An Analysis of Communication Flow

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An Analysis of Communication Flow Introduction Dennnis Tourish and Owen Hargie (2004, p. 132) argue that communication is "still regarded as something that managers do to their subordinates; they drop information like depth charges on to those employees submerged in the organisational ocean but make it very clear that they do not expect to receive any feedback torpedoes in return." While their assessment may certainly be understandable, it is by no means the last and final word on workplace communication. On the contrary, maintaining a healthy flow of communication in the workplace is essential for optimal working conditions and communication can be seen as a two-way street. This paper will show how it is possible to have a flowing exchange of information between managers and subordinates by eliminating intimidating factors and opening avenues to positive exchange. Allowing for Upward Flow As any general manager will testify, it is often his or her responsibility to oversea all areas of the business including, but not limited to, sales, engineering, finance, purchasing, production, customer service, marketing, and employee morale. This last element may seem minor in comparison to more fiscal concerns but it is one that can directly affect those same fiscal elements. Therefore, it is essential that there be an open flow of communication between a manager and his/her employees. If there is any dissatisfaction, good news, bad news, or important information, it must
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