Communication for Management - Essay Example

Communication for Management Communication for Management Every business organization is an environment of continuous decision-making, which requires critical decision-making skills (Brennan 2004, 56). Such skills are not just an issue of assessment of individual intelligence as well as the technical proficiency in a given area of problem solving. A number of factors govern the process of deciding, for this case, the ethics and legal aspects, as well as the purposes of communication. This paper describes three elements of organizational communication. The first is the legal and ethical framework relating to the collection, use, and storage of sensitive data and information. Another consideration is an evaluation of the methods of communicating decisions. The last consideration is a discussion and assessment of the process of communication method. The Ethical and Legal Requirements in Collecting, Use and Storage of Data and Information Before determining the perfect method of handling supplier data confidentiality as specified in this section, there is a need for reviewing the ethics of data storage. Ethical arguments for storing information require that concerned parties store data securely. Another argument is that the interested parties should enhance a maximum ethical use of the stored data. The same arguments require that involved parties make use of hard-to-obtain data. The UK has an established Data Protection Act of 1998, which categorizes some information as sensitive (Cabinet Office 2014, p. 4). Having such ideas in mind classifies information about suppliers as critical and sensitive because of the competitive nature of the corporate environment. The use of such data remains restricted to the trading parties. The duty of confidentiality in sharing data exists in common law and research to provide guidelines for such scenarios (Bishop 2013, p. 5). The provision requires that all participants should have the consent of the use of such information. For this case, data on suppliers, which translates into sensitive information, needs secure storage. Presently, fundamental business procedures of a firm rely heavily on its system of information. A better perception of this critical dependency occurs when a system of information fails in fulfilling its purpose, frustrating thus the vital business processes. For this case, only the team leaders from the sales departments of parties in direct contact should have access to the data. Teams from both sides should not leak the information to unconcerned parties considering the status of e-commerce, and easy data access (Bishop 2013, p. 7).The rationale for this is to avoid possible use of the information for unfair competition on the business platform. Where possible, people should avoid the use of such sensitive data as supplier information because of the accrued shortcomings. Where it deems necessary, the involved parties must seek the consent of the original sources of such information. Such is a requirement of the ethics of data storage as well as the governing laws. Methods of Communicating Decisions For explaining how to communicate ethical decisions, there is a need for reviewing some of the theories concerned with the same. There are varied interpretations of Luhmann’s theory of communication decisions (R.E.G 2015, 1). One of the models is by Andersen, who argues that organizations center on the processes of decision communication. According to Andersen, the process confirms the decisions and transforms them to form new premises used for further decisions. On this basis, there is a conclusion that decisions are a constituent of continued organizational life. There is a need, therefore, for corporate leaders to find the best approaches for communicating their decisions to the rest (R.E.G 2015, p.1). A further interpretation of Luhmann’s theory suggests that policy makers should consider an organization as a group, not an individual. It would mean that the best way is communicating such verdicts is involving the community (Rainer and Cegielski 2011, p. 45). The collective decision-making platform requires that the communicator involve a larger section of the group. There are four considerations for this criterion; the first is maintaining a sense of hierarchy (Mykkänen 2010, p.4). There is no decision made in the vacuum, which means that all decisions must involve the top most management, as well as other concerned stakeholders. The next is provision of the rationale of thinking, which means that the process of communicating must always explain why the decision is the most suitable. The third consideration is that the process must avoid reciprocity because it compromises the quality of the decisions made. The last category is action orientation, and it requires that the process uphold emphatic effect of the chosen rationale. As a result, the process will utilize many people and always just The Process for Implementing a Communication Method A model for implementing the process of communication requires schematic arrangement of procedures with as many stages as suitable for the case. This plan helps to avoid some of the most common barriers to effective communication such as biased opinions and prejudice. If such problems occur, the staff morale is a stake because communication serves as a motivator for efficiency. At least, the plan should have the objectives that will direct the whole procedure (Mykkänen 2010, p.4). For this case, they should target to communicate the rationale for such a process. The second is analyzing the organizational situation, which will determine whether many people are likely to buy the idea. The third is a consideration of a Three-Point Message model for explaining the communication. The model may contain the intended strategies that best suit the situation, the channels of communication available and a process of evaluating the procedure. The scheme serves to avoid the challenges of making irrational decisions that may not bind the whole organization (IMRA 2015, p. 6). Bibliography Bishop, L 2013, April 7, Ethical and Legal Issues in Data Sharing – Overview, Retrieved February 19, 2015, from https://www.essex.ac.uk/ldev/documents/going_digital/Ethical & Legal Issues in Data Sharing.pdf Brennan, L. L., & Johnson, V. E 2004, Social, Ethical and Policy Implications of Information Technology. Hershey, Pa. Information Science Publ. Cabinet Office, 2014, March 4, Government Security Classifications FAQ Sheet 2: Managing Information Risk at OFFICIAL v2.0 – March 2014. Retrieved February 19, 2015, from https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/286667/FAQ2_-_Managing_Information_Risk_at_OFFICIAL_v2_-_March_2014.pdf IMRA 2015, Planning and Implementing Communication and Public Participation Processes in Flood Risk Management. Retrieved February 19, 2015, from http://www.partizipation.at/fileadmin/media_data/Downloads/Zukunftsdiskurse-Studien/imra_handbook.pdf Mykkänen, M 2010, June 12, Decision Making and Decision Communication in an Engineer Based Organization. Retrieved February 19, 2015, from http://www.euprera.org/_webdata/downloads/249-jwa2010-markus-mykkänen.pdf R.E.G 2015, Conducting Your Research. Retrieved February 19, 2015, from http://www.ethicsguidebook.ac.uk/Data-storage-and-data-security-308 Rainer, R. K., & Cegielski, C. G 2011, Introduction to Information Systems, Hoboken, NJ: Wiley. Read More