There are four types of organizational communications namely downward or superior-subordinate communication, upward or subordinate- superior communication, horizontal or interactive communication and grapevine communication. The former is an exception in that it does not involve conventional channels of communication. A brief description of the aforementioned types of organizational communications will help highlight the importance of both formal and informal communication in an organization.
In downward communication, a superior sends directives, orders, policies, procedures, memorandums, etc to his or her subordinates. Such communication is evident where instructions are given concerning the execution of a specified task. It is also evident where the relationship between different tasks in an organization is communicated. Other areas where it is evident include feedback, indoctrination, procedures and practices. The management is compelled to resort to this type of communication to alleviate misinformation and misunderstandings.
Upward communication involves a subordinate communicating with his or her superior. A good example of this is where subordinates are supplied with suggestion boxes. However, the management often ignores issues brought about through such means thereby eroding the faith of subordinates in the effectiveness of the management and the value of communication. This kind of communication is evident where reports on various projects are being given, a person seeking help or clarification, a person requesting facilities, or a person trying to enhance understanding.
Horizontal communication involves the communication between individuals of relatively equal status. It occurs during inquiries, coordination of efforts, where information has to be conveyed and so on. This type of communication fosters a spirit of teamwork by enhancing emotional and social bonding. The major drawback with this type of communication is that when used in an informal setting it can result in distortion of information. Moreover, it can end up replacing vertical channels that are more reliable. Finally, we have grapevine communication which involves casual and non-structured exchange of information between employees from different departments (Charles et al, 2012). It enhances a much more relaxed and comfortable climate and fosters a spirit of teamwork by strengthening relationships.
The HR unit of a law enforcement agency is unique in that 80 percent of annual operating budget is set aside for personnel and personnel support costs (Charles et al, 2012). A large law enforcement agency would perform poorly in the absence of a HR unit. Several functions are performed by an HR unit although these depend on the size of the agency.
A Human Resource unit ensures that Peace Officers Standards and Training Commission (POST) requirements and guidelines are complied with. It also maintains currency with federal job discrimination laws. Moreover, the unit ensures that HR policies formulated are in line with executive requirements. The recruitment and selection of civilian and sworn personnel are one of the key functions of the unit. The unit monitors the rates of diversity, turnover and retention. It also contracts psychological services for the performance of functions such as critical incident counseling, entry screening etc.
All academies, in-service and advanced training are arranged and delivered through the unit. Special studies such as compensation surveys, staffing and benefits are conducted through the unit. The administration of benefits programs such as life insurance and health insurance etc, the direction of labor relations and preparation of payroll happens under the umbrella of the HR unit. Management of intern programs, administration of promotional testing, drug screening, and advising commanders on personnel matters is another important function of HR.
An assessment center refers to the place together with job simulations or exercises conducted therein designed specifically to bring out from candidates the behaviors deemed to be important for job success through job analysis (Charles et al, 2012). The candidates are required to interact with someone else during the exercises. Again, assessors should at least hold the rank for which the candidate is competing. The questions asked during the exercises need no further elaboration.
Assessment centers are advantageous in that unlike written tests, they do not produce any adverse impact. Identifying key elements of a situation and the relationship that these elements have with each other becomes easier. Candidates are able to express themselves orally without ambiguity. This is because they are taught how to listen actively, exercise appropriate eye contact, taught how to use and interpret non-verbal communication such as facial, body and hand movements.
Several exercises are conducted to ensure that a candidate’s behavior is assessed conclusively (Naylor, et al, 2008). A candidate’s ability to express himself or herself through written means is determined. This is in terms of preparing documents that flow logically, are well organized and that lack any grammatical or spelling mistakes. The candidates’ ability to act decisively and accept responsibility for actions taken is also assessed. The ability of a candidate to make sound and logical decisions based on facts is also looked at. Other key qualities that an assessment center helps to draw out include the ability to lead, plan and organize.
References
Charles, R. S., Territo, L. & Taylor, W. R. (2012). Police Administration: Structures, Processes and Behavior, 8th Ed. Upper Saddle River, NJ: Prentice Hall Publishing Co. Pearson.
Naylor, J. C. Pitchard, R. D and Ilgen, R. D. (2008). The Theory of Behavior in Organizations. New York, NY. Academic Press.