How Does Business Hierarchy Affect Communication Strategy - Literature review Example

HOW DOES BUSINESS HIERARCHY AFFECT COMMUNICATION STRATEGY By (Name) Course title Name of tutor Institution name Department Date of Submission Table of Contents Abstract 3 Introduction 4 Methodology/Procedure 4 Findings 4 Discussion 6 Conclusion 8 Bibliography ……………………………………………………………………………………..9 Abstract Traditional theory of management states that, generally, communication flows through a path established by a hierarchical (also known as vertical) organizational structure. However, many organizations have found that this traditional arrangement does not suit their communication goals well. In fact, many organizations are increasingly shifting away from this traditional structure towards more accommodating ones. This paper looks at the influences of the hierarchical structure on the communication strategy a business adopts, making an implicit argument as to why businesses might be changing their organizational structures. Introduction Communication is a key element of business management. It is only through communication that management passes a message of its strategy to the rest of the organization members and a way by which those in the lower ranks can express themselves to their leadership. However, achieving effective communication remains a major challenge for many organizations. This paper argues that business hierarchy influences the effectiveness of communication strategy within the organization. In this regard, this paper focuses on the specific ways in which business hierarchy influences communication strategy. Methodology/Procedure The procedure used towards completing this study involved, first, a review of literature on the impact of business hierarchy as an element of organizational structure on organizational communication strategy. The literature reviewed was varied, including books, journal articles and other sources from various databases on the internet. This review of literature, among other things, helped to reveal some of the variations in defining organizational structures. Findings The reviewed literature facilitated the identification of varied types of organizational structures, as well as the common factors that connect organizational structures to the strategic purpose and goals. According to Daft (2007), there are generally two types of organizational structures: vertical and horizontal. Essentially, vertical structure refers to the hierarchical organization (that is, business hierarchy) where roles and responsibilities are rigidly assigned. In this regard, there is always a rigid protocol to follow in communication. In horizontal structure, communicate flows freely either way. There is not a rigid protocol to follow. These common organizational structure determinants include environment and technology (Scholl 2003; Peguin 2003). According to Peguin (2003), organizational size, strategy and philosophy are factors in structural choice. Vertical and horizontal differentiation, coordination and control mechanisms, as well as formalization and centralization and organizational goals influence organizational structure (Scholl 2003). Generally, organizational structure was found to have significant effect on the organizational effectiveness. Daft (2007), for instance, argues that the designing of organizational structure is dependent on the values and behaviors desired. Moreover, behavior and execution performance have been identified as outcomes of organizational structure (Clemmer 2003). In agreement, Peguin (2003) associates responsiveness to problems, improved abilities, congruous priorities and synthesis of functions and career satisfaction with structural arrangement. Along the same line of argument, Scholl (2003) argues that a poor choice of organizational structure leads to poor relationship with interest groups and diminished innovation capacity. Tiernan et al (2002) examine decentralization and argues that integrative organizational structures offer more advantages over traditional business hierarchies. In this respect, Sablynski (2003) believes that decentralized organizations produce higher job satisfaction levels. Ultimately, though, organizational structure influences the types of communication strategies the organization adopts. These strategies may depend on the types of organization. For example, organizations that are involved in emergencies (such as fire departments) may require quick decision-making. Therefore, hierarchical structure where there is a clear structure of authority and decision-making ultimately rests with one person or a few people at the top may be most appropriate. However, most of the time, organization structural is subject to internal and external political environments (Daft 2007). Discussion Communication serves a very important role in the organization. Focusing purposefully and focusing on results and relationships helps businesses to leverage their communication strategies to attain tangible results with multiple audiences. Generally, the model of strategic communication focuses on four dimensions: situational knowledge; goal setting; communication competence; and anxiety management. The implication here is that communication strategy aims to address not only what is expected, but should also make it possible to anticipate certain events and outcomes and prepare accordingly. In this regard, communication also takes into account how personal values might influence organizational behavior. However, communication strategies, as already noted above, are dependent on the organizational structure. The two types of organizational structures (horizontal and vertical/hierarchical) provide different contexts for these communication strategy components. For instance, organizational structure influences the dimensions of communication climate; that is, the aspects that influence the nature of the environment of communication: support; participation in decision-making; opened and candor; confidence, trust and credibility; and high performance goals. These are related to the key characteristics of competent messages: timeliness, relevance, timeliness and accuracy. According to Spillan et al (2002), shorter chains of command allow messages throughout the organization to move faster movement. But shorter chains of command are attainable in horizontal organizational structures rather than in hierarchies. In relation to the competent message features, for instance, the chain of command influences the speed at which the message is passed from one person to another throughout the organization. In the dynamic world today, speed can make the difference between accuracy and relevance of a message. Hellriegel and Slocum (2004) argue that, in hierarchies, information is distorted and/or lost as the message is passed down the organizational command chain. Organizational structure also influences the effectiveness of communication in the four directions of communication flow in the organization. Upward flow of communication (that is, the passage of information from the lower t the higher ranks of the organization) are aimed to provide managers with appropriate information to help them identify areas of problems, collect data to determine the morale of staff and assess performance, and ultimately make decisions. Upward flow is increasingly important as the organization becomes more complex. This should facilitate participative decision-making. In this regard, it is recommended that organizations should adopt open door policy to facilitate a sound upward flow. But these elements are inconsistent with hierarchical structures. Downward flow involves passing information from the senior members of the organization to the lower ranks. Horizontal flow facilitates the sharing of information among the members of the organization, thereby enhancing teamwork (Spillan et al. 2002; McShane & Von Glinow 2003; Sperry & Whiteman 2003; Hellriegel & Slocum 2004). Managers should have within their reach many options to pick from when designing their communication strategy. But to create these options, the climate should allow the free flow of options. This cannot be in a rigid context where protocol must be obeyed as is the case in hierarchies. Conclusion Ultimately, business hierarchy influences the communication environment: openness and freedom of employees to share information; the involvement of employees in making key decisions; the flow of information (that is, top-down or bottom-up); whether it is result-driven; and whether it is multi-channeled. This is not to say that business hierarchies are entirely ineffective. Indeed, there are cases where hierarchies might be applicable. In emergency rooms, for instance, it is a matter of life and death and quick decision-making is vital. However, that should be understandable in actual emergencies. Otherwise, in overall management, organizational structure should permit the sharing of information. Besides, in such context decisions might make the difference between life and death. However, the goal here was to show how business hierarchy impacts on the communication environment and, ultimately, stifling the management’s freedom and ability to make the appropriate decisions that are sensible in their unique contexts. Bibliography Clemmer, J 2003, Organizational structure limits or liberates high performance. Retrieved http://www.clemmer.net/excerpts/pf_orglimits.html (19 August 2014) Hellriegel, D & Slocum, JW 2004, Organizational behavior, 10th Ed. Mason: South-Western McShane, SL & Von Glinow, MA 2003, Organizational behavior: Emerging realities for the workplace revolution, 2nd Ed. Boston: McGraw-Hill Peguin, D 2003, Fundamental of organizational structure. Retrieved http://www.up.univ-mrs.fr/-wlaglea/gmba/orgthe/topic2.htm (19 August 2014) Sablynski, CJ 2003, Foundations of organizational structure. Retrieved http://csus.edu/indiv/s/sablynskic/ch14.htm (19 August 2014) Scholl, RW 2003, Organizational Structure. Retrieved http://www.cba.uri.edu/Scholl/Notes/Organizational_Structure.htm (19 August 2014) Sperry, L & Whiteman, A 2003, Communicating effectively and strategically, in L. Sperry (Ed.), Becoming an effective healthcare manager: the essential skills of leadership. Baltimore: Health Professions Press Spillan, JE, Mino, M & Rowles, MS 2002, “Sharing organizational messages through effective lateral communication.” Communication Quarterly, vol.50, no.2 Tiernan, SD, Flood, PC, Murphy, EP & Carroll, SJ 2002, “Employee reactions to flattening organizational structures.” European Journal of Work and Organizational Psychology, vol.11, no.1: pp.47-67 Read More