Communication in Organizations Define Organizational Term Paper

Pages: 10 (2672 words)  ·  Bibliography Sources: ≈ 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

In the medical field TQM should be adopted only in the sense of creating a program of management for communication that ensures the utmost quality in communication is established and continually preserved within the healthcare organization (Hargie & Tourish, 2003). While TQM can be applied to multiple other organizational structures including technical standards, for purposes of organizational culture and communication we'll refer to principles of TQM only as they relate to communication.

For an organization to develop quality communication it must be able to meet customer needs. The organization must also reduce the time it takes to carry out work tasks, continually work toward improving communications among diverse populations and improve training and understanding of organizational culture and communication among all employees (Hargie & Tourish, 2003). How does an organization do this? There are many steps in the TQM process a hospital can adopt, including: (1) aiming for new lines of thinking that may include decentralization of job roles and open communication among all personnel, (2) understanding customers which may include patients, community members and other health care workers, (3) setting requirements for establishing and maintaining effective communication, (4) committing to a continuous improvement strategy that facilitates a communicative environment and (5) adopting a balanced approach to organizational culture and communication that takes into consideration the needs, wants and desires of all team members and stakeholders both internal and external to the organization (Hansen, 2005).Get full Download Microsoft Word File access
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Term Paper on Communication in Organizations Define Organizational Assignment

For organizational communication to work well and efficiently within a hospital setting organizations must be open to less centralization of processes and allow more horizontal leadership within the organization (Seeger, Sellnow & Ulmer, 2003). This in turn will improve the interactions and communications occurring among employees and managers and help organizational systems evolve that are capable of handling greater demands and more complex situations. In an environment where all organizational functions are centralized, many individual workers find it difficult to comprehend and take advantage of complex and diverse systems (Seeger, Sellnow & Ulmer, 2003). This results in "increasing limits on public access to information, growing control by a small population of people and greater system rigidity" (Seeger, Sellnow & Ulmer, 2003: 5). This in turn contributes to crisis and lack of communication rather than fosters a collaborative environment.

Within a medical environment there are many stakeholders that stand to gain from improved communication, including patients, staff and the community (Seeger, Sellnow & Ulmer, 2003). A less centralized form of management and administration will promote or foster greater collaboration among all of these members. Communities need to take action to encourage more democratic leadership within public hospitals. Community members can also seek out volunteer positions within organization to help heighten organizational diversity. These community leaders will be tasked with the role of promoting communication and collaboration between health care leaders, staff members and the public they serve (Seeger, Ulmer, & 2003).

At the same time, employees include staff must step up to the challenge of taking on more diverse roles and joining in more organizational committees to foster knowledge sharing and communication. Members must create and encourage an organizational culture that encourages empowerment. To simplify this supervisors can delegate more job roles to skilled staff members and rely on the expertise of those around them to ensure that organizational objectives are met. Nurse supervisors for example can oversee the general affairs of their reports, but don't need to necessarily manage the day-to-day affairs of each staff member, particularly when staff members have enough experience in a certain field.

For this to occur acceptable and effective communication must be established between supervisors and their reports. This can occur through multiple channels including training (Bonache & Cabrera, 1999). Organizational training can emphasize suitable communication tools that will promote knowledge sharing and help employee understand who they need to seek support from, what information they need to carry out a specific task and what information they need to share with their direct supervisors to ensure that their goals are met but also the needs of their patients are attended to.

Managers also need enough communications skills training that help them identify what techniques they can adopt to communicate effectively with employees. This may include for example instruction in paraphrasing to ensure that managers are capable of repeating staff inquiries and concerns so communication is effective and commonly understood between multiple parties (Bonache & Cabrera, 1999). While this seems a relatively juvenile or simple task, it can actually promote much more efficient and clear communication and reduce the misunderstanding that can occur within any environment.

Managers must also work closely with staff, directors and community members to develop processes that promote satisfactory performance and knowledge sharing at all levels of the organization. To perform these processes within the hospital communication must be improved. Manager can do this by routinely measuring performance, identify weaknesses or shortcomings into the current methods or communications that exist, evaluating problems and proposing process changes (Hansen, 2005). Managers and hospital administrators are tasked with leading communication improvement programs and supporting continuous change within the organization. To that extent they should encourage members at all levels of the organization to take part in quality improvement programs and help design processes that will promote better communication not only among staff but also between patients and community members.

Ultimately the aim of the hospital should be to define a standard of communication that promotes egalitarian communication and knowledge sharing at all levels. Even family members visiting patients within the hospital should be encouraged to communicate. This message can be sent through various means including well posted mission and vision statements.

Staff members at all levels, whether janitorial staff, clerks, administrators, nurses or doctors should work to encourage each other to share knowledge and information that might improve processes and promote positive change in the organization. Individuals involved in patient care can do this directly by asking patients what their needs are and what steps can be taken to improve processes. Management must lead this process by encouraging routine evaluations and meetings that remind staff of the importance of quality communication (Hansen, 2005).

Ultimately greater attention to communication building programs and total quality management or quality 'communication' will result in a strong organizational culture. This culture will support knowledge sharing and will support the organizations movement toward its goals and objectives. In a hospital that will include serving the public and patients and serving one another in an open and collaborative manner. Within a hospital the organizational culture is created from satisfactory communication. This in turn dictates whether rules, policies, procedures and other administrative roles are well thought out, well recognized and widely accepted at all levels of the organization.


Bonache, J., Cabrera, E.F. (1999). "An expert HR system for aligning organizational culture and strategy." Human Resources Planning, 22(1): 51.

Handy, C.B. (1994). Understanding Organizations. New York: Penguin.

Hansen, D.A. (2005 -- March). "Total Quality Management." Available:

Hargie, O. & Tourish, D. (2004). Key issues in… [END OF PREVIEW] . . . READ MORE

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