions, body movement, silence,
etc.
Does not follow any structure
Small groups are formed with like-minded people in such
communication
It is direct and fast

Flexible and dynamic in nature

 Advantages of Informal/Grapevine
Advantages of informal/grapevine
Communication
communication
I. Promotes social relationship among participants.
II. Flow of information is fast and suitable for
emergencies.
I. Promotes social relationship among opinions
III. Ideas, suggestions, participants.
may come out through
II. Flow of information such communication
is fast and suitableasfor
people can express their
emergencies.
feelings without fear.
III. Ideas, suggestions,
IV. opinions may come
Cohesion between out through
managers such
and employees
communication as people
improves.can express their feelings
without fear. V. Supplements the formal communication to fulfill the
IV. objective ofand
Cohesion between managers the organization
employees improves.
VI. Information sharing makes the picture clear, and puts
an end to misunderstanding and suspicion.
VII. An outlet of expression of complaints, disliking,
grievances, etc.
 Disadvantages/limitations of
informal/grapevine communication
Disadvantages/ Limitations of Informal/
Grapevine Communication
I. Inaccurate and incomplete information are spread through
informal communication, while everybody interprets it in their
I. Inaccurate and incomplete information are spread through
own way. informal communication, while everybody interprets it in their
II. It may be emotional ownandway.full of sentiments which can change
the meaning. II. It may be emotional and full of sentiments which can change the
III. Nobody will be held meaning.
responsible, because it is impossible to
find the sourceIII.of Nobody will be held responsible, because it is impossible to find
the information.
the source of the information.
IV. It is unreliable.IV. It is unreliable.
V. It spreads rumor V. and endangers
It spreads unity
rumor and of theunity
endangers organization.
of the organization.
VI. Can create conflicts between groups by spreading rumors.
VI. Can create conflicts between groups by spreading rumors.
RUMOR
RUMOR
 definition OF RUMOR
• Unverified information people circulate to make some sense of a
certain unclear situation, orDEFINITION OF RUMOR
to deal with a possible threat. Is is about
issues or situations of topical interest.
• Unverified information people circulate to make some
• Rumors are like news, except
sense that news
of a certain is accompanied
unclear usually
situation, or to deal withwith
a
solid evidence, while rumorthreat.
possible does Itnot have issues
is about any valid and strong
or situations of topical
evidence. interest.
• Rumor helps people• Rumors are like news,
emotionally exceptprepare
or actively that newsforisnegative
accompanied
events, or to defendusually with solid
themselves evidence,
against whiletorumor
threats theirdoes
self-not have any
esteem.
valid and strong evidence.
• Rumor helps people emotionally or actively prepare for
negative events, or to defend themselves against threats to
their self- esteem.
Type of rumor
• Dread rumors – rumors that convey fear about a potential negative
event. Types of Rumor
• Wish rumors – relate a desired outcome
• Dread rumors – rumors that convey fear about a potential
• Wedge driving rumors – rumors
negative that divide people groups
event.
• Wish
• Stock market rumors rumors
– rumors – relate
over a desired
worries aboutoutcome
stock markets and
portfolio values • Wedge driving rumors – rumors that divide people groups
• Stock market rumors – rumors over worries about stock
• Job-security rumors – anxiety over possible job losses
markets and portfolio values
• Personnel-change rumors – rumors
• Job-security about
rumors one’s over
– anxiety job duties
possiblemight
job losses
change with a new•boss
Personnel-change rumors – rumors about one’s job duties
might change with a new boss
 Effects of rumor
• Negative rumors can lower morale, reduce trust, and tarnish
reputations. Effects of Rumor
• Wedge driving rumors can strengthen prejudicial attitudes.
• Rumors can cause riots
• Negative
duringrumors
times of
canethnic/racial
lower morale,tensions,
reduce trust,
can alter stock marketand
trading,
tarnishand can change people’s behavior.
reputations.
• Wedge driving rumors can strengthen prejudicial
attitudes.
• Rumors can cause riots during times of
ethnic/racial tensions, can alter stock market
trading, and can change people’s behavior.
 To find facts so that they can act
effectively in a situation

Reasons for Rumor

Transmission

Can enhance their relationship To boost one’s self-esteem, by

with the recipient of rumor derogating rival groups
Four types of changes in rumors
Four Types of Changes in Rumors

Levelling Adding

Sharpening Assimilating
 Managing Rumors
• Reduce the uncertainty that gives rise to
the rumor, and develop trust in formal
sources of information
• Set timelines for when credible
information will come, state values and
procedures by which policies and changes
will be made, and stating precisely what is
known.
• Rebuttals, along with credible sources, and
with anxiety-reducing information, can
reduce the harmful effects of rumor.
 Small Talk
-Is a light or casual
conversation
about
unimportant
things that people
make at social
occasions.
4.5 Communication Barriers,
Potential Problems, and Solutions
By Kenneth G. Cayubit
 Noise Lack of Planning

Semantic problems Cultural Barriers

 Socio-psychological
Wrong assumptions
barriers

Emotions Selective perception

 Information
Filtering
overload

Poor
Poor listening
retention
 Offensive style of
Goal conflicts communication

Insufficient period for

Loss by transmission
adjustment
 Sources
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and the history of rumor research. Asian Journal of Social Psychology, 5, 49-61.
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Thank you for listening!
God bless!
Stay safe!