Communication is a very important element of human relationships, by nature the human being needs to relate to other people to satisfy their needs for affection and socialization, this is achieved through the various means of communication.
The following reading aims to show the broad scope of organizational communication. Although we have an idea of this concept, it is important to go into this process, since it is through this that a person transmits information, data, signals to another person, in the case of companies in particular the transmission of information is a daily activity and of great importance, that is why there is "organizational communication".
DEVELOPING
DEFINITIONS
"Organizational communication is the total set of messages, which are exchanged between the members of an organization and between it and its environment." (COLLADO, 2015)
Organizational communication is understood as the set of techniques and activities aimed at facilitating and speeding up the flow of messages that occur between members of the organization, or between the organization and its environment; Or, to influence the opinions, attitudes and behaviors of the internal and external audiences of the organization, all with the aim of ensuring that the latter better and faster meets its objectives. (GARCÍA, 2016)
HISTORY
Organizational communication does not have a specific historical reference, however, it has managed to evolve from the participation of multiple disciplines that have made business communication a field strongly related to the changes that globalization and challenges of the administration in the XXI century.
Some authors affirm that organizational communication began in the 1920s with the emergence of radical political events in which public relations began to be managed, however, it must be borne in mind that organizational communication goes beyond simple management. corporate regarding the macroenvironment of organizations. On the contrary, there are those who ratify that organizational communication originates in Europe under the phenomenon of the industrial revolution in which studies related to organizational behavior began to be carried out, given from one-way information where senior management assigned tasks and collaborators they attended to these without controversy.
The trends that arose from the specialization of work and its consequent formal organization gave rise to the modern organization of the administration of Frederick Winslow Taylor, 1914 where the functional structure by departments was derived from the postulates of the bureaucratic organization, Maxwel in 1919 allowing to communication find new scenarios for the flow of official information from the so-called management, giving rise to what we know as top-down communication.
Later in the United States, starting in the 1920s, sociology, with the support of the qualitative methods used by social psychology, expanded the horizons of the study of communication in companies. The contributions made by Elton Mayo in 1972 and Hawthorne Effect 1927 in this scenario, gave rise to the modern conception of communication in organizations, where through the postulates of the School of Human Relations, communication between collaborators was addressed and the bosses, giving rise to the so-called upward communication.
During the 1940s, Abraham Maslow explored the motivation-productivity relationship from experimental methods with control groups, where despite the criticism of the empiricists about the methods used in his research, he made significant contributions to communication in companies, opening the way to the communication-motivation relationship, which would later become one of the pillars of current communication in organizations. Maslow's pyramid
Another of the current pillars of communication in organizations emerges from the contributions of Chester Barnard 1935, who through his dimensional studies of the organization as a system of cooperation between the participating members, identifies that each member has by nature the need of relating to your coworkers, opening the way to what we now call horizontal communication.
Later his postulates gave rise to what is known as the Systemic School, which in turn expanded the boundaries of communication with a look towards the external audiences of the organization.
In this new conception of organization as a system, Douglas McGregor 1960, Morin 1977, Elías 2003, Rogers 1976, Agarwala 1976, through his theses on theory X and theory Y, warned about the new internal conflicts of the company, specifically between the needs of the employees and the purposes of the organization, contributing to the study of communication the concept of organizational climate, as an expression of the communicative and motivational atmosphere of the company.
Twenty years later, William Ouchi in 1981, as a complement to MacGregor's postulates, through what he called the Z theory, gives rise to the so-called organizational culture, Kreps 1990, where communication shares with sociology and psychology, the responsibility of explain the experiential and behavioral components of the organization as a social whole. This social whole, by nature complex according to Scott and Michell (1978), is evidenced as a system that produces tensions among its members according to the purposes, the benefit and control over results of the organization, which depend fundamentally on the forces of the environment. about the organization's systems and subsystems.
This scenario allows communication to explore the phenomena of external communication of the organization, giving rise to the North American current of public relations. Gruning 2000, Hunt, 2000. However, it would be Lawrence and Lorsch (1967) who expanded the spectrum of the organization's environment, with the multiple conjunctural and occasional changes that occurred in the day-to-day of the company, giving way to consolidation of contingency theory, demystifying the structure of long-term planning, to impose short-term strategic planning, (Schulz 1996, Tannenbaum 1997) where communication found a new scenario for conflict resolution, for negotiation and the practical response to the daily crises in the organization's environment.
Currently there are many trends that try to explain the communication phenomenon in the organization, however, the contributions made by Manuel Castells from the social structure of information and knowledge, where it is evident, are of vital importance for the projection of this line of research. the need to study in depth the impacts that are generated in the organization with the implementation of the so-called new communication and information technologies, mainly in the productivity of the company, at work, in human relations and in the formation of communication science that can explain, from his own methods and with his own theories, the communicative phenomenon in the organization. (ALEJO, 2011)
COMUNICATION ELEMENTS
Communication is a process in which several essential elements participate so that it can be carried out efficiently.
Some writers propose a communication model made up of seven basic elements: source or emitter, encoding, message, medium, decoding, receiver, and feedback.
What each of them means is presented in a general way:
- Issuer or source: one or more people with ideas, information and a purpose to communicate. That is, who or those who seek to communicate with one or more others, and from whom the transmission of messages begins. Encoding: translating the idea to be communicated into a code, whether they are oral or written words or other symbols that have a common meaning that is easy for the other to understand. In other words, putting the idea in a suitable “language” for both the sender and the recipient. I n saje: is the form given to an idea or thought that the communicator wishes to convey to the receiver. In other words, it is the structured idea of what the sender wants the receiver to receive. I gave myself or channel:It is the vehicle through which the message travels from the sender to the receiver. Decoding: unlike encoding, decoding is when the code is translated into the idea that the sender wanted to transmit. It is here, when it is observed if the code and the medium were adequate so that the receiver interprets the message in the way the sender wanted. And it is in this element where the feedback is effective or wrong. Re Ceptor: it is the person or persons receiving the message sent by the sender. And those who will respond to it according to the appropriateness of the encoding, the medium and the decoding. Re troalimentación:it is precisely the response that the receiver will give the sender about whether he received the message and interpreted it appropriately.
(UDLAP, 2015)
EFFECTS OF COMMUNICATION
When we communicate something, it is because we expect a reaction in our receiver. In other words, we want our message to have an effect on the other. "The effects are changes in the recipient's behavior, attitudes and / or ideas in response to the message the sender has sent him."
Changes or modifications in the receiver depend not only on the codes and channels, but also on the communication skills that the sender has, on the knowledge of the subject and on the attitudes that the sender has towards the other person or situation in which they operate. communication and vice versa. Here we see another sample of systemic thinking, the vision that each element depends on the other for communication to be effective and have the desired feedback, which as we said are changes that the sender looks for in the receiver.
These changes can be of three types: (PEREZ, 2012)
- Changes in knowledge Changes in attitude and opinion Changes in apparent behavior
STRATEGIC COMMUNICATION PLAN
The following methodology seeks to improve the communication process in organizations, through an analysis of the organization's objectives and policies and current reality. (CONTRERAS, 2016)
1) An to li s is Diagnosis
- Investigation of the public, both objective and potential Internal investigation, through analysis of the work environment and evaluation of the internal communication plan External investigation, evaluation of the external image of the company Competitive investigation, to find out what we need to offer, what we have to change or what we must exploit
2) Communication committee
- Create a group of communication specialists (the head or director of communication of the company itself, an external consultant, technicians, among others) who, in addition to evaluating the plan periodically, will seek to implement other strategies to make the company aware of the need of this plan and the importance of carrying it out.
3) Obj e t i vos communication
- Establish the goals that you want to achieve through the plan
4) Strategies
- According to the results obtained from each diagnosis and according to the proposed objectives, propose strategies that help achieve them. What has been said, also studying the strengths and weaknesses of each strategy, as well as its chances of success and its threats.
5) Establishment of concrete actions
- Know what you want to do, how, when, where, why, through what, etc. That is, establishing in addition to the strategies, circumstances, resources, areas involved and expected results.
6) Calendar and budget
- Set dates for the actions to be carried out, and announce how much they will cost.
7) Control tools
- After a certain time, implement mechanisms for evaluation and control of results.
SCENARIOS OF ORGANIZATIONAL COMMUNICATION
Organizational communication can generally occur in the following three scenarios. (LOPEZ, 2014)
- Physical scenario. Within this scenario, the internal and external can be considered, and all the decorative elements of the organization and also the informative calls are considered, for example: the symbols of "do not pass", "only authorized personnel", etc. Social scene. This scenario includes all the factors that are related to people and in addition to the interaction between them, as an example of this scenario, the use of roles of each member within a work meeting can be considered. Institutional scenario. It relates the messages that the organization emits to its members, suppliers, clients, and other people involved; Examples of this type of communication in this scenario are basically: memos, blackboard notices, advertising, among many others.
COMMUNICATION EFFECTIVENESS
According to Abraham Nosnik, for the function to be effective inside and outside the organization it must be: (NOSNIK, 2016)
- A BIERTA: Aims to communicate with the outside; This refers to the means most used by the organization to send messages to both the internal and external public. EVOLUTIONARY: Emphasizes the unforeseen communication that is generated within an organization. FLEXIBLE: Allows for timely communication between formal and informal. M ULTIDIRECTIONAL: This handles communication from top to bottom, bottom to top, transversal, internal, external, among others. I NSTRUMENTATED:Use tools, supports, devices; Because today many organizations are malfunctioning, because the information circulating within it does not arrive at the right time or use the appropriate structures for communication to be effective.
WRITTEN, ORAL AND NON-VERBAL COMMUNICATION
Each type of communication has its function and advantage within the organization, and it is for this reason that communications are often used in groups, making use of the advantages of each of them for communication and complementing each other. A clear example is in the case of conferences, where written material, videos, slides, the expositor's exposition are used; all in order that the attendees better understand the information that is being provided to them. Written communication
Written communication is characterized by having clear, precise, concrete and correct messages, and we can be sure that the message we are transmitting as senders, the receiver will understand, as is.
Some examples of written communication are (Pérez & Candale, 2010):
- Internal bulletin. Manages specialized information, for the interior and exterior of the organization. Memorandum. It is the most widely used medium, and helps the recipient (employee) to remember internal instructions about what to do in the organization. It is an internal means of communication, a document in which the General or Departmental Management communicates to all the staff or a part of the organization. It is a means by which the organization informs its employees, or the community, that there are vacancies for a job, or a project contest is opened. It surveys employees. The purpose of this means of communication is to know the opinions of the employees, on some aspect in question.
The main advantage of written communication is the fact that it provides a record, reference and legal protection of what is communicated, in addition to promoting the uniform application of procedures and standards that contribute to reducing communication costs, and also You can take care in advance of the content and context of the information to be transmitted.
As far as disadvantages are concerned, it can be considered, the high expense in the amount of papers for the official realization of a written message, not generating feedback immediately and in many occasions it is often time consuming to notify the reception and understand the written communication.
Oral communication
Oral communication is presented when a face-to-face meeting is held between two or more people, this is the case of an administrator's talk to his staff and can be presented formally or informally, as well as may be subject to planning or spontaneously.
Although oral communication is highly used within an organization, the compression of the transmitted information is not always the desired and / or expected one, because it greatly influences the interpretation that each receiver gives to it and the low environment which communication is taking place, these are very common in informal communication, you leave your department to go to another office, and greet someone or give an indication, this is a living example of oral communication.
Some examples of oral communication are:
- Conferences. Some particular subject is exposed: Meetings and Assemblies. There is discussion on a particular topic. Videoconferences. We communicate from one department to another, which may be located in another city, in order to expose the situation in our area. Telephone service. He communicates from one area to another by means of calls, and regularly it is to request some information that is needed to solve a problem, or to complement some work.
Non-verbal communication
This type of communication is used in many ways in the organization, often as a complement to what is said, an example is when in an exhibition the assistants become aware of the facial and body expressions of the exhibitor, and even if it is handled as a Supportive communication, many times this may not be the case, such as transmitting insecurity, lack of knowledge of the subject or credibility.
Within this classification, visual support means can also be considered, which also aim to provide feedback on what is said.
Some examples of visual media are (Pérez & Candale, 2010):
- Murals. In them motivational information for the employee is managed, these must be placed in strategic points of the organization, so that they can be observed by the employees. Notice board. Tables, graphs, etc. are placed in them, and its objective is to sensitize employees and inform them about some aspect in question. Map of the facilities, with the purpose that they know how to locate themselves, and where to go. (NUÑEZ, 2012)
BARRIERS IN ORGANIZATIONAL COMMUNICATION
- Lack or absence of planning Confusing assumptions or facts Distortion of message context and / or semantics Poorly expressed information International context barriers Loss of information due to limited retention Information with limited listening and advance evaluation of it Communication in an impersonal way Insufficient time or fear of communication Excessive time to change of information Other barriers in communication
Lack or absence of planning
This barrier occurs very frequently within organizations, so that organizational communication is adequate and meets its objectives, it must arise as a consequence of planning, both analysis and formulation of the message to be transmitted, as well as its origin and objectivity; In addition, the person to be communicated must choose the most convenient communication channel as well as the time frame indicated for the transmission of the information, and thus stop resistance to change.
Confusing assumptions or facts
Many times in the transmission of information, certain situations are taken for granted or understood, and therefore they do not communicate with the rest of the information that is transmitted, an example of this occurs when a client sends a notice to one of their suppliers on a visit to the company's facilities, the assumption that is intended to be reflected is the fact that the client can assume that the supplier will organize his arrival, from the point of transportation, such as accommodation and also prepares a reception and review program within its facilities. As for the provider, he can believe and assume that the client's visit to the city may be due to personal reasons, which is why he will visit the organization's facilities but as part of a routine activity.It is in this example where it is understood that the assumptions or facts that are not clarified between the parties involved can generate confusion and sometimes larger problems.
Distortion of message context and / or semantics
To speak of distortion of context or semantics of the message is to refer to one of the main barriers in communication. To give an example, you can consider the fact that the company places an ad in one of its points of sale that says "Sale for less", this is an ambiguity for those who receive this message, the main question they will ask themselves is the fact of
Less in what or what? And an endless number of reactions can be generated when receiving this information. Another example that can be considered in this classification is the conceptualization of a concept, depending on the message or the situation of each organization; In the case of the word government, it can be considered a bureaucratic activity with little credibility, but for another sector it can mean support, equality or justice.
Poorly expressed information
Another common barrier in communication arises when, despite the fact that the originator of the information clearly shows the ideas and bases of the information, he may have chosen the wrong words, it may have been inconsistent to take some terms for granted or to incorrectly structure the information. This can be very costly for the organization, which is why it is important that the sender take special care in encoding the message to be transmitted.
Barriers to the international context
When the communication process has as obstacles the existence of different and varied cultures, language and action rules, it further complicates the transmission of information.
An example is presented when trying to translate company slogans or publicize work concepts that can vary considerably from one culture to another and in some cases even be offensive if not handled properly.
Loss of information due to limited retention
This mishap happens when the information that is shared from one individual to another, loses precision throughout the transmissions, and this is one of the main causes of a severe communication problem. In this type of cases it is important to carry out protection actions such as information backup, data repetition and the use of several channels simultaneously.
Information with limited listening and advance evaluation of it
Not all people are used to listening appropriately, many can maintain a communication without there being a real connection with the subject matter, in addition to many people tend to judge the content of an information hastily many times without objectively analyzing the information received.
Impersonal communication
The use of communication means in the company can hinder the transmission of information with collaborators, communication is mostly efficient when there is personal contact (face to face) with the recipients of the message in the organization, since in this way there will be greater level of confidence and understanding, as well as it is more easily presented in the feedback of the information.
Mistrust or fear in communication
The relationship that is maintained between superiors and collaborators allows the conditions in the flow of information to improve or worsen considerably, when the boss or superior has not taken pains to maintain a favorable organizational climate, trust and the work environment is too hostile or threatening, can generate mistrust and a fearful attitude that blocks communication.
Insufficient time before changes
In the organizations within the multiple information exchanges that are presented, many are related to substantial organizational changes of great importance and influence on the company's employees. Many of the collaborators do not respond to changes in the same way, some take longer to adapt to them and this lack of time can cause complications in communication with repercussions in the company.
Excess information
When the flow of information is too large, its understanding can often be limited, and the company's employees weigh the informative value in relation to their beliefs and points of view, in some cases downplaying data that the issuer considers important, also it is the case where the data overload can generate conflicts and errors when trying to process the information. That is why it is necessary to take care of the content of the information so that it is transmitted in a concise and precise way so that there are no filters that subtract value and content from the information communicated by the company or vice versa.
Other barriers in communication
In addition to the barriers or obstacles in communication previously mentioned in this work, other more than the innumerable that can be presented in the organization can be mentioned, such as:
- Partial or selective perception Hierarchical difference between senders and receivers of information Problems of attitude, concentration or disposition, among many others.
(DÍAZ, 2014)
TYPES OF ORGANIZATIONAL COMMUNICATION
Organizational communication is not a process that is only carried out within the company, but also outside it, since the proper functioning of its internal networks must be parallel to those with its external members, for it is the two parts on which true organizational success depends. Which leads us to differentiate between the types of organizational communication that exist. (TESSIE, 2012)
INTERNAL COMMUNICATION
Internal communication is: the set of activities carried out by any organization to create and maintain good relations with and among its members; using different means of communication that keep them informed, integrated and motivated to contribute with their work to the achievement of organizational objectives.
The objectives, responsibilities and functions of internal communication are shown below:
Re sponsibilities:
- Establish communication objectives and strategies Establish communication priorities Establish an information access system, determining communication flows Establish communication elements, establishing how the System will work
Obj e t i vos:
- Involve the members of the organization in the vision and mission of the organization, instilling their trust and loyalty Project a positive image of the company Balance the ascending, descending, horizontal and transversal information Involve the personnel in the company project Consolidate a management style Promote the adaptation to changes in the internal and external environment, logically aided by the external communication of the organization
Features:
1) Investigate, in order to develop a policy for listening to the company's social climate that will later help in making appropriate decisions
2) Orient, achieving an ability to listen and raise awareness about the different aspects of the company. Applying it in principle to the senior management
3) Report
4) Encourage and coordinate, that is, after knowing what is happening in the company and in order for information to flow in a better way, a network of correspondents must be created to inform employees. How ?, since taking the benchmarks in the company that can distribute and collect the information in a better way than others. Achieving with all this coordinate communication flows and integrate employees in this network that will also give them a sense of belonging to it.
5) Organize campaigns, as solutions to internal problems in order to involve employees. They have a short, medium or long-term vision, depending on the actions they want to take within the company.
6) Training: Specific training of specific activities, including in a special way training in communication, which seeks that employees know how to use tools that improve communication within the organization.
COMMUNICATION NETWORKS IN ORGANIZATIONS
The addresses that the messages take are called "communication networks", whose origin can be formal or informal.
FORMAL NETWORKS
When the messages flow following the official routes dictated by the hierarchy or their job function specified in the organization chart of the company, communication networks are formal. Its objective is to efficiently coordinate all the activities distributed in the organization's structure.
In formal networks, messages circulate in descending, ascending or horizontal ways. Messages that flow downward or upward when the scalar principle of authority or hierarchy is employed, and through organization when the functional principle of job classification is applied.
DESCENDING COMMUNICATION
It is one in which messages flow from superiors to subordinates.
Top-down communication is the one that takes place when supervisors play the role of senders and subordinates are the receivers, assuming that the messages are concerning the responsibilities, functions and production that takes place within the organization.
This type of communication should not be understood exclusively as that which arises in management and is directed at employees, but also that which originates from the top and flows to management, because “without the latter, the former would not make any sense ”
Top-down communication studies answer the question, to what extent do downstream messages obtain the types of response desired by the manager who sends the message. Top-down communications set the pace and set the environment for top-up communications to be effective
The messages that are frequently transmitted in downward communication are:
1) Work instructions, which explain how specific tasks should be carried out, obtaining in the future a benchmark of employee performance
2) Reasoned presentation of the works, where the purpose of certain activities and how they relate to others and to the objectives of the organization are explained.
3) Procedures and practices, which are the messages that seek to familiarize subordinates with the organization's policies, regulations, customs, benefits, etc.
4) Feedback, information given to employees in order to communicate their job performance
5) Indoctrination of objectives, messages designed to motivate workers, making them aware of the mission, vision and other elements of the organizational culture.
ASCENDING COMMUNICATION
It is the one that occurs from subordinates to superiors. They are those messages that flow from employees to superiors, usually for the purpose of asking questions, providing feedback and making suggestions.
Upward communication can become a thermometer of what happens to the people under our command and, therefore, its usefulness is that depending on the level of detail we have, we can diagnose and forecast events to be able to handle them in a more efficient way.
Thus, it can be reduced to what the person says about himself, his performance and his problems; about other people their problems; about organizational uses, practices, and policies; and about what needs to be done and how it can be done.
Bottom-up communication should be valued because:
1) Indicates the acceptability of the environment for top-down communication
2) Facilitates acceptance of decisions made by encouraging employees to participate in the decision-making process
3) Provide feedback on employee understanding of top-down communication
4) Encourage the presentation of valuable ideas.
HORIZONTAL COMMUNICATION
It is the one that occurs between people belonging to the same hierarchical level. Horizontal communication consists of the lateral exchange of messages between people who are at the same level of authority within the organization.
This communication is direct between employees, and is linked to the formation of groups. Since certain activities that have to be done in the organization involve the participation of several workers. So, to achieve the proposed goals and objectives, a certain coexistence is required, so good communication, integration and coordination between them must be foreseen.
The groups that are created can be formal, those dedicated to work, problem solving or decision-making. These are divided into functional, that is to say, that their group functions are established by their hierarchy and / or project, which are united by a particular objective and dissolve upon achieving it. And they can also be informal, created based on friendship or a certain common interest.
Horizontal communication can occur between:
- Members of the same group, Members of different groups, Members of different departments, and Between the line and the staff. The second is understood as groups of specialist advisers external to the organization: outsourcing 4 and consultancies.
Its main purpose is to provide a channel for coordination and problem solving (avoiding having to consult a common superior, with the slowness that this would entail) as well as offering the alternative of relating to similar people in the organization, which is makes it very important for job satisfaction.
INFORMAL NETWORKS
The messages that circulate through the functional lines of the organization, which we call: formal networks, now it is the turn of those that operate in the opposite way, that is, those that do NOT flow following the formal channels of communication. (ZAYAS, 2016)
Informal communication is:
- The exchange of information that is established between people in an organization, regardless of the positions they occupy in it. The one that does not follow formally established channels or procedures. The one that touches work elements, without having the legitimacy of the corresponding authorities in that organization. area.
It is the communication that is not established, but that still takes place. Well, basically it is made up of conversations that employees have about a topic, whether or not it is related to work. This network arises in most cases from the need to socialize people, to establish contacts within and outside our work team, as well as in other departments. In addition, they also do so because they have some personal or emotional interest in a situation or because recent information reaches them that they "must disseminate."
Informal networks regularly broadcast news and comments. But also, on many occasions, it carries the rumor.
The rumor is known as the part that damages this communication network, because “in general it is ambiguous, it lacks foundations and in its dissemination the people who transmit it filter and select those events that have the greatest impact on them, distorting the meaning of the original message " Among its causes we find: interest in a situation, ambiguity, confusion, lack of official information about the situation.
Even though it may be dangerous for the company, informal communication also has characteristics that benefit it:
- Provides performance feedback Translates formal orders into more accessible language Unofficially makes relevant messages known Faster and more flexible
EXTERNAL COMMUNICATION
External communication is one in which these same elements are directed outside the company.
This type of communication is the set of messages issued by any organization to its different external audiences, aimed at maintaining or improving its relations with them; to project a favorable image or to promote your products or services.
PUBLIC RELATIONS
Public relations is as important a means of marketing communication as advertising. Its purpose is to create a favorable image towards the company among its own products, employees, shareholders and the general public. Furthermore, their job is to remain in constant communication with the public, creating a positive consumer attitude and a good predisposition towards the company.
Public Relations are in charge of breaking down the barriers in the business environment, as they reinforce the prestige of services and products, in addition to being in charge of dealing with the relationships in their space: clients, society in general, potential clients, etc.
These relationships must be:
- Human, since they require direct, personalized and periodic contact. Cordial, consequence of the periodicity and the interdependence between both. Professionals, because they know what they have to do and the communication department also. Permanent, in other words, constant and not only when we are interested or convenient.
ADVERTISING
Advertising is a paid form of impersonal communication about an organization, its products, or both, which is transmitted to a target audience through the mass media.
People and organizations use advertising to promote services, merchandise, ideas, themes, and even people.
The disadvantage of advertising is that its cost per person it reaches can be low, contrary to what is invested in it. Thus, advertising often does not provide quick feedback. Its results are difficult to measure. Furthermore, compared to personal sales, advertising does not have such a persuasive effect on consumers.
DIMENSIONS OF ORGANIZATIONAL COMMUNICATION
There are 3 dimensions that Organizational Communication must comprehensively contemplate if it really wants to be a facilitator for strategic decision-making, the strengthening of corporate identity and the full experience of the organizational culture by each of its members.
They are the informative sphere, the affective-collaborative sphere and the strategic sphere. The first two have their axis in Internal Communication and the third is projected both inside and outside the organization. Let's see then the particularities of each of them:
Spheres of organizational communication
- Informative Sphere: the main objective of Internal Communication in this first sphere, is to share with all members and levels of an organization, the contents and news that refer to the day-to-day business and each of its areas or processes, as well as information related to values and policies, regulations for coexistence and work, and in general, the events of a regulatory, operational, administrative and management nature of the entire organization. Affective-collaborative sphere: in this sphere, the purpose of Internal Communication is to be a facilitator of the construction of well-being and development for the members of the organization and promoter of leadership, synergy, creativity,the teamwork and the permanent personal and professional growth of each one of the collaborators of the company or institution. In this sphere, Communication works closely with Human Management, Training and Development, under the guidelines of the highest head of the organization.Strategic sphere: in this sphere, Communication is a true ally of the organization to strengthen the bases of its culture. corporate and brand attributes, incorporate the human team into the global business strategy, promote their participation, facilitate innovation and safeguard its image and reputation, all with a view to achieving the objectives set and in a clear ethical framework, of socially responsible exerciseTraining and Development, under the guidelines of the highest head of the organization.Strategic sphere: in this sphere Communication is a true ally of the organization to strengthen the bases of its corporate culture and brand attributes, incorporate the human team to the global business strategy, promote its participation, facilitate innovation and safeguard its image and reputation, all with a view to achieving the objectives set and within a clear ethical framework, of socially responsible exercise.Training and Development, under the guidelines of the highest head of the organization.Strategic sphere: in this sphere Communication is a true ally of the organization to strengthen the bases of its corporate culture and brand attributes, incorporate the human team to the global business strategy, promote its participation, facilitate innovation and safeguard its image and reputation, all with a view to achieving the objectives set and within a clear ethical framework, of socially responsible exercise.incorporate the human team into the global business strategy, promote their participation, facilitate innovation and safeguard its image and reputation, all with a view to achieving the objectives set and within a clear ethical framework, of socially responsible exercise.incorporate the human team into the global business strategy, promote their participation, facilitate innovation and safeguard its image and reputation, all with a view to achieving the objectives set and within a clear ethical framework, of socially responsible exercise.
CONCLUSION
Organizational communication is essential for the integration of administrative functions, an example of this is when the general goals and objectives are transmitted by senior management to lower levels.
There are some characteristics such as effective leadership, the creation of an environment orienting motivation, the work environment that depend on good or bad communication between employees of an organization.
The importance of organizational communication lies in that it is present in all business activities and is a process that continually involves all employees. This is the reason why effective communication must be essential for administrators, in organizations also because functions such as planning, organization and control are only executed through organizational communication. (FLORES, 2012)
THANKS
Thankful to God for all his blessings, also for the opportunity to work in the process of improving myself.
To my “alma mater” the Orizaba Technological Institute for their dedication in training quality professionals, to my MAE Professor Fernando Aguirre y Hernández for their dedication, dedication and commitment in sharing their knowledge.
To God for life and for science!
THESIS PROPOSAL
DESIGN OF A METHODOLOGY TO MEASURE THE ORGANIZATIONAL CLIMATE IN BUSINESS
Objective: to provide administrators with a structure to analyze the organizational climate in companies.
BIBLIOGRAPHY
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