The picture of this network of information flow’ is

Absolute denial of the

communication privilege could lead to some degree of emotional upsets, for people

hold dear their right to communicate. On the other hand, excessive personal

communication could interfere directly with their work effort. Probably somewhere in the

middle-ground area lies the optimum policy toward personal communication.

Personal communication also can help to form attitudes and beliefs, which are stronger

and have more lasting effects on the mind than opinions. As was illustrated in the

preceding account of Ram’s workday at Typical, Ram and his chartered bus friends

spent some of their conversation time discussing a proposed new policy for Typical.

And in talking, each helped to crystallize the opinions of the others. It is in this way that all

members of an organization determine much of what they think about their organization,

their co-workers, and their work situation in general. What they think can affect their

relationships with organization. And what they think can have a direct influence on

productivity.

or even thousands of individual members engaging in untold numbers of communication

events throughout each working day. The picture of this network of information flow’ is

infinitely complex.

In simplified fonn, this infinitely complex infOlmation flow in a modern-day organization

may be likened to the network of arteries and veins in the body. Just as the body has

artelies, the organization has well-established channels of information flow. These are

the formal and established channels of communication-the main line of the

organization’s operational communication.