The process by which a unified organization coordinates and collects its entities to reach specified goals and objectives is through the collective efforts of communication. Therefore, for effective management of the workplace environment to be assured, communication has to be in equal measure and guaranteed. Building of the relationships that are healthy and developmental ensures that the above strategy is achieved. In every organization, formal communication forms the basic process of information flow according to the chain of command. For example, policy manuals and internal memoranda are attributed to communication. Staff members at the same level also depict the type of communication. Informal is enabled through natural and unconscious means through the daily basis and mostly between similar level team members. Interpersonal communications achieves the face-to-face, verbal, and non-verbal conformities while the organizational culture is responsible for the enabled channels and mannerism of communication delivery within the confines of the organization. In the latter, norms and standards are maintained over a period of time’s development. Analysis of the theoretical aspects of communication is as important as the dissection of practical enhancements through application within an organizational structure.
The flow of communication in an organization is typified by chains of command between the management and labor level. According to the size of an organization, the hierarchical structure is determined by the necessary levels of managerial and labor requirements for its operations. Thus, a larger organization will have a more complex structure of hierarchy to cater for the management of it (Ivancevich, Konopaske, and Matteson 214). For example, the chief executive officers, chief financial officers, vice presidents, regional managers and other managerial figures with ideal executive bearings of office will be viewed in the larger companies as opposed to the single streamlined positional heads for a smaller organization. The entire above positional figures have to identify the categorical channel of their communication in terms of order and command to the lower levels. In addition, apart from the reporting duties, they have to establish their managerial levels and extent of coverage within the framework of the organization.
Efficient operations and profitable positions for the organization require clear channels and roles of communication. The distinction in terms of management roles and the destination of reporting through formal and lateral communication channels is vital. The opposite causes inefficient operations between the two levels of workforce and productivity is affected too. Good leadership reflects on the organizational requirements for management and communication abilities. Apart from the hierarchical standards of formal communication through official entities, lateral, chain and star models are necessary. In the latter, they institute effective cooperation and increased relationships together with dependency on all the members of the organization. The needs of employees are then communicated and transferred to effect with the ambiguous channels from the respective roles at the top. Practical solutions required in hierarchical communications placing helps solve problems at ease while enabling an enhanced organizational culture for success to thrive at all times.
Functioning of an organizational setup is dependent on cooperation between all the parties involved and stakeholders. The determinants of the organization’s goals and targets have to have a smooth communication guideline between them in order to perform on the optimal level. Communication therefore determines the destiny of the relationships between the managerial and labor levels of the organizational structure. In return, once the effective mechanism is achieved, the success paths are drawn up and enabled through the channels pursued. Efficiency within the communication guidelines on cooperation requires delegation of duties, roles, and tasks (Ivancevich, Konopaske, and Matteson 221). Differential projects and achieved goals require the specialization of the competent workforce under basis of maximum trusts between the members in order to achieve the collective efforts. Minimal divisions are expected if the outcome guaranteed has been communicated and allocated with equal measure. Once specialization is achieved and delegation met, efficiency is then sought through regular updates on progress.
Factors that minimize the efficiency as determined by cooperation begin from duplication of roles within the organizational structure. Delegated tasks that require specialization and interpretation have to be distinguished in order to minimize any conflict or collective loss of direction as per the expected results and objectives. For all the above to be achieved, effective communication is ultimate determinant. It ensures that the fitting of all members within the structures and alignment according to objectives and goals of the organization are met with relative ease. Between the team members, effective and good communication has to exist for preferred cooperation and outcomes of working as a unit. It enables easier conflict resolution, preparedness in terms of any emergency or alternations as well as sustained process of achieving the targets. Between the managerial and labor levels, communication serves to reduce any tension between the two categories while creating an enabling environment for success to be achieved with ease.
Experienced heads and managers of organizations recognize the need for easy access to constant stream of information from the lower labor representatives, departmental heads, and the workers at the lower end. The regular sharing of information provides the necessary feedback in effective communication between the members of the organization and the executives. The functionality and health of the company is evidenced by the communication attributes through flow of feedback (Ivancevich, Konopaske, and Matteson 224). The frontline members of productivity within an organization should provide both positive and negative aspects of feedback through communication for rightful diagnosis of the company’s affairs. Through effective means of sharing the important aspects of reaction and suggestions, the organization can manage efficiency within the workforce while improving the vital needs of operations at minimal costs. In addition, morale from the workers is witnessed if their communicated feedback is taken on serious levels, as they become part of the improvement within the structure.
Effective communication seeks to eliminate all forms of waste within an organization. Waste is the number one enemy of profitable and reputable organizations. It does not only exist with the material dimensions of operations, function, and ability of a company, but labor as well. In order for an organization to plan, enhance, deliberate, and delegate labor, as expected, efficient communication has to be ensured at all levels from the managerial point. Once the protocols are followed, wastage of time and effort from all stakeholders necessary for the input are eliminated with ease. In turn, profitability is maximized with the available potential while the gathered returns are reverted to all the members of the organization. Good communication also seeks to improve efficiency through provision of a channel for information on the undertakings of the company as well as the direction headed. All members become synchronized, thereby increasing productivity and streamlining.
McDonalds is one of the World’s leading restaurant chains enabling a reputable business acumen as well as exemplary organizational structure and management (McDonalds 1). Analysis of its application of effectiveness in communication is vital. Based on hierarchy, there is enabled interpersonal communication between the workforce as well as managerial and labor levels. At McDonalds, the employment of differential employees of diverse backgrounds creates the only barrier while educational levels are at a minimum. Problems at the departmental level are addressed through communicated forums between the employees and managers. Enhanced communication enables cooperation between the working staff and customers who frequent McDonald’s chains of restaurants throughout the country on a regular. Information flow within the organization is achieved on the internal and external mechanisms through level mangers and shift representatives. The crewmembers allocated to specific number of staff then relay the information on an upward channel to minimize any gaps of misappropriation.
culture at McDonalds typifies the cooperation levels between the two members of
the workforce. The customer needs, requirements, and preferences determine the
organization’s deliveries and strategies. They are channeled through the
feedback obtained by the staff members to the relevant managerial heads incase
of alterations (McDonalds 1). Efficiency through communicated team roles and
goals for each level of workforce at McDonalds enables the respected success
and achievement of the company. For example, through the decentralized and
delegated forms of the branches, each team leader delivers the expected
outcomes and objectives. In turn, each team member channels feedback to the
team leader who enables the transfer of information to the highest level. In
this regard, McDonalds is able to streamline the standards, bands, services,
products and treatment of its operations. Regular meetings and team-building
activities at McDonalds are upheld in order to increase the organizational
culture, management, and communication levels between the workers, managers,
and overall heads.
Ivancevich, John M, Robert, Konopaske, and Michael T. Matteson. Organizational Behavior and Management: Tenth Edition. Homewood, IL:McGraw-Hill Higher Education, 2013. Print.
McDonalds. Corporate Information, Organizational Structure, and Management. McD Web. 20 April 2015. < http://www.mcdonalds.com/us/en/our_story/Corporate_Info.html >