To formulate the best business environment where profitable work can occur the need to create trust between the employee and the employer is a must. Creating this trust is based on the quality of internal communications (Gavin & Mayer, 2005). The nature of that communication and its pathways helps to show who is connected and who isn't.
Businesses that succeed over the long run have strong communication networks that utilize both formal and informal networks. People know what their expectations are, can find the answers they need, and know where to turn for support. The efficiency of the organization rests in part on the ability of elements to communicate together.
When elements can't and won't communicate together the entire entity starts to break down. This often happens when companies become too large, fail to integrate their communication networks, and take on different purposes. Without solidity of purpose and communication patterns that reinforce working toward that purpose the entire system will dismantle or die.
It isn't only the amount of communication but its specific paths but also the quality of that communication. It has been found that “the extent to which the trusted person engages in undistorted communication . . . reinforces the trust (in terms of openness) placed in him or her” (Mishra, 1996 p. 276). Communication should be positive, honest, and two ways to have maximum benefits.
Managers are often thrusted and promoted into their specific positions but have no idea how to relate to their employees beyond simply getting the "job done". They sacrifice long-term goals for short-term gains. Communication is a learned skill that can be mastered by anyone but does require some deeper internal thought. The best communicators have come to an understanding of themselves and how their actions and words impact others.
Tips for Communication:
-Listen and then talk.
-Be goal directed.
-Respect the integrity of the person and their opinion even if you don't agree.
-Learn to learn from each conversation.
-Develop formal and informal networks that can reach everyone within the organization.
-Be honest with yourself and others.
Gavin, M. B., & Mayer, R. C. (2005). Trust in management and performance: Who minds the
shop while the employees watch the boss? Academy of Management Journal, 48, 874-888.
Mishra, A. K. (1996). Organizational responses to crisis: The centrality of trust. In R. Kramer &
T. Tyler (Eds.), Trust in organizations (pp. 261-287). Thousand Oaks, CA: Sage.