Research Background
Information flow within an organization has always been the subject of unceasing interest for researchers (Welch, 2011). Entering into the global economy has posed new challenges to the communication process and at the same time provided new avenues for addressing standard communication issues.
However, when descrying communication as a crucial part of an organizational performance, one rarely considers it from the perspective of personal performance. On the one hand, disregarding individual communication concerns seems quite legitimate, as operating within global economy means viewing every element of the entrepreneurship as a part and parcel of the corporate mechanism.
On the other hand, neglecting the individual needs of the staff and, therefore, their personal efficacy may result in a range of minor conflicts amassing to a major crisis within entrepreneurship. The communication issues, which the entrepreneurship is facing at present, will be addressed from the perspective of organizational performance and corporate values.
Research Question
This research will attempt at proving several key statements concerning the role of communication on the efficacy of the staff’s performance within entrepreneurship. Specifically, the research will seek the answer to the question whether efficient communication is the key to the organization of the entrepreneurship’s key processes and the successful implementation of the corporate goals, including the ones regarding production and expansion.
In addition, the paper will provide the answer to the question concerning efficient communication as the essential tool for addressing conflicts in the workplace, especially those arising due to a culture clash. Finally, the significance of communication in terms of increasing the productivity of the organization in general, as well as the need to deploy the latest technological innovations in order to facilitate the environment for an impeccable communication process, will be defined.
Literature Review
Communication and personal effectiveness
Researchers show that there is an obvious link between communication and personal efficiency. For instance, the study carried out by Welch (2011) points at the fact that employee engagement and, therefore, motivation is among the key products of enhanced communication process (Welch, 2011).
This does make sense, seeing that most organizations require quality data processing in order to function properly in the era of information technology. At this point, it should be noted that the process of communication may be viewed from two perspectives, i.e., the process of information transfer among the members of the staff, and the one of data transfer between an employee and a manager. The latter, in its turn, is traditionally structured in a more cohesive manner, yet more complex at the same time.
Welch (2011) has discovered in their study that the communicational pattern chosen in the second scenario has a palpable impact on the personal efficacy of each member of the staff: according to the researcher, there is “a conspicuous dearth of contributions from corporate communication and public relations disciplines and highlights foggy usage of the term employee engagement in previous communication literature” (Wlch, 2011, p. 341).
Long and detailed commentaries on the functions roles and responsibilities of the staff result in ma more efficient personal performance (Welch, 2011), yet are admittedly more time-consuming. The dilemma turned out to be quite challenging and rather inspirational at that, seeing that it has led to the design of a new management model, in which the leader “sought to be well informed of major changes and events, but also sought to keep all meetings and communications as brief and concise as possible” (Clarcq, DeMartino & Palanski, 2011, p. 21).
Organizational culture and personal effectiveness
The assumption that personal effectiveness has nothing to do with the organizational culture is quite precarious. The latter, in fact, shapes the former to a considerable degree, setting certain expectations for the member of the entrepreneurship staff to meet.
Therefore, a manager with underdeveloped communication skills or the ones that do not comply with the requirements of the entrepreneurship, when being suggested to use these skills in order to improve the efficiency of the staff and, therefore, the overall performance of the organization, will immediately fail.
In their study regarding the subject matter, Amjad and Patnaik (2014) have proven that the people having specific communicational aptitudes propel organizational performance immediately and alter the landscape of the entrepreneurship’s operations inadvertently: “Managers with good human skills are able to get the best out of their people as they know how to communicate, motivate, lead and inspire enthusiasm and trust in them” (Amjad & Patnaik, 2014, p. 5).
Communication and organization performance
The introduction of new communication standards that managers and employees have to comply with, therefore, can lead to an improvement in the overall performance of the entrepreneurship once the personal assets of the staff can be viewed as compatible with the values and the vision of the entrepreneurship in question. More to the point, enhancing communication within an organization can be deemed as a decent solution to a very complex dilemma in the cases when interpersonal conflicts are an issue (Welch, 2011).
In addition to making the managers realize that the entrepreneurship values them and their personal characteristics as essential to the entrepreneurship’s functioning, the creation of the ubiquitous communication patterns that are in chime with the standard conversational strategies of the employees will allow for boosting the performance of the organization due to a more efficient data processing.
There is no need to stress that in the 21st century the speed of facts delivery (Ip, Leung & Law, 2010), analysis and integration into the framework of the entrepreneurship’s actions predetermines the success of the firm. Therefore, the choice of the methods, which will be used for the data transfer, is crucial to the overall success of an entrepreneurship.
Types of communication: locating the point of balance
Ostacles in data transfer may occur at three key levels, i.e., the communication between the managerial and the staff, the communication among the members of the staff and the interpersonal communication (i.e., the process involving two participants), the latter also splitting into the employee–employee and employee-manager types of conversations (Whiteman, Morris & Halpern, 2013).
The specified taxonomy makes it clear that there is an obvious line between personal efficacy of each member of the staff or each manager, for that matter, and the overall performance of the entrepreneurship. Researches show that limited communication in either of the scenarios leads inevitably to the failure of the entrepreneurship to deliver a perfect score as the essential message will inevitably me misinterpreted at some point due to the imbalance in information distribution (Ip, Leung & Law, 2010).
Analysis and Substantiation
What Comprises Efficient Communication
The fact that a range of sources mention the necessity to make the corporate principles and the motivations of the individuals compatible warrants the suggestion that communication enhanced by the factor of personal efficacy does have a tangible effect on the overall performance of the entrepreneurship.
Indeed, when the personal efficacy factor is neglected, numerous conflicts that have been subdued yet have failed to be resolved amass to a major confrontation between the needs of the entrepreneurship and the needs of an individual.
In this context, communication as an element of personal efficacy clearly is an essential cog in the mechanism of the entrepreneurship’s operations. More to the point, eliciting benefit for the organization is only possible once the communication patterns created allow for a complete clarity and transparency in information processing.
As a result, with an efficient communication process within the entrepreneurship and, therefore, an unrestricted access to the corporate information available to all members of the staff, a steep increase in the organization efficiency is expected once stable and well-defined communication strategies are established within a firm.
When Inefficient Communication Disrupts Entrepreneurship’s Efficiency
The fact that the communication within an organization, though being shaped by the corporate standards and values, hinges on the personal efficacy of the staff, is quite plenteous. In fact, the two phenomena can be considered reciprocal, information flow defining the quality of the staff’s work, and the performance of the employees being the actual evidence allowing for evaluating the former, they cannot possibly be seen as separate.
Information emerging as a result of the data processing stage seems to have ubiquitous qualities; therefore, the lack thereof and the resulting incapacity of the staff to perform in a proper manner indicate clearly that certain hindrances occurred at a specific point.
As the studies analyzed above show, the disruption in the communication processes suggested by the entrepreneurship and the patterns that the manager or the staff members are used to adopting within the organizational environment may affect the organization efficacy greatly and in a rather drastic way.
Poor communication reduces the quality of the staff’s efficiency, therefore, leading to the imbalance in the entire mechanism of the entrepreneurship, thus, leading to a significant drop in the performance of the firm. Organizational performance, therefore, has a significant effect on the outcomes of the entrepreneurship’s operations.
Moreover, it basically defines the course of these operations, as data transfer predetermines the pathways that will be taken in order to achieve a particular goal. More importantly, the entrepreneurship’s goals depend heavily on the data that the entrepreneurship has at its disposal. As a result, the circulation of information within the organizational environment has a tremendous impact on the performance of a firm.
It can also be suggested that a better HRM system should be used as the key tool for improving the communication process. The incorporation of a reasonable approach towards the distribution of roles and responsibilities will most likely enhance information flow among the members of an entrepreneurship.
The specified improvement, in its turn, will lead to enhancement in the performance of the staff and, thus, increased employee satisfaction rates. Ueno (2014) claims that the motivation triggered by the spur in engagement rates increase will launch a chain reaction in the staff’s willingness to excel in their endeavors (Ueno, 2014).
Conclusion
The idea of communication being an essential element of any organization’s operation has been reverberated to the point where the two concepts cannot be viewed outside of the context of each other. Nevertheless, the significance of personal efficacy required for successful communication in organizational settings seems rather underestimated.
Because of the focus on the integrity of a entrepreneurship, its leaders often evoke exasperation in the staff members due to the neglectful attitude towards the communication-related needs of the latter. The research question concerning the inadmissibility of inhibiting the individual specifics of communication and the patterns of informational transfer that employees prefer to the ones that are obtrusively suggested by the organization, therefore, seems to have been proven.
While it is essential to put a stronger emphasis on corporate values and enhance the use of communication strategies that the entrepreneurship views as acceptable, it is wrong to subdue the staff to the environment that they might view as hostile without identifying their needs firsthand.
In order to prevent inhibiting personal efficacy and, therefore, communication development within a entrepreneurship, managers will have to incorporate a more flexible system of HRM with a better system of information management and a more adequate set of corporate values promoting integrity and cooperation.
Reference List
Amjad, A. & Patnaik, B. (2014). Influence of organizational climate and organizational culture on managerial effectiveness: an inquisitive study. The Carrington Rand Journal of Social Sciences, 1(2), 1-20.
Clarcq, J., DeMartino, R. & Palanski, M. (2011). George C. Marshall: An enduring model of leadership effectiveness. The Journal of Character and Leadership Integration, 2(1), 17–34.
Ip, C., Leung, R. & Law, R. (2010). Progress and development of information and communication technologies in hospitality. International Journal of Contemporary Hospitality Management, 23(4), 533-551
Ueno, A. (2014). Developing a conceptual model illustrating how HRM practices support each other in order to improve service quality. Procedia – Social and Behavioral Sciences, 148(1), 24–31.
Welch, M. (2011). The evolution of the employee engagement concept: Communication implications. Corporate Communications: An International Journal, 16(4), 328–346.
Whiteman, J., Morris, P. & Halpern, H. (2013). Professional support, London: the professional development unit supporting practitioner well-being, refreshment, remediation and revalidation. BJM Quality Improvement Reports, 2(1), 1–6.