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Essay / Research Paper Abstract
This 5-page paper covers downward communciation, a theory of organizational communication. The essay examines the concept, discusses its use and then weighs the pros and cons of such a theory. Bibliography lists 7 sources.
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5 pages (~225 words per page)
File: D0_MTorcodo.rtf
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Unformatted sample text from the term paper:
necessary. It keeps employees informed, it gives the instruction and incentive, and it lets management know what might be bothering employees. Communications also informs employees whether they are doing well
and should keep it up, or if they are doing poorly, and need to improve in some skills. One communications process that
is interesting because it has undergone so much change during the past several decades, is that of "downward communications" (also known as "waterfall communications" in some circles). This paper will
examine downward communications, how it works, and how effective it is in todays workplace. In its simplest definition, downward communications starts from
the top and travels down tot he employees (McNamara, 2002). Management can best initiate downward communications by installing an effective system for keeping employees informed on a regular basis (Weiss,
1998). When the system is computerized, it can help even further by eliminating paperwork (Weiss, 1998). It has been suggested, however, that if information is distributed via electronic means (such
as e-mail or intranet), that employees know how to use the technology and are comfortable in doing so (Keohane, 2002). The question
then becomes what should go into a downward communications program? The good downward communications plan, note the experts, state that every employee receives a copy of the companys strategic plan
(including missions, vision, strategic goals and so on); that every employee receives an employee handbook with up-to-date personnel policies; that a basic set of procedures is formed for routine tasks;
that management meetings take place on a regular basis (either every week or ever two weeks) even if there is nothing to report; that leaders and managers have face-to-face contact
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