2.3.5 The objective of
organizational communication
The crucial objective is to procure internalizing
organization's goal and policy from all employees, to give the idea that
employees are considered as important by providing interactivity among
employees working in several departments and in this respect to increase job
satisfaction, to maintain operation of organization and to attain the objective
of organization (Ince, 2011:56).
Dolphin (2005:46) positioned out some of organizational
communication in improving employee's wellbeing and performance in their work
effectiveness. i) Tackle Queries of Employees: Communication must address the
information of employees, the management of changes and the motivation of
employees ii) Generate Community Spirit: Organizational communication is
considered as an important antecedent of the self-categorization process, which
helps to define the identity of a group and to generate a community spirit,
which fits into organizational requirements. iii) Build Trust: The dominant
perspective in literature is that trust results in distinctive
effects such as more positive attitudes, higher levels of cooperation, and
superior levels of performance.
iv) Motivate Employees: Motivation is the influence or drive
that causes us to behave in a specific manner and has been described as
consisting of energy, direction, and sustainability. v) Employee
Commitment: Communication studies find commitment is linked to
employee voice and argumentativeness, which concepts involve freedom to speak
up about concerns and ability to argue the issues surrounding these concerns.
v) Job Security: Recent meta-analytic evidence demonstrates that employees who
see their jobs as lacking security tend to have lower job satisfaction, less
organizational commitment, and a stronger intention to turnover. vi) Add
Feedback: Appropriate communications provide employees with
feedback and reinforcement during the change which enables them to make better
decisions and prepares them for the advantages and disadvantages of change. vi)
Motivate Employees: Motivation is the influence or drive that causes us to
behave in a specific manner and has been described as consisting of energy,
direction, and sustainability. vii) Reduce Uncertainty: Information is not only
a pre-requisite to the ability of influencing the outcomes, but knowledge about
the motives for change also
facilitates reducing uncertainty and creating readiness for
change.
John R. Baldwin presents five aspects of organization:
Existence of a social collectivity, Organizational and individual goals;
Coordinating activities; Organizational Structure; Embedded within an
environment of other organizations. He also presented the types of
organization: Monolithic: Highly homogenous; work within one country, a)
Multinational/Plural: Identify with one country, but work in others, b)
Multicultural: Values cultural diversity, absence of prejudice, minimal
intergroup conflict, c) International: Identify with two or more countries,
with people in each culture following own cultural attributes, d) Global:
Identify with global system; treat world as integrated whole, operate
«borderless,» asset exchange, and e) Transnational: Make selective
decisions for each country, flexible; empower local subsidiaries to play key
role; develops shared vision
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