1)         When people talk about organizational communications, they often stress the complex processes that comes with it. They often miss an important point of how communication is of vital importance not only to the people and the organization but also to the future undertakings of the said organization. The process of information sharing must always carry a business purpose at its root. From a personal position, I believed that informations that are created within the confines of the place of work symbolize power. Therefore investing on this intellectual capital and the consequent effort to transmit them will provide bottom-line benefits for the organizations. Communicating conditional, competence and production informations must not be centraled on what should be communicated but rather on why and how such informations will be communicated. Not only that, an effective organizational communication method must consider who will deliver the message and who will going to receive it. What goes beyond and between the sender-receiver systems should be also looked as well since they create noise that fosters the misinterpretation and misunderstanding of the intended meaning. Information-sharing should not undermine the communication value chain. This is one way the organization could build trust among the employees. Sharpening an intelligent organization, aside from investing on intellectual capacity, could also mean combining skills which empowers the people, more importantly, during troubled times. The tendency of the upper hierarchy is to chip away at the logical thinking of the lower hierarchy. To counter that, it is the other way around in fact. When business realities are communicated consistently, employees felt much of the so-called senses of ownership and; thus builds the sense of trust. This, I termed to as ‘organizational equity’, will make the people willing to share the benefits and more likely the risks. The impetus of organizational equity could effectively connect the sender and the receiver and eliminate noise through business-based information-sharing.


 


Bibliography


Fitz-Enz, J. (2005). The 8 Practices of Exceptional Companies: How Organizations Make the Most of Their Human Assets. American Management Association. AMACOM Division.



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