Channels of Communication (Cambridge (CIE) A Level Business): Revision Note

Formal communication

• Formal communication is the planned way a business shares information

  • It is written down or recorded, so there is proof of what was communicated

• Formal communication happens differently depending on the type of communication network

• A communication network refers to the patterns or structures through which information flows within an organisation — in other words, who communicates with whom and how

Communication networks

1. Chain communication

• The message travels step-by-step up or down the hierarchy, following the chain of command

• Chain communication suits tall, rule-bound organisations, such as the armed forces

  • There is clear authority and accountability

  • It is easy to trace who said what

• However, it is slow, as passing the message through each layer adds time

  • Details can be distorted as they pass along

  • Lower levels may feel left out of decisions

2. Wheel communication

• One central leader receives information from, and sends instructions to, every other member

• This approach is suitable when rapid decisions are needed, such as in emergencies

  • The leader has the full picture, so messages stay consistent

• However, the message sender can suffer from information overload, as there is over-dependence on one person

  • As there is little sharing between outer members, important ideas may be missed

3. Circle communication

• People of equal rank speak or pass the message in turn around the group

• This approach builds team spirit and trust

  • Everyone is heard , so it is good for brainstorming and problem-solving

• However, it may be slow to reach a decision and there is no single leader to break deadlocks

  • The message may have to travel a long way to reach the right person

Benefits of formal communication

One- and two-way communication

• One-way communication is where information moves from sender to receiver only

  • The listener or reader does not reply

• It is typically used for announcements and important instructions, e.g., fire alarms, where speed or clarity matters more than feedback

  • It delivers a single, consistent message to many people quickly, with no debate to slow it down

  • However, the receiver cannot ask questions, so misunderstandings can occur

• Two-way communication is where a message is sent and then replied to

  • This creates a feedback loop between sender and receiver

• It is typically used for team meetings, customer-service chats and appraisal interviews, and situations where understanding and agreement are vital

  • Feedback confirms the message has been understood and lets both sides share ideas, which can improve decisions and morale

  • However, it takes more time and, if poorly managed, may lead to arguments or information overload

Vertical and horizontal communication

• Vertical communication involves information moving up and down the hierarchy, between managers and the levels above or below them

• It is typically used to communicate targets from directors to supervisors (downward) or progress reports from the shop floor to management (upward)

  • It keeps the chain of command clear and ensures decisions and feedback reach the right level

  • However, it can be slow, and messages may get distorted or filtered as they pass through several layers

• Horizontal communication is where messages are shared between people on the same organisational level, often across departments

  • E.g. the marketing manager may communicate with the finance manager about a promotional campaign budget

• It can speed up problem-solving and teamwork by letting peers share information directly

• However, if not copied upward, senior managers may be unaware of agreements, causing confusion later