Effective Communication in an Organization - Literature review Example

Chapter Two: Literature Review 2 Introduction This chapter acts as a basis of the secondary research, in the form of literature review of the topicchosen. A clear framework that relates directly to the topic in both, national and international context will be as follows: Figure 1: Communication Framework The framework above describes the process of communication, the needs of communication, and how integrated external communication can be achieved by following the above framework. Communication in general, and in organizations, is divided into two categories, i.e. external communication and internal communication. To achieve effective communication within an organization, the barriers in the external and internal communication need to be overcome. When the organization follows the steps for effective communication, then the organization achieves employees satisfaction. In turn, when the employees are satisfied, they become more productive and contribute positively to the company. In an organization, the internal communication is mainly centered in the HR department, and hence, in order to manage the internal communication effectively, the HR department must be developed in high communication skills. When HR department is developed, then the internal communication will be better, and will positively affect the way the external communication is carried out. 2.2 Communication Barker (2005) illustrated that communication is more of knowledge of body language, and this knowledge has been known during the previous centuries in different countries. Communication is described as a part of psychology, sociology, language studies and philosophy. Communication can also include public speaking, media, culture, and various other means. On the other hand, Krizan (2010) gave other definition for communication which is based on the origin of the word ‘communication.’ According to the author, the word ‘communication’ actually comes from the Latin word "communis", which means ‘common.’ Hence, according to Krizan, individuals are able to communicate with each other when there is a ‘common’ understanding between them. Hence, ‘common’ understanding or thinking is the basis of harmonious communication. Talloo (2007) described communication as the exchange of information in terms of giving, receiving and sharing of ideas, which happens by written or visual messages through different means of communication. This exchange or communication must be understood by the sender, the receiver, and the parties concerned. This shows that different researchers have given different definitions of ‘communication.’ As a result, there is no single theory or a fixed definition of ‘communication,’ as there are several different theories and different views on it. Hence, there is no one point of view, or definition, which can be called as the definite definition of integrated communication. 2.3 Internal Communication (HR) According to Frank and Brownell (1989), internal communication can be defined as transaction or a way of dealing between groups and individuals in specific areas. These ways of dealings between the groups are important to design the organization on a daily basis. However, Bovee and Thill (2000) have given other definition for internal communication which describes it as an exchange of information, data, and ideas in the organization. With the help of the internal communication, the external communication can be achieved. HR is the center point for the external communication. In order to have integrated external communication, HR must develop its communication skills. HRD (human resource development) would be the main factor of good external communication. With the presence of various definitions of the ‘development of human resources’ given by different researchers, there is no one specific definition which can be called as a final one. McGuire (2010) has pointed out that many academics tried to reach a specific definition to define HRD, but did not succeed. Their attempts have continued over the years and have led to many discussions and writings. As a result, different methods are used in training the HRD program, and these methods are determined to suit the goals of an organization. According to Sims (2006), skill, knowledge and capability are gained through the training programs, as training involves a major aspect of communication, which is ‘behavior.’ These training programs aim to increase the expertise of the trainees in certain areas. The learning pyramid by Yin is used as a means for trainees to gain the experiences they need, and the pyramid helps to gain the basic knowledge and skills needed for the HRD. According to Wilson (2005), an organization should have special training programs for the development of the institution and to help them reach a higher level. Comparing with Sims’ (2006) theory of having developing programs, Wilson (2005) explained that human resources have functions and these functions must be sensitive to changes that occur. However, this should not add to, or increase, the complexity of the programs. For example, HR developer cannot assume full responsibility for the change in the accounting system to a new system. The developer needs the experience of those who are from the accounting and information systems. Training and development activities require a long time for design and implementation. Hence, the developer must control problems of training by designing the programs, which can help in development, in required time. The process should be supported by the organization. The support proves to be the secret of success, or failure, that the organization experiences. It is found that often, the human resource developer has the skills and capabilities to facilitate this process (Wilson, 2005). 2.4 External Communication The use of organizational communication is to strengthen the relation between the organization and its internal human resource such as stakeholders and employees, or the external resource such as institutions, organizations and customers. Invernizzi (2000) defined organizational communication as a set of operations strategy that works to create, exchange, and share information with companies or organizations that help the organization to maintain the statuses of it in the business environment. However, according to Ragusa (2011) what matters in organizational communication is the identification and integration of all the necessary connections, which help to develop the organization. There are various effective ways and means of communication. However, mass communication has evolved dramatically in this era and has made it as easy to communicate externally as internally. Therefore, Bhatia (2005) mentioned that oral communication, including face-to-face and telephonic communications, are effective means of external communication. On the contrary, according to Agarwal (2010), the use of the media, newspapers and magazines, which is an external means of communication, are very effective ways to attract the target group. Nowadays, with the technological development in current era, the internet, e-mail, voice mail, and fax are used to communicate with anyone and anywhere in the world, in few minutes or in just few seconds. Another means of external communication is video conferencing, which can be used by many organizations to communicate very effectively. The diagram below shows the external communication method according to Agarwal (2010), which describes the oral communication and written communication in the organizations. Figure 2: External Communication Method (Agarwal, 2010) As per Barker (2005), external communication is prepared and maintained by specialist communicators, and this preparation includes advertising, marketing, public relations, and other areas. Agarwal (2010) also mentioned these methods for the external communication. Specialist communicators can be working directly for the organization, or can operate and work as freelancers, or can also be employed by an externally contracted service (Barker, 2005). For achieving integration in the external communications, Barker (2005) believed that the specialist communicators should have the following two qualities: 1. Insight into the goals of the organization. 2. Understand customers’ expectations and requirements in terms of products and services, and their expectations from the organization. Barker (2005) also believed that the level of management is very important in external communication’s efficiency, and must provide the necessary expertise in the field of public relations and marketing communications. 2.5 Communication Barriers Every kind of communication process experiences barriers and obstacles on the path of its success. Institutions and organizations adopt various ways and solutions to overcome these barriers. Chaturvedi (2004) defined barrier in communication as the sense of order, or something intangible, which can cause the separation between people, or prevent a particular activity. However, Kaul (2000) described communication activity as a complex activity, which lacks smooth process, and hence, facilitate the emergence of obstacles. These obstacles are known as barriers because they create impediments that prevent the progress and interaction between people. Moreover, Bentley (2002) highlighted that the communication process to overcome the barriers is most often constructed by people who are facing these barriers. In general, good communication has barriers that hinder the communication. Therefore, we must recognize the existence of these barriers and take necessary steps and actions to overcome them. Chaturvedi (2004) gave examples of social barriers which can hamper the communication and they are ‘ethics or language problem, lack of self-confidence and the people around.’ Barrier is a negative force which can hamper the effectiveness of communication in general, and can also mislead the process, the sender, and the receiver involved in the communication. Chaturvedi (2004) also revealed many factors that can lead to the development of barriers in communication. Among these factors are the lack of prior planning, cultural barriers, social barriers and psychological barriers. Sometimes, the wrong assumptions can also affect the interaction between people, as the invalidity of these assumptions comes on surface sometime or other. Lack of good listening can also lead to a big misunderstanding in the communication process. Passion also plays a big role in communication. In this way, there are many factors that influence the success of communication. In order to have solutions to communication problems, it is very important to identify these barriers. To make the solution easy, Kaul (2000) divided them in two categories and they are ‘sender-oriented’ and ‘receiver-oriented.’ Sender-oriented barriers are those that involve the sender, and hence, to remove them, the sender must make an effort to send the message in better way and more effectively by avoiding sending messages that are unintelligent and unclear. The attitude is also a major element in this situation. In receiver-oriented scenario, it is possible that the receiver is guilty of miscommunication and hence, ends up creating the barriers. For example the receiver could understand the message in a wrong way, which can lead to misunderstanding between the sender and the receiver. In addition, Kaul (2000) illustrated that bad listening, and wrong evaluation of the information received can also lead to creation of barriers. On the other hand, according to Means (2009) the communication process is a two-party process, and it is a transaction between the sender and the receiver. Both are responsible of the communication barriers and they have to take steps to overcome these barriers. The sender in the communication process must analyze the message, understand the receiver, and give the receiver the encouragement to give a feedback. In this way, the communication barriers can be dissolved. 2.6 Effective Communication When the message is sent from the sender to the receiver, it must be understood in the same form and context as was intended by the sender. Effective communication can be achieved only when the messages are understood in this way. However, Sehgal (2008) pointed out that effective communication is also completed when the sender gets a correct reaction, or feedback, from the receiver to the message that he had sent. To achieve effectiveness in oral and written messages, it must follow certain communication principles. These principles guide the sender to work on the content and style of the presentation so that it can help him to deliver the necessary information to the recipient of the message in a clear manner. Effective communication is very important and necessary for the organization in order to achieve the goals of the organization. The process of effective communication also includes the sender and receiver of the message as its elements. Hence, Krizan (2010) listed the four goals of communication that the sender must work towards achieving. These goals are the following: 1. The receiver understands the message from the sender. 2. Feedback and response from the receiver. 3. A positive relationship between the sender and the receiver. 4. Organizational satisfaction. Krizan’s (2010) goals of communication have a different perspective than Sehgal’s (2008), as he explained that effective communication can be reached by using the seven Cs which are ‘courtesy and consideration, clarity, correctness, concreteness, credibility, completeness and consistency, and conciseness.’ He concluded that each one has a point of view and purpose, and assimilating all of them in communication leads to an effective communication. 2.7 Communication and Satisfaction Organizations truly care about the link between communication and job satisfaction. This is because when job satisfaction is achieved, then it leads to productivity and profit. Battey (2010) defined communication satisfaction as satisfaction of individuals in the organization. The communication satisfaction is achieved through organizational integration, media quality, means of communication, relations with managers, and communication climate in general. Many questions have been raised regarding a link between the job satisfaction and the communication satisfaction in an organization. One of those questions is “does increase in communication satisfaction leads to job satisfaction.” According to Nimmo (1980), the answer to this question is “no.” He says that an improved communication does not necessarily lead to a satisfied staff. However, he clarifies that due to improved communication, the institution may work better. On the other hand, Battey (2010) believes that a satisfied staff leads to good communication and hence, it is important to have a staff that is satisfaction with its job. However, Likert (1967) has found that there is a link between job satisfactions and ‘production and profit,’ and other effective standards in the organization. It can be easily said that when the organization has a satisfied staff, then it leads to strong communication between them. In turn, good communication between the staff members results in a better performance by an organization. Hence, it will not be wrong to say that good communication and job satisfaction are interdependent. One cannot be achieved without the other. 2.8 Conclusion The literature review discussed above shows that effective communication in an organization can be achieved by implementing several communication aspects that are suggested by Sehgal (2008. Also, as discussed by Agarwal (2010), an organization should follow the external communication modes to achieve an integrated communication. In such a scenario, training programs are very effective for the institution as they empower the HR department with different internal and external communication skills. The research proves that effective communication and job satisfaction are essential things as they help in achieving high productivity and high performance. Hence, organizations should take major steps in making their employees skilled in communication, as it not only develops their individual performance, but also brings positive results for the organization as a whole. Read More