Introduction

Communication is one of the most complex and controversial problems of organizational behavior.

“Communication” is a collective term denoting the interaction of subjects based on information. It is natural to assume that information processes constitute the core of communication. However, it would be too simple to reduce communication only to the processes of receiving and transmitting information, because this leaves out many important points. These include: the behavioral activity of subjects, which depends in a complex way on the nature of the information being transmitted; individuals' abilities and their ability to participate in information processes; motivation; self-control; external factors, influencing these processes and much more.

G. Mintzberg's classification of managerial roles indicates that interpersonal communications are at the center of the activities of any manager. According to research, managers spend 50 to 90% of their working time communicating with other people. For senior managers, the percentage of working time spent communicating reaches 90%. It is clear that in such conditions the lack of interpersonal communication skills sharply reduces the effectiveness professional activity manager and the organization as a whole.

Each employee participates daily in the process of information exchange in the organization, and the effectiveness of the communication process affects the success of the business as a whole. If the process of information exchange in an organization is disrupted, then a mismatch in collective actions immediately occurs.

IN modern conditions communication is a factor in creating added value. The value created by the communication process manifests itself in the form of the organization's reputation, business connections, trademark, brand, patents, copyrights, employee potential, key competencies... What makes communication effective and what prevents the transfer of information in an organization? What are the features of the communication process in modern conditions?

1. Concept of communication

Information plays an important role when managers carry out management functions and make decisions. It is received and transmitted through a process called communication. It is impossible to overestimate the importance of communication in the functioning of a management system.

The word communication comes from the Latin communico“I make it common, I connect, I communicate.” The closest meaning to it is the Russian word communication.

Communications- these are connections between functions, divisions of the management system, between people . Communications- interactions, bilateral efforts, without which joint activities are impossible, this is the first condition for the existence of any organization.

Without the communication process, without the transfer of information from the subject of management to the object of management, and vice versa, without a correct understanding of the information transmitted and received, management work is impossible.

At the ordinary level, communication is defined as the transfer of information from person to person. In management, communication is the exchange of information between people, on the basis of which the manager receives the information necessary for making decisions and communicates the decision to the employees of the organization.

Communication can take place if the communicating people understand each other, i.e. they have a common social experience or they speak the same language. Communication does not exist without information, that is, what is transmitted during the communication process, what people exchange during communication.

2. The meaning of communication

Organizational structures, with their changing sizes, technological intricacies, and a certain degree of complexity and formalization, are designed to be in or included in an information processing system. The institution itself organizational structure is a sign that a special path is provided for communications. Power, leadership and decision-making all rely explicitly or implicitly on the process of communication, since they have no meaning in the absence of information.

Organizational analysts cite different degrees of importance of the communication process. Barnard, for example, states: “In a comprehensive theory of organizations, communication will occupy a central place because the structure, extent and scope of an organization are determined almost entirely by the modes of communication.” This approach places communication almost at the heart of the organization. However, other theorists - for example, Aldrich, Cleggand Dunkerley - pay insufficient attention to this topic. Instead of arguing, in the center or on the periphery organizational analysis communication is located, it makes more sense to view it from the perspective that the meaning of communication varies depending on where it is seen in the organization and what kind of organization is being studied.

Communication is critical to managers and their work. The managers Kanter studied spent countless hours on communications. Typically these were face-to-face interactions with subordinates, superiors, peers and clients. There were also various types of meetings. I had to answer emails and phone calls. In short, the business of managers was communication. Klauss and Bass estimate that 80% of a manager's time is spent on interpersonal contacts. As you move away from the top of organizations, the proportion of time spent on communication decreases. Of course, and this should be noted, the work of clerical staff in the vast majority of cases is associated with information processing. Changes in information technology have a huge and endless impact on the work of management and office, and therefore on organizations.

These intra-organizational differences are important. Inter-organizational differences are equally important. Communication is most important in organizations and parts of organizations that deal with uncertainty, are complex, and whose technology does not allow for easy routinization. The central role of communication is influenced by both external and internal characteristics. The more people- and idea-oriented an organization is, the more important communication is to it. There is no doubt that even in a highly mechanized system, communication lies at the heart of the development and use of machines. Workers are instructed in the use, delivery of orders, etc. At the same time, the routine nature of such operations leads to a decrease in variability in the communication process. Clearly established procedures require little additional communication. Although communication occurs almost continuously in such conditions, its organizational significance is limited. This can happen until they lead to serious disruptions in work.

The communication process, by definition, is two-way: at a given moment in time, one side is the sender and the other is the recipient. Obviously, this aspect of communication affects the process as a whole. Social relations, manifested in the process of communication, affect the sender and recipient as they interact. If in the process of sending a message the sender is afraid of the recipient, then this will be reflected both in the message itself and in its interpretation. Fear is one of many factors that can derail a simple sender-receiver relationship. Differences in position, different patterns of perception, sexual attractiveness, etc. can distort what was sent and received.

Ignoring the possibility of distortion has been the reason why many attempts to improve organizational performance by increasing communication have failed. Once the importance of communication was realized, many organizations became overly concerned with the issue, believing that with sufficient communication between all members of the organization, everyone would know and understand what was going on, and most organizational problems would disappear. In the 1980s This fascination with communications was at the center of a renewed interest in organizational “culture” as a panacea for all the problems that arose. Unfortunately, organizational life is not that simple, and relying on more connections and improving them alone will not bring about major and positive changes.

Communications in organizations must provide accurate information with appropriate emotional content to all members who need it. This assumes that there will be neither too much nor too little information in the system and that it will be clear to those using it from the outset that it is available. But it is obvious that this condition cannot be achieved in a complex organization. Of course, organizations collect more information than they use, but continue to request even more. This is explained by the need to make a decision within the framework of the law.

Managers spend from 50 to 90% of their time on communications. This seems incredible, but it becomes understandable if we consider that the manager does this to realize his roles in interpersonal relationships, information exchange and decision-making processes, not to mention management functions planning, organizing, motivating and controlling. Precisely because information exchange is built into all major types of management activities, we call communication a connecting process.

Although it is widely accepted that communication is critical to the success of organizations, surveys have shown that 73% of American, 63% of British and 85% of Japanese executives consider communication to be the main obstacle to their organizations' effectiveness. These surveys show that ineffective communication is one of the main areas of concern. The manager has to comprehend large volumes of information, among which there is information that does not affect the management process. The exchange of information that influences the management process is called effective communications. An effective manager is one who knows how to quickly select effective ones from the general flow of communications, i.e. useful for the management process.

3. Communication process and management effectiveness

Organizations communicate with existing and potential consumers through advertising and other promotional programs. In the field of public relations, primary attention is given to creating a certain image, the “image” of the organization at the local, national or international level. Organizations have to obey government regulation and complete lengthy written reports in this regard. In its annual reports, any company provides financial and marketing information, as well as information about its location, career opportunities, benefits, etc. These are just a few examples of the variety of ways an organization can respond to events and factors in the external environment. Discussions, meetings, telephone conversations, office notes, videos, reports, etc., circulating within an organization are often a reaction to opportunities or problems created by the external environment.

3.1 Inter-level communications in organizations

Information moves within an organization from level to level through vertical communications. It can be transmitted downward, i.e. from higher levels to lower ones. In this way, subordinate levels of management are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. In addition to downward exchange, the organization needs upward communication, i.e. from bottom to top, which perform the function of notifying the top about what is happening at lower levels. In this way, management becomes aware of current or emerging problems and suggests possible options correcting the situation. Upward exchange of information usually occurs in the form of reports, proposals and explanatory notes. The transfer of information from lower to higher levels can have a significant impact on productivity.

3.2 Horizontal communication

Coordination of tasks and activities between multiple departments of an organization requires the exchange of information between them. Therefore, horizontal information flows between departments are established. This is how the activities of working groups on cost control, resource allocation, new production methods, and product sales are coordinated. Heads of various departments inform each other about the implementation progress new technology. In addition to coordinating actions, horizontal communications contribute to the establishment of equal relations between departments, which has a positive effect on the work of the entire organization.

3.3 Communications between manager and subordinate

Perhaps the most obvious component of communication in an organization is the relationship between manager and subordinate. Research has shown that 2/3 of this activity is carried out between managers and managed.

Some of the many types of communication between a manager and a subordinate involve clarifying objectives, priorities and expected results; ensuring involvement in solving department problems; with a discussion of work efficiency problems; achieving recognition and rewards for the purpose of motivation; improving and developing the abilities of subordinates; with collecting information about an emerging or real-life problem; notifying a subordinate about an upcoming change; and receiving information about ideas, improvements and suggestions.

Since subordinates are united in work groups, the manager’s communications with them are an important component for achieving management effectiveness. Participation in the exchange of information by each member of the work group allows for the development of more correct relationships between the group and the leader, and for the leader to more actively involve subordinates in the affairs of the organization.

3.4 Informal communications

Organizations are made up of formal and informal components. The channel of informal communications can be called a channel for spreading rumors. Rumors "float around the water dispensers, in the hallways, in the cafeterias, and anywhere else people gather in groups." Since information is transmitted much faster through rumor channels than through formal communication channels, managers use the former for planned leaks and dissemination of certain information or information of the “just between us” type. Information transmitted through informal communication channels, i.e. rumors often turn out to be accurate rather than distorted. According to Davis' research, 80-99% of rumors are accurate in terms of consistent information about the company itself. He believes, however, that the level of accuracy may not be as high when it comes to personal or highly emotional information. Moreover, regardless of accuracy, "everything points to the influence of rumors, whether their impact is positive or negative."

Typical information transmitted through rumor channels:

– upcoming reduction production workers;

– new penalties for lateness;

– changes in the structure of the organization;

– upcoming moves and promotions;

– a detailed account of the dispute between two managers at the last meeting;

– who makes dates with whom after work.

4. Communication process

Communication process is the exchange of information between two or more people.

The main goal of the communication process is to ensure understanding of the information being exchanged, i.e. messages. However, the very fact of information exchange does not guarantee the effectiveness of communication between the people participating in the exchange. Of course, you yourself have encountered cases of ineffective information exchange with friends, family, and co-workers at work. To better understand the process of information exchange and the conditions for its effectiveness, you should understand the stages of the process in which two or more people participate (Figure 1).

Figure 1. A simple model of the information exchange process.

4.1 Elements of the communication process

There are four basic elements in the information exchange process.

1. Source (or sender)– the creator of the message, the person who reports information and transmits it. The source may be: organization; individual; group of individuals.

2. Message - information that a source conveys to a recipient. Most messages are transmitted in verbal (verbal) form, but the message can also be non-verbal (gestures, facial expressions, graphic images). The idea that the sender wants to convey is encoded, that is, transformed into words, gestures, and intonation. Coding turns an idea into a message.

3. Channel - the means by which a message is transmitted from a source to a recipient. Well-known channels are speech and written materials, email, video tapes, etc. It is important to choose the right channel. For the exchange of information to be effective, the channel must correspond to the idea originated in the first stage, be compatible with the type of symbols used for encoding.

4. Recipient – the person to whom the information is intended. Communication occurs for the sake of the recipient. If the recipient has demonstrated understanding of the idea by performing the actions expected by the sender, the exchange of information is effective. These actions are feedback.

5. Feedback– the recipient’s reaction to the message. It makes communication a dynamic two-way process. The more actively feedback is used in the communication process, the more effective it is. Positive feedback informs the source that the desired outcome of the message has been achieved. Negative feedback informs the source that the desired outcome of the message was not achieved.

Feedback allows the boss to determine how effective his communications are and to “clarify the transmitted block of information” in future communications.

In an organizational setting, feedback can be provided in many ways. When communicating in the form of a face-to-face conversation, the administrator can achieve immediate (direct) feedback either through verbal exchanges with the recipient(s) or through more subtle means such as facial expressions of disagreement or misunderstanding. Otherwise, the administrator will be forced to turn to indirect (indirect) means of feedback. For example, a decrease in productivity, an increase in absenteeism (absenteeism) and turnover work force or lack of coordination (consistency) between departments may indicate a breakdown in communications. Effective leader tries to be aware of the results of his communications and evaluate the importance of communication in achieving the goals of the organization.

When exchanging information, the sender and recipient go through several interconnected stages. Their job is to craft a message and use the channel to convey it in such a way that both parties understand and share the original idea. This is difficult, because each stage is also a point at which the meaning can be distorted or completely lost.

4.2 Stages of the communication process

The birth of an idea. Information exchange begins with the formulation of an idea or the selection of information. The sender decides which meaningful idea or the message should be made the subject of exchange. Unfortunately, many communication attempts fail at this first stage because the sender does not spend enough time thinking about the idea. Keith Davis emphasizes the importance of this step: “A bad message will not improve on glossy paper or by increasing the power of the loudspeaker. The slogan of the stage is “don’t start talking before you start thinking.”

To carry out an exchange effectively, the sender must take many factors into account. For example, a manager who wants to exchange information about performance appraisals must be clear that the idea is to communicate specific information to subordinates about their strengths and weaknesses and how their performance can be improved. The idea cannot be vague general praise or criticism of the behavior of subordinates.

Managers who communicate poorly may perform poorly because that is how senior management behaves towards them. However, you are in a different position than your superiors.

Encoding and channel selection. The process of transforming an idea into a message that can be communicated.

Coding in the communication process begins with the choice of a code system. The ability to speak, write, gesture, and pose play an important role in the sender's ability to encode the idea being conveyed. The coding system must be known to the recipient. The following can be used as a code system:

– speech systems, which are based on oral speech;

– writing systems;

– signs of body movements;

– sign language;

– video systems; sound systems (eg Morse code), etc.

As a result of encoding, an appeal is formed. The meaning of the address is an idea belonging to the sender. At the same time, the sender expects that the message will be perceived adequately to its intended meaning.

Broadcast. In the third stage, the sender uses a channel to deliver a message (an encoded idea or set of ideas) to the recipient. We are talking about the physical transmission of a message, which many people mistakenly mistake for the communication process itself. At the same time, as we have seen, communication is only one of the most important stages that must be passed through in order to convey an idea to another person.

Decoding. In order for the communication process to be completed, the transmitted block of information must be decoded in such a way as to be acceptable to the recipient. Each receiver interprets (decodes) the transmitted block of information from the point of view of his previous experience and ideas. The more thoroughly the transmitted block of information is decoded, the more effective the communication. Decoding is the translation of the sender's symbols into the recipient's thoughts. If the symbols chosen by the sender have exactly the same meaning to the receiver, the latter will know what exactly the sender had in mind when his idea was formulated. If no reaction to the idea is required, the process of information exchange should end there.

5. Communication barriers

Specific communication barriers may arise when exchanging information . They exist both at the level of interpersonal and at the level of organizational communications.

5.1 Interpersonal barriers

When considering interpersonal barriers, we will focus on:

1) barriers of perception;

2) semantic barriers;

3) non-verbal barriers;

4) bad feedback;

5) inability to listen.

1. Perception can be defined in the general view as a process of receiving and processing information. This process consists in the fact that information received from the external environment is processed, put into a certain order and systematized. Each person's perception of reality is different and is always subjective. People interpret the same information differently depending on their experience. The discrepancy between the bases of judgment can cause selective perception of information depending on the range of interests, needs, emotional state and external environment of people. A person, using visual, sound, and tactile channels for receiving information, does not perceive all the information coming to him, but only that which has a special meaning for him. It follows that in many cases people perceive only part of the message they receive, due to selectivity, the ideas encoded by the sender may be distorted and not fully understood. Information that conflicts with our experience or previously learned concepts is often either completely rejected or distorted in accordance with these experiences or concepts.

2. Semantic barriers. The purpose of communications is to ensure understanding of the information that serves as the subject of communication, that is, the message. By making contact and using symbols, we try to exchange information and achieve understanding. The symbols we use include words, gestures and intonation. The sender encodes the message using verbal and non-verbal symbols.

Let's consider the use of verbal symbols - words. Semantics is the study of the way words are used and the meanings conveyed by words. Because words can have different meanings for different people, what one intends to communicate will not necessarily be interpreted and understood in the same way by the recipient of the information. Semantic variations often cause misunderstandings because in many cases the exact meaning assigned to a symbol by the sender is not at all obvious. A symbol does not have a unique, inherent meaning. The meaning of a symbol is revealed through experience and varies depending on the context and situation in which the symbol is used. Since each person has a different experience, and each act of exchange of information is to some extent a new situation, no one can be absolutely sure that another person will attribute the same meaning to the symbol as assigned by the sender. Semantic barriers can create particularly strong communication problems for companies operating in multinational environments. Semantic barriers caused by cultural differences can seriously hinder the exchange of information.

3. Nonverbal barriers. Although verbal symbols (words) are the primary means of encoding ideas to be conveyed, nonverbal symbols are often used - gestures, smiles, eye expressions, posture, etc. Nonverbal communication uses any symbols other than words. Often, nonverbal communication occurs simultaneously with verbal communication and can enhance or change the meaning of words. Another type of nonverbal communication is formed by the way we pronounce words, that is, intonation, voice modulation, fluency of speech, pauses, etc. Nonverbal barriers can also include cultural differences in people’s behavior (for example, nodding the head in the Japanese means “no” ", and in many other countries - consent).

In many cases, the way we speak is more important than the words we speak. It is necessary to ensure that the non-verbal symbols used for transmission correspond to the communicated idea.

4. Poor feedback. Some messages do not require feedback, but to make the exchange of information more effective, it must be two-way. Feedback is important because it makes it possible to determine whether the message received by the recipient is actually interpreted in the meaning that was originally intended. An obstacle to effective communications can be either poorly established feedback or the absence of it.

5. Inability to listen. Effective communication is possible when a person is equally accurate in sending and receiving messages. You need to be able to listen. Many people think that listening just means being calm and letting the other person talk, but it is just a part of the process of attentive, focused listening. It is important to be able to hear the specific issues being presented. It is not enough to perceive facts - you need to listen to feelings. Listening to facts and feelings is listening to the message in full, which increases the ability to understand the situation.

5.2 Organizational barriers

In addition to interpersonal communication, one must be aware of barriers to organizational communication. Communication in organizations is imperfect. Main consequence of action existing systems communication is that messages are transformed or changed as they pass through the system. This means that the final recipient of the message receives something different from what was originally sent, and this defeats the purpose of the communication process.

5.2.1 Space

A gap means “erasing aspects of a message,” and this occurs because the recipient cannot perceive the entire content of the message and receives or misses only what can be caught. Communication congestion, discussed later, can also cause gaps because some messages cannot be processed due to congestion. Whitespace can be intentional, where certain blocks of information are erased as they pass through specific segments of the organization. The most obvious gaps are in upstream communications as it is sent a large number of messages from a large number of people and units located at lower levels of the hierarchy. Gaps appear as communications filter on their way up. In the case of intentional omissions, it is vital to know the criteria for omitting certain types of information. There may be gaps in the form of cutting down details and conveying the essence of the message to the top. This, of course, is ideal, but practically unattainable, since they usually miss part of the content of the message.

5.2.2 Distortion

Distortion means changing the meaning of messages as they pass through an organization. It is clear from the previous discussion of perception that people, either intentionally or unintentionally, selectively perceive what they receive as messages. Since different persons are at different points of sending and receiving messages, there is a significant dissolution of the meaning of the messages in the context in which the transmission occurs. Meaningful criteria at multiple intersection points differ due to different personal and job qualifications and different points of view due to the position of the communicator in the organization.

Distortion in horizontal communications appears to result from differences in goals and values ​​between organizational units. Selective gaps and distortion or “coding” are not unique to organizations. They occur in all communication systems, from the family to society as a whole. But for organizations they are vital important, as organizations depend on accurate communications as the basis for decision making.

5.2.3 Overloads

The problem of communication system overload is typical for organizations to a greater extent than for others. social entities. Overloading causes gaps and promotes distortion. It is also subject to duplication and compensation. In a situation of overload, compensation can be adaptive or poorly adaptive. Gaps and distortions are considered poorly adaptive. But this is a normal situation.

One of the tools used in overload situations is queuing. This technique consists of arranging messages according to time of receipt or other similar criterion. The order can have both positive and negative consequences. If the wrong priority system is used, then less important messages may be used before those that are actually much more important to the recipient. At the same time, queuing allows recipients to engage with messages as they arrive, without leaving them unattended due to general overload.

The filtering process, which means assigning priorities to messages, is a useful modification of queuing. The critical factor here is the nature of the priorities. Many organizations use a modified triage system that allows the most important messages to enter the system if it is clear that the organization can take appropriate action. Less important messages are received when time permits. Preference should be given to this type of filtration system. The question is always what filtering rule is used.

All of the problems discussed arise from the fact that transmitted information in organizations requires interpretation. In cases of extreme overload due to the abundance of material, the interpretation process becomes ineffective. Queuing and filtering are designed to sort messages by priority. Any system of priorities established in advance means that the interpretation of messages has already been done by recognizing some messages as more important than others. Thus, interpretation occurs regardless of whether priorities have been established in advance or as messages are received.

6. Communication networks

In connection with the above, the manager’s task is to minimize losses and distortions of the meaning of information as it moves through communication networks.

The concept of "communication network" is a very important issue in communication. Communication network– connections of individuals participating in the communication process in a certain way with the help of information flows. It includes flows of messages between two or more individuals, focuses on the flows developed in the organization, and not on whether it was possible to convey the meaning of the message, however, it can influence the reduction or increase in the gap between the sent and received knowledge. A network typically consists of connections.

Of all the organizational characteristics, communication is the most amenable to experimental research and can be studied in laboratory conditions. The main communication networks between members of the work groups were examined (Fig. 2).

A hub network requires that each person on the edge sends its communications to the hub. This implies a hierarchy, since those on the periphery cannot send messages to each other; The hub's job is to coordinate.

In a wheel-type network, each member of the group can communicate in any direction, without priority. The common channel system allows everyone to communicate with everyone.

Figure 2. Basic forms of communication networks.

Repeated studies have recognized the best system“steering wheel”, if the efficiency of rendering is used as a criterion the right decision. Other types can become just as effective if they create a hierarchy, but this will take time, during which time the effectiveness will be reduced. The more complex the task, the more time it takes to structure the communication network. The significance of these results for our purposes is that whether communication is vertical or horizontal, a hierarchical pattern still emerges. In a vertical situation, hierarchy is already present, although the formal hierarchy may be modified by the "power of competence" or personal attractiveness. In a horizontal situation, hierarchy is bound to arise. Communication exists on the basis of the organizational structure; but it also contributes to its development.

The effectiveness of an organization's communication networks, both formal and informal, is determined by how quickly management information reaches the addressee and how appropriate it remains after passing through communication channels.

Ten Commandments for Successful Communication.

1. Before communications, clearly define the ideas put into the message.

2. Analyze the true purpose of each communication.

3. Analyze the entire physical and human environment of any communication.

4. Consult with others when planning communications.

5. Pay close attention to the intonation and main content of the message.

6. Take advantage of opportunities, when they present themselves, to include something useful and valuable to the recipient or addressee.

7. Keep an eye on how communication is working.

8. Establish communication not only for today, but also for tomorrow.

9. Make sure that the actions of the installation do not contradict the words.

10. Learn the ability to listen to others.

7. Improving communications in organizations

7.1 “Remote” work

For most of us, the office will be in the place we choose for ourselves. Modern manager has the ability to work anywhere by making your office mobile. Portable workstations, computers, “laptops” - all this has made office information systems more accessible, cheaper and faster to work from almost anywhere.

Portable computer workstations have overcome the limitation of mobility. Now there is no need to gather all employees in one place at the same time. The office can be anywhere - at home ( remote work), at the client’s place, in the hotel, on the train and even on the plane – wherever the employee happens to be.

Electronic communications that allow company employees to communicate with headquarters expand the mobility of the office space, allowing people to be virtually anywhere, collecting, storing and transmitting the information they need.

The latest means of electro-optical communication have made it possible to combine text and image and conduct business meetings and conferences.

Teleconferences mean saving time and money spent on business trips or maintaining expensive buildings and premises. Therefore, the effectiveness of conferences and meetings, which are still held traditionally, is greatly increased.

We all know how to use the telephone and know that now there is no need to go to another office to write or dictate a letter, read correspondence or find something in a folder. Work is no longer associated with a stream of papers passing through some desk, it is associated only with a specific employee. Consequently, he can organize his time as it suits him, determining when and where he should do this or that work.

All these factors explain the need for a secretary or administrator at the company's head office to “keep the siege.” If in the 60s a manager or secretary could communicate via intercom with all offices in the office, who in the 90s would argue that a manager cannot be kilometers from the office and continue to manage the work of the organization?

7.2 Information technology

The use of modern technologies is aimed at introducing “paperless” working methods. There is a common belief that managers spend most of their working time in business meetings and on telephone calls.

With development modern technology and its implementation in the office, we not only store information in electronic or digital form, but also store paper copies. Thus, the amount of information stored doubles, the metal cabinet with massive folders is in the same place! The era of paperless work is yet to come. People's resistance to implementing a 100% electronic office environment continues. Indeed, storing all the information on your hard drive does not save you from incoming papers. Technology has not yet reached the level we would like. We think we know what we want, but technology cannot yet fully meet our needs.

The positive side of information technology. Information technology allows us to achieve the following goals:

1. Reduce the time for obtaining information (that is, minimize delays in obtaining information due to its possible unavailability, due to mail, due to sending information to the wrong address, or simply because of a day off at the company).

2. Eliminate unnecessary and repetitive work (unnecessary tasks such as retyping and tedious sorting and searching of documents).

3. Optimize usage human resources(for tasks requiring reasoning, initiative, evaluation).

Improving information technology can either increase the efficiency of communications or reduce it.

Therefore for effective use technological advances must be adhered to rules of effective communication:

1. Determine what information is urgent.

2. What information should be copied or forwarded and to whom.

3. To whom and what information should be received.

4. Set the frequency of destruction of electronic and other documents.

5. Determine response times for each type of communication.

6. Do not exceed the established maximum message volume.

7. Develop rules for the meeting.

Information flow within an organization can be improved by establishing feedback systems to regulate information flows, taking management actions to promote upstream and downstream flows of information flow, deploying solicitation systems, printing informational material for use within the organization, and applying advances in modern information technology.

Conclusion

So, the importance of information and communication on modern stage is constantly increasing. Time and technological progress dictate its own rules, which must be agreed with.

Knowledge and ability to correctly use all communication techniques greatly helps a manager get closer to solving the main management task - making a profit.

The communication process ensures the flow of information during the implementation of management influence and, through feedback, turns it into interaction, which significantly improves the quality of management.

The communication process in any organization is complex, complicated by individual characteristics, biases and differences in abilities, as well as organizational characteristics such as hierarchy or specialization. However, communication is at the center of other intra-organizational processes: power, leadership and decision-making.

The effectiveness of the communication process depends on whether the manager takes into account existing barriers in the communication process. In order to become an exemplary “face” of the company, it is necessary to improve your behavior in communication processes and the ability to analyze information, use the most appropriate methods of communication, know all the strengths and weak sides each technique used in communication processes.

However, "perfect" communication system has not yet been created, and perhaps it never will be. Naturally, each organization decides for itself which communication channels to use to effectively achieve its goals.

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Forming an organization's reputation subordinates its behavior to the values ​​that it reflects. corporate culture organization, and distinctive features that can distinguish it from its competitors.

Organizational reputation structure

- this is a comprehensive characteristic of an enterprise, including the perception of this organization and its products on the market by buyers, clients, suppliers, competitors, as well as the vision of the organization on the part of its creators, owners, and employees.

Consequently, the behavior of the organization should be subordinated to maintaining the positive reputation of the organization, which is determined by the attitude of interested groups towards it. Thus, the reputation of an organization reflects a strong opinion about the qualities, advantages or disadvantages of the organization in a certain market segment.

Organizational reputation management pursues the goal of maintaining this opinion in a form that meets the interests of the management and owners of the organization.

The constituent elements of reputation have different effects on both the organization itself and the actions of the organization. As part of reputation formation, points of application of managerial influence include the following:

• the image of the organization and its positioning in the market,
• authority of the first person,
• the organization's reputation in the market,
• organizational culture.

Whoever stole the wallet only stole trash

But the one who steals my honor forever,

The taste of wealth is unlikely to be experienced,

Having deprived me of everything.

William Shakespeare. Othello

A thousand-year reputation can depend on the behavior of one hour.

Japanese proverb

As shown world practice, a company's reputation is one of its most vulnerable points. It can be dealt a crushing blow at any moment, which even for the largest and very stable business structures can end, if not in complete bankruptcy, then in a significant decrease in market capitalization.

Reputation management has become one of the most important components strategic planning. A solid reputation helps in times of problems or crises. According to Professor D. Kruckeberg, “crises are like plays; there are not so many main plots, everything else is just modifications. There are always two factors: a crisis affects people, and they change the usual chain of decision-making.”

Therefore, the main attention when planning should be paid to the pre-crisis stage. Without waiting (but always expecting) a crisis, you need to identify bottlenecks, draw up a list of possible measures to prevent a crisis, develop an action plan for each type of crisis situation, determine the composition of the anti-crisis working group and a set of instructions for each group member.

It’s a good idea to make a set of special blanks for different target audiences. The first step in preparation is to identify the target audience that is most significant for a particular business. The concept of “public” is not a figurative category, but a collection of individual, very diverse communities, behind which stand living people, each with their own needs, interests and preferences. A dialogue is necessary with interested groups: shareholders, investors, financiers, enterprise employees, ordinary people and activists.

The following audience classification option is proposed:

• 1) internal environment(head of the company, top management, employees);
• 2) external environment (business partners, shareholders, clients, investors, media, authorities, population).

First of all, it is necessary to prevent panic - in a crisis, it can easily lead to the collapse of the organization. It is necessary to follow a pre-developed crisis action plan, adapted to the situation; a company strategy to overcome the crisis is developed, information flows passing through the target audience are identified, the media are constantly monitored, and additional employees are appointed to communicate with the press.

Telling too little or too late is a fatal mistake. The public should appreciate the organization's efforts to overcome the crisis situation. It is necessary to report on the measures taken, the difficulties encountered, achievements achieved. It is important to determine not only what information should be presented, but also how it should be done.

When a company maintains an open external information policy, it earns respect and creates a favorable image for the company. This is doubly effective if the company not only promptly notifies the public about successes, but also does not refuse to comment on failures.

Thus, caring for the company’s reputation should be carried out in two directions: creating and strengthening its reputation, as well as modeling its actions in crisis situations.

The speed of response in a crisis situation is of great importance for the company's reputation. Firstly, this allows you to prevent the spread of false rumors about the company in the media, and secondly, it makes it possible to demonstrate the readiness of the organization itself to solve the problem. In Moscow in February 2004, the roof collapsed in the parking lot of a Metro Cash&Carry store. The company responded immediately: it promised to compensate for the damage caused to the cars, checked the strength of roofs at other parking lots, and prevented the spread of rumors about human casualties. A quick and prompt response to the incident did not lead to damage to the reputation, but demonstrated the openness and responsibility of the company. Thus, it turns out that you can get out of any crisis situation in a dignified manner if you act in a timely and competent manner. As well as in human relations, in a crisis situation, the company is required to have maximum honesty, openness, speed of response, and demonstration of honor and dignity. Even if “drying” a tarnished reputation results in large financial costs for the company, it is worth deciding on it - otherwise you can lose everything.

Reputation takes decades to build, but management errors can instantly destroy it. If a crisis occurs, you need to be prepared for it and be able to manage the situation. Besides, good crisis and there is a point of growth. As a rule, companies that emerge from crisis situations with dignity receive an impetus for development.

An indicative case occurred in 1993 with the Pepsico corporation, which produces Diet Pepsi. There was a message on television that tin can A medical syringe was found containing DP, and therefore customers are advised to pour the contents of the can into a glass before consuming the drink.

Despite the fact that the company - the owner of the brand - was the center of unkind media attention and found itself in a catastrophic situation, it did not recall the product from sale, but developed a clear and thoughtful strategy of open communication, setting the task to refute these rumors. It was necessary to convince customers of the quality of the product and the reliability of the container in which it was bottled.

Obviously, even if a syringe was found in a jar, the direct blame for the incident lies with the unknown bottler company. But in the eyes of the consumer, the brand owner is still to blame.

To prove that no foreign bodies could have entered the container at any of the plants, a documentary about the production of the product and its bottling was shown on US television, as well as a video recording of the Pepsico president’s address to customers. A press conference of executives with journalists was held, where the main emphasis was on the absolute safety of low-calorie Pepsi for quenching thirst.

As a result of all these expensive measures, sales of the drink increased several times, and the company's stock prices remained relatively stable. According to the results of a post-crisis survey, 94% of customers noted that the company was worthy of their trust and sympathy. The leaders were able to use the negative situation for further growth and development.

The above describes examples of crisis situations that companies face in the course of their activities. None of them are immune from such situations. Therefore, it is very important how the enterprise copes with the difficulties that arise. If it does this with dignity, the damage done to reputation is repaired, and in some cases the company's image may even be strengthened. It has long been a good practice for world-famous automobile concerns to recall entire batches of vehicles when a defect is discovered. Such actions by companies only increase the respect and trust of consumers. The manufacturer’s mistake is offset by the reciprocal nobility of actions and does not negatively affect his reputation.

In monetary terms, reputational crisis situations(including those generated by information reasons) sometimes led to impressive results. Due to an oil spill off the coast of Brittany at the end of 1999, Exxon Valdez lost about $13 billion, with direct damage amounting to no more than a tenth of the amount. The Perrie company had to spend about $263 million in 1999 to prevent the consequences of the panic caused by rumors about the contamination of its product in Belgium. It is difficult to even approximately estimate the losses from the Russian government's declaration of default in 1998.

Any crisis is a process that occurs in several stages, therefore the main idea of ​​anti-crisis reputation management is to prepare to solve problems long before they begin.

In conclusion, I would like to give a textbook example. On the night the last Franco-Prussian war began, the chief of the Prussian general staff, von Moltke the elder, was sleeping. He was woken up and informed of the attack. “The plan is in the third drawer of the chest of drawers,” said von Moltke, turned on his side and calmly fell asleep.

Business reputation -- intangible benefit, which represent an assessment of the activities of a person (both physical and legal) from the point of view of his business qualities Modern economic dictionary.

The business reputation of an organization is one of the key factors influencing the creation of a positive (sometimes negative) attitude of counterparties to the activities of the company. It develops as a result of the influence on various areas public life: economic, political, legal, social, spiritual, etc. Business reputation can work in two opposite directions: it can be both positive and negative. Positive is associated with positive emotions, confidence, trust, prestige in relation to the activities of the organization as a result of customer cooperation. A company's business reputation also largely determines its ability to attract funds, search for strategic investors and partners, and build relationships with authorities. A negative business reputation shows a negative situation that has developed in the mass consciousness due to distrust, instability and other factors.

According to current legislation, a company's goodwill is the difference between the acquisition price of the business and the book value of assets reduced by the amount of liabilities. If a company's shares are publicly traded, reputational damage will be measured by a decline in share price as a result of decreased confidence in the company among shareholders and potential investors. Otsenchik.ru.

One of the most important functions of an organization, which determines the success of a company’s activities, is the regulation of those factors that directly affect the organization both from the inside and from the outside. The most important components business reputation are:

Quality of company products and services

Attractiveness of image, image of a leader

Strength of personality, charisma of a leader

Ethics in relations with external partners - fulfillment of obligations, responsibility, credit history, integrity, openness

Ethics in relations with internal partners ( corporate governance) - responsibility of managers to shareholders, majority shareholders to minority shareholders, financial transparency of business

Publicity of the company

Reputation of top managers

Financial condition of the company, dynamics of financial indicators

Availability of information about the company, information openness

Company position in terms of market share, dynamics of market share

Company fame.

The most important tasks solved in the course of this activity are the formation of a positive image, the achievement of trusting relationships with partners, consumers and suppliers and, perhaps most importantly, the creation of a high reputation that would work for the company and bring concrete results.

There are a number of features that a positive reputation of an organization helps to achieve:

Firstly: increasing the professionalism of existing personnel and attracting more qualified employees to the company.

Secondly: strengthening relationships with current customers and attracting new ones if they are faced with a choice between functionally similar products or services.

Thirdly: strengthening market positions.

Scheme of factors influencing the formation of an organization’s business reputation:

Magazine "Human Resource Management" (N3 2005) article: "Business reputation as one of the most important strategic advantages company." T.Solomanidina, S.Rezontov, V.Novik

It is difficult to find a company that has a program to protect and improve its reputation for its internal and external audiences. One of the obstacles to building a reputation management system is the lack of unambiguity in terminology. Many difficulties arise from the erroneous confusion of the concepts of “reputation” and “image”.

College Researchers business administration The University of South Florida (USA) identified 49 original formulations of corporate reputation in books and articles published between 2000 and 2003. The analysis showed that, despite the apparent diversity of interpretations, all available interpretations can be divided into three groups, defining reputation as:

General awareness of the company’s activities, which does not involve in-depth analysis and evaluation;

Some knowledge gained by directly involving target groups in assessing the state of the company - based on one’s own experience or the opinions of third-party experts;

An intangible object that has a value, i.e., in essence, is a financial or economic asset.

This classification makes it possible to formulate three basic definitions that make it possible to clearly separate concepts and identify the managed object.

A corporate image is a stable, emotionally charged image that is formed in the minds of target groups as a result of the perception of information about the organization.

Corporate reputation is a collective opinion about a company, formed over time in the minds of target groups based on an expert assessment of the economic, social and environmental aspects of its activities.

Reputational capital is the monetary value of reputation as an intangible asset of a company.

The variety of visual and verbal features of companies help to familiarize customers with it and compare the characteristic features of the organization with its activities. Such features include a logo, slogan, design, color, corporate business cards, letterhead, corporate envelope, form for a fax message, advertising printing, corporate website design, branded clothing - everything that is commonly called corporate style companies. These are means of objective positioning of a company on the market that can be seen, touched, heard, sometimes smelled, in a word - felt.

What do we mean when we say “image” and “business reputation”? Image is a manifestation of the connection between the interests and needs of two parties interacting in the communication process: the one who judges and the one who is judged.

If we highlight the differences between business reputation and image, first of all it must be said that business reputation is a reflection of the stereotyping, repeatability of the assessment of the market behavior of the subject of business reputation (product, company, country) by the object of business reputation in a fairly specific direction, that is, business reputation develops as a single image presented in front of everyone target group, manifested in the same qualities, characteristics, features. For example, the reputation of a brand, company, product, etc., but at the same time it can be perceived differently by specific audiences, and, accordingly, different opinions will be built about the business reputation of the same entity.

And the image, on the contrary, is diverse. Our sensations naturally turn into our perception, which is located in our consciousness. This is where the company's image is formed. Therefore, the image is not a permanent feature of the organization, but is a strong impression that has great regulatory properties. From this point of view, an image is a special mental image that strongly and in a certain way influences the emotions, behavior and relationships of an individual or group. Since people have different information, different experiences and different perceptions, a company cannot have one image.

Of course, at the same time, our assessment of how and in what way business reputation correlates with our needs and requirements, as in the image, is significantly emotional. But since reputation is built in one specific subject area, where real facts are of great importance, the rational in reputation is more important than in image.

On the one hand, we can say that business reputation is the rational basis of image. On the other hand, business reputation is “broader” than image. These two concepts seem to intersect, having a common core and their own substantive elements. The fact that emotional assessment plays a major role in image shows that in image management the main way of influence is influencing the emotions of the target audience.

Image is a manipulative, attractive mental image that affects emotional sphere person.

The main function of the image is to form a positive attitude towards someone or something. As a result of the formed positive attitude, trust in the company comes, and, as a rule, high ratings and a confident choice. This is the psychological chain generated by a positive attitude. In addition, a positive image helps to increase prestige, and therefore authority and influence. A positive image is also important factor high rating, which is very important in a rich variety of information public activities. This is why Americans say that “a positive image is worth billions of dollars.”

The company's reputation is aimed primarily at consumers and reflects the company's desire to make them loyal to the company itself and the products it produces. The high reputation of the company serves as a guarantee for the consumer of the quality of the products sold and (or) the services provided. The confidence of members of the public that a company with a positive reputation will not sell goods of poor quality will be reflected in an increase in the speed and volume of sales of goods.

Nowadays, managing business reputation and determining the image of an organization proceed as two inseparable streams. Just as it is impossible to isolate the rational and the irrational-sensual in one person (since they are elements of one whole - the brain), one cannot hope that corporate reputation management itself can replace corporate image management, and vice versa. These are two mandatory components of all large companies. Underestimation of any of the components leads to the fact that the overall result worsens.

The common denominator for the concept of image and business reputation is the concept of “trust”. Effective image- this is an image that inspires trust in the target audience in the subject of the image. And an effective corporate reputation is a reputation that inspires trust in the subject of business reputation on the part of the target audience.

By influencing the emotions of target audiences with the entire set of information, a trustworthy image and trustworthy business reputation are formed.

The consumer pays for the image and business reputation of the brand, largely focusing on the irrational perception of the brand. But despite the irrationality of such perception, the value of a brand’s image and business reputation is very clearly determined by the “brand premium”.