Answer To: This assessment is writing a memoIndividual written assessment. This assessment accounts for 20% of...
Soumi answered on Aug 09 2020
Running Head: MEMO 1
MEMO 2
MEMO ON THE IMPORTANCE OF INTERNAL COMMUNICATION IN ORGANIZTIONAL FRAMEWORK: A CASE STUDY OF DATA SOLUTIONS
Table of Contents
1) Opening 3
a. To: 3
b. From: 3
c. Date: 3
d. Subject: 3
2) Objectives and background 3
a. Specific purpose 3
b. General purpose 3
3) Context 3
4) Problems (Quantitative and Qualitative Significance) 3
a. Problem One 3
b. Problem Two 4
c. Problem Three 4
5) Action Steps to Solve the Problems 4
a. Problem one 4
b. Problem two 4
c. Problem three 5
6) Closing 5
a. Brief Outline a Synopsis of the Memo 5
b. Offer Assistance and Provide Contact Details 5
7) References 6
1) Opening
a. To: All the existing employees working at Data Solutions
b. From: The Chief Executive Officer (CEO) of Data Solutions
c. Date: ______________________
d. Subject: Internal Communication Issues within Data Solutions
2) Objectives and background
a. Specific purpose
The specific purpose of the memo is aimed at understanding, evaluating and solving issues of internal communication that involves the managerial level and lower level staffs at Data Solutions. As supported by Alshawabkeh, Razmak, Qasim and Kharbat (2018), an organization that casts its focus on the refinement of internal communication, gains better performance from its taskforce, as the taskforce compliments each employee and generate collective goals. If the specific purpose of the memo is achieved, employees and managers of Data Solutions will reduce the chances of delayed performance and miscommunication.
b. General purpose
Seeing the purpose of the current memo, from a larger perspective, hint at the organization’s general purpose. The general purpose of the current memo is to make all the employees and manager at Data Solution to understand the need of a proper communication and how it shapes the performance level of the business. As stated by Cina and Cummings (2018), internal communication plays an important role in organizational functioning and a lack of proper communication can undermine the interest of the organization, indirectly affecting the entire taskforce in the process.
3) Context
The internal communication existing within an organization has farfetched implication over the performance of the organizational performance. As mentioned by Yee, Sandaran and Razak (2018), internal communication makes a team, a taskforce; however, a lackluster internal communication develops skilled individuals, which for organizational goal is not adequate. Internal communication has certain important aspects.
Internal communication helps in the retention of the company policies, and can be considered as the building blocks of core competence. The internal communication ensures that information, directions and regulations adapted and developed at the organizational managerial level are effectively conveyed to lower level employees, helping in the formation of a single workforce that is well aware about its policies.
Internal communication generates the strength to tackle external market fluctuations. As noted by O’Connor, Kotze and Storm (2018), due to the changing priorities and pattern of business, the market where all organizations do business never remains the same for a long period, therefore, organizational managements are forced to change the organizational working pattern at short notices. In order implement the sudden changes in the organizational framework, internal communication is needed. A refined internal communication ensures that the managers convey their orders, purpose and reason behind the changes made in the organization to the staffs working in lower organizational levels. Internal communication reduces the confusion that might arise in the mind of the employees regarding the change, offering less adjustment time, which is always beneficial for business.
Internal communication also helps in the empowerment of the mid-level managers in an organization. Mid-level managers in organizations play the role of the bridge between the upper management and the lower level employees, as the orders are conveyed and implemented through them. A lack of internal communication makes the middle level managers confused at the time of forwarding changed directions. A proper internal communication makes the transfer of information smooth, comprehensive and effective, offering middle level managers to perform better.
4) Problems (Quantitative and Qualitative Significance)
a. Problem One
As seen in the given cases study, it is seen that decisions taken by the upper managerial level of Data Solutions are not forwarded to the lower level employees of the organizations, often getting delayed remaining unclear at the comprehensive levels of the employees. As opined by Potgieter and Doubell (2018), the key to fast and effective incorporation of organizational change in employee-manger communication frequency. The mentioned problem faced by the employees of the chosen organization has impact on its performance on two different aspects, - qualitative and quantitative.
In case of the qualitative aspect, it can be seen that as the order and directions of the management are developed on short notice, the changes are needed to be made fast in the working framework of the organization. However, a lack of proper communication generates confusion in the mid-level managers, who in turn get confused about their directions to the lower level employees. As the lower level employees do not get the correct information regarding their work, the generated products and services do not met the quality levels expected. As affirmed by Suh, Harrington and Goodman (2018), improper communication at the managerial level, not only hinders the process of quality refinement, but also downgrades the quality of offered services or products.
In case of the quantitative significant, the delay in communication and lack of clarity, as seen in the case of Data Solutions, are also worth consideration. The delayed communication between managers and employees, hint at the fact that changed directions reach employees later that expected, forcing them to adapt the change within a very little time, which is inadequate for the employees, making the total production less than expected. As stated by Snoeijers and Poels (2018), despite working for longer hours, employees of an organization, in most cases, would not be able to meet the production targets, even if the orders are conveyed lately.
b. Problem Two
The second major problem faced by Data Solution is the fact that the management and the workforce do not work in the same office, which makes the transfer of vital information, hindered, misleading and delayed. The mentioned problem in Data Solutions also hints at the fact that the medium of communication used between the managers’ office and the employees’ office are ineffective.
Seen from the perspective of qualitative aspect, the function of two separate offices are concerning. Two offices for the same organization hint at the fact that in the employee office, the managers are not present in person, making the employees work on their own. As the employees work, unguided, the scope of quality assessment becomes narrow and eventually the quality falls. As mentioned by Atouba and Lammers (2018), quality check is the responsibility of mangers.
Separate office s for the managers and employees, reduces the quantity of production for any organization, and in case of Data solution there is no exception. As the employees work in a separate office, they lack the receiving of motivational speech, offered by managers, which leads to lower production rate.
c. Problem Three
The third problem faced by Data Solutions is that the managers of the company sent emails to the employees, which are unprofessional. As supported by Mohamad, Nguyen, Melewar and Gambetti (2018), unprofessional emails, de-motivates the employees, affecting quality and quantity of production.
The managers of Data Solutions, operating from a different office, use emails to communicate and convey information about work. As the emails are framed in unprofessional manner, the employees lose their respect towards the organization and feel obliged to individual managers. The lack of dedication towards the organizations reduces the work motivation level, as a result of which the products are made poorly, affecting the quality.
The unprofessional emails do not provide information or alignment with the organizational priorities and systematic orders, as a result, employees, reading the emails interpret the orders in their own perspective, leading to inaccurate production quantities, often producing more and often less than what is needed.
5) Action Steps to Solve the Problems
a. Problem one
In order to solve the delayed and unclear communication between managers and employees at Data Solutions, the organizational management must select a team leader from the workforce, who would be exclusively be allocated the responsibility to convey directions from the managers to the employees, saving precious time, and offering better understanding of managerial directions.
The selection of team leader from the employees would make the transfer of data, individual based, instead of verbal directions based, offering more comprehensiveness that refine quality and quantity of production.
b. Problem two
In order to solve the problem of ineffective communication between two offices, the management at Data Solutions must renovate its existing communication media and must upgrade from email and telephone call based information sharing to more advanced modes, such as video calling, and fax forwarding and mobile applications usage.
It is worth the mention that use of better communication medium will increase the speed of communication and reduce the chance of misunderstanding, which will increase time for change adaptation and better quality product manufacturing on large scales.
c. Problem three
In order to stop managers from sending unprofessional emails, and promote employee motivation, the organization must develop an organizational portal for information transfer and manage, send and frame emails through a set of predetermined structure. The use of pre-determined structure would ensure that not informal and unprofessional data is forwarded to any employee at Data Solutions.
The use of portal based communication and pre-structures emails would retain employee motivation levels and improve the quality as well as quantity of the manufactured products.
6) Closing
a. Brief Outline a Synopsis of the Memo
The current memo offers an in depth understanding of the importance of effective internal communication within an organizations and negative impacts of an improper communication system. The memo makes it evident that the communication levels between a manager and an employee is directly proportional to organizational performance. The current memo discusses three major internal communication issues faced by a company and has provided effective solutions for a better communication development.
b. Offer Assistance and Provide Contact Details
In case any employee has some doubts or issues with any part of the provided memo, that person is free to come in contact through the following:
Name: ____________________
Contact Number: ___________________
Email ID: ________________________
Thank you.
7) References
Alshawabkeh, A., Razmak, J., Qasim, A., & Kharbat, F. F. (2018). Enhancing internal communication in organizations using enterprise social networking. International Journal of Economics and Business Research, 15(1), 72-86.
Atouba, Y. C., & Lammers, J. C. (2018). Examining the relationships between participative organizational communication practices and burnout among IT professionals. Total Quality Management & Business Excellence, 1-15.
Cina, A., & Cummings, S. (2018). Open innovation communication: Improving strategy implementation in the public sector. Policy Quarterly, 14(1).
Mohamad, B., Nguyen, B., Melewar, T. C., & Gambetti, R. (2018). Antecedents and consequences of corporate communication management (CCM) An agenda for future research. The Bottom Line, 31(1), 56-75.
O’Connor, N., Kotze, B., & Storm, V. (2018). What’s to be done when ‘foul whisp rings are abroad’? Gossip and rumour in health organizations. Australasian Psychiatry, 26(1), 30-33.
Potgieter, A., & Doubell, M. (2018). Employer branding as a strategic corporate reputation management tool. African Journal of Business and Economic Research, 13(1), 135-155.
Snoeijers, E. M., & Poels, K. (2018). Factors that influence organizational crisis perception from an internal stakeholder’s point of view. Public Relations Review, 44(1), 65-74.
Suh, J., Harrington, J., & Goodman, D. (2018). Understanding the Link Between Organizational Communication and Innovation: An Examination of Public, Nonprofit, and For-Profit Organizations in South Korea. Public Personnel Management, 47(2), 217-244.
Yee, L. S., Sandaran, S. C., & Razak, S. S. A. (2018). Employee Voice and the Communication of Dissent in an Organizational Setting in Malaysia: A Case Study. LSP International Journal, 5(1).