The strategic role of Internal Communication and the part of IC position holders
Introduction
Internal Communications (IC) is the responsibility for effective communication within an entity between members. The scope of the task ranges from the creation and delivery of communications and promotions for management to the facilitation of a two-way dialog and the development of communication skills for members of the organization. It has the theory and practice of similar fields, not least journalism, information administration, public relations (e.g., media relations), marketing and human resource, as well as broader organizational research, management theory, social psychology, sociology, and political science. Modern understanding of internal communication is an area of its own. Corporate culture involves beliefs and attitudes, leading to a company’s particular social and psychological environment. Organizational culture affects the interaction of people, the context within which knowledge is developed, the resistance to changes, and, ultimately, their way of sharing (or not sharing) information. The common values, beliefs, and principles of organizational members are reflected by organizational culture. Factors such as context, product type, competition, technology, strategy, employee type, management style, and national culture can also affect them. The vision, principles, expectations, structures, symbols, vocabulary, perceptions, climate, and attitudes, as well as practices of an organization, inclusive culture. The contact between managers is essential because it helps them to fulfill their primary roles within the business. They should have all the knowledge about the specific tasks and the entire organization and then try to pass this on to the organization’s employees.
The strategic role of Internal Communication and the part of IC position holders
Excellent internal communication means that all of the organization’s members work together to achieve a common objective. This shape and encourages employees to make the right decisions according to the priorities of the company. This, in effect, increases efficiency and productivity and customer service. Such findings are applicable to every company, so in this sense, the size should not matter.
The following are some of the roles which I have observed in the Business communication department by different employees.
- Create a set and refer to your company rules of communication values. The instructions for workers are issued, which they can refer to. Success against these principles can also help with personal goals.
- They reflect on the overall strategic strategy and address the results of the survey by the various Departments. This is a great deal of time, but it works well, delivering high-quality content and a succinct session.
- Good discipline for emails and poor practice – we find that it is time to talk face to face when we are on our third email on the same topic.
Don't use plagiarised sources.Get your custom essay just from $11/page
Organizational Culture and types of organizational culture
Culture is based on the long term and right collective mindset, values, traditions, and written and unwritten laws. The pattern of collective behavior is also a way to teach the new organizational participants how to interpret and to think and feel. The organizational culture thus influences the way people and groups communicate with clients and stakeholders. However, corporate culture can affect the number of workers who associate with an organization.
Clan Culture:
Members share commonalities and see that they are part of an active and supportive large family. Leadership is mentored, and the organization’s roles and values are bound up. The core values are the co-operation, cooperation, and consensus. Tom’s of Maine, a producer of natural hygiene products, is a popular clan group. To build the company, founder Tom Chappell concentrated on creating positive relationships with employees.
Adhocracy culture
This type of culture mainly focuses on improving employee efficiency through proactive approaches and motivating employees to take different kinds of risks. These risks are also solved and idealize by harnessing the individual capabilities of all employees rather than a team.
The Market Culture
This culture is based on competitive dynamics and produces concrete results. The emphasis is on targets, with rough and challenging leaders. The organization’s collective goal is to achieve and overcome all rivals. Market share and competitiveness are the main drivers of interest. General Electric is an excellent example of this philosophy under former CEO Jack Welch. That every G.E. Welch promised. In each market or face sold off, the business unit must be ranked first or second. Computer giant Oracle, chief executive Larry Ellison, is another sign of the business economy.
The hierarchy of cultures
Structure and control are built on this ideology. The workforce is formal and has strict administrative supervision procedures. Leadership is built on coordinated teamwork and monitoring, with efficiency and a predictability-oriented community. Consistency and uniformity are the standards. Think of traditional large governmental bodies like McDonald’s, the military, and the motor vehicle service.
The need for communication within organizations
Communication assists supervisors in carrying out their tasks and duties. Communication serves as a strategic basis. The supervisors, who coordinate the plans to execute them, must be knowledgeable about all essential information. Organizing the work often includes effective communication with others.
Additionally, management must communicate with their subordinates efficiently in order to achieve the team objectives. Through written and oral contact, controls are not possible. Managers spend much of their time in conversation. We usually talk for about 6 hours a day. You may spend great money interacting with your bosses, friends, coworkers, clients, or suppliers or chatting on the phone. Managers also use Written Communication as letters, notes, or memoranda when it is not possible to communicate orally.
Communication theories
The philosophy of communications is a field of information theory and mathematics that studies information technology, as well as an area of interpersonal communication and intrapersonal communication, psychology, sociology, semiology, and anthropology. The origins of the theory of communication were connected with the growth of philosophy in the early 1920s. At Bell Labs, limited information-theoretical ideas were developed, all involving similar likelihood events. The disciplines of psychology and sociology have been the source of new communication models such as Gregory Bateson and Paul Watzlawick of the Stanford University Psychological Research Institute. Communication is a cycle of speech, communication, and control where human behavior or other complex species communicate psychological mechanisms, symptoms, and traits and generate a variety of cognitive, emotional, and compartmental effects through contact with the similar expressions of other individuals.
Systems theory
The Systems Theory Paradigm reflects a significant theoretical improvement in the approaches to understanding contact between a scientific law and human laws. In the 19th century, system theory started with George Hegel (Kaufmann) throughout social and physical sciences and was more fully developed in the 20th century by the biologist Ludwig von Bertalanffy. Von Bertalanffy argued that all is interrelated, and we should, therefore, research interrelation as a way to comprehend the universe. This is based on empirical approaches that research phenomena by analyzing individual components.
Chaos and complexity theories
The theory of chaos and complexity, collectively known as the theory of nonlinear dynamics or dynamic systems, provides a mathematical basis for thinking over time about change. Chaos theory seeks to understand simple systems that may abruptly, unexpectedly, or irregularly alter. The theory of complexity focuses on complex systems with multiple interaction components, which often lead to unexpected order. The structure that includes both theories is an interaction of non-linear variables that lead to unpredictable outcomes. This entry consists of a non-mathematical introduction, a review, and a reading of current research.
Organizational assimilation theory
Organizational assimilation is a phase where new organizational members are incorporated into the corporate culture. Frederic M. Jablin’s theoretical definition consists of two complex structures concerning the organization and the existing members of the organization to be socialized. Both aspects of the assimilation process are organizational socialization or onboarding. The assimilation process is divided into three phases: proactive socialization, preparation, and metamorphosis.
Organizational identification
Organizational identification (OI) is a term used in management and psychology research. The term refers to an association member’s ability to associate with it. OI was differentiated from “affective corporate engagement.” Measures based on questionnaires of an individual’s OI were created. Phillip Tompkins was a pioneer in the study of organizational communication (Tompkins, 2005) and one of the first to use the term ‘ organizational recognition.’ Simon (1947) was also credited with developing theory and scholarship for organizational identification. Organizational identity theories started with wider self-identity analysis and organizational recognition. Cheney and Tompkins (1987) explained the implementation of these principles in organizations following years of research into identity and recognition
Organizational culture affects people’s contact, the context under which knowledge evolves, resistance to change, and, eventually, how information is shared (or not shared). Organizational culture is a representation of the common values, beliefs, and principles of members. They may also be influenced by factors such as context, product type, market, technology, policy, personnel, management style, and national culture. The culture is part of the organization’s vision, values, standards, processes, symbols, language, ideas, environment, and attitudes. It is essential to contact managers because it allows them to carry out their fundamental roles in the business. They will know the entire company and activities and then try to pass them on to the workers of the organization.
References
Brown, A. (2016). Identity Work and Organizational Identification. From researchgate: https://www.researchgate.net/publication/318656583_Identity_Work_and_Organizational_Identification
Cheney, G. (2016). Organizational communication. From researchgate: https://www.researchgate.net/publication/33052139_Organizational_communication
Hamzagic, E. (2015). The Importance of the Organizational Identification in Forming Organizational Perception. From researchgate: https://www.researchgate.net/publication/330541197_The_Importance_of_the_Organizational_Identification_in_Forming_Organizational_Perception
Hargie, O. (2015). The Importance of Communication for Organisational Effectiveness. From researchgate: https://www.researchgate.net/publication/304626602_The_Importance_of_Communication_for_Organisational_Effectiveness
Robert D. McPhee. (2015). Organizational Theory, Organizational Communication, Organizational Knowledge, and Problematic Integration. From academicoup: https://academicoup.com/joc/article-abstract/51/3/574/4110024?redirectedFrom=PDF
Yuksel, Y. (2017). Organizational Communication: An Analysis of the Main Perspectives, Main Concepts and Future Directions of the Field. From academia: https://www.academia.edu/21733138/Organizational_Communication_An_Analysis_of_the_Main_Perspectives_Main_Concepts_and_Future_Directions_of_the_Field