Internal & External Communication in Organizational Context (Essay Sample)

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1. Communication in Organizations
Within the organizational context, both internal and external communication is vital in ensuring performance and efficiency. Whereas external communication is directed to the actors in the organizational setting, internal communication occurs between employees and the management(Shockley-Zalabak, 2011 p.120). Considering that communication occupies a central role in any organization, it is thus not possible to envisiona communication process without conflict. In this view, communicationis often considered as the root of various problems in organizations. Such is attributed to the fact that different parties in the organization have different views and opinions, and some individuals will not readily consent to the views of others. However, too many conflicts arising could have adverse effects on the organization.
Communication facilitates the exchange of information in order to reach a mutual understanding between the parties involved. Through communication, the participants exchange ideas and feelings in order to attain a shared meaning. Communication connects peoples in the organization via different media and channels. As such, the channels of communication are the means via which members of the organization communicate. Different channels are allocated to specific tasks since the use of an inappropriatecommunication channel results in a dysfunctional communication process (Shockley-Zalabak, 2011 p.126). Whereas complex messages are dedicated to richer communication channels that ensure clarity and interaction, basic communication is dedicated to simple channels. Some of the channels of communication include face-to-face exchanges, broadcast media, mobile communication, written communication, as well as, electronic channels such as email, social media and the internet. Further,different communication media forms are used in relaying information. These media can either be analog or digital with the commonly used media being fiber optics, satellites, and cables(Shockley-Zalabak, 2011).
The efficiency of the communication process is hampered by a number of barriers, which interfere with the effective exchange of information.As a result of these barriers, the communication process becomes dysfunctional.Some types of barriers that hinder communication include semantic and language hurdles, cross-cultural barriers, as well as, physical barriers (Shockley-Zalabak, 2011 p.135). For instance, a faulty organizational setting such as large working areas and isolated team members hinders effective interaction among staff. Specific barriers that hinder communication include noise, information overload, as well as wrong timing and distance.
Poor communication is often an indication of a structural problem in the enterprise. As the enterprise grows, the organizational structure previously in place will no longer function effectively. For example, as a firm grows, relying on informal meetings to make organizational decisions is considered less effective. The lack of an effective structure, hence, impedes the business from realizing the desired results. On the other hand, poor communication among departmental heads filters down to the entire organization. As a result, leaders have a duty to establish effective communication channels and media to alleviate the problems that stem from the firm’s rapid growth.
2. The Concept of the ‘Psychological Contract’
As affirmed by Wellin (2012, p.16), ‘psychological contract’ in project management refers to the undocumented set of expectations that govern the employment relationships, and it differs from a written contract. Together with the employment contract, the psychological contract governs the nature of relationship between the employee and the employer. As advanced by Denise Rousseau, the concept incorporates informal arrangements,shared beliefs, common viewpoints and perceptions between the parties. The psychological contract emerges and continuously evolves based on the extent of communication among the parties (Wellin, 2012 p.19). For instance, successful execution of aproject by a team may earn the members a salary increase or job promotions as promised by the management.
Largely, there exists a strong link between psychological contract and motivation. In this regard, a psychological contract breach occurs when project team members sense that the firm or its representatives have failed to deliver what they perceive was on offer or vice versa. Therefore,employees who perceive a breach of what they perceive was promised lack the motivation to execute the project. Some examples of negative response arising from contract breach include decreased loyalty and lack of commitment t...