good evening sir ,
please help me to complete my MBA assignments
1. Assume that you are working as a Regional Sales Manager in a pharmaceutical
company. In your current position, you need to communicate to Doctors, Pharmacy
Owners and your sub-ordinates. List out the barriers in communicating with these
people and also suggest ways to overcome these barriers.
2. You are the General Manager of a Telecom company. Draw a communication flow
chart in your organization and also discuss the problems in implementing it.
3. As a Chief Executive Officer of a Agro based company, prepare a draft for your
speech in the forthcoming Annual General Body meeting highlighting your
company’s achievements, growth and future plan etc.
4. As a Regional Sales Head of a FMCG company, submit a report for the previous
year’s performance and projection for the next year. Use charts in your report.
thank you so much put time on it.
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1-You are the general Management of a Telecom Company. Draw a communication flow chart in your organisation and also discuss the problems in implementing it?
Essential Types of Organizational Communication (With Diagram)
(1) Personal instructions.
(2) Lectures, conferences, meetings.
(3) Grapevine rumours.
(5) Face to face conversation.
(6) Telephone etc.
(7) Union channels. (1) Rules and instructions handbook.
(2) Letters, circulars and memos.
(4) Bulletin and notice Boards.
(5) Handbooks and Manuals.
(6) Annual Reports.
(7) House Magazines.
(8) Union Publications.
(9) Personal letters and suggestions.
(10) Complaint Procedure.
organization communication flow chart
• 1. Communication Flows in an Organization Downward Upward Lateral Diagonal External
• 2. Downward Workplace Communication: Enabling Downward communication consists of communications sent from management to workers, like emails and performance reviews. A manager explains a task to an employee A customer gives an order to a supplier Shareholders instruct management. Continuous ….
• 3. Enabling These forms have more than direction in common. Each one also provides enabling information in the workplace. When a manager instructs an employee, she enables the employee to do his job, and makes it possible for him to earn a living by doing something that has value for the employer. Another example: senior management finds out from shareholders, or the board of directors, how owners want to apply the money theyve invested. Continuous
• 4. Information moves downward Make a Budget reportMake a Budget report for the month to include the followingMake sure the report includes the exact amount and the qty.
• 5. Purposes Business Goals can be share Providing feedback on employees performance Giving job instructions Providing a complete understanding of the employees job as well as to communicate them how their job is related to other jobs in the organization. Communicating the organizations mission and vision to the employees. Highlighting the areas of attention.
• 6. Error-free downward communication Specify communication objective Ensure that the message is accurate, specific and unambiguous. Utilize the best communication technique to convey the message to the receiver in right form
• 7. Upward Communication Information flow from the lower levels of a hierarchy to the upper levels A second major flow of communication is upward, from employee to supervisor, supervisor to department head, department head to vice president, and so on.
• 8. Purposes Productivity Feedback Promotion Considerations
• 9. Lateral/Horizontal Communication that takes place at same levels of hierarchy in an organization. First, no superior/subordinate relationship exists here; its strictly a case of two people with roughly equal amounts of power and prestige. That makes this form of communication voluntary and discretionary.
• 10. Purposes It is time Saving It Facilities co-ordination of the task. It Facilities Co-ordination among team members It Provides emotional and social assistance to the organizational members. It help in solving Various Organizational problem It can also be used for resolving conflicts of a department with other department or conflicts within a department.
• 11. Diagonal Communication Communication that takes place between a manager and employees of other workgroups is called diagonal communication. It generally does not appear on organizational chart. For instance - To design a training module a training manager interacts with an Operations personnel to enquire about the way they perform their task.
• 12. External Communication Communication that takes place between a manager and external groups such as - suppliers, vendors, banks, financial institutes etc. For instance - To raise capital the Managing director would interact with the Bank Manager.
• 13. The Grapevine Grapevine communication is the informal communication network within an organization.
• 14. Channel Traditionally , the grapevine Mouth to mouth Email, Fax, Chat Cell Phone Facebook
• 15. Example Suppose the profit Amount of a company is known. Rumor is spread that this much profit is there and on that basis bonus is declared. CEO may be in relation to the production manager. they may have friendly relations with each other
• 16. Purposes Grapevine communication creates a social bond. The grapevine fills in a gap The grapevine in many ways helps keep people honest.
• 17. Communication Speed Where downward, upward, and lateral communication are structured and flow formally through specific channels, the grapevine goes through multiple channels and even multiple versions.
ORGANIZATION communication flow chart
In an organization, communication flows in 5 main directions-
• Downward Flow of Communication: Communication that flows from a higher level in an organization to a lower level is a downward communication. In other words, communication from superiors to subordinates in a chain of command is a downward communication. This communication flow is used by the managers to transmit work-related information to the employees at lower levels. Employees require this information for performing their jobs and for meeting the expectations of their managers. Downward communication is used by the managers for the following purposes -
Providing feedback on employees performance
Giving job instructions
Providing a complete understanding of the employees job as well as to communicate them how their job is related to other jobs in the organization.
Communicating the organizations mission and vision to the employees.
Highlighting the areas of attention.
Organizational publications, circulars, letter to employees, group meetings etc are all examples of downward communication. In order to have effective and error-free downward communication, managers must:
• Specify communication objective
• Ensure that the message is accurate, specific and unambiguous.
• Utilize the best communication technique to convey the message to the receiver in right form
• Upward Flow of Communication: Communication that flows to a higher level in an organization is called upward communication. It provides feedback on how well the organization is functioning. The subordinates use upward communication to convey their problems and performances to their superiors.
The subordinates also use upward communication to tell how well they have understood the downward communication. It can also be used by the employees to share their views and ideas and to participate in the decision-making process.
Upward communication leads to a more committed and loyal workforce in an organization because the employees are given a chance to raise and speak dissatisfaction issues to the higher levels. The managers get to know about the employees feelings towards their jobs, peers, supervisor and organization in general. Managers can thus accordingly take actions for improving things.
Grievance Redressal System, Complaint and Suggestion Box, Job Satisfaction surveys etc all help in improving upward communication. Other examples of Upward Communication are -performance reports made by low level management for reviewing by higher level management, employee attitude surveys, letters from employees, employee-manager discussions etc.
• Lateral / Horizontal Communication: Communication that takes place at same levels of hierarchy in an organization is called lateral communication, i.e., communication between peers, between managers at same levels or between any horizontally equivalent organizational member. The advantages of horizontal communication are as follows:
It is time saving.
It facilitates co-ordination of the task.
It facilitates co-operation among team members.
It provides emotional and social assistance to the organizational members.
It helps in solving various organizational problems.
It is a means of information sharing
It can also be used for resolving conflicts of a department with other department or conflicts within a department.
• Diagonal Communication: Communication that takes place between a manager and employees of other workgroups is called diagonal communication. It generally does not appear on organizational chart. For instance - To design a training module a training manager interacts with an Operations personnel to enquire about the way they perform their task.
• External Communication: Communication that takes place between a manager and external groups such as - suppliers, vendors, banks, financial institutes etc. For instance - To raise capital the Managing director would interact with the Bank Manager.
Employee / Organizational Communications
its importance and basic internal communication processes, networks and channels. Highlighting important issues in current practices, the article concludes with 15 principles of effective communication and an interactive list of recommended readings.
“The greatest continuing area of weakness in management practice is the human dimension. In good times or bad, there seems to be little real understanding of the relationships between managers, among employees, and interactions between the two. When there are problems, everyone acknowledges that the cause often is acommunication problem. So now what?”
Definition of the Topic
Employee/organizational communications refer to communications and interactions among employees or members of an organization. I use the terms internal communications and organizational communications to mean the same thing. Internal communications also have been called internal relations
described two ways of seeing and defining internal communications. The most common approach focuses on internal communication as a “phenomenon that exists in organizations” . In this view, the organization is a container in which communication occurs. A second approach sees internal communication as “a way to describe and explain organizations” . Here, communication is the central process through which employees share information, create relationships, make meaning and “construct” organizational culture and values. This process is a combination of people, messages, meaning, practices and purpose , and it is the foundation of modern organizations .
The first approach has dominated, but the second perspective is gaining wider acceptance as more organizations recognize the crucial role of communication in dealing with complex issues and rapid changes in a turbulent global market.
Why Internal Communication Matters
Communication is one of the most dominant and important activities in organizations . Fundamentally, relationships grow out of communication, and the functioning and survival of organizations is based on effective relationships among individuals and groups. In addition, organizational capabilities are developed and enacted through “intensely social and communicative processes” (Communication helps individuals and groups coordinate activities to achieve goals, and it’s vital in socialization, decision-making, problem-solving and change-management processes.
Internal communication also provides employees with important information about their jobs, organization, environment and each other. Communication can help motivate, build trust, create shared identity and spur engagement; it provides a way for individuals to express emotions, share hopes and ambitions and celebrate and remember accomplishments. Communication is the basis for individuals and groups to make sense of their organization, what it is and what it means.
Communication Processes, Networks and Channels
Internal communication is a complex and dynamic process, but early models focused on a one-way transmission of messages. The, concerned with technology and information distribution, is a classic example.
In this S-M-C-R model, an information source [S] encoded a message [M] and delivered it through a selected channel [C] to a designated receiver [R], who decoded it.
Later versions of the model added a feedback loop from receiver to sender. Nevertheless, the model suggested that all meaning is contained within the message, and the message would be understood if received. It was a sender-focused model.
S-M-C-R model provided a richer interactional perspective. He emphasized relationships between source and receiver and suggested that the more highly developed the communication knowledge and skills of sources and receivers, the more effectively the message would be encoded and decoded. Berlo also acknowledged the importance of the culture in which communication occurs, the attitudes of senders and receivers and strategic channel selection. Later models emphasized the transactional nature of the process and how individuals, groups and organizations construct meaning and purpose
Today, the model is more complex due to new media and high-speed, multi-directional communications . However, the core components live on in formal communications planning and implementation. Organizational leaders and communication specialists first develop strategies to achieve objectives, construct relevant messages and then transmit them through diverse channels to stimulate conversations with employees and members. Increasingly, formal communications are grounded in receivers’ needs and concerns. Employees communicate informally with others inside and outside the organization through high-speed communications, too.
Internal communication occurs on multiple levels. Interpersonal or face-to-face (F-T-F) communication between individuals is a primary form of communication, and for years organizations have sought to develop the speaking, writing and presentation skills of leaders, managers and supervisors. Group-level communications occur in teams, units and employee resource or interest groups (ERGs). The focus on this level is information sharing, issue discussion, task coordination, problem solving and consensus building. Organizational-level communications focus on such matters as vision and mission, policies, new initiatives and organizational knowledge and performance. These formal communications often follow a cascade approach where leaders at hierarchical levels communicate with their respective employees, though social media are changing communications at this level.
A network represents how communication flows in an organization. Networks can be formal and informal. In a formal communication network, messages travel through official pathways (e.g., newsletters, memos, policy statements) that reflect the organization’s hierarchy. Informal communications move along unofficial paths (e.g., the grapevine, which is now electronic, fast and multidirectional) and include rumors, opinions, aspirations and expressions of emotions. Informal communications are often interpersonal and horizontal, and employees believe they are more authentic than formal communications . Employees and members use both networks to understand and interpret their organizations.
Communications also can be described as vertical, horizontal or diagonal. Vertical communication can be downward–flowing down the hierarchy of an organization–or upward, i.e., moving from lower to higher levels in the chain of command. Horizontal communication refers to communication among persons who have no hierarchical relationship, such as three supervisors from different functions. Diagonal or omni-directional communication occurs among employees at different levels and in different functions, e.g., a quality control supervisor, accountant and systems analyst. Evolving organizational structures and technologies create opportunities for new and conflicting communication flows.
Studies regarding the effectiveness of communication flows often reveal employee dissatisfaction with both downward and upward communications. Findings by the Opinion Research Corporation, which has examined employee perceptions of internal communication for more than 50 years, generally show that more than half of employees are dissatisfied or somewhat dissatisfied with both downward and upward communications . Less is known about the effectiveness of horizontal and diagonal communications.
A communication channel is a medium through which messages are transmitted and received. Channels are categorized as print, electronic or F-T-F (interpersonal). Common print channels include memos, brochures, newsletters, reports, policy manuals, annual reports and posters. New technologies have spurred the use ofelectronic channels, e.g., email and voice mail, Intranets, blogs, podcasts, chat rooms, business TV, video conferencing, instant messaging systems, wikis and electronic town-hall meetings. Face-to-face channelsinclude speeches, team meetings, focus groups, brown bag lunches, social events and gatherings and management by wandering around.
the most used channel is listening, which consumes about half of our communication time (). Effective listening is crucial to learning, understanding, conflict resolution and productive team work. It helps leaders at all levels improve employee morale, retain employees and uncover and resolve problems. Yet, many studies suggest that most people are not good listeners, and few organizations devote resources to developing listening skills in managers and leaders
Selection of Media
Today, organizations and their employees and members have access to many communication channels. Selecting the most appropriate medium or media is an important issue for professional communicators once they have determined objectives and strategies, assessed relevant audiences and constructed messages. each medium, independent of content, engages receivers in different ways and affects the scale and pace of communication.
“hot” and “cool” media, each of which involves different degrees of receiver participation. Hot media (e.g., print channels, film, lecture, radio) require less active participation and involvement than cool media (e.g., TV, comic books, F-T-F channels). Hot media are more segmented and linear, while cool media may be more abstract and require more participation to understand.
Internal communication continues to evolve in a dynamic world characterized by an explosion of new technologies, intense global competition and rapid change. Today, many would agree assertion that internal communication is an essential aspect of organizational change–it is “the key variable in almost all change efforts, diversity initiatives and motivation”). Some even argue that internal communication is the most “fundamental driver of business performance”
A growing body of evidence demonstrates that effective internal communications help increase employee job satisfaction, morale, productivity, commitment, trust and learning; improve communication climate and relationships with publics; and enhance quality, revenues and earnings. Here are some examples:
Employees who are disloyal to their organizations, or lack commitment to helping organizations achieve their goals, may cost business $50 billion per year in quality defects, rework and repair costs, absenteeism and reduced productivity,
Improving the quality, adequacy and timeliness of information that employees receive about customers, the organization or their own work can improve their individual performance by as much as 20-50 percent .
More than 80 percent of employees polled in the US and UK said that employee communication influences their desire to stay with or leave an organization. Nearly a third said communication was a “big influence” on their decision).
The 200 “most admired” companies spent more than three times as much on employee communications as the 200 “least admired” companies).
Employees’ satisfaction with communication in their organizations is linked to organizational commitment, productivity, job performance and satisfaction and other significant outcomes).
Organizations with engaged and committed employees were 50 percent more productive than those organizations where employees weren’t engaged. In addition, employee retention rates were 44 percent higher in organizations with engaged and committed employees ().
Positive communication climate and effective employee communication strengthen employees’ identification with their organizations, which contributes to an organization’s financial performance and sustained success.
creating a more compelling place to work for employees led to a significant increase in employee attitude scores, customer satisfaction scores and revenues).
A significant improvement in communication effectiveness in organizations was linked to a 29.5 percent rise in market value (.
Effective communication facilitates engagement and builds trust, which is a critical ingredient in strong, viable organizations .Engaged employees enhance business performance because they influence customer behavior, which directly affects revenue growth and profitability).
five theoretical approaches that evolved in the last century–the classical, human relations, human resources, systems and cultural approaches. Communication features or characteristics of each approach are briefly described. More comprehensive treatments may be found in many communication texts, e.g.,
Sometimes referred to as the machine metaphor because of how employees were viewed as interchangeable parts, this approach is grounded in scientific management theories of work and workers in the early 20th century. work processes could be improved by applying scientific principles to jobs and workers. These included such things as designing each task to improve performance, hiring workers who possessed characteristics that matched each job and training workers and rewarding them for productivity achievements.
Henri Fayol (1949) believed that operational efficiency could be improved through better managerial practices. He prescribed five elements of managing (planning, organizing, command, coordination and control) and 14 principles of administration. Fayol also introduced the “Scalar Chain,” which represents organizational hierarchy, and said that communication needed to follow this chain to reduce misunderstanding. During times of emergency, however, he indicated that employees might communicate with each other across the organization. This first notion of horizontal communications came to be called “Fayol’s bridge.”
Communication features: Two key communication goals were to prevent misunderstandings, which might impair productivity or quality, and to convey decisions and directives of top management. The formal structure of organizations drove top-down communication, primarily through print channels. The content of most communications was task or rule oriented. The social side of communication was largely ignored, and employees relied heavily on the grapevine for such information.
Human Relations Approaches
In the 1930s, the focus shifted from work tasks to employees and their needs, and the Hawthorne Studies spurred this movement. discovered that employees who worked in friendly teams, with supportive supervisors, tended to outperform employees who worked in less favorable conditions. This and related research became the basis for the “human relations” approach.
highlighted the functions of organizational executives and their role in communication. He emphasized the importance of formal and informal communications to the organization’s success and argued that cooperation among workers and supervisors was crucial to improving productivity. These approaches focused on opposing assumptions that managers may hold for workers, and the corresponding behaviors of managers. Simply put, Theory X managers believe workers lack motivation, resist change and are indifferent to organizational goals. Thus, managers must provide strong, forceful leadership to direct and control employees. Theory Y managers believe employees are highly motivated, creative and driven to satisfy their needs for achievement. The role of managers, then, is to elicit those tendencies through employee participation in decision making, managing by objectives and problem solving in work teams.
Communication features: This approach included more F-T-F communication and acknowledged the importance of internal communications. Downward communication still dominated, but feedback was gathered to gauge employee satisfaction. Some social information was added to the task-oriented content of communication, and managerial communications were less formal.
Human Resources Approaches
The human resources approach (Miles, 1965) was widely adopted by organizations in the 1960s. This participative, team approach to management-employee relations recognized that employees can contribute both physical and mental labor.
Managerial Grid to help train managers in leadership styles that would stimulate employees’ cognitive contributions, satisfy needs and help the organization succeed. The preferred team-management style–high on concern for both people and production–became the basis for management development practices in a number of companies. Quality control circles, decentralized organizations, total quality management and employee participation groups are manifestations of this approach.
Communication features: Communication became multidirectional and more relational. Feedback was sought to enhance problem solving and stimulate idea sharing. Innovation content was added to social and task information in communications. Concepts of employee trust and commitment emerged as important issues, and organizations began to share communication decision-making among employees.
In the 1970s some theorists adopted a systems perspective, viewing organizations as complex organisms competing to survive and thrive in challenging environments. In general systems theory, any system is a group of parts that are arranged in complex ways and which interact with each other through processes to achieve goals
Systems and subsystems have boundaries that are selectively opened or closed to their environments, allowing the flow of information and other resources. Open systems use information exchange (input-throughput-output) to grow and thrive; closed systems don’t allow much information to move in or out. To survive and adapt, all social systems require some degree of permeability
, communication is a “system binder” that links the system to its environment and its various subsystems to each other. Individuals who exchange information with other systems or groups (customers, government personnel, suppliers) are boundary spanners. Media outlets provide other important links between organizations and the environment.
Communication features: Communication is vital for exchanging information in and among subsystems through multidirectional channels which are used in internal communications. Feedback processes help systems adjust, change and maintain control. Collective decision-making processes and shared responsibilities for communication are more prevalent.
Cultural approaches emerged in the 1970s in the context of increasing competition from Japan and other nations in the global marketplace. Culture refers to an organization’s distinct identity–the shared beliefs, values, behaviors and artifacts that an organization holds, which determine how it functions and adapts to its environment). As the performance of American corporations declined, management scholars looked for other explanations of the behaviors and practices in the troubled companies. The cultural approach was attractive because of its dynamic nature and the kind of depth insights it can provide (
Corporate Culture: The Rites and Rituals of Corporate Life, claimed that companies could improve their performance by developing a “strong” culture based on shared values, celebration of heroes and performance of rites and rituals, among others. captured characteristics of “excellent” cultures at high-performing businesses. These included customer focus, employee empowerment, trust, shared values and lean organizational structures. between prescriptive and descriptive approaches to examining organizational cultures. A prescriptive approach views culture as “something an organization has” (and prescribes interventions to create or manage a “winning” or strong culture. However, scholars often adopt a descriptive approach, which considers culture “something an organization is” (). This approach rejects the notion of a one-size-fits-all cultural formula for success and focuses on how communications and interactions lead to shared meaning. Descriptive approaches also call attention to other important aspects of organizational culture, e.g., power relationships and gender and diversity issues.
Communication features: The cultural approach valorizes communication, seeing it as a culturally-based process of sharing information, creating relationships and shaping the organization (Communication and culture share a reciprocal relationship (Communications help create and influence culture through formal and informal channels, stories, shared experiences and social activities. Culture influences communications because employees interact though shared interpretive frameworks of culture, e.g., distinctive company vocabulary, valued media channels and established protocols and practices.
These five approaches demonstrate how internal communication changed as organizations grew and evolved. Today, elements of all five approaches live on in organizations–work rules, hierarchies, policies, training programs, work teams, job descriptions, socialization rituals, human resource departments, job descriptions, customer focus and so forth. Corresponding communication practices also are present today in formal, top-down communications, bottom-up suggestion programs, horizontal communications among team members, myriad print and electronic communications and new dialogue-creating social media that are changing communication structures and practices.
“As their role has evolved from ‘conveyors of information’ to strategic business partners, communication professionals are being asked to better connect employees to the business, equip leaders with the skills and tools to effectively communicate, ensure that the right messages are ‘breaking through the clutter,’ and show measurable results–all daunting challenges.”
Four Contemporary Issues
Organizations confront many challenges in today’s turbulent global market. They must process continuous changes and shifting workplace demographics, assimilate new technologies, manage knowledge and learning, adopt new structures, strengthen identity, advance diversity and engage employees–often across cultures and at warp speed. Internal communication lies at the center of successful solutions to these issues, and professional communicators must play key leadership, strategic and tactical roles to help their organizations resolve them. This section briefly reviews four issues affecting current practice:
1. Organizational Identity
Identification is a big concern for organizations because of the difficulties of being heard in a noisy world and disappearing organizational boundaries . Thus, organizations seek to create an identity that distinguishes them from others and ties employees more closely to them. Organizational identity has its roots in social identity theory), which refers to an individual’s self-concept that grows out of membership in social groups. Group identity refers to an individual’s sense of what defines “us” versus others. Employees or members also can develop an identity with their organizations (Ashforth & Mael, 1989; Mael & Ashforth, 1992). Haslam (2000) found that communication reflects and creates social identities, and shared identity helps build trust and shared interpretations.
effective internal communication strengthened employees’ identification with their organizations, more so than perceived external prestige. A strong company identity can boost employee motivation and raise confidence among external stakeholders (As Williams (2008) noted, however, a new generation of employees, less inclined to identify with their employers, requires new approaches to identity building. This may include greater use of new dialogue-creating media and e-communication groups. It also may require more employee interactions with customers and social causes, improved leaders’ listening skills and higher quality F-T-F communication).
2. Employee Engagement
engaging employees more fully in their work is the most important issue facing organizations. Engagement refers to “unleashing the full energy and talents of people in the work place”). Long an issue, it is more crucial today due to a dynamic marketplace, an information-saturated work place and trust and morale problems exacerbated by waves of downsizing, restructuring and corporate governance problems in the past 15 years). Employees are inundated with so much information today that they are overwhelmed, confused and work with the “volume off” ().
Professional communicators can help by aligning words with actions, building relationships and conversing with employees rather than communicating at them, and helping guide authentic executive actions which reflect organizational purpose. Burton (2008) suggested that new technologies help engage employees by personalizing executive communications and reinforcing face-to-face initiatives.
The benefits of an engaged workforce are clear. organizations with engaged and committed employees were 50 percent more productive than those where employees weren’t engaged. Employee retention rates also were 44 percent higher. companies with more engaged employees produce greater financial returns. Engaged employees contribute discretionary efforts, which they otherwise may withhold).
Professional communicators agree that measurement of their work is crucial, but they share few standards for what or how to measure. As a result, many measurement practices are tactical in nature rather than strategic and ongoing (In addition, organizations are struggling to set objectives for new social media and to measure their effects in internal and external communication initiatives (
Though steady advances are occurring in evaluating internal communication projects and programs, better measures are needed to assess linkages among communications, longer-term outcomes and desired behavioral changes.
4. Social Media
the Internet and Intranets were radically altering the marketplace and the nature of stakeholder relationships. New social media facilitate a “powerful global conversation” in which everyone can participate and share opinions, ideas, knowledge and images with each other, and circumvent traditional gatekeepers. that apart from F-T-F communication, no other channels “allowed people to say things more creatively, expressively, precisely, and powerfully than the Internet” and other new media (xii).
Social media refer to new electronic and web-based communication channels such as blogs, podcasts, wikis, chat rooms, discussion forums, RSS feeds, web sites, social networks (e.g., MySpace and Second Life) and other dialogue-creating media. Social media are revolutionizing communications and reconfiguring the long-time S-M-C-R model of internal communication (). New media increase the volume, speed and every-way flow of communication, connecting people, giving them a voice and stimulating discussions about topics of common interest (
15 Principles of Successful Internal Communications
Effective internal communication is hard work, but research findings and case studies point to some practices and principles which seem crucial to successful internal communications for organizations, employees and members. Here are 15 of them:
Timeliness and Content
Providing timely and relevant information to individuals, through channels they use and trust, and in language they understand, remains the basis for successful and strategic internal communications.
Communication content should provide context and rationale for changes or new initiatives as they relate to the organization, but especially to the relative performance or requirements of employees in local work units. This underlines the importance of the supervisor’s front-line role in communication.
Face-to-face communication is the richest medium. It should be emphasized in internal communications, especially to resolve conflicts or crises, communicate major changes and celebrate accomplishments.
Excellent listening skills reduce errors and misunderstanding, help uncover problems, save time, improve evaluations and facilitate relationship building. Development of excellent listening skills among leaders at all levels in organizations is crucial.
Social media are fast and powerful dialogue-creating channels which can empower and engage employees and members. They influence and alter traditional media and their uses, but don’t eliminate them. Communicators should blend new and traditional media in ways that help organizations best achieve their goals and enhance relationships with internal and external publics.
The CEO or senior leader(s) must be a visible and open champion for internal communication. Visibility is the first and most basic form of non-verbal communication for leaders.
The communication style of leaders should invite open, ongoing and transparent discussion so that people are willing to voice their opinions and suggestions.
The actions of leaders at all levels must match their words. This has everything to do with credibility and the extent to which employees will trust, commit to and follow leaders. As author Carolyn Wells said, “Actions lie louder than words.”
Professional Communicator Roles
Professional communicators must see themselves as internal experts on communication who serve as facilitators and counselors to executives and managers and provide strategic support for business plans.
Communicators must also be organizational experts. They must possess knowledge of the organization’s structures, challenges and objectives, as well as understand employee issues and needs and marketplace requirements and realities.
Participation and Recognition
Encouraging employee participation in decision making builds loyalty and commitment and improves the overall climate for communication. Participative decision making also often improves the quality of decisions.
Recognizing and celebrating achievements at all levels helps build shared values and organizational identity. Similar social events, rites and rituals contribute to and reflect an organization’s distinctive culture.
Measurement is a key to successful communication in any organization. Through diverse forms and approaches, measurement helps define problems, determine the status quo, record progress, assess value and provide a factual basis for future direction and action. Improving measurement knowledge and practice is an ongoing professional requirement.
Ongoing two-way communication is the foundation for employee motivation and organizational success. Two-way (now every-way) communication provides continuous feedback, which is crucial to learning and to processing organizational change.
In addition to achieving specific goals, internal communications should help create and reflect a culture for communication, where employees at all levels feel free to openly share ideas, opinions and suggestions. This will enhance employee understanding, build trust, stimulate engagement and encourage greater div ersity.