Formal organisations structures are designed to achieve the objectives of the organisation. The formal structure has a network of communication channels, responsibilities and groupings of individuals within the organisation. .
The formal organisation structures are constantly modified, by the managers in response to a variety of pressures, which might be thrust upon them, such as, expansions in premises or moving to a new location or a new factory or job reconstructions.
The management, would therefore, be communicating with one another on a more regular basis to ensure the move goes more smoothly, for them as a department and individually. They would hope for as little disruption as possible to their own departments. An example would be the accounting staff, making sure they have suitable facilities for their members within the new locations.
In a formal structure, each individual will be given a task to complete and they will be responsible for there own contribution to work. The work environment will be more controlled, and the workers will take direct orders from their supervisors. Communications in this structure will be more of a " do as you are told nature" with the management instructing the subordinates. .
The informal structure within the organisation would run along side the formal structure. This is an important part of the organisation because it represents the human elements of the organisation. .
There are two specific forms of communications within the organisations the first being the briefing groups which are an example of formal communication, usually of a vertical nature. Briefing groups consist of a manager or supervisor and some or all of his subordinates, in discussion over some matters relevant to work. An example Subordinate "B" being briefed by his Superior "A" could then go and pass the message on to his Subordinate "C" and so on.
In contrast to this, the grapevine operates most strongly on a horizontal plane and is an informal method of communication.
