Organizational communication, key instruments

Organizational Communication Key Instruments
Javier Biondi

Management Master in Business Economics and Quantitative Methods 2010

Organizational Communication: Key Instruments Javier Biondi

1) Introduction

Organizations, Companies and Governments have organizational models, with operational processes, methods or rules but not all of them make these instruments really clear anddetermined. Such processes involve interacting with different dimensions of the enterprise architecture: cultural, humanistic, technical, structural and procedural. Managers need to deal with these issues with vision and encouragement for making a clear foresighted work-environment. Executing these processes is expensive but poor execution results in organizational problems. Having this issues andobjectives settled, organizational communication seems to be a key instrument to determined success or failure in the implementation or direction of an organizational process. The main question would be why should one presume there is a significant relationship between an organization's communications environment and its structure? What about organizational performance? Formal structural relations arestrongly influenced with the modes of communication used. Is there when, within operations and transactions; organizational frictions appear where markets are unable to explain them in a successful way. It is important to notice that, communication as a key factor has always have a special role in different organizational theories, as for example let us remember that for Taylor and Fayol,communications channels needed to be really controlled and structured.

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Organizational Communication: Key Instruments Javier Biondi

Within transactions, it is really important what problems of economic organizations are affected by human factors in attempting to grapple them. Efficiency is the main objective under this type of models. The purpose of this study is to identify key factors inorganizational communication which are effective in evaluating distortions associated with transactions in organizations. Derive elements and requirements of a “good” organizational communication in executing complex transactional processes. The communication environment is being influenced all the time by:

|PEOPLE|

|TASK|

Comunication Enviroment

Organizational Communication Behavior Themain references will consider the communicative process between parties,
bargaining for strategic advantages over the other counterpart as transactions among them.

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Organizational Communication: Key Instruments Javier Biondi

2) Organizational Communication Framework

Different organizational theories has given an important role to communication within the organizational structure, forinstance Freddick Taylor (1856–1915), Cientific Administration`s father; advice managers and supervisors to “communicate” with employees trough material benefits; workers were only motivated by this type of rewards. Taylor`s Communication Model was lineal and descending model Henry Fayol (1841-1956) believed in really controlled and structured communication channels. If making importantorganizational decisions follow a hierarchy order, why communication should not do so? He insisted on Vertical Communication and here we found three main principles: 1. Only one supervisor in order to avoid different interpretations of messages received from upper management. 2. Nexus of information is a hierarchy chain. A define structure would have a clear and order downward and upward flow ofinformation. 3. Control Unit – meaning that managers would not overhead supervisor if they want to communicate with latter employees. And also Max Weber (1864-1920) considered that communication should be rigid for a good execution of decisions and to make coordination of job assignments really predictable and in that way error would be minimized. After the Hawthorne Experiment and the experiences of...