Organizational communication

Master's ・Communication Strategies ・MLA ・4 Sources

The company is in a very precarious situation that requires urgent attention, a failure that could lead to major losses and ultimately leave the market. The business operates with official relations between the employees under the official organizational framework. More precisely, under the hierarchical system, the organization deals with separate departments led by various executives. Decisions and knowledge flow are processes in this organizational system that are carefully communicated to the lower, upper and horizontal departmental levels (Bennett & Gabriel 212-215). Many internal and external communication problems are noteworthy and demand an urgent response. The communication culture fails to uphold the beliefs, norms, values, and principles that should be uniting the members. The downward communication channel is faulty resulting in the low ranking members of the staff to unaware of what is happening at the top management levels. The faultiness of the communication channel is also causing a reduced communication between the manager and other members of the Staff.
Whenever low ranking workers raise issues to be addressed by the top managers, their voices do not reach the target due to the poor upward channel of communication. Such a move is at times met with negative consequences such as getting negative sanctions. The reaction by the workers for this treatment is gossiping which results to misinforming potential customers that have recently shifted their loyalty. Gossiping is another challenge that comes out in this setting because of the failure to appreciate the presence of informal structures within the organization (Michelson et al. 375-376). From the challenges presented in this context, communication has failed to achieve some of its basic goes that include motivation, control, balancing the needs and goals as well as managing knowledge. The latter explains why conflicting answers are given to customers because of failing to share the ‘know-how’ of the expectations, production methods, sales trend and strategic directions (Eisenberg 230-233).

Solving Problems in Internal Communication

The problems facing the internal communication in the firm can be solved and restore the normalcy for the benefit of all stakeholder. One of the problems identified was the poor downward communication where the low ranking employees were unaware of the operations in the top management. The manager needs to start giving recognition to the ongoing activities and let the workers know which behaviors are expected and wanted. Recognition can take the form of monetary and non-monetary incentives. The challenge in the upward communication can be overcome through the seniors changing the negative mentality of the messages communicated from the subordinates. The messages are delivered through reports, complaints, memos, feedback sessions, and suggestion boxes.
Horizontal communication might have been discouraged because the manager thought it would make workers friendly to each other hence less work (Seeger et al. 225-237) This form of communication should not be undermined because it a useful and a realistic way for the exchange of information. In times of a crisis where quick solutions to problems are needed the horizontal communication is effective in coming up with possible solutions to the problem. Gossiping is a problem that affects an organization’s output and be handled through enhancing the downward, the upward and the horizontal communication strategies. The formalization of communication will create a transparent environment where all the workers will feel important hence abandoning gossips, and the time can be diverted for other productive activities. Centralization and formalization authority, control and communication are two key pillars in ensuring that conflicting messages are not passed amongst the workers. Working on these two principles will also help to come up with a long-term solution to the delivery of uniform and consistent information to the customers and shareholders. Addressing these factors affecting the internal communication will enable the company to easily achieve the intended profit-making goals.

Solving Problems in External Communication

Unlike the internal communication, external communication happens between the members within and outside the organization (Howell Christine, 2006). Any stakeholder who is not on the payroll like the clients, business partners and utility providers fall under this category. Several steps can be undertaken to restore the previous effective state of communicating with the external stakeholders. External communication issues should be tackled through giving the problems a collective approach to come up with one voice in the solution. External feedbacks can also be gathered to lay out the weaknesses and the strengths in the delivery of goods and services. Solutions to the problem of external communication should be developed to increase the degree of satisfaction which has a direct correlation with the customers’ retention rates. Unsatisfied customers from external communication are likely are more likely to find alternative firms to offer goods and services.
Feedbacks of the external communication problems should be gathered and analyzed. The analysis serves a great function of capturing the feelings of the customers affected by the issues. Because of the dynamic nature of communication technologies, the ‘new’ networks have been successful in meeting the needs of external communication (Kietzmann. 30). Many firms now have their platforms on social Medias where official communication is made and inquiries made. The response to queries raised is normally done efficiently, minimizing conflicting messages for the targeted population. Whenever possible, all the issues raised by external stakeholders should be addressed without even from the dissenting members. Firms are increasingly looking for new ways to enhance their communication with social media handles and pages serving as important tools to reach various customers despite the geographical barriers. The major reason why this particular firm is almost exiting the market is because of failing to establish a communication relationship with the external shareholders who now perceive the current business environment as being hostile and unpredictable.;


Bennett, Roger, and Helen Gabriel. "Organisational factors and knowledge management within large marketing departments: an empirical study." Journal of knowledge management 3.3(1999): 212-215.
Eisenberg, Eric M. "Ambiguity as strategy in organizational communication." Communication monographs 51.3 (1984): 230-233.
Howell, Jane M., and Christine M. Shea. "Effects of champion behavior, team potency, and external communication activities on predicting team performance." Group & Organization Management 31.2 (2006): 180-211.
Kietzmann, Jan H., et al. "Social media? Get serious! Understanding the functional building blocks of social media." Business horizons 54.3 (2011): 241-251.
Michelson, Grant, Ad Van Iterson, and Kathryn Waddington. "Gossip in organizations: Contexts, consequences, and controversies." Group & Organization Management 35.4 (2010): 375-376.
Seeger, Matthew W., Timothy L. Sellnow, and Robert R. Ulmer. "Communication, organization, and crisis." Annals of the International Communication Association 21.1 (1998): 225

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