The direct order is appropriate in inquiries in arriving to a truth about a certain matter. If an employee has a question that requires a fast response then a direct order is appropriate in this instance. For example, a new employee who wants to know about the password or log in options of the company is most likely to inquire directly from his supervise or colleague (Miller, 2006).
This method is used depending on the extent of uncertainty that need to be clarified and the social risk and cost involved in seeking this information. This social risks and cost include the embarrassment of not knowing whatever one is asking about or the fear that the other workers are getting irritated with the questions. An example is an employee who is not sure on how to go about compiling a report on a certain project and has to ask his supervisor in order to do the correct thing though the embarrassment involved is great. The direct order is appropriate in obtaining knowledge that is not known prior to the inquiry. An example is an employee who is new to the organization seeks to know by which date the salary is credited to the bank (Shockley, 2009).
The indirect order is used if the uncertainty of an inquiry is low and does not require a fast response. An example is if a new employee needed to know if the company allows its employees to dress down on Friday, he/she could learn that through observing how the employees from different departments dress on several Fridays. Indirect order is used to set things in perspective. An example of this is a manager in a company who researches on how a certain marketing strategy that was recently employed to market the products has increased the sales volume and how this strategy can be improved to increase the sale in the coming months.
Indirect order of inquiries is used in organizational communication to enhance and build good interrelations in the work place. An example is a manager who is new in an organization who wants to know how the employees relate to the manager. He/she can learn through observing how the other managers relate to their subordinates (Gills& IABC, 2011).
Miller, K. (2006). Organizational communication: Approaches and processes. Belmont, CA: Thomson/Wadsworth.
Shockley-Zalabak, P. (2009. Fundamentals of organizational communication: Knowledge, sensitivity, skills, values. Boston, MA: Pearson/Allyn and Bacon Publishers.
Gillis, T. L., & International Association of Business Communicators. (2011). The IABC handbook of organizational communication: A guide to internal communication, public relations, marketing, and leadership. San Francisco, CA: Jossey-Bass.
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