Workplace Communication

Workplace communication takes in all the various ways in which you communicate with managers, employees, suppliers, and other key people. It may be as informal as chatting with a colleague about a project, or as formal as preparing a detailed report on the organization's long-term strategy. Whatever the case, these articles will help you communicate with confidence, and be more effective at work, which means you're more likely to get the responses you want to your communication efforts.

Our first article addresses one of the fundamental issues: management responsibility for workplace communication. Only management that has the authority and resources to make something happen.

Following up on that article, we look how communication makes delegation work better, because of the context factor.

In addition to management taking responsibility for communication, there must also be a climate for communication, one in which information flows freely and openly around the workplace.

Then, we look at some measures that will help create a climate for communication, focusing on three important issues: setting an example, penalties and rewards, and appropriate results.

We also need vehicles for communication. By vehicles, I mean mechanisms that at least allow communication, and, if possible, encourage it.

How do you choose the right vehicle for communication in your organization? Here are few thoughts that will help you choose an effective one.

Most of us are familiar with the start-stop syndrome in workplace communication, when projects are initiated with enthusiasm, but then lapse in a few weeks or months. In outsource communication, I explain how a freelancer might help you make your communication sustainable over the long-term.

Having decided to use a freelancer, you now face the obvious question, “Where will I find a freelancer?” Click here: find a freelancer for some places to look and some search tips.

Here’s another idea for using freelancers, one that will help the people who report to you and improve upward communication.

How to use employee newsletters -- to address problems or take advantage of opportunities -- and achieve your objectives.

Trying to get everyone on the team to work together? You’ll need to address several communication issues, including the value of the individual to the group, expressions of loyalty by individuals, and mutual recognition. Get more information at How to Build a Cohesive Team .

To build and maintain telecommuting productivity, review your communication practices and principles.

Robert F. Abbott, who wrote these articles, is also the author of A Manager's Guide to Newsletters: Communicating for Results, and the forthcoming Ownership Revolution: How Working People are Buying Up Big Business.