Managing_Communication

Managing Communication 1 Managing Communication By [Name] Course Professor's Name Institution Location of Institution Date

Managing Communication 2 Contents Managing Communication ............................................................................................................. 3 Activity 1 ....................................................................................................................................... 3 1.1 An assessment of the benefits to shareholders, functional departments, and organizations of various communication channels ................................................................................................... 3 1.2 An analysis of the possible barricades to the effective exchange of information within and between organizations .................................................................................................................... 5 The factors that influence workplace communication ................................................................... 6 Activity 2 ....................................................................................................................................... 6 2.1 How an establishment's structure can influence workplace communication ........................... 6 2.3 The forms of management and leadership styles and the influence they have on workplace communication ............................................................................................................................... 9 2.4 The role that technology has in supporting workplace communication ................................. 12 2M1. what factors affect workplace communication in a named organization ........................... 13 3.1 A detailed description of a situation where own communication skills were used to communicate information effectively .......................................................................................... 14 3.3 A personal development plan that looks at your communication skills, including SMART targets ........................................................................................................................................... 16 SMART TARGETS ..................................................................................................................... 16 Activity 4 ..................................................................................................................................... 19 4.1 An analysis of external and internal communication channels within McDonalds ............... 19 4.2 An evaluation of the effectiveness of these channels ............................................................. 19 4.3 Recommendations to advance organizational communication based on the assessment ...... 21 4M1. Measures to evaluate the success of the proposals to improve workplace communication ..................................................................................................................................................... 23 References .................................................................................................................................... 24

Managing Communication 3 Managing Communication Activity 1 1.1 An assessment of the benefits to shareholders, functional departments, and organizations of various communication channels A communication channel is a medium through which messages are sent from one business section to another. Businesses can communicate information externally and internally to various stakeholders (Tripathy, 2017). As a result, a company must advance an effective means of internal communication so that critical information can flow accurately throughout the company without miscommunication, which may cause a drop in productivity. Formal and informal communication are two types of communication that can disseminate information internally and outside (Nathan, 2018). The shareholders of the business, the functional sections, and the business workers, directors, and owners all require this information to operate efficiently. The external users of the data include the organization's shareholders, such as the business's suppliers, customers, financial institutions interacting with the company, and the general public. The human resources, advertising and sales, technology, and research and growth departments are the main functional departments through which information about the firm will need to flow (Baker and Milutinovic, 2016). The various strategies for creating these communication channels are explored further. According to Palomino (2018), face-to-face contact is arguably the most popular mode of communication within a company. This strategy is popular because it permits the receiver of the data to analyze the giver's body language, improving trust and clearness between the two people and the communicated information. Face-to-face communication enables rapid debates regarding the material without waiting for a response, resulting in reduced uncertainty and miscommunication in this communication channel. Because it is a fast and immediate means to address numerous problems and

Managing Communication 4 supports different decision-making procedures, this channel is best suited for internal stakeholder communication, like data flow from top management to lower-level staff. Telephone communication is another common method for exchanging information between stakeholders, particularly business suppliers. It allows for immediate discussion over the phone regarding any concerns the company may have with these parties. This method of communication has no distance limitations and enables the transmission of information in a clear and timely manner (Kumar, 2017). Telephone communication, like face-to-face contact, allows any misunderstandings to be sorted up, resulting in stronger connections with the company's stakeholders. Functional departments also use this method of communication to exchange information with one another so that they may rapidly handle any inter-departmental difficulties and ensure that information from the top is disseminated consistently across the organization. When it comes to delivering information both internally and internationally, email and letter communication are both excellent options. Emails are used in the business daily. For example, a company can frequently convey its performance to its employees in a monthly statistic distributed to all employees through email. Emails are useful for sending and keeping track of various important documents that can be sent to multiple recipients simultaneously, making information transfer easy and fast and preventing miscommunication (Business Case Studies, 2019). Emails also have a flexible response time, which means they can be used to notify stakeholders such as suppliers and customers when a problem arises, along with papers and instructions for resolving the issue. Letters are widely used to communicate information to stakeholders, such as financial institutes and shareholders, formally. Letters are commonly used to convey information such as the company performance and financial statements of the organization. According to Bose (2015), legal agreements are also communicated in letter format, which is usually the safest manner for receivers

Managing Communication 5 outside of the organization to obtain essential documents.