Organizational Communication free essay sample

I would like to consider organizational communication and its components. As a matter of fact, organizational communication is a set of communications, built on the basis of communication, mediated by information about the organization, its goals and objectives. In turn, interpersonal communication is a verbal communication between people in one of the listed species. Interpersonal communication covers communication within the organization between  different levels and departments. Formal communication is communication, defined organizational structure, relationship management levels and functional departments. It is essential to note that the higher the level of management, the higher the probability of mispresentation of information, because each level of management can adjust and  filter original message. It can be said that the nature of interpersonal relations is significantly different from the nature of social relations, as well as their most important specific feature – the emotional basis. Therefore, interpersonal relationships can be considered as a factor in the psychological climate of the organization or a group. We will write a custom essay sample on Organizational Communication or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Emotional basis of interpersonal relationships means that they arise and develop on the basis of certain feelings that are born from people, who are in relation to each other. It should be noted that the communication process is a process of the exchange of information between two or more people. Its main goal is to ensure the transfer of information and understanding,  which is the subject of exchange. If mutual understanding is not achieved,  communication would not take place, which implies that both parties played an  active role in it. The communication process is a set of elements of this interaction. There are four basic elements of the communication process:  sender the person who generates the idea or collects information and  transmits it; message information directly;  channel a means of communication (oral transmission, meetings,  telephone calls, written assignment, memos, reports,  e-mail, computer networks, etc. ; recipient the addressee of the information and  a person, who interprets it, as stated in Fundamentals of Organizational Communication. Moreover, the communication process involves the exchange of information by following stages:  origin of ideas or information selection;  choice of communication channel;  message transmission;  interpretation of the message. Exchange of information begins with the formulation of ideas or the sele ction of information. The sender decides what significant idea or message should be exchanged. Its role is to design and to code the information and subsequent transfer it to other participants of the process. It is important to properly and carefully formulate the idea and make it more concretely, in order to make it interesting and attractive to the recipient. Unfortunately, very often many people break off the exchange of information in this stage, because the sender does not expend sufficient time to consider the idea of the message. Moreover, it is essential to note that informal, friendly or competitor’s relations can both inhibit the performance of the organization’s objectives and contribute to their faster implementation. As a fact, informal communication plays a critical role in crisis and conflict situations, because very often informal channels operate much faster than formal, and almost always the trust of communicants to the informal information is much higher than to the formal source. 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 communication occurs in the case, when both parties do not try to get full results immediately. Physical and psychological surroundings have great importance to effective communication, 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 cases 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 communication. * 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 Fundamentals of Organi zational Communication. Communication 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 â€Å"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 individuals, an 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 and functional. In turn, the informal relations are psychological and 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 managers are appointed by senior management, receive relevant authority and have 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 is a psychological phenomenon. To sum it up I would like to say that organizational communications is a complex of measures, which leads to the communication system being 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-sites, a corporate magazine and corporate events can carry PR departments and partly IT departments, work on the adaptation of new employees, maintaining efficiency of corporate culture and internal communication systems as a whole, keeping climate within the team and 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 â€Å"the old-fashioned† bureaucratic, heartless principles of operation or to make a â€Å"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.