The paper "Upward Organizational Communication" is a good example of a business assignment. There is a substantial quest to understand the importance of upward communication within an organization. Although most communicators argue that upward communication is essential, there have not issued a significant step in which upward communication can be used to improve organizational performance. The purpose of this study is to develop a substantial methodology that will measure the steps required to maintain an effective system of upward communication within an organization. 2.0 Introduction Upward communication is considered the most fundamental step towards organizational l success in performance.
This is why today most organizations are investing heavily in building a network both internally and externally to facilitate effective business communication (Broom, 1990). Efficacy in upward communication ensures that an organization is at its best perspective in marketing itself. This can be achieved through using communication in creating a favorable brand image enhancing communication with both the public and media (MacDonald, 2003). Communication guarantees that management is able to motivate and guide their staffs thus shaping their organizational culture. With substantial upward effective communication, employees are able to understand and work towards achieving organizational goals, culture, strategies and visions. In the establishment of a firm organizational structure, it is very essential to have a well-developed communication channel.
From a managerial level, it is important to develop a strong communication hierarchic so as to link all staffs in a predesigned communication chain. It is this kind of hierarchical system that an organization is able to focus on its organizational procedures thus imposing strict measures on the flow of information from one person to another. The flow of upward effective communication entails the flow of decisions and direction from a higher level (management level) to a lower one which comprises of staffs and personnel (MacDonald, 2003).
Bargiela-Chiappini, F., and Nickerson, C. (2003). Intercultural business communication: A rich field of studies. Journal of Intercultural Studies, 24(1), 3-15.
Beamer, L. (1995). A schemata model for intercultural encounters and case study: The emperor and the envoy. Journal of Business Communication, 32(2), 141-161.
Broom, G., and Dozier, D. (1990). Using research in public relations: applications to program management. Upper Saddle River, NJ: Prentice Hall.
Creswell, J. (2003). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage Publications.
Du-Babcock, B. (2006). An analysis of topic management strategies and turn-taking behavior in the Hong Kong bilingual environment: The impact of culture and language use. Journal of Business Communication, 43(1), 21-42.
Gunnarsson, B. (2000). Discourse, organizations and national cultures. Discourse Studies, 2(1), 5-33.
Hon, L. (1998). Demonstrating effectiveness in public relations: Goals, objectives, and evaluation. Journal of public relations research, 10(2), 103-135.
House, R. J. et al (2004). Culture, leadership and organizations: the GLOBE study of 62 societies. Thousand Oaks, CA: Sage.
Kim,Y. (2002). Unum vs. pluribus: Ideology and differing academic conceptions of ethnic identification. In W. B. Gudykunst (Ed.), Communication yearbook 26 (pp. 298-325). Mahwah, NJ: Lawrence Erlbaum.
MacDonald, F. (2003). Proving communication impacts business performance. Strategic communication management, 7(6), 28-33.
Moran, S. (2004). Managing cultural differences: Global leadership strategies for the 21st century (6th ed.). Amsterdam, the Netherlands: Elsevier/Butterworth-Heinemann.
Preston, P. (2005). Nonverbal communication: Do you really say what you mean? Journal of Healthcare Management. Vol. 50, 2: 83-88.
Ritter, R. (2003). The use of balanced scorecards in the strategic management of corporate communication. Corporate communications: An international journal, 8(1), 44-59.
Varner, I. (2000). The theoretical foundation for intercultural business communication:
A conceptual model. Journal of Business Communication, 37(1), 39-57.
Spencer-Oatey, H., and Xing, J. (2003). Managing rapport in intercultural business interactions: A comparison of two Chinese-British welcome meetings. Journal of Intercultural Studies, 24(1), 33-46.
Zaidman, N. (2001). Cultural codes and language strategies in business communication:
Interactions between Israeli and Indian businesspeople. Management Communication
Quarterly, 14(3), 408-441.
Varner, I., and Beamer, L. (2005). Intercultural communication in the global workplace (3rd ed.). Boston: McGraw Hill/Irwin.
Ting-Toomey, S. (2005). Identity negotiation theory: Crossing cultural boundaries. In
W. B. Gudykunst (Ed.), Theorizing about intercultural communication (pp. 211-233).
Thousand Oaks, CA: Sage.
Shin, C. I., and Jackson, R. (2003). A review of identity research in communication theory: Reconceptualizing cultural identity. In W. J. Starosta & G.- M. Chen (Eds.), Ferment in the intercultural field: Axiology/value/praxis (International and Intercultural Communication Annual, Vol. 26, pp. 211-240). Thousand Oaks, CA: Sage.
Scollon, R., and Scollon, S. (2001). Intercultural communication: A discourse approach (2nd ed.). Malden, MA: Blackwell.
Poncini, G. (2002). Investigating discourse at business meetings with multicultural participation. International Review of Applied Linguistics, 40(4), 345-373.
Rogers, P. S., & Dufey, G. (2003). Intercontinental Resort Bali case (ABCC-2003-002).
Singapore: Asian Business Case Centre, Nanyang Business School, Nanyang Technological University, Singapore.
Poncini, G. (2003). Multicultural business meetings and the role of languages other than English. Journal of Intercultural Studies, 24(1), 17-32.
Mathew, W. et al. (2003) Communication and Organizational Crisis. Westport, CA: Praeger, p.297, ISBN 978-1-56720-5234.
Wilson, D. (1992). Diagonal Communication Links within Organizations. The Journal of
Business Communication 29:129-141.
Weiss, T. (1997). Reading culture: Professional communication as translation. Journal of Business and Technical Communication, 11(3), 321-338.
Kim,Y. (2002). Unum vs. pluribus: Ideology and differing academic conceptions of ethnic identification. In W. B. Gudykunst (Ed.), Communication yearbook 26 (pp. 298-
325). Mahwah, NJ: Lawrence Erlbaum.
Harris, P. R., Moran, R. T., & Moran, S. V. (2004). Managing cultural differences: Global leadership strategies for the 21st century (6th ed.). Amsterdam, the Netherlands: Elsevier/Butterworth-Heinemann.
Gunnarsson, B.-L. (2000). Discourse, organizations and national cultures. Discourse Studies, 2(1), 5-33.