Importance of Communication in Management - Term Paper Example

ORGANIZATIONAL COMMUNICATION Organizational Communication Organizing refers to the process of bringing together physical, financial andhuman resources and establishing productive relations among them for the achievement of specific goals, It is concerned with building up a stable framework or structure of various interrelated parts of an enterprise, each part having its own function and being centrally regulated. In an organization, communication is the transmission of information and understanding from one person or group to another. Communication can be defined as a process, which links people and system to produce an effective organization. Managers are involved in two kind of communication-interpersonal and organization. The former is a process of sharing information and understanding between two people or a small group: the latter makes use of systems to share information and understanding with large number of people. Both type of communication occur at all level within an organization, with people outside the organization, and between organizations. Organization learning focuses on the way people make sense of their experiences at work. The aim of organizing is to enable people to relate other and to work together for a common purpose. The organized group of people in a collective sense is known as organization. (Yvonne 129) "Organization is the process of identifying and grouping work to be performed, defining and delegating responsibility relationships for the purpose of enabling people to work more effectively together in accomplishing objectives." (Yvonne 149) -Louis Allen Importance Of Communication In Management Success factors that allow individuals to perform at the highest levels And increase their wealth. Neher (1997) identifies the primary functions of organizational communication as: Compliance-gaining Leading, motivating, and influencing Sense-making Problem solving and decision-making Conflict management, negotiating, and bargaining (Kathryn). Organizational communication does help to succeed and achieve high corporate and personal objectives. The communication derives its importance from the following benefits, which flow from it: (a) Facilitates Planning - Communication facilitates planning by providing such information as is needed by planners. Communication networks are extremely essential to an organization's structure and strategy. It helps in Complex Work and requires greater coordination, communication and interaction among workers The speed of production and pace of work is faster Workers are more distributed and arranged Simultaneous, distributed work processes are more common (Kathryn) (b) Facilitates Organizing - Communication facilitates organizing function of management by providing information about the duties, responsibilities, authority, relationships, positions and jobs. Delegation and decentralization of authority is accomplished in an organization. (c) Facilitates Directing Function- Communication facilitates directing function by providing proper interaction between and their subordinates and between members of work groups. It improves superior-subordinate relationships by promoting exchange of ideas and information between them continuously. (d) Facilitates Controlling Function - Communication facilitates controlling function by providing feedback of actual performance against planned targets. In an organization, effective communication facilitates in promoting innovation as well as control and coordination. (e) Facilitates Decision-Making- Communication facilitates decision making by providing the required information needed. The quality of decision made in an organization depends largely on the amount and quality of information available to the decision maker. (Kathryn) (f) Facilitates co-ordinating - Communication facilitates coordinating by providing proper upward, downward and horizontal interaction between members of different departments or sections at all levels of authority. (g) Helps the Process of Motivation and Morale Building - Communication helps the process of motivation and morale building through sharing of information, consultation and discussion. It helps in moulding attitudes also. (h) Contributes a Great Deal to Higher Efficiency- Good communication in an organization is responsible for Coordination and regulation of production activities. Effective communication contributes a great deal to higher efficiency in job performance. It ensures willing co-operation of others due to close understanding of ideas and instructions established through communication. (i) Improves Relations - Communication helps in improving relationships between superiors and subordinates by removing misunderstanding and providing clear and accurate information in time. Socialization - Good communication is essential in perspective of organization goal, which, asserts that capturing the hearts and minds of organizational members is for effectively coordinating organizational action in the pursuit of collective organizational goals. (Kathryn) Managing Environmental Changes Managing" is the key word. It means taking control of and shaping the direction, then influencing in some way the outcome of changes. Environmental Changes exists in three distinct but interrelated aspects of our environment-the political & social changes, the economic, and the technological. 1. Political & Social Aspects: In the word in the social sphere, we have widespread starvation with northern hemisphere bureaucracy seemingly unable to help and yet massive aid being mobilized. At the national level we have increasing disputes and armed conflict between employed and unemployed, rich and poor, whilst at the same we continue to fuel the differences by fiscal and legislative actions. 2. Economic Aspects. In the economic area we see unprecedented instability in world currencies, massive defaults and rescheduling of major national debts of Third World countries. 3. Technological Aspects. Linked to all this is the enormous pace of technological innovation. This is creating major opportunities which were previously inconceivable, but at the same time it is creating massive unemployment and forcing major realignment of job skills and availability of talent. The key factor in both situations has become the way in which the people involved feel they have been treated. It is how the influencing has been carried out that is driving the pattern of events now, not the principles at stake or the substance of rational argument. This is mirrored at many levels in society in large-scale acquisitions and mergers, company reorganizations, departmental restructuring and so on. Working with Change Changes are no longer slow but there was time when the pace of life was slow stretching over generations. The individuals were able to adopt slowly but in the present day technology is transferring personal and working lives almost overnight. The conflict between human reaction to change and an increased need for change is affecting the managerial functions. The change agents should be equipped to diagnose, understand and resolve change. Following are the six basic elements fit bringing about an effective change: Association Involvement Leadership Commitment Action Feed-back (a) Association. Interaction of the member in the work group must get an agent to deal with, be with and work with each other. (b) Involvement. A procedure through which people being affected by the change are brought to understand the change. (c) Relationship. This is the feeling part of it and it develops if conditions are right. This is the emotional attachment among those involved in the change. (d) Commitment. It is an agreement to take an active part in the actual mechanism of change. (e) Action. It is implementation of the change itself. (f) Feed-back. It is the signals or measurement data, originating in the work. The data is presented to those who are directly involved with the change. Feedback must be direct and honest. Too frequent feedback is harmful and used for more than one purpose. In a group sitting, where the level of trust is low, feedback to one person is really meant for another target. At times Feedback acts as a bond. Feed-back at an another time may function as a stock record in a person's giving feed-back and may or may not really apply to individual or group on the receiving end. Feedback of this type nullifies the relationship, which have been building among the members of the group. Feedback is a vital part of the action link. Change and Business Reforms With a change-taking place in the economic and fiscal policies in the country, or any political changes and an armed conflict organizations are faced with the inevitable reality of accepting and introducing changes at the work place. In the past, there was an option in the hands of the organizations to introduce changes or not. One of the main obstacles to the smooth implementation of the change management process is the lack of communication awareness of the context of change by the workmen and unions. While the top management team is aware of the context in which these changes are being talked about, the workmen and unions are not well informed in this respect. Understanding Organizational Communication The relationship between organizational structure and communication is one of mutual interdependence. Each has important effects on the others. The structure of an organization can follow many forms. It can be a complex hierarchy structure or a very simple structure consisting of one boss and a few employees. The very nature of organizations contributes to communication problems. Organizations exist to accomplish objectives, which could not be achieved by one person working alone. Large tasks are divided into a number of smaller tasks, which must be co-ordinate to achieve the overall objective. This division of work (specialization) means that some people become specialists in various activities. Often the specialists, because of their concern with a limited range of activities, speak a 'different language'. This can sometimes develop into personal divisions between employees, although everyone is working for the same organization. In most organizations two channels of communication operate simultaneously, the formal and the informal. Organization communication depends on following key powers and dominations: Structure FLOW OF COMMUNICATION IN AN ORGANIZATION Top Level Management Middle Level Management Operating Level Management [or First Line Management] Operating Workforce The degree to which the organization's structure impedes must be recognized. Mechanisms, which may facilitate communication between departments or people with specific skills, are: interdepartmental committees, group briefings or information-sharing sessions, review meetings, periodic meetings for managers at specific levels in the organization, conferences. Communication Channels Keep communication channels open. Because an organization requires the cooperation of its members for survival, managers should encourage employee communication. All employees in the organization should feel that they can express their observations and constructive criticisms, both vertically and horizontally. Benefits include improved morale, increased employee participation in achievement of organizational objectives and greater loyalty to the organization. Environment Both the physical and psychological environments are important to successful communication. Participants must feel comfortable in the setting of the discussion, and they must feel comfortable with one another. Variety Be aware of, and use, all the possible means of communication. Use the formal and informal channels of communication in the most effective way possible. See people, use the telephone, and communicate orally wherever possible. Don't overlook the power of the written word. Circulate minutes of meetings, reports, memos, reminders etc. Use electronic mail, internal newsletters, and notice boards. Communication can be promoted in many ways. Be imaginative. The following 'Ten Commandments of Good Communication' can help get the message across. (Taken From Management Review, American management Association, October, 1955) 1. Clarify your ideas before communicating. 2. Examine the true purpose of each communication. 3. Consider both the physical and the human setting, whenever you communicate. 4. Where appropriate consult with others in planning communications. 5. Be mindful of the overtones as well as the content of your message. 6. Take the opportunity, when it arises, to convey something of help or value to the receiver. 7. Follow up your communication. 8. Communicate for tomorrow as well as today. 9. Be sure your actions support your communications. 10. Seek not only to be understood but to understand - be a good listener. Committees Committees could be a most useful communication tool. They are generally long lasting and often a permanent part of an organization's structure. Short-term committees are often set up for a specific purpose, and then disbanded when that purpose is achieved. Committees, because they are a formal part of the organization's structure and work processes, can serve several purposes. The most common reasons for their existence are: (a) For the exchange of information; (b) As an aid to communication; (c) To assist in co-ordinating the organization's activities; (d) A training ground for managers; (e) To disperse power, promote democracy; and (f) Demystify management processes. Within the committee framework people from different parts of the organization come together. This mixture of backgrounds and skills promotes understanding of role of other parties, and strengthens both the formal and informal communication channels. Conferences A conference can be either formal or informal. It is a meeting in which a group of people with related interests or common problems exchange information. People at conferences learn from each other or through the group experiences. More specifically conferences are useful for (a) Getting group opinion (b) Modifying opinion of some individuals (c) Helping individuals to analyze problems and take action (d) Solving problems through joint thinking and action (e) Developing ability for self-expression (f) Analyzing situations that involve joint responsibility Networks Network refers to establishing and maintaining contact with people who may be useful to you in your work or organization. The main purpose of network is to share information and resources between the members. Network can also provide advice and support. They can be formal, or informal, oriented towards career or friendship. Organizations can benefits when its managers have an extensive network of contacts. This means that its key people have a wide range of information sources, and are getting exposure to a variety of management styles, and organization practices. This assists a manager 's personal development, enables him or her to be more effective and to make a greater contribution to the organization. Conclusion The relationship between organizational structure and communication is one of mutual interdependence. Formal channels of communication follow the lines of authority shown on the organizational structure. Informal channels of communication are those which short cut and side step the formal channels. They occur because of the inadequacies in the formal system, and they help to supplement the formal system. There are specific communication barriers associated with the direction in which messages are sent, whether the direction is downward, upward, or lateral. Committees, conferences, and networks can all play an important role in effective communication in organizations. Barriers to communication can be minimized if mechanisms are employed to overcome constraints caused by the organization's structure; if communication channels are kept open; if a positive environment is maintained; and if various different means of communication are employed. All employees in he organization should feel that they could express their observation and constructive criticisms, both vertically and horizontally. Benefits include improved morale, increased employee participation in achievement of organizational objectives and greater loyalty of the organization. References Yvonne Mc Laughhlin. Business Management: A Practical guide for Managers, Supervisors and Administrators. Business Information Books. Pp 123-149 Steven Silbiger. A Ste By Step Guide to Mastering The Skills Taught in Top Business Schools. Piatkus Books. London. Pp 103-141 Management Review, American management Association, October 1955 Neher, W.W. 1997. Organizational Communication - Challenges of Change, Diversity, And Continuity. Boston: Allyn and Bacon. Kathryn A. Baker. Organizational Communication. Retrieved on April 17, 2007 from [http://www.wren-network.net/resources/benchmark/13-Organizational Communication.pdf] Read More