Management Communication: Personal, Formal, CSR and Crisis Communication

This report summarizes the introduction on communication plans and idea of sharing the expressions and ideas with people. The report provides an overview on relevant issues. The personal and interpersonal aspects of communication have been elaborated. The formal communication channels like downward, upward and horizontal which overviews the transmission of messages over the different departmental channels has been elaborated. A brief has been provided on informal channels of communication like gossip and grapevine and how they impact the executives within the organization system.

Running Head: MANAGEMENT COMMUNICATION 1
Management Communication
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Abstract
This report summarizes the introduction on communication plans and idea of sharing the
expressions and ideas with people. The report provides an overview on relevant issues. The
personal and interpersonal aspects of communication have been elaborated. The personal and
interpersonal aspects of communication deal with the human exchange of messages throughout
the departments. The formal communication channels like downward, upward and horizontal
which overviews the transmission of messages over the different departmental channels has been
elaborated. A brief has been provided on informal channels of communication like gossip and
grapevine and how they impact the executives within the organization system.

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Management Communication
Contents
Abstract..........................................................................................................................................3
Introduction......................................................................................................................................3
1.0 Personal Communication (Student Name and ID)....................................................................3
1.1 Personal and interpersonal aspects of communication..........................................................3
1.2 Persuasion as a form of communication................................................................................4
2.0 Formal communication channels (Student Name and ID)........................................................4
2.1. Formal Communication Channels in Macro Organizations.................................................4
2.2. Formal Communication Channels in Micro Organizations..................................................4
3. Corporate social responsibility (Student Name and ID)..............................................................5
3.1. The corporate sustainability and the communication challenge...........................................5
3.2. Aspects of CSR.....................................................................................................................5
4.0 Crisis communication (Student name and ID)...........................................................................6
Recommendations............................................................................................................................6
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

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Introduction
Communication is the wholesome procedure of sending and receiving messages through non-
verbal or verbal measures which may include the oral communication, speech and writing
graphical representations and signals, behavior and signs. This involves exchange and creation of
the meaningful words. It is a symbolic procedure wherein maintenance, repair and
transformation of real ideas take place. Besides, communication in the workplace is very
important since it helps to increase the productivity and build strong relationships between the
employees and the management. Communication helps to increase the performance of the
employees (Bonaccio et al. 2016).
1.0 Personal Communication (Student Name and ID)
1.1 Personal and interpersonal aspects of communication
Personal and interpersonal communication is the way through which an individual
interacts with another individual and mutually influences one another through different social
and cultural norms (Keyton et al. 2013). This means that interpersonal communication would
require two or more people to interact with each other on any topic and form a unique bond with
each other. Every interaction cannot be termed as interpersonal communication since there needs
to be a bond between the communicating individuals. Interpersonal skills are a very important
factor for all individuals and a major issue in organisations (Carroll 2015).
1.2 Persuasion as a form of communication
Persuasion is a form of influencing another individual with the help of communication.
Persuasion can influence the views, beliefs and behaviors of other people and even change the
attitude of other individuals. The basic attempt of persuasion is to hit the emotion of the other
person so that they get influenced into changing their thought process. Another attempt to

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influence people is by giving logical explanations which can help the person to understand that
their views might be wrong or the view of the other person might be better than them. To
persuade another individual, a person has to show arguments which are logical in nature and
counter the original belief of the person (Petty and Wegener 2014).
2.0 Formal communication channels (Student Name and ID)
2.1. Formal Communication Channels in Macro Organizations
Upward communication is a new age management concept wherein the employees are able to
communicate the issues to the top management is termed as upward communication. This
involves participative management techniques and communication takes place from lower levels
to higher levels. Horizontal communication is the backbone of macro organizations. This takes
places between the heads of the two departments and helps in decision making capacities. For
instance-the finance department must collaborate with the collection team to ensure enough
finance must be able to procure the goods from the market (Maulidiyanti 2018).
2.2. Formal Communication Channels in Micro Organizations
Micro organizations are small ventures or startups which require fewer funds to operate
in the market. Downward communication takes from top level to bottom level employees. Policy
changes and strategy modifications and employee communications all belong to this category.
One of the negative aspects of communication is the resistance made by the employees to accept
the changes and productivity levels of the organization. The positive aspect is high faith levels at
the managerial levels. The enhancement of loyalty levels is must within the organizational
systems. The policy changes must be announced from time to time in the industry and several
issues pertaining to the employee communications must be handled (Cho et al. 2011).

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3. Corporate social responsibility (Student Name and ID)
3.1. The corporate sustainability and the communication challenge
The communication of CSR is a challenging process for several managers. CSR
communication requires a comprehension of stakeholders, their information needs and
communication channel. In most cases, the stakeholders insist on the activities to be taken but
rather find that corporate correspondence is self-promotional as well as this become sceptical of
these actions sincerity. This phenomenon is referred by Coombs and Holladay as a CSR
communication dilemma. Due et al. (2010, p.8) asserts that the limited awareness among the
partners of the CSR efforts and unfavourable attributions towards CSR exercises in the
companies are the two major challenges in the effectiveness of CSR.
3.2. Aspects of CSR
The CSR is a multidimensional concept. This means that it covers issues that vary from
community involvement, employment, human rights, to concerns of the environment such as
pollution, biodiversity as well as global warming (European Commission 2011). Integrating the
initiatives is not only logical but also a way to reduce the skepticism of the stakeholder and
strengthens intrinsic motive idea for taking action of CSR that enhances work done effectiveness.
Previously, the aim of most companies was to make the profit and maximizing shareholder value
(Bauman and Skitka 2012, p.14). This notion is outdated and it is not only seen as an economic
entity but also as the social system.
4.0 Crisis communication (Student name and ID)
4.1

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4.2Recommendations
1. Breakdown of communication and technological failure can lead to crisis. There can be
persistent problems in communication channels taking place within the network.
2. Crisis will take place when employees will not agree with each other and fight amongst
themselves. The managers must resort to effective communication practices for definite
periods and resolve disputes within a timely manner.
3. Effective communication must be facilitated with the organizations to analyze the situations
and cope with different situations.
4. The communication management process must prepare the individual for facing the
unexpected developments with determination
5. Employees need to adjust with sudden changes taking place in organization
Conclusion
Identification of the communication audience is must. Every corporation and individuals
and general public invest highly in communication technologies. All stakeholders must be given
due importance in the organization. Ranking of departments for consideration in different
communication processes is must. Translation of communication objectives into realistic mission
and vision must be undertaken. Along with effective communication, persuasion is also
important as a communication process, since persuasion would lead to enable a smooth working
environment within the organisation. If both the employees and the management are able to
maintain a healthy work relationship, then they will be able to work efficiently without any
issues in the management.

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References
Bonaccio, S., O’Reilly, J., O’Sullivan, S.L. and Chiocchio, F., 2016. Nonverbal behavior and
communication in the workplace: A review and an agenda for research. Journal of
Management, 42(5), pp.1044-1074.
Bauman, C.W. and Skitka, L.J., 2012. Corporate social responsibility as a source of employee
satisfaction. Research in Organizational Behavior, 32, pp.63-86.
Carroll, C.E. ed., 2015. The handbook of communication and corporate reputation (Vol. 49).
John Wiley & Sons.
Cho, S., Hwang, I., Tarokh, V. and You, C. (2011). A practical transmit beamforming strategy
for closed-loop MIMO communication. International Journal of Communication
Systems, 25(8), pp.1091-1099.
European Commission. 2011. A renewed EU strategy 2011-14 for corporate social
responsibility. [WWW document]. . (Accessed 26 September 2018)
Maulidiyanti, M. (2018). Communication Strategy for New Public Transport System (Case
Study: PT Mass Rapid Transit (MRT) Jakarta Communication Strategy). KnE Social
Sciences, 3(11), p.531.
Keyton, J., Caputo, J.M., Ford, E.A., Fu, R., Leibowitz, S.A., Liu, T., Polasik, S.S., Ghosh, P.
and Wu, C., 2013. Investigating verbal workplace communication behaviors. The Journal
of Business Communication (1973), 50(2), pp.152-169.
Petty, R.E. and Wegener, D.T., 2014. Thought systems, argument quality, and
persuasion. Advances in social cognition, 4, pp.147-161.

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References

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