What is organisational communication?
“The key to success and productivity within an organisation is effective internal communication through the presence of informal and formal communication channels . Organisational communication can be defined as the process of sending, receiving and interpreting messages between units within a functioning organisation. In order for an organisation to reach their objectives, it is vital to build a supportive workforce through the use of communication between management and employees. According to Francis (1989) organisational communication is developed to achieve two goals, to inform employees about their duties/about the projects and issues of the organisation and to create a positive workplace within the organisation . Effective communication can strengthen relationships with key external stakeholders and ultimately build a climate of support making it easier to fulfil corporate missions. Organisational communication as a field of practice is underpinned by several theoretical perspectives. There are various theories and perspectives regarding organisation communication, however, the most established and recognised theories are the Scientific Management, Human Behaviour/ Relations, Systems perspective and Cultural perspective. Each perspective and the theorist’s views on how an organisation and their internal publics should interact and communicate have conflicting ideas and implications. Due to these factors and the sheer size of each perspective, only the Human Relations perspective and the theories of Follett, Maslow, Mayo and McGregor will be examined in this report.
Overview of HRP
The Human Behaviour perspective on organisation communication was established in 1930 and developed until 1965, providing one of the most significant contributions to organisational communication, both at the time of development and in today’s modern society. The goals of the Human Relations approach involve protecting person values, reducing tensions between groups, solving issues of interpersonal relations and establishing methods to prevent and resolve future conflicts . The Human Relations approach contrast a psychological perspective, rarely touching on features of technology, administration or environment. Alternatively, the perspective shifts emphasis to concentrate on the perceptions, attitudes and behaviours of individuals within the organisation, how to satisfy them and their motivations . An employee satisfied within their organisation’s environment and interaction with their colleagues and supervisors are have a higher work ethic and produce beneficial results . Therefore, by addressing employee satisfaction, managers and leaders are able to ensure more adequate results for their organisations. Employee satisfaction relies heavily on the degree of mangers effectively communicating with their employees, as without communication, managers may remain unaware of issues in the workplace that may discourage or neglect employees. In order for organisations to create successful communication between employees and management it is vital they have both formal and informal communication methods (management book). The human relations movement focuses on the importance of utilising all communication channels, in particular informal methods. Types of informal communication such as emails, the grapevine and phone calls will help managers understand what is and isn’t working for their employees, and the employees to recognise what is required of them . The shift from a structural and controlled approach allows managers to focus on the key elements of the organisation, the employees, by creating a two-way communication channel which will ultimately stimulate employee work ethics. Argyris (1964) suggest that presently structured organisations hinder employee’s need of “psychological success”. He also argues that each individual strives for “self-actualisation” and that organisations...
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