About Fantasy Company

Communication at Fantasy Company

Communication moves in five directions at the Fantasy Company: downhill, upward, lateral, diagonal, and external. The Fantasy communication strategy is to keep employees up to know on new rules, protect corporate safety, and listen to employee opinions by implementing effective communication channels and making it an intrinsic part of the organization.

Downward Communication

The downward flow of communication is where information travels from upper management to lower management. Information is passed down from superiors to subordinates via a chain of command. The subordinates require information in order to perform their duties and meet the expectations of the Fantasy organization (Manning, 2007). Therefore, the organization relies on the downward communication, to give instructions, provide feedback, communication of the Fantasy organization’s visions and missions along with highlighting the areas that require attention for success.

Upward Communication

The upward form of communication is where communication flows from the lower levels to the top management in the company. It also aims at giving information on how the organization is performing, and employees are able to share their views through using upward communication. It commits the workforce into becoming loyal as they can express the areas which they feel they are dissatisfied. The upward communication is enhanced in the Fantasy Company through putting in place the complaint and suggestion box, grievance redressed system, and job satisfaction surveys. Additionally, the performance reports that are compiled by the low-level managers assist in reviewing the employee attitudes and thus formulating ways of improving on the problems raised.

Horizontal/Lateral Communication

The horizontal or lateral form of communication takes place in the same levels of hierarchy in the Fantasy Company. This is the sharing of information among the peers and between the managers who are at the same level. This form of communication is essential to Fantasy organization as it tends to be time-saving, facilitates the coordination of the organization task and corporation among the members and helps in the provision of social and emotional help to the members of Fantasy organization. Furthermore, a lateral form of communication is significant in helping people in the organization to solve their problems quickly and resolution of the departmental challenges and conflicts is faster (Manning, 2007).

Diagonal Communication

The diagonal communication in the Fantasy organization takes place between the employees and the managers of other given working groups. It also aims at sharing information and ensuring that tasks are done.

External Communication

The external communication involves the sharing of information between the managers of the Fantasy Company and the external groups like the vendors, the suppliers, financial institutions, and the banks of the organization.

Organizational Communication and Leadership Philosophy

Organizational communication is vital to the leaders at the top of Fantasy organization. In having an effective communication in the organization, the managers are able to develop the organization through performing the essential organizational functions such as motivating, controlling, planning, and coordinating and organization. Communication in the company does serve as a basis for motivation and acts as a building block of the organization. It also assists the employees in knowing how a given task is done along with helping in the decision-making process. To the managers, it is significant in helping to build on the attitudes of the employees. The communication helps in researching, planning, executing the plan, measure and reporting the findings. The grievances of the subordinates are also known to the managers and hence formulate ways of responding to them.

Employee Inclusion in Decision Making and Leadership Philosophy

The Fantasy organization managers carry out various processes that aid in the inclusion of the employees in the decision-making process. This includes participation at the board level through representing the employees in the board meeting, participation through ownership of the organization by making them be the shareholders of the company and participating in the collective bargaining agreement. Additionally, the employees are included in the decision making through participating in the suggestion schemes which encourage the employees to come up with unique ideas on how to execute the work and having a full pledge procedure that would add value to the Fantasy organization (Campanella, 2015). This creates a healthy environment and culture of the organization. The inclusion of the employees makes them feel they are valued in the Company which is a form of motivation. The managers are also able to make better decisions that will be accepted by the subordinates, and the employees feel a stronger bond to the company. They also become responsible for decision making and focus energy on the goal-oriented factors as they are motivated by the organizational inclusion.

The leadership philosophy of Fantasy organization states that “Leadership is a privilege that carries with it the responsibility to inspire others, and to direct them to attain the vision and goals of our organization. Empowering others to make decisions is critical to developing future organization leaders.” This philosophy helps in sticking to the organizational value propositions and provides guidance to people through helping them to focus on their work (Topping, 2010). It also enables everyone in the organization to know what is expected and articulates the priorities of the organization in a transparent manner. Moreover, it helps in mentoring the employees into becoming future leaders.

References

Campanella, T. (2015). Supported Decision-Making in Practice. Inclusion, 3(1), 35-39. http://dx.doi.org/10.1352/2326-6988-3.1.35

Manning, P. (2007). Organizational communication. New York: A. de Gruyter.

Topping, P. (2010). Managerial leadership. New York: McGraw-Hill.