Compare and contrast the diagonal communication with horizontal communication. Draw examples from the practical field of work.

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Compare and contrast the diagonal communication with horizontal communication. Draw examples from the practical field of work.

Introduction
A company is a community that must support a common goal through teamwork and collaboration. However, the flow of information provided by the organization’s organization may not necessarily be an ideal flow that meets the needs of employees or teams. Instead, the best data available at one hierarchy level may not always be the best, or even all, data. Fortunately, organizations can improve diagonal and horizontal communication with their content stream. By doing so, managers can work with data faster to correct problems, evaluate new markets, and deal with other problems in support of strategic business initiatives.

Communication
Communication is as much a matter of human communication as the sending of concrete and cold facts. To facilitate successful communication, managers and employees need to understand themselves and their interactions. The power of direct and effective communication is an important part of planning, managing and implementing the success of the organization. The effects of targeted and clearly defined communication will have a positive impact on organizations’ performance, both horizontally and vertically (Lewis, 2019).
When using an emergency hospital, for example, surgeons and nurses speak and interact using the same common and specialized medical language. Each member has a precise understanding of what things mean. In this complex and highly charged environment, there is no room for misunderstanding. Communication is an integral part of all organizational activities and cannot be an isolated leadership function. Without an advanced and well-established strategy for clear communication between employees and managers, companies will fail and function without success (Mumby and Kuhn, 2018).
Horizontal communication involves the dissemination of information between departments at the same level of organization. The goal of most horizontal communications is to solicit support or coordinate activities (Mumby and Kuhn, 2018). Peers in the organization can work together to work on problems or issues in an informal and necessary way. If the sales manager communicates with the human resources manager or purchasing manager and the like, it is horizontal communication. The production manager can work with the purchasing manager to speed up or delay shipping of materials. The CFO and inventory manager can be contacted so that the organization can make the most of coordination. The interaction between two employees reporting to the same manager are also examples of horizontal communication. Some horizontal communication problems may arise if an administrator is unwilling or unable to disseminate information or consider efforts to work socially to threaten their status (regional behavior). In the case of a manager, at the next level, communication needs to be downward to strengthen the value of the company through collaboration.
Horizontal communication – communication with colleagues and colleagues – is essential when individual departments are responsible for their responsibilities. This form of communication occurs between employees and departments at the same organizational level. For example, heads of two different departments, such as marketing and accounting, may be in direct contact, such as two employees reporting to the same manager. Horizontal communication usually takes place through informal discussions, telephone and teleconferences, memos and meetings. This form of communication is particularly effective because it is not hampered by chain management requirements.
Horizontal communication facilitates the coordination of related activities between professionals or people in the same hierarchy of the organization. This form of communication allows employees in the same department, department or team to discuss work issues informally and as needed (Lewis, 2019). For example, accounting and purchasing department managers can interact directly to coordinate activities between departments.
Diagonal communication refers to communication between managers and employees located in different fields (Cooren, 2016). While vertical and horizontal communication remain important, these concepts no longer capture sufficient communication needs and flows in most modern organizations. The concept of diagonal communication was introduced to capture new communication challenges related to new organizational forms such as states and project-focused organizations. Diagonal communication is interdisciplinary communication between employees at different levels of the organization. Confidence can be lost and career damaged by not paying attention to key protocols (Lewis, 2019). An example of on-screen communication would be a printing company. All the practical departments of the printing, sales, production, and senior management company must work together to grow business, produce quality products, and manage company stakes.
Business development levels are the key determinants of how companies share data. However, the success of organizational goals depends on the free flow of business information. Therefore, informal intersections between individuals and groups at different organizational levels can be opened based on the purpose of communication. For example, the accounting department may interact with the regional marketing department manager to increase the efficiency of a specific decision making process. Employees often add oblique communication to vertical communication to ensure that superiors and subordinates are kept informed.
A formal layout sets up a data break and drop function that determines who does what with what data. To avoid this formal rule of conduct, on-screen communication occurs and the efficiency and effectiveness of decision making is increased. When a horizontal and vertical channel is ignored, interdisciplinary relationships and relationships between superiors and subordinates are established (Gherardi, 2019).

Examples of external communication channels are press conferences, fact sheets, news sets, newsletters, magazines, brochures, news, annual reports, invoices and purchase orders.
Diagonal communication is becoming more common in agencies with flat, state or product structure. Benefits include:
• Build relationships between upper and lower class employees from different parts of the organization.
• Encourage the informal flow of information in the organization.
• Reduce the likelihood of messages being interrupted by additional filters.
• Reduce police workload.

Horizontal communication is basically when two employees at the same level of the organizational hierarchy interact. Horizontal communication has several distinct advantages. Reduces misunderstanding between departments working on the same project, thereby increasing efficiency and productivity. This can lead to better decision making in the upper division, because lower-level employees can coordinate directly with each other in implementing a decision made at the top. Horizontal communication facilitates teamwork if projects require projects from different people or departments. It can also increase job satisfaction and motivation by increasing employee power in communication.
Horizontal communication has certain disadvantages. Management may find it more difficult to maintain control as horizontal communication increases (Cooren, 2016). This is partly because managers can gain great control and power if they control the flow of information. Horizontal communication can also create conflict between employees who are exposed to each other through the communication process. It is also longer if vertical communication is required to validate decisions made in horizontal communication or to confirm the information received through horizontal communication. Finally, if strict communication procedures are not followed and followed, disciplines can be created.
Whatever the reason, it is a significant value to gain even if open communication channels are opened. First, the opportunity to accelerate more radical business innovations (Gherardi, 2019). Radical innovations are often created because inputs are grouped in various areas, as in other business units. Formal channels can kill innovation opportunities simply by their bureaucratic nature. Second, political control can cause confusing messages as communication moves up and down the hierarchy. Diagonal communication can open a more open and effective account of the organization and lead to more informed and responsive decision making (Cooren, 2016).
Based on structure, horizontal communication is less formal than other types of communication. It seems to be more prevalent at the lower levels of the organization as it tends to focus on problem solving and workflow coordination and relates to project coordination, problem solving, information dissemination, and conflict resolution. Horizontal communication can occur through informal discussions, manager gossip, phone calls, teleconferences, videoconferences, memos, regular meetings, and so on. Informal communication exists in all organizations. People who knew each other talked informally about events in the company and in people. This is also known as Vine Communication Open in New Window. When people are kept uninformed about certain important things by formal means, they search the information through vines. However, overuse of this can lead to misinterpretation, misunderstanding and even affect employees’ thinking process. Sometimes police officers also use this channel to express their unhappiness.

Conclusion
Communication is as much a matter of human communication as the sending of concrete and cold facts. To facilitate successful communication, managers and employees need to understand themselves and their interactions. The power of direct and effective communication is an important part of planning, managing and implementing the success of the organization. The effects of targeted and clearly defined communication will have a positive impact on organizations’ performance, both horizontally and vertically. The purpose of communication is to get the right information to the right people at the right time. The natural flow of communication in any organization will follow the slightest resistance. Accurate and effective communication with the organization must include the free flow of information horizontally and diagonally. Horizontal communication occurs between employees or managers who occupy a comparable position in the organization. Diagonal communication occurs between employees or managers who perform a different level or function in the organization. Side-by-side communication involves side-by-side communication between employees who do not have specific organizational relationships with each other. Dynamic communication is important to ensure efficient project execution in modern business organizations.

References
Mumby, D.K. and Kuhn, T.R., 2018. Organizational Communication: A Critical Introduction. Sage Publications.
Lewis, L., 2019. Organizational change: Creating change through strategic communication. John Wiley & Sons.
Cooren, F., 2016. 20 Verbal communication in organizational settings. Verbal Communication, 3, p.395.
Gherardi, S., 2019. Organizational communication in practice: Does it really work?. Management Communication Quarterly, 33(1), pp.112-116.

 

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