Business Administration and Organizational Behavior Paper Example

Svensson, G., & Wood, G. (2005). Corporate ethics in TQM: management versus employee expectations and perceptions. The TQM Magazine, 17(2), 137-149. (From the proquest website)

The journal aims at exploring the organizational behavior and functionality from the topmost office down the hierarchy. The article also describes the corporate ethics considered in enhancing the capacity of total quality management (TQM). According to the report, corporate ethics are determined by a company culture and company goals among other firm internal forces. However, business ethics are influenced by external environments from company to marketplace. Based on the article, therefore, a firm internal functionality will be examined to show how ethical measures are adopted internally towards achieving company set objectives.

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For any business to expand in both size and operations, then there must be effective communication between the managerial team and the subordinates. There must be an excellent mechanism in which duties are delegated across the levels. There must be an expertise on the set targets to be achieved, and every employee has to know the goals of the company based on profits and customer satisfaction (Schwartz, 2007). Company goals and strategies have to be explained in detail to every employee so that they can align their objectives in line with the company's objective. Therefore, engaging the employees through internal communication plays a key role in making the member of staff educated, informed and motivated.

How W.I.S.E Approach is applied Business Administration

The W.I.S.E Approach is practical and straightforward to use in analyzing the impacts of critical analysis in Business Administration. It can be used to analyze the desire by the management to improve and turn around things at the administrative level (Rich, 2014).

Wonder

It is important for the administration to strategize the key challenges affecting the staff and the entire administration. For effective critical analysis of the challenges, the approach involves identifying them and trying to analyze why they occur in the first place. It involves thinking about what can be improved.

Investigate

It involves analyzing the challenges highlighted, and trying to analyze the reasons why they even occur. This stage involves the management trying to consider all the alternatives. The management for better judgment acquires evidence of the occurrence of the risks.

Speculate

Here, the management then forms a theory on the challenges facing the corporation especially the staff and their performance. At this stage, a range of the possible risks affecting the performance of the team is evaluated. Necessary solutions are then written down to solve the problems.

Evaluate

The possible solutions to the factors affecting staff performance and management are tested. They are implemented based on the best judgment of the administration to bring the best-desired outcome.

Effects of internal communication to staff performance and overall Business Administration

Effective communication is a dominant force that plays several roles that enhances administration. It helps make it easier for the administration to manage the several departments of the business efficiently and hence at par with the success of the company. To begin with, internal communication help creates a better working environment for the staff, which in turn make administration much more manageable. A better working environment will help the corporation in avoiding high turnover rates and at the same time attracting recruits with fresh talents. An excellent internal communication strategy in a company will ensure that millennial who are known to job-hop within a short span of time are made to stay and work to help achieve the goals of the company. A robust internal communication ensures that there are constant feedback and purpose that increases employee engagement that in the end decreases the turnover rates and thus saving the company's finances. This provides efficiency in administration (Schwartz, 2007).

Secondly, internal communication helps keep the brand that promise and satisfy the customers. Through efficient business administration, the staff is inspired and made to work towards the achievement of the company's goals. Communicated goals in association with the well-informed and trained staff will significantly improve the customer's encounter with the brand, which in turn, enhance the revenues for the firm. According to Cascio (2018), 90% of companies in 2018 expect to compete on the grounds of customer experience, which has risen from 42% five years ago. Thus, the best way in which the administration can ensure there is great customer experience is through effective internal communication with the staff since great brands are built from inside out. When the employees are satisfied and confident, then this will be mirrored directly onto the customers of the business.

Thirdly, internal communication helps the administration to hold everything together in times of crisis in the business. This is because timely communication is vital to mastering any internal or external crisis that may accrue to the entity (Rich, 2014). The way the staff and the stakeholders view the crisis positively either negatively or neutrally will be a significant factor on whether it will develop into a full-blown stage. Therefore, internal communication can help steer the employee's perception of the incident, and thus support both the short-term and long-term crisis management. Short-term management will involve with addressing the situation, whereas long-term management will entail coming up with plans more focused on preserving the company's reputation and implementing measures that may prevent such incidents from occurring in the future (Rich, 2014). Thus, by putting the administrative structure, channels, and plans before the incidence hits, internal communication will ensure the crisis is handled well irrespective of its size, reputation or the industry of the company.

Lastly, it helps empower and support the middle management. Most companies pass information down their hierarchies from top to down. This might result to delays in information reaching those down the hierarchy, thus leading to delays and limited or no feedback and complete dependence on the individual efforts of each player in the chain. Internal communication can make this chain more effective.

Conclusion

Effective communication thus makes overall administration of the business more accessible. It brings together the top executives, management, employees, external stakeholders and customers of the business. It is a powerful tool that directly enriches the employee's lives, motivating them and thus in a way increasing the customer satisfaction increasing profitability and the overall performance of the company. Internal communication has become a key business function that inspires and aligns the entire organization. Furthermore, internal communication makes the staff feel that they are part of the organization, which motivates them making them perform better.

References

Cascio, W. (2018). Managing human resources. McGraw-Hill Education.

Du Preez, R., & Bendixen, M. T. (2015). The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay. International Journal of Bank Marketing, 33(1), 78-91.

Rangus, K., & Slavec, A. (2017). The interplay of decentralization, employee involvement and absorptive capacity on firms' innovation and business performance. Technological Forecasting and Social Change, 120, 195-203.

Rich, P. B. (2014). The impact of the relationship between ethical leader behavior, transformational leadership, and organizational performance moderated by organizational hierarchy (Doctoral dissertation, Capella University).

Schwartz, M. (2007). The "business ethics" of management theory. Journal of Management History, 13(1), 43-54.

Svensson, G., & Wood, G. (2005). Corporate ethics in TQM: management versus employee expectations and perceptions. The TQM Magazine, 17(2), 137-149.