Balanced Horizontal and Vertical Communication Improves Productivity - Essay Example

The paper “Balanced Horizontal and Vertical Communication Improve Productivity" is a breathtaking example of a term paper on management. Productivity depends on creating a balance between horizontal and vertical communication in the organization. According to Freeland, one of the most common communication models in vogue today is diagrammed as a loop - upward, downward and through the company. Better than a rigid top-down model--characterized by an arrow pointing straight down--the communication loop implies a continuous flow of information (22+).

It is clear that both vertical and horizontal communication models are required for “. . . real performance leverage in moving toward a flatter, more horizontal mode of organization, in which cross-functional, end-to-end workflows link internal processes with the needs and capabilities of both suppliers and customers” (Ostroff and Smith 144+). Lack of a proper balance between vertical and horizontal communication may result in decreased identification and commitment to the organization (Bartels et al 39-210).

To maintain performance levels and reduce time lag vertical communication that is down-the-line should be limited to setting company rules, job functions and responsibilities, and performance feedback (Vasu, Stewart and Garson 175). While up-the-line communication should include employee’s feedback about the organization, issues that need to be resolved with the aid of their superiors and additional information they feel they need to accomplish their tasks. On-the-other-hand, horizontal communication should be encouraged, as it is a linking process between workers at the same hierarchical level that enables: task coordination, problem-solving, sharing information, conflict resolution, and building rapport (Koehler et al. 101-102). This ultimately leads to an improved workflow, allowing workers to perform efficiently and leverage their potential to the maximum.

This is true for both, the people at the top of the hierarchy as well as those at the subsequent levels.Hence, it is incumbent on the leadership of the organization to establish a free-flowing two-way communication channel. Since the primary goal of an organization is to get the job done; official limitations are exercised to control and channel the patterns of communication (Gibson, Ivancevich, & Donnelly 538-539). Here, caution should be taken to ensure that the leadership does not go overboard trying to control and channelize the upward, downward, and horizontal communication process that occurs naturally (Vasu, Stewart and Garson 177).

Sharing information is the key for improving task accomplishment and deriving employee and customer satisfaction (Vasu, Stewart and Garson 161). Moreover, employees tend to measure the organization's activities/policies against the framework of transparency in communication. The extent, to which the employees trust the upward, downward, and horizontal communication pattern of the organization, is also the extent to which they trust the organization and its leaders as well. In order to achieve the right balance between upward and downward communication managers have to understand the quantity and quality of information employees want.

The employees should not be overloaded with information that is of no practical use to them or even interest, for example, excessive memos, bulletins, announcements, etc.; while information pertaining to their tasks should be communicated in detail, empowering them to accomplish their work without any anomaly. Communication systems that do not meet the information needs of employees tend to result in deflated employee morale and negatively affect the quality of work. Thus, it can be concluded that a balanced horizontal and vertical communication improves the overall productivity of the workers and the organization.

It further overcomes the delays, confusion, and hindrances caused due to lack of free-flowing information channels. Ultimately, a balanced communication approach empowers individual workers and teams to deliver exceptional performance, while allowing the managers and superiors to retain sufficient control and direct the channels of communication to a logical extent, where it does not interfere with the performance and productivity of the workers and the organization at large.