Shannon and Weaver´s Model of Communication

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Communication Channels

Communication travels through various channels. There are different channels for formal and informal communication, which both are equally important.

Formal communication

The formal communication channels are created by the managers to be able to communicate the daily organizational work (Bloisi et al., 2003). The processes managers use to communicate are downward, upward and horizontal (Daft & Steers, 1986, cited in Bloisi et al., 2003). Downward communication is a way for managers to make information reach their employees. It can include organizational and personal goals, strategies, job instructions, policies and feedback. Such information can be communicated in different shapes, such as memos, company newsletters, procedure manuals and speeches (Bloisi et al., 2003).
Through upward communication, managers get information about their employees’ daily work. This information can include updates on employee’s progress toward goals, problems, complaints and employee attitudes. Employee surveys, suggestions boxes, open-door policies and face-to-face meetings are forms of upward communication (Bloisi et al., 2003).
The horizontal communication exists among peers and employees, and can move from divisions and work groups. Communication by this channel is vital, because it supports information exchange between departments, which may be of great importance for the whole organization (Bloisi et al., 2003).

Informal communication

The informal communication channel is called the grapevine. The grapevine is “composed of social groups, cliques, club members, family relations, and other informal relationships that develop among organization members“ (Davis, 1953; Bach, 1983 cited in Kreps, 1990, p. 208). According to Modic (1989), many employees trust and rely on the grapevine more than on the communication channels used by the top management. It is a way for employees to obtain information about their organization which can affect their daily work and personal life (Kreps, 1990). Studies have shown managers do not, to the same extent as their employees, engage in the grapevine. Because much information is communicated in the grapevine, it is important managers listen and infiltrate the grapevine (Davis, 1953 cited in Bloisi, 2003). Management by walking around is one way for managers to become closer to the employees. This communication channel means managers walk around in the office, learn, and see what others in the organization do (McShane & Steen, 2009).
Another aspect of internal communication is the way one transmits the information. It may be by a formal channel or by the grapevine, but one must also decide on other channels such as which verbal or nonverbal channels that should be exercised.

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Verbal and Non-verbal Communication

Information goes from the sender through a channel to end up by the receiver (Bloisi et al., 2003). According to Bloisi et al. (2003 p. 311), a channel is defined “the medium through which a message is transmitted”. Communication can be used in the form of verbal or nonverbal channels (McShane & Steen, 2009).
Verbal communication is expressed by using language, both in spoken and written form (McShane & Steen, 2009). The two forms are equally important for organizational communication. The spoken word make people interact more personal and emotional than with the written word (Kreps, 1990). It gives an opportunity for instant feedback (McShane & Steen, 2009). However, a problem with the spoken word is when the message involves detailed and complex information. The information can then easily be misunderstood or forgotten (Kreps, 1990). Therefore, written communication is better to use when dealing with technical details (McShane & Steen, 2009), since it provides stability, permanence and formality (Kreps, 1990).
Nonverbal communication means information exchanged with a source other than words (McShane & Steen, 2009). Kreps (1990) presents different nonverbal systems used interrelated in organizational communication. An example is artifacts such as physical appearance, personal appearance, items people hold and items people use in their environment. All these messages largely affect people’s first impression. Therefore, people often try to have more control over these things. For example well thought-out clothing, and carefully decorated offices. Other examples of nonverbal communication are body language and facial expressions (Kreps, 1990).

1. Introduction .
1.1 Problem Discussion
1.2 Purpose
1.3 Delimitations
1.4 Disposition
2. Theoretical Framewor
2.1 Values
2.2 Values and Communication ..
2.3 Organizational Communication
2.4 Shannon and Weaver´s Model of Communication
2.5 Communication Channels .
2.6 Theoretical Emphasis
3. Method
3.1 Start-up Phase
3.2 Qualitative Method .
3.3 Data Collection
3.4 Data Analysis
3.5 Trustworthiness .
4. Empirical Presentatio
4.1 Stena Metall .
5. Analysis
5.1 Stena Metall’s Values .
5.2 Categorization and Use of Values .
5.3 Establishing Values .
5.4 Risk with Values
5.5 Values and Communication
5.6 The Model of Communication
5.7 Noise and Information Overload
5.8 Formal & Informal Communication
5.9 Verbal and Non-verbal Communication
6. Conclusions and Suggestions for Future Studies
6.1 Conclusions
6.2 Suggestions for Future Studies
7. References
Appendices