LETTERS: The phenomenon of gossiping is a concern in many organisations. Hot news, rumours and gossips are fast spreading all throughout the organisation like wild fire. The 'gossiper gang' exist simply to fulfil the personal needs of the members.
This bond between members can influence the operation and a sense of harmony in the organisation. However, organisational behaviour studies show that these non-formal groups can also bring negative tendencies, becoming an obstacle for an organisation to achieve its goals and aims.
They will normally communicate in an informal manner and without regard to the hierarchical differences in the organisation. Information delivered on this channel is normally confidential or rumour-based.
Such a communication cannot be avoided as it does exist in an organisation and the news spread faster than it would in a formal communication. Sometimes, the information spread through this communication has its benefit in the effort to make any kinds of decisions.
Organisational management theory and research find a non-formal concept of communication known as rumours or the 'grapevine', which importance is considered in determining the direction of the organisation. Rumours are something that is hard to control and ironically, it can connect employees in all directions.
There are two forms of rumour network which is gossip network and group network. In the former, only one individual spreads the message to another group of individuals. In the latter, several people are responsible for spreading the message. Normally, the validity of the messages channeled through the grapevine is inconclusive.
Rumours can be distinguished into types of formal communication in the organisation as they have their own characteristics. They include, rumours deliver messages very fast in an organisation, messages are in verbal form, human-oriented and they are controlled and motivated by employees.
If we look at it positively, rumours can also be beneficial where the information gathered is the actual truth and it hinges on honesty. Study shows that 75 to 95 percent of information brought by rumours is accurate. Managers who closely observe rumours can gather all the current information about what is happening in the organisation.
If it is handled efficaciously and effectively, rumours can outline the social norms at the workplace as in the do's and don'ts for an employee. That said, some employees take advantage by manipulating information in the form of rumours at their own expense.
They create facts, not reporting what it is that should be reported. Even worse, no party would want to be held accountable in this rumour-mongering. This is different from formal communication where the source of the information can be detected.
Considering the technological advancement of smart phones today, we need to be aware that the activity of spreading rumours and talking negatively about other people can happen anywhere in the organisation in multiple ways.
DR. ZAFIR KHAN MOHAMED MAKHBUL
Professor and Dean
UKM-Graduate School of Business
Universiti Kebangsaan Malaysia
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times