Job insecurity should be decreased and a sense of community should be created so that employees may feel their responsibilities. The need for change and its advantages will motivate the staff to participate in change plan and execute it. According to Yildrim investigated the effects of communication strategies on organizational performance.
Adescriptive research design was used in this study. The findings of this research showed the importance of both the theoretical level and practical level. It concluded that for any organizational performance to be effective, an open communication environment should be encouraged.
Once members of the organization feel free to share feedback, ideas and even criticism at every level it increases performance. Salifu, A. Yildirim, O. The Impact of organizational communication on organizational citizenship behavior: research findings.
Procedia-Social and Behavioral Sciences , , pp. Chun, M. The Journal of the Korea Contents Association , 16 6 , pp. Kamau, A. Your email address will not be published. Skip to content Home February 27 Communication is the lifeblood of an organization. Discuss this assertion by referring to the importance of communication in an organization of your choice. February 27, Chris. Related Posts Communication Project Management.
Poor stPoor structure to the communication As mentioned in Essentials of Business Communication, the structure of a communication is an essential factor in how well a business communication is received by an audience. It doesn't matter whether that audience is an audience of one or one million, good structure is essential if a communication is to be 'heard' amongst the advertising and marketing 'noise' of today's business environment. A weak delivery is like the very funny joke with the badly-told punchline it is not as funny or as memorable as you remember the original to be.
My mother is a shocker when it comes to jokes. I remember one evening she was telling me a joke and, having successfully gotten all the way through the lead up, couldn't remember the punchline. She fumbled and stumbled her way, but couldn't get me to laugh. So she rang the friend who told her the joke and got HER to tell me the punchline.
What was incomprehensible and unfunny suddenly became extremely funny. It's all in the delivery. It is important to not get confused between delivery and presenter. I know of one English businessman, Richard Branson, who is a shy and reticent public speaker. Yet I have seen audiences hang on his every word. How do you communicate this? Believe it or not, I know of one company who were seriously considering holding a major public meeting about this, with the department head having to get up in front of the entire department in the staff restaurant and explain why her staff couldn't order disposable fountain pens for a while.
I know of one group that were thinking of rolling out a small internal initiative via an expensive multi- media cd-rom, one to be given to each member of staff. In the first case a simple memo would have sufficed; in the second a simple announcement on their intranet would equally have gotten the message across. If you deliberately, or otherwise, confuse them. A HUGE barrier to business communication is the ability of 'business-speak' to confuse and alienate its audience.
It does this in two ways: 1. By using terms and phrases that are 'jargon', the meaning of which are possibly recognised but probably not fully understood 2. Fortunate to have been presenting a paper there, I was nevertheless distracted by the very large number of other presenters, many of whom were presenting papers that, on reading their paper's titles in the Proceedings, looked really interesting.
With a couple of hours to spare before I was due to present, I picked what appeared to be an interesting presentation, and sauntered casually into the lecture room. So you can imagine my dismay when I found, about five minutes into the presentation, that the title was a 'trick' title, a play-on-words by the author that no doubt struck him as funny and clever, but struck me as dastardly. That is, he used a 'hot' topic of the day to entice an audience in, only to then present to them something that had VERY little relevance to that 'hot' topic.
A distracting environment There's nothing worse than trying to communicate your message to a group of people who cannot 'hear' you.
Manish Asnani. Manali Ahuja. Shah Anjum Alam. Chetan Shetty. Sandhya Mohan. Vinay Keshri. Oshim Adhar. Bhagavathy Shanker. Santhosh Kumar. Rishi Gambhir. Anonymous xpdTqv. Viviana Andone. Ali Asharaf Khan. Krishna Kumar. Anum Iqbal. Syed Yaqzan. Popular in Psychology. Rathiesh B Thazhath. Neda Stefanovic. Bobby Butarbutar. Iain Cook-Bonney. Noel Matthan Angelo Macaway. Only in this way can an idea stay alive and have a chance to grow. However, that does not mean that anyone can make a decision or take any action she or he may think appropriate based on that information.
There is a difference between information channels and decision channels. The first is informal, unstructured and knowledge-oriented. It sparks ideas and suggestions. The second is formal, more structured and action-oriented. It triggers decisions and authorizes actions. Thus everyone can move smoothly ahead together. Good ideas often have difficulty surviving in troubled or-ganizations. In those settings, the atmosphere is such that people are not encouraged to bring forward their ideas.
Moreover, in unhealthy organizations, people are often afraid of new ideas and new information — afraid that it will change their role, their power. Compare that with a successful organization, where new ideas represent opportunities for everyone to grow. Here, the philosophy is instead:. Good managers, particularly, know that each employee is far more knowledgeable than the bosses ever could be about the details of their jobs.
These managers know that if their work group is going to improve its performance, it will take more than just hard work. It will take a constant infusion of fresh input from the people who are actually closest to the task.
It occurred to him that there had been very little change in drafting equipment in two centuries. His objective was to free designers from the centuries-old but laborious task of modifying their visual displays on their drawing board or a hard model.
Instead they could actually manipulate a visual display. This would greatly shorten developmental cycles, reduce costs, and bring new products out faster. A lot of people thought this was a stupid idea. Ideas are fragile. Especially breakthrough ideas. Many brilliant ideas undoubtedly sounded ridiculous the first time someone else heard them.
There is no such thing as a bad time or place to have a good idea. Not if you have the gift of curiosity. George de Mestral was intrigued about something which countless people had grumbled about and never paid much attention to. So, he looked at them through a microscope. What he saw was hundreds of tiny hooks. And what was born was the idea for the Velcro fastener. What should be encouraged at a company is a climate in which fresh ideas can get a thoughtful hearing.
0コメント