The purpose of this article named “Enhancing employee communication behaviors for sensemaking and sensegiving in crisis situations: Strategic management approach for effective internal crisis communication” by Young Kim is the exploration of the effectiveness of the business organizations at the time of the internal crisis of communication in the strategic management approach. This article also looks into the matter that whether this particular aspect leads to the voluntary as well as positive employee communication behavior for the purposes of sensemaking and sensegining (Kim 2018).
By considering this matter, this particular research helps in unfolding certain themes related to employee communication; they are the development of the new communication theory in the approach of strategic management, emphasis on the valuable assets of the companies related to assets and the practices for handling the communication crisis situation in the organizations (Kim 2018). Thus, with the aim of analyzing the above mentioned issues related to employee communication, this study involves in a nationwide survey in the United States of America among the full time employees. After conducting the dimensionality check with the help of the analysis of confirmatory factors, this study also involves in the testing of hypothesis and research questions with the help of ordinary least square multiple regression analysis (Albu and Wehmeier 2014).
According to this article, the presence of two strategic communication internal factors can be seen; they are two way symmetrical communication and transparent communication (Kim 2018). These two factors have positive impact on the process of employee communication behavior for the purpose of both sensemaking and sensegiving under the crisis situations. This article has been able in establishing a positive relationship between two-way symmetrical communication and employee communication behavior (Claeys, Cauberghe and Leysen 2013).
In addition, the presence of a fundamental rationale can be seen in order to understand and communicate with the employees in the time of communication crisis. This particular article indicates towards the crucial aspect that the process of crisis management including the sharing of organizational goals and values with the employees and encouraging them to participate in the crisis situation helps the companies in increasing the organizational commitments after an organizational crisis situation (Frandsen and Johansen 2016). Business organizations, with developing and practicing a two-way communication program between the employees and company management before a crisis situation, can expect the increased support from the organizational employees by voluntary and valuable communication behavior for the purposes of sensemaking and sensegiving both in the cases of internal and external crisis (Brandon et al. 2013).
Through this article, the researcher tries to provide an alert to the crisis managers of the companies that the lack of two-way communication can result to dissatisfaction with communication and cynicism from the employees (Kim 2018). For this reason, the crisis managers are needed to use the strategy of listening for the identification of possible flaws along with unrecognized obstacles in the employee communication process. In case the organizations fail to consider the concerns and needs of the employees, the employees also fail to respond to the organizational crisis situation (Hsiung 2012).
The main aim of the article named “The Mediating Role of Charismatic Leadership Communication in a Crisis: A Malaysian Example” by Jamilah Jamal and Hassan Abu Bakar is the development of a model for advance research on the aspect of public organization reputation; and this has been done by integrating the responsibility of crisis with the process of charismatic leadership communication (Jamal and Abu Bakar 2017). On the basis of the theory of situation crisis communication, this article involves in testing the model with the use of structural equalities modeling. In the part of data for data analysis, the researchers obtained a sample of 383 employees from the Malaysian public organizations. According to the mediation model, the vibrant system of charismatic leadership communication partially reconciles the relationship between the responsibility in crisis and the perceived reputation of the organizations at the time of crisis situation. This article indicates towards the fact that charismatic leadership communication has a major role to play in the organizational reputation process (Jamal and Abu Bakar 2017).
The findings of the article indicates towards the fact that at the time of crisis situation, it is the responsibility of the crisis leaders to engage in the process of charismatic leadership communication in the effective manner with the aim to diminish the impact of crisis so that the organizational reputation can be strengthen (Jamal and Abu Bakar 2017). At the same time, according to the article, the mechanism of charismatic leadership communication has major contribution towards the organizational reputation. It indicates that there is a relation between the process of crisis management and charismatic eldership communication (Abd-El-Salam et al. 2013).
According to this article, the moderate effects of apparent organizational reputation and charismatic leadership communication support the fact that communication has a positive role to play in the process to protect the organizational reputation (Jamal and Abu Bakar 2017). For this reason, the employees in the organizations with charismatic leadership communication play crucial role in protecting the reputation of their companies at the crisis time. Different dimensions of perceived charismatic communication like communication related to organizational tasks, enthusiasm and empathy have direct influence on the organizations (Reduan 2014). Due to this, variation can be seen in impact of crisis responsibility on the companies as per the perception of the charismatic leadership communication (Abu Bakar and Sheer 2013). The article also indicates towards the fact that the ability of the crisis leaders for charismatic communication shapes the perception of the organizational employees towards reputation of the companies (Tan 2014).
According to the findings of the research, organizational managers who shows specific communication behavior like being positive, understand the feelings of the crisis victims, expressing true concern are able to relate with the crisis victims at the time of crisis (Jamal and Abu Bakar 2017). At the same time, the leaders with the appropriate body language are able to indicate positive communication helping in the crisis situation. As per the practical implications of the research, the dynamic leadership of charismatic leadership communication has the ability in changing the outcomes of reputations in the direct manner; and it can also change the level of crisis responsibility on the reputation of the business organizations (Men and Stacks 2013).
Conclusion
The above discussion involves in the analysis of two articles related to the communication of the employees in the process of organizational crisis and organizational reputation. The above discussion indicates towards the fact that the business organizations must have proper mechanism of communication with the employees in order to tackle the crisis situation along with the protection of organizational reputation. The above discussion involves in the analysis of two articles related to the communication of the employees in the process of organizational crisis and organizational reputation.
The above discussion indicates towards the fact that the business organizations must have proper mechanism of communication with the employees in order to tackle the crisis situation along with the protection of organizational reputation. As per the above discussion, in case the managements of the companies want to be ready in tacking any kind of crisis situation within the companies, they are needed to establish effective communication channel with the employees. More specifically, the managements of the business organizations are needed to take into consideration the establishment of effective communication channel for the purpose of crisis management. According to the above discussion, the managements of the companies are needed to establish two specific communication channel; they are the organizational communication through transparent communication and organizational communication with the help of two-way symmetrical behavior.
The above discussion also indicates towards the aspect that the managements of the companies are needed to consider the effective communication of the organizational goals and objectives with the employees as the employees can respond better manner in the crisis situation due to this. At the same time, the above discussion also indicates towards the negative impact of the absence of two way communication channel on the employees as it can affect the employee communication process at the time of organizational crisis. Due to this, the managers of the companies need to adopt the organizational culture for listening to the issues and problems of the employees with the aim to make them more responsive at the time of organizational crisis.
It can also be seen from the analysis of the above two articles that the aspect of charismatic leadership communication is a major contributor of crisis management and protection of organizational reputation. According to the above discussion, it is on the business leaders to establish charismatic communication channel with the employees with the aim to make them more responsive at the time of organizational crisis. Apart from this, the charismatic leadership can be considered as an organizational culture that the leaders can implement with the aim to make the employees more acceptable to the crisis situation. At the same time, it is needed for the organizational leaders to develop communication channels with the help of various leadership behaviors as all these behaviors show the true concern of the leaders towards their employees. Thus, on the overall basis, it can be concluded that the presence of effective managerial and leadership communication makes the employees able in managing crisis and protecting organizational reputation.
References
Abd-El-Salam, E.M., Shawky, A.Y., El-Nahas, T. and Nawar, Y.S., 2013. The relationship among job satisfaction, motivation, leadership, communication, and psychological empowerment: An Egyptian case study. SAM Advanced Management Journal, 78(2), p.33.
Abu Bakar, H. and Sheer, V.C., 2013. The mediating role of perceived cooperative communication in the relationship between interpersonal exchange relationships and perceived group cohesion. Management Communication Quarterly, 27(3), pp.443-465.
Albu, O.B. and Wehmeier, S., 2014. Organizational transparency and sense-making: The case of Northern Rock. Journal of Public Relations Research, 26(2), pp.117-133.
Brandon, D.M., Long, J.H., Loraas, T.M., Mueller-Phillips, J. and Vansant, B., 2013. Online instrument delivery and participant recruitment services: Emerging opportunities for behavioral accounting research. Behavioral Research in Accounting, 26(1), pp.1-23.
Claeys, A.S., Cauberghe, V. and Leysen, J., 2013. Implications of stealing thunder for the impact of expressing emotions in organizational crisis communication. Journal of Applied Communication Research, 41(3), pp.293-308.
Frandsen, F. and Johansen, W., 2016. Organizational crisis communication: A multivocal approach. Sage.
Hsiung, H.H., 2012. Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of business ethics, 107(3), pp.349-361.
Jamal, J. and Abu Bakar, H., 2017. The mediating role of charismatic leadership communication in a crisis: A Malaysian example. International Journal of Business Communication, 54(4), pp.369-393.
Kim, Y., 2018. Enhancing employee communication behaviors for sensemaking and sensegiving in crisis situations: Strategic management approach for effective internal crisis communication. Journal of Communication Management, 22(4), pp.451-475.
Men, L.R. and Stacks, D.W., 2013. The impact of leadership style and employee empowerment on perceived organizational reputation. Journal of Communication Management, 17(2), pp.171-192.
Reduan, H., 2014. Teoh Beng Hock open verdict reversed. The New Straits Times, p.1.
Tan, Y.L., 2014. Cops urged to conduct criminal investigation into Teoh Beng Hock’s death. The Star, p.1.
purposes of sensemaking and sensegining
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