Organizational Communication
Introduction
"Effective business communication is the lifeblood of every organization" (Murphy et al., 1997, p.4). It has been said that communication is the backbone of business, and those who possess such an ability to communicate effectively are those most likely to succeed in competitive business environments. But before this issue can be tackled, the term first must be defined: what exactly is communication? According to Robbins (2003), communication is the process of transferring and subsequently understanding meaning. A study by Updegraff (2003) proved that efficient communication exhibits properties which decrease conflicts, augment efficiency as well as allow firms to operate in a more coherent fashion.
The 1970s have been seen as a decade in which communication was lacking (Wright, 2001) especially between labor unions and corporations, executives and employees, and different races. But today, we are overwhelmed with an abundance of information, once again making effective communication practically impossible. Thus businesses must strive to implement a proper communication culture within their organizational framework, as it is a vital component which will ensure proper functioning.
It is evident that communication is fundamental in connection with any process in an organization. This is especially true in situations demanding organizational change. Any kind of change within an organization is usually followed by a deep resistance by employees as it is perceived as something inherently new and undefined. Employee resistance to change is one of the most difficult aspects of dealing with reform in a business. This paper will examine the correlation between communication and any form of change occurring in an organization. This paper argues that effective communication is the single most efficient tool organizations have in overcoming employee resistance to change during periods of transition.
Formal Channels of Communication in Reducing Resistance to
"Effective business communication is the lifeblood of every organization" (Murphy et al., 1997, p.4). It has been said that communication is the backbone of business, and those who possess such an ability to communicate effectively are those most likely to succeed in competitive business environments. But before this issue can be tackled, the term first must be defined: what exactly is communication? According to Robbins (2003), communication is the process of transferring and subsequently understanding meaning. A study by Updegraff (2003) proved that efficient communication exhibits properties which decrease conflicts, augment efficiency as well as allow firms to operate in a more coherent fashion.
The 1970s have been seen as a decade in which communication was lacking (Wright, 2001) especially between labor unions and corporations, executives and employees, and different races. But today, we are overwhelmed with an abundance of information, once again making effective communication practically impossible. Thus businesses must strive to implement a proper communication culture within their organizational framework, as it is a vital component which will ensure proper functioning.
It is evident that communication is fundamental in connection with any process in an organization. This is especially true in situations demanding organizational change. Any kind of change within an organization is usually followed by a deep resistance by employees as it is perceived as something inherently new and undefined. Employee resistance to change is one of the most difficult aspects of dealing with reform in a business. This paper will examine the correlation between communication and any form of change occurring in an organization. This paper argues that effective communication is the single most efficient tool organizations have in overcoming employee resistance to change during periods of transition.
Formal Channels of Communication in Reducing Resistance to
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