upward communication

Examples of upward communication in the following topics:

• Upward Communication

  • Upward communication moves from lower to higher levels within an organization.
  • In this way, upward communication indicates the effectiveness of a company's downward communication.
  • The communication channel, or mode of sharing information, strongly influences the upward communication process.
  • The availability of communication channels affects employees' overall satisfaction with upward communication.
  • This is likely to make employees feel satisfied with their level of access to channels of upward communication and less apprehensive about communicating upward.

• Elton Mayo

  • He also encouraged upwards communication, by which communication is two-way, from worker to chief executive, as well as vice versa.
  • Companies need their employees to be able to successfully communicate and convey information, to be able to interpret others' emotions, to be open to others' feelings, and to be able to solve conflicts and arrive at resolutions.
  • Cohesive and good leadership is needed to communicate goals and to ensure effective and coherent decision making.

• Middle-Level Management

  • Middle managers may also communicate upward by offering suggestions and feedback to top managers.
  • Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.
  • Note that middle management is tasked with (1) their tier of technical skills, i.e. information management systems, as well as (2) communication of system efficacy upward to senior managers and (3) delegating tasks downward to workers.

• Technical Skills of Successful Managers

  • Front-line managers must communicate up the chain of command while still speaking the language of the workers who are executing the hands-on components of the industry.
  • A technical skill for a front-line manager might include a working understanding of a piece of equipment: the manager must be able to coach the employee on its operation, as well as communicate to upper managers the basic functions of the machinery.
  • Office environments require a complex set of communicative, technological, and data-organization skills in order to optimize managerial performance.
  • Successful managers in an organization must therefore learn to use the technological assets at their disposal, collecting critical information and data to communicate upward for strategic planning.
  • A technical skill for a front-line manager might include a working understanding of a piece of equipment: the manager must be able to coach the employee on its operation, as well as communicate to upper managers the basic functions of the machinery.

• Giving and receiving feedback

  • In a broad sense, feedback is simply verbal or nonverbal communication between two or more parties.
  • Words used to tell ideas are only "7 per cent of your communication, your tone of voice comes out to 38 per cent and your gestures are equivalent to 55 per cent of your total communication" (Hathaway).
  • According to Richard Reilly, James Smither, and Nicholas Vasilopoulos, authors of A Longitudinal Study of Upward Feedback, "upward feedback (that is, subordinates rating the performance of their immediate supervisor) is growing in importance as a tool for the individual and organizational development" (1996).
  • Upward feedback allows management to see the effects they have on their employees.
  • This shows that there is a bigger reaction when the upward feedback is negative instead of positive.

• The people at the bottom of the pyramid

  • Consider then, that the world's largest consumer markets upwards of two-thirds of humanity – are comprised of poor people that are either ignored or forgotten by most businesses because of tradition, ignorance, or prejudice.
  • Successful inclusive business strategies rely heavily on embedded processes that include working with and/or helping to create intermediary businesses that bring local and outside companies into close personal relationships with BoP communities.

• Facial Muscles

  • Muscles of the oral group play key roles in respiration, communication, eating, and drinking.
  • The zygomaticus major draws the mouth upward and outward to generate a smile.
  • When innervated, contraction of this muscle draws the lip backward, upward, and outward and is associated with facial expressions conveying sadness.
  • Sometimes referred to as the pouting muscle, contraction of the mentalis causes the lower lip to be pushed upwards and wrinkles the chin.

• Cultural Transmission

  • For example, showing the thumb held upwards in certain parts of the world means "everything's okay," while it is understood in some Islamic countries as a rude sexual sign.
  • Cultural learning is dependent on innovation or the ability to create new responses to the environment and the ability to communicate or imitate the behavior of others.
  • Intercultural competence is the ability to communicate successfully with people of other cultures.
  • The development of intercultural competence is mostly based on the individual's experiences while communicating with different cultures.
  • For example, showing the thumb held upwards in certain parts of the world means "everything's okay," while it is understood in some Islamic countries as a rude sexual sign.

• "The War on Poverty"

  • The War thus focused on education, job training, and community development.
  • Volunteers in Service to America (VISTA), a domestic version of the Peace Corps, which placed concerned citizens with community-based agencies to work towards empowerment of the poor
  • the Community Action Program, which initiated local Community Action Agencies charged with helping the poor become self-sufficient
  • The centerpiece of the War on Poverty was the Economic Opportunity Act of 1964, which created an Office of Economic Opportunity (OEO) to oversee a variety of community-based anti-poverty programs.
  • The OEO was responsible for administering most of the War on Poverty programs, including VISTA, Job Corps, Head Start, Legal Services and the Community Action Program.

• Delivering Constructive Feedback

  • The 360-degree assessment may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or with a traditional performance appraisal, in which employees are most often reviewed only by their managers.
  • This after-action review entails a candid analysis of work product, communication practices, individual effort, coordination and planning, and other key aspects related to the project.