Communication is the process of developing various contacts between people, which were generated as a result of joint activities. Communication includes the exchange of different types of information, the development of one strategy, the perception of each other. A serious problem for modern managers is poor knowledge or even ignorance of interpersonal communications.
General communication model in management
In management theory, there is currently no general model of business communication. Exactly the same as there is no single definition of it. However, most researchers understand this concept as a process of interaction that occurs through the exchange of information aimed at a specific result. Such an exchange occurs in the process of purposeful activity.
Some scientists in the field of management and management place emphasis on cause-and-effect goals and functional content when defining communication. They distinguish separately business communicative communication, which is carried out using symbolic means. It can be caused by the needs of the activity, and also aimed at making changes in the behavior and semantic and personal formations of the partner in the activity.
Communication stages
Communication in management can be divided into several stages.
The first stage is determined by the need for communication. It encourages contact with other people.
The second stage is focusing on the goals of this communication, in the immediate communication situation.
The third stage is planning the content of communication. At this stage, a person often unconsciously determines what will be said to the interlocutor.
The fourth stage is direct contact. The interlocutors exchange opinions, facts and ideas. The result of this stage is feedback, that is, the styles, methods and directions of communication are adjusted.
Communication implementation problems in management
Almost all researchers of this problem agree that active communication between employees can be the solution to all the problems and troubles of an organization. As if the more such communication, the fewer various problems may arise, or they will be solved much faster. This strategy in business needs to be treated with caution. After all, managers or the entire organization as a whole with such an approach can turn into overloaded centers for answering various and numerous questions, and, therefore, into a repository of absolutely unnecessary information.
Another extreme, which can lead to unnecessary problems, is the minimum number of various channels for communication in the team. This cannot reduce the amount of information, but, on the contrary, transfers them to underground centers, which directly affects the quality of the decisions made by the leaders.
