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Quick and easy communications within an organization, internally and externally and up and down the line,, are as essential an aid in running a. business effectively as they are to the successful conduct of a military campaign. Although the techniques differ according to whether a company is very large, large, medium, or small, the objectives are the same. These are, on the one hand, to ensure the presentation by a company of a good fac6 externally in order to assist recruitment of staff and labour, explain policies, or enhance prestige., and, on the other hand, internally, to achieve the policies laid down through suitable operating instructions and to ensure the maintenance of good working relationships by means of the widest exchange of views and opinions by all concerned in the workings of the company.
The larger the business, the more difficult it is or executive's to ensure good communications and large companies must resort increasingly to formal devices and organizational methods. A large company would, for example, employ both a public-relations department and a government-relations department to ensure that the appropriate image is projected externally. Internally, the executives may resort to staff associations, works councils, periodic conferences, news letters, house magazines, suggestions schemes, and formal channels for complaints in order to enhance morale and to provide a Substitute for direct personal relations between the top echelons of executives and operatives generally
The more naturally communications flow, both upwards and downwards, by personal contact, and the more information is shared, even to the extent of information concerning strategic policies and financial results, the better, as a rule, are relations between employer and employees. When any company expands beyond a certain size, usually determined by the numbers employed, an organization coordinated through divisions or subsidiary companies or both is usually the only satisfactory means of ensuring a good corporate spirit. The physical means of communication, which are many and varied, may be divided broadly into: (i) written communications, (ii) verbal communications, and (iii) visual communications. In (i) and (ii), the type of communication differs to some degree according to whether the use is for internal or external purposes.
Written communications:
Written communications or internal use may take the form. of memoranda or letters, if a Permanent record is desirable, and may be single or duplicated if the information is required by several executives whose responsibilities must be coordinated.
As far as the physical handling of internal written communications is concerned, these may be circulated by a junior member of the office staff or resort may be made to such systems as pneumatic tubes, where there is a constant exchange of information. External communications, which are normally a two-way traffic, are usually by letter mail, telegram, or teleprinter, but they can also take the form of the postage of electrically recorded tapes and voice belts for transcription on receipt.
Verbal communications:
Internal verbal communications are of two main types, by telephone or by the telephone supported by a short-wave central calling system or a public-address system, with loud-speakers at appropriate points. Internal telephones are of two kinds, an extension of the G.P.O. system and private systems operated by key-callers or by the more usual dialling method.
External verbal communications are generally effected by G.P.O. telephone, either public or direct private lines being used. Tape and other recorders may, however, be employed and messages played back by the recipients
Visual communications:
Visual communications, which are only used internally, range from systems using codes of coloured lights for calling personnel to closed- circuit television. These systems are almost invariably personalized to meet the differing needs of each organization. The methods of communication outlined above are by no means the only ways in which executives can keep in touch or information and statistics vital to the running of a company be exchanged. Nor must it be assumed that even more varied and advanced methods will not be introduced. The means of communication used by each organization differ widely and are dearly dependent on the size of the company and the geographical distribution of its assets. Personal preference also plays a part, and some senior executives, where highly confidential matters are concerned, sometimes still prefer to transmit their view through informal gatherings or a third party.
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