Jaipur National University Benefits of Organizational Communication Research Please submit below 2 in a Separate WORD Document , attached sample document a

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Topic: BENEFITS OF ORGANIZATIONAL COMM

(7-10 pages of content – exclusive of title and reference pages) on a topic BENEFITS OF ORGANIZATIONAL COMM regarding This paper is expected to show academic scholarship, both in content and presentation. The paper should be formatted to APA, contain a reference list of at least five sources with in-text citations throughout the paper, be free of plagiarism, grammar, and spelling errors. The paper should have a title page, abstract, an introductory section, a literature review of current journal articles or studies that have been accomplished in the topic area, and a conclusion section.headings to separate ideas within the paper, proper spacing, formatting (one inch margins and Times New Roman (or similar), 12 point font), and a reference page (APA format).

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A Winning Concept:
The Benefits of Organizational Communication
Prepared by Student Name
Date
New England College
Course MG5415
Organizational Communication for Leaders
Julie Zink, Ph.D.
CROSS CULTURAL COMMUNICATION
Abstract
Communication is a critical and effective medium that conveys information to a recipient or a
group. While it is important to convey a message concisely, an effective communicator
commands undivided attention. The benefits of effective organizational communication when
executed well, cultivates a sense of commitment and loyalty within its employees, as well as
instilling that they are an essential component to the overall success of the organization.
Keywords: Organizational communication, strategy, leader, vision, mission, goals, management
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A Winning Concept: The Benefits of Organizational Communication
“One of the greatest responsibilities of an organization’s leadership is to communicate with
unwavering clarity the values on which the organization has been built (Vern Dosch, 2016).”
Introduction
Communication is a fundamental and essential function of civilization from the cradle to
the grave. It is the backbone of the universe’s existence as we know it, creating and cultivating a
type of social bondage that occurs between human beings and living things alike. In the business
world, it is the absolute nucleus that determines how effectively we will communicate, react,
interact, and share information with each other. In fact, if we are to consider organizational
communication as a field in its own right, it would be apt to label it as a subcategory of a much
larger and broader discipline of communication studies. As a subcategory, organizational
communication’s composition comprises analysis, consideration, and criticism of the role of
communication in organizational contexts.
Defined, organizational communication is, “the way in which an organization gives the
public and its employee’s information about its aims and what it is doing (Cambridge, n.d.).”
Organizational communication is also a component of effective management in a workplace
environment. The main functions are not only to inform but persuade and promote both support
and goodwill. Communication is the lifeline of an organization, always providing the necessary
information to ensure effective performance in all business activities. Communication in an
organization is fundamental to running a successful business. It also requires active participation
that encompasses the Board of Trustees and or Directors, Chief Executive Officer and or
President, C-Suite leaders, management, and the teams that report to the managers. While
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management is the means to achieving organizational goals, efficiency and effectiveness of
management depends on effective communication. Every minute aspect of management hinges
upon successful communication. Without effective communication, an organization cannot
feasibly create and convey its credo: its vision and mission statement, the strategic plan,
conveying how one shares or disseminates information, or even actively communicating within
the organization, one’s clients, providers, and even vendors.
Factors That Contribute to Successful Organizational Communication
Factors that contribute to successful organization communication include a clear vision
and mission statement, a current strategic plan, clear goals and objectives, and a steadfast
commitment to the company’s success. In fact there are a number of areas that support successful
organizational communication that include processes, structures, and even forms of
communication that transpire between the Board of Directors, the leadership, and of course the
different layers of management.
In order to set up a safe structure for an organization to successfully promote effective
organizational communication, it should be readily adaptable to the situations at hand and
responsive to the needs of the outside environment. There should be open and frequent
communication within the organization through various mediums, in addition to potentially
developing internal/external newsletters, media campaigns, and holding meetings or even
conferences depending on the size of the organization. Within the structure itself, there should be
clearly defined roles and policy guidelines for the employees. By empowering employees with
open decision making at all tiers, members should also share a stake in the organization’s process
and outcomes.
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Leaders should lead by example which means leadership should begin at the very top.
Membership of the Board should exhibit not only mutual respect but understanding and trust as a
whole. They should demonstrate a willingness to compromise or collaborate in the best interests
of the organization.
Effective Leadership and the Management Paradox
The term “Leadership” is somewhat loosely defined, since there is no clear or consistent
language to determine the meaning of leadership. For many, it denotes providing a clear vision,
the ability to lead others, completing tasks, or motivating others to succeed within their defined
roles and goals. It is important to note that while there are leaders, there are also leaders who are
not so effective in their roles. Leaders need to be visionaries who steadfastly steer a course for
their organization regardless of the obstacles they will need to overcome. While a leader may not
be born with the necessary abilities or skill sets, they may be acquired along the way by learning
through experience and through example. In fact, by relying on different types of behavioral
traits, a leader may successfully influence others, in addition to executing and accomplishing the
organizations goals regardless of the circumstances.
Souba (2006), suggests that there is a clearly defined misalignment between that of
leadership and its management. While leadership is focused on change, creating a new strategic
vision, and transforming the corporate culture, management’s focus is more aligned with creating
and maintaining order, maintaining a level of consistency, standardization, meeting goals and
budget, in addition to being ever efficient and effective.
Bernard Bass, a specialist in transformational leadership, once stated that, “Leaders
manage and managers lead, but the two activities are not synonymous (Coutts, n.d.).”
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Paradoxically, this equates to managers not actually making good leaders and good leaders not
actually making good managers.
Managers are typically responsible for the planning, investigating, and organization of
business processes. Leaders deal with the interpersonal aspect of a manager’s position. To be a
good leader, we need to be confident within ourselves.
The Four Stages of Organizational Change (OLC)
The concept of organizational change was first introduced in 1950 by British economist
and philosopher, Kenneth Boulding (Nasar, 1993). More than half a century later, Boulding’s
concept has been adapted to fit many different disciplines that include, but are not limited to,
management, marketing, and public administration. According to Boulding’s concept, the
organizational life cycle may be segmented into four stages similar to that of a natural living life
cycle: Birth, youth, maturity, and decline/death (Ionescu et al., 2007).
Organizations, like all living things, have a limited lifespan. While some lives span a
longer duration than others, each stage of development is both predictable and sequential, from
the cradle to the grave. In order for an organization to be successful, it must have a strong
foundation in organizational communication. Furthermore, it is important for leaders to truly
understand and realize exactly which phase their organization is in, in order for them to adopt
strategies that best suits their current situation. It is important to note, however, that both external
environmental events and internal circumstances can clearly impact the success of an
organization. According to an article by Inc., (n.d.), “The OLC model’s prescription is that the
firm’s managers must change the goals, strategies, and strategy implementation devices to fit the
new set of issues. Thus, different stages of the company’s life cycle require alterations in the
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firm’s objectives, strategies, managerial processes (planning, organizing, staffing, directing,
controlling), technology, culture, and decision-making.”
Organization Stages of Development (Daft E5-6 p.175)
Source: www.unc.edu
The Power of Negotiation
Negotiation is prevalent everywhere throughout our daily lives be it at a personal level or
through the daily business communications that we conduct internally or with the outside world.
It can be as simple as negotiating with a toddler to get them to do what you want, making a deal
with your team if you reach a certain goal, or even contracting a negotiation.
There are three forms of negotiation:
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•
Soft negotiation
•
Hard negotiation
•
Principled negotiation
According to Fisher et al., (2011), the soft negotiator is determined to avoid any type of
personal conflict at all costs. These individuals will make concessions readily in order to be able
to make an agreement. The outcome for this type of negotiation is typically unpleasant and the
soft negotiator nearly always walks away feeling completely exploited.
For some individuals, using the hard approach creates a better outcome though
potentially at a higher cost, straining the relationship that actually began the negotiation in the
very first place. For the hard negotiator, this is a battle of the wills. Neither side is willing to
retreat, ultimately resulting in a stale mate, since neither side is willing to give concession to
their own demands.
The final type of negotiation is a strategic combination of soft and hard skills. The
objective is to look at the mutual gains wherever possible and when there is conflict, ensure that
the results are based on some form of fair standard that is “independent of the will” on either
side: Hard on merits, and soft on people. This is deemed to be the fairest and most satisfactory
form of negotiation and both parties walk away feeling quite successful regardless of the
outcomes.
Groupthink
Groupthink is a psychological phenomenon that occurs when a group of individuals
actively focus on minimizing any type of conflict. It is the influence to which these individuals
have the overall desire for conformity rather than conflict. It is the conscientious ability to reach
a consensus decision without any form of critical evaluation or even counter viewpoints. For
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smaller organizations, the concept of Groupthink may be considered beneficial but for larger
organizations which deal with much more complex issues, avoiding Groupthink may be
beneficial to their business practices, since it cultivates open discussion rather than conformity
(Cain, 2012).
The Manager’s Hot Seat: Problem Solving
Building critical thinking and decision making skills is an integral part of organizational
communication. On a daily basis we are faced with distractions and yet it appears that there is
never enough time to dedicate to effective problem solving. For many leaders, being able to
solve the problem quickly and move on, alleviates the immediate issues at hand. Yet, whether we
see the glass as half-full or half-empty, determines how we view problems that are presented to
us. For many it is one more obstacle, but for others it is yet another opportunity to improve.
Llopis (2014) noted that problem solving is the essence of what leaders do. He further states that,
“As leaders, the goal is to minimize the occurrence of problems—which means we must be
courageous enough to tackle them head-on before circumstances force our hand. “
The Employee Brand
While a brand is an organization’s identity, an organization does not have the luxury of
creating its own brand. Its brand evolves through the product and the type of clientele that it
attracts. Furthermore, employee branding actually shapes its employees behavior so that they
emulate the brand identity through their everyday work behavior.
A strong brand, not only serves to position the organization at a desired level but invokes
trust and loyalty enabling organizations to create long term sustainable relationships with their
employees and customers.
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Conclusion
Today’s challenges in the workplace include incorporating innovative and engaging ways
to involve and motivate employees while at the same time, meeting and enhancing the
organization’s bottom line. Organizational communication is a critical element in a company’s
success, especially if a leader is to lead and be the perpetrator of change. Valuable skills of
organizational communication include interpersonal communication, small group
communication, conflict management, inter-cultural communication, writing, and managing
organizational change.
Great leadership starts at the top. It is this type of leadership that is indicative in an
organization when problem solving appears completely seamless. Such an ability, enables both
employee and organization to continually grow and improve, strategically. When problem
solving results in chaos, sadly, it is indicative of a serious leadership deficiency.
To stay true, organizations must concentrate on developing organizational leaders who
will stay focused on their core mission, maintain effective management practices and
communication, drive “program” effectiveness, and hold team members accountable. Effective
organizational communication is the backbone of corporate success. It is through this, that
employees become more committed and loyal to their organization with the knowledge that they
are a valued and essential component of their company’s success.
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References
Cain, S. (2012, January 13). The Rise of the New Groupthink. Retrieved September 26, 2016,
from http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-newgroupthink.html?_r=0
Coutts, P. (n.d.). Leadership vs. Management. Retrieved September 28, 2016, from
http://www3.telus.net/public/pdcoutts/leadership/LdrVsMngt.htm
Davenport, B. T. (2015, February 20). The 4 Stages of the Employee Value Proposition.
Retrieved September 26, 2016, from http://www.eremedia.com/tlnt/the-4-stages-of-theemployee-value-proposition/
Dosch, V. (2016). Quotes About Organizational Leadership (73 quotes). Retrieved September
26, 2016, from http://www.goodreads.com/quotes/tag/organizational-leadership
Fisher, R., & Ury, W. (2011). Getting to yes: Negotiating agreement without giving in (p. xxviii).
New York, NY: Penguin.
Ionescu, G. G., & Negrusa, A. L. (2007, December). The Study about Organizational Life Cycle
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Kinicki, A, Fugate, M. (2016). Organizational Behavior: A Practical, Problem Solving Approach
(p.256). New York, NY. McGraw Hill.
LLopis, G. (2013, November 4). The 4 Most Effective Ways Leaders Solve Problems. Retrieved
September 26, 2016, from
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http://www.forbes.com/forbes/welcome/?/sites/glennllopis/2013/11/04/the-4most-effective-ways-leaders-solve-problems/
Mosley, R. (2015, May 11). CEOs Need to Pay Attention to Employer Branding. Retrieved
September 26, 2016, from https://hbr.org/2015/05/ceos-need-to-pay-attention-toemployer-branding
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Organizational communication Definition in the Cambridge English Dictionary. (n.d.). Retrieved
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http://dictionary.cambridge.org/us/dictionary/english/organizational-communication
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