The intention of this report is to discover the contribution and use of communication performance used by the executive managers within an organisation to gain success. It is the outgoing duties of the top managers and their communication with the specialized employees, the goals and values of business infrastructures has been outlined in the study,
In this context, the reading recognises a customary outlook through which highest-level director’s focuses on main shareholders, other than secondary stakeholders. This is because the performance of the commercial communication is highly dependent on the opinions beliefs and expectations of the C suite executives that use communication for contributing towards the organisational objective.
The gap is observed due to the absence of authority of interactions within subdivisions and communicative specialists. The gap present in between communication and the corporate department is resulting in the comparatively slow advancement of professional communication operations of interaction strains from the shareholders and media documents usefully report an entire company. Therefore, the central accountability of the communication, as well as other strategies execution and actions, are carried out in the boardroom. These means, that CEO is the only person who is involved with the development of the overall strategy needed for communication. CEO is also responsible for delivering the consistent information to all the constituencies of the organisation.
In this aspect, the CEO communicates with the necessary stakeholders and decides on the basic priorities of executing a strategy as well as major structures and resources required for the organisation. However, Eisenberg, Johnson and Pieterson (2015) state that owing to a principal context in commercial management, various top managers’ uses business forms of communication in old-style way of transmitting facts.
On the contrary, Argenti (2017) stated that as corporate communication and marketing struggle is crucial within the decision-making table. Therefore, in order to gain more influence, it has been suggested that power is related to the organisation’s ability to deal with uncertain issues and to offer services that are replaceable by another department. To be specific, communication also acts as power within the organisation to manage the primary workflow of the organisation.
However, Neill (2015) states that increasingly uncertain and competitive environments of the organisation are putting huge pressures on the leaders across various industries to manage the communication and change in a proper way. Therefore, for communication towards the desired change, it is necessary for the CEO of the organisation to develop regular feedbacks that help to measure the extent of change throughout the organisation. The 21st-century managers also use social networking analysis as a useful formulation of feedback, by allowing the leaders to observe the informal network of communication within the organisation (Grandien and Johansson 2016).
In the 21st century, social network evaluation process is gaining high popularity due to conflicting interest in performance and the social media, organisations today are highly increasing on social networking evaluation for helping the employees to recognise the individuals and to manage the flow of communication. Moreover, this is done to identify the opportunities for strategic communication that are intended at promoting organisation effectiveness.
Argenti, P.A., 2017. Strategic communication in the c-suite. International Journal of Business Communication, vol. 54 no. 2, pp.146-160.
Eisenberg, E.M., Johnson, Z. & Pieterson, W., 2015. Leveraging social networks for strategic success. International Journal of Business Communication, vol. 52, no.1, pp.143-154.
Grandien, C. & Johansson, C., 2016. Organizing and Disorganizing Strategic Communication: Discursive Institutional Change Dynamics in Two Communication Departments. International Journal of Strategic Communication, vol. 10, no. 4, pp.332-351.
Neill, M.S., 2015. Beyond the c-suite: corporate communications’ power and influence. Journal of Communication Management, vol. 19, no. 2, pp.118-132.