Strategic Organizational Communication, Organizational Structure, Motivation Strategies

Strategic Organizational Communication

What Does Strategic Organizational Communication Mean?

What Organizational Structure Did The Company In The Case Study( Case Study 3.2 On Chapter 3) Have? Centralized Or Decentralized?

What Are Some Of The Components Of The Structure, Which Make It More Centralized Or Decentralized?

What Strategies Were Being Used To Motivate These People? Why Did They Change? What Strategies Might Make Them More Successful?

Strategic communication is considered to be the umbrella term that is being used by the organization to maintain the communication process between the different department of the firm. The strategic organizational communication may include different activities that might take place in public relation as well as advertising and communication with the management (Heide et al., 2018). The organizational communication enables it to communicate with the employees as well as the top-level management along with the consumers who are availing the services or the product from the marketplace. This also assist the organization to communicate with the global market as well and the branches of the organization in the different location.

Therefore, this can be considered to be the important aspect of the organization that need to be look after by the firm so that they can achieve the target what they are intending to obtain in the process (O’Connor & Shumate, 2018). The firm need to strategize the communication process so that it can be efficient as well as effective for the expansion of the organization in the market. So, proper care needed in this context so that the organization is able to obtain the success that they are looking in the process.

Strategic communication enables them to achieve the same with the help of the effective communication which is transparent and clear in the end. Hence, it can be said that in order to gain the popularity as well as generate revenue from the marketplace the organization need to have strong and effective organizational communication process, which is being strategize as per the requirement of the firm.

As per the case study, it can be noted that the organization mainly follows the hierarchical arrangement in managing the employees. This process is being generally used by the organization when they follow the centralized organizational structure in the process. As in the centralized organizational structure the hierarchy decision-making structure are being used to strictly centralize the decision-making process by the top-level management (Kaufmann, Borry & DeHart‐Davis, 2019). Therefore, it can be said that the organization mainly follows the centralized organizational structure in the process. This enables the top-level management to take up the decision in the process.

Organizational Structure

As per the case study, it can be noted that the organization mainly follow the traditional leadership style which will increase the stability as well as sustainability of the organization in the marketplace (Kim & Shin, 2019). This strategy will also assist the organization to identifies the problem and solve it in an effective as well as efficient way possible. This will also enable them to decrease the schedule conflict and that is the sole reason or components which will help the organization to obtain the success that they are intending to achieve (Lee Swisher et al., 2010). So, it can be said that the organization mainly follows the centralized organizational structure so that the top-level can make the ultimate decision regarding the well-being accordingly.

Thus, with the help of this factor it can be said that the organization is inclined more towards the centralized organizational structure rather than following the decentralized organizational structure as they want to keep the power in the hands of the top-level management in the process. This will help the top-level management to control the activities of the organization in the way they want it to be in the marketplace. Hence, this make it more centralized in the end in the process.

As per the case study, the organization initially used the relational rewards in the process as they used to provide financial rewards to the employees for the hard work and the effort that they put to achieve the target in the organization. This automatically benefit the organization to achieve the success in the marketplace (De Gieter, S., & Hofmans, 2015). This help the organization to become popular in the market as well as the employees work hard for the extra money that they are going to earn as a reward from the organization. This type of motivation program cannot be imitated by the competitors in the marketplace as it depends on the profit earning of the organization in the process (Wager, 2019).

But the organization change its motivation program of reward from financial rewards to recognition process so that they can obtain the success what they are interpretending in the process. This is so as it is considered to be the best method to motivate the employee to put in extra effort in the process so that they can achieve the target along with the organization in the marketplace (Mozafari et al., 2018).

The recognition process will help the organization to motivate the employees to a great extent as the performance is being evaluated and according to the performance level recognition is being provided to the employees. This ignite the healthy competiton among the employees in the organization to achieve the best recognition in the process and motivate them to work even harder in the end. This will be beneficial for both the employees as well as for the organization in obtaining the success in the marketplace.

References

De Gieter, S., & Hofmans, J. (2015). How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach [Ebook] (25th ed.). Retrieved 14 May 2020, from http://doi: 10.1111/1748-8583.12072.

Heide, M., von Platen, S., Simonsson, C., & Falkheimer, J. (2018). Expanding the scope of strategic communication: Towards a holistic understanding of organizational complexity. International Journal of Strategic Communication, 12(4), 452-468.

Kaufmann, W., Borry, E. L., & DeHart‐Davis, L. (2019). More than pathological formalization: Understanding organizational structure and red tape. Public Administration Review, 79(2), 236-245.

Kim, S., & Shin, M. (2019). Transformational leadership behaviors, the empowering process, and organizational commitment: Investigating the moderating role of organizational structure in Korea. The International Journal of Human Resource Management, 30(2), 251-275.

Lee Swisher, L., J. Woodard, L., S. Quillen, W., & D. H. Monroe, A. (2010). Centralized and Decentralized Organizational Models of Interprofessional Education for Physical Therapist and Medical Students [Ebook] (24th ed.). Retrieved 14 May 2020.

Mozafari, M., Ganjtabesh, M., Nowzari-Dalini, A., Thorpe, S. J., & Masquelier, T. (2018). Combining stdp and reward-modulated stdp in deep convolutional spiking neural networks for digit recognition. arXiv preprint arXiv:1804.00227.

O’Connor, A., & Shumate, M. (2018). A multidimensional network approach to strategic communication. International Journal of Strategic Communication, 12(4), 399-416.

Wager, E. (2019). Recognition, reward, and responsibility: Why the authorship of scientific papers matters. A Guide to the Scientific Career: Virtues, Communication, Research and Academic Writing, 361-368.