Page 192 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 8.3.2 Control of Rumour

Researchers have shown that rumour is a product of interest and ambiguity in a situation.
If a person has no interest in a situation, he has no cause to spread rumour about it. Similarly
if, there is-no ambiguity in a situation, a person has no cause for spreading rumours. Hence,
a manager can prevent rumour by not allowing these two causes to develop. However, if
a rumour has started, it should be stopped soon by:
• Supplying facts fact-to-face without mentioning the rumour itself. Repeating the rumour
can result in its being as well remembered as the facts that refuse it.

• Allowing participation to members in determining some part of the situation which
affects them.
• Seeking cooperation of dependable informal leaders in combating rumour.

8.4 Communication Networks in a Working Group

An organization’s effectiveness depends upon the performance of numerous small groups
which function and interact within the overall organizational system. Since the activities of
these small groups depend to a great extent upon their information flow, communication
networks or the arrangement of interconnecting lines is one area in which the groups may
be made more efficient.
All communication networks possess some basic characteristics which differentiate them
from each other. These are as follows:

8.4.1 Size of Network
The size of a network is measured in terms of the number of employees it interconnects.
Some communication networks are very big, others are small. In general, the larger the loop,
the greater are the problems of communication. However, large loops with several
interconnecting communication links have been found to be more effective where problems
are more complex and ambiguous.

8.4.2 Extent of Modification Taking Place in the Message
In some communication networks the same original message flows through all the stages
without modification but in others a change in the message occurs as it passes through
different links. The first pattern has the advantage of uniformity. Everyone in the network
is exposed to identical information. Nonetheless, the uniformity of this pattern may be
advantageous only for simple problems. For complex matters a message may need to be
modified at different stages according to the needs of the people.

8.4.3 Feedback or Closure
Communication networks also differ from each other in the way in which their communication
cycles close. In some networks the cycle closes as the receiver of the message acknowledges
its receipt and accepts it. But in some others the cycle does not close because the receiver
does not accept the message but attempts to alter it.
8.4.4 Communication Pattern

Communication networks also differ from each other in the extent to which they are
centralized or decentralized. Four major types of small-group communication networks are
shown in Figure. 8.1. These are the Circle, Free (Decentralised) Circle. Wheel and Chain
networks. Each black circle represents an individual in a working group, and the solid line
connects the individual with the other members of the group he or she normally interacts
within performing a task.

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