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When people gossip about someone who is not present, they often pass judgments. Some people pass judgment on others to find out where they stand. It is a way of dealing with self-doubt and insecurity.

Grapevine thrives on information, not openly or generally available to an employee, either because of its confidential or secret nature or because of the defective or inadequate formal communication lines. Grapevine is inevitable but at the same time, valuable and an intelligent manager uses this form of communication by feeding accurate information at the right places and thus gains very quick communication around the establishment. Grapevine properly used is a great help. Neglecting grapevine is likely to lead to serious consequences in an establishment.

The best way to dispel grapevine is to give people the facts. If there is no truth to a rumour or no information concerning it that should be said? Above all workers should be asked to never repeat a rumour. Supervisors must show their people that they intend to do everything possible to keep them fully informed.

3.8 Styles of Communication

A communication style may be defined as a specialized set of interpersonal behaviours which are used in a given situation. Since communication is at the heart of effective managerial functioning, it is imperative to identify and to analyze the styles of communication which are used in an organisation. Four basic communication styles may be characterized in the organisational situation in terms of the communicator's concern for self and concern for others.

The Controller Style of Communication: In this style, the manager has a high concern for himself and a low concern for the person with whom he communicates; he, therefore, represents an unbalanced exchange relationship. In business organisations, the existence of an unbalanced exchange, as in the controller style of communication, causes strains in inter-personal relationships. The production- oriented manager often expects loyalty from workers in exchange for money. In this case, there is usually a transaction from the critical parent-ego state to the child-ego state with the life position. "I am O.K., You are not O.K." The controller communication thus jeopardizes the interpersonal trust which is essential for effective communication.

The Withdrawn Communicator: In withdrawn communication, there is the least amount of actual communication, for it involves the avoidance of interaction. The communicator prefers to withdraw because he neither wishes to influence others nor wishes to be influenced. The withdrawn communicator has the least concern, both for him and for others, and feel that other people in the organisation are not interested in them. They, therefore, have a life position of "I am not O.K., You are not O.K." The withdrawn style is rarely effective in communication, because it blocks interaction.

The Relinquisher Communicator: Here the communicator takes up a receptive rather than a directive position and evinces interest in others. Here, too, there is an unbalanced exchange, for the relinquishing communicator tends t本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。