Superior-subordinate communication

In an organization communication occurs between members of different hierarchical positions. Superior-subordinate communication refers to the interactions between organizational leaders and their subordinates and how they work together to achieve personal and organizational goals. Satisfactory upward and downward communication is essential for a successful organization because it closes the gap between superior and subordinates by increasing the levels of trust, support, and the frequency of their interactions.

Downward Communication

In a workplace environment, orders being given from superiors to subordinates is the most basic form of downward communication. These are usually done via manuals and handbooks, oral communication, and/or written orders. Two other forms of downward communication are when a customer gives orders to a supplier and when shareholders instruct management to do certain things.
In a study conducted by John Anderson and Dale Level, the following were cited to be benefits of effective downward communication:

• Better coordination
• Improved individual performance through the development of intelligent participation
• Improved morale
• Improved consumer relations
• Improved industrial relations.

In order for downward communication to be effective, the superior should remain respectful and concise when giving orders, they should make sure the subordinate clearly understands instructions, and they should give recognition for admirable performance.

Upward Communication

Upward communication is the process of transmitting information from the bottom levels of an organization to the top levels. It includes judgments, estimations, propositions, complaints, grievance, appeals, reports, etc. from subordinates to superiors. It is very important because it serves as the response on the success of downward communication. Management comes to know how well its policies, plans, strategies and objectives are adopted by those working at lower levels of the organization. Upward information flow can be very beneficial for an organization, especially when it is encouraged by the management. When a manager is open to upward communication, they help foster cooperation, gain support, and reduce frustration.
The channel of communication is a very significant variable in the upward communication process. Channel refers to the means of which messages are transported. It can be face-to-face, over the telephone, written, etc. Communication channel affects subordinate's overall satisfaction with upward communication. Certain channels are easily ignored, which can leave subordinates less satisfied with upward communication. A subordinate who is satisfied with his/her upward communication will be less apprehensive about communicating upward than a subordinate who is unsatisfied with his/her upward communication.

Openness in Communication

Employees who have an open communication with their superiors have been found to be more satisfied with their jobs than those who do not have this. Openness in communication requires both openness in message sending and openness in message receiving between superiors and subordinates.Achieving openness in message sending requires complete honesty whether the news is good or bad. Certain types of messages facilitate open communication better. Supervisory messages are preferable for both superiors and subordinates when they are encouraging or reciprocating, rather than responses that are either neutral or negative. Openness in message receiving requires a willingness to listen to the message without jumping to conclusions even when the message is not what you wanted to hear. An open communication relationship differs from a closed by the reactions and types of feedback given, not the message itself. Subordinates in a closed communication relationship with their superior are more likely to respond negatively to the superior's feedback than those who have more open communication with their superior.

Relationship Maintenance

Maintaining the relationship between superior and subordinate will differ greatly, depending on the expectations of the individual parties. Some will settle for nothing less than a close friendship with their superior, others may be just focused on maintaining a professional relationship, while those may not get along with their superiors may be focused on just maintaining a civil relationship. The unusual relationship between superior and subordinates requires specific maintenance strategies since some typical ones, like avoidance, are unacceptable. There are four common types of relationship maintenance strategies for this variation of relationship. First there are informal interactions, such as joking and non-work related conversations that emphasize creating a friendship. There are also formal interactions, such as politeness and respect for the superior's authority, that help to create a professional superior-subordinate relationship. There are also tactics to appear impressive to the superior, such as a hesitancy to deliver bad news or being enthusiastic. The final relationship maintenance strategy includes open discussion about the relationship with the superior, including explicitly telling them how they want to be treated in the workplace.

Superior-subordinate Communication definition

Superior-subordinate communication is communication between a manager and those who directly report to the manager.

Studies of superior-subordinate communication are concerned with ensuring communication channels are open, making sure that information is communicated in a respectful way and strengthening the superior-subordinate relationship while achieving organisational goals.

Superior-subordinate communication includes two types of communication: downward communication, of which shareholders instructing management is another example, and upward communication, which is the flow of information from employees to senior management and shareholders.

Superior-subordinate communication has the potential to both strengthen and severely undermine organisational structure, employee engagement and internal innovation. Relationship building is an important part of ensuring effective and transparent superior-subordinate communications.

From the subordinate’s point of view, perceptions of organisational justice are key – the channels of communication and the way comments and ideas are handled will inform these perceptions. If the employee thinks they are being treated unfairly or that the superior is untrustworthy or authoritarian, this can lead to disengagement and in some cases workplace deviance.

How to Improve Communication Between Superiors & Subordinate

Anyone who's worked in an environment where there's poor communication between supervisors and employees knows how miserable the workplace can be. Supervisors may not understand how their employees feel or what they're going through, and employees may not have a clear idea of what's expected of them or how they're viewed by senior staff. While communication works both ways, it is without a doubt the boss's job to build and maintain those roads to communication. Opening clear lines of communication and building rapport with staff can improve the productivity of the entire organization.

Relationship First

·         As a supervisor, you should focus on the relationship first and the specific employee second. This means working toward clear and open lines of communication with all of your subordinates, regardless of who they are. The goal here is to reduce your personal interest in the employee, avoid favoritism and increase your interest in getting feedback on work-related issues. Treat each employee the same by engaging with all of them on a regular basis, listening to their concerns and ideas, and providing guidance on how they can optimize their performances.

Encourage Feedback

·         While it usually isn't difficult for a supervisor to tell employees what he expects of them, getting communication to flow back up the channel is a different matter altogether. Many employees refrain from speaking up for a variety of reasons, including insecurity and not wanting to interrupt management's daily activities. However, for communication to be effective, it has to be a two-way street. As a supervisor, you must encourage employees to share how they feel about the company, both positive and negative. It is also important to listen to their suggestions on how to improve their performances and the performance of the department or organization as a whole. Likewise, as an employee, you should ask your boss for feedback on your performance and what you can do to improve it. You may think he's happy with you, but he may be keeping silent about an important issue.

Group Conferences

·         Arranging group conferences between supervisors and employees is a good way to share thoughts, ideas and concerns. This way, both management and staff can work as a team as you strive to meet a business goal. This is also the time for supervisors to ask employees about the work that goes into their jobs, and the time and energy spent on each task. As a supervisor, ask questions and create "what if" situations to encourage idea sharing. As an employee, don't shy away from sharing mistakes or obstacles, and ask for help or advice. Supervisors like to see that employees are engaged and eager to learn.

Provide Positive Reinforcement

·         Give credit where credit is due. Ignoring achievements -- while at the same time nailing employees for their mistakes -- results in lower morale and productivity. As a supervisor, pay attention when an employee is doing a good job, even if it's a small task, and offer praise when it is merited. Likewise, employees who are fortunate enough to have a great supervisor should thank him for what he does for you and your fellow workers. Finally, don't engage in office gossip or talk negatively about others behind their backs. This is not only poor form, you also run the risk that your negative talk will come back to haunt you should your words become public knowledge throughout the department or company.