Communication in the Planning Process
Communication in the Planning Process
Great role in strategic planning and management is played by organizational communication, which contributes significantly to companys development and prosperity. To accomplish the organizations mission, it is vitally important to have strategic communication program, which allows to record measurable results of the companys activity and productivity. It is true of internal and external communication. The existence of the organizational communication is predisposed by the necessity of constructing and maintaining of cooperative and beneficial relationships with public. One of its main aims is to build positive image of the company, which aids in realizing organizations mission.
Strategic planning process assists in taking day-to-day organizational decisions and gives criteria for evaluating them. The organizations mission, goals, objectives, strategies, and tactics are all developed in the strategic planning process. Enlightened senior leaders demand that communication programs contribute to the achievement of the organizations mission, goals, and objectives and facilitate the implementation of key strategies and tactics. That is what managing communication strategically means. It means that there is a causal relationship between the communication activities and the achievement of the organizations mission (Gillis, 2011).
Once the corporate planning group has produced its strategic plan, the communication group can undertake its planning exercise. Because communication always supports corporate activities, the communication planning exercise can never precede corporate planning. Communication groups should consider the following points in establishing strategic planning systems. The head of communication should be a member of the executive team that is responsible for strategic planning at the corporate level. The head of communication should be an active participant in the development of the mission plan and the setting of corporate goals. The head of communication should be the principal adviser on any communication-related matters. Strategic communication planning should follow closely corporate or business planning (Ferguson, 1999).
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It is also vitally important to take into consideration customers interests while planning companys strategy. Every organization should be able to adapt to changing circumstances and cultural diversities of the clients. Language differences require health care organizations to develop new communication competencies. Without accommodation of a patients culture and language, the quality of care that he receives can suffer (Moseley, 2009, p. 80).
Sharing and communication is important in coordinating business and activities. To be able to fulfill their implementation responsibilities competently, each functional area must prepare its own strategic plan that satisfies two criteria. Its plan must support and mesh with the organization-wide plan. In addition, it must be synchronized with the equivalent plans in the other functional areas. Communication channels should be open among the functional areas to ensure the synchronization of their efforts in achieving the plans targets (Moseley, 2009).
Communication has to ensure that the people are not only kept informed about matters and things relevant to their daily work but also motivated in a sustained way to contribute to the organizations overall development.
Being development supportive is the most crucial role of communication. It is expected to diffuse development information to the people so that economic, social, and cultural benefits may accrue to the largest number in a speedy and effective way.
Development projects and plans must, therefore, include a carefully planned communication complement which enables participants to be adequately informed. In exchange, it offers them the opportunity to express themselves on the basis of full information.
The supporting role of communication in development projects and programmes is well recognized. An underdeveloped communication may generally be at the bottom of organizations general underdevelopment. The genuine common aim of both communication and development is ensuring the development of the organization by facilitating the widest possible individual participation. The roles to be assigned to communication, therefore, have to be well thought out from the start so that both the substantive development sector concerned and communication itself could achieve their potential effectiveness (Mathur, 1994).
Communication should be an integral part of the development plan, which should provide necessary resources for its planned growth with a view to fully realizing its fruits.
Communication support is needed for all sectoral development programmes and projects. The challenging task, however, is to ensure that communication takes place in a coordinated and integrated manner so as to avoid wastage of resources in men, money, and materials. Moreover, it has to be ensured that the strategies and messages for one development sector do not contradict other sectoral endeavors but that they complement one another.
Top priority, however, in the communication field needs to be accorded to the basic problems, plans, and needs which hold the key to the success of overall developmental efforts. The solution of these problems depends on larger socio-economic welfare, which is the goal of development policies and programmes.
For sound management, systematic planning, implementation, and evaluation of the development communication activities have to be ensured to achieve the objectives.
The systematic way is to design a programme or a project document so that work and activities could be undertaken or organised within the given time framework and resources available.