Type: Analysis
Pages: 9 | Words: 2505
Reading Time: 11 Minutes

Communication is a very crucial aspect of human relations. The view is held in regards to its predominant role in job execution. The human relations department has the primary role of ensuring that communication is carried out appropriately.

Thus, the department plays a contributing part in guiding employees towards helping an organization to achieve its goals. At the same time, it guides in setting the conduct that organizational employees should adopt while in their day to day business duties.

With the current developments towards globalization, knowledge has become more readily accessible as the world economy approaches higher levels of networking. This has led to a scenario, where people do not have to be together physically to address issues, that concern how effective business or organizational activities are executed.

Due to this, the importance of internal communication takes prime importance as well as sophistication. The information that is exchanged in an organizational setting may not necessarily be of the desired quality. As a result, efforts should be fronted to help sieve information for the benefit of the organization in question.

It is the role of the internal communication department to ensure that the strategic organizational direction is passed on to all employees. In addition, the department should ensure that the strategic plan is followed as planned in order to guarantee the achievement of the intended outcomes.

Literature Review

The primary aim of communication is to facilitate the necessary level of engagement in any organizational setting. Internal communication in any organization has been found to play a significant role in influencing the achievements that any business venture attains. When the internal communication department closely works with the top management, it has been found that job satisfaction levels rise which in effect translates to higher individual and group output from the workers.

Communication is used to pass the goals of an organization to employees. It is remarkable that most organizations pursue profit motifs. This implies that there are targets that organizations are striving to achieve. Failure to meet targets may lead to an inability to generate required revenues. Similarly, tasks need to be completed within the designated periods. One individual may find difficulties when trying to make decisions and look for solutions to problems.

Put differently, individuals need others to share ideas on how to approach different concerns. Hence the role of communication is significant. In teams, members are influential in decision-making and problem solving, since they positively contribute. Additionally, the quality of decisions is high in teams because the possibility of exploring alternatives always exists.

Communication enhances goal attainment. In tasks within organizations teams that communicate well facilitate a faster accomplishment. When executing tasks, a person is likely to take more time if she/he is singlehandedly expected to do everything. On the contrary, when individuals work with others, responsibilities are shared, an aspect that leads to a reduction in work pressure and workload. This is possible since members of the team are assigned bits of responsibilities based on specialization and interest, an aspect that paves the way for higher levels of efficiency.

When teams are working, the chance to undermine organizational objectives is minimized. For instance, when only one employee is serving an organization, during times of leave due to sickness or holiday, an organization is likely to suffer a substantial loss. Unlike, in this case, teams have members who can replace others. In such a scenario, the absence of a single participant would not lead to a serious setback to an organization in terms of performance.

Team communication encourages competition. Competition is a key attribute that spurs productivity among workers. Communicating business goals to team members allow for healthy competition as the ones strive to outdo each other. In the indicated process, levels of productivity increase, leading to growth in the overall output of an organization. This view holds since when an individual works harder – she/he increases productivity. An overall increase in organizational performance depends on an increase in personal levels of productivity.

Communication has also been found to be significant in shaping work relations. In teams, individuals are bound to work with each other. Thus, coordination is required. The analyzed concept also contributes towards the reduction of conflict, as each participant is encouraged to support another. Most importantly, collectively working promotes the development of each member as every person learns from others.

The task of managing teams is highly demanding. As such, it is a challenge that executives or organizational leaders should take with caution. Challenges range from selecting the right individuals, deciding members’ roles, communication channels, motivation, etc (Phillips, 1983). In managing teams, the worth of delegation is underscored. However, delegation depends on communication.

In this regard, the extent to which success is attained depends on how well the tasks are communicated to the subordinates. Irrespective of the skills a manager possesses, delegation is an indispensable attribute in management. Having a team implies that no single person does anything on their own. Therefore, it is necessary to delegate effectively.

When delegating, the first step is to match people with tasks. Such actions depend on how well the process of communication pans out. This implies that a manager of a team needs to explain the role of the team to members first. The most desirable way to go about this is to establish a team charter that sets out objectives of the team and approaches to be used. This would prove beneficial as it guides the team to understand the course of action.

Motivation is a primary concern in team management (Phillips, 1983). Thus, a manager of a team needs to motivate members using effective communication and other tools. Fundamental assumptions that one makes regarding the workplace influence how motivation is done. If the manager believes that participants are lazy, then, using a hard approach is preferable, and vice-versa. However, when dealing with highly self-motivated individuals, the pointed specialist would have an easy task.

Developing a communication channel or framework is also an essential aspect that a manager should consider. This stems from the notion that teams have individuals with different abilities, as well as outlooks. Similarly, employees may be at different stages in their careers. The implication is that different tasks that are assigned may present different challenges and, thus, support is required. Managers should understand the time to use hands and other approaches. The bottom line is that the manager should ensure that each worker delivers the most desirable level of performance.

Skills that a manager displays in executing a task are critical in determining the long-term success of an organization. This is achievable if the manager helps members of a team to perform better. In this regard, such professionals should ensure to give regular feedback to members. Feedback, whether positive or negative, is instrumental in spurring members to higher levels of performance.

Communication is often seen as a key contributing factor towards organizational effectiveness. The viewed process’ skills influence the success in various roles. However, managers need techniques and skills in order to manage teams successfully. The specialist needs these attributes to communicate with both team members and people outside a team. Leading regular meetings becomes a primary task of team leaders.

Since some workers perceive meetings as a time-wasting, a leader needs to master the required skills to convince workers of the necessity of holding them. Moreover, in meetings, a facilitator is required, as a team leader, skills are required to carry out this role as desired. The leader would also need to develop listening skills in order to understand whatever issues other members raise.

Communication is also critical in carrying out change management. First-line supervisors have often played a significant role. They occupy the first tier on the supervisory ladder and are, in most cases, tasked with discharging change management. This view is held in reference to the notion that first-line supervisors are the ones who oversee the policy implementation within organizations.

These professionals also ensure that subordinates conduct business as to regulations that are set by an organization. This primarily implies that change management is a primary concern of first-line supervisors since they are expected to oversee the implementation of policies. In practice, policies are a form of change since they show the overall framework that an organization uses to approach emerging and ongoing tasks.

The importance of establishing good links with line managers and making sure they are not bypassed should be explored. Organizational boards need to realize the importance of the internal communication department and give such departments the support they require by linking them to all organizational units. The department ought to work in line with the human resource, marketing, and finance organizational units. It is only by establishing synchrony that organizations are able to communicate effectively.

All industries have continued to witness unprecedented growth levels in the recent past. Accompanying this has been the diversity in business due to emerging challenges and opportunities. The increasing levels of dynamism place great demands on the organizations to enhance their communication capabilities in order to benefit.

In the current times working as teams has gained dominance. Karau and Jason found that communication played a much significant role in teams (1998). The pointed group formations are a composition of individuals who come together to pursue a common objective. The fact that organizations heavily rely on teams is a testament to their significance. Each employee depends on fellow workers in contributing towards the performance of organizational tasks (Karau & Jason, 1998).

The truth is that no employee is capable of working alone. It has been suggested that efficiency increases within organizations when employees work together as opposed to working individually. This explains why individuals who harbor similar specialties and interests come together to form working teams.

As an illustration, a sales team would have individuals who like branding or marketing activities. Thus, a human resource specialist may fall out of place if she/he is found in a mentioned formation. Scholars opine that organizations that possess well-organized teams attain more success. However, as Karau and Jason found, to attain success effective communication is required for a team (1998).

It is also observable that first-line supervisors act as a bridge between management and line staff. Thus, the first line manager has a decisive role to play in change management since he is tasked with the role of acting as a communication agent between management and line staff. Supervisors facilitate such communication on a regular basis. The first line-supervisors play a pivotal role in change management through communication whereas that new ideas or ways of doing business must be communicated. In the same way, first-line supervisors are able to realize issues that affect workers.

Since they link workers and management, the first line supervisors are able to act as change agents by presenting any grievances that workers may raise. When management also devises mechanisms to respond to workers’ demands, the first line supervisors play a critical role in influencing or introducing changes. The indicated above specialists are able to uncover the low morale among line staff, establish a procedure or policy that is not working as anticipated, improve staffing patterns or propose changes to programs.

First-line supervisors are often first to report about emergencies. As such, among the first people to take action are supervisors. Since taking action in emergencies may entail changing how work is done, first-line managers are able to influence change, thus, its management. While attending such scenarios, the first line supervisors employ their communication, education, knowledge, and skills to respond.

Thus, actions that are taken by line staff are a reflection of the experience of the first-line supervisors. Moreover, the implications of the action that is taken in such instances are that the line manager’s communication skills are influential in managing change.

It emerges that the first-line supervisors are critical in the process of change management. Thus, the first-line supervisors need to enhance their communication, report writing, conflict management, and emergency management skills to enable them to contribute meaningfully towards managing change.

In addition, line managers are obliged to develop their administrative discipline and remain well versed with both organizational procedures and policies. Most importantly, the first line supervisors are expected to have a comprehensive grasp of an organization’s goals and mission. For the ones to succeed, an organizations’ management needs to train and equip its members appropriately.

The issue of communication also emerges as a critical component in the implementation of projects. Based on culture, communication styles differ greatly. When communication styles differ, the implication is that workers would find difficulties fitting into a different cultural system. For instance, a worker may be unable to understand a message delivered by a foreigner. The problems get worse when using the non-verbal form of communication.

As an illustration, smiling, eye contact, touching, and distance between parties could hold different meanings based on the cultural settings. Equally, other elements such as accents, contexts, or acronyms may present other obstacles regarding communication across cultures. This realization also supports the need for intercultural training before sending employees on international assignments.

Intercultural training programs contribute towards the enhancement of the abilities of employees who are assigned international tasks. The primary reason is that such programs enable international employees and their families to adjust to new conditions of work (Oddou, 2000).

However, the programs are supposed to be based on a needs-assessment. When using a needs-based assessment, there is a possibility of identifying unique demands. Such identification increases the possibility of recognizing problems, thereby making it a worthwhile exercise since appropriate decisions are derived. These programs have to collect information regarding past international engagements with a view to gaining insight regarding the experiences of the employees in question.

Using a properly designed training program would prove critical in the performance of organizations. The program, for instance, would facilitate the identification of the right candidates to fill international vacancies whenever they emerge. The programs would also enhance the knowledge of employees by allowing them to learn new cultural aspects to enhance their communication skills. Through learning, the workers are able to perform competently irrespective of the cultural backgrounds. Concisely, intercultural training programs would help in increasing overall productivity among employees.

Secondly, the training programs would enhance the chances of attaining success when undertaking international assignments due to an increase in the productivity of assignees. Similarly, the training programs would contribute towards increasing the satisfaction levels of international assignees, an aspect that also supports the view that productivity will ultimately increase.


Communication plays a critical role in businesses. A team leader, supervisor, or any person in charge must enhance their communication skills in order to stand a good chance of influencing workers to perform as expected. When going about organizational activities, the need to maintain good communication channels to allow for the free flow of information is critical. Persons who occupy leadership or supervisory positions have added responsibilities of liaising with teams and top management with a view to developing appropriate work mechanisms.

As a team leader, it is necessary to communicate what employee concerns to the top management and relay back the feedback to the workers. Employee issues may involve safety concerns, a hostile work environment, inadequate pay, etc. In conclusion, it is held that communication plays an instrumental role in the pursuit of organizational goals.

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