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Change or the contemplation of change within an organization brings with it the need to evaluate and understand how this proposed change will enact upon established modes of operation, employee work flows, internal informational systems and productivity. The foregoing has particular ramifications with respect to communication as this represents the basis upon which corporations operate. On the surface, the preceding might not seem to represent a challenging issue, until one examines the fact that an organization despite its facilities, equipment and resources, is run and maintained by individuals. As such, the prospect of change as it relates to communication channels must be examined concerning its net effects upon the clarity as well as impact of its impact in terms of the varied issues that might arise in the management of individuals, and the people that are directly engaged in same, managers.
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The continued advance of technology has seen an increased reliance upon machine intelligence for all manner of functions. The continued development of software and software interfaces has created an entirely new generation of smart machines that minimize the need for human interaction in their basic everyday running mode and this represent a problem in how far this reliance on machine intelligence versus human intelligence goes (Zuboff, 1989). The critical question and underlying component that faces all organizations is the balance it needs to achieve between human intelligence and machine intelligence along with any issues that might arise as a result. Managers are the corporation's first line of communication in the administration of instructions, and adherence to same as well as all manner of policy, procedures and daily updates. Therefore, in their function as managers they must maintain an interpersonal as well as administrative contact. In performing their functions, managers must utilize effective channels of communication in the performance of their responsibilities on behalf of the corporation, those under their charge and in the achievement of goals and objectives for the departments they manage. This entails utilizing varied combinations of communication channels ranging from direct contact, written forms, audio visual aids and new technological innovations. The presence of computers and an integral aspect of corporate information systems place this technological innovation as one of the centers of communication. As such, the utilization of this medium as an aspect of communication is evident. As aptly stated by Zuboff (1989) the replacement of human intelligence with machine intelligence is done so at the expense of the human capacity for critical judgment.
Zuboff's (1989) statement thus brings us to the issue of how corporations, and in this instance, managers, should rely upon technology in the performance of their functions. Theories of management, and information systems within organizations have proponents that argue for as well as against the manner and ways in which technology can be utilized. Both approaches have their pluses as well as negative points. The issues facing corporations in their utilization of new technological innovations by managers is to understand how this varied aspects work for as well as against them and thus find a means to cause such to be beneficial.
As a frame of reference in examining the context of the concern regarding how it is important to understand the function and role of a manager. Reh (2006) defines a manager as the individual upon who rests the responsibility of planning and directing the work of a group of individuals and he adds that this includes the monitoring of their work as well as understanding the need to take corrective action when such is appropriate. In understanding that the definition of a manager is a broad context, one needs to be mindful that a manager may or may not be directly involved in managing workers directly Reh (2006). His, or her, function might entail the utilization of supervisors who actually perform this task and as such they have the direct responsibility with regard to the workers who are under his charge, yet removed. Integral with this process, whether his contact and allied responsibilities are direct or through others, the manager still needs to be familiar with the work of all of the individual of groups whom her or she is supervising Reh (2006). The foregoing means that as a result the manager needs to know as well as understand how to manage these individuals and employ all of the communication tools at his or her disposal in doing such.
The idea of communication within this context defies a simplistic dictionary explanation as it entails an organization and management. Hauser (1996) breaks this word into seven differing definitions of which three describe communication in the context of humans or organisms and the majority of these definitions indicate the effect of the communication upon the recipient. Wilson (1998) states, that communication is the continuing fragmentation of knowledge as a result of its delivery in varied forms. From the preceding, it is evident that a clear description, at least in this context, is needed in order to set the operative parameters for further examination of the questions as to the utilization of communication of managers within an organization and its effects through varied channels as a result of technological change. Thus, we shall utilize the characteristics as provided by Motley (1990), which are:
The foregoing offers a context that is broad enough, yet focused enough to fit within the framework of the subject matter. To further clarify, communication represents a process that is more complex than information (Losee, 1999), it entails processes that are comprised of multiple information sources. Communication is also subject to a number of variables in addition to just the content of the communication, it is also subject to and influenced by the mode of delivery, the environment in which it is delivered, the individuals receiving it, how it is communicated, meaning words, tone, implication, etc., and its contents (Losee, 1997).
The two preceding words within this context fit within the confines of an organization. In terms of a general definition, an organization is a group of individuals that have been organized intentionally for the purpose of accomplishing a common objective or goal (McNamara, 1999). Organizations can be or differing sizes, ranging from a few individuals to tens of thousands and consist of many divisions, departments, levels and organized groups. The process works because of the utilization of a command structure that entails as its functional component, managers. And throughout the organizational structure, communication is the process by which things are accomplished. Therefore the combination of managers, communication and the organization within which this happens is the context from which an examination of the issues that face organizations in considering the managerial use of channels of communication that are made available by technological change..
Communication is an essential aspect in how an organization conducts its business from within and as such companies are beginning to equate the varied problems in the utilization of emails as a tool. Emails within an organization have become an important component in achieving the aforementioned and the volume as well inefficient use have and are resulting in the loss of productivity. The benefits of this medium is that it allows for information to be distributed throughout the company and allows for conversation to flow back and forth between those providing the instructions and those receiving same (Smith et al, 2003). Because organizations are a structured process whereby individuals interact with each other for objectives (Emery et al, 1965, pp 21-32), they represent social processes were structured interaction is an important aspect in building morale as well as employee commitment. The competitive nature of business means rival organizations are introducing changes, methods and other techniques to add or provide a competitive edge (Hymer, 1972, p-33). As such, a company is compelled to examine, and if warranted try new modes, methods and techniques of doing business (Goldstein, 1992). This is a driving force in the increased utilization of technology, and as Zuboff (1989, p-5) indicates the computer and its allied developments in software fundamentally reorganizes the infrastructure of our material world.
Technology has expanded the modes of communication that are available for utilization in general, and these advances represent new channels that are available for utilization by managers in performing their jobs. It must be remembered that a manager's function is planning and directing the work of a group of individuals and he adds that this includes the monitoring of their work as well as understanding the need to take corrective action when such is appropriate (Reh, 2006). As such, technology has developed communication modes such as the:
all of which are additions to interpersonal communication, written forms such as letters, newsletters, departmental updates, policy directives, and meetings. The preceding are and have been organizational and management communication modes that have been around for decades and still represent the core of organizational communications. Newer modes of communication have worked there way into the communications matrix and are and have supplanted the more traditional means. And herein lies the issue that faces organizations and managers as these newer modes distance the manager from their subordinates in terms of interpersonal contact and familiarity in addition to adding complexities within employee functions as a result of utilizing these new technology modes.
Mintzberg (1975) poses the question of whether managers are utilizing information effectively. Some proponents argue that the organization needs to take control and thus place more reliance in the utilization of smart machines (Simon, 1976), (March et al, 1958). Simon (1976) and his associates seem to see things much in the same manner as Zuboff, (1989). Zuboff (1989) see humans as utilizing machines to aid in the productivity of their work through exploiting the capacity of information. The opposing view, which also finds Zuboff (1989) in this corner, is that she recognizes that people will utilize technology as they deem fit with regard to protecting their interests or goals and lets them be. Thus, she does not offer a direction but does state the replacement of human intelligence with machine intelligence is done so at the expense of the human capacity for critical judgment. Zuboff (1989) Daft (1983), along with Weick (1983) see organizations as interpretive systems a they stated that they must make interpretation and that managers need to wade into the swarm of events that constitute and surround the organization and thus take an active role to bring order to the situation. The preceding sees that human have an intelligent capacity and thus the organization is a product of people, rather than the other way around. At the core of the foregoing are the new technological channels such as intranets and email that introduce issues and complexities into the managerial communications.
Markus (1994) brings forth the idea that social processes that surround the utilization of media are what bring about its use, rather than the media methodology itself. Email constitutes such a mode and while its use enables managers to reach either singular or mass numbers of individuals quickly, it is also been found that reliance upon it also distances them from interpersonal contact and the advantages of being in touch with subordinates. While offering the advantages of being instantaneous, along with its other attributes, email also has brought up considerable other negative aspects. It poses an opportunity for subordinates to utilize the method for personal use as well as its other negative aspects:
The last finding is a critical aspect of the utilization of technological channels and the issues entailed. Burgess et al (2005) argue that it is important to have managers understand the benefits as well as negatives in utilizing new technological communication modes so they understand that too much reliance upon them can have an adverse effect in their managerial effectiveness. The ease of composing and sending of varied emails as opposed to the planning and content that comprises either face to face or group meetings means that many email communications could be better planned and thought through. Burgess et al (2005) point out that some of the more prevalent problems associated with emails in addition to the aforementioned 'interruptive' aspects are:
It has been uncovered through research that 65% of emails did not provide the receiver with enough information to act upon, thus making the communication virtually useless as well as ambiguous (Kimble et al, 2001).
Copying other parties on emails as a means to covered themselves was also found to increase the volume of emails, and that many of those thus targeted had little end use of this activity as well as being overloaded with additional emails to wade through, this includes employees as well as managers.
The medium was found to best utilized for communications of low ambiguity, whereas interpersonal contact better suited information of high ambiguity (Valacich et al, 1993).
The volume of emails imposes a decision upon individuals as which to regard to which to read, keep and or to discard. The associated problem is that the large volume of emails thus retained made it difficult for employees to retrieve information for reference at later dates thus adding to a loss in productivity in conducting their email search.
The advantages of email communication can result in:
To utilize emails more effectively, it has been uncovered that managerial and employee training can improve the efficiency of the medium through the elimination and or reduction of email defects (Burgess et al, 2003). It was found that making emails more to the point increased efficiency, as well as keeping communications short, concise and utilizing bulleting to list differing areas. Organizational theory understands as well as recognizes the central role information plays in companies (Choo, 1991). Within this context managers need to be aware of the human side of the equation in utilizing technologically driven communication systems, and thus reach some sort of balance.
Conclusion
The advance of technology will continue to pose and present both advantages as well as problems for corporations as they equate the means via which they will weave these innovations into their operational matrix. And these advances will continue to pose benefits as well as drawbacks for the manager as he or she utilizes these tools in the attempt to improve their own operational efficiency as well as maintain and strengthen ties with those under their responsibility. Simply stated, the issues that technological change brings and will continue to bring to the communication channels managers utilize are an ongoing parameter. Technology has already created distance between managers and their subordinates and this raises cause for concern as managers oversee, guide, direct and interact with those under their charge to improve performance. This hands-on connection, regardless of either how intense or remote it is, is an important function and herein lies the source of concern, how much does the utilization of technology in the communication channel for managers either improve or disintegrate the quality of management.
Jackson et al (2003) pointed out the interruptive nature of emails in its sidetracking of employees from their immediate task and the time it takes for them to recover from the effects of reading and digesting the email before resuming where they left off. The ease of communicating in this manner, Jackson et al (2003) added results in an over utilization of the medium that has the potential to relegate important communications to a lesser status. This phenomenon will continue in terms of other forms of technological innovation unless management understands the manner in which to utilize various forms of communication channels to achieve maximom effectiveness. Burgess et al (2005) states the importance of managers understanding the benefits as well as negatives that accompany the utilization of new technological modes, and that over reliance on them can adversely affect their effectiveness.
Mintzberg (1994) reminds us that managers manage by information, through people and action and cautions for a balanced view incorporating efficiency as well as functionality, along with personal involvement and interaction. Thus companies as well as managers must understand the impact of new communication channels and have the training to understand the utilization modes that best fit the circumstance involved. An ad hoc developmental path provides little feedback and results in the circumstance illustrated by Jackson et al (2003). Corporations in equating the issues that accompany the consideration of new modes of technological communication channels involving managerial utilization need to examine cause and effect relationships along with providing guidance based upon findings to aid in this process. The question, issues and environment is fluid, and as such newer informational input will modify the findings of yesterday as well as today. The foregoing represents a task that calls for diligence in terms of keeping up with developments and modifying utilization through monitoring cause and effect.
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