How one defines organizationalcommunication depends on one’s view of the relationship between commu- nicating and organizing. According to the container approach, organizationalcommunication can be defined as the transmission of a message through a channel to a receiver. In the social constructionist approach, organizationalcommunication can be defined as the way language is used to create different kinds of social structures, such as relationships, teams, and networks. The former definition emphasizes the constraints that are placed on communication given pre-existing organizational structures and the latter definition highlights the creative potential of communication to construct new possibilities for organizing.
Fiske (2010) notes that open channels of communication foster and enhances creativity, innovation and new ideas. It is said that employees who are informed about their organizations are able to know what is important to their companies and work towards making improvements and spotting opportunities for innovation that can help further success. When employees know that organization‟s leaders will be open minded and that their ideas and opinions shall be sought after, besides being responsive to their feedback; they are more likely to contribute their ideas freely. Customers can also be a source of great ideas in helping to improve products and services within the organization. To help make a manager's task easier, the types of communication channels are divided into three main groups namely formal, informal and unofficial (Altınöz, 2009). For effective functioning of organizationalcommunication, the communication channels and arrangements must be carried out so that the channel and information deficits are as narrow as possible. This can be done by concentrating on improving „the way that informative messages move around in the organization, by creating set databases and by charting how the management communicates and making improvements in it‟.
Transformational leaders within organizational settings desire to create effective vertical and lateral communication interchanges among all employees. They realize that the overall effectiveness of organizations they lead depend on the ability of the firm to adapt to change and to maintain relevancy in the marketplace. To be effective, with today’s dependence on high speed communication, the millennial leader must create and sustain an open communication climate at all levels. To do this, however, the transformational leader needs to be knowledgeable of organizationalcommunication core competencies. The following competencies should periodically be audited to determine the ongoing health of the communication climate within the departments of the organization:
At the present time, the world is witnessing a huge revolution in the communication field which is part of the contemporary technological revolution and one of its fruits this revolution has resulted in a series of political, social and economic challenges in the light of the modern global economic situations, especially with the emergence of the economic blocks and the international competence. The study is going to discuss the OrganizationalCommunication- An element in designing International Marketing Strategy. This research seeks to know the strengths, weakness, opportunities and threats specific to communication and the companies’ internationalization strategy, and the attempt to show the dimension added by communication technology development in the field studying the communication and the companies’ internationalization strategy. The study concluded that the interest by the companies in the international marketing is increasing, especially regarding the strategies, and exploiting the marketing opportunities in the external marketing to confront the competition and challenging it.
(Welch & Jackson, 2007, p. 177). In organization communication is used to communicate goals and strategies at a vertical and horizontal level of management. Because of healthy communication at all level in organization, everyone updated about their work related goals. Consequently development manners in organizational has been arranged because of communicational practice (Hargieet al., 2002; Azhar, 2006). Communication skills and enhanced information resolves organizational complications Vivien and Thompson, (2000); Igbaria and Guimaraes, (1999); Kurland and Bailey, (1999). The role of higher management in developing effective internal communication is very crucial in employees, how they communicate then and improve productivity of them, as employees’ satisfaction in communication is very much important for organizational development. Describing the organizationalcommunication approach can played a convenient role by communication effectiveness (Hargieet al., 2002). Suppose that the communication is lacking in any organization, not any organization can grow or even endure Van Ruler and De Lange (2003:145). Organisations are defines by the communication they ensure. Tourish and Hargie (1998:53) highlight the fact that effectiveness of internal organizationalcommunication impact vigorous in organization development. Because in uncertain situation those organizations who has effective communications strategy achieve maximum results with minimum damage , other than those who had no such planning regarding communication effectiveness (Tourish&Hargie, 1998; Sliburyte, 2004; Gagnon, Jansen & Michael, 2008). Organizations cannot achieve the accountability of strategic alignment with the lacking of communication effectiveness and staffs commitment. Employees fulfil their job duties and also accomplish organizational goals with the help of effective communication.
Socio-economical changes nowadays have significant influence on the internal organizational processes. One considerable psychological predictor for employee efficiency is their commitment to the organization that they belong to. In that context, link between organizationalcommunication as internal organizational processes and psychological factors that have potential influence on the global organizational and individual outputs, arouse interest for this research. Deeper research approach of the psychological factors identifies their causal relationship with organizational processes that enable assumption of activities for humanization of the working process. Subject of this research was level of affective component of organizational commitment influenced by flows of organizationalcommunication (frequency of vertical, horizontal, diagonal and informal communication flow) and identification of difference between two groups of employees: managers and non-managers (executors). Research results toward influence of the communication flow on the level of the affective commitment confirmed the flows of organizationalcommunication have no impact on the level of affective organizational commitment, with the exception of the lateral (diagonal) organizationalcommunication. Communication among employees has significant impact on the degree of affective component of commitment. Research enable design of applicable internal measures and procedures for HRM to increase and maintain significant level of affective commitment such as: internal HRM strategic politics, procedures; practices for building confidence between managers and executives; Improving process of organizationalcommunication.
non-engaging content can generate a vicious cycle of passive rather than active use of ESM. For Boundary Work, the superiority of other tools for supporting coordination and other collaborative activities may undermine individuals’ and team’s willingness to leverage ESM for higher-level boundary work. For Attention Allocation, the inherent messiness and randomness of newsfeeds may impede locating relevant information, individuals, or groups. Additionally, concerns over information overload limits sharing behaviors to only unique and relevant information. For Social Analytics, gamification strategies—that may incentivize use in public social media settings—results in judgments of unproductive use of ESM and undermines motivation to heavily use the system. For Adoption and Use Incentives, the broad spectrum of functionalities offered by ESM may limit its ability to compete with other targeted systems (e.g., co-authoring, conferencing, or project management tools) already in place. Finally, for Governance and Control the democratizing effect of ESM on organizationalcommunication may make traditional monitoring or governance efforts counterproductive.
Abstract. As a highly abstraction of real system, complex network provides a vital means for the study on systems. Taking ‘university’ as an example of social organization systems, this paper investigate the organizationalcommunication network abstracted from workflow logs in Office Automation System of a university. First, a descriptive statistic of the workflow log records for each department in the university is presented. Then, we regard the number of users' message-workflow as node degree while the total number of users' interaction as weight of edge. It is found that the organizationalcommunication network has a small world attribute, and the division of the community is consistent with the division of the department.
Researchers have noted that ignoring the implications of workforce diversity can affect productivity and performance as well as undermine the overall goal business performance. For example, Kanu (2008) reported that Goldman Sachs has more than 30,000 employees representing about 160 nationalities. Consistent with other business organizations in the United States and abroad, Goldman Sachs’ discussions around diversity have extended from domestic to international issues. Indeed, as the world economy continues to expand and attract more competitors, business scholars and practitioners have embarked on extensive study of intercultural and organizationalcommunication and its implications across academic disciplines (Jandt, 2003; Tuleja, 2008; Hannay & Fretwell, 2011). Consistent with the preceding statement, Bovee & Thill (2008) buttresses that the United States has been a nation of immigrants from the beginning and that the trend has continued with the result that increased emphasis has been placed on human and intercultural communications. Recent immigrants comprise over half of all U.S. workforce. According to the U.S. Census Bureau, by the middle of the twenty-first century, the United States will cease to have a majority race. Non-Hispanic whites will comprise about one-half of the total population, while Hispanics will account for about one-quarter of the country’s population. African Americans will grow to about 13 percent, while Asian Americans are projected to become about 8 percent of the nation’s citizenship. Out of more than 278 million people living in the U.S., over 33 million speak Spanish, while more than 10 million speak another European language and more than eight million speak an Asian language. Additionally, several scholars see a multicultural workforce as a natural outgrowth of business globalization, which complicates the way people from different backgrounds in organizational and learning contexts communicate in writing, verbally, and nonverbally (Ferraro, 2001; Friedman, 2005; Giroux, 2004). Hence, organizations are now escalating their diversity initiatives as they measure the benefits of multi-cultural and diverse organizations.
It is only possible to get the best performance from the employees when the communication channels and methods are managed very well. When taken a look at the previous periods, it is seen that human force was managed under the name of “Personnel Management,” which is quite narrow and stereotyped. In the present day, together with generation change and the increase in countries' level of education, humans in the organizations are managed with the developed broad and different practices under the name of "Human Resources". In the new styles of management, organizational forms of communication are quite important and it is known that regulations that make employees more committed to the organization are bigger in number. Employees’ organizational commitment will be improved by including them in the organizational decision making processes, and their job satisfaction will increase. Therefore, employee turnover rate will decrease and organizational productivity will increase. Dawson-Sheperd & White (1994) refer to a report created by the Institute of Directors about the companies that have employee communications policies. The report credited 65.1% of the companies with improving productivity, 80.3% with improvements in loyalty, and 68.1% with fewer industrial disputes (Dawson-Sheperd & White, 1994). It takes long years to provide employees’ organizational commitment. At the same time, it is known that organizational commitment cannot be ensured only by financial benefits such as money. Employees’ organizational commitment is also tied with seniority, educational background, and age factors. Organizationalcommunication should be accomplished in the most accurate ways to ensure moral satisfaction of the employees who act within
No mistakes will be made by saying that without good internal communication there is no good external communication, which will then result in inadequate performance. In addition, it is not possible to imagine organizationalcommunication without conflict. Conflicts are something normal in any organization because people have different opinions and among them, there are people who cannot accept other people’s different opinions. It was first believed that conflicts were something that might destroy manager’s authority but studies in the 1970s showed that conflicts could have a positive, as well as a negative side. There is a common agreement that it is very dangerous for an organization to have both too many conflicts, as well as not to have any conflicts. For the purpose of this paper, conflict management is analyzed as a contemporary field of management, while managers are analyzed in terms of their role in conflict management.
Information management (Cândido, Ana Clara & Vale, Mariene. 2018; Costa, Sely & Leite, Fernando, 2018; Santos, Beatriz & Santos, Camila & Damian, Ieda; 2018) contained in web pages or numerous Internal communication is changing the relationship between organizations and their audiences, and the balance of sender/receiver forces is intensifying. The latter, with full and direct access to information, becomes more demanding than it once was. But not only in this way is the great difference between the public of the traditional media and the new media: in fact, in addition to the increased demand for information, the latter is no longer a passive recipient to become an active and proactive recipient ( Fuchs, 2009; Sobreira, sd).
The evidence from the study revealed that the use of various communication methods, mainly the road show, PMS leaflets and Brochures‟ and the conducting discussions and trainings sessions as described earlier in section 1.3.3, persuaded employees to view the new performance management system in a favourable light. In particular, persuasive communication – which involves direct communication through live speeches, written communication such as memos, newsletters or annual reports – were used to influence employees that there is a need for change, that the change is appropriate to the need, that they have the necessary capabilities and skills to implement the new performance management system and that there were potential organisational and individual benefits. Employees however, had some reservations with respect to the level of management support for the planned change and the readiness of the organisational culture for the new expected behaviours required by the change.
The privatization of state own enterprise raises various opinions from the parties involved which also raises the issue of the ideological foundation. Thus, the discussion cannot be separated from the amendment of the 1945 Constitution, section 33 and 28, as well as the role of IMF, World Bank and WTO associated with the issue of "denationalization", "foreignization". In addition, there is a factor of interest of parties motivated by political issues, causing a contradiction between parties involved in privatization. This contradiction then leads to dialectical pressures, where these pressures meet to reach consensus. In fact, the privatization decision by using IPO means is the result of a consensus that occurs through the process after the previous rejection of the Government step. In this case, corporate communication is not too maximal in the implementation of privatization of state own enterprise. The involvement of the communication consultant in the privatization is as a supporting institution for a company to be privatized in the decree (The Indonesian Regulatory Authority for the Indonesian Capital Market and finance institute – Bapepam-LK).
According to Grunig (1976), only new, small, or less formalized problem- solving organizations are likely to hire public relations (PR) professionals and perhaps the lack of spin doctoring and stakeholder engagement contributed in some part to the rejection of the original development plan in the late 1990’s by the State. In considering which theoretical framework would coincide with the Hearst Ranch Conservation Easement communication process, both systems theory and co-ordination theory were considered. Ultimately, I decided that the two-way Symmetrical communications model and the two-way Asymmetrical communications model would be the most consistent with the negotiation process of the Heart Ranch Conservation easement.
The working environment within a foodservice operation of this magnitude is extremely fast paced and, in its own right, is susceptible to a variety of barriers to communication. Within the foodservice environment, these barriers may include physical, emotional, personal, and language barriers. These barriers may play a significant role in dissatisfaction regarding the flow of communication in this workplace. It is important to identify these barriers for each dining facility, as they are very different in size, layout, number of employees and number of meals served to customers. As such, each dining facility will have different physical, barriers to communication. However, they are similar due to the fact that they utilize comparable channels of communication. Meetings, flyers, and other media serve the same purpose throughout the facilities; however, their execution and quality are very different between units. If these barriers can be identified and improved upon, employee communication satisfaction has the potential to improve.
Majority of animals have a system of communication, but human beings are the one who have a well developed communication system which is based upon the unique style of spoken language (Baluska, F.; Marcuso, S.; Volkmann, D. 2006). Man’s life has become very complex because of penetration of technology in all walks of his life and management of such a life is possible by effective communication only. Communication helps to inform, motivate, control, share, establish authority and express emotions (Berlo, D. K., 1960). For humans in particular, communication is also essential for creating a sense of social cohesion. Just as mankind has evolved over the centuries, our means of communication have followed suit. What began as primitive cave paintings and signed words has morphed into an endless variety of means to express oneself to others.
Crisis response strategies are the organization’s answer to a crisis situation. It is what the management say and does after the crisis (Coombs, 2007). The way how an organization reacts to a crisis situation is related to the level of responsibility that is taken by the organization (Coombs, 2007). Primary SCCT crisis response strategies can be categorized into three groups based on perceptions of accepting responsibility of a crisis: denial, diminish, and rebuild (Coombs, 2006). The actions taken by the management during a crisis situation and the way the organization communicates with its stakeholders affect people’s perceptions during a crisis. An example is that a manager emphasizes certain cues to influence perceptions of stakeholders, which is called framing (Coombs, 2007). These perceptions influence for example the emotions of the stakeholders toward the organization (Coombs, 2007). Framing the message is an important element in crisis communication management. A crisis event is framed by the organization as being a specific crisis type and the management uses crisis response strategies to establish a frame or to reinforce the frame. With framing the crisis situation and its related messages, perceptions of the stakeholders can be influenced in a way that it would be less harmful for the organization (Coombs, 2007). However, when stakeholders will find out that the organization is not completely open about the crisis situation that is attributed to the organization, stakeholders become angry due to the fact that they have the right to true information in matters which affect them (Sullivan, 1965). In turn, this will lead to a decline in organizational trustworthiness (Rawlins, 2009). Therefore, it can be stated that the use of transparent communication during crisis situations is better than framing the crisis message with the risk that stakeholders will perceive the organization as not trustworthy.
The study adopted the descriptive survey research design. The population comprised of all public secondary school principals and teachers in Ondo State. Multi-stage sampling technique was used to select three (3) Local Government Areas from the three senatorial districts. Twenty (20) secondary schools were randomly selected from each of the 3 Local Government Areas, thus making a total of 60 secondary schools sampled for the study. The respondents consisted of 1200 teachers randomly selected at 20 teachers per school. All the 60 principals of the sampled schools were included in the study. A self developed questionnaire titled; “Principals’ Communication Strategies and Teachers’ Productivity Questionnaire” (PCSTPQ) was used to collect data. The instrument elicited information on the components variables of communication strategies and instructional tasks performance. The questionnaire was validated by two experts in the Department of Educational Management, Adekunke Ajasin University, Akungba-Akoko, Ondo State and Test and Measurement Unit, Faculty of Education, Obafemi Awolowo University, Ile-Ife, Nigeria. Test–retest method was adopted for the reliability of the instrument administered in two (2) secondary schools outside the Local Government Areas of the study. Pearson Product Moment Correlation (PPMC) was used to calculate the co-efficient value which yielded 0.82. This indicated the suitability of the research instrument for the study. Two trained research assistants helped to administer the questionnaires on the respondents and ensured that the questionnaires were properly filled and collected on the spot. This method ensured 100% return rate. Data were analyzed using frequency counts, mean score and Pearson Product Moment Correlation at alpha level of 0.05.
managing organizations, in his studies, he found various factors contribute to its success are individual behavior, group behavior, leadership, motivation, job satisfaction and morale, communication, performance appraisal, organization effectiveness, change and development.