在企業中，健康的工作關系的關鍵是建立在公司內的管理交流的基礎之上的。對于一名員工來說，如果他并不知道他將要完成什么，那么讓他用百分百的智慧和熱情去勝任全部的工作是十分困難的。更加重要的是，在管理者做決定之前，給予員工交流和貢獻想法與意見的機會。

交流，是信任一個人的過程，在交流中，可以誠實的把員工的工作崗位以及這些崗位在企業的未來發展計劃告知他們。負反饋有時在所難免，正反饋則應該是企業管理者和員工用來建立良好人際關系的基本手段。要注意的是，員工也是人，不要愚弄他們，因為在此環境中，他們會很容易就察覺到你的舉動（赫西，肯尼斯，1989）。同樣，如果運用成熟和負責來對待員工們，他們也會反饋給你誠實和真誠的一面。這種類型的交流可以適當的減輕主管的壓力，因為問題可以在同事之間解決，而用不著去咨詢管理員工的主管。

The key to healthy work relation among the organization is based on managing communication within the firm. It is really difficult for an employee to work with all of its competence, intelligence and enthusiasm if he does not know the real purpose of the job he is going to perform. The more important point is to give opportunity to the employee to communicate and contribute the idea and opinion before the manager or owner makes a decision.

Communication is actually the process of trusting the people and tells them with all the honesty about their position, about the position of the business and about the future plans of the organization. Negative feedback is maybe necessary sometimes but positive feedback should be the basic tool to establish a good human relationship between the employees and the management. It is to be noted that the employees are human beings, its not easy to make them fool and they can easily detect insincerity in the atmosphere (Hersey & Kenneth, 1989). Similarly they also respond to the honest and serious efforts to treat them as mature and responsible human beings.This type of communication takes some pressure off the supervisor because problems can be worked out among peers without consulting their supervisors.

It has been believed by the scholars that much goes on in this type of communication before the vertical process are called upon to mediate a conflict or bring about action and decision. Committees, conferences, group discussions and other approaches are some ways by which this horizontal communication can be fostered. Distribution of written communication across departmental lines is also another method for improving this type of communication. The subordinates also develop a strong sense of self-confidence under this approach.

Communications among teams are usually of two kinds, centralized or decentralized. In centralized approach all team members consult and communicate through one individual to solve the problems or perform any task. While in decentralized approach, all the individuals communicate each other to perform the desired tasks of the team. In this approach members share information with each other until they all agree on a common decision (Daft and Richard, 1986). It has been seen that centralized approach is much faster than the decentralized approach.#p#分頁標題#e#

Hurdles to Communication

There are several barriers to communication, which can reduce the effectiveness of communication in an organization. The supervisor must be able to identify and recognize such barriers. It is the duty of the supervisor to identify these barriers and try to overcome them in order to make communication more effective for the organization. The following barriers to communication have been found out:

Distance: the physical difference between the supervisor and the employees decreases the chance of face-to-face communication. This lack of face-to-face communication leads towards the misunderstanding between the supervisor and the employees. Distance also makes it difficult to clarify their position in case of any misunderstanding

Differences: the major barrier to communication is the tendency to make values judgment on the statement of others. It is also said that we communicate at task level and the emotional or feeling level. Sometimes the supervisor and the subordinate tend to interpret the information in the light of their own views, values, opinions, and background rather than interpreting the message objectively

Semantics: this deals with the language aspect of communication. The structure of the language leads to misrepresentation of the true nature of event. Words with multiple meanings in a message lead to misinterpretation of the message

Lack of Leveling: this is about the difference of levels of superiors and the subordinates. If the superior communicates with the subordinate on his own level, ignoring the level of the subordinate then communication breaks down. The lack of leveling barrier is built into the organization because of the authority-responsibility structure of the organization

Lack of trust: based on the past experiences, if the subordinate feels that it is not good for him to report bad news to the supervisor, and then he will withhold such information from the supervisor

Inaccessibility: if the supervisor keep himself busy and are not available to the subordinates for discussion or consultation then this results in communication breakdown. This affects the motivation of the subordinate in seeking proper direction from the boss and relies more on trial and error approaches

Lack of clear responsibilities: when the responsibilities assigned to subordinates are not clear, they come out with excuses. Lack of clarity in duties and responsibilities results in status and role ambiguities, which simply means the position and the role which are occupied and played by the subordinate are unclear to him

Personal incompatibility: sometimes the personality of supervisor and subordinate clash and thus create communication blocks

Refusal to listen: there are some supervisors, who by their careless attitude or arrogant nature, refuse to listen to their bosses or their subordinates. Such an attitude blocks effective communication#p#分頁標題#e#

Failure to use proper media: several types of media are available in the organizational situation for communication purposes. The effectiveness of communication depends on how a supervisor chooses the proper media for his own situation.

Communication Gap: The formal communication networks are built along the authority-responsibility lines of the organization. As the organization grows and expands, the networks tend to become large and complex without much planned effort. Under such circumstances defects starts to develop in the communication network. Over-reliance only on formal communication rather than using other sources and methods, tends to create some gaps in the communication system

Lack of direction: a lack of direction in message content may present a barrier. Some messages have two types of content: the manifest or evident meaning and the latent or real meaning. In some cases, the manifest meaning of the message is made so attractive that the real meaning is lost Over-loading: when people are loaded with information, they tend to perform poorly. Their performance is lower than the employees who reported insufficient information (O'Reilley, 1980)

Effective Communication

Communication in most instances faces some pitfalls. These pitfalls may include the failure of the communicator to pinpoint the purpose of his message or the communicator assumes that the recipient is willing to listen etc.

In order to avoid such pitfalls, and to relay the company s intention effectively, the following steps can be used:

Define the problem: the leader must define the problem in terms of circumstances that have led to the urge to communicate

Determine the primary purpose of communication: it is also a good practice that the purpose of the communication also be defined to the employees, which is simply to inform, persuade, and stimulate thought of the employees

Formulate the basic message: this involves assembling relevant information, developing the concepts, preparing a draft and checking it through

Tailor the message to the audiences: the interest of each recipient of the message varies for different reasons. In the meeting, the leader must bear in mind who the recipient are, their nature of interest, the degree of their interest in the message, and the easiest method of getting their responses

Establish the connection: select the most appropriate medium or media from the available media and put the message in the media and communicate

Measure the results: this is very important step, in which the leader tried to find out whether the message was received and understood and whether it had the desired effect or not. This helps to improve the future communication.

How to find out the communication is effective?

In order to make sure that the leader has been fully understood in the organization, certain techniques and approaches can be used. The following are some suggestions to find out that the leader has communicated effectively in the team meeting:#p#分頁標題#e#

use the simple language while communicating about the intentions of the company

Feedback: Provision for feedback or an opportunity for the recipient to seek clarification would make it clear that whether they understand the leader or not

It would be wise to use several channels of communications. For example after sending a written memo, it is good to make a phone call or face-to-face communication to find out how much information from the message conveyed to the participants of the meeting

A channel or method for upward communication in the form of a suggestion system or an appeal system would be of great help for subordinates to express their ideas and feelings

It is a good technique to find out how much the people in the meeting understand me by repeating the same messages several times

Loss in case of poor communication:

It is clear that the company incur heavy losses annually if the information is not conveyed properly. Due to poor communication many managers fail to understand the true meaning and functioning of the company and hence would not be able to manage their teams and the tasks assigned to their teams. Similarly subordinates would also fail to perform at their utmost because of the lack of information from their managers. Thus effective communication is the backbone of any company.

The role of internal communication is to promote and increase organizational reflexivity and involvement in organizational development. Integrated communication is the application of analysis; communication and evaluation techniques to create and manage integrated business process design, feedback and system to improve human interaction and human performance.

To implement the system of internal communication in the organization the following points has to be followed.

Often converse with everyone more informally

Survey Employees about Workplace Culture

To build trust through communication one basic point is to converse regularly with the employees and mangers. Ask them about their thoughts, their opinions and suggestions about the recent company's initiatives or business decisions. Try to be genuine and make these conversations a daily routine and part of the organization's culture. If it depicts through the communication that there is a lack of motivation, communication or a leadership in the management it can be shown through the response achieved. Whole of the management has to make it sure that the informal conversation must be the daily routine of the company.