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Purpose of Effective Communication in Organization

Purpose of Effective Communication in Organization

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Published by A-Muqtadir Ansari

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Published by: A-Muqtadir Ansari on Jul 08, 2012
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08/13/2013

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Purpose of Effective Communication in Organization
 Introduction:
Managers need to be effective communicators to achieve positiveresults in today’s organizations. Some of the purposes are –? Seeking or receiving information,encouragement, control, selling proposals, confrontation. ? Talking to different levels within thehierarchy – to individuals, to groups, to departments – and externally to customers, suppliers,vendors, and other professionals? Using both formal communication - Meetings, reports, proposals, notices; andInformal communication - counseling, advising, talking to other employees ?Working in different roles: as Chairman, project leader, analyst, subordinate, and colleague. ?Evaluating communications: are they facts, opinions, gossip ? ? Building up networks to obtainreal information which may be given freely or concealed – which means you need to ask the rightquestions, or else you will find yourself drowned in data but starved of information. ? Trying toinfluence those over whom you have no power.
Organizational Communication.
Organizational communication can be External Communication and InternalCommunication. Internal Communication is within the organization, whereas, ExternalCommunication is the communication with the external stakeholders of the organization. Theimportance and the purpose of the communication in organization has been explained above.Communication in organizations uses two basic channels – formal and informal.Both are important and both carry messages – sometimes reinforcing and sometimes conflicting – throughout the organization.
 
Formal channels are ones which have been set up by the organization. Messagesflow in three directions: downwards, upwards and sideways. The downward message consists primarily of information which is necessary for any staff to carry-out their work, such as policiesand procedures, orders and requests which are passed down the appropriate level in the hierarchy.Upward messages are reports, requests, opinions, complaints. Sideways messages are betweendifferent departments, functions or people at the same level in the organization.There tend to be strict rules about the use of these formal channels. For communication to be effective, all three channels need to be open and unblocked at all times. Theupward channel is the one which blocks most easily, and when this happens it is an indicator thatan organization’s policies, procedures and employee relations need to be reviewed.Informal Channels spring up by virtue of common interests between people in theorganization – these interests may be caused by work, social or outside relationships. Thegrapevine is very powerful channel. It has been estimated that managers receive over half theinformation they need for planning purposes through the grapevine. Its messages may frequently be distorted, but they often carry more credibility than those coming from the formal channels.Informal channels become the only means of communication when the formal channels become blocked or break-down.There are three key points to keep in mind in directive communication:·
Communication is what the Listener Does
 – You can talk as much as you want and however you want, what you say will not come through if it is not understood by the recipient. Human beings all process communication differently, some emotionally and some logically. Peter Drucker always believed individuals were either readers or listeners as well; finding out how one prefers toreceive can effectively get your point across. Face to face, through e-mail, direct, with emotion,
 
through others are all valid ways to communicate. It is irrelevant what the sender feels is best, as itis the receiver that process and acts upon it.
· Communicate the 80% that Matters – 
Effective leaders communicate the behaviors that drivethe most important results. Directs who receive direction from those above them without contextwill assume it is all important. An example is a medical facility with lack of mission: “We have toomany patients” “We need more beds” “It’s important we focus on service” “Feedback given wasspeed is an issue, it is important we are more efficient”. What is the mission of this organizationand what does it value? Who knows? Can every action be “important” or a “priority”? Never.Decide what message will impact 80% of the results you want by following the mission of your organization and reduce the excess.·
Receive Confirmation that your Message is your Message – 
Any leader assuming their message got across with their team results in such team assuming they are working on the rightthings for their leader. This trap is revealed after the unexpected results come through. The leader does not understand how such easy direction fell through and becomes upset. The team does notunderstand why their leader is upset as they thought they were doing the right thing. Execution isnot driven by assumption; when communicating any direction of critical importance, have thereceiver repeat back to you on what the message was. The message should always come acrossclear in order to achieve the right results.Effective communication starts with the listener first and foremost. The audience decides how they perceive what is given to them. How they act is dependent on how well your message came acrossto them and what format they prefer best. Successful organizations have the majority of their teamsmoving upwards in a uniform direction not because it is written out on a wall or in a handbook; theleaders effectively tailor their communication so the audience is moving in the right direction.

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