Memorandum on Internal Communications

Running head: MEMORANDUM ON INTERNAL COMMUNICATIONS
Memorandum on internal communications
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1MEMORANDUM ON INTERNAL COMMUNICATIONS
To: The employees of the organization
From: The Chief Executive Officer
Date:
Subject: Conflict in internal communications
The purpose of this memorandum is to throw light on the internal communication processes
observed at the company. Over the course of time, an analysis of internal organizational
communications has highlighted certain conflicts, which stand as hindrances in the path of
harmonious relationships within the organization (Men, 2014). Internal communications
refers to the interactions and the exchanges between the various members of the organization,
which could be formal or informal and horizontal or vertical. However, it has been observed
that though the external communications of the organization are being executed without a
glitch, there is a gap in the internal communication. The aim of such smooth organizational
relations is to help positive relationships flourish at the office; communication would help
individuals within the organization to coordinate and collaborate with each other, participate
in group activities, enhance socializing, problem solving and decision making (Mishra,
Boynton & Mishra, 2014).
It has been observed in the company that management decisions are not being communicated
properly to the employees and other subordinate staff. It is essential for the authority to be
able to effectively communicate their decisions to their subordinates with a degree of clarity
and transparence. Any ambiguity in this chain of communication could give rise to stress and
conflict within the employees; they need to be informed about their roles, the tasks they are
expected to perform and the expectations, as far as their performance levels are concerned
(Bharadwaj, 2014). Moreover, if some changes are to be implemented in the workplace, the

2MEMORANDUM ON INTERNAL COMMUNICATIONS
employees will have notified about it. Failure to comply with these policies has resulted in
growing unrest within the workforce; the employees are clearly at a loss, with regards to their
duties which has further fuelled confusion in the office.
In addition, the fact that the supervisors and the subordinates have different office space is
further widening the gap in communication. Initially, it was assumed that such segregation
would establish a hierarchy in the workplace, but it has had an adverse effect on
communication. It has created a rift between the authority and the employees; the decisions
taken by the management effectively communicated to the subordinates and vice versa.
Smoother relationships would not be possible with separate offices for supervisors and their
subordinates, because it eliminates chances of teamwork.
Another major flaw in the internal communication process has been observed –
unprofessional emails are being sent out by various members of the staff. It must be
remembered that this is a professional environment, and a mode of decorum must be
followed as far as digital communications are concerned (Sisko Maarit Lipiäinen, Ensio
Karjaluoto & Nevalainen, 2014). Rude emails without necessary terms of gratification and
greetings, abusive language, use of colloquial language and lingo – these are just some of the
examples of unprofessional emails that are doing the rounds at the workplace. Additionally, it
has also been noticed that most employees are unaware of the basics of professional language
that must be maintained while exchanging emails or any form of verbal or written
communication, as a matter of fact. Such occurrences do not just affect organizational
communication but also have a negative effect on the overall reputation of the company.
With regards to the first problem, it can be recommended that communication tactics should
be adopted that strike a balanced relationship within the authority and the employees and also
seeks to motivate them. One way of doing so would be by conducting communication