The internal communication

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The shifting workforce dynamics are characterized by existing management problems that influence the activities of various agencies. As businesses become more innovative, technical advances begin to shape their processes, and the need for formal and informal groups within organizations grows (Wintoki, Linck & Netter, 2012). Furthermore, members of previous generations are retiring, millennials are taking on core fields of managerial problems and heading into managerial roles, and members of Generation Z are graduating from college. Such dynamics create new frameworks on how employers relate, talk and listen to their employees as well as define company issues such as transparency, politics, collaboration, and feedback. As a result, the concept of internal communication comes into play (Miller & Barbour, 2014). It entails a generic expression of informal and formal communication that an organization undertakes to its close stakeholders.

There exists a broad range of internal communication strategies that business entities employ, including vertical, informal, horizontal, formal communication (Crespo, Griffith & Lages, 2014). Companies must ensure effective internal communication for efficient management and company success. Adequate internal communication aids improving engagement of workers, enabling them to carry out their duties to the best of their abilities as well as ensuring all stakeholders work towards same organizational goals (Vaara et al., 2012). As such, this paper explores various aspects of internal communication such as internal communication in evolving environment, sustainable communication efforts, and development of organizational internal communication programs.

Internal Communication in an Evolving Organizational Environment

Current Climate of Internal Communication

The current environment of internal communications in organizations characterizes the nature of communication systems and the state of the working condition. As such, it involves the ability of business entities to create communication and organizational environment, which in turn, shapes the culture of companies. Positive communication climate is created through openness, supportiveness, collaborative decision-making, trust and setting high-quality goals. In an attempt to achieve corporate goals, many factors influence communication systems (Caunter, Jackson & Geach, 2017; Karanges, 2014). The factors are the climate of communication, which can be either positive or negative. Positive climate is fundamental to the people and entity since it creates an organizational climate of mutual trust, establishes effective communication systems, foster mentality communication, and foster motivational strategies. On the other hand, negative climate entails the existence of communication environment that characterize physical, language and personal barriers that hinder the effectiveness of internal communication systems in an organization (Schneider, Ehrhart & Macey, 2013). Notably, the current climate of internal communication also characterizes the application of employee-fronted internal communications, the perpetuity of emails, the rise of enterprise social networks and the validation of internal communications.

Organizational Disadvantages of Internal Communication

One of the existing obstacles to organizational success is informational discrepancy, which refers to the insufficiency of the vertical and horizontal spread of information. The discrepancy, therefore, characterizes the drawbacks of internal communication in organizational management (Boczkowski & Mitchelstein, 2012). As such, the shortcomings include conflict creation, time wastage and issues relating to performance review. As regards to conflict, some organizational employees may take advantage of internal communication benefits to create unnecessary arguments and engagements with the management or other members of the team. That would thus lead to a conflict which results into disruption of operations and tensions (Lumineau, Eckerd & Handley, 2015). Disruptions of operations affect the continuity of organizational activities hence curtail the goals and objectives of any company. On the other hand, conflicts resulting from misapplication of internal communication create tensions in different levels of management, which in turn lead to lose of control and misunderstanding resulting in possible demotivation of employees. Time wastage of internal communication includes spending gossiping and engaging in other unnecessary communication that does not align with organizational objectives. As such, there is a need to ensure adequate systems that make it mandatory that information shared is for the benefit of an entity. Besides, when a company uses performance reviews as an internal communication system to outline the challenges facing employees and their personal goal, it may become problematic to obtain sufficient information from some employees due to fear of warnings or disciplinary actions against those who did not meet set standards.

Core Benefits of Internal Communication

Internal communication is the core lifeblood of organizations. Both external and internal communications are fundamental in controlling the daily activities of organizational operations. As such, the core benefits of internal communication include fostering motivation, control, coordination, aiding in decision-making, developing managerial efficiency and ensuring proper supervision of organizational activities and resources. Adequate implementation of internal communication motivates organizational employees by providing good leadership among subordinates and other members of staff. Through adequate and effective internal communication, the members feel they are part of the company (Mishra, Boynton & Mishra, 2014; Colleoni, 2013). While control is an essential part of an organization, coordination helps in setting goals in different departments and units courtesy of internal communication. Besides, internal communication fosters decision-making by improving the quality of decisions made due to adequate sharing of information and participative leadership, which in turn improve productivity, ensure adequate supervision as well as promote managerial efficiency. Besides, the existence of effective internal communication systems in an organization reduces labor turnover rates and upholds smooth functioning of individuals due to a cordial relationship that it creates between employees and the management.

Sustainable Internal Communication Efforts

Internal communication is among the fundamental needs for corporate entities, as sustainability becomes a crucial challenge for many organizations. Internal communication process should as such, address organizational issues relating to procedures, rewards, people, and structure (Kataria, Kataria & Garg, 2013). The function of human resources can aid companies in achieving sustainable growth where the strategies characterizing employee development are communicated efficiently and integrated with functional, business and corporate strategy (Kuehn & Weber, 2015).

Internal Communication Tools: Employee Communications

An organization can employ a variety of internal communications tools. The importance of internal communication necessitates the needs for the communication tools to deliver or rather transfer information in an organization hence aiding employee communication. Despite the size of an organization, communication is fundamental for building operations, capabilities, productivity, competencies and for aligning teams and creating a corporate culture (Katzy, Bondar & Mason, 2012). Effective internal communication makes all the differences that a company needs to stain competitive and survive the dynamic environment.

As such, having adequate communication systems calls for right tools. The tools include streams, charts, document sharing, team spaces and news (Verčič, Verčič & Sriramesh, 2012; Huy & Shipilov, 2012). Streams are free forms of open communication platforms such as Twitter and help individuals stay updated about the vibe of an organization. Chats such as Skype and Instant Messenger are essential for small and fast group communication. News aids in communicating necessary information to different organizational departments. It is the core of communication and aligns individuals with common priorities (Verčič, Verčič & Sriramesh, 2012; Huy & Shipilov, 2012). On the other hand, document sharing and library include information passed through published work on documents, video, spreadsheet and presentation among others. Team spaces help teams and groups foster collaboration and get to work. Elements of team spaces include calendars, chat and document sharing and task management. Effective application of the internal communication tools depends on communication needs as shown in the appendix (Jorfi et al., 2014).

Ethical Leadership in Internal Communication

Over the years, authentic and transformational leadership styles have been seen as characterizing ethical components that align with the concept of symmetrical communication (Men & Stacks, 2014). While principled leadership is a positive governance style that organizations should put on top of their leadership lists of effective corporate control, the constructive impact of moral leadership on employee outcomes and internal communication systems incorporate the change in behavior on symmetrical communication, improved employee engagement and leadership credibility. As such, it promotes trust, feedback, and ethical culture, tolerance, openness, and credibility, reciprocity, adequacy of information, effective decision-making, negotiation and employee-centered style among others (Men, 2015).

Internal Communication Crisis Sustainability

Sustainability is a major concern for every organization, and the growing level of competition creates a threat to long-term survival of the business entities (Singh, 2013). Sustainability takes into consideration profit, people, and the planet, which forms its backbone. Adequate analysis of organizations indicates that elements such as process, rewards, strategy, structure, and processes are intertwined with initiatives of sustainability that helps organizations realize competitive advantage. Internal communication is vital for greater employee engagement and can help solve these elements and lead sustainability (Karanges, 2014). Internal communication crisis entails the breakdown of international communication systems leading to conflicts, poor decision making, and organizational efficiencies. To solve the communication and sustainability issues, there is a need to incorporate the principles of sustainability into business decisions and communication systems (Singh, 2013). Sustainability can also be achieved through internal payback, that is, what an organization offers to its stakeholders is key to solving challenges of sustainability.

Development of Organization Internal Communication Program

Managerial Responsibility in Internal Communication

Internal communication is about facilitating conversation and as such, an organizational management plays a key role in such communications. The managerial responsibility in this regard involves the role of top management, human resources and team managers in fostering internal communication. Senior leaders_x0092_ role, in this case, involves making frequent announcements as well as updates about the status of an organization, the internal and external environment and invite stakeholders to share in their views (Ruck & Welch, 2012; Mishra, Boynton & Mishra, 2014). Human resources, on the other hand, play more than a transactional role in internal communication. It facilitates the communication by creating internal communication strategy and using the systems to employ and manage employees (Ruck & Welch, 2012; Mishra, Boynton & Mishra, 2014). Team managers create micro communication channels and foster team communications.

Key Internal Communication Plans and Strategy

In most cases, developing and delivering internal communication plans and strategy rest in the hands of organizational development or human resources. Adequate and practical approach to employ in developing a good internal communication plan starts with why the organization needs to have the plan. It is the reason something takes place the way it does. Notably, effective communication is not an end but rather a means to an end (DiSanza & Legge, 2016). Therefore, the key to internal communication plan and strategy entails following specific steps in the plan development; researching the plan, planning, ensuring the plan is business problem-oriented, committed drive force, understating available tools, ensuring consistency, catering for two-way communications, avoiding overwhelming employees, ensuring the plan is inclusive, ensuring standardized internal and external communication and planning for disaster and contingency.

Organizational Internal Communication Effectiveness

The internal communication systems play essential roles in organizational success through the influence they put on critical success factors such as retention, performance, satisfaction, and engagement. As such, it has a direct effect on a company_x0092_s bottom line. Nevertheless, organizational stakeholders may find it difficult to prove the value of internal communication since they cannot qualify or quantify its impact. However, what determines the nature of internal communication is its effectiveness (Srivastava & Srivastava, 2016; Bücker et al., 2014). The effectiveness of internal communication in an organization depends on communication systems, leadership styles, organizational culture and nature of communication among others.

Conclusion

In conclusion, the modern days of management mark tipping points for workforce demographics as organizations improve on their competitive nature. Based on the above analysis, it is evident that internal communication upholds a fundamental role in the organizational management hence the need to manage issues relating to communication systems, sustainability and developing internal communication programs. Efforts geared towards solving communication issues characterize successful organizational management.

References

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Bücker, J. J., Furrer, O., Poutsma, E., & Buyens, D. (2014). The impact of cultural intelligence on communication effectiveness, job satisfaction and anxiety for Chinese host country managers working for foreign multinationals. The International Journal of Human Resource Management, 25(14), 2068-2087.

Caunter, M. L., Jackson, B. K., & Geach, S. R. (2017). U.S. Patent No. 9,747,141. Washington, DC: U.S. Patent and Trademark Office.

Colleoni, E. (2013). CSR communication strategies for organizational legitimacy in social media. Corporate Communications: an international journal, 18(2), 228-248.

Crespo, C. F., Griffith, D. A., & Lages, L. F. (2014). The performance effects of vertical and horizontal subsidiary knowledge outflows in multinational corporations. International Business Review, 23(5), 993-1007.

DiSanza, J. R., & Legge, N. J. (2016). Business and professional communication: Plans, processes, and performance. Pearson.

Huy, Q., & Shipilov, A. (2012). The key to social media success within organizations. MIT Sloan Management Review, 54(1), 73.

Jorfi, H., Jorfi, S., Fauzy, H., Yaccob, B., & Nor, K. M. (2014). The impact of emotional intelligence on communication effectiveness: Focus on strategic alignment. African Journal of Marketing Management, 6(6), 82-87.

Karanges, E. R. (2014). Optimising employee engagement with internal communication: a social exchange perspective (Doctoral dissertation, Queensland University of Technology).

Karanges, E. R. (2014). Optimising employee engagement with internal communication: a social exchange perspective (Doctoral dissertation, Queensland University of Technology).

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Kuehn, D., & Weber, L. (2015). The Challenges of Internal Communication about Environmental Sustainability.

Lumineau, F., Eckerd, S., & Handley, S. (2015). Inter-organizational conflicts: Research overview, challenges, and opportunities. Journal of Strategic Contracting and Negotiation, 1(1), 42-64.

Lumineau,, L. R. (2015). The Role of Ethical Leadership in Internal Communication: Influences on Communication Symmetry, Leader Credibility, and Employee Engagement. Journal of Public Relations, 9(1), 1-22.

Men, L. R., & Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4), 301-324.

Miller, K., & Barbour, J. (2014). Organizational communication: Approaches and processes. Nelson Education.

Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183-202.

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Srivastava, R., & Srivastava, R. (2016). Measuring the effectiveness of the communication strategy by using Brand Score Technique-a practitioner Study. Measuring Business Excellence, 20(3), 26-41.

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Verčič, A. T., Verčič, D., & Sriramesh, K. (2012). Internal communication: Definition, parameters, and the future. Public relations review, 38(2), 223-230.

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November 09, 2022
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Business Economics

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