Management Policies and Employees

Effective in-house communication is vital to an organization's success. Prerequisites for success include meaningful objectives, people, information and resources. These Prerequisites are interrelated: the more information employees have about their company's objectives, the easier the objectives are to achieve. Effective communications must be multi-directional, flowing down from management, up from the operating levels, and from staff to staff. Information can be oral or written through such channels as company newsletters or magazines, meetings or seminars, or even broadcast media. In addition, good listening skills are essential for effective communication. Comprehension with empathy is necessary to make employees feel valuable.

Today's takeovers and mergers multiply the need to utilize management communication techniques. Organizational and departmental change can affect employee behavior, and it is up to management to ensure positive behavior. Management can help facilitate change implementation by employing effective leadership skills such as not demanding cooperation, understanding employee resistance to change, and encouragement of employee participation in decision m

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el factors (like wages, benefits, job satisfaction) and favorable status of financial factors (like stock price stability, earnings per share, net worth). In spite of this evidence by researchers and profits earned by many competitors, there exist a resistance to change. Guest (1986, p. 685) points out that in countries such as the United states and the United Kingdom traditional management practices have established that control resides with management, while employee participation resides in areas covered by personnel policy. Many managers are reluctant to give up the status and privileges associated with the traditional management role. These managers are resistant to change in spite of reports that good management communication techniques result in improved performance and increased profits. Shuster (1988, p. 66) wrote that these managers have a short-term span focus and are not considering the necessity to revive productivity in the United States. Hamlin (1986, p. 14) suggested that the resistance to change was actually a fear of loss of control. It was perceived that the loss of control would lead to poor results in areas where the manager was accountable. Poor results would threaten the manager's standing in the o
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Some common words found in the essay are:
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Approximate Word count = 1981
Approximate Pages = 8 (250 words per page)

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