The process of communication is very important in every organization and this has led to the formulation of a number of managerial communication theories as well as concepts. The need to ensure that the strategies formulated by managers are successful in their implementation has increased the interest of different stakeholders in identifying the most effective communication theories and concepts.
These are mainly supposed to ensure the clarity and efficiency of the process of relaying the information. Intercultural theories identify that there is a need to understand the cultural orientation of all the individuals in the organization, who may be responsible with the implementation of a new strategy (Guffey, 2007).
This should ensure that all the individuals are aware of the particular stakes that they hold in the implementation process to ensure that the whole strategy is successful.
This theory is closely related to the communication conflict resolution theories that identify that different personal needs between employees as well as other stakeholders in an organization may lead to conflicts during the strategy implementation process.
The managers should, therefore, ensure that the process of communication satisfies these different needs to ensure that they are all aware of their role in the organization and in the implementation of the new strategy.
Management communication concepts identify that a communication model that is adopted in an organization during the adoption of a new strategy should be capable of taking into account the communication context, feedback and noise. These concepts are supposed to identify the particular place where the communication is taking place, the particular individuals participating in the communication, the time of communication and finally, the background of the individuals participating in the communication process (Eunson, 2012).
The situational leadership theory identifies that managers have to identify the prevailing orientation forces that exist in the group of people that have to be communicated to.
On the other hand, the conflict avoidance concepts in communication identify that there has to be some level of flexibility in the particular mode of communication chosen so as to allow for the differences that may be inherent in the general population being communicated as it is in a business context.
The fact that the company in this case seeks to enter into a number of international markets means that they have to identify the different cultures of the people who have to implement this strategy in the different geographical locations as well as their interests. This is meant to ensure that the transition from one strategy to another is as smooth as possible.
The fact that communication involves the relaying of messages from one person to another suggests that the flow of information should not always be one way. There is a need to ensure that there is a healthy two way channel of communication in the organization before choosing to adopt a particular strategy.
In as much as a strategy may be identified as a positive move by the organization it may not always resonate well with the lower level employees who are meant to implement it (Guffey, 2007).
It is, therefore, important for managers to identify that importance of employee engagement and retention when choosing a particular communication channel. It is identified that there has to be some level of clarity, consistency as well as honesty that the employees have to identify with in the whole process of communication to ensure their successful implementation of chosen strategies.
The efficiency of a communication process is often measured against its success in maintaining the massage as well as in reaching the intended target. This has been raised in a number of managerial situations where the communication process has been identified to be compromised by power politics, cultural conflict, poor timing and accuracy.
It is often identified that accurate communication should be precise as not to allow any external communication to seep into the message or to leak to any unintended audiences (Eunson, 2012). The fact that most strategies that are adopted in organizations are geared towards increasing their competitive advantage in the market means that there has to be a limit as to the particular audience that receives the information so as to ensure that an organization’s competitors in the same market do not move to implement a similar strategy.
In this case, there has to be an elaborate channel of communication that will connect all the regional managers who have to implement the company’s expansion strategy in the different countries that it seeks to enter. This channel of communication should also be sustainable to ensure that the transition process from one strategy to the new one as well as the relocation of the different regional managers, who have to implement the new strategy, is smooth.
The setting up of a good management communication system that supports feedback should allow managers to identify any inefficiency that may be in the new strategy through their employees on the ground as well as through market research (Guffey, 2007). This should serve to save the company from incurring losses after the failure of the new strategy in increasing their competitive edge in the market.
References
Eunson, B. (2012). Communicating in the 21st Century. New York: John Wiley & Sons.
Guffey, M., E. (2007). Business Communication: Process & Product. Upper Saddle River: Cengage Learning.