Strategic Communication for Organizational Success: Persuasive Proposal

Both effective and charismatic leaders are essential for successful firms. Organizations also need to implement effective policies and nurture a culture of employee engagement for sustainable growth and success. As a result, a company needs clear strategies and programs that emphasize the abilities and talents of its people if it is to be successful. Furthermore, reviewing an organization’s progress toward its objectives and mission is a key component of success measurement. Many internal and external variables affect an organization’s performance. Organizational structure, talent, and culture are the three main areas that need to be optimized when it comes to the company’s workforce. Strong organizational structures may be developed through effective communication, which also boosts employee morale, satisfaction, engagement, and performance ((Parent & Lovelace, 2018). Strategic communication in business, therefore, helps firms to nurture a positive corporate culture, enhance overall workplace efficiency, and promote organizational success through the achievement of organizational objectives and goals.

Organizational communication refers to the volume of information conveyed about an operation that is shared inside and between members of an organization (O’Connor & Shumate, 2018). According to O’Connor and Shumate’s (2018) study on organizational communication, over 85% of workers and leaders blame poor teamwork and communication for corporate failures. Businesses that employ effective communication techniques can increase overall workforce productivity, establish a favorable brand image in the marketplace, and foster a culture of trust among staff members. The achievement of an organization’s goals and objectives is a key component of effective communication, which is the foundation of successful organizational performance (Andersson, 2019). Furthermore, through strategic communication, businesses can optimize several communication areas, including marketing, corporate communication, public relations, advertising, and business communication (O’Connor & Shumate, 2018). Together, such fields make up the communication strategies that businesses could use to further their missions.

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A solid organizational structure is aided by an effective internal communication network. One aspect that affects employee job performance and satisfaction is corporate culture (Muangmee et al., 2021). Organizational culture encompasses the cumulative practices, principles, aspirations, and behavior of an organization’s personnel. Corporate culture is considered to be a crucial element since it has the power to transform conventional working practices into more contemporary ones. Strong corporate cultures affect workforce productivity and efficiency and enable employees to achieve at their highest level. People who have good relationships at work are more likely to feel like they belong and hence perform better. Work ethics also have an impact on employee job satisfaction and subsequently raise it. The norms and regulations of conduct that employees in specific businesses adhere to are included in organizational work ethics. Workers in businesses with strong work ethics are more likely to be happy in their positions and produce better overall results.

Thus, to boost firm productivity, the top management must try to encourage the establishment of strong work ethics within their workforce. Employee empowerment, growth and development, support and recognition, and teamwork can all result in enhanced job performance. A key factor in raising work efficiency is job performance. According to Martini and Sarmawa (2019), workforce productivity tends to increase when they indicate high levels of job satisfaction, regardless of their roles or pay. Individual accountability and obligations can also increase productivity. As a result, satisfied employees are more inclined to take ownership of their work, increasing productivity. A productive workplace is also a result of employee job performance. Employee frustration and dissatisfaction are reduced in favorable working conditions, which improves organizational effectiveness in general.

The obligation to maintain a healthy balance between corporate objectives and staff demands remains crucial in today’s workplace. One of the most important factors in achieving corporate goals is employee performance at work.  Employee job performance refers to the standards by which employees carry out their responsibilities and activities at work. There are several tasks in the workplace, such as completing projects by schedule, generating revenue, and cultivating effective customer relationships. The degree to which a company’s staff feel self-driven and content with their profession is a key component of job satisfaction. When workers perceive job stability, favorable working conditions, and the possibility of professional advancement, they get even more content with their professions (Martini & Sarmawa, 2019). Employee satisfaction is influenced by several variables, such as how satisfied they are with their pay, the availability of incentives and benefits, and the type of coworker relations. A company’s success is affected by factors like employee job satisfaction and performance, which are correlated. High employee job performance results from workers that are satisfied with their positions. Whenever workers are happy in their jobs, they are more inclined to work hard and enthusiastically on their assignments. Therefore, for an organization to succeed, employee job satisfaction is crucial.

A key factor in promoting organizational productivity is job performance. Productivity levels tend to increase when workers report high levels of job satisfaction, regardless of their roles or pay. Individual responsibility and accountability can also increase productivity (Martini & Sarmawa, 2019). Therefore, employees that are happy in their occupations are more likely to be accountable for their tasks, increasing productivity. A favorable workplace environment is also produced by employee job performance. Employees that work in a good environment are less stressed and negative, which increases organizational effectiveness in general. As a means of creating greater job performance and job happiness, effective leadership is required. Leaders should therefore embrace three types of behavior. The first type is task-oriented behavior, which involves the capacity for scheduling, supervision, and problem-solving. The ability to encourage and empower the skills and abilities within an institution is part of the second trait, referred to as relations-oriented conduct. Finally, leaders must exhibit change-oriented behavior, which includes the capacity to drive change, support innovation, and promote learning.

Additionally, Volk and Zerfass (2018) assert that aligning staff to the company and toward a shared objective, brand, or conduct, referred to as aligning with internal stakeholders, is vital. On the other hand, aligning a business with external stakeholders entails adapting to the complex and evolving expectations, convictions, and demands expressed by several key stakeholders. Strategic communication serves as a tool to establish and sustain organizational-stakeholder alignment as well as to spot misalignment in this context (O’Connor & Shumate, 2018). The ultimate objective of organization-stakeholder alignment is to establish a positive reputation, win the support of stakeholders, and secure an unrestricted operating license. Internal stakeholder alignment is achieved by effective communication, which enables executives to jointly align staff with company strategy through various strategies such as consulting, mirroring, collaboration, or control (Volk & Zerfass, 2018). Workers are more likely to take accountability for communication if they believe internal communication is transparent, if they have a positive mindset toward communicating with their immediate boss, and if they have a positive mindset toward the communication between employees and top management.

Currently, large-scale change is a constant feature of the modern workplace. Businesses are constantly modifying the way they operate in response to increasing pressure from shareholders, a more diverse workforce, increased complexity of the workplace, and expanding worldwide competitiveness.  Although reducing administrative processes and providing cost-saving alternatives should help such initiatives expedite a firm’s tactical and monetary goals, this is frequently not the case since most people find such transformations challenging. Hence, businesses are placing more expectations on their staff, whether the new strategy includes the process of restructuring, retrenchment, introducing new technologies, mergers, or acquisitions (Andersson, 2019). For individuals to endure and thrive in such a perpetual dynamic environment, they must conform to their surroundings. Parent and Lovelace’s (2018) research supports the idea that employee engagement during the transition process and endorsement of the organizational change are crucial components of its success. Undoubtedly, a key phenomenon for managers to comprehend and foster within their firms is a person’s capacity to adapt to changing circumstances.

Positive organizational cultures place a strong emphasis on appreciating staff members and fostering a work atmosphere that allows them to reach their greatest potential. Subsequently, positive corporate cultures minimize the detrimental effects of work-home externalities, enable more flexible work arrangements, and increase the recruitment and retention of valuable, high-quality personnel. Positive corporate cultures have also been found to reduce the negative effects of unfortunate circumstances, which is especially helpful when implementing change (Muangmee et al., 2021). While not every change is viewed favorably by employees, positive workplace change is defined as any modification that benefits a business more than it harms, taking into account any potential effects the transition could have on employees’ psychological health, attitude, and productivity. Everyone wins whenever a worker is motivated within their company, since employee engagement molds builders. As a result, such employees make advantage of their skills, forge beneficial connections, and expand the impact of such connections (Parent & Lovelace, 2018). In addition, they regularly put forth excellent work and spur innovations that advance their company. A positive corporate culture also helps with employee engagement since a favorable work environment empowers its personnel. Fostering employee engagement necessitates many facets of a positive business culture (Parent & Lovelace, 2018). Enhanced engagement occurs as a result of excellent working connections, staff involvement in decision-making, and learning opportunities that facilitate growth and development. A positive corporate culture can also improve personal adaptability to change (Parent & Lovelace, 2018). Furthermore, firms with a favorable culture enhance employee job and workplace engagement.

Cooperation in the workplace depends heavily on communication since it fosters growth alongside the creation and sustenance of connections.  However, the effective delivery of information might be hampered by communication hurdles (Jelani & Nordin, 2019). Language is a crucial instrument for communicating ideas, emotions, and many other things. People who are fluent in a specific language can understand the fundamentals of good communication. One’s linguistic proficiency can significantly affect the information that is sent or received. Lack of proficiency with the specific language being used may be the source of a barrier in the communication channel. Any setting, including the workplace, where communication is essential to achieving tasks and objectives, can experience this issue.

Therefore, factors like language limitations can make it difficult to communicate effectively and lead to a lot of unwarranted obstacles because of misunderstandings. When there are other languages spoken by the employees in addition to the dominant language of the workplace, there is a possibility that a language barrier will arise (Jelani & Nordin, 2019). Suppose a member tries to communicate with another group of employees but is unsuccessful because they are unable to recognize and comprehend the sender’s remarks, this problem is present. Due to misunderstandings, the presence of a language barrier in an organization can make employees feel uncomfortable and worried. Subsequently, the other barrier is the physical environmental barrier. Since communication involves transmitting and receiving signals between a sender and recipient, external factors like noise could interfere with communication. Therefore, Jelani and Nordin’s (2019) study highlights physical environment barriers such as lighting type and placement, noisy situations, climate and humidity, which can impair workplace communication. Despite the challenges and barriers to effective communication in the workplace, organizational communication has proven to be more beneficial than detrimental.

References

Andersson, R. (2019). Employee communication responsibility: Its antecedents and implications for strategic communication management. International Journal of Strategic Communication, 13(1), 60-75. https://doi.org/10.1080/1553118X.2018.1547731

Jelani, F., & Nordin, N. S. (2019). Barriers to effective communication at the workplace. Journal of Modern Language and Applied Linguistics, 3(2), 7-18.

Martini, I. A. O., & Sarmawa, I. W. G. (2019). The Role of the Employee Work Motivation in Mediating the Work Culture towards Their Performance. Jurnal Ekonomi & Bisnis JAGADITHA, 6(1), 15-21. http://dx.doi.org/10.22225/jj.6.1.1024.15-21

Muangmee, C., Sammapoch, B., Panyasupat, R., & Meekaewkunchorn, N. (2021). Influence of Organizational Work Culture on Job Performance and Satisfaction in Public Universities. Global Journal of Entrepreneurship and Management, 2(1), 1-11. https://doi.org/10.57585/GJEM.021.005

O’Connor, A., & Shumate, M. (2018). A multidimensional network approach to strategic communication. International Journal of Strategic Communication, 12(4), 399-416. https://doi.org/10.1080/1553118X.2018.1452242

Parent, J. D., & Lovelace, K. J. (2018). Employee engagement, positive organizational culture and individual adaptability. On The Horizon, 26(3), 206–214. https://doi.org/10.1108/oth-01-2018-0003

Volk, S. C., & Zerfass, A. (2018). Alignment: Explicating a Key Concept in Strategic Communication. International Journal of Strategic Communication, 12(4), 433–451. https://doi.org/10.1080/1553118x.2018.1452742