Abstract
When management communication styles result in crisis, it is due to a plethora of reasons. Crosscultural conflicts, millennial styles, and the role of technologies in organizational communications are
just a handful of examples responsible. This present article seeks to present a cogent, real-life analysis
discussing the contemporary situation focusing on the mention of five basic areas including (a) conflict
strategies, (b) millennial styles, (c) internal employee engagement, (d) technology roles, and (e)
corporate decision-making. These aspects render food for thought, serving as basic guidelines showing
how important it is to focus upon how studying a critical analysis of management communication styles
must happen to improve organizational performance.
Introduction
Myriad components comprise all the various styles in management communication in the organizations
of today. Vast complexities in the context and rubric of an international economic system can feel
overwhelming to managers in organizations. In discussing why some leaders in organizations consider
themselves good communicators, one observer from Harvard’s Business Review, Goulston (2013) states
that conversational perceptions can reflect our counterparts “as lecturing, belaboring, talking down to
us, or even shaming us” (“How to Listen”). As the abstract indicates, the main five areas which are based
upon peer-reviewed journal articles to be examined cover certain chosen aspects important to the study
of management communication styles. The areas include: (1) communication strategies to manage
conflict in a teamwork environment, (2) communication styles among the younger millennials in
organizations, (3) internal organizational communication styles to enhance employees’ engagement, (4)
the role of technologies in organizational communication, and (5) decision-making in the corporate
management environment. The communication crisis in management today concerns all the different
types of cross-cultural interactions, all the aspects communications styles in settings, millennials, and
the role of technologies. The key argument herein seeks to demonstrate and support the idea that
studying a critical analysis of communication styles in management can be overwhelming, therefore it is
important to focus on the five main elements aforementioned to ensure that organizations can function
at their peak performance. The reason why is due to the complexity of the modern world in which we
live.
One very important idea to keep in mind at the outset of this paper, is that the hopefully cogent analysis
will definitely shed light – both practically and theoretically – on ways to improve deciphering what
communication styles look like, and use applications as best as possible to each organizational situation.
For example, Ellis and Abbott (2012) argue that strategies in managing communication conflicts in the
medical business environment is important because the “proactive management of conflict” has a great
impact on patients, and when poorly conducted can cause them to suffer (p. 138). Their professional
research article is important since it examines critical avenues of management communications,
internally, from the standpoint of the critical hospital environment. The researchers also offered
valuable ground rules for arriving at resolutions. Of course, every organization strives for excellence.
Achieving improvements first demands that managers have a real-world grasp of the problem in the first
place. As the analysis develops, the intention is to investigate the recent literature data/studies and
intelligently discuss the five aspects that were specified.
It is impossible to propose or conduct a critical analysis without interjecting the real-life aspects
occurring in society today. Fifty years ago, or even thirty years ago have demonstrated vast differences
in how the business economies and world communicates today. This is true in terms of internal
management communications, and external communication. While it may be correct that there is an
overwhelming number of aspects in management communication styles overall, it is unwise to try and
evaluate each of them. The internal and external areas of management communications connect to
employee relations, and public relations or relevant stakeholders outside the organization as third
parties. Either way, communication is key. Thus, using all the concerns and recent findings in the
professional literature as a foundation leads to a proper way to demonstrate and support this
argumentative essay. For instance, Mishra, Boynton, and Mishra (2014) point out that public relations
professionals value “internal communications” so greatly that it is a vital “part of their job
responsibilities” (p. 185). If you really think about it human beings must build relationships to effectively
communicate, in an organization. Technology has also changed the communication game, to a
formidable degree, among management.
Management Communication Styles Impact
Management communication styles can impact an analysis about the process in organizations in a
plethora of ways. No one organization is exactly like any other. Therefore, the analysis must examine the
context of management communication styles’ impact from different perspectives. Obviously, this is the
logical and efficient way to foster an analysis to study how the styles can contribute to organizations
achieving better performance. Communications strategies in conflict is imperative, as Ellis and Abbott
(2012) pointed out, giving key ground rules of represented by words beginning with the letter ‘C’, as
follows:
Commanding, Comparing, Condemning, Challenging, Condescending, Contradicting, and Confusing (p.
139).
These clues provide admonitions or warnings of what not to do in management communication
situations. For example, Ellis and Abbott (2012) say that if you challenge people they will resent you, or
rebel against management. Also, they recommend that if the communication style condemns an
individuals in terms of disrespecting their feelings and emotions, this can have quite a negative impact
as a style. However, solving conflicts is not the only style of communication in the context of
management. In our new era of digitalized society, the youthful millennials have communication styles
of their own that impact business.
Millennials can be basically described as those individuals ranging from the age of approximately 20
years old, to 40 years old. Hartman and McCambridge (2011) insist that this group of today’s
professionals cannot be stereotyped, but their research article offers insight on how millennials can be
helped to optimize communication more effectively in organizations. They noticed the fundamental
purpose, and reason, for development of communication skills in the workplace is to hone an ability for
problem-solving, teamwork, and adapting the flexibility to successfully interact with varied audiences
(Hartman et al., 2011, p. 22). If some millennials enter serious levels of business, or management in
corporations today, he or she needs to have good skills in interpersonal communication. If a company
rests in an online environment, then the millennial will help to positively impact the organization given
the factor he may have excellent skills in texting, emailing, or building marketing tools in social media.
However, the impact can be negative if millennials only are willing to text and not learn better verbal
and written communication skills with company members, or external stakeholders. The implications,
according to Hartman and McCambridge (2011) can be a gap, or “shortfall” after millennials graduate
and enter the marketplace (p. 23). Also, the scholars indicate that this generation loves praise and many
times fail to think independently, as many tend to be heavily tied to parents’ lives while continuing to
‘job-hop.’ Obviously, these detrimental attributes of communication styles will hurt the flow of work in
the organization.
Also, driving employee engagement is critical to the impact of management communication styles.
Mishra et al. (2014) indicate that this aspect of vitally important internal communication with
employees has to work smoothly, across all departments, to effectively be clear on the different tasks.
The idea is to integrate internal communications into the job format, or responsibility. This way, the
organization can avoid insalubrious and inconsistent mistakes. Mishra et al. (2014) insist that “both
theory and practice” are key because “internal communication is critical to building relationships with
employees” (p. 185). Since employees are the life’s blood of an organization, everybody should get
along well enough to accomplish business goals. The authors also mention trust, face-to-face
communication, and helping employees feel supported are valuable tools in positively impacting the
organization. When employees feel more engaged and involved, they most likely will perform better as
part of the whole team. Nobody likes to feel left out, or discriminated against. This aspect brings to mind
the cultural diversity of the global economy. Since diversity in the world is so widespread nowadays,
good communication is the heart-and-soul to success. Keleher (2014) states that communication is a
shared responsibility, and thus absolutely critical to daily function (“Effective Communication”). Yet,
after mention of these aspects, there is still the reality of the role of technology in management
communication of today.
Great use of technology in communication can have a wonderful impact upon an organization. Poor
usage can help destroy it. The findings of Rosendale (2015) in a journal article has focused on the
transformation which social media, as a communication tool, plays a role in business and brand
promotion. It almost seems as if an endless parade of new apps, new social media devices and forums,
are constantly emerging. When looking at corporate communications in organizations, Rosendale (2015)
noted that one reason social media tools as an interactive communication style was desirable due to the
lower cost. For example, social media would allow a company in California to communicate with its
branch in Japan, or stakeholders – instead of using the expense and extended travel-time to get there.
As long as the communication is clear, this convenience tool can make a terrific impact as a style.
Communicating a new brand via Facebook could really boost sales also. Furthermore, Rosenthal (2015)
suggests this communication style encourages transparency.
Everyone knows that one negative ‘tweet’ or YouTube video can have devastating impacts on an
organization. Therefore, companies must decide very carefully how to use the technology tools in their
communication processes. The journal article by Malenko (2014) give a well-thought basis why
communications can “be more efficient when directors’ preferences are more diverse” (p. 1486). In
other words corporate CEOs and organization boards already have the task of making decisions in the
first place, but there should be a variety of diverse opinions to round out the situation in terms of better
balance. These are some of the ways management communication styles can have an impact.
Areas of Communication Styles Improvements
Performing a critical analysis and study of the five areas mentioned can help to choose which
management communication styles are most fruitful, and effective. Obviously, every organization is
different. So decisions must be made carefully. Two broad areas of communication styles concern
internal and external stakeholders and their environments. However, Lanz (2015) gets to the core of
communication styles areas by noting behavioral patterns as a combination of cognitive factors,
attitude, and delivery style (“Organizational Business Communications”). The concept he posits rests on
the principles of the Social Exchange Theory (SET) which suggests that the exchange of information
between people forms bonds of reciprocal relationships. The actual styles of interpersonal
communications among management in organizational settings is as varied as individuals themselves. It
is highly possible that most of us have run into managers or supervisors who are screamers, avoiders,
excessive talkers, blamers, or what-have-you.
One scholar from the Association for Talent Development contributes the concept of four possible
communication styles which are basic. Edmondson (2009) states that these are “expressive, systematic,
sympathetic, and direct” (“Let’s be clear”). The article points out that diversity and cultural training
seminars help to smooth out communication bumps in the road, and better recognize (and deal with)
different personality types. Reducing conflict and raising awareness are the main, best starting positions
to recognize the communication styles management either presents – or has to confront and work with.
Situations in today’s fast business economy will inevitably cause stress and conflict occasionally. She
evaluates and breaks down each personality communication style, to help learn how to react and
perceive them.
The first one, expressiveness, tends to be highly energetic according to the article. Edmondson (2009)
describes expressive interpersonal communication styles as perhaps “speaking quickly,” overly cheerful,
“vain or unpredictable” (“Let’s be clear”). Of course in terms of personality styles,
diversity/communications training seminars in the corporate setting can be a quite useful area in which
extreme styles can be improved. Often times those in management may not be aware of how he or she
is perceived by colleagues or subordinates. Edmondson (2009) explains the systematic kind of
communication style of individuals as focusing on the details of facts, and being uncomfortable with
emotional conflict, thus being perceived as “unemotional or nonchalant” (“Let’s be clear”). In contrast,
the sympathetic type of interpersonal communication style is more of a people-person, who listens well,
and wants everybody’s needs to be taken care of. Sometimes this style is too accommodating, too soft,
or too eager to help. The way to identify areas in which communication styles can be improved, then, is
to be aware of them and how they manifest in the workplace.
Communication styles in management situations in organizations can unmask in different ways,
depending upon the activity occurring at the time. Edmondson (2009) smartly notices that it is
important to recognize the style, and to respond according. For example, if you find a hyperactive
expressive style, then “it’s necessary to remain calm, speak slowly, and control the pace of the
interaction” (Edmondson, 2009, “Let’s be clear”). A systematic communication style may act in an overly
cautious manner when choosing computer systems for the office, or orderly in the extreme. To improve
the communications process and channel, one response might be to strive patiently to give him or her
confidence to not be so stiff when trying to complete tasks. Most professionals at the managerial level
can recognize the various communication styles because they have experience. The amazing part is that
the areas in which communication styles can be improved depends upon the approach, and the
organization. As mentioned beforehand, each firm or agency has its own unique way of functioning.
Since studying a critical analysis of communications styles in management can be overwhelming, in
terms of developing a process to shape improvements in organizational performance, leaders must
think about constantly training professionals. Facilitating techniques for training management towards
better effectiveness will highlight exactly which areas in which communication styles can be improved.
For example, an overview and targeted awareness and understanding of interpersonal communication
styles may be appropriate, or the organization’s overall policy-style of how they cultivate learning
environments must be revised. Also, the support and influence of the technological advance of social
media in mass communications externally cannot be ignored. There is a big job to be done in simply
identifying the areas, which is step one. Therefore, the key areas which are most important are
responsible use of social media, awareness of millennial styles, internal and external interactions, and
adequate planning for continued education for managers.
The public will not put their trust in companies that do not reveal acceptable levels of transparency.
Social media represents an excellent gatekeeper to ensure that organizations develop a good
relationship among consumers. For example, Rosendale (2015) recognizes that a firm’s transparency
demands responsibility in several areas, suggesting “for the removal of barriers, from opening up the
financial books, to being truthful about future actions and the company’s decision motivators” (p. 51). In
other words, the online conduit of social media can be an encouraging arena for wider audience scrutiny
of the organization, while simultaneously helping management to learn how to create the best
communication style when dealing with external participation and feedback.
Conclusion
The simple factor associated with better performance practices in shaping management communication
styles, comes on all levels: interpersonal, internal communications, external communications, cultural
differences. Also, it is a good idea for company executives, managers, and decision-makers to be aware
that all their activities surrounding communication styles must be proactive rather than reactive. Mark
Goulston (2013) of the Harvard Business Review gave useful advice, for example, when encountering a
yelling individual who is screaming at someone in the workplace, suggesting to say to yourself “Okay,
here comes another temper tantrum” (“How to Listen”). This brings to mind a core fundamental truth
when dealing with understanding and assessing communication styles, and that is the all-important skill
of listening. In this situation, let the person blow off all the steam and try not to take it personally. The
surprising answer Goulston (2013) adds to the advice is really quite smart, he writes “focus on their left
eye,” because “The left eye is connected to the right brain – the emotional brain. Let them finish” –
then, afterwards just confirm that you understand they are very frustrated (“How to Listen”). To followup, ask an open-ended question which steers the conversation to the specific item which bothered the
person.
Another guideline is to constantly check up on how CEO success in communication style delivery, and
understanding, can propel the organization towards better performance and solving any problems,
particularly in social media. Men (2015) has offered suggestions in CEO communication styles in social
media stating “The secrecy of management is an obsolete concept,” because “nowadays, it is simply
impossible to hold secrets” due to the transparent ‘live’ communication of social media (“Chief
Engagement Officer”). She reveals that the technological evolution has allowed the organization to
realize management hierarchies to be ‘blurred’ – although traditional communication styles are the
major methods used. In other words, print media, face-to-face conversations, and internal employee
communication will never go out of style as channels for interaction.
Reflection
At the end of the day, the basic idea to remember is that we are all human beings. Management
stakeholders must keep in mind that ethical practice is just as vital as the implementation of teaching
and learning how theory can help performance improvement. Every situation is different, yet at the
same time people want to feel that they can approach the leaders and not be afraid to express a
concern. The employee may be better able to see any problem because he or she is working directly on
it. In other words, management communication styles must abandon the old, tired-out approach of
acting like dictators in a rigid rubric of authority. Put yourself in the shoes of your subordinate. Ask
yourself questions about your employees’ situation. One key to balancing communication styles success
is to remember how important the rank-and-file worker is to the organization, and that you would not
want to be mistreated or disrespected.
While it is true that anyone may lose his or her temper in these situations of high pressure, in a fastmoving global environment, learning to have a ‘problem-solving’ mindset is a large part of managerial
responsibilities. Each company is different. But, everybody can learn from various industries. For
example, in mentioning the hospital associations’ ground rules in the Ellis and Abbott (2012) article
presents solutions for a high-stress-level of critical concern dealing with patients. Therefore, all
organizational management can take advice how to keep emotional misbehavior under control by not
allowing it to interfere with company goals and purpose. In other words, be prepared. Conflict
resolution methods will be needed at some point. Each organization is shaped by all the different people
who are a part of it. Using common sense and focusing on the five elements explained herein, makes a
great start.
References
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Association for Talent Development. Retrieved from
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Ellis, P., & Abbott, J. (2012). Strategies for managing conflict within the team. British Journal of Cardiac
Nursing, 7(3), 138-140 3p.
Goulston, M. (2013, October 9). How to Listen When Your Communication Styles Don’t Match. HBR –
Harvard Business Review. Retrieved from https://hbr.org/2013/10/how-to-listen-when-yourcommunication-styles-dont-match/
Hartman, J.L., & McCambridge, J. (2011). Optimizing Millennials' Communication Styles. Business
Communication Quarterly, 74(1), 22-44.
Keleher, J. (2014, November 3). Effective Communication and Project Management: What is
Organizational Communication? Center for Nonprofit Advancement. Retrieved from
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L. Men. (2015, June 8). Chief Engagement Officer: Effective CEO Communication styles and channels.
[Web blog comment]. Retrieved from http://www.instituteforpr.org/chief-engagement-office-effectiveceo-communication-styles-and-channels/
Lanz, M. (2015). Organizational Business Communications: Critical Analysis of Management
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