The Most Effective Internal Communications Strategies in Business

Part one: Outline

Introduction

Internal communication refers to sharing of information within the organization. An essential function enables effective communication within a business organization. Internal communication is a considered as a field that applies the theories and practices of other professions ensuring a smooth running of operations within the organization (Kitchen, & Daly, 2002). Internal communication therefore, is a fundamental management discipline that enables an organization to pass the information effectively. Instituting a strong and effective communication enables an organization to grow and saves the management from embarrassing situations that can arise from poor communication. It is important for all organizations big or small, to create an atmosphere of openness, which paves way for free flow of information, ideas, feelings, and ensure that all involved parties enjoy a sense of shared purpose. The paper that follows explains the most effective internal communication strategies that can be used by an organization.
- Types of internal communications– Describes the difference between official and unofficial internal communication.
- Significances of internal communication– Explains the main importance of instituting internal communication in an organization.
- Advantages– Highlights the benefits that accrue to an organization that has internal communications in place

2.1 Promoting internal communication in an organization-Emphasizes on the importance of encouraging internal controls

2.2. Results of Effective Internal Communication- How organizational climate and culture promote effective internal communication

2.3. Effects of Internal Communication on Employee Relationship– Explains the effect of proper flow of information in relation to working conditions and workplace relationships

2.3.1 Correction process and dismissal of an employee– This section explains the process of dealing with the problem of underperformance or other problems that can result to dismissal.

Systems that Contribute to the creation of an effective Internal Communication System

3.1. Hiring– Explains the importance of explaining organization procedures during the process of recruiting new staffs

3.2 Staff training– highlights how an organization can train the employees on listening skills and handling conflicts

3.3 The role of supervisors in fostering internal communication

3.4. The Importance of Meetings– This section explains the importance of conducting meeting and their importance.

4.1. Conclusion

In conclusion, the most effective internal communication strategies revolve around employee relationship. The strategies discussed in the paper revolve around ensuring that an organization reaps the full benefits of an effective internal communication system. Internal communication is a strong element that facilitate effective running of an organization. An organization that embraces internal communication has a better way of solving conflicts and it has an easier process of decision-making. Organizational culture is an important tool in ensuring that internal communication is embraced. Active listening, training, supervision, and regular meetings are the main channels use in promoting internal communication.

Annotated Bibliography

Callahan, E. S., & Folley M.W., (2004). The changing trends in whistle blowing and corporate governance: An integrated approach American Business Law Journal, 40(3), 170-218

Additionally, this article by Callahan et al outlines some additional advantages of an effective internal communication system. The authors argue that a good internal communication system provides a channel for all stakeholders to air their ideas and opinions. In this regard, the article asserts that whenever an organization faces a problem, solutions can be derived from the ideas and opinions of other people from different ranks as long as they are consulted. Moreover, Callahan et al contribute an insight into the research paper by elucidating the fact that efficient internal communication system encourages good working relations since it promotes a climate of openness.

Callahan, E. S., Dworkin, T. M., Fort, T. L., & Schipani, C. A. (2002). Integrating trends in whistle blowing and corporate governance: Promoting organizational effectiveness, societal responsibility, and employee empowerment. American Business Law Journal, 40(1), 177-215

Callahan et al explicates how organizational culture involves the traditionally accepted manner in which organization handle things. The authors argue that if an organization is in the business of hoarding information and then poor internal communication will be its order of business. The authors advise that organizational changes should be gradual and that these should be explained to the persons that will be affected by the change.

Daly, F., Teague, P., & Kitchen, P. (2003). Exploring the role of internal communication during organisational change. Corporate Communications: An International Journal, 8(3), 153-162.

This article by Daly et al explores the role of internal communication during organizational change. The article looks at the various strategies that can be employed by change managers in ensuring that organizational change proceeds in a smooth manner. The authors argue that the effectiveness of organizational change is dependent on the ability of all stakeholders embracing and exercising the tenets of internal communication. This article points out the reasons why the top management has the mandate to ensure that the organization pave way for a good internal communication, which enables all employees to air their views, ideas, and opinion freely and openly. The authors point out that each organization is supposed to address three interrelated issues; organization climate and culture, institute a clear definition of the information to be communicated, and set the system that facilitates working and communicating in order to promote internal communication.

Duhe, S. (2008). Public Relations and the Path to Innovation: Are Complex Environments Good for Business? Public Relations Society of America

The organization has the obligation to avail job related information to employees. All the information that facilitates effective working should be communicated immediately by anyone who possesses it. Information that affects employment status, working relationship of an individual, and working environment for example, changes in working condition, potential layoff, promotion, and salary increment need to be communicated immediately. The author advices that sufficient information be availed to the employees prior to the implementation of any changes in an organization before the changes are implemented.

Guffey, M. E., & Loewy, D. (2010). Business communication: Process and product. Mason, OH: South-Western/Cengage Learning

Although meetings are considered as time wasters, and are not appreciated by many, they are of great importance to the organization. Organizations should hold regular staff meetings to allow the staffs to share their ideas, learn what is happening in the organization at large, and renew their relationships. The meetings should deal with the issues that are important to all staffs and affect the organization. Different people should address these issues rather than having the administrator alone addressing. The meeting should be made lively and encourage participation of all attendants. The agendas should be open to all giving everybody a chance to raise his/her ideas.

Hatch, M. J., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of marketing, 31(5/6), 356-365.

This Journal article by Hewitt shows how E-mail can promote efficiency in internal communication within an organization. The author of this paper describes how electronic media can be used to enhance both the vertical and horizontal communication in the organization. This article contributes material to the research paper by showing how effective communication can be accomplished and enhanced electronically.

If the culture to embrace changes is initiated by the key personnel, they have the responsibility to ensure that the set the example. To achieve this, they should listen to the suggestions, ideas, and opinions of other and consider them. Again, they should respond quickly to the questions, complains, and other issues presented by their juniors. This will encourage openness because every employee will feel that he/she contribution matters.

Hewitt, P (2006) “Electronic mail and internal communication: a three-factor model”, Corporate Communications: An International Journal, Vol. 11 Iss: 1, pp.78 – 92

Kalla , H. K. (2005). Integrated internal communications: a multidisciplinary perspective. Corporate Communications: An International Journal.

This article by Kalla (2005) discusses the multidisciplinary nature of internal communication. The author goes ahead to describe how a multidisciplinary outlook helps in assessing the effectiveness of internal communication. The material of this article helps in showing the role effective internal communication plays in business.

Kitchen, P. J., & Daly, F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1), 46-53.

The value of effective internal communications cannot be overstated for any businesses. The journal article explains how employees who are better informed are more satisfied, and feels like they are part of the organization and ultimately contributes to the success of the organization. This article points out the importance of internal communication and the part it plays in ensuring the success of the business. The author points out the two types of internal communication, that is, official and unofficial communication. The communication can be either horizontal or vertical. Vertical communication comes from the management and employees on higher level to those on the lower level and vice versa. On the other hand, horizontal communication occurs between or among employees at the same level.

McNabb, D. E., & Sepic, F. T. (1995). Culture, climate, and total quality management: Measuring readiness for change. Public Productivity & Management Review, 369-385.

Another organizational culture that promotes internal communication is giving fair treatment to all employees. Leaders and management team have the mandate to treat everyone similarly despite the position they hold. This will encourage people to be sensitive on the manner in which they communicate one to the other. The communicating party should be sensitive to self and others. Most organization employs workers from different ethnicity, race, religion, and gender. It is therefore, important to consider assumptions and requirements of others when developing internal communication culture.

Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management science, 29(7), 770-791.

This article explains how different organizations set different systems that ease and facilitate the completion of tasks. Effective Internal communication is facilitated by the existing systems and other new systems implemented to strengthen and smoothen it. According to the authors there are a myriad of ways by which systems can be used to promote internal communication, which include; hiring, staff training, supervision, and meetings. This article outlines the strategies that can be used by an organization in ensuring that its internal communication system is efficient.

Mazzei, A. (2010). Promoting active communication behaviors through internal communication Corporate communications: An international journal, 15(3), 221-234

This article proposes an alternative definition for the term “internal communication.” This definition looks at internal communication as an intangible asset instead of looking at it as a tangible asset that is constrained by the boundaries of the organization. To achieve the purpose of the article, the author approaches the discussion from a resource-based theory perspective. The article finds out that businesses, which invest in solid internal communications, boost their success. The author contributes to the research paper by pointing out how the intangible assets that include employee attitudes and knowledge contribute to the success of any business venture.

McNamara, C. (2008). Field Guide to Leadership and Supervision. Minneapolis, MN: Authenticity Consulting, LLC

McNamara (2008) explicates staff training as one of the strategies of effective internal communication. It is essential for all organizations to have a staff training program in order to promote internal communication. The program gives details of the expectation of an ideal internal communication that balances between openness and effective working. Again, the programs should illustrate the order of reporting so that each staff can be familiar with the authority to report and the delegation of duties. This article contributes insight to the research paper by providing an example of a strategy that can be used to institute an effective internal communication system.

Michael Glueck, (2001). Reflecting an Organisation’s Information and Communications Culture. Retrieved from: www.sdcn.org/webworks/strategies/reflecting.htm. Retrieved on 2014

Glueck (2001) shows how staff training helps the employees to learn listening skills. It is important to train the staffs on instructions on active listening. Active listening is an act of temporarily switching off the ideas in a person’s mind and pays a close attention to what another person is saying. This publication provides valuable insight to the research by asserting that effective internal communication cannot be explained without considering important skills such as listening.

OʼSullivan, K. J. (2007). Creating and executing an internal communications plan for knowledge management systems deployments. Journal of Knowledge Management.

The author of this article proposes a plan that can be implemented in the deployment of a knowledge system within an organization. Knowledge systems are important because they help knowledge managers perform optimally at their jobs. Effective internal communication relies on the adoption of a solid knowledge system.

Ragusa, A. (2011). Internal communication management: Individual and organizational outcomes. Frederiksberg: Bookboon

Having previously established that internal communication is an intangible asset and that employees determine the success of internal communication, this publication moves to propose how the systems of hiring should incorporate a clause of informing the applicant that the organization values communication and openness. Ragusa (2011) asserts that organizations interviewing and recruiting new staffs should consider individuals with characteristics that promote openness and communication.

Ruck, K., & Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public Relations Review.

This article clearly explains the important role played by internal communication in ensuring the success of any business. The authors point out the need for organizations to improve their internal communication strategies to counter the pressures encountered in the everyday workplace. This article helps in explicating the value that internal communication has from the perspective of the employees and from the managers’ viewpoints.

Schwab, T. F. (1985). U.S. Patent No. 4,543,627. Washington, DC: U.S. Patent and Trademark Office

The first and the most essential move in fostering internal communication is to develop an atmosphere of openness. This is because openness encourages free flow of information in all directions. An organization therefore, should develop a culture that embraces internal communication. Key personnel such as CEOs, directors, supervisors, and managers ought to create an atmosphere of where their subordinate staffs can free communicate to them. These key personnel the obligation to create an atmosphere that enables other staffs to feel comfortable to talk to them without fear. The management team should avail themselves for regular communication to everyone within the organization.

Shadur, M. A., Kienzle, R., & Rodwell, J. J. (1999). The Relationship between Organizational Climate and Employee Perceptions of Involvement The Importance of Support. Group & Organization Management, 24(4), 479-503

Shadur et al argue that an organization should be able to address the conflicts arising from their employees immediately. The authors assume that the parties to the dispute can face the issue directly and solve it amicably. The article contributes information on an internal communication strategy that ensures the institution of an internal mediation process that can be employed to solve any internal dispute. The process of solving such conflict should be quick enough to ensure that the organization’s work is not affected.

Smith, L., & Mounter, P. (2008). Effective internal communication. London: Kogan Page.

Internal communication has been overlooked in many aspects, both in theory and in practice. The authors of this publication explore the ways in which attitude is rapidly changing as more firms continue to appreciate the fact that good communication with their workforce is crucial for continued profitability and long-term success. .The book presents a new insight that looks at effective internal communication as practical as possible. This contribution enriches the research paper by providing case studies and theories useful to the paper.

Smith, P. R., & Jonathan, T. (2004). Marketing communications: an integrated approach.

The relationship between the supervisors can supervisees can either promote or destroy internal communication. Where supervision is considered as punitive and intrusive, where supervisors focus on fault finding, internal communication cannot benefit the organization. Where the supervision is considered as supportive and helpful, internal communication flourishes. Supervision therefore, plays an essential role in helping the staffs to examine and enhance internal communication.

Varey, R. J., & Lewis, B. (Eds.). (2000). Internal marketing: directions for management. Psychology Press.

Another advantage of a strong internal communication as explained by Varey and Lewis relates to the fact that it gives the employees a sense of ownership. When the top management assures the employees in lower ranks that their ideas and opinions are important and valued, the employee will feel free to share openly. The authors argue that this makes the employees feel like they are part of the rational team whose ideas are listened and valued. This promotes fairness because every member within the organization has equal rights to information. This article points out the additional advantages that accrue to an organization that chooses to embrace foolproof internal communication strategies.

Welch, M. (2012). Appropriateness and acceptability: Employee perspectives of internal communication. Public Relations Review.

This article underpins the importance of internal communication in ensuring and securing organizational effectiveness. The author of this article addresses the need for proper packaging of messages used in internal communication. According to Welch (2012), the message intended for an employee or a manager should be packaged in a way that is acceptable and appropriate to the intended recipient of such a message.

Wright, M. (2009). Gower handbook of internal communication. Farnham, England: Gower

This publication authored by Wright (2009) outlines the various advantages that accrue to an organization that has effective internal communication strategies in place. There are numerous advantages that an organization derives from instituting an effective internal communication system. To begin with, the author points out that it helps in improving effectiveness in the entire operations of the organization. When sufficient information is availed, employees can receive it faster thus ensuring the organization enjoy better connections, which improves the productivity of the organization. This article contributes material to the section labeled 1.4, which looks at the advantages that accrue to an organization that has employed effective internal communication strategies.

Yates, J. (1993). Control through communication: The rise of system in American management (Vol. 6). JHU Press

According to Yates (1993), another area that the staffs need to be trained is on cultural sensitivity. Cultural differences such as race, ethnicity, sexual orientation, gender, religion, and class can be a barrier to effective internal communication. This is because different cultures have different norms and cultural values. The training on these issue diverse groups therefore, numerous questions are expected in order to have an understanding of whatever is said or done in the organization.

References