Organizational Communication

One of the main problems of communications within the organization is the problem of data quality, as well as its adequacy, timeliness and accuracy. It should be noted that both formal and informal communications are subject to certain general rules:
 Before establishing contact, both sides usually quite accurately define its purpose.
 Strong communications occur in the case, when both parties do not try to get full results immediately.
 Physical and psychological surroundings have great importance to effective communications, as well as the ability to quickly adapt to specific conditions.
 Communications are more effective in the case of usage of non-verbal ways of communication (intonation, gestures, posture, etc.).
 Valuable and useful information for the recipient, even in case of fragmentary contacts, increases the effectiveness of communication.
 Feedback is essential to the quality and information content of the message as well as to the quality of communications.
 Communication within the organization should be based on long-term interests and goals. This enhances the stability and flexibility of daily work.
 The practice of active listening, which involves primarily the termination of your own speech, the benevolent attention of the interlocutor, the absence of the dispute and the foreign occupation during the interview has great importance in communications process, as described in Organizational Communication.
Communications should be clear, precise, giving the necessary information related to professional activities. It should create an atmosphere of trust; improve the socio-psychological climate in the team. Moreover, with the aim to create a positive image in the market the information should be promptly communicated to employees, which, consequently, will provide an opportunity to enhance the overall manageability of the company, increase its operational efficiency, staff motivation and operational activities in the market, as well as improve the socio-psychological climate within the team.
Further I would like to consider leadership as one of the key elements of organizational communication. Interpersonal communication within the organization involves the relationships manager employee, as well as all areas of life of individuals, groups, society and the state itself. In this case, those, who govern and those, who have been governed, are in interaction. That is why it is necessary to consider the nature of leadership, taking into account the interaction between people. Modern management is hard to imagine without individual, innovative approach to changing circumstances with the aim to achieve new and promising directions of development, i.e. management is hard to imagine without leaders. In modern management, leadership integrates interpersonal factors to guide them to achieve the goals of an organization. Consequently, management and leadership are not synonymous, but the ability to be a leader is a key condition to become a manager. The leader is a man who can make the employee his like-minded or follower. The formal relations are official, functional. In turn, the informal relations are psychological, emotional. It is widely known that senior management has a special place in the formal relations, while leadership – is a phenomenon, generated by the system of informal relations. Moreover, the role and functions of a manager in the organization are pre-defined, and the role of a leader arises spontaneously without its formal definition and description. Also, it can be said that manager is appointed by senior management, receive relevant authority and has the right to apply sanctions, while the leader is pulled out from the number of people around him, with equal status and position. Thus, management is a social phenomenon in its essence, and leadership – psychological phenomenon, as stated in Leadership Qualities.
To sum it up I would like to say that organizational communications is a complex of measures, which leads to the communication system transparent, open and regular. Of course, it is extremely important to separate functions between the subjects of internal communications. For example, work in support of corporate web-site, a corporate magazine and corporate events can carry PR department and partly IT department, work on the adaptation of new employees, maintaining efficiency of corporate culture and internal communications system as a whole, keeping climate in the team HR department with the active involvement of top management in this process. I believe that sooner or later every organization has to make a choice: further usage of the old-fashioned bureaucratic, heartless principles of operation or to make a human factor as the main axis of its activity. The second option requires full commitment from the person, the voltage of the intellect, a willingness to take risks, to take unconventional decisions and the ability to respond for the deeds. However, it is worth it without any doubts the results of such work will surpass expectations.

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