Business communication, sometimes known as corporate communication when it refers to a company and institutional communication when it is from a public institution, is based on a process of sending and receiving messages in a complex organization. This process can occur internally, in relationships within an organization or externally, for example with clients, organizations, etc.
If this organization is a company, communication is divided into three systems:
- Of operation: those that refer to tasks and operations. Of regulations: those that are orders and instructions. Of maintenance: those that refer to public relations, customer acquisition and advertising or marketing.
Business communication is also understood as that process of production, circulation and consumption of concepts between the organization and its environments.
The nature of communication in a company or organization whatever the case is understood by its very essence, the organization between humans is an act of social communication. Which leads to common objectives and purposes, through methods, processes and actions to achieve a collective result.
The objective, theoretically speaking of business communication is the achievement of corporativity, which demonstrates the union of the collective, which was conceived as an independent system but related in turn to the environment (Ocampo Villegas, 2007).
In the business environment, vertical communication is called that which is distributed in an ascending and descending way between managers and their subordinates. This type of communication allows controlling the behavior of subordinates in aspects such as:
- Instructions and organization of tasks Information inherent to methods, practices and policies Critical rating of employee performance
The forms of communication used for it are:
- Telephone Meetings E-mail Manuals, guides, etc.
Meetings and the telephone are the most efficient way to disseminate information, as it allows large amounts of information to be transmitted in a short amount of time.
Written communication, such as emails, is appropriate and timely when the task to be carried out contains a great deal of detail and complexity. This is a very concise language, more than those mentioned above, and it is more objective since it is not distorted as with the verbal method. This type of communication is also very useful when you need to create a record of information.
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Ways to view organizational communication
Deetz (1986) argues that defining what is meant by the term "organizational communication" is only half the question. "A more interesting question is: What do we see or what can we do if we think of organizational communication one way versus another?" Unlike a definition, the intent here is not to get it right but to understand our options (Deetz, 1986). Instead, Deetz recommends that we try to understand the three conceptualizations that are available to scholars and students of "organizational communication": the discipline, ways of describing organizations, and a phenomenon within organizations.
Communication
The first way that the term organizational communication is commonly used is as a descriptive tool that refers to a specific subdivision of the communication field. However, organizational communication is not a unique academic area of study in the field of communication studies. Because organizational communication is a unique discipline, there are courses, books, and degrees associated with the study of organizational communication. According to Mumby & Stohl (1998), "a community of scholars constitutes a disciplinary matrix when they share a set of paradigmatic assumptions about the studies of a certain phenomenon." In essence,Organizational communication is a discipline because the people who study it share a common conception of studying this thing called organizational communication. Mumby and Stohl point out that “This does not mean that there is a consensus on each edition, but rather that scholars view the objects of study in similar ways, and use the same language game in describing these phenomena. In fact, you may find your teacher or even yourself to disagree with our interpretation of certain aspects of organizational communication, which is a normal part of any academic discipline.and they use the same language game to describe these phenomena. In fact, you may find your teacher or even yourself to disagree with our interpretation of certain aspects of organizational communication, which is a normal part of any academic discipline.and they use the same language game to describe these phenomena. In fact, you may find your teacher or even yourself to disagree with our interpretation of certain aspects of organizational communication, which is a normal part of any academic discipline.
Organizational Communication as a Descriptor
The second way we can see the term organizational communication is as a descriptor of what happens within organizations. Deetz, (1986) explains, «think of communication as a way of describing and explaining organizations, in the same way that it can be thought that psychology, sociology and economics are capable of explaining the processes of organizations, communication it can also be seen as a different way of explaining or thinking about organizations ”. People in anthropology, business, psychology, sociology, and other academic areas do research that is primarily about organizational communication.Communication scholars differ in how we approach organizational communication because our training is first and foremost in human communication, so we bring a unique history and set of tools for the development of organizational communication that other scholars do not. possess.
Organizational Communication as a Phenomenon
The last way the term organizational communication can be seen is to see it as a specific phenomenon or set of phenomena that occurs within an organization. For example, when two employees conflict at work, they are promoting organizational communication. When the CFO of an organization is presenting a PowerPoint presentation on the latest quarterly earnings to the organization's board of directors, he or she is engaging in organizational communication. The latest advertising campaign that an organization has created for the national media is another example of organizational communication.
A Conceptual Definition of Organizational Communication
Deetz's definition of organizational communication. Deetz (1986), organizational communication is defined as the process by which an interested party of the organization (or group of interested parties) tries to stimulate meaning in the mind of another person or group of interested parties through the intentional use of words verbal, and / or mediated messages.
According to the American Heritage Dictionary of Business Terms, a stakeholder is any party that has an interest in an organization. The stakeholders of a company include shareholders, bondholders, customers, suppliers, employees, etc. (Scott, 2009). There are a range of different stakeholders that exist for an organization. This is a short list of some of the actors within an organization: workers, managers, shareholders, etc. Every organization also has to worry about the actors that exist in the external environment of the organization: competitors, members of the community, government agencies, etc. Basically, every organization has a wide range of stakeholders that it must serve in order to run smoothly.
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The goal of communication is to convey information (and understanding of that information) from one person or group to another person or group. This communication process is divided into three basic components: A sender transmits a message through a channel to the receiver. (The figure shows a more elaborate model). The sender first develops an idea, which is composed into a message and then transmitted to the other party, who interprets the message and receives the meaning. Information theorists have added somewhat more complicated language. The development of a message is known as encoding. Interpreting the message is called decoding.
Communication Model
Figure 1. Communication model
The other important feature is the feedback loop. When two people interact, communication is rarely one-way. When a person receives a message, she responds to it by giving a reply. The feedback loop is the same as that for the transceiver feedback outlined in Figure 1. Otherwise, the sender cannot know whether the other parties correctly interpreted the message or how they reacted to it. Feedback is especially important in management because a supervisor has to know how subordinates respond to directives and plans. The manager also needs to know how work is progressing and how employees feel about the overall work situation.
The critical factor in measuring the effectiveness of communication is common understanding. Understanding exists when all the parties involved have a mutual agreement as to not only the information, but also the meaning of the information. Therefore, effective communication occurs when the intended message of the sender and the interpreted message of the receiver are one and the same. Although this should be the goal in any communication, it is not always achieved.
The most efficient communication occurs at minimal cost in terms of resources expended. Time, in particular, is an important resource in the communication process. For example, it would be virtually impossible for an instructor to take the time to communicate individually with each student in a class on each specific topic covered. Even if it were possible, it would be expensive. This is why managers often leave voicemail messages and interact via email instead of visiting subordinates personally.
However, efficient time-saving communications are not always effective. A low-cost approach, like an email note to a distribution list, can save time, but it doesn't always result in everyone getting the same meaning from the message. Without the opportunity to ask questions and clarify the message, misinterpretations are possible. In addition to a poor choice of communication method, other barriers to effective communication include noise and other physical distractions, language problems, and non-recognition of non-verbal cues.
Sometimes communication is effective, but not efficient. A task force leader who visits each team member individually to explain a new change in procedures can ensure that everyone truly understands the change, but this method can be very costly in the leader's time. A team meeting would be more efficient. In this way and in other ways, there are possible trade-offs between effectiveness and efficiency.
Communication flows
Communication flows are based on the organizational structure internally in companies. This internal communication is given in four ways: descending, ascending, horizontal and diagonal. Each one has its reason for being, such as the information that is given from the decisions of senior management, the participation of employees in decisions and the flow of information between the different departments of the organization (Ocampo Villegas, Humanizar la communication, 2007).
Downward flow of communication
Communication that flows from a higher level in an organization to a lower level is downward communication. In other words, communication from superiors to subordinates in a chain of command is downward communication. This communication flow is used by managers to convey job-related information to lower-level employees. Employees require this information to perform their jobs and to meet the expectations of their managers. Downward communication is used by managers for the following purposes:
- Provide feedback on employee performance Give work instructions Provide a comprehensive understanding of employees' work as well as to communicate to them how their work is related to other jobs in the organization Communicate the organizations mission and vision to employees.Highlight areas of attention.
Organizational publications, circulars, letter to employees, group meetings, etc. they are all examples of downward communication. To have effective and error-free communication, managers must:
- Specify the communication objective Make sure the message is accurate, specific and unambiguous Use the best communication technique to get the message to the recipient correctly
Upward flow of communication
Communication that flows to a higher level in an organization is called upward communication. Provides feedback on the functioning of the organization. Subordinates use upward communication to convey their problems and actions to their superiors.
Subordinates also use upward communication to tell how well they have understood downward communication. It can also be used by employees to share their views and ideas and participate in the decision-making process.
Upward communication leads to a more engaged and loyal workforce in an organization because employees have the opportunity to raise and discuss dissatisfaction issues at higher levels. Managers know the feelings of employees towards their jobs, colleagues, the supervisor and the organization in general. Therefore, managers can take action to improve things.
Claims system, complaints and suggestion box, job satisfaction surveys, etc., all help to improve upward communication. Other examples of upward communication are performance reports made by lower-level management for review by higher-level management, employee attitude surveys, letters from employees, discussions between employees and managers, etc.
Lateral / Horizontal Communication
Communication that takes place at the same levels of hierarchy in an organization is called lateral communication, that is, communication between peers, between managers at the same levels, or between any horizontally equivalent organizational member. The advantages of horizontal communication are as follows:
- It saves time It facilitates the coordination of the task It facilitates cooperation between team members It provides emotional and social assistance to the members of the organization It helps in solving various problems of the organization It is a means of exchange It can also be used to resolve conflicts of a department with another department or conflicts within a department.
Diagonal communication
Communication that takes place between a manager and employees in other work groups is called bias communication. It usually does not appear on the organization chart. For example, to design a training module, a training manager interacts with an operations staff to ask about how they are doing their job.
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The standard methods of communication are speaking or writing for a sender and listening or reading for the receiver. Most communications are oral, with one part speaking and the other listening.
However, some forms of communication do not directly involve spoken or written language. Non-verbal communication (body language) consists of actions, gestures, and other aspects of physical appearance that, combined with facial expressions (such as smiling or frowning), can be powerful means of transmitting messages. Sometimes a person's body can be "talking" even while keeping silence. And when people speak, their bodies can sometimes say different things than what their words convey. A mixed message occurs when a person's words communicate a message, while non-verbally, he or she is communicating something else.
Although technology like email has downplayed the importance of non-verbal communication, most organizational communication still takes place through face-to-face interaction. Every verbal message comes with a non-verbal component. The receivers interpret the messages taking into account the meaning of everything available. When nonverbal cues are consistent with verbal messages, they act to reinforce the messages. But when these verbal and non-verbal messages are inconsistent, they create confusion for the recipient.
Management actions are especially significant because subordinates place more trust in what managers do than what they say. Unless actions are consistent with communication, a feeling of mistrust will undermine the effectiveness of any future social exchange.
Oral communication skills
Because a large portion of a manager's day is spent conversing with other managers and employees, speaking and listening skills are critical to success. For example, oral communication skills are used when a manager must make sales presentations, conduct interviews, conduct employee evaluations, and hold press conferences.
In general, managers prefer to rely on oral communication because communication tends to be more complete when speaking in person. In face-to-face interactions, one person can judge how the other party reacts, get immediate feedback, and answer questions. In general, people tend to assume that speaking to someone directly is more credible than receiving a written message. Face-to-face communication allows not only the exchange of words, but also the opportunity to see non-verbal communication.
However, verbal communication has its drawbacks. It can be inconsistent, unless all parties hear the same message. And although oral communication is useful for conveying the points of view of others and fostering an openness that encourages people to communicate, it is a weak tool for implementing a policy or issuing directives where many specificities are involved.
Here are two of the most important skills for effective oral communication: Active listening. Listening is making sense of what is heard and requires paying attention, interpreting and remembering sound stimuli. Effective listening is active, requiring that the
listener "get into the head" of the speaker so that he can understand the communication from the speaker's point of view. Effective listeners do the following:
- Make eye contact Schedule sufficient and uninterrupted time for meetings Genuinely seeking information Avoid being emotional or attacking others Paraphrasing the message you heard, especially to clarify the speaker's intentions Remaining silent Do not speak with filling pauses, or respond to statements in a point-counterpoint manner. Ask clarifying questions. Avoid making distracting gestures.
Constructive feedback. Managers often do poor jobs of providing employees with performance feedback. When providing feedback, managers should do the following:
- Focus on specific behaviors rather than making general statements Maintain impersonal and goal-oriented feedback Offer feedback as soon as possible after the action Asking questions to ensure understanding of the feedback Direct negative reaction to the behavior that the recipient can control.
Written communication skills
Written communication has several advantages. First, it provides a record for referral and follow-up. Second, written communication is an inexpensive means of delivering identical messages to large numbers of people.
The main limitation of written communication is that the sender does not know how or if the communication is received unless a response is required.
Unfortunately, writing skills are often difficult to develop, and many people have trouble writing simple, clear, and direct documents. And believe it or not, poorly written documents cost money.
How much does bad writing cost a company annually? According to a Canadian consulting and training company, an employee who writes just one poorly formulated note per week over the course of a year can cost the company $ 4,258.60.
Managers must be able to write clearly. The ability to prepare letters, notes, sales reports, and other written documents can mean the difference between success and failure. The following are some guidelines for effective written communication:
- Use the POWER Plan to prepare each message: plan, organize, write, edit and review Write the message with readers in mind Give the message a concise title and use subtitles where appropriate Use simple words and short, clear and paragraphs. Back up opinions with facts. Avoid “flowery” language, euphemisms, and triad expressions. Summarize main points at the end and let the reader know what to do next.
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The formal flow of information in an organization can move through ascending, descending, horizontal or diagonal channels. Most of the downside communications are directed at plans, performance feedback, delegation, and training. Most upstream communications are about performance, complaints, or requests for help. Horizontal communications focus on the coordination of tasks or resources.
The organizational structure creates, perpetuates and encourages the formal means of communication. The chain of command typifies vertical communication. Teamwork and interactions exemplify lateral or horizontal efforts to communicate. The coordination of efforts between colleagues or employees of equal rank and authority represents this communication channel. Feedback from subordinate to superior is indicative of upward communication. For example, status reports to report to the upper levels of management originate from the lower or middle ranks of most organizations.
The marriage of people with electronic communication equipment and databases that store information is a formal network. Formal communication networks provide the electronic links to transfer and store information through formal organizational channels.
Informal channels, known as bushes, carry occasional social and personal messages throughout the organization. Bushes are an informal person-to-person communication network of employees that is not officially sanctioned by the organization. These are spontaneous, fast, and difficult to stop; it can help and hinder understanding of information. For these reasons, managers must keep in touch and counter rumors.
Like interpersonal communication, organizational communication can be blocked by barriers, such as the following:
- Information overload Embellished messages Delays in formal communications Lack of trust and openness of employees Different styles of change Intimidation and unavailability of those of rank or status Manager interpretations Electronic noise
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Communication touches everything that happens in an organization and is so intertwined with all other functions and processes that separating it for study and analysis is difficult. Because communication is the slowest activity a manager engages in, improving management depends largely on improving communication. One way researchers are trying to improve communication skills for organizations is through instruments that assess the effectiveness of managers' writing and speaking.
The responsibility for strengthening and improving communication is both individual and organizational. Senders should define the purpose behind their message, construct each message with the reader in mind, select the best medium, time each transmission carefully, and seek feedback. Recipients should actively listen, be sensitive to the sender, recommend an appropriate medium for messages, and initiate feedback efforts.
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Organizations are totally dependent on communication, which is defined as the exchange of ideas, messages, or information through speech, signs, or writing. Without communication, organizations will not function. If communication is diminished or hampered, the entire organization suffers. When communication is complete, accurate, and timely, the organization tends to be vibrant and effective.
Communication is essential to the entire management process for four main reasons:
- Communication is a management linking process. Communication is the way that managers carry out the managerial functions of planning, organizing, staffing, directing, and controlling. Communication is the heart of all organizations Communication is the primary means by which people obtain and exchange information. Decisions often depend on the quality and quantity of the information received. If the information on which a decision is based is bad or incomplete, the decision will often be wrong. The most time-consuming activity for a manager is communication. Managers spend 70 to 90 percent of their time communicating with employees and other internal and external customers. Information and communication represent power in organizations.An employee cannot do anything constructive in a work unit unless he or she knows what to do, when the task is to be carried out, and who else is involved. Staff members who have this information become centers of power.
The ability to communicate well, both orally and in writing, is a critical management skill and an effective leadership foundation. Through communication, people exchange and share information with each other and influence the attitudes, behaviors, and understandings of others. Communication enables managers to establish and maintain interpersonal relationships, listen to others, and obtain the information necessary to create an inspiring workplace. No manager can handle conflict, negotiate successfully, and be successful in leadership without being a good communicator.
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Managers make problem-solving decisions under three different conditions: certainty, risk, and uncertainty. All managers make decisions under every condition, but risk and uncertainty are common to the more complex and unstructured problems faced by top managers.
Decisions are made under the condition of certainty when the manager has perfect knowledge of all the information necessary to make a decision supported by good business communication. This condition is ideal for troubleshooting. The challenge is simply to study the alternatives and choose the best solution.
When problems tend to crop up on a regular basis, a manager can address them through standard or prepared responses called scheduled decisions. These solutions are already available from past experiences and are appropriate for the current problem. A good example is the decision to automatically reorganize inventory when stock falls below a certain level. Today, an increasing number of programmed decisions are being assisted or managed by computers using decision support software.
Structured problems are familiar, straightforward, and clear about the information needed to solve them. A manager can often anticipate these problems and make a plan to prevent or solve them involving the entire organization. For example, staffing issues are common regarding salary increases, promotions, vacation requests, and committee assignments, as examples. Proactive managers can plan processes to handle these complaints effectively before they even occur.
Risk
In a risky environment, the administrator lacks complete information. This condition is more difficult. A manager can understand the problem and the alternatives, but has no guarantee of how each solution will work. Risk is a fairly common decision condition for managers.
When new and unfamiliar problems arise, unscheduled decisions are specifically tailored to the situations at hand. The information requirements for defining and solving non-routine problems are typically high. Although computer support can help in information processing, the decision will most likely involve human judgment. Most of the problems faced by senior managers require unscheduled decisions. This fact explains why the demands on a manager's conceptual skills increase as he moves toward higher levels of managerial responsibility.
A crisis problem is an unexpected problem that can lead to disaster if it is not resolved quickly and properly by communicating it effectively and efficiently. No organization can avoid crises, and the public is well aware of the enormity of corporate crises in the modern world. The explosion of the Chernobyl nuclear power plant in the former Soviet Union and the Exxon Valdez spill of years past are a couple of sensational examples. Managers of the most progressive organizations now anticipate that crises will, unfortunately, occur. These managers are installing early warning crisis information systems and developing crisis management plans to deal with these situations in the best possible way.
Uncertainty
When information is so poor that managers cannot even assign probabilities to the likely outcomes of alternatives, the manager makes a decision in an uncertain environment. This condition is the most difficult for a manager. Decision-making under conditions of uncertainty is like being a pioneer entering uncharted territory. Uncertainty forces managers to rely heavily on creativity to solve problems: it requires unique and often totally innovative alternatives to existing processes. Communication in workgroups is frequently used for problem solving in such situations.
In all cases, responses to uncertainty rely heavily on intuition, educated guesses, and hunches, all of which leave plenty of room for error.
These unstructured problems involve ambiguities and information gaps and often occur as new or unexpected situations. These problems are often unforeseen and are reactively addressed as they occur. Unstructured problems require novel solutions. Proactive managers are sometimes able to jump into unstructured problems by realizing that a situation is susceptible to problems and then making contingency plans. For example, at the Vanguard Group, executives are tireless in their preparations for a variety of events that could disrupt their mutual fund business. Your biggest fear is an investor panic that will overload your customer service system during a major dive into the bond or stock markets.In anticipation of this occurrence, the firm has trained accountants, attorneys, and fund managers to staff the phones, if necessary.
R efferents
Deetz, S. (1986). Management of interpersonal communication.
Mumby, DK, & Stohl, C. (1998). Organizational communication. Contemporary sociology. Ocampo Villegas, MC (2007). The communicator and the organization. Bogotá, Colombia: Communication
business.
Ocampo Villegas, MC (2007). Humanize communication. Bogotá, Colombia: Business Communication.
Scott, DL (2009). American Heritage Dictionary of Business Terms. Boston, MA.
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