Goals and Objectives
Organizational communication implies an interaction between people at different levels. Internal communication allows building the necessary group dynamics, which will be aimed at achieving company goals and objectives. Such a form of interaction involves the exchange of information that is needed for employees to perform their functions consciously (Eisenberg, Trethewey, LeGreco, & Goodall, 2016). It is crucial that any managerial activity is based on this process, and communication acts as the main link in it. Consequently, information flows allow not only to transfer important data to the leadership but also to transmit information about decisions to employees. If the interaction process is managed well, employees will comprehend what is required of them and will fulfill their duties aimed at achieving corporate goals and objectives (Eisenberg et al., 2016). Therefore, organizational communication affects the achievement of goals both directly and indirectly by helping employees to understand and meet corporate culture requirements, values, and objectives.
Indicators of Success
Several indicators can be considered when evaluating communication’s effectiveness. If internal communication is successful, the leadership can observe that all employees are not only aware of the company’s mission and objectives, but they also commit themselves to meet these aims and put corporate goals as their top priority. In addition, the high level of workforce’s interest in company’s proceedings is another indicator (Modaff, Butler, & DeWine, 2016). When workers feel engaged, they actively participate in all communication processes to enhance company performance through joint decision-making and their individual contribution. Therefore, communication can be considered effective and successful when employees interact with each other and the leadership to meet company goals. Moreover, another indicator changes in behavior (Modaff et al., 2016). Effective interaction implies that certain practices are altered, or new approaches are employed; therefore, when the company workforce exhibits transformed methods of work, it means that the goal of communication has been achieved.
Resource Allocation
Resource allocation affects the effectiveness of communication implicitly. The process of interaction has an impact on employee performance and productivity. In cases when informational flows proceed smoothly from leadership to employees, workers are aware of their duties, and resources for the implementation of certain activities can be allocated sufficiently (Modaff et al., 2016). If communication is poor, the leadership cannot determine precisely how to distribute the resources due to the fact that the quality of information available to the management is poor. Therefore, this tendency can be applied to both resource distribution and communication.
Accountability
Accountability can be managed successfully if leadership clearly explains the aims and expectations to all employees. Workers should understand what goals they have to achieve and what resources they have for reaching these objectives. Leadership will ensure employee accountability by delegating tasks and clarifying all the aspects of work, which can bring confusion (Miller & Barbour, 2014). Thus, communication and accountability are interconnected. Employees can be held accountable only when their duties have been discussed with them and when they know how to report to the leadership about the results or errors, which appeared in the course of work.
Power and Hierarchy
Leadership can form employees’ perceptions of power and hierarchy through effective delegation of tasks and responsibilities. Management should determine the individuals or units responsible for different stages of project or assignment implementation and specify how they should report the results and to whom. In addition, leadership should designate implicitly the individuals from whom employees can seek assistance and guidance; it will help to determine the boundaries and levels of power that exist in the company (Miller & Barbour, 2014). Therefore, it is not necessary to impose specific hierarchical relationships through coercion or penalties. Leadership can form the required perceptions of power by specifying the levels of responsibility, forms of reporting, and clear articulation of duties.
References
Eisenberg, E. M., Trethewey, A., LeGreco, M., & Goodall, H. L. (2016). Organizational communication: Balancing creativity and constraint (8th ed.). Boston, MA: Bedford/St. Martin’s.
Miller, K., & Barbour, J. (2014). Organizational communication: Approaches and processes (7th ed.). Boston, MA: Cengage Learning.
Modaff, D. P., Butler, J. A., & DeWine, S. (2016). Organizational communication: Foundations, challenges, and misunderstandings (4th ed.). London, UK: Pearson.