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Communication
The Power of Communication in Organizations
The unifying dynamic of all successful organizations is communication. The foundational elements of all successful collaboration, coordination and the synchronization of complex systems and tasks are predicated on a multifaceted and well-integrated communications network across an enterprise (Smeltzer, Glab, Golen, 1983). The highest performing organizations often have the most agile, open and knowledge-rich networks of their industries, making tacit and explicit knowledge easily shared across the entire ecosystem (Huseman, Alexander, Driver, 1980). When an organization's communication channels at the individual, group, division and corporate level are stifled or limited, productivity and eventually profitability will suffer. The upward and downward flows of communication within an organization determine the level of agility the company achieves as well (Huseman, Alexander, Driver, 1980). The goals of this analysis are to evaluate what happens...
When communication becomes constrained or limited, there is a corresponding limit place on profitability and the potential for growth. The greater the openness and knowledge sharing in a given organizational ecosystem the higher the potential for profitable performance (Huseman, Alexander, Driver, 1980). Limited communication also makes change management exceptionally difficult as well, as with lack of information and knowedlge sharing comes lack of trust (Nelissen, Martine, 2008). The less the level of communication or the more limited it is, the less the ability of individuals in an…
References
Eisenberg, E.M., & Witten, M.G. (1987). Reconsidering openness in organizational communication. Academy of Management and the Academy of Management Review, 12(3), 418-418.
Huseman, R.C., Alexander, Elmore R., I.,II, & Driver, R.W. (1980). Planning for organizational change: The role of communication. Managerial Planning, 28(6), 32-32.
Nelissen, P., & Martine, v. S. (2008). Surviving organizational change: How management communication helps balance mixed feelings. Corporate Communications, 13(3), 306-318.
Smeltzer, L.R., Glab, J., & Golen, S. (1983). Managerial communication: The merging of business communication, organizational communication, and management. The Journal of Business Communication, 20(4), 71-71.
Power and Organizations a Case Study Power and Organizations: A Case Study Who is in charge is a huge element that determines the organizational structure of a company. Part of understanding this notion is examining the bases of power and the delicate balance between dependency and power. The bases of power are important in understanding the organizational structure of a company and how its leadership delegates authority over the subordinates and other
Communication in organizations includes all the means, both formal and informal, by which information is passed up, down, and across the network of managers and workers in a business. These various types of communication may be used to distribute official information between workers and management, to trade hearsay and rumors, or anything in between. The dispute for businesses is to control these countless communications so they serve to advance customer
Only then will the more effective use of knowledge occur and its value is de-politicized, making it more potent in generating profits (Chartrand, 1985). It is a paradox that the more challenging, disruptive and uncertain a given industry is the more organizations fractionalize their structures, creating splinter groups and politically volatile structures that only accelerate a company's demise. The paradox is that in the toughest and uncertain of times in
Smith provided the appropriate managerial direction which struck the right balance between creativity, performance and productivity. His farsightedness which encompassed a wide vision was long-term, ambitious and the same time entirely practical and feasible. (Section 7: Leadership and Management, p. 243) Having earlier steered a floundering company towards a successful path, Smith's work was uphill. He had to drastically change the organizational culture and structure while reducing conflict within the
Organizations in the perspective of political systems: in organizations, influence and power are derived from various sources and could be vested in teams of people more than in individuals. Sometimes, teams with a common interest form an alliance and become a coalition to exert a further influence. For example, individuals asserting civic rights by the power of majority used labor unions as traditional approaches. Nevertheless, influential teams are a source
Bnet.com/definition/Corporate+Culture.html). This last point is especially important: Corporate culture is primarily the purview of a company's management and of its leaders. It is something that top executives in a company attempt to manage through a number of strategies. Such attempts to manage the culture of a company are often highly unsuccessful, and an examination of many -- if not most attempts -- to bring about changes within a business tend to fail