One Way Communication as Real World Organization Challenge

Specialization and division of labor 7 Rules and procedures. Hierarchy of authority. Formal communication. Employment-based on expertise. Application of Weber organization communication theory on the one-way communication problem. The message receiver does not respond. In contemporary organizations, it is a common practice to observe one-way communication. In most cases, the business leaders or those with authority expect to send messages or speak to individuals, small group or a large group of employees without response or input which are likely to contradict their point of view. Even though such actions might be necessary at times, excessive use of one-way communication limits opportunities for the valuable frontline input and message. This trend has negatively impacted an organization in the following ways: Demerits of one-way communication Harm on the employee morale.

Loss of input. One-way communication encourages the use of data analysis in figuring out the customer needs. Most managers in the existing organizations extensively rely on data rather than people. The front line employees are often a valuable resource in determining customer preference through the use of one-way communication thus limiting this opportunity. The employees have first-hand information in customers complains, and what makes them happy. This theory proposes that organization leadership should concentrate on the impersonal relationship and task proficiency (Ulmer, Seeger, & Sellnow, 2007, p. The Weberian theory thus points out that a proper organization should be having explicitly defined responsibilities and roles for each of the employees. These roles are dictated by those bearing the authorities in the organization. As a result of the communication in this type of organization there are clearly defined by the hierarchical structure.

This is aimed at giving no room for confusion since the information is sent directly from the authority to the workers with no room for argument. The authority is hence based on tradition or custom. This is common in family-owned businesses. The charismatic authority on the hand is based on the fact that the best candidate is one who can best exert power. According to Weber's approach, charismatic leadership approach results into unpredictabilities and insecurity in organizations since there is a vague idea of who will replace the position. Weber theory suggests bureaucratic leadership as the best alternative. Various levels of supervisors and subordinates exist, and each employee answers to a corresponding supervisor. This promotes direct line communication in the organization.

Formal communication. All the behaviors, rules, decisions and regulations are recorded. The communication and information are shared concerning the chain of command. The bureaucracy theory demarcated by Weber points out to the fact that the organizational sagacity can be acquired by work division into a unique official role with those in the high organization hierarchical levels thus developing rules on which work and decisions are based on. This encourages one-way communication in reference to Weber theory of organizational communication. However, with increasing rationality obtained from the organization structuring based on the principles of bureaucracy, increasing compartmentalization within the organization impede information flow since it encourages one-way communication. The presence of various organization divisions proposed by Weber theory emphasizes the distinction between the various elements in the organization.

According to Morgan (2006) this system foster growth of radical organizations which places a barricade hitherto to the communication process. The employees are thus forced to develop a strong tendency to view the authority as an agent of punishment, a characteristic trait of the one-way communication. In the case of crises, this type of practice is detrimental organization's ability to cope and share relevant information and sound decisions. This is attributed to the fact the opinions and ideas presented are not presented due to the fear of being held accountable. The hierarchies proposed by Weber’s theory also limits information acquisition and dissemination in an organization. According to a research conducted by Pryer & Hewitt, (2010) on the role of hierarchy in the collection of information, the usage of hierarchical systems demands that the workers in charge of info collection use the information they collect and make decisions, The information has to be sent to those with higher authority in the chain for decision making.

Uncertainty is thus typical in most organizations using one-way communication. Mitroff (2004) explains that severe ethical and technical doubts always characterize crisis. In such cases, it is only proper for the administrator, and the employees must fall back on the organizational system of guidelines and use a monotonous response. Similarly, in the organizations which are highly compartmentalized, there are numerous limitations to the information access for all the information that is required to arrive at a proper decision. This is a typical characteristic of bureaucratic organizations. Fostering parallel relationship as a strategy aimed at minimizing one-way communication and eliminating the impact of bureaucracy involves using an "a selective decision-making process. This can take a variety of forms, but all should converge at encouraging two-way communication.

Besides, integrating roles aimed at facilitating collective decision-making process within an organization does the same role. This should include a decision on all important organization activities which are viewed as permanent as opposed to the temporary decision which are often handled by the temporary workforce. The individuals involved in the decision-making process should be chosen such that biases are wholly ignored. Organization learning This is another technique that can be used in minimizing the negative impact of one-way communication that characterizes bureaucratic and hierarchical structure in an organization. The education process involves avoiding the customary management control system and the self-justifying behavior of the organization employees. Besides, organization communication also plays a significant role in allowing the organization members are gaining the capability of extending beyond the traditional information acquiring techniques.

Conclusion One-way communication is a common communication problem in many organizations especially in bureaucratic systems. A review of the various issues related to one-way communication exposes the current harm in the employee morale, reduced input, and ineffective communication in times of crisis as the primary shortcomings in the contemporary organizations. Management Communication Quarterly, 24(1), 124-131. Carlson, M.  A. Evaluating the Communication Champion experience: developing communication pathways in a hierarchical organization. Harley, B. Globalization, Communication and the Workplace: Talking Across the World, 7(5), 23-89. Nagy, M. Two-Way and One-Way Communication. Encyclopedia of Public Relations, 2(1), 27-84. Pillet-Shore, D. Sellnow, T.  L. Post-crisis communication and renewal: Expanding the parameters of post-crisis discourse. Public Relations Review, 33(2), 130-134. Wright, A.