Management Communication: Contribution and Use of Communication Performance by Executive Managers

This report discusses the contribution and use of communication performance by executive managers within an organisation to gain success. It outlines the goals and values of business infrastructures and recognises the gap between communication and the corporate department. The report suggests that power is related to the organisation’s ability to deal with uncertain issues and to offer services that are replaceable by another department. It also highlights the importance of regular feedbacks to measure the extent of change throughout the organisation.

Running Head: MANAGEMENT COMMUNICATION
MANAGEMENT COMMUNICATION
Students ID:
Name of the University
Authors note:

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Executive Summary
To
The Director of ABC Company
Australia
Purpose
The intention of this report is to discover the contribution and use of communication
performance used by the executive managers within an organisation to gain success. It is the
outgoing duties of the top managers and their communication with the specialized employees,
the goals and values of business infrastructures has been outlined in the study,
In this context, the reading recognises a customary outlook through which highest-
level director’s focuses on main shareholders, other than secondary stakeholders. This is
because the performance of the commercial communication is highly dependent on the
opinions beliefs and expectations of the C suite executives that use communication for
contributing towards the organisational objective.
Discussion
The gap is observed due to the absence of authority of interactions within
subdivisions and communicative specialists. The gap present in between communication and
the corporate department is resulting in the comparatively slow advancement of professional
communication operations of interaction strains from the shareholders and media documents
usefully report an entire company. Therefore, the central accountability of the
communication, as well as other strategies execution and actions, are carried out in the
boardroom. These means, that CEO is the only person who is involved with the development
of the overall strategy needed for communication. CEO is also responsible for delivering the
consistent information to all the constituencies of the organisation.
In this aspect, the CEO communicates with the necessary stakeholders and decides on
the basic priorities of executing a strategy as well as major structures and resources required
for the organisation. However, Eisenberg, Johnson and Pieterson (2015) state that owing to a
principal context in commercial management, various top managers’ uses business forms of
communication in old-style way of transmitting facts.
On the contrary, Argenti (2017) stated that as corporate communication and
marketing struggle is crucial within the decision-making table. Therefore, in order to gain
more influence, it has been suggested that power is related to the organisation’s ability to deal
with uncertain issues and to offer services that are replaceable by another department. To be
specific, communication also acts as power within the organisation to manage the primary
workflow of the organisation.
However, Neill (2015) states that increasingly uncertain and competitive
environments of the organisation are putting huge pressures on the leaders across various
industries to manage the communication and change in a proper way. Therefore, for
communication towards the desired change, it is necessary for the CEO of the organisation to
develop regular feedbacks that help to measure the extent of change throughout the
organisation. The 21st-century managers also use social networking analysis as a useful
formulation of feedback, by allowing the leaders to observe the informal network of
communication within the organisation (Grandien and Johansson 2016).

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Conclusion
In the 21st century, social network evaluation process is gaining high popularity due to
conflicting interest in performance and the social media, organisations today are highly
increasing on social networking evaluation for helping the employees to recognise the
individuals and to manage the flow of communication. Moreover, this is done to identify the
opportunities for strategic communication that are intended at promoting organisation
effectiveness.

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Reference list
Argenti, P.A., 2017. Strategic communication in the c-suite. International Journal of
Business Communication, vol. 54 no. 2, pp.146-160.
Eisenberg, E.M., Johnson, Z. & Pieterson, W., 2015. Leveraging social networks for strategic
success. International Journal of Business Communication, vol. 52, no.1, pp.143-154.
Grandien, C. & Johansson, C., 2016. Organizing and Disorganizing Strategic
Communication: Discursive Institutional Change Dynamics in Two Communication
Departments. International Journal of Strategic Communication, vol. 10, no. 4, pp.332-351.
Neill, M.S., 2015. Beyond the c-suite: corporate communications’ power and
influence. Journal of Communication Management, vol. 19, no. 2, pp.118-132.