Internal Communication Case Study

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2.2.3 Leadership and Internal Communication D’Aprix (1996, pp. 131-132) declares the dark side of organizational life to be the misuse of power and the abuse and devaluation of employees. There is however, nothing wrong with hierarchical structures, he adds. Some of them are very effective and even efficient in their ability to concentrate solutions on serious problems, he explains. In an emergency there is no substitute for a strong authority figure who can mobilize the co-workers into action, he continues. Yet, most of organizational life is not an emergency, rather an effort to lead the employees in the accomplishment of group objectives in support of the organization’s larger objectives. It calls for teamwork and integration of individual…show more content…
82) mentions physical distance as another challenging factor for effective communication within organizations. The physical distance does not only refer to long distances between organizational units, she explains, but distances between buildings or within the same building, and between individual co-workers as well. The physical distance may lead to changes in the communication in several ways, she argues, with regard to frequency and technical use. The geographical distance reduces the likelihood of making contacts with other units since the costs that come with that are increasing, she elucidates. Consequently, the contacts within these units may increase. The reasons for making such contacts are mostly time and cost related, or of a social character, for example it might be easier to associate with people with the same background. Other changes in communication is that the lost external contacts, involved in transferring to another location, are replaced with new contacts at the new place, she finally…show more content…
23) states. In addition, Carr and Folliard (1999) stress that such communication is suitable for dissemination of information needed and/or wanted by a large number of people. Moreover, they claim push communication not to be effective for information that constantly changes, and requires frequent updates. The biggest caution with using this kind of communication is that it quickly overwhelms the audience, having a negative impact on an employee’s ability to perform his or her job, they add. In contrast to push communication, Thorson (1997, p. 23) refers to a pull method that require each co-worker to seek relevant information on his or her initiative. He further argues this to improve the interaction with the user, as he or she becomes a part of the information process and presents his or her criteria of selection as well as preferences. Carr and Folliard (1999) assert the advantages with this kind of communication to be that information can be made immediately available and accessible, and that it can be segmented in many ways to support various applications and needs simultaneously. There are however a few disadvantages with using a pull method, they stress, whereas the biggest is the inability to monitor the receipt of information. While a communicator can be assured that a targeted audience has at least received push communication,

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