A Report on Communication Management at Ten Threads


 


Organizations survive not on the basis of their capital alone but more so on the ability of the organization to maintain employees’ that are highly efficient and competent. Personnel provide the locomotive of a company’s success- it sets up production and in meeting the sales of the company. For years, the company has established itself as a leader in the field of clothing manufacturing. However, with the establishment of a larger organization, the company has evolved into a larger organization with more complex needs in terms of communication, rewards and benefits and the management of the different centers of the company. Particularly, the company has to provide a communication program that will re-establish the relationship between the company, the management and the employees.


Communication is at the core of the company’s loss of its top employees, the drop in sales and the seemingly lack of motivation of the employees. It is important to emphasize here the “sense of belongingness” within the hierarchy of the company. This feeling gives them the motivation to do more that what is expected of them and to attach themselves on the company because they belong. Within this framework, the company has to restructure its internal and external communication program that shall take into consideration this belongingness.


Relationships between people constitute the structure and power distribution in a company. Much of what makes them feel empowered begins with their interpretations and reactions to the relationships they develop. These relationships are not only vital in and of themselves, but also because they lead to and result from efforts to achieve goals through coordinated, interlocking activities. In this dialectic of activities, the extent to which one person feels empowered results not only from an individual sense of accomplishment, but more importantly from a sense of achievement that results from collective acts. Persons can only achieve what they accomplish together.


I propose a communication program that centers on the theme of “belongingness”- the emotional ability of the employees to see eye-to-eye with the management and the company. The primary objective is to have everyone learn as much as possible about the company, relate with the company’s goals and objectives, make the employees feel as a part of the company plans, work as a team, and act as ambassadors of the company–with current clients or anybody working with the company.


The development of a strategic internal communication strategy and its implementation can provide a number of benefits to organizations, such as keeping employees motivated and engaged, and sharing clear, consistent messages with employees in a timely manner. To achieve this, management must take advantage of all forms of communication at its disposal.



  • Face-to-face communications: Meetings that bring together senior leadership to review business strategy and provide updates to large groups of employees, where employees also have an opportunity to ask questions and relay their views on the subject.

  • Voicemail messaging: This can be used to disseminate critical, time-sensitive information to all employees. When it is used judiciously, employees take notice immediately.

  • Print: Hard copy publications that include company news and useful employee information, distributed on a periodic basis.

  • Electronic: produce an e-newsletter that features news coverage excerpts from various publications, company success stories, and employee letters. There’s also a Web-based strategic electronic publication that carries in-depth features on the company. Video, Intranets, internal product, and service events are other options to consider

  • Employee feedback: This can be done through employee surveys, anecdotal interviews, and input and focus groups. It’s a good way to maintain a continuous measurement and evaluation process and the employees feel that the company cares for them personally.


            The primary means of implementing these internal and external communication program is through the empowerment of the employees- both in their individual capabilities and in their attachment to the organization. The strategy of employee empowerment leading to the sense of belongingness on the company can result from a variety of participative management techniques such as management by objectives, quality circles, and goal setting by subordinates as the means of sharing power or delegating authority.


In addition, employees want to know what is important. To gain such information, they watch and listen to others, especially persons above them. They look for patterns. When top managers not only say that something is important but act in ways consistent with that message, employees begin to believe them. These enactments lead to shared meanings; even more important is the realization by employees and managers that they share meaning because the Voice that results from actions is consistent with shared values.


 


 


 


 


 


 


 


 


 



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