Management Communications with Employees

Management's most important job is communications. If a manager can clearly communicate what is expected and explain the facts that make the expectations valid, no reasonable man will fail to accept the expectations and seek to achieve them.

It is true that management must communicate with its employees, its customers, its vendors and its owners. Management and its employees have a unique relationship upon which depends the success of the organization as a whole. To be effective, management must indeed communicate its goals and objectives, how it intends to accomplish those items, and on what those items are based. It must communicate accurately and in a timely manner how the organization is doing, what the responsibility of each member of the organization is, and provide feedback as to whether or not individuals and groups are meeting their responsibilities.

However, management cannot assume that just because it has communicated its agenda, that everyone will automatically fall into step behind it. There are a number of reasons why this is not so, but the underlying cause is that employees are individuals, with their own interests and objectives, and there are times when the goals of the organization and the goals of the individual are not going to mesh.

For example, management might communicate that it needs additional overtime from its employees in order to meet its objectives. In the short-run, employees might be glad for the additional income, and be willing to

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must communicate to management that there needs to be a limit to the program, that some improvement in the causes that led to the shortfall must be seen, and that individuals who are unable to make the personal sacrifices, because of families or whatever other reasons, should not be penalized. If management is the only side communicating, it is not communicating so much as dictating. Without effective communications, organizations are virtually assured of long-term failure. With effective communication, organizations can improve the likelihood that they will be successful in achieving their desired results. But communication is only the beginning. Action, on the part of management and on the part of employees, must complement the communication, and the communication must make clear what the results of those actions are. Management must also realize that its long-term goals and the long-term goals of its employees may be similar (the continuation of the organization), but that there may be significant differences in the short-term objectives that are used to obtain those goals. Is it possible for a high level manager to become so well accepted as a leader by the group he supervises that he fails to meet the objectives of

Category: Business - M