The Evolution of Internal Communication Essay Example

heavily on leadership that demonstrates commitment and trust. Additionally, highly educated employees require a clear understanding of their job importance and value in the company in order to become motivated. Taylor (1914) argued that effective management is based on defined laws, rules, and principles, but critics pointed out that his observations did not include the need for communication. In today's modern world, management without communication would be unsustainable. Therefore, management theory and effective communication are closely intertwined. The purpose of this study is to briefly explore how organizational communication has evolved from a rigid Classical Approach in the beginning of the 20th century to the more flexible Human Resources Approach in the 1970s.The ways in which various approaches have influenced the inner workings of organizations will be examined, as the concept of a living system replaces that of a machine. According to Morgan (1986), the limitations of mechanical-based views on organizations have caused many organizational theorists to shift towards biology for organizational ideas. As a result, organization theory has evolved into a form of biology, where the distinctions and relationships between molecules, cells, complex organisms, species, and ecology mirror those among individuals, groups, and organizations (p. 40-41). The second objective is to use a quantitative research survey to determine if certain internal communication methods, digital or analog, are better suited for disseminating various types of messages. Larry Weber (2009), who has spent much of his professional career developing global communication companies, asserts that the communications industry is rapidly moving in a digital direction. Those who comprehend this shift will communicate more effectively than those who do not. Finally, the data collected will be analyzed and

processed to create a "communication tip sheet" that managers of the organization can refer to as a guide in choosing appropriate communication channels.The 'Communication Tip Sheet' will utilize statistical formulas from De Vass (2002) to illustrate how different variables in messages (such as formality, informality, positivism, and negativity) impact communication in today's workplace. The paper is divided into sections 2-5. Section 2 contains a literature review related to the study. Section 3 outlines the scope and research methods used in the study, ensuring confidentiality and unbiased information gathering. Section 4 discusses the results of the study, covering major research questions. Lastly, sections 5 includes the conclusion, limitations, and recommendations for Company. The literature review explores how internal communication has evolved in organizations and relies on three foundational pillars: classical approaches that view organizations as machines and emphasize rational communication (Tailoring, 1911); human relations and human resources approaches that prioritize communication between employees and management (The Hawthorne Effect, 1939).The Human Resource Approach (1950) emphasizes the importance of communication in encouraging idea flow. The evolution of organizational communication shows that classical management theory, including Frederick Taylor's Theory of Scientific Management, has practical and social implications. "Organizational Communication" was formed through an amalgamation of theories from the early 20th century, including those put forth by Taylor, Weber (1922), and Payola (1937) in "Classic Management Theory." This paper focuses on Taylor's Theory of Scientific Management as the genesis of Classic Management Theory.According to Cole (2004), F. W. Taylor, depicted in Figure 1, was a hands-on manager who used his scientific and rational principles to prescribe approaches for organizational functioning while emphasizing on quantifying outcomes. In order to understand the

application of Taylor's principles in classical organizations, we will refer to his seminal work and other relevant literature. As a scientific manager, Taylor (1911) believed in a hierarchical and task-based approach to communication in organizations, with a focus on increasing productivity. For example, in one of his experiments, he instructed a manager on how to handle mentally sluggish workers by diverting their attention away from hard work and towards high wages. However, Truckor (1992) argued that Taylor's ideas contributed to making American management excessively bureaucratic because of the centralization of power and machine-like task focus leading to managers being disconnected from the managed.The bureaucratic overhead found in traditional organizations leads to a distinct communication pattern, characterized by Miller (2011) as primarily top-down, formal, task-related, and written (p.34). Hartley & Brinkman (2002) identified three distinct communication flow dimensions present in all organizations: downward, upward, and horizontal communication (p.2). As a result of these factors, the environment of classical organizations is often perceived as sterile (Miller, 2011, p.31). Internal communication is a high priority in modern organizations but was a low priority concept in classical organizations. Internal communications is defined by Above and Till (2000) as "the exchange of information and ideas within an organization" (p.7), which traditional organizations meet on a basic level. However, Argentina (2003) argues that internal communication is essentially about creating an atmosphere of respect for all employees within the organization (p.128).The literature related to Tailoring indicates that communication in this approach did not prioritize the respect for employees but rather aimed to empower managers. In a similar vein, Welch (2011) proposed that internal corporate communication is a set of organizational practices that

foster employees' comprehension of the company's goals and allows them to relate to its values. By this definition, Tailor's classic organizational model fulfills only half of the necessary criteria since identifying with the company's values was not a primary objective. This impersonal perspective on managing early organizations prompted critics to seek alternative views on how best to manage. Consequently, as we will observe, these alternative theories quickly gained acceptance once their tenets became publicized. The subsequent paradigm in communication theory is known as the "Human Relations Approach" or the Hawthorne Effect. This approach was promptly embraced by many of Tailor's detractors, despite being heavily influenced by the Theory of Scientific Management. According to Wickerwork ; [insert name],...

According to Bending (2000), the Hawthorne report gained rapid acceptance because it presented an alternative scientific approach that appealed to those critical of Tailor's mechanical view of workers. In 1924, the managers of the Western Electric Company's Hawthorne plant conducted experiments to test the correlation between illumination and productivity, in support of their "Totalistic management hypothesis." The results showed that both increased and decreased lighting had an impact on productivity, which perplexed researchers and led to the discovery of a new theory. According to Rotisseries and Dickson (1939), improved relations between workers and management were the most influential factors in the continual increase in output. Adair (1984) confirmed these findings, which were also observed by French researchers who noted an increase in production related only to special social position and treatment.01 Rotisseries and Dickson identified that the women in the relay room demonstrated a significant increase in worker output, as seen in Figure 2. This increase was attributed

to frequent interaction with management and the strong social bonds formed among the five operators throughout the study. These social connections allowed for the sharing of stories and experiences, resulting in increased productivity. Farce et al. (1977) further suggested that maintenance-related communication, which focuses on maintaining human relationships through social topics, can enhance worker productivity. Figure 2 depicts a photograph of the relay assembly room. According to Rotisseries and Dickson (1939), industrial organizations serve two main functions, one being primarily economic and the other involving the maintenance of employee relations and cooperation, which is paramount. Many researchers, including Finch and Alexander (2010), support this finding and have found that employees who are engaged in their workplace perform at a higher standard and derive greater satisfaction from their job. Harvard University Press holds copyright to "Management and the Worker" by F.J. Rotisseries and William J. Dickson (1939), page 19.The reason why companies such as Google and Backbone construct office complexes with a variety of amenities, including play areas, cafes, coffee bars, and open kitchens, is to create the happiest and most productive workplace in the world. This type of reasoning is based on the human relations school of management theory, which was founded on the results of the Rotisseries study. This shift in management philosophy changed productivity from viewing workers as "cogs in a wheel" to recognizing them as social beings. Additionally, there was a focus on workers contributing to the workplace through their thoughts and participation in organizational functioning. This approach, known as the human resources approach, is considered the next step in how organizations communicate effectively. Unlike the Hawthorne Studies that caused an

inflection point towards this theory, the human resources approach was a natural evolution in management philosophy.

According to Miller (2011), the human resources approach integrates classical and human relations approaches to organizing. It acknowledges the importance of acknowledging individuals' feelings and recognizes the significance of individual labor for achieving organizational goals. The approach also emphasizes the cognitive elements that employees bring to the table through their thoughts and ideas. Miller hypothesized that concerns about an increasingly complex business environment and job requirements led to the development of this approach in the 1900s. This thinking was supported by other social scientists, including Moscow (1943) and McGregor (1960), who found that human beings require more than just a social relationship with co-workers to be fulfilled. Measles' Theory of Human Motivation, which was published in 1943, was influential in promoting the Human Resource Approach.

Innovative research has shown that socializing increases productivity due to the human need for relationships, supporting The Hawthorne Effect. However, Moscow's 1943 findings indicated that the desire for self-actualization is paramount, but can only be fulfilled when employees are empowered to contribute creatively to their work environment (Figure 3). This highlights the main difference between the Human Relations Approach and the Human Resource Approach. Munchkins (2006) also supported the Human Resource Approach by stating that fulfilled needs no longer dominate behavior, necessitating the fulfillment of higher needs such as contributing thoughts and ideas. Moscow's theory is essential to our understanding of internal communication because all needs must be satisfied in a hierarchical order before advancing to the next phase. McGregor (1960) proposed that effective employee motivation during each phase can help determine which higher-order needs

have been met at work.In 1943, Moscow identified five fundamental needs that humans must fulfill to achieve self-actualization: Physiological (such as breathing and food), Safety (including shelter and protection), Relationships (such as friendships and collegiality), Self-esteem (which includes achievement and respect of others), and Self-actualization (which involves creativity and problem solving). McGregor analyzed Measles' work and concluded that with appropriate conditions, an abundance of creative human energy could be unleashed in the organizational setting. McGregor noted that egoistic needs, particularly those related to self-esteem, such as self-confidence, independence, achievement, competence, and knowledge, should be met after fulfilling social needs. Providing opportunities at work not only allows for social satisfaction but also for the fulfillment of higher level needs. If these needs are not satisfied, workers are at a disadvantage, with their behavior reflecting the deprivation they experience in the workplace. Organizations wanting their employees to perform at their peak should offer all available opportunities for them to meet these needs.

To truly empower a human resources approach, more than basic changes in communication patterns are required. Management must understand that the most productive worker will need to reach self-actualization by contributing their thoughts and ideas and receiving recognition for their efforts. According to a recent study by Butts et al. (2009), involvement will not lead to changes in performance unless employees believe they can make a difference. Therefore, employers should make a meaningful attempt to help all employees attain self-actualization, as it has a direct impact on the bottom line.

In summary, Pain (2002) explained that at the beginning of the century, F.W. Taylor attempted to use scientific management to quantify every unit of output,

resulting in communication flows in a predominantly downward direction, as directives flow from management to workers. However, Cliff (1970) argued that this quantitative approach to management was counterproductive since types of productivity are often "impractical or non-economic to measure" (p. 10-11). Nevertheless, this focus on output shifted as managers discovered that communication and human contact should be an integral part of the workplace.

Table 1 shows that in the second stage of internal communication, the human relations approach places importance on both vertical and horizontal communication. This approach recognizes that social interaction between workers is necessary for productivity, as shown by experiments at the Hawthorne plant of the Western Electric Company in Chicago. Despite criticism that the Hawthorne effect is a placebo, human relations theorists believe that horizontal communication among employees is just as vital as downward communication in achieving organizational goals. The human resource approach arose in the 1900s and continued into the 2000s as it became apparent that the Hawthorne effect alone was insufficient to keep workers engaged. The increasing complexity of industrial tasks contributed to worker disengagement and companies began focusing on encouraging idea flow from all levels within the organization.According to the Resurvey of 2014, Leon Musk, the CEO of Tests Motors, expressed that companies are realizing the potential of entrepreneurs and their innovative mindset in improving efficiency, benefiting the bottom line, and creating new ideas from scratch.