Essay On Business Professionalism

Introduction

Business Professionalism-Free Essay Examples

This has been explained in this article that every organisation ensures to focus on the right practice to maintain appropriate and good internal communication. It results in an improvement in positive performance. This results in possible imagination to improve communication and eliminate any conflict chance. There are many chances of conflict in today's competitive and changing business environment. One of the main reasons behind the conflict is different types of opinions among people. Many people cannot accept the different opinions of other people. There is an important role of organisational communication in developing a good culture. Organisational communication supports the development of understanding in people's minds, accepting others' views, and presenting their own views and doubts (Nwata, Umoh, G. & Amah, 2016). This is presented in this article that conflict is something which might lead to destroying the authority of management. However, researchers in the early year explained that conflict could have positive and negative sides. Organisational communication enables internal level staff to eliminate the chance of dangerous practices and conflicts (Spaho, 2013). Conflict management is ensured with the support of appropriate organisational communication to develop a good culture within the whole organisation. Management and employees of the organisation gain the right chance to identify the conflict and resolve all of the challenges easily.

 

 

This has been represented in this article that organisational culture and knowledge sharing as the important practices of every organisation to ensure effective communication and business procedures. Organisational communication is an important system to share values and norms to define all of the appropriate attitudes and behaviours of members. This leads to motivation with improvement in the knowledge base. There is an important role of organisational communication, incentives, and information in incorporating dimensions of organisational procedures into the combined approach to positive organisational culture (Chang, and Lin, 2015). These improve the organisation's culture by easily sharing and learning the common practices of business.

 

Organisational communication motivates the employees to share their knowledge and contribute on a regular level to the central knowledge base of an organisation. This leads to ensuring the improvement with change to executing the right procedure, including sharing, learning, analysis, and many others. Organisational communication enables representing the right interaction, developing valuable insights about the internal staff, and effectively managing and maintaining knowledge assets. The important and critical role of information technology, business culture, and business communication is to facilitate appropriate aspects of organisational culture and knowledge management.

There is a joint interaction between organisational communication and organisational communication with the involvement of the right business procedures to ensure knowledge management (Conrad & Poole, 2012). Organisational communication supports incorporating the inter-relations in a model and investigating the right business procedures sequence with knowledge-sharing rewards. It results in different organisational cultural fit for employees to remain engaged within the production and knowledge-sharing procedures. Whenever an evaluation procedure is executed before a learning procedure, there will be culturally fit employees every time in an organisation.

 

Innovation is recognised as the important key to ensuring the survival of an organisation. This study represents that innovation is an important support of interest to every researcher and practitioner. One of the important organisational culture models is recognised as Schein's multi-layered model. This provides an important approach to thinking about procedures which develop innovation based on internal communication. It has been stated that organisational communication supports identifying differences between varied organisational culture layers. Organisational communication provides a tractable explanation of the cultural procedures which support innovation in an organisation, particularly in service organisations. There is limited research on this model despite the intuitive appeal and practical value of the Schien conceptual framework (Hogan, and Coote, 2014).

This article has represented the detailed rationale for the empirical model based on Schein's conceptual model. It has gathered 100 organisations' data to present a suitable empirical context for the model test. This supports the hypothesised relations. Results represent that layer of organisational communication, norms, artefacts, and innovative behaviours lead to medicating the impacts of values which develop business culture and support the innovation to measure the performance level of an organisation. This article is based on implications for practice and theory specifically to represent the business link between business communication and business culture in professional services organisations, which fosters innovative behaviour. 
In today’s context of globalisation as well as technical, there is an important role of organisational communication to ensure the development of good culture. It is developed based on a deeper knowledge base which works as the reform paradigms like effective governance, new public management, and smart governance that represent the important interest of the public sector reformists. This article has represented relations between organisational communication and good culture that includes different elements such as communication between employees, awards, leadership, learning, and development. These support the organisation to ensure socialisation and transfer of knowledge within the governmental organisations in Dubai. This has been identified based on theoretical approaches that measurement of impact becomes very easy with questionnaire survey in governmental entities of Dubai. 

 

This has been represented in the article that socialisation plays the moderating role within every hypothesised relation except between procedure and knowledge transfer practices in the Public sector of UAE and Dubai. Organisational communication plays a significant role in developing good culture through knowledge transfer. This leads to developing the space for everyone to work together and accomplish collective business and individual goals. Improve organisational communication is ensured by supporting an organisational culture that presents openness in conversational channels and social networks (Rahman et al., 2018). Organisational communication between employees supports to development of trust as the important predictor of an effective knowledge transfer procedure which results in the development of positive organisational culture. 

 

 

Employees and management of an organisation ensure to recognise the significance of strengthening international communication. Organisational communication is significant to building a good culture with transparency between every employee and management as it ensures engagement per the business's priorities. This article has represented different types of findings with executives of public relations to represent the growing role internal communication plays in developing employee engagement with good culture. All executives apply different communication approaches, such as face-to-face communication, to ensure and communicate with all employees (Mishra, Boynton, and Mishra, 2014).

Executives of Selected communication strategies of executives aim to develop trust as well as engagement with employees. These find themselves in the expanded objective of ensuring employee engagement. Organisational communication supports every employee with a good culture characterised by open communication. This supports taking care of every employee, developing trust with positive communication efforts, and demonstrating respect for every employee to act with integrity in the development of employee relationships. Every employee trusts the management to the extent that they demonstrate honesty, support, transparency, caring, and willingness for everything. Organisations are trusted based on the treatment of customers and employees that remain the best whenever it comes specifically from the management as present good culture (Mumby, 2012).

Strong organisational communication is directed with the support of good culture and engagement of employees. This includes two ways to ensure and exchange information. It takes place between management and employees. Internal communication promotes engagement of employees to a positive degree in which everyone becomes attentive as well as remains absorbed in the performance of specific roles. This provides necessary knowledge about the job and business with an opportunity to become advocates with customers that, in turn, improve the reputation and culture of the whole organisation. Organisational communication strategies like storytelling, coaching, and informal communication ensured a higher level of employee engagement and improved trust and culture. These lead to improving the satisfaction level of consumers.

 

Organisational communication is an important component of merger and acquisition performance (Angwin et al., 2016). This has been presented in this article. Little research has been completed to present the link between organisational communication approaches, M&A outcomes, and culture. It includes a systematic empirical study to evaluate the necessary link between approaches of communication, results of M&A, and culture. This is a typology to evaluate necessary interaction among procedures, communication content, and results of M&A. All the findings are important as they present the impacts of organisational communication practices in developing good business culture and the right procedure for M&A. Research in this article has gone beyond western developed nations. It includes the significance of communication practices in practices of M&A. It extends the earlier findings on the significance of post-acquisition integration conversation in contexts of Europe and the US to represent the significance of communication throughout the entire procedure of M&A that leads to the development of good organisational culture.

 

Organisational communication is recognised as the important and necessary backbone of M&A success and the prime reason for developing good organisational culture. Researchers have ensured to develop high strides to ensure development and refine conceptualisations with an explanation of important communication approaches during M&As practices. Organisational communication within the literature of M&A has couched within the wide terms like open communication as well as effective communication with the thumb rule that a higher level of communication is significant that leads to ensure the development of good culture in a business. The appropriate level of business communication minimises any uncertainty, guides the whole business throughout the development of good culture, and improves the post-M&A commitment to business with higher success rates.

 

This article has presented that inappropriate communication is anticipated to present a higher level of ambiguity and insecurity in a job, a lower trust level and negative business culture. The significant result of prior work refers that communication types may operate. Differently commitment of the employee to M&A may present different implications regarding the performance of M&A. Different communication dimensions influence performance, and culture influences the performance of M&A at a different level. However, scholars have not empirically examined the link between many communication strategy dimensions and the performance of M&A. This shows that the relationship between communication, culture, and outcome of M&A remains untested relatively. The exact communication role and procedures by which it influences the performance of M&A are not represented. By taking all these kinds of debates altogether, it is significant to evaluate the link empirically between different types of communication strategies and the performance of M&A to represent the procedure through which the culture of an organisation is influenced. This article includes types of communication with their significance in ensuring a good business culture and positive outcomes in M&A.

 

 

Based on the annotated bibliography, I have identified the significance of organisational communication to ensure the development of good culture. I have identified that organisational communication represents the positive interaction between all procedures of business with the identification of employee practices. I have researched and found that organisations face many challenges in evaluating communications as extended to the earlier findings on the development of business culture. I have observed that communication is effective whenever utilised appropriately throughout every practice in the organisation.

Angwin, D.N., Mellahi, K., Gomes, E. and Peter, E., (2016). How communication approaches impact mergers and acquisitions outcomes. The International Journal of Human Resource Management, 27(20), 2370-2397. Available at: https://sci-hub.se/10.1080/09585192.2014.985330

 

 

Chang, C.L.H. and Lin, T.C., (2015). The role of organisational culture in the knowledge management process. Journal of Knowledge management. 56(9), 56-62. Available at: https://sci-hub.se/10.1080/0309877X.2018.1448928

 

 

Conrad, C., & Poole, M. S. (2012). Strategic organisational communication: In a global economy. John Wiley & Sons. Available at: https://1lib.in/book/21579462/b7cc8f

 

 

Hogan, S.J. and Coote, L.V., (2014). Organisational culture, innovation, and performance: A test of Schein's model. Journal of business research, 67(8), 1609-1621. Available at: https://www.sciencedirect.com/science/article/abs/pii/S0148296313003342

 

 

Miller, K., & Barbour, J. (2014). Organisational communication: Approaches and processes. Cengage Learning. Available at: https://1lib.in/book/5335265/2ad23e

 

 

Mishra, K., Boynton, L. and Mishra, A., (2014). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183-202. Available at: https://sci-hub.se/10.1177/2329488414525399

 

 

Mumby, D. K. (2012). Organisational communication: A critical approach. Sage. Available at: https://books.google.co.in/books?hl=en&lr=&id=n-Qo0sZJC2oC&oi=fnd&pg=PP1&dq=Mumby,+D.+K.+(2012).+Organisational+communication:+A+critical+approach.+Sage.&ots=DsV6UnFrPg&sig=VWCwZTr4Uz0J-TbswoHDxmFs_ug&redir_esc=y

 

 

Nwata, U. P., Umoh, G. I., & Amah, E. (2016). Internal organisational communication and employees' performance in selected banks in Port Harcourt. International journal of novel human and social sciences research, 3(3), 86-95. https://www.researchgate.net/profile/Edwinah-Amah/publication/322640856_Internal_Organizational_Communication_and_Employees'_Performance_in_Selected_Banks_in_Port_Harcourt/links/5a65dd84aca272a158200d01/Internal-Organizational-Communication-and-Employees-Performance-in-Selected-Banks-in-Port-Harcourt.pdf

 

 

Rahman, M. H., Moonesar, I. A., Hossain, M. M., & Islam, M. Z. (2018). Influence of organisational culture on knowledge transfer: Evidence from the Government of Dubai. Journal of Public Affairs, 18(1), 1696. Available at: https://sci-hub.se/10.1002/pa.1696

 

 

Spaho, K. (2013). Organisational communication and conflict management. Management: journal of contemporary management issues, 18(1), 103-118. Available at: https://hrcak.srce.hr/clanak/153271