Hierarchical organizational structure

Therefore, the hierarchical organizational structure is not directly a flaw or an error, but the practices by which hierarchy are observed or implemented determine if organizational processes and operations would result to communication successes or failures. Thus, a hierarchical organizational structure was considered an accident-prone organization, situation or environment. (Felts, 1992) For a deeper understanding of aforementioned concepts, the model below figuratively represents how hierarchical design influences the process of communication and consequently leads to faults or errors.

The above figure represents how a hierarchical design is more likely to result to communication failures because of the unequal distribution of power that leads to inadequate and ineffectual relationships between managers and subordinates that distort communication.

Conclusions and recommendations therefore, as discussed by Felts (1992) were integrated into two theoretical models or paradigms for practical application.

One, organizational structures should be altered or transformed to eliminate hierarchy and unequal distribution of power which may be abused in the process in order to foster competence and successes in communication.

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The second theoretical model suggests behavior modification by influencing the management within organizations to foster open, permissive, and nonjudgmental relationships to their subordinates. (Felts, 1992) This would eventually eliminate apprehensions, worries, inefficiencies or incompetence, and other hindrances to effective communication processes.

An Information-Task Approach: Designing Organizational Communication Considering communication as a significant factor in helping the organization accomplish its goals and objectives rationalizes the importance of studying the concepts and dimensions of organizational communication. By studying this particular aspect of the organization, one shall be able to determine how organizations are to design and approach communication processes to eliminate flaws and failures and harbor opposite results or outcomes.

To address this issue, several theorists have come up with a design called the Information-Task Approach in order to deal with issues confronting communicative competence and communication workplace within organizations. The Information-Task Approach modifies perspectives on communication. According to Poole (1977), in this particular approach, communication is considered as a work process, activity, responsibility, or task. Therefore, the process, situation, or condition by which communication takes place is considered dependent on the nature and features of work.

Based on Poole’s research study on the Information-Task Approach, the dimensions of tasks are determined by three aspects: difficulty, variability, and interdependence. Tasks that are difficult are extremely challenging and demanding. Tasks that are varied necessitate the accomplishment of numerous responsibilities and requirements, and tasks that endorse interdependence are those that require members or departments within the organization to rely on one another for goal accomplishment. (Poole, 1977)