Good communication in business

Task 1: Report on Internal and External Communications between Departments with Staff and Customers
As employees come from various age groups and from various ethnoracial, religious, and cultural origins, multiculturalism is one of the company's distinctive workplace characteristics. As a result of the organization's ability to display a wider conceptualization and abstraction base, the firm's diversity has given it a competitive advantage. Additionally, diversity has sparked creativity, problem-solving abilities, and innovation, resulting in a firm that is a mixture of many different ideas and interests (Dana and Allen, 2008, p.38). While multiculturalism has raised productivity and increased employee happiness, it has also created a number of issues, has posed several problems such as communication challenges and increased the potential for discrimination and friction because of varying beliefs, traditions, and norms. The recognition that differences between people have double sided outcomes, where it can give the business competetive advantage or trigger workplace problems, has made diversity management an issue of immense strategic relevance. One of the tenets of withstanding the turbulence is communication strategies designed to manifest transcultural competence. While internal approaches are targeting employees and management, external efforts focus on spreading information about the corporation to the public, stakeholders, and customers. The drive comprises the focus of this report, where the discussion will be an account of internal and external communicative approaches that have been adopted to promote the effectiveness of the business. Similarly, the delineation will highlight shortfalls in existing arrangements and possible recommendations that can be embraced by the firm.

Evaluation of the benefits and effectiveness of each type of communication

Internal communication tools

Memos and letters

Letters and memos are used in making important announcements as well as informing employees of procedural and policy changes at the departmental level. The fact that they convey message relating to a particular subject makes the information clearer and more concise. The virtue of specificity makes letters and memos appeal more to the majority, and they can be used to persuade individuals or groups.

Personal mailbox

The communication tool is utilised while making apologies and lauding employees for their achievements. The individualised communication was adopted as a way of promoting privacy as well establishing trust among employees with language barrier concerns. Its utilisation has helped in addressing personal conflicts, incorrect goal assumptions, and missed deadlines. Kartal, Toprak, and Kumtepe (2017, p.297) explain the gains, noting that establishing rapport using individualised communication tools help in avoiding instances where workers fail to seek clarification because of fear of embarrassment as in the case of high-context cultures.

Intranet

The private network is only accessed by the staff of the entity and provides a platform for lateral management. Executives can pass information and employees can respond directly. While the initial cost of setting the proprietary hardware and software may be high, the intranet is a low-cost internal communication tool that is used on the stage of orientating new employees as well as conveying the philosophy, principles, and values of the firm. The system is also used for hosting information on terms of references such as benefits package, safety measures, recreational services, training programs, as well as organisational policies and procedures.

Portable bulletin board

The tool is used for making announcements on upcoming events as well as changes in the company’s program. It is also a channel of disbursing procedure manuals to build a better understanding of the processes of the firm. A key advantage of the bulletin is their broad use in lateral management, employee-driven announcement as well as top-down communication approaches.

Social media

Social media remain a prefered way of conversing in particular about employees’ concerns. Facebook and Twitter allow the firm to reach out to the staff by posting announcements as well as sharing webinars, speeches, videotaped presentation made by the members of the management. Posting video, images as well as text contents are with regard to several human resource issues (Wollan, Smith and Zhou, 2010, p.15). Unlike other internal communication channels, social media is a more superior tool. The platform allows information to flow in two directions, making it a truly interactional avenue that goes beyond dispatching instructions and establishing good relations.

Meetings

Besides virtue communication, the firm also organises monthly meetings. However, the frequency can increase in the event status updates are needed. The majority of the gatherings are informing sessions where employees are briefed on the state of the projects. Similarly, consultative meetings are encouraged at the departmental level to allow the manager initiate culture-building activities or change processes.

External communication

Blog and newsletter

One of the most embraced external communication tools is periodical publications. This means allows managers pass down deliverables, directions, information, and progress status through the media platforms. The top-down approach has allowed both the internal and external stakeholders to understand the firm’s initiatives as well as expectations and thus avoid some kind of communication vacuum that can result in absenteeism, demoralisation, and turnover concerns. Informing the public through either electronic or printed materials allows the community to understand organisational concepts such as social responsibility and quality issues. Employees can also use the highly optimistic reports as means of appropriating messages passed down using internal communication tools.

Social media

Besides being used in internal communication, social media remains a predominant tool for external communication. Facebook and Twitter are increasingly being used in marketing campaigns, responding to complaints, as well as informing customers of new products. While social media imitates the traditional marketing approaches that companies have been utilising platforms such as billboards, newspaper, radios, and television, the platforms have addressed the challenge of cost implications where the business had to make a significant budgetary allocation. The utility of the two platforms is also based on the popularity, an aspect that makes the management believe that the networks will help in expanding the market base.

Social media does improve not only access to customers but also enhances familiarity because the public becomes aware of the entity’s product and contents. The utility has significantly transformed the marketing drive allowing the firm to increase its appealingness to the 1.35 billion Facebook users and 2.71 million Tweeps around the world. Mahoney and Tang (2016, p.116) explain the growing significance of social media in external communication, where they note that users visits the platforms to interact and make purchase decisions. The attitudinal aspect has made social media a tool of immense value in amplifying volume of the sales as well as retaining valuable customers. Similarly, the approach allows the entity to document the demographic profile of the clients as well as satisfying their needs based on responses given.

The need for review and modification of communications to meet different stakeholders’ needs

Social media has helped in resolving traditional barriers considering which business had to incur considerable expenses to reach the external world. The platforms are associated with viral spread of lousy reputation, threat of cybercriminals, and unrealistic expectations from the public (Coombs, 2007, pp.163-176). Social media marketing is groupling with moral questions as most of the content is prototyped to promote opportunism. The issue of free expertise is also considered a violation of copyright laws because the majority of participants are not recognised for their ideas (Tuten and Solomon, 2014, p.67). Other ethical issues are public bashing and violation of privacy because personal data on social media usage is collected and used to guide marketing strategies. The moral concerns form the threat that can negatively affect business operations. The organisation needs to invest in social media business management strategies as well as support knowledge acquisition endeavours to allow the staffs gain required skills. Social media is also labour demanding, with current studies revealing that the optimality should be spending six hours on the platforms on a daily basis. The demand can pose a challenge to many companies as it calls for additional staffing (Zimmerman and Ng, 2015, p.563). The firm should make recruiting a specialist in social media marketing a priority to realise the benefits of the technological application.

While the company has well-developed robust face-to-face communication tools, it also needs to invest in interactive avenues that foster and encourage diversity to quell workplace conflicts. For instance, the company should replace noticeboards with WhatsApp and Skype. The platforms offers real-time chatting that can support interactive and consultative talks between the younger and senior workers to allow them engage and share ideas. The organisation also needs to embrace other advances such as webinars. The peer-level web meeting provide speedy consultative sessions, and encourage sharing and active participation that help in promoting transcultural competency among employees.

Task 2: An extract for a staff-training manual on effective communication

Introduction

Communication allows the business to connects with the internal and external environments, an articulation that plays a vital role in almost all aspects such as making decisions, exchanging information, and talking about innovations. The criticality of correspondence make developing the competencies to dialogue efficiently and effectively in various business situations a necessity. Managers and workers need to be well equipped with communication skills, and learn how to interact with people of varying backgrounds in different circumstances. The supposition is supported by the fact that many of the problems that occur in any organisation arise from people failing to interact efficiently and effectively. Similarly, good interchange skills in today’s business world have an immediate impact on the productivity. Therefore, this dynamic training module will help to improve assertion among the staff members for an enhanced, competitive and satisfactory performance of the organisation.Goals and objectives of the module

AimThis module aims to assist in highlighting the importance of developing verbal and non-verbal communication skills among people working within the organisation and with external stakeholders.

Learning outcomes

By the end of this training, participants will be able to understand the importance of expressing themselves more effectively and efficiently by gaining knowledge and skills on several tenets of communication as stated below;

Evaluating different ways of expressing clearly to different audiences

Methods of overcoming communication barriers

The art of active listening

Developing a rapport with colleagues and customers through useful verbal and nonverbal communication skills

Using feedback and evaluate different ways of getting feedback from colleagues and stakeholders.

Training topics

Evaluating different ways of communicating clearly with different audiences

Understanding what is communication as well as its relevance

Explore ways of talking to different audiences

use firm tone for the serious topics of discussion

have a relaxed sound when talking on informal issues

maintain a respectful tone

address the group as a whole

speak directly to people in the audience

Overcoming barriers to communication

Have clarity in one’s thoughts

Seeking the advice of others

Understanding the needs of the audience

Taking adequate care of one’s tone and language

Getting feedback from the audience

Retaining consistency of the message

Making use of body language

Keeping anger in check (Kutz, 2013, p.7)

Active listening

Becoming an active listener

Paying undivided attention

Showing that you are listening

Providing feedback

Deferring judgement

Making appropriate responses

Why you need active listening skills

Clear comprehension

Helps avoid misunderstandings

Opens people up (Rost and Wilson, 2013, p. 265)

Effective verbal and non-verbal communication

Verbal communication- sharing information by use of speech

Non-verbal communication- the incorporation of non-speech including facial expressions, gestures, body language, or other visual forms such as writings in passing information.

Feedback

Characteristics of good feedback

encourages reflection

measures misunderstanding

is clear and focuses on improvement strategies

timely

starts with learning intentions

Task 3: Case Study

Identification of the possible stakeholders, and why it is important to talk to them

Creditors

Any structural changes in the company ought to be communicated to creditors, as they are the financiers of the organisation. The communication helps them assess how the move will affect the operations of the team and establish the feasibility. The judgment is critical in determinining, in this case, if the demolitions and building would affect the company’s capability to meet their financial obligations.

Directors

They are the administrator of the company and thus have to be contacted before making any decision that pertains to the organisation. They are the primary decision-makers in corporate undertakings and thus the appraisers of the suitability of the construction and demolition.

Shareholders

They are the owners of the organisation that makes it a necessity to notify them of any structural and operational changes that the management intends to take. Shareholders should be informed of the projected demolition to receive their suggestions and opinions, as any change will directly affect their investments

Government agencies

Before any alterations are made to the facilities of the organisation, government agencies should be contacted to ensure all adjustments are legal and meet the standards. The observation is based on the fact that the government is the sole authority in not only administrative issues on land but also regulations on infrastructures. Government agencies also set the rules, laws, and guidelines that should be followed. Any noncompliance can affect not only successful completion of the project but also future relationships between the business and enforcement authorities.

The local community

The immediate environmental impacts affect communities as well as the ecology of the surrounding areas. The team should have engagements with the representatives of the locality to get their views on the effects that the demolitions and construction will have on them.

Recommendation for a communication strategy that the organisation could use for this situation, and justification for the choice

Owing to the issue being one that needs brainstorming and a close-fitting discussion, the firm should settle for a meeting. The proposal is based on the advantages of the communication tool in reaching a common decision, where gatherings allow the exchange of information, presenting of ideas, sharing experiences, as well as ratifying an agreement. The need to have internal and external shareholders and relevant groups on board should guide the selection of the venue, where it should be agreed on whether to incorporate physical and virtual aspects to allow all parties concerned to participate. As such, stakeholders who can attend in person should be accommodated in the boardroom, while persons inconvenienced by unavoidable issues should be given a chance to participate through video conferencing.

One of the advantages of using the meeting is efficiency. The gathering allows people with common interests to interact. A convention also facilitates emotional and social support, where attendees present buttressing and opposing ideas and experiences that enable succinct comprehension (Cooper, Smith, and Upton, 2002, pp.102). The suggestions create parity by helping individuals develop and improve opinions and thoughts. Another merit of the strategy is that it brings the feeling of being consulted, which culminates to ownership of decisions and sustainability of actions adopted. The invitation to the meeting evokes feelings of relevance, making individuals consider themselves critical players in the decision making process of the organisation. The involvement triggers a sense of belonging, and thus cooperation.

Timely responses also reduce the cumbersomeness of shareholder engagement. The platform deals with questions, answers, and suggestions, and plans are developed, cross-fertilised, analysed, and improved using the diverse intellectual and reasoning base. Meeting shareholders is also a democratic functionality. People’s welfare is achieved through their involvement. Parties concerned are also represented, while the minorities are also given a chance to be heard.

How effective communication in business leads to motivation of employees and customers

Effective communication plays a vital role in motivating both the employees and the customers. It also brings happiness and develops loyalty. Organizations that treat their employees and customers with trust and respect are significantly more successful and do better in the market. Knox, Payne, Ryals, Maklan, and Peppard (2007, p.140) support the postulation, noting that perfect relationships between the employees, the management, and the customers are essential in facilitating a company to meet its goals. However, the stakeholders need to have in place a transparent and precise communication. The clarity of the discussion is also crucial, as unclear interaction may result in unmet expectations and strained relationship. Effective communication strengthens the relationship and ensures everyone is participating thereby creating a positive working environment. Such ecology improves employee morality and productivity as well as nurtures trust and loyalty from the customers (Harter, Schmidt, and Keyes, 2003, p.219)

Through a proper communication system, information is shared with the employees as well as with the customers. Engaging employees ensures they understand the company’s goals and vision. Although the employer should share information about the company with the employees, caution needs to be exercised to avoid bombarding them with information because an overload can have a harmful outcome. On the other hand, giving and getting information from the customers helps to build loyalty and trust. This communication also helps the company receive feedback and suggestions that can be applied in improving organisational processes and procedures.

The decision-making process is a crucial component in any organisation. Through communication, the management engages the employees in making decisions. Inviting their contribution, opinions, and ideas before reaching a conclusion makes them feel valued. On the other hand, engaging the customers shows their worth in making the products and services. It highlights that the primary aim is meeting their needs, and therefore loyalty develops.

How the changing needs of internal and external stakeholders influence an organisation’s communications strategy

The changing needs of the internal and external stakeholders have had a significant impact on communication strategies. For instance, the global village scenario has made transcultural competence a significant consideration when designing communication tools. A key focus is promoting diversity in an age when companies are finding it increasingly necessary to incorporate comprehensive approaches that recognise varying beliefs and norms. The expansion of the markets as well as the transformation of physical offices to embrace home working concepts and virtual setups have also made flexibility an important issue, as it is increasingly becoming difficult to get all stakeholders available for a meeting on the organisation's state of affairs (Hodges and Gill, 2014, p.285). The communication in the companies has therefore been adjusted to include virtual meeting attendances through teleconferencing.

Matthews and Thakka provide one of the most lucid arguments on how the changing needs of internal and external stakeholders are influencing communications strategies at the corporate world. They note that globalisation and cross-culture needs have emerged as cardinal considerations for businesses seeking to gain a competitive advantage in the contemporary market. Efficient communication with customers and staffs from different backgrounds not only allows a firm to realise its mission but also build value for stakeholders (Matthews and Thakka, 2012, p.326).

Another aspect of the changing needs of internal and external stakeholders is the necessity of feedback. The essence of reactions is founded on the criticality of customer experience in building loyalty. The development has led to a change in the communication methods used by the organisation, with suggestion boxes being superseded by social media platforms that allow comfortable feedback reception (Matthews and Thakka, 2012, p.329). The replacement of traditional gatekeepers by digital platforms as well as the power of social media has also made communication capacity a significant factor in monitoring and controlling external threats. The technological advances have had a profound impact on marketing, forcing transnational business to reorient their communication approaches to neutralise culture nuisances that can distract attempts to increase profits and market share.



References

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Cooper, P., Smith, C.J. and Upton, G., 2002. Emotional and behavioural difficulties: Theory to practice. Abingdon: Routledge.

Dana, R.H. and Allen, J., 2008. Cultural competency training in a global society. Springer Science & Business Media.

Harter, J.K., Schmidt, F.L. and Keyes, C.L., 2003. Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. Flourishing: Positive psychology and the life well-lived, 2, pp.205-224.

Hodges, J. and Gill, R., 2014. Sustaining change in organisations. Sage.

Kartal, G., Toprak, E. and Kumtepe, E.G., 2017. Culturally Sensitive Instructional Design Principles for Online Learning Environments. Supporting Multiculturalism in Open and Distance Learning Spaces (pp. 292-326). IGI Global.

Knox, S., Payne, A., Ryals, L., Maklan, S. and Peppard, J., 2007. Customer relationship management. Abingdon: Routledge.

Kutz, K. (2013). Barriers to cross-cultural communication: Grin Verlag.

Mahoney, L.M. and Tang, T., 2016. Strategic Social Media: From Marketing to Social Change. John Wiley & Sons.

Matthews, L.C. and Thakkar, B., 2012. The impact of globalisation on cross-cultural communication. Globalization-education and management agendas. InTech.

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Rost, M. and Wilson, J. (2013). Active listening. Oxon [England]: Routledge.

Tuten, T.L. and Solomon, M.R., 2014. Social media marketing. Sage.

Wollan, R., Smith, N. and Zhou, C., 2010. The social media management handbook: Everything you need to know to get social media working in your business. John Wiley & Sons.