Organisational CommunicationIntroductionCommunication in most cases is viewed to be a social activity and as a social activity, it includes aspects like: engaging in conversations, listening to colleagues, networking, collecting information, directing subordinates or transferring information through electronic devices such as telephone or computers (Dainty, Moore and Murray 2006). As a result, performance of organizations in modern world depends a lot on effective communication. Communication can be said to constitute any activity that involves conveying meaningful information to an individual or group of people (Altinoz, 2009). For communication to take place there should be the sender and receiver of the information. Furthermore, communication may be verbal or non-verbal depending on the situation and participants involved in such communication interaction (Hamilton, 2007). But, effective communication that is productive in nature, only take place in an organization that has developed an effective communication structure. Such communication structure has to incorporate certain communication concepts which define the success or failure of communication in the organization.
Communication conceptsDeveloping effective communication structures in form of communication strategy plans has become popular in modern organizations. It is understood that, communication is not just something that take place or ‘just happen but rather, is something which succeed when there is an effective communication strategy (Cushman and Cahn, 1985). There are specific communication concepts which must characterize any communication structure and process in an organization. The concepts have to indicate how the organization can create and enhance effective communication which address and satisfy needs of multiple stakeholders and also ensure the objectives and goals of the organization are achieved efficiently.
a) Active listeningThe first communication concept involves active listening or what can be termed as productive listening. Communication is of two types: verbal and non-verbal communication. In organization, apart from verbal communication being used frequently, non-verbal communication is also likely to be used among employees, managers and other internal members of the organization. Organization meetings, forums, discussions, and so on, are likely to involve verbal communication of different speakers to specific audience. Verbal communication is therefore likely to involve face-to-face communication between the sender of message or information and the receiver of the message. Mukherjee (2005) observes that active listening is essential and critical in all the face-to-face communication processes. Organizations spend great deal of time promoting and cultivating face-to-face communication between managers and employees, shareholders and management team, members
The communication of information through face-to-face and through the interplay of the two is one of the main elements in interpersonal communication. One can think of the interaction of a face-to-face communication and other forms of communication including face-to-face and e-mail. The non-verbal, passive and passive communication of information is part of an ongoing process and must be cultivated to ensure harmonious functioning between the two groups. However, the non-verbal, passive and passive communication may include but a few subtle characteristics. Most of them are important in creating and sustaining trust between the two groups which also have an impact in producing quality of life.
A good example of this would be a young girl who, during a period of deep depression, found it impossible to live in a comfortable and self-controlled way. She wanted to stay positive, feel supported and safe. She wrote a list of activities and activities that help to establish and maintain a better life and in turn help the person cope with her suffering. Her list led to a positive relationship. She has come to the realization that, even if she continues to live as she likes, her life will not be exactly the same. The more she keeps to herself and goes to work, the better chances the world is at achieving social harmony. In particular, if she continues to make positive changes and make improvements in her career, social life would be better. These are the characteristics which are needed for effective functioning which can lead to a healthier, better lives.
The following methods relate to face-to-face communication as seen from organizational context. The examples which apply to the organization or to various aspects of the face-to-face communication process are not all that common: the examples which apply to face-to-face contact and also to other contexts of face-to-face communication. The first two examples is about interaction with others, and the third involves face-to-face intergroup communication. The two examples discussed in our article “How to Make Face-to-Face Communication More Easier” are those which relate to face-to-face contact and intergroup communication and are especially important in organization meeting, corporate organization meetings and in other business areas.
The first example relates to the work of a representative on the office floor who is present in the organizational meeting room. He is in the office meeting room to make an informed decision whether or not to contact her for a position or not. The action must be voluntary, but often people are surprised by the reaction caused by his actions and not merely by the reaction of the other person. He was not asked to do anything on the job, and he had agreed to meet the manager, to speak to her or the other person, when the situation warranted. Then there is the case of a senior management who simply asked a supervisor if she will do anything on the job, as an excuse to send the person out with a request. There are other cases as well, such as an employee who would have liked to meet the supervisor for a meeting or meet the meeting staff who came to the office after the meeting. Some individuals may think, “I cannot give a recommendation. These have no connection with my job.”
In another instance where the individual asks to meet a supervisor in the office room, the supervisor simply decides to ask to meet this individual and to make an informed decision about whom the individual should meet. In this case, the person is in direct contact with the supervisor or with the employees within the organization. The individual should ask to take the meeting on the following date. If the individual has no direct contact with the supervisor, that individual will either have to do some actions or others. If the individual is not present with the supervisor, then the individual must take action to make such an action or to stop the action from occurring.
A more useful example is the case of a person who has used the social system the way many societies have.