Superior-subordinate communication

In an organization communication occurs between members of different hierarchical positions. Superior-subordinate communication refers to the interactions between organizational leaders and their subordinates and how they work together to achieve personal and organizational goals^[1] Satisfactory upward and downward communication is essential for a successful organization because it closes the gap between superior and subordinates by increasing the levels of trust, support, and the frequency of their interactions.

Downward Communication

In a workplace environment, orders being given from superiors to subordinates is the most basic form of downward communication. These are usually done via manuals and handbooks, oral communication, and/or written orders. Two other forms of downward communication are when a customer gives orders to a supplier and when shareholders instruct management to do certain things.^[2]

In a study conducted by John Anderson and Dale Level, the following were cited to be benefits of effective downward communication:

• Better coordination
• Improved individual performance through the development of intelligent participation
• Improved morale
• Improved consumer relations
• Improved industrial relations.^[3]

In order for downward communication to be effective, the superior should remain respectful and concise when giving orders, they should make sure the subordinate clearly understands instructions, and they should give recognition for admirable performance.

Upward Communication

Upward communication is the process of transmitting information from the bottom levels of an organization to the top levels. It includes judgments, estimations, propositions, complaints, grievance, appeals, reports, etc. from subordinates to superiors. It is very important because it serves as the response on the success of downward communication. Management comes to know how well its policies, plans, strategies and objectives are adopted by those working at lower levels of the organization.^[4] Upward information flow can be very beneficial for an organization, especially when it is encouraged by the management. When a manager is open to upward communication, they help foster cooperation, gain support, and reduce frustration.

The channel of communication is a very significant variable in the upward communication process. Channel refers to the means of which messages are transported. It can be face-to-face, over the telephone, written, etc. Communication channel affects subordinate's overall satisfaction with upward communication. Certain channels are easily ignored, which can leave subordinates less satisfied with upward communication. A subordinate who is satisfied with his/her upward communication will be less apprehensive about communicating upward than a subordinate who is unsatisfied with his/her upward communication.^[5]

Openness in Communication

Employees who have an open communication with their superiors have been found to be more satisfied with their jobs than those who do not have this. Openness in communication requires both openness in message sending and openness in message receiving between superiors and subordinates.^[1] Achieving openness in message sending requires complete honesty whether the news is good or bad. Certain types of messages facilitate open communication better. Supervisory messages are preferable for both superiors and subordinates when they are encouraging or reciprocating, rather than responses that are either neutral or negative. Openness in message receiving requires a willingness to listen to the message without jumping to conclusions even when the message is not what you wanted to hear. An open communication relationship differs from a closed by the reactions and types of feedback given, not the message itself.^[1] Subordinates in a closed communication relationship with their superior are more likely to respond negatively to the superior's feedback than those who have more open communication with their superior.

Relationship Maintenance

Maintaining the relationship between superior and subordinate will differ greatly, depending on the expectations of the individual parties. Some will settle for nothing less than a close friendship with their superior, others may be just focused on maintaining a professional relationship, while those may not get along with their superiors may be focused on just maintaining a civil relationship. The unusual relationship between superior and subordinates requires specific maintenance strategies since some typical ones, like avoidance, are unacceptable.^[6] There are four common types of relationship maintenance strategies for this variation of relationship. First there are informal interactions, such as joking and non-work related conversations that emphasize creating a friendship. There are also formal interactions, such as politeness and respect for the superior's authority, that help to create a professional superior-subordinate relationship. There are also tactics to appear impressive to the superior, such as a hesitancy to deliver bad news or being enthusiastic. The final relationship maintenance strategy includes open discussion about the relationship with the superior, including explicitly telling them how they want to be treated in the workplace ^[6]

See also

• Communication
• Hierarchy
• Job satisfaction
• Management
• Organizational culture

References

1. Jablin, Fredric (November 1979). "Superior-subordinate communication: The state of the art.". Psychological Bulletin 86 (6): 1201–1222. doi:10.1037/0033-2909.86.6.1201.
2. Abbott, Robert. "Downward Communication". Employee Communication. Retrieved 1 November 2011.
3. Anderson, John; Dale Level (1980). "The Impact of Certain Types of Downward Communication on Job Performance". Journal of Business Communication 17 (4): 51–59. doi:10.1177/002194368001700405. Retrieved 2 November 2011.
4. "Upward Communication- What Purpose Does it Serve". Upper Communication. Retrieved 1 November 2011.
5. Housel, Thomas; Davis, Warren (1977). "THE REDUCTION OF UPWARD COMMUNICATION DISTORTION". Journal of Business Communication 14 (4): 49–65. doi:10.1177/002194367701400405. Retrieved 2 November 2011.
6. Waldron, Vincent (September 1991). "Achieving Communication Goals in Superior-Subordinate Relationships". Communication Monographs 58 (3): 289–306. doi:10.1080/03637759109376231.