Communication between employee
and employers can have a compelling impact on the nature of business and the
overall success of employee trust. Through these positive relationships between
managers and employees higher levels of shared interest and commitment to
organizational principles can be formed. The development of such benefits rests
in how managers communicate their expectations and the openness of the employee
to hearing those messages.
Managerial communication can take
the form of downward, horizontal, or upward momentum through both formal and
informal communication methods (Bell and Martin, 2008). The openness to share
ideas, needs, and values allows for a stronger depth of mutual experiences. It
is through these relationships and shared experiences that organizations can
develop higher levels of positive affectivity toward the business imperatives.
Such concepts are set in the
underlining premises of the employee and management group understandings. Communication is the lifeblood of employee
and organizational performance. According to Katz and Kahn (1966) it is
communication that is fundamental to the forming of any group, organization, or
society. A group is based upon the trust of shared understandings that define
collective action and its benefits to the organization.
Before effective communication
can be developed it should be understood that the authority to communicate does
not necessarily rely in the person doing the talking. According to Barnard
(1968) the authority of the communication doesn’t lay in with the person of
authority but with the person who is being addressed. People make the fundamental choice to give or
take the authority away from their manager (Drucker, 1974). Testy labor issues
are often a result of internal noise that blocks alternative and positive
messages of managers.
It is the personal management style
of the person in authority that can help limit the distracting aspects of this
internal noise and variance of perspective. The success or failure of
transferring attitudes and values is a byproduct of the leadership style that
seeks the ability to foster the change (Appelbaum, Berke, Taylor & Vazquez,
2008). Such leaders are seen as positive, humanistic, empathetic, and have a
wider range of concern beyond oneself. It is through this genuine positive
approach that employee begin to see the managers issues, concerns, and messages
as worth listening to, interpreting, and implementing.
The advantages of creating trust
through positive communication approaches cannot be underestimated. The loyalty
that can be fostered through open communication has been known to increase
productivity across an organization by 11% (Mayfield, 2002). This financial
incentive should prompt organizational leaders to consider the positive benefits
of training their management team in developing positive relationships that
further strengthen underlining premises of positive group behavior that leads
to higher overall performance.
Appelbaum, S., Berke, J., Taylor,
J., & Vazquez, A. (2008). The role of leadership during large scale
organizational transitions: Lessons from six empirical studies. Journal of
American Academy of Business, 13(1), 16-24.
Barnard, C. (1968). The
functions of the executive. Cambridge, Massachusetts: Harvard University
Press.
Bell, R. & Martin, J. (2008).
The promise of managerial communication as a field of research. International
Journal of Business and Public Administration, 5(2), 125-142.
Drucker, P. (1974). Management:
Tasks, responsibilities and practices. New York: Harper & Row,
Publishers.
Katz, D. & Kahn, R. (1966). The
social psychology of organizations. New York: John Wiley & Sons Inc.
Mayfield, J., & Mayfield, M.
(2002). Leader Communication Strategies Critical Paths to Improving Employee Commitment.
American Business Review, 20(2), 89-93.
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