Downward communication is the most studied form of communication in the business organization.
As Downward communication is the most widespread form in organizations as those at the top have the facilities and status for instigating communication. They also have a greater require doing so and are definitely less inhibited about taking such action.
at times written messages are issued by top executives to all levels of the organization. though this presents the kind of deformation that takes place when oral messages are sent down the line, employees are conditioned to believe that communications must come through their immediate supervisors. while they don't, employees quickly instigate to lose respect for the supervisors (Jeanette W. Gilsdorf; 1998).
If you choose to communicate directly, there is the problem assuring that you do not alienate the layers between yourself and the person you are communicating with. You must also be careful of what you say so as not to countermand or cause confusion from what more immediate supervisors have said (Ferrell, March 10, 1998).
Several writers, like Marshall McLuhan in The Medium Is the Massage, have explained how media influence the receiver's perceptions of the message. Douglas Brush asserts, "A ten-minute videotape of a chief executive officer announcing a new corporate policy imparts hundreds of times more information than an audiotape of that same message, which contains hundreds of times more information than a printed text of the message." (Brush, pp. 10-11).
Downward communication moves from superior to subordinate, whether from the chairman to all employees of the company or from one superior to one subordinate. It is the main form of communication in corporations.
More media carry more messages down the management chart than take them upward or horizontally combined. That is not to say that formal communications in the business organization are typically downward or even vertical. Most are horizontal. However most formal ones are downward, as one writer notes: "It is obvious that the bulk of communication in most organizations is downward--directing, instructing, explaining, and the like. The passing on of orders, policies, and plans is the backbone of managerial communication."
(Jose R. Goris, Bobby C. Vaught, John D. Pettit Jr, 2000)
Katz and Kahn list five purposes of downward communication:
1. Specific task directive: job instructions.
2. Information designed to produce understanding of the task and its relations to other organizational tasks: job rationale.
3. Information about organizational procedures and