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Organisational Communication

Organisational Communication

Communication is the process that is used to facilitate the exchange of information and knowledge of an enterprise with its internal and external publics or individuals that have a direct relationship with the firm. While, poor communication is a structural problem in a firm, with several employees, who are able to meet easily but the communication across teams is often made much harder. This happens because the employees have their own specialism in common and are working to their own objectives and operating plans.  Under which the time to share each others ideas is rarely built into the plans and objectives of the firm.[1]

Therefore, in our organisation, communication is usually applied in internal communications management department, as from the sharing of the knowledge to decision making with employees, suppliers, investors and the firms’ partners.

The sharing of information, experience and ideas is always applied both internally and externally in our organisation. Under which, the internal communication influences each other within the company, while the external communication is used to inform and influence other people and other organisations. The objectives of these communications is to inform and  influence other people, promote policy change, raise funds, to monitor progress and to revise

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plans  and to leave experience documented for the future of our firm.

Retrieval System

Reports are usually used as tools for corporate communication to pass information that is related to the operations of the enterprise. For our firm to share practices and information on hiring practices, we normally use electronic and print newsletters, while corporate intranets are used to create communication systems that are used to formalize processes around communication. This information management is used to build the firm’s reputation among its stakeholders. Since it involves the following: change management, issue management, corporate social responsibility, crisis communication and internal relations.[2]

Under the public communication, the firm chooses to work with the media, who play a role of alerting the public about the progress of the firm. They are normally known for bringing the practical assistance at times when other methods applied by the firm have failed. The exposure of the firms’ crisis through the media supports lobbying efforts either directly or through specific appeals or indirectly, by building up an opinion in the minds of the public and policy makers. Though there are many mutual benefits by building up a good relationship with journalists, whereby by the firm helps them to produce a balanced, accurate and better informed story about the organisation, the media creates an ally in advocating an appropriate policy changes for the firm. So when dealing with the press the firm’s management is able to know the kind of journalists, where they come from that is whether radio, newspaper or television  and which one in specific, what story are they pursuing, that is the firm should know what the journalist want to know  and what they think they  know about the organisation.

The management is always clear about the points they give to the media personnel, thinking about the implications of the comments on the firms reputation, the management is only allowed to describe an event as it happens and as how it is affecting the firm, therefore, the employee is not allowed to give a personal opinion on the progress of the organisation.


Our company should have a good internal communication system, so as to build a consistent messages and analysis of its progress, to provide accurate and timely information to those who need it, and to enable it develop an institutional memory and experience. Although this may be difficult to develop and to maintain  within our firm due to language or distances which separates the whole organisation , cultural differences in the ways that the employees  are best in expressing themselves this normally occurs when the employees are working under pressure.[3] For this reason, the firm needs to improve its communication by: deciding who needs to know what because in a firm not everyone has access to every piece of information, the management should clarify its responsibilities so that everyone knows which information they need to give to whom.

 It should also develop clear procedures and systems that are applied for sharing and documenting information, this may be done through team meetings, written reports, briefings to managers, newsletters and notices, give regular feedback and directions so that those reporting to the organisation , know whether the information and analysis that they are giving is useful and relevant.

The firm should also, design management structures, which help in the flow of information, this means that it should avoid overloading managers and expecting them to be the providers of information. And lastly, the firm should have written records including the assumptions they make about their work, this point makes it clear that the management team should not assume that everyone else in the company thinks in the same way he does, the team should therefore, make sure that key decisions are recorded such as points of agreement reached during project meetings.

Decision Making

The most presented problem in our firm in times of emergencies is the lack of time, the urgency of work and the pressure to make quick decisions in which the employees find to be having very little time to meet, read, or talk to each other during the early stages of the crisis. These problems normally occur when events happen to be changing fast, works are heavy, the living conditions are still made basic, systems and procedures are said to be weak and lastly where the press and public concern gets high.[4]

In these cases, the effective team communication is always encouraged, so that everyone in the firm is clear about what they are doing and why. This is always done by improving the communication system; this is always done by; holding regular staff meetings, which will keep every employee in touch with what is happening. This is done daily in the early stages of emergencies in the organisation and is made less frequent as things settle down. These meetings are always managed, with a convenient time and location, a clear agenda and meetings that are kept as short as possible.

The firm encourages its employees to discuss the issues at large that are affecting the firm, including the daily details of their work, this leads to a differing opinion about priorities and the importance of different peoples contributions, it also helps in the reduction of tensions before they mature to be damaging and also creates an understanding of what the firm is trying to achieve.

In this case we find that, titles of posts vary in the firm though the functions required are the same. Thus the management has come up with a structure around the tasks and responsibilities that are needed, not the names of the individuals, thus it considers the key functions of various employees in the firm, the number of the staff of what level of skills that are needed in a specific department, it should also know which staff is responsible for managing the work of the other employees, the size of the management team is also considered.[5]

Planning and Following Up Meetings

For our organisation to have a successful meeting, we require to manage these meeting, even before and after they are carried out, therefore for us, to have an effective meeting, we have ensured that the meeting is planned through, identifying if all employees of the organisation are supposed to be involved in the planning, then, the decision on what to accomplish during the meeting is reached, that is coming up with goals that can be achieved, these goals are meant to bring up an organised plan for the particular meeting.  The meeting should be able to explain the focus, agenda and those who are to be involved in the meeting, all the employees are expected to attend the meeting, so as to make it successful; these attendants must be accessible to the meeting, and in case one of the attendants is absent, then the meeting is to be postponed. Under this, every member in the meeting will be given an opportunity to participate in decision making process, which would benefit the productivity of the organisation.

The meeting will be made effective by, the communication management team who are distribute various documentations earlier before the meeting starts, these documentations will be used to describe the goal of our meeting, and also to make the employees prepare for the meeting, the documents will include reports from the previous meetings and reading materials, various information about the organisations’ performance and the production plans for the organisation.

This reporting will give the employees, an opportunity to put their thoughts together and to reflect on what the firm is doing about its productivity, this will influence the thinking of others within the firm, it will also provide a structure, under which experience and ideas that can regularly be shared between the employees, it will also help the management to support the systems of monitoring and documentation of various information, thus contributing to the firms accountability on a particular issue affecting the organisation. [6]

The report will include the summary of the points made on the various issues, the background information about the issue, major developments during the period and a personal assessment of the situation, objectives and activities planned for that period, it should show the achievements of the firm during the period of the situation, the difficulties and problems encountered should also be included in the report, the firm should indicate the activities still to be completed, the financial statement and the implications of the a particular issue on the organizations’ finances.

            As a team leader in the organization, I ensured that, all employees participated in the meeting who stayed focused on the goals and the agenda of the meeting, the participants were also supplied with other information during the meeting, so that they could review them and reinforce their participation in the meeting this enabled them feel the commitment and their accomplishments in the organisation and thus it enhanced a well planned, dynamic and a productive meeting.[7]

The outcome of the meeting held, discussing on the decision making processes in our organisation, the information management team came up with various decisions that would enable our firm to have a productive relationship among its workforce, this included; To avoid emergencies, the firms’ management is asked to avoid overloading the team leader and the management team, meaning that it should delegate responsibilities as much as possible, so that the managers have time to concentrate on the key issues affecting the firm. It should also think about appointing a team leader in a situation where the group of employees is larger. The management should also build links in the structure between the employees and the team leader, that will be working together, the information management team should also make sure that the reporting lines within the structure are clear and that, every one in the firm understands who is responsible for a particular function.


Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business,

Industrial Development & the Social Fabri: An International Se.

[1] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[2] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[3] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[4] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[5] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[6] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.

[7] Richard, S.T (2000): Keeping the Corporate Image: Public Relations & Business, Industrial Development & the Social Fabri: An International Se.


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