Develop informal communication networks and roles in the workplace

Informal Workplace Communication al Affiliation) Communication is an essential part in the live of most individuals who strive to be successful. Communication involves transmitting information and ideas from one person to another. In addition, it involves transmitting emotions and knowledge and data. Tone of the voice, facial expression, and body language play a significant role in a workplace. Effective communication in the workplace enables organizations reach their set targets. It provides employees with information about their work and environment. Informal communication helps motivate employees to build trust with the job that they are performing (Curtis, 2009).
Informal communication is a workplace transmission of messages not official. Formal networks involve establishments formed to enable communication. A workplace system represents how communication flows in the institution. An informal network includes sharing of unofficial information through the workplace and social media (Drafke, 2009). Formal network communication entails communicating with other employees through official networks. Formal network in the organization reflects and shows the hierarchy of the management.
In the case scenario of Osaga Chemical Company, grapevine would represent a crucial part in the informal communication network in a workplace. Grapevine is a network that is unpredictable in its operations because employees control it (Fevre, Lewis, Robinson &amp. Jones, 2012). Grapevine Network is an informal network that employees use to communicate with each other. Management of an organization may use grapevine gain relevant information that will enable the organization reaches their target. As the individual in charge of implementing grapevine informal communication, there would be a proper communication channel.
Grapevine is an effective way of communication because it helps an organization manage their employees efficiently (Guffey &amp. Loewy, 2010). The system is useful in that the workers try to comprehend themselves. The managements of various organizations do not have consent of grapevines, and it makes it useful to get information. Grapevine is a network that is appropriate for the employees as a group. Employees get to connect and share their feelings without fear of judgments (Guffey &amp. Loewy, 2010).
Playing the role of a boundary spanner in a grapevine involves representing employees in the public. Boundary spanners develop external relationship with the employees of other companies to reach their set objectives (Walker, 2012). On the group, I play the role of a boundary spanner in an effort to establish the connection with the internal and external world. An effort of a company to reach out to the community members creates a beneficial relationship.
I played the same role in the each group because boundary spanner is an effective way of understanding employee communication. The system allows distribution of information to individuals while allowing communication between employees. Boundary spanning gives employees a chance to respond to one another. It permits a scenario where the organization gets feedback from its employees. On the contrary, it does not allow employees to access the information later.
I would like to play the role of gatekeeping of filtering the information to give out management. Gatekeeping reduces confusion among employees and enhances the relationship between individuals. Filtering of information allows the organization manages their employees effectively. Gatekeeping encourages networking of workers with their peers in order to reach the objectives of the company (Curtis, 2009). Formal communication may not be able to address all the areas in an organization. Informal communication creates a crucial culture in an institution for well-organized communication. It allows workers to avoid miscommunications, which can have devastating effects on a company.
Curtis, J. (2009). Managing sticky situations at work. Santa Barbara, Calif.: Praeger/ABC-CLIO.
Drafke, M. (2009). The human side of organizations. Upper Saddle River, N.J.: Pearson/Prentice Hall.
Fevre, R., Lewis, D., Robinson, A., &amp. Jones, T. (2012). Trouble at Work. London: Bloomsbury Publishing.
Guffey, M., &amp. Loewy, D. (2010). Essentials of business communication. Mason, OH: South-Western/Cengage Learning.
Walker, S. (2012). Employee Engagement and Communication Research. London: Kogan Page.