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UNIVERSIDAD DE CUENCA

BUSINESS ENGLISH SUBJECT: INTERNAL COMMUNICATION MEMBERS: JULISSA CORDOVA EMILY MORA RAUL VERDUGO CAREER: DUAL BUSINESS ADMINISTRATION

Effective Internal Communication

Numerous studies have linked internal communication--and the degree to which employees are informed--to job satisfaction and performance. The competitive advantage of strategic internal communication stems not only from the obvious benefits of employee satisfaction and productivity, but also from the positive contributions that well-informed employees can make to a company's external public-relations efforts.

Ideally,

internal

communication

strikes

a

balance

between

extremes.

Communicating too little creates a vacuum that causes distrust and speculation. However, too much information can result in information overload.

Effective internal communication strives for "information adequacy," which is a measure of the relationship between the information needed, and the information which is received. Communication Deficiencies

Communication deficiencies within organizations tend to have a common feature, where they have an inflexible vertical structure where the flow of information is exclusively from the top down.

Here, employees want to receive information directly from top management, but bottlenecks are created because the information is filtered and distorted on the way down. At the middle-management level, information comes from side channels and is frequently

incomplete. At lower levels, information is scarce, but usually sufficient to perform their jobs.

How Employees Receive Information.

Within organizations, employees tend to feel that communication is better when it comes from different sources. Information directly from the CEO is seen by employees as the most reliable, credible, and complete source of information. The face-to-face channel is the most effective means for creating community; the closer they are to management, the stronger is their sense of attachment and belonging.

Information gives people a sense of power. They feel that they can do their jobs better, and senior managers would rather have too much information than not enough.

It should be kept in mind that information is not the same as communication. Although sending out e-mails is sufficient to effect an exchange of information, it does not replace direct communication.

The CEO's personal influence can be used to achieve the objectives of the entire organization and establish more effective relationships between all levels. It is important for every CEO that their communications also move laterally, and more so at the middle and lower levels which are more difficult to reach.

In organizations, employees believe that receiving information is essential, even if it does not affect their job performance. It's said that there is a difference between knowing what you need to know, and being in-the-know. Complete and timely information helps avoid rumors that occur when the information is insufficient or incomplete.

All of this information is necessary to consider when establishing and implementing a communications plan that's adapted to the reality of each organization. It is therefore very important to consider the characteristics and needs of each employee at every level of the organization when developing a comprehensive communications plan.

Internal Communications Diagnosis

- Choose official communication channels according to the needs of the company; there may be one or several.

- Clearly define who will be in charge of overall communication. The CEO typically sets the tone for internal communications, and sometimes will also be the designated director of communication....