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Large organs organizations are usually faced with the need to process several messages in order to enhance smooth running. For example, it is worth to mention that effective working of an organization is determined by effective flow of information among employees, management and clients.
Therefore, it is prudent for the management of large organizations to simplify message that are shared across so that the needed feedback can be obtained.
As a matter of fact, the management of an organization can develop a message platform capable of embodying the intrinsic goals or activities of an organization. It is also highly recommended that all forms of messages that are sent and received within an organization ought to have clear structures.
In other words, they should be easily understood and interpreted by the recipient. Although the ideas or information contained in these messages may be complex in nature, it is still vital to simplify the language content of such messages. In the case of verbal communication where messages are passed from one person to another physically, it is necessary for the speaker to demonstrate credibility, authenticity and action while passing a given message.
In addition, the conveyor of the message should also understand that the points passed across in the coded message should be valid and easy to prove. False, misleading or exaggerated messages cannot be accepted by the recipients because they will be considered to be hollow and not worthy at all.
In the case of large and well established organizations, passing messages to employees or the management should not take the form of a long twisted story. Moreover, verbal messages should not be narrated in the same way they appear in written formats because they may appear quite complex for most recipients. The speaker should have the ability to decode the encoded message so that it becomes easy to understand.
Complex messages that have been successfully passed can be evaluate in terms of the following theoretical models and frameworks:
- The disparate activities of an organization are captured by the delivered message. The overall story of an organization is thereafter strengthened by the latter.
- The message is strengthened by the performance and overall activities of the organization.
- Both the management and employees of an organization can contribute and appreciate the messaging system. This can take place even if they do not utilize the same message characteristics.
- The nature of messaging system used by an organization is adequately sustainable.
The above theoretical models and frameworks are hinged on the significance of effective communication in large-scale organizations. As already mentioned, misinterpretation of complex messages is a common scenario and challenge facing many large organizations. Therefore, mutual understanding among all the stakeholders of an organization is critical. The productivity and overall wellbeing of employees are also affected by the flow of information through the messaging system.
Needless to say, clear, well articulated and coherent speech is of enormous import when facilitating effective communication in a large establishment. The issue of misinterpreting messages is mainly affected by lack of coherence in the messages being passed from one party to another.
On the same note, various frameworks that have been used to elucidate effective communication in originations indicate that effective communication should be laced with facts. In other word, biasness is a prohibitive act that tends to make recipients of a given message to be reluctant.
What is communication?
Several models have been devised to expound the effective meaning of communication. For instance, when a piece of message is sent by an individual with the goal of evoking a response, the process is referred to as communication. Hence, if the recipient interprets the message in the same way as it was initially intended by the sender, effective communication will take place. In addition, Wendy’s model asserts that fewer resources and minimal time are usually used when effective communication takes place.
On the other hand, misinterpretation of a message can take place if the sent message is comprehended by the recipient according to his or her own contentment (Aaron and Robert 44). Therefore, it is prudent to mention that effective understanding and interpretation of messages mainly depend on the communication process that has been followed. The process usually begins with the sender. The latter is supposed to encode a given message before sending it.
The encoding process may involve emotions or particular requests that may fit the intended recipients. After the process of encoding, the message is then sent to the expected audiences who are then supposed to decode and derive meaning from the meaning enclosed in the message (Lindsley 330). The recipients of a particular message are the expected to send feedback to the sender for the process of communication to be complete. This model is elaborated in the diagram below:
From the above communication model, it is evident that large organizations can indeed suffer significant losses if messages are complex. For example, there are myriads of channels that messages pass before the final feedback can be obtained from the recipient (s). In addition, encoding and decoding messages that are already complex in nature may interfere with the overall interpretation of messages.
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In any case, senders and recipients of messages may have varying competences and skills needed to encode and decode messages. As a result, the outcome of these messages may still be affected especially in case whereby an organization is large (Caputo 92).
The art of communicating has never been a simple undertaking. This explains why recipients of communication often misinterpret messages. As such, there are several barriers to communication that aggravate misunderstanding among employees and management of an organization. If large organizations can eliminate these barriers, then the levels of misinterpretation can also be remarkably minimized.
It is prudent to underscore the fact that large organizations often well endowed with diversity in terms of their workforce. Hence, it is possible to have some employees who have limitations in their individual perceptions and emotions. Besides, skills and competences at the workplace may also vary significantly. While diversity at the workplace is indeed applauded, negative characteristics may act as barriers to effective communication.
A large organization is highly likely to use complex forms of communication in order to satisfy its performance and development needs. Thus, the nature and form of communication used may be a source of misunderstanding and consequent misinterpretation of messages. Moreover, the communication interaction process may also be unique and elicit unexpected feedback especially to the sender.
Some of the factors that may lead to misinterpretation of messages in large organizations include individual mindsets of employees, attitudes, overexposure to data, past experiences, and stereotyping. Moreover, other impediments to effective communication include personal and environmental issues, trust and empathy as well as perceptual filters.
The aforementioned barriers to effective communication explain why large organizations are often at high risk of encountering frequent misinterpretation of messages. It is also vital to discuss the Lasswell’s communication model in order to appreciate how messages can be misinterpreted in large and well established organisations (Nielsen 29).
Lasswell’s communication model
The Lasswell’s model of communication attempts to disclose how various channels are vital in the flow of messages. The model has been illustrated in the figure below:
The above model is one of the earliest theoretical models of communication adopted towards the end of 1940s. According to Lasswell, communication follows specific channels before the final feedback is received. The model also elaborates various key players in the flow of communication.
The Lasswell’s model has five key components (Narula 26). It begins with the communicator of the message. This is the person who give gives the message to the sender so that it can be delivered to the recipient. Secondly, the actual message is a vital aspect in the flow of communication.
The content of the message constitutes what the sender will deliver to the recipient. In other words, the sender will have to speak about the message. The next channel is the audience or receiver of the message. In addition, the channel or medium of communication is also a vital aspect according to Lasswell’s model. Finally, the feedback process completes a given channel of communication. At this point, the recipient has to respond to the message and offer relevant feedback (Narula 26).
According to this model, understanding messages in large organisations can easily be experienced. Hence, misunderstanding and consequent misinterpretation of such is rife in such organisations.
Aaron, Tolk Andreas and Robert, Drawen. “Addressing Challenges of Transferring Explicit Knowledge, Information, and Data in Large Heterogeneous Organizations: A Case Example from a Data-Rich Integration Project at the U.S. Army Test and Evaluation Command: EMJ EMJ”. Engineering Management Journal 22. 2 (2010): 44-55.Print.
Caputo, John et al. Effective Communication Handbook. London: Dramatic lines, 2003.Print.
Lindsley, Boiney. “Reaping the benefits of information technology in organizations: A framework guiding appropriation of group support systems.” The Journal of Applied Behavioral Science 34. 3 (1998): 327-346. Print.
Narula, Uma. Communication Models. New Delhi: Atlantic Publishers & Distributors, 2006. Print.
Nielsen, John. Effective Communication Skills: The Foundations for Change. Washington D.C.: Xlibris Corporation, 2008. Print.