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PROBLEMS OF MANAGEMENT OF
BUSINESS COMMUNICATIONS IN THE MODERN ORGANIZATION
Saifullina V.Ì.
Zhetysu State university named by I.Zhansugurov
Business communications represent personnel communication among themselves
as a result of performance of functional duties. The essence of administrative
activity is connected with need of continuous coordination of activity of
divisions of the organization and its certain employees for achievement of
common goals. This coordination is carried out in various forms, but first of
all — by means of diverse contacts of members of the organization, i.e. in the
course of their communication. Everything that occurs in the organization, is
directly or indirectly connected with communicative processes which are fixed
assets of ensuring its integrity and functioning.
The system of communicative exchanges, like blood system of an organism,
penetrates all "sections" of the organization, providing its
activity. In relation to activity of the head it plays the major, but rather
specific role. This specifics consists that, being important in itself,
communicative function is built in realization of all other administrative functions;
she acts not only means of their realization, and also mutual coordination.
Therefore communicative function along with function of decision-making is
considered in quality of "binding process" in the organizations.
In the general plan communication is defined as any exchange of information
between people (or groups) irrespective of, he leads to mutual understanding or
not. Owing to such general and broad definition the maintenance of the
phenomena and the processes included in the concept "communication",
also is very extensive and diverse. From there is a need to structure concept
of communication and to reveal in it those aspects which are most important for
the characteristic of the content of activity of the head. In the theory of
management allocate three such aspects.
First — communication as the general phenomenon, the process which is
developing in organizational system connected directly with head. Secondly —
communication as direct practice of contacts of the head with certain
subordinates, their groups, organization divisions. Thirdly — communication as
special, specific function of management, i.e. as object of purposeful
regulation from the head, as a component of administrative activity.
In turn, each of these aspects includes two main plans — standard and
organizational and subject and psychological. The first is connected with
objective organizational forms of communication, requirements to its effective
implementation, structure of optimum communicative process. The second opens very
strong influence on communication of psychological features of
"kommunikant" and allows to explain a number of its important lines,
including disturbing to its effective realization. However even the concept of
communicative function taken only in its psychological part is also
multiple-valued and demands versatile disclosure. It includes three actually
psychological aspects: communicative behavior of the head, communicative
phenomena and communicative processes of his activity. Therefore the main attention
will be paid to the standard characteristic of communication as management
functions.
The characteristic of the content of communicative function includes the
following main directions:
-
definition
of essence and detection of specifics of communicative function;
-
the analysis
of main types and types of communications in organizational systems;
-
definition
of structural components and main stages of communicative process;
-
characteristic
of forms of realization of communicative function;
-
analysis of
characteristic difficulties and errors ("barriers") of communicative
function;
-
the
description of the general requirements directed on optimization of
communicative function (the principles of optimum communication) [1, 184].
The essence of communicative function of the head and her main objective
consist in ensuring optimum exchange of information in the organization between
its separate divisions and individuals (and also — with an external
environment). As criterion of an optimality that thus acts, how existing communicative
network promotes achievement of common goals of the organization.
Creation of effective communications is reached by several main ways. So,
the formulation of a clear, accurate and definite purpose of the organization,
and also its specification on a local goal for each division in itself
"removes" many questions, does excessive additional explanations and
optimizes communications. The adequate and detailed plan which is accurately
regulating main types of works of divisions and their standards, also is
effective means of settlement of business contacts. Further, correctly chosen
type of the organization (profitability of its structure, absence of
duplicating divisions, multiple submission) also assists in it to creation of
an optimum communicative network. At last, the effective monitoring system —
its justice, clearness the subordinate, publicity, systematicity — all this
eliminates "unnecessary conversations", examinations and the
conflicts.
Thus, it is possible to see that implementers of communicative function are
all others — the main administrative functions (a goal-setting, planning, the
organization, motivation, control). This circumstance distinctly indicates
specificity of communicative function. On the one hand, communicative function is
a subject of special regulation from the head. But, on the other hand, it in
even bigger degree is provided not directly, and through all other
administrative functions during their realization. There is also an inverse
relationship: generally through communicative function the head realizes all
other functions. The main specific feature of considered function also consists
in it: than less it is presented as independent and the more it is realized
"for the account" other functions, the its own efficiency is higher.
To the contrary, it comes to the forefront, demands from the head of especially
close attention when "the organization glitches" — works
inefficiently. As fairly note in this regard G. Kuntz and S. O. Donnel, "…
areas of the highest concentration of information density... are interfaced to
where activity is insignificant or is absent in general" [2,260].
That fact that through communicative function all other administrative
functions of activity are realized, does clear data according to which from 50
to 90% of all working hours of the head it is filled up by communications.
Besides, 73% of the American, 63% of English and 85% of Japanese heads consider
communications by the main obstacle in a way of achievement of high efficiency
of their organization [3,300].
Thus, problems of management by business communications in modern
structures structures is actual and taking into account scientific,
communication technical progress demands further improvement and research.
Literature:
1. Corporate governance: Educational grant / Under the editorship of
S.A.Abdildin. - Almaty: Agrouniversity, 2007. - 184ñ.
2. Belgimbayev, A.K.Management:
Manual / A.K. Belgimbayev, A.B.Rakhimbayev. - Almaty: Nr-Press, 2009. - 1 ýëåêòð. wholesale. disk.