For an organization to effectively operate, communication with the internal as well as the external bodies is of importance since it helps the parties to understand each other. In the 21st century, the majority of the organization that is existing and being established have a provision of communication department which deals will all matters that revolve around reaching of stakeholders (Coombs, 2014). Also, with the technological advancement that is available in the business world, reaching of members have been made easy without necessarily having the individuals in charge moving from one geographical location to another. Research has been conducted about communication matters as there have been incidences where an organization thinks that they are using the right channels of communication only to find that they fail. One if the organization in the global business perspective that believes in the power of communication is HP. In this piece of work, the focus will be on communication strategies that HP management uses to reach its employees as well as all the other stakeholders who support their success.
HP is ranked as one of the best business organizations in the global perspective regarding technological innovations. HP in its management has utilized departmentalization which for easy supervision as well as distributing leadership roles to various individuals to discharge its duties and responsibilities to its employees as well as the external market. One of the fruits of departmentalization is making communication timely, reliable and efficient. HP have intensively invested in communication strategies so that whenever there is an emerging issue whether internally or externally, it can reach the management within the shortest time possible. Additionally, the communication department of HP is responsible for communicating whenever there is a new product released in the market.
An instance of communication that can be used as an example was when HP used communication strategies it was when the innovation team proposed an integrated server technology. Being an international organization, HP is required to communicate to all its stakeholders whenever there is an innovation (Suter et al., 2009). Through the CEO, HP notifies all regional managers in various parts of the globe regarding the innovation. The regional managers then create a forum that should inform the rest of the stakeholders who include the suppliers and the consumers so that they can air their views on the same. The feedback from the stakeholders gets back to the organization's management to ensure capturing the major points noted. Through getting responses from the stakeholders before an implementation of any particular innovation provides room for scrutiny as well as improvement to provide a product that collectively solves a problem in the real-world situation.
The communication channel that HP utilized to communicate their idea to the relevant stakeholders is one of the most productive and successful. When the stakeholders are given a chance to air their views long before the implementation of an innovation, there is a sense of product acceptance that is inculcated in their minds that all the innovations are of no importance if the stakeholders are not incorporated (Hallahan et al. 2007). When the actual implementation of the innovation is released to the market, they are all aware and also, they can be convinced that the product is meant to solve a particular problem. The consumers are given a chance to prepare psychologically for the innovation making it easy to market the real product. Therefore, for a message to be efficient and productive, acceptance mechanisms should be cultivated.
Coombs, W. T. (2014). Ongoing crisis communication: Planning, managing, and responding. Sage Publications.
Hallahan, K., Holtzhausen, D., Van Ruler, B., Vercic, D., & Sriramesh, K. (2007). Defining strategic communication. International journal of strategic communication, 1(1), 3-35.
Suter, E., Arndt, J., Arthur, N., Parboosingh, J., Taylor, E., & Deutschlander, S. (2009). Role understanding and effective communication as core competencies for collaborative practice. Journal of interprofessional care, 23(1), 41-51.
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