Reflection on People

Reflection on People

In our organisation, we used various structures including structures where people individuals meet and interact not only formally but also informally. There is also controlled performance, which has structures for rules and policies for people to adhere to. Another structure is collective objective for people to strive for achieving.

I learnt various things. To begin with, for the organisation, especially a start-up to be successful communication should be the basis whereby people communicate as well as interact. As such, in any given organisation people are in charge of doing the business rather than companies. Nevertheless, for the organisation to be successful it needs employees to work with, funds to implement ideas, clients to buy the products, suppliers and producers to manufacture.

Moreover, for the organisation to survive in the competitive market, people involved should abide by the external environment while identifying relevant changes. This occurs through communicating with external actors such as customers. In this case, management of the organisation should disseminate useful information from the external environment to workers.

This is largely reliant on the degree of internal structures of communication across the organisation. But for a new organisation this widely done through dialogues, however, as the company grows the information passes through formal processes. Dialogue technique is a two-fold communication, which entails consulting with group members. The objective is all about achieving understanding and mutual decision formulation.

Another thing I learnt is that communication is the basis of contemporary organisations. In addition, communication is vital when it comes to the efficacy of firm (Tourish & Hargie 2004). Firms can only have in place an effective management team with open lines of communication, since it is the foundation upon which the management uses to make organisational decisions.

In the company, communication can integrate such as management talking to workers. Again, if a corporation understands the significant of how people interact and communicate, can easily outperform their competitors who do not put much into communication as a role. While modern companies recognise the importance of communicating with people within the firm, but the way of communication vary in each organisation (Cornelissen, 2011). In particular firms communication is inform of downward or upward.

With downward communication, the management tells workers important aspect of the organisation and ways of attaining them. When the organisation embraces downward and upward communication, both the manager and workers have a role in communication. The management plays the role of informing employees regarding the organisational goals while workers are given the opportunity to express their views as well as feelings.

While modern companies recognise the importance of communicating with people within the firm, but the way of communication vary in each organisation (Cornelissen, 2011). In particular firms communication is inform of downward or upward. With downward communication, the management tells workers important aspect of the organisation and ways of attaining them. When the organisation embraces downward and upward communication, both the manager and workers have a role in communication. The management plays the role of informing employees regarding the organisational goals while workers are given the opportunity to express their views as well as feelings.

By and large, communication and interaction in the start-up organisation are characterised by unstructured infrastructures. In this scenario, workers are few, as such no hierarchy allowing inflow and open communication. Communication among people is also based on the organisational culture where discussions revolve around practices, and various views are encouraged. Hence, workers are encouraged to take part in decision formulation. Teamwork is an important factor for the company regarding realizing objectives while stimulating a sense of belonging to the firm.

References

Cornelissen, J. 2011. Corporate communication: A guide to theory and practice (3rd ed.). Los Angeles, London, New Delhi, Singapore, Washington DC: SAGE Publications Ltd.

Tourish, D., & Hargie, O. 2004. Key issues in organizational communication. London: Routledge.

By admin in Essays on March 25, 2016