Authors like Samáková, Sujanová, and Koltnerová (2013) believe that communication is primary but effective communication in an industrial enterprise is imperative for success. Organizations need to collaborate in order to resolve various issues and problems. In doing so if communication taking place is effective the organization can achieve high end innovation and solve problems with more efficiency. Drury-Grogan and Russ (2013) also accentuates on the similar factor that organization can only collaborate towards a meaningful outcome if the communication being taking place within the organization is effective. It is also known that organizations execute extensive projects within to achieve their strategic goals, mostly they are resource started hence effective communication becomes even more important in a projectized environment.

Effective communication takes place when intended message is transferred as intended and received with clarity by the listener. The concept is measured by the determine value delivered in understanding. Like how well the intended message is understood and how well the recipient feel they can act upon it. Effective communication allows to generate effective dialogue between delivery partners and users of the project (Samáková et al., 2013). The key consideration and focal point of developing a business case for implementing effective communication within an organization is to harness a higher probability of developing ideas and helps solve various problems.

There are many challenges to implement framework for effective communication the barriers concern uses of jargons, wrong mediums, prejudices, Differences in culture, language, and hearing impairment. These issues can be addressed by adopting 7 Cs of communication, by harnessing cultural intelligence and emotional intelligence.

The critical communication takes place during projects, hence effective communication is emphasized in these scenarios. The project manager has to become effective speaker and a listener to channelize emotions and energies towards achieving better outcome. Moreover, use of communication matrix empowers the project manager to develop meaningful relations with the stakeholders.  

The processes of a business do not always remain the same as, in many cases bad new must be shared. Polito, (2013), highlights that communicating bad news effectively is part of designing an effective communication process. However, the bad news cannot be just bluntly shared rather it requires the speaker to develop a context for the listener. As without channelizing it the speaker is allowing the listener to thinking aimlessly and their emotions can go awry. It is recommended not to strike with bad news rather give in a context and present solution to mitigate outrage. This will communicate the confidence to the listener that managers are still in a position to tackle the threat.

Similarly, the managers have to manage meetings and take in to consideration language, cultural and other process related barriers during a meeting. The managers have to preempt the meeting and prepare the resource for everyone. Each participant if from a different language background should be given a report in their native language so that they can better understand the processes.

Lastly, according to Butchibabu et al. (2016) the presenter must have various skills amongst which there must be a balanced mix of human and technical skills. The presenter must use verbal and nonverbal communication tools aided by design parameters and strong visual content to get the message across.

References

Butchibabu, A., Sparano-Huiban, C., Sonenberg, L., & Shah, J. (2016). Implicit coordination strategies for effective team communication. Human factors, 58(4), 595-610.

Drury-Grogan, M. L., & Russ, T. L. (2013). A contemporary simulation infused in the business communication curriculum: A case study. Business Communication Quarterly, 76(3), 304-321 %@ 1080-5699.

Polito, J. M. (2013). Effective communication during difficult conversations. The Neurodiagnostic Journal, 53(2), 142-152

Samáková, J., Sujanová, J., & Koltnerová, K. (2013). Project communication management in industrial enterprises.