COMMUNICATION

Definition of Organizational Communication

 Organizational communication is the process by which information is
shared and understood within a business or organization.
 It includes the ways messages are sent and received among
management, employees, and other stakeholders to achieve
organizational goals.

Methods of Communication

The different methods of organizational communication can be grouped into

several ways:

Direction of the Communication in the Organization Chart

 Upward Communication:
From employees to management (e.g., suggestion boxes, reports,
complaints).

 Downward Communication:
From management to employees (e.g. Company Strategy and Goals,
announcements, company policies).

Based on Method or Medium of Communication

 Verbal Communication:
Spoken words (e.g., meetings, phone calls, face-to-face conversations).

 Written Communication:
Messages in written form (e.g., emails, memos, letters, reports).

 Non-Verbal Communication:
Body language, gestures, facial expressions, tone of voice.

 Electronic Communication:
Use of digital tools (e.g., emails, messaging apps, video calls).

Benefits of Good Communication in an Organization

1. Improved Efficiency and Productivity - Employees understand their

roles and responsibilities, reducing errors and saving time.

2. Better Decision-Making – With good information, management and staff

can make informed and timely decisions.

3. Increase Employee Morale - Open and respectful communication makes

staff feel valued and respected, leading to higher job satisfaction.

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6.Less Conflict - Misunderstandings are minimized when information is
shared leading to fewer conflicts.

4. Teamwork and Collaboration - Good communication builds trust and

cooperation among team members, improving overall performance.

8. Adaptability to Change - In times of change, good communication helps

staff understand the reasons and accept the change more easily.

5. Faster Problem-Solving - Issues can be identified and addressed quickly

when there is effective communication between departments and staff.

1 c) Guidelines for establishing and maintaining good management

and staff relations. (June 2024)
1. Open Communication - encourage open, honest, and two-way
communication. This allows staff to raise their concerns, give suggestions,
and feel heard.

2. Respect and Fair Treatment - employees should be treated fairly,

without discrimination or favouritism. This fosters mutual trust and
cooperation.

3. Involve Employees in Decision-Making (Democratic Leader) -

Involving staff in relevant decision-making processes helps boost morale,
ownership, and loyalty.

4. Recognize and Reward Employees - recognising and rewarding

employees for their hard work and achievements motivates them to perform
better and remain committed e.g. long-service awards.

5. Training and Development - Providing opportunities for staff get

training and skill development shows management's investment in their
future.

6. Team Building Exercises - team-building exercises or social events

helps build camaraderie and improves the overall work environment e.g.
employee retreats, company sports day

7. Proper Conflict Resolution Mechanisms - have clear procedures for

resolving conflicts quickly and fairly, this maintains harmony in the
workplace.

8. Clear Policies and Expectations - Management should ensure that

policies, duties, and expectations are clearly communicated and understood
by all employees.

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1 d) Strategies for Effective Communication in an Organization

1. Use of Clear and Simple Language

Messages should be easy to understand avoiding overly technical
terms.

2. Use of Appropriate Channels (Method) of Communication

Choosing the right communication channel (e.g., email, meetings, memos,
notice boards) based on the message you must send.

E.g. use email to send out messages quickly to everyone e.g. a school
announcing a holiday to parents. Use a meeting when you require you need
to get feedback from others e.g. a school planning a May Fair or a company
discussing an employee’s performance.

3. Regular Staff Meetings

Meetings keep everyone updated on important issues and allow for
questions, discussion, and clarification.

4.. Use of Technology

Tools like emails, instant messaging, and video conferencing can enhance,
communication, especially in larger or remote teams. E.g. use of WhatsApp
groups and Microsoft Teams to keep connected like in Covid

5. Clear Written Policies and Procedures

Clear written documents help avoid misunderstandings and provide
consistent reference points.

6. Active Listening
Both management and staff should practice active listening—paying full
attention, asking questions, and giving feedback.

7. Allow opportunity for Feedback

Creating opportunities for feedback ensures the message is received and
understood, and it encourages two-way communication.

8. Open-Door Policy
Allowing employees to approach managers easily creates trust.

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 CONFLICT

Definition of Conflict
 Conflict is a disagreement between individuals or groups in an organization.
Conflict can arise between employees, departments, or between staff and
management.
 Unmanaged Conflict causes many problems for an organisation, all of which
ultimately causes the business to lose profits.

Effects of Conflict
1. Low Productivity: Employees may become distracted or less motivated,
leading to lower work output.

2. Poor Teamwork: Conflict breaks down trust and cooperation among team
members.

3. Low Employee Morale: Tension and stress from ongoing conflict can make the
work environment unpleasant, lowering staff morale.

4. High Staff Turnover: If conflict is not resolved, employees may choose to leave
the organization.

5. Damage to Company Reputation: Constant internal disputes can affect how

customers and the public view the business.

6. Increased Absenteeism: Employees may avoid work to escape stressful

situations caused by unresolved conflict.

8. Lower Profits: Decreased productivity, higher recruitment costs, and possible

legal actions can lead to financial strain.

Sources of Conflict
Cause of Description
Conflict
PAY Workers may feel that they are being paid less than similar
workers in other companies.
POOR Workers feel that they do not have a proper work environment
WORKING e.g. it is unsafe, unhealthy or may wish for more facilities e.g.
CONDITIONS cafeteria, gym, daycare
INTERPERSON Disagreement between supervisors and staff or between groups
AL QUARRELS of employees, or different departments etc. can cause conflict.
POOR Conflict occurs if employees are not given proper instructions to
COMMUNICATI complete tasks or if company policies are not communicated to
ON employees.
HARASSMENT One worker may harass or bully others e.g. sexual or racial
harassment. This causes conflict and is also illegal.

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Strategies for Resolving Conflict in the Workplace

Open Communication - Encourage honest and respectful discussion

between the parties involved to understand each other's point of view.

Negotiation - Both parties make compromises to reach a mutually

acceptable agreement.

Active Listening - Allowing each party to speak and be truly heard helps
reduce tension and shows respect.

Timely Intervention - Addressing conflicts early prevents them from

escalating into bigger problems.

When the above strategies fail to resolve the conflict, Conflict Resolution
Strategies must be used:

Conflict Resolution Strategies:

Mediation:
 A neutral third party, agreeable to both the employer and employee,
helps to continue the negotiation process in the hope of getting a fair
solution.
 The mediator cannot force the parties to settle, he is only a facilitator.

If mediation fails, they can use an Arbitrator.

Arbitration:
 Both parties must agree to use an Arbitrator, who is a neutral third
party, who will hear both sides and impose a final solution.
 Both employer and employer must accept the arbitrator’s decision.

If the conflict is not resolved by any of the strategies above, employees with
help from their Trade Union, will take Industrial Action.

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 INDUSTRIAL ACTION STRATEGIES
Conflict Strategies used by EMPLOYEES
Conflict Description Effect
Strategy
Strike Employee does not turn up to Company must shut
work. They sometimes protest down production
outside the company’s
premises
Work to Rule Employees do only the Reduce productivity
minimum required by their without going on full
contract: no more, no less. strike.
They strictly follow all rules,
regulations.
Go-Slow Employees do their job, but at Reduce productivity
an extremely slow pace.
Overtime Ban Employees refuse to work Reduce productivity
beyond their normal hours.
Sit-In Employees storm the Stop business activity.
workplace and block goods
from entering or leaving the
premises.
Sick-Out All employees call in sick on Slows down
the same day. productivity without
going on full strike.

Conflict Strategies used by EMPLOYERS

Conflict Description
Strategy
Lock Out Workers are not allowed to enter the premises and
sabotage the business. They are also not paid.
Strike Breakers Company brings in temporary workers called “scab
(Scab Workers) workers” to continue work.
Union Busting Company prevents workers from joining labour unions.
The company sometimes uses threats to stop them