the ways in which communication is central to an organisation
...ure” (2001).An example of how management can affect the behaviour of employees is seen in the company General Motors, where it has strived to improve communication at one of its plants. One of the main strategies was to ‘motivating senior management to become more knowledgeable about the benefits of internal communication” (Mc Aleese et al ), it also implemented other downward communication channels like a quarterly video news magazine, scheduling of face to face meetings and improving existing company publications. These improvements in the communication process not only had financial benefits but improved the relation and trust between workers and management, as at the ‘less than 50 per cent of employees believed information they received from management’ (Mc Aleese et al). Within four years that figure rose to 80 per cent. This is significant indicator of effective management, as according to Mc Aleese and Hargie, the reception of information by staff was the factor most strongly related to organisational effectiveness and job satisfaction. (2004, pg 155). Leadership from management can have a significant effect on the behaviour of employees, fostering a desirable corporate culture. This is shown in a paper by Hoogervorst et al , where examining the relationship between the features of an organisation, ‘ the relationship between behaviour and culture turns out to be the strongest’ (2004, pg 288). A consistent corporate culture will ensure the company’s sustainability. Communication within an organisation through management can help facilitate important corporate strategy and vision to help the organisation grow. Current stratedgies and performance needs to be constantly reviewed and feedback obtained, which involves communication from management. This can be done through ‘as many communication channels as possible’, ( Mc Aleese et al, 2004) as goal attainment needs to be correctly understood, which involves two way communication between managers and employees. It is also suggested by Mc Aleese et al (2004) that organisational objective need to be formulated by management and devised in consultation with staff members. This means not photocopying or emailing a new range of company strategies around the office, where it can be ignored or misunderstood. This can cause a vicious cycle called ‘double interact’ where ‘an act followed by a response that leads to a re action changing the initial act followed by a response’ ( Clegg et al, 2005, pg 307). Therefore it is essential that it is communicated effectively. This incorporation and understanding of strategy will give a business ‘resilience and agility” (McCann, 2004), helping businesses absorb shocks and surprises in the marketplace. Through communication the organisation’s vision, it will ‘increase awareness of what is expected of organisational members and focus energy on performance designed to meet those expectations and goals” (Kelly, 2000, pg 92). This will raise confidence and motivation, building pride and commitment to the organisation. It is essentially ‘selling the brand from the inside’ ( Clegg et al, 2005, pg 328). Effective management need to curtail appropriate communication channels to achieve this. An example is in the Navistar company, where key stakeholders had lost trust in senior management. An initiative was for management to visit a plant once a month, and engage all employees about their needs, and assembly workers were invited to headquarters to discuss workers needs to management in a formal and informal environment. ( Clegg et al, 2005, pg 328-9). Companies must strengthen their ‘oneness’ internally, before transmitting their values outwardly, and is done through communication, fostered by effective management. The term ‘expressive organisation’ has had a significant impact on the way organisations are viewed. According to Schultz, Hatch and Larsen, an expressive organisation is one which ‘captures different levels of organisational expressions and their impact on processes such as strategy making, HR, marketing, and others’ (2001, pg 4). An organisation expresses itself through various elements, such as employee behaviour, activities, physical design, advertisement and strategic intent. This has shaped the way organisations are viewed as not only the product, or the service which is now provided is scrutinised, but also by creating ‘a strong corporate identity reflected in the corporate brand’ ( Clegg et al, pg 325). This can be seen in mass marketing, where the corporate brand and image are being communicated more than the actual product. It has even gone to the point where ‘complexity of highly diversified firms pushes identity in the direction of moral philosophy” (Schultz et al, 2001, pg 4). This can be seen in the marketing tools used by Coca Cola, where music concerts, giant water slides, and competition to win a beach house, was used. It was ‘designed so the consumer can ‘live’ its brands, according to John Wardley, general manager for marketing for Coca Cola South Korea.” (Shoebridge, Burbury, 2005, pg 50). This can have the effect of connecting with the brands in a much closer way than what traditional advertising or promotions can. “they bring our brands to life and let consumers touch our brands in a way they can’t when they are watching TV” (Shoebridge et al, 2005). Corporate branding at its best, it is expressing what and who the organisation, Coca Cola, is. It has also targeted a specific audience, young people, in its campaign to further create and foster customer relationships. Though, the disadvantage of an expressive organisation is greater accountability and transparency. Where the British Coca Cola company marketed itself as the ‘real thing’, they were forced to admit the impurities found in their new tap water, ‘Dasani’ were introduced by its own production processes, and that the source of the water was the Thames water supply. In addition, half a litre of Thames water costs 0.03p to customers, the same amount of water bottled under ‘Dasani’ cost 53p-95p, a profit of 300,000 per cent. (Mc Aleese, 2004, pg 155). There was negative publicity of ripping off customers, company strategy was ostracised, and corporate culture displayed was far from the one wanting to be presented. An expressive organisation aim is to be distinctive through its corporate brand, and is now not only dominant in the minds of consumers, but ‘increasingly taking over minds of all stakeholders’. (Shultz et al, 2001, pg3). Traditional marketing practices are being left ...