Organizational communication refers to the process in which employees of the organization are involved and participate in the decisions of an organization. Additionally, effective organizational communication can be defined as the process of exchanging information and ideas within an organization concisely, clearly, and timely (Stouten et al., 2018). It encompasses transmitting and interpreting messages between persons, teams, and departments to accomplish shared aims and objectives. Effective organizational communication encompasses diverse communication channels, such as face-to-face meetings, emails, phone calls, video conferencing, and social media platforms. It also involves the development of a communication approach that is aligned with the organization’s objectives and values, as well as the establishment of clear guidelines and protocols for communication. Effective organizational communication encourages transparency, collaboration, and innovation within the organization. It permits workers to share their ideas, apprehensions, and feedback with their colleagues and superiors, leading to enhanced decision-making, problem-solving, and performance. This can be the case of a business where a company faces closure due to uncontrollable factors.
Methods and Types of Organizational Communication
A manager must always be prepared to communicate to employees in all situations, such as when the company faces closure. Effective communication becomes more critical in such a situation (Stouten et al., 2018). There are various methods that a manager can apply in this situation. Some methods include face-to-face communication, where the manager can hold regular meetings with workers to offer updates on the situation and answer any questions. This technique permits direct interaction, which can aid in developing rapport and fostering a sense of community. A manager can also apply written communication, which can use written communication, such as emails and memos, to deliver updates on the situation and any changes that may happen (Stouten et al., 2018). This system is convenient for providing comprehensive data and can serve as a locus point for future discussions. With the development of technology, a manager can also use social media platforms, such as LinkedIn and Twitter, to share updates and news with workers and stakeholders. This technique is operative for reaching a broader audience and can be applied to address apprehensions and answer questions. Additionally, one-on-one communication can be beneficial as the manager can use this method to communicate with workers to comprehend their anxieties and offer support. This method helps build relations and provides tailored attention.
Moreover, the manager can use both formal and informal communication approaches. Formal communication approaches comprise official reports, announcements, and meetings, while informal methods, on the other hand, comprise casual conversations and impromptu updates (Kapur, 2018). Both types of communication are indispensable to guarantee that everybody is cognizant and clearly understands the situation at hand. The manager should also use upward and downward communication, where upward communication encompasses workers offering feedback and suggestions to their managers. In contrast, downward communication encompasses managers providing apprises and direction to their workforces. Both types of communication are also acute to guarantee that all and sundry are on the same page and working towards the same goals. Additionally, the manager should apply verbal and non-verbal communication, given the severity of the situation in the company. Verbal communication comprises speaking and listening, while non-verbal communication includes body language and facial expressions. Both types of communication are indispensable for passing on responsiveness, understanding, and support.
Theories of Communication
There are various forms of theories of organizational communication that can offer a rationale for the communication choices a manager would take in this situation the company is facing closure. These theories include uncertainty reduction, which postulates that when persons and workers face uncertainty, they tend to seek information to decrease their apprehension and advance their ability to forecast future outcomes (Kapur, 2018). In the case of a business facing closure, workers and stakeholders are likely to experience high levels of doubt about their predictions and the business’s future. Consequently, a manager can use diverse communication approaches, such as face-to-face meetings and written communication, to offer regular updates and address concerns. Thus, the manager can aid in decreasing uncertainty and building trust with workers and stakeholders.
Additionally, social identity theory can be relevant in this context. From this theory, people develop their identity and sense of belonging through their association with social groups, such as their workplace. In the case of a business facing closure, workers may feel a sense of loss and interruption from their workstations and colleagues (Lunenburg, 2010). Therefore, the manager should practice communication in numerous approaches, such as one-on-one communication and social media, to offer emotional support and maintain a sense of community. Thus, the manager can aid in alleviating the adverse effects of social identity loss. Additionally, the communication climate theory can offer an understanding of the most effective communication types in this context (Lewis, 2019). According to this theory, a positive communication climate is branded by open communication, supportiveness, and trust. In the case of a business facing closure, the manager should apply communication methods, such as face-to-face meetings and one-on-one communication, to provide a supportive and empathetic environment. The manager can help build trust and foster open communication, leading to more operative problem-solving and decision-making.
The communication accommodation theory can also explain how managers can acclimate their communication style to diverse stakeholders (Lewis, 2019). According to this theory, persons alter their communication style to align with the norms and expectations of the individual they are communicating with. In the case of a business facing closure, the manager should acclimate their communication style to diverse stakeholders, such as workers, managers, and external stakeholders, to ensure that their message is clear and operative. By doing so, the manager can ensure that their communication is custom-made to the requirements of diverse audiences.
Different Roles of Organizational Communication
Organizational communication can play a critical part in any business; however, it becomes even more significant when it faces closure due to uncontrollable factors. There are numerous diverse roles that organizational communication can play in this framework (Lewis, 2019). These roles include helping the manager manage employees’ emotions in the company, as employees are likely to experience various emotions such as anxiety, sadness, and anger. Effective communication can thus assist in addressing these emotions by offering information, support, and empathy. For instance, the manager can hold regular meetings to update employees on closure and offer emotional support and counseling services. By doing so, the manager can aid employees in managing their emotions and decrease stress. Organizational communication can play a role in maintaining relationships with stakeholders. When a business faces closure, it is significant to uphold positive relations with stakeholders, such as customers, suppliers, and investors (Kapur, 2018). Effective communication can aid in upholding these relationships by offering consistent updates on the closure process and addressing apprehensions and questions. For instance, the manager can send unvarying emails to stakeholders and hold meetings to address anxieties and answer inquiries.
Additionally, organizational communication can play a role in facilitating a smooth evolution to closure. When a business faces closure, it is significant to guarantee that the closure process is as smooth and effective as imaginable (Kapur, 2018). Effective communication can facilitate this process by offering clear directions and strategies and addressing any concerns. For instance, the manager can hold regular meetings with workers to offer instructions on completing their work and address any concerns. Organizational communication can play a part in learning from the closure experience. When a company faces closure, it is imperative to learn from the experience to advance future processes. Effective communication facilitates this learning process by gathering feedback and understanding from workers and stakeholders.
Organization Culture
Organizational culture is an indispensable feature of any organization; it forms how workers cooperate, stakeholders, and consumers. It also affects the communication choices of managers and workers within the organization. In this setting, the relationship between organizational culture and communication choices is significant, as culture shapes how communication happens within an organization (Stouten et al., 2018). Organizational culture denotes the morals, beliefs, and practices that describe an organization. An organization’s culture impacts the communication selections made by workers and managers. For instance, in a hierarchical culture, communication flows from the top to the bottom, with managers giving instructions and workers following these instructions (Stouten et al., 2018). In contrast, in a more collaborative culture, communication is more democratic, with workers and managers sharing concepts and working together to attain shared objectives.
An organization’s culture also affects the communication style workers and managers apply. For instance, in a culture that values direct communication, workers and managers are exhilarated to speak their minds openly and honestly, even if it means disagreeing with others (Stouten et al., 2018). In contrast, in a culture that values diplomacy, workers and managers are encouraged to be polite and tactful, even if it means circumventing conflict. The communication choices made by managers and workers also form the organizational culture. For instance, when the manager communicates in a demanding and directive way, it can reinforce a hierarchical culture. Correspondingly, if workers communicate in a way that is defensive and unresponsive, it can strengthen a culture that is closed and insensitive to feedback.
Barriers to Effective Organization Communication
As stated earlier, when a business faces closure due to uncontrollable factors, effective communication becomes vital in managing the emotions and uncertainties of workers and stakeholders and in easing a smooth transition to closure (Kapur, 2018). However, numerous forces may act as barriers or hindrances to effective communication in this context. These forces include emotional distress, where employees and stakeholders may experience emotional distress due to closure, such as nervousness, fear, and anger. These emotions can delay effective communication, making it hard for people to comprehend and process information. Additionally, it may be hindered by a lack of trust, in which employees and stakeholders may need more trust in the management or the organization, which can hinder effective communication (Lunenburg, 2010). This is a common occurrence where employees need to know the future. If people feel that the organization or management needs to act in their best interests, they may be less likely to believe the information delivered by the organization. Additionally, during this sensitive time, there is the likelihood of rumors and misinformation, which can spread rapidly during times of doubt and hinder effective communication. Misinformation can cause confusion and misinterpretations, making it hard for individuals to make informed decisions (Kapur, 2018). Language and cultural barriers can also form part of a hindrance, particularly in organizations with diverse workforces, leading to communication problems. Diverse languages and cultural backgrounds can lead to misunderstandings, misinterpretations, and confusion. Some managers may limit workers’ access to information that should be different. When information is limited, it can hinder effective communication. Workers and stakeholders may feel left in the dark if they need access to accurate and appropriate data about the closure (Lunenburg, 2010). Moreover, legal constraints may prevent organizations from sharing specific facts about the closure in some circumstances. For instance, confidentiality agreements may limit what facts can be shared with workers and stakeholders.
Trust and Team Building
Trust and team building are indispensable in times of uncertainty to maintain a positive work environment and guarantee that workers work together towards a shared objective. From the communication choices arrived at, there are various ways in which they can facilitate building an effective team and trust within the organizations. The identified choices have the latent of providing transparency which is one of the methods of facilitating the development of trust and team building (Lewis, 2019). By offering correct and timely information about the closure, managers can demonstrate their pledge to openness and honesty, which can aid in fostering trust and credibility. Transparency can also assist employees in comprehending the motives for the closure and the effect on the organization, thus fostering a sense of communal accountability and teamwork (Stouten et al., 2018). Additionally, communication choices can foster empathy which is another form of facilitating trust and team building. Empathy encompasses understanding and recognizing the emotions of others, which can aid in building trust and rapport. By using empathy that would be typical in one-on-one communication, managers can produce a more supportive and understanding environment, which can lead to better communication consequences and reinforce relations within the organization.
Moreover, these selected communication choices, including employees in decision-making processes, can facilitate trust and team building within the organization. By lobbying for input and feedback from workers and stakeholders, managers can demonstrate their willingness to listen and value the perspectives of others (Stouten et al., 2018). This can aid in building trust and foster a more collaborative environment, easing better communication outcomes and team building. All these organizational communication methods provide diverse communication channels, which helps develop trust and team building (Stouten et al., 2018). By offering a range of channels such as meetings, emails, and social media platforms, managers can offer occasions for employees to connect and collaborate. This can aid in fostering a sense of community and shared determination, facilitating team building and trust within the company. Clarity is also pertinent in these choices and is indispensable in facilitating trust and team building within the organization. By applying clear and concise language, managers can guarantee that workers comprehend the communicated information. This can decrease confusion and misunderstandings, build trust and advance team-building results.
External Stakeholders
When a company faces closure, various parties are affected by this occurrence. These parties include internal stakeholders, such as employees, and external stakeholders, such as customers and the media. Just like the identified choices have in building trust and team building, the choices can facilitate trust with external stakeholders (Lewis, 2019). These include offering timeliness which is vital when communicating with external stakeholders. It is imperative to offer correct and timely information to consumers and the media about the closure, the motives behind it, and the effect on the stakeholders. Offering this information promptly can aid in building trust with these stakeholders, thus preventing the spread of misinformation (Kotter, 2019). Additionally, the approaches can increase transparency, which is valued by external stakeholders such as the media and customers. When managers are open and honest about the closure with stakeholders, they demonstrate their transparency pledge, which can aid in building trust with consumers and the media. Thus additionally helping to maintain the reputation of the company. Just like with internal stakeholders, the strategies can help foster empathy which is another significant factor in building trust with external stakeholders (Kotter, 2019). By recognizing the effect of the closure on customers and the media, managers can validate that they comprehend and care about their concerns. This can aid in building trust and empathy with these stakeholders and maintain a positive image of the company. Organizational communication strategies can provide consistency in communication, which is also vital when dealing with external stakeholders. By offering reliable and accurate data about the closure, managers can validate their commitment to transparency and build trust with these stakeholders. This can assist in maintaining the reputation of the company and avert confusion and misunderstandings.
In conclusion, effective organizational communication encompasses diverse communication channels, such as face-to-face meetings, emails, phone calls, video conferencing, and social media platforms. Various theories can be allied to the approaches used by a manager when dealing with a situation in which a company is facing closure due to uncontrollable factors. However, various forces may hinder effective organizational communication, vital in building solid relations between internal and external stakeholders.
References
Kapur, R. (2018). Barriers to effective communication. Delhi University.
Kotter, J. P. (2019). What effective general managers do. Managerial Work, 137-148.
Lewis, L. (2019). Organizational change. In Origins and traditions of organizational communication (pp. 406–423). Routledge.
Lunenburg, F. C. (2010). Communication: The process, barriers, and improving effectiveness. Schooling, 1(1), 1-10.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literature. Academy of Management Annals, 12(2), 752-788.
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