Communicative interaction within the organization

Organizational communications is a set of communications based on communication mediated by information about the organization itself, its goals and objectives.

Interpersonal communications is the verbal communication of people in one of the listed types. Effective interpersonal communication like royalty free music is very important for success in management because, on the one hand, the solution of many management tasks is built on the direct interaction of people - chief with subordinate, subordinates with each other - within different events, and on the other hand, interpersonal communication is the best way to discuss and solve issues characterized by uncertainty and ambiguity.

External communication is the communication between the organization and the environment. Factors in the external environment have a very strong influence on an organization's performance. Organizations use a variety of means to communicate with the components of their external environment. They communicate with existing and potential customers through advertising and other promotional programs. Public relations prioritizes the creation of a certain image, the image of the organization at the local, national or international level.

Internal communications are communications within the organization between different levels and departments.

Formal communications are the communications that are determined by the organizational structure of the enterprise, the relationship of management levels and functional departments. The more levels of management, the higher the probability of distortion of information or copyright free music, because each level of management can adjust and filter messages.

Informal communications. The channel of informal communications can be called a rumor channel. Because rumor channels transmit information much faster than formal communication channels, managers use the former for planned leakage and dissemination of certain information or "just between us" type information.

Vertical communications. This type of information exchange constitutes the main part of the manager's communication process. Components of vertical communications are as follows: clarification of tasks, priorities, expected results; ensuring subordinates' involvement in solving tasks; discussion of performance problems; achieving recognition and reward for the purpose of motivation; improvement and development of computer notifications; collecting information about an emerging or existing problem; notifying subordinates about forthcoming changes; receiving information about ideas, improvements and suggestions.

communication communication network information

Interactive (horizontal) communications in organizations arise in the process of interaction with peers. They provide a person with the necessary social support.

Like other types of organizational communications, the interactive process has many behavioral consequences. It may be that psychologically it is more convenient for a person to seek support from those who stand at about the same level, rather than from those above - or below. If support contributes to uniting efforts to achieve common goals and objectives, then interactive communications have a positive impact.

The goals of communicative interaction within the organization:

provides the creation of information channels between employees and structural units, through which a system of information exchange in the organization is created, whose employees and managers plan and coordinate their activities;

interpersonal relations are developed and improved, due to which the personnel turns into a workable team;

creation of complete production processes and cycles for the realization of the organization's goals;

internal information flows are regulated and optimized;

communication basis for the development of an effective system of external relations is created.

For the study of organization it is important to present a universal communication scheme applicable in all management situations. Such a communication model was proposed by the German scientist W. Tram. In his model, communication acts as a contact between sender and receiver, established through a message that is sent through a certain channel, encoded and decoded by the recipient; in addition, there is a feedback channel and the result (effect) of the communication process is highlighted.

Communication process - the process of interaction between the various subjects of communication, in which the exchange of information. The communication process includes a dynamic change in the stages of formation, transmission, reception, decoding and use of information in both directions in the interaction of communicants.

Communicative interaction within the organization

The sender - the creator of the message, the one who puts forward any ideas (independently creates information) or accumulates already existing information for further transmission. Deciding what meaningful information (idea) can become the subject of transfer, how to code it, which channel to send the information, the sender thereby begins the process of communication exchange. The sender's orientation to the situation is very important, i.e., taking into account all the basic components of the communication process. Otherwise, the information can either not reach the recipient, or reach the recipient in a distorted form, or not accepted by the recipient.

2. Message - information prepared for transmission to the recipient, encoded by means of symbols - words, special iconic symbols, message tone, pictures, gestures, subtext, etc. In the process of coding (conversion of the meaning of an idea into symbols) there can be problems, the effect of which reduces the effectiveness of the communication process. For example, the sender makes a message of characters that the recipient does not understand, has not encountered in his past experience or ambiguously interpreted in the context of the message (i.e. the sender is not attuned to the language, culture of the recipient, and this leads to distortions in understanding).

3. Channel of information - the means of transmitting information, the way of physical transmission of the message. From the quality of the channel of information in the communication process depends on the understanding and acceptance of the information received. Much depends on whether the manager can tune in to the individual system of information perception by the individual. In this case, the following channels of information transmission are distinguished: the speech channel; transmission of written materials; electronic means of communication (computer networks, videoconferences, desktop wallpaper tool, e-mail, video tapes, etc.).

In addition, the channels in the organization can be divided into formal, transmitted through the formal channels of the organization; informal - based on horizontal connections (transfer from division to division, rumors, etc.).

When choosing a channel, it is necessary to take into account its compatibility with the types of symbols used for coding information, which will help to avoid deformation of information, as well as the essence of the message itself. For example, if it is necessary to inform the employees about some innovation within the whole organization, it is more reasonable to do it at a general meeting and use a voice channel than to explain the matter to each employee by phone.

In practice, the head of the organization usually uses not one, but two or more channels of information transfer to subordinates (official message and message by means of rumors), which in some cases allows increasing the effectiveness of the communication process. However, problems can also arise in this case. For example, the process of transmitting information is often complicated, there is a double interpretation of a single message, and when combining verbal instructions with written notices, the flow of information can become simply unmanageable.

4. Recipient - a person (group, organization) to whom information is transmitted and who interprets (decodes) it. Interpretation of the message by the recipient is not always successful. Wrong interpretation is often caused by dissimilarity of language, cultural perception, difference in interests of sender and receiver. Numerous experiments confirm that communication in homophilic pairs (here homophilia is the similarity of the receiver and sender in certain characteristics: language, education, social status, etc.) is usually more effective than in heterophilic pairs (when the sender and the receiver differ in these characteristics), which take a long time to understand and process the message as well as to prepare a response. However, heterophilic communication has greater informative value to the recipient.

5. The result (effect) of communication impact - changes in the behavior and state of the recipient of information, which is expressed in the change of knowledge of the recipient; change in attitudes (regarding the object of action stipulated in the message); changes in the visible actions of the recipient (purchase of goods, attitude to work activities, timely arrival at work, etc.).

6. Feedback is "an operative reaction to what is heard, read, or seen; it is information (verbal and nonverbal) that is sent back to the sender, indicating a measure of understanding, confidence in the message, assimilation, and agreement with it. Feedback allows the sender not only to know the result of the act of communication, but also to adjust the next message to achieve a greater effect. If the result of the message is achieved (it is understood in the division of the organization and became a guide to action), they say that positive feedback works; otherwise, negative feedback works. It should be said that the establishment of feedback in the organization is quite a difficult task. It especially concerns vertical, power communications when controlling through coercion, when the recipient of information feels fear of possible sanctions and purposely distorts the message coming through feedback channels.

7. Noise - something that distorts the meaning of the message, an element of the process, present at almost every stage of information transfer. Sources of noise that hinders accurate understanding of the meaning of the message are differences in perception of information, affecting the clarity of meaning in coding and decoding, dissimilarity in official status (different vision of goals and objectives of the organization and its units), culture and language features. In this regard, one of the important tasks of the organization management and heads of departments to form a clear management system based on vertical communication is the elimination of noise at all stages of the message.

The main goal of the communication process is to ensure the understanding of the information that is the subject of the exchange, i.e. messages. However, the mere fact of information exchange does not guarantee the effectiveness of communication of the people involved in the exchange. To better understand the process of information exchange and the conditions of its effectiveness, it is necessary to have an idea of the stages of the process, in which two or more people participate.

Communication processes in the management of the organization ensure its integrity and commonality of functioning. The system of communicative exchanges permeates all levels of management, fully covering each horizontal plane. Creating communicative space is a unique and specific type of manager's activity, which in many ways reflects his professional competence.

Communicative space of an organization must organically combine stability and dynamism, controllability and spontaneity, new and previous experience, and cannot be limited only by the internal structure of the organization. However, the communicative space of the manager is primarily the employees of the organization and their socio-cultural content: social norms, value orientations, ethical views, behavioral standards, levels of household upbringing, creative atmosphere, leadership styles, etc. The line of behavior in the organization of both managers and subordinates is determined by typical perceptions (stereotypes) of what constitutes an economically active person.

The stereotype of the "economically active person", despite the fact that it was formed in the early twentieth century, is particularly characteristic of modern Russian practice. This stereotype is based on the principle of monetary calculation: a person works well because he is well paid and can do anything his employer tells him to do for the money. Therefore, the employer has the right to demand that the employee give his full effort.

The stereotype of the "psychological person" is based on the use of certain psychological techniques in relationships that contribute to the achievement of goals. This stereotype is formed in an individual as a result of training and due to personal experience of communication in the organizational environment. It is reflected in the notion that in the sphere of business interpersonal relations "one cannot do without psychology".

The "technological person" stereotype contains in its basis the principle of subordination of a person to work operations under conditions of his/her rigid inclusion into technological and computerized processes with detailed operational control. This stereotype directs the consciousness of the manager to the constant control of the employees' behavior according to the principle "without technological discipline is impossible".

The stereotype of an "ethical person" proceeds from the principle of subordinating a person to the requirements of professional, business and managerial ethics. This requires the organization to have more or less acceptable for all norms of behavior, responsibility for words and deeds to colleagues, partners, consumers, etc.

Combining in the minds and behavior of employees, these four stereotypes create a common jung communicative background of organizational behavior, which determines one of the following states of a person in the organization

obedience to duty (rigoristic segment);

freedom of organized maneuver (autonomous segment);

psychological readiness to work (mobilization segment);

subordination to work operations in time and space (pressing segment).

Intra-organizational communication

When stereotypes are not balanced in the manager's mind, segments of organizational behavior can become distorted.

A manager who prefers psychological and economic stereotypes creates a communicative space with the "carrot and stick" method of motivating employees as the main one (the most typical model of communicative space of a modern Russian manager).

An executive focused on technological and ethical stereotypes while underestimating psychological and economic stereotypes fills the pressing and rigoristic segments with harsh demands. In this situation, technobureaucratic leadership techniques, distrust of subordinates, and a desire to coerce prevail.