Globalization, expansion and constant changes in the markets, the achievement of differentiation and competitiveness, are just some of the great challenges that organizations face today; and for this reason, the business vision is no longer based solely on the economy, production and administration that marked the actions of organizations in the past. In short, aspects such as culture, communication, information and knowledge represent new axes for the integral dynamics of companies.
Given the above, it should be noted that communication is vital in the business environment, where it can be seen today that successful organizations are those that give true importance to communication and information, since they have understood that said factors They contribute greatly to improving the work culture and climate.
From this perspective, communication constitutes a strategic tool for the processes of redefining the organization's relationships with its environment, the interaction with its internal and external audiences, and the use and required technological appropriation. (Valley, 2003)
Likewise, organizational communication is understood as a set of techniques and activities aimed at facilitating and streamlining the flow of messages that are presented between the members of the organization and between the organization and its environment; or, to influence the opinions, skills and behaviors of the organization's internal and external audiences, all in order for the organization to effectively and efficiently meet the objectives it has established. Well, in this era of modernity, time plays a very important role, demanding speed in the response processes of the company, so a good planning of internal communication represents an important strategy to create environments of trust and openness through flow informative at all levels and areas that make up the organization.
What is communication and what are its characteristics?
As already mentioned, communication is one of the fundamental factors in the functioning of organizations, as it is a tool and a key element for the maintenance of the institution. Its activity is possible thanks to the exchange of information between the different hierarchical levels, which establish typical patterns of behavior based on social variables, thanks to the fact that communication is a mechanism by which human beings build links that are intended to transmit emotions, ideas and feelings, among others, and that give access to the constitution of relationships and groups.
Thus, for the understanding and construction of relationships between people, communication is required that acts as an integrating agent, bringing the members of a group closer together from the transmission and feedback of experiences. Therefore, communication only makes sense when it manages to convey ideas, feelings or needs that are clearly deciphered and analyzed by others, as the basis of human interaction.
In general, the interaction between the members of a group, which is based on effective communication, facilitates adaptations to the complex environments of organizations through learning processes and organizational communication. And to the learning and communication process, the social and cultural content must be added, which are fundamental elements for any type of organization, since the construction of values and identification among the people members of a work group are the starting point for achieving of goals. However, in human groups organized for work, it is of vital importance to generate basic guidelines for the communication of the members of a group. (Zúñiga, 2010)
Within this framework, it should be noted that, for communication to be effective within and outside the organization, it must be:
- Open: Its objective is to address both internal and external audiences. Evolutionary: It emphasizes the unforeseen communication that is generated within an organization. F lexible: Allows timely communication between formality and informality. Multidirectional: Communication must be handled from top to bottom, from bottom to top, horizontal and transversal, and internal and external to the organization. I nstrumented: That is, tools, supports, devices and other technological resources are used to promote effective communication in a timely manner. (Torrijos, 2009)
Internal and external organizational communication
If the role of communication in the company is considered as a determining factor in the maintenance of good interpersonal relationships, a renewed position must be implemented by the organization, since it is a mistake to assume that improving internal and external communication is a philosophy or exclusive tool of large companies.
ORGANIZATIONAL COMMUNICATION
Internal and External Organizational Communication (Jirón, 2014)
However, the study of organizational communication arises from the need that companies have presented in recent decades to bring about improvements in the communication skills of those who intervene in their processes; and this is why this issue is one of the great professional challenges of our time, as there are still very few organizations that develop adequate internal communication policies that contribute to implementing true changes in corporate culture.
In this vein, organizations that really want to be competitive and seek to successfully cope with abrupt and constant changes in the market must know how to motivate their team and human talent, retain the best collaborators and instill a true corporate culture so that they feel identified and committed to the organization. Situations in which internal communication becomes a key strategic tool to respond to these needs and enhance the feeling of belonging of employees to the company. (EPU, 2014)
According to (Katz & Khan, 1986), communication processes from a systemic perspective allow the organization to maintain coordination between its different components and thus achieve its essential characteristic: that of being a system; allowing coordinated action and teamwork to contribute to the achievement of strategic objectives, since communication is also an instrument of change. In this context, internal communication allows the introduction, dissemination, acceptance and internalization of new values and management guidelines that accompany organizational development.
All of the above contributes to improving the quality of working life and the quality of products and services offered by the organization, as well as increasing productivity. Meanwhile, it should be remembered that given the competitiveness of the environment, the organization today not only competes on the quality of the services or products it offers, but also on the quality of working life that it grants to its human assets. Thus, in the search for sustainability, communication appears as a fundamental starting element, becoming increasingly necessary the adequate implementation of strategies that provide optimum effectiveness and efficiency in organizational processes. (Puyal, 2001)
On the other hand, the external communication of a company is the set of message-generating activities aimed at creating, maintaining or improving the relationship with the different target audiences of the company, as well as to project a favorable image of the organization or promote products and services it offers.
For the organization, it is essential to maintain a double flow of communication, that is, to receive information on the variations in the dynamics of the social, political and economic context in which it develops its work, in order to define its strategy, its guidelines; and projecting on the social sphere an image of a company based on information about its internal dynamics and its objective action on the social environment. (Morales, 2009)
External communication with clients, intermediaries, suppliers, competitors, the media and the general public is as vital for the organization as internal communication, since there must be high integration between them. However, although external communication is regularly linked to departments such as public relations, marketing, market research, corporate communication, etc., all members of the organization carry out external communication functions and dissemination of the organization's own image., since, when the feeling of belonging increases, that is, when people feel identified with the organization and improve labor relations, they transmit a positive image to the outside. So,the image that the organization transmits to society conditions the satisfaction of certain status and prestige needs of its collaborators. Therefore, the two communication systems must be managed in a coordinated way, however, in practice, innovation strategies in companies tend to fall preferably on external communication, rather than internal communication. (Morales, 2009)
Communication - information technology relationship
It is clear that communication processes are increasingly influenced by ICTs1, since they offer multiple possibilities of access to information, but mainly, they offer individuals the opportunity to overcome their status as recipients of information to become producers of information. content and cultural creators.
The convergence fostered by the so-called digital revolution constitutes a set of technologies whose applications open a wide range of possibilities to human communication, since the approach between technology and the mass media establishes a new economic, productive and social model. that supposes the appearance of industries, professional profiles and economic models until recently unknown. Therefore, the value of digitization lies not only in a context of comprehensive reorganization of products and content, but also of the ways of working and of the business structure itself. (Jódar, 2009)
The use and appropriation of new information and communication technologies have been true tools for competitiveness, hence one of the challenges in the organization is the maximum use of new technologies applied to the improvement of internal and external communication and knowledge generation, because when organizational communication fails, this is reflected in productivity levels.
Thus, today, in our globalized and volatile world, organizational intangibles such as brand, quality, environmental control and care, teamwork, relationships, identity, innovation, creativity and intelligence in business. Therefore, it is not strange that a small or medium-sized company shows itself to its public through the internet or sensitizes its collaborators to produce in teams using computer technologies. (Valley, 2003)
Challenges of internal communication in companies
It is necessary to take into account that all communication within the organization is carried out within the framework of human bonds and that these are expressed through the way in which people carry out their tasks, and through how they relate and complement each other according to with their own cultures. Given the above, an organizational culture is built composed of a set of values, beliefs and understandings shared by the members of an organization, endowing it with defined forms of thought, feeling and reaction, which guide decision-making, the way in which it is they carry out their activities and especially the forms of communication.
Thus, understanding communication as a permanent process of transmission and reception of values, attitudes, actions and ideas, allows groups and organizations that have the firm conviction to overcome adversity to grow and develop. For this, it is necessary to have some instruments that enable the viability of proposals, organize projections and enhance capacities to achieve greater effectiveness and impact in daily actions. It is about strengthening the development of communication policies in organizations, and executing them. (Favaro, sf)
On an individual basis, it is necessary to begin to consciously recognize the forms of communication in which we participate on a daily basis in a natural and spontaneous way: attitudes, actions, structures and everything we do and stop doing communicate what we think, what we want, and ultimately, about us. On the other hand, at the organizational level, communication implies a change in substance rather than in form, a change that transcends even the organization itself, since a large number of currently existing companies still do not have cutting-edge administrative models, since As we can see, its corporate culture is based on control, authority and production, and not on relationships, knowledge, effective communication and information management. (Valley, 2003)
Given this scenario, communication must be managed to develop the organization through joint work, and to ensure equitable participation in decision-making, through a more open and interactive model, and through tools and applications that allow connectivity with the different audiences of interest or audiences of the organization. This implies, above all, a series of challenges that modify obsolete cultural practices at the organizational level (Osorio, 2012):
Dynamize: Communicating within organizations is the first challenge that organizations face; for which, it is important to define and make visible the attributes of the company; that is to say, show what characterizes it and differentiates it from the competition, managing to generate credibility and trust; the latter being one of the intangible values most desired by large companies.
Diversify: It is very important to know which are the ideal platforms to achieve communication objectives, which must be aligned with those of the business.
Differentiate: The differentiating elements are what set the tone and the direction of the company. This is undoubtedly an opportunity to expose the potential of the organization, its strengths, its practices of social responsibility, its processes, technological advances, and above all, its human talent.
In this regard, the dynamic world of companies is a challenge that implies an innovative vision, since internal communication that historically transmitted information vertically and was linked to the human resources area, today has become independent and has evolved, that is,, the objective of communication is no longer only to inform, but also to engage, motivate and strategically align all members of the company, a task that becomes even more challenging if it is considered that the needs and concerns of employees have changed, so technology is key in this process. (AméricaEconomía.com, 2016)
Possessing information is not communication
Information is only one part of the circular process in which the sender and receiver alternately exchange their roles and which, however, by itself does not produce communication. As expressed (Favaro, nd), information, communicative expression and understanding are three elements of the communicative phenomenon; and therefore, for this process to take place, the information must be expressed and understood.
In this regard, information is an important part of communication, but differs from the latter, in that it does not require a response beyond stating its receipt. Thus, in modern companies, a growing value is granted to communication, considering it a differential factor that affects their image, their productivity and the quality of working life; however, many other organizations continue to make the mistake of confusing communication with information.
For this reason, it is important to highlight that the action of informing is only limited to that: informing without obtaining anything in return; However, the action of communicating implies transmitting information within the group and spreading the word, giving rise to feedback, that is, an oral or physical response is expected from the receiver upon receiving said information, thus achieving the communication process.
Ultimately, information is inherent in organizations, since they are, after all, a group of people who interact by precisely exchanging information. However, a correct communication system must be fostered, in which information flows without any obstacle. (Favaro, sf)
Communication Process (Quevedo, 2015)
Impact of "noise" in organizations
When intervening in a communication process, one must take into account those factors that interfere, distort or decisively impede its course. In this sense, any interference that may occur is called “noise”.
Noise or rumor is therefore an informal means of communication, a message that runs through the corridors or areas of an organization, circulating unverified information; which can be confusing. In all cases, foresee the minimization of noise or use it to benefit, is the task of the organizations. (Favaro, sf)
One of the main causes of noise production in communication is that which is caused by ignorance or partial knowledge of the interlocutors. For example, diverse cultures, customs, conditions and life experiences substantially modify perception and participation in communication.
Likewise, noise disturbs and interferes in communication, because if the organization emits a confusing message, internally or externally, a rumor is created as a cause of interference from the bad emission of the message. For example, one of the cases in which this noise can occur is when managers use very complex language when transmitting information, which leads to poor communication, causing the real effect of the message not to coincide with the desired effect.
Another negative aspect of noise or rumor are the rivalries that it can cause and the tense environment that it creates between employees or managers, since it generates indisposition and therefore produces a deterioration in work performance.
Finally, noise or rumor can completely damage the image of an organization, if it manages to transcend the outside environment, causing uncertainty and affecting processes and job stability.
Given these aspects, organizations must implement an adequate communication system that covers all levels of the company and all types of formal and informal communication; with the purpose of facilitating understanding and generating a balanced and harmonious organizational climate, reducing uncertainty. (Hernández & Hernández, 2013)
conclusion
Organizational communication is a benchmark for managerial modernization, which allows the organization to evolve from the industrial era to the information and knowledge era; since the application of correct communication systems makes significant contributions to adapt companies to the new requirements and needs of internal and external markets.
Today, it must be understood that more than authoritative control, communication and dialogue must be sought, that is, recognizing the other so that, as a whole, organizational well-being is promoted. Thus, from the point of view of competitiveness, although the time of existence of an organization is an important reference, today what is most relevant is its ability to renew itself and adapt to the needs and expectations of its audiences and collaborators.
For this, the implementation of appropriate organizational communication platforms and processes, as well as the achievement of an adequate management culture, are key to the proper development of organizations.
References
- AméricaEconomía.com. (January 20, 2016). Mba & Executive Education. Obtained from http://mba.americaeconomia.com/articulos/notas/los-retos-de-la-comunicacion-internaEPU. (February 14, 2014). University extension and projection. Favaro, D. (sf). Creas.org. Retrieved from http://www.creas.org/recursos/archivosdoc/pubcreas/comorg.pdf Hernández, LM, & Hernández, C. (April 8, 2013). Internal communication. Obtained from: http://comunicacioninternaunisabana.blogspot.mx/2013/04/ruido-o-rumor-como-afectan-las.html Jirón, S. (2014). SlidePlayer.es. Obtained from http://slideplayer.es/slide/1129443/Jódar, J. Á. (2009). The digital age: New media, new users and new professionals. First Electronic Magazine in Latin America Specialized in Communication, 1 - 11. Katz, D., & Khan, R. (1986).Social psychology of organizations. México, DF: Trillas.Morales, AI (September 27, 2009). Organizational Communication. Obtained from http://anamoralesrosas.blogspot.mx/2009/09/comunicacion-externa-y-sus-funciones.html Osorio, D. (February 20, 2012). Systems for the management of information and strategic communications. Obtained from: https://sisgecom.com/2012/02/20/cuales-son-los-retos-para-las-organizaciones-2-0-vistos-desde-la-comunicacion-organizacional/Puyal, E. (2001). Sociology. Obtained from http://ciberconta.unizar.es/Leccion/comui/100.HTMQuevedo, J. (August 23, 2015). Human Communication. Obtained from: http://electronica1202-comunicacionhumana.blogspot.mx/2015/08/definicion-de-comunicacion.htmlTorrijos, B. (2009). Infosol. Obtained from: http://www.infosol.com.mx / space / Articles / Desde_la_Investigacion / La-Comunicacion-Organizacional.html #.WB1M1tLhDMxValle, M. (2003). Reason and Word. Obtained from http://www.razonypalabra.org.mx/anteriores/n32/mvalle.html Zúñiga, E. (2010). Organizational communication and its importance for university art schools: Proposal for the construction of collective organizational knowledge from an educational intervention. Education, vol. 34, 73-81.
Table of Figures
- Figure 1. Internal and external organizational communication Figure 2. Communication processes
Thanks
Special thanks to the research professor Fernando Aguirre y Hernández, professor of the master's degree in administrative engineering attached to the Orizaba Technological Institute, for the technical contribution to the construction of this article and its direction in the process of learning systemic thinking. Likewise, to the National Council of Science and Technology (Conacyt) dedicated to promoting and stimulating the development of science and technology in Mexico, for financial support for postgraduate studies.
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