Meaning of Open Communication.
Relevance of Open Communication in Business.
Open Communication and Business Relationships.
According to Ferri-Reed (2014), open communication indicated the comfort of talking with each other and the level of comprehending attained while talking with each other. It further entails message sending as well as message receiving behaviours. It has been suggested that an open communication association happens between seniors and juniors wherein both parties observe the other interacting as an agreeable and accessible auditor and desist from reactions that may seem as offering negative interpersonal feedback. Additionally, a study by Thomas, Zolin and Hartman (2009) supported the above definitions by asserting that open communication means that workers are ready to share their ideas and visions, even if the notions go against the kernel of popular view. It further indicates the corporate norm that endorses free revelation of information. According to Hofhuis, Van Der Rijt and Vlug (2016), it is associated with a ‘low prescription setting wherein notions are freely deliberated and assessed without judgment. Besides, open communication seems to include the likelihood to utilize diverse communication styles and networks, relying on the condition, thus maximizing the extent of flexibility in interpersonal communication which is supposed suitable at work.
A study by Schiller and Cui (2010) stated that open communication is considered fundamental to the effectiveness, efficiency, and entire victory of an organization. Further, it asserted that open communication is assumed as the most essential business success aspects associating with numerous definitive business and management notions like corporate performance, decisions, and job satisfaction. Moreover, several research studies showed that open communication is positively related to workers’ attitudinal actions, entailing outlook, subject standards, and supposed action control. It also nurtures exchanging of information and learning among the workforce and hence developing an effectual communication environment that assists an effectual management system. It is however momentously associated with the effective decision-making of a company. Further, as per (Adu-Oppong and Agyin-Birikorang 2014), it has been stated that when the management of a company fails to develop an environment promoting open and transparent communication, it can have unfavourable influences on the work culture and worker efficiency. The benefits of open communication on a business are illustrated as follows:
There is no doubt to say that open communication is a factor associated with interpersonal trust. It is however a fact that workers will be more reluctant to engage them in assisting corporate goalmouths when they can’t believe their superior or when open communication is non-existence (Schraeder et al. 2014). According to the research of Vidyarathne, Dhammika and Mendis (2017), it can be said that effective and open communication is more probable to be linked with positive worker visions of the business relations environment. Nevertheless, it suggested that in a bid to refine open communication in companies, the business must certify that the higher management and the mid-level management are dedicated to open communication and be perceptible and accessible to the workers at each level.
This view was further supported by Stacho et al. (2019) which stated that open communication between the company’s management and its workforce seems to be an appropriate instrument of developing the setting wherein workers enjoy the friendship with their corporation and are ready to pursue its achievement in rivalry. Additionally, it stated that the move of businesses towards open communication practices at work is assisted by novel communicative tools such as channels platform since they may be utilized as an interior exchanging-place of data and documents. Besides, such tools entail internal social media networks that are useful for open communication and helpful in building and maintaining long-run relations in business. However, it also stated that the extent of the usage of individual qualities of open communication in companies was monitored by the recognition of common relation among them.
Adu-Oppong, A.A. and Agyin-Birikorang, E. 2014. Communication in the workplace: Guidelines for improving effectiveness. Global Journal of Commerce and Management Perspective, 3(5), pp.208-213.
Ferri-Reed, J.2014. Millennializing the workplace. The Journal for Quality and Participation, 37(1), p.13.
Hofhuis, J., Van Der Rijt, P.G. and Vlug, M.2016. Diversity climate enhances work outcomes through trust and openness in workgroup communication. SpringerPlus, 5(1), pp.1-14.
Schiller, S.Z. and Cui, J. 2010. Communication Openness in the Workplace: the Effects of Medium (F2F and IM) and Culture (US and China). Journal of Global Information Technology Management, 13(2), pp.37-75.
Schraeder, M., Self, D.R., Jordan, M.H. and Portis, R. 2014. The functions of management as mechanisms for fostering interpersonal trust. Advances in Business Research, 5(1), pp.50-62.
Stacho, Z., Stachová, K., Papula, J., Papulová, Z. and Kohnová, L. 2019. Effective communication in organisations increases their competitiveness. Polish Journal of Management Studies, 19.
Thomas, G.F., Zolin, R. and Hartman, J.L.2009. The central role of communication in developing trust and its effect on employee involvement. The Journal of Business Communication (1973), 46(3), pp.287-310.
Vidyarathne, C.N., Dhammika, K.A.S. and Mendis, M.V.S.2017. Workplace democratic practices and industrial relations climate: A study on large scale apparel company in Western Province, Sri Lanka. Kelaniya Journal of Human Resource Management, 12(2), pp.110-127.
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