Business Strategy Communication – Organizational Communication
One
of the keys to successful strategy implementation is that of communication throughout the organization. This should help to ensure that objectives are clear. Communication in the context of managing tasks raises wider organizational issues. It is about how a manager communicates goals ans instructions about strategy implementation t his or her team; hoe the information required for tasks and decisions can be gathered and shared; how the team can feed back information on performance for the purposes of control, and so on.
Information Needs
Information-gathering, processing and dissemination are the vital functions of any organization. Information about customer requirements gives the organization purpose and objectives. Information about objectives enables managers to direct and co-ordinate the activities of others. Information is the basis of strategic planning and decision-making. Feedback information is necessary for control. Employees require information from the organization in order to perform their tasks effectively and efficiently as well as for motivation, learning, development and for job satisfaction.
Information Outputs by the Organization
Communication by the organization to the outside world is far wider than advertising, promotion and press releases. Some organizations are in effect offering and/or selling information itself as their product or service. Since information is the lifeblood of the organization, the process of communication cannot just be left to chance or individual discretion. Information, like other resources, must be coordinated. The organizations subsystems include a formal communication system.
Formal Communication
The formal structure of an organization implies a formal structure or system for communication. The delegation of authority down the chain of command implies communication from superior to subordinate in the form of instructions, orders, job related information, encouragement, incentive and so on. Accountability back up the line of command implies communication from subordinate to superior, accounting for the use of delegated authority, reporting results, appealing to the superior with problems or decisions which are not within the area of the subordinate’s delegated authority and so on. Co-ordination links individuals, teams and departments in co-operative systems of working. These links are reflected by the horizontal lines at each “tier” if the organization charts: they imply the sharing of information by different units in order to harmonize their efforts, and fulfill the requirements of their joint superiors at the next level up.
Informal Communication
The formal system of communication in an organization is always supplemented by an informal one: casual talks in the canteen, at the pub, on the way home and so on. The grapevine, the network for rumors and gossip, works very fast – word gets around often before the formal structure has conveyed news. The problem is that it tends to distort information on organizational issues, through rumor and speculation, especially on sensitive issues like pay, redundancy or change. Formal communication systems do, however, need the support of a good, accurate formal system. This might be encouraged by setting up official communications to feed information into informal system and encouraging and offering opportunities for networking. A network is a collection of people, usually with a shared interest, who tend to keep in touch to exchange informal information.