| What is Grapevine and what is its role in the | | | | advantage of grapevine for the sake of knowing |
| Communication Network? | | | | beforehand the reaction and response of the people |
| An organization is a composite of several individuals | | | | who are going to be affected by a proposed scheme |
| working together towards its growth. They are | | | | or change. So, before officially announcing a change |
| constantly interacting with each other and with | | | | the managers deliberately feed the leader of the |
| people outside the company. Communication in an | | | | grapevine communication with the concerned |
| organization can be of the following types: | | | | message to be floated around and watch the |
| 1. Formal -- a) Internal : i) Vertical (Upward and | | | | employees’ feedback, reaction and responses. |
| Downward); ii)Horizontal/Lateral;iii)Diagonal b) | | | | This helps the management firm up the |
| External | | | | announcement with modifications in view of the |
| 2. Informal -- a) Rumour; b) Grapevine | | | | feedback. |
| All these different communication types form the | | | | In using grapevine, managers have to be very |
| communication network in an organization. | | | | careful. For example, it could be very effective to |
| Informal communication in an organization usually | | | | “walk down the job” or indulge in |
| flows through Grapevine and Rumor. Ideally, the | | | | “Management By Walking About” (MBWA), |
| network of formal communication may be adequate | | | | which involves moving around, chatting and informally |
| to meet the needs of exchanging information within | | | | discussing formal matters in an informal way. |
| an organization, but in reality, this is seldom true. | | | | However, its effectiveness would depend on |
| Employees in an organization feel inadequately | | | | personal relationships and the image created by the |
| informed in a formal system. They often feel that | | | | executive through his official behavior, and other |
| the management uses formal channels to conceal | | | | personal attributes such as frankness, a sympathetic |
| information rather than reveal the real messages to | | | | attitude, and a sense of fairness in dealing with |
| them. The employees, therefore, modify the formal | | | | people. |
| methods of communication by bringing in an informal | | | | It is also essential for the management to follow up |
| communication system, known as | | | | the grapevine messages with official written |
| “grapevine.” | | | | messages and statements that will verify the |
| Grapevine is always attributed to a “reliable | | | | accuracy of data obtained from the grapevine. This |
| source” to make the information sound authentic. | | | | helps in building a mutual trust based on open |
| News through grapevine spreads like wild fire, quickly | | | | communication followed throughout the organization |
| and uncontrollably. This version of information is | | | | or business. |
| somewhat distorted and exaggerated—a result of | | | | Grapevine has several merits as far as the |
| a series of “filters” used in the process. | | | | communication network is concerned: |
| The grapevine shows that the management has | | | | - It brings together the workforce in matters of |
| missed the opportunity of sharing with the | | | | common interest |
| employees of the organization good or bad | | | | - It helps in passing on the messages at a speedy |
| information that is of interest to them. Hence, the | | | | rate |
| gap in formal communication is filled up by the | | | | - It helps in generating ideas and expectations that |
| informal gossip circulated among employees. These | | | | often prove of value to the decision makers and |
| employees form relationships not on the basis of | | | | planners of goals and schemes. |
| work but on the basis of certain social factors such | | | | - It enhances public relations within an organization. |
| as neighborhood, common language, culture, common | | | | Grapevine is, therefore, an indispensable part of the |
| state, common club membership, and so on. The | | | | entire communication network, especially which which |
| groups are formed on the basis of equal friendship | | | | takes place within an organisation. |
| and not official status or relationship. | | | | References: |
| Normally, the management views the grapevine | | | | 1. Koontz H. and O'Donnell C. 1976, Management-- A |
| negatively. For, it undercuts their designs of | | | | Systems and Contingency Analysis of Managerial |
| confidentiality, secrecy and guarded sharing of | | | | Functions, Mcgraw Hill |
| information with the employees. However, | | | | 2. Chaturvedi, P.D. and Chaturvedi M, Business |
| sometimes the management wants to take | | | | Communication, Pearson Education. |