The Most Efficient Managerial Communications

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As a rule, company executives coupled with their subordinates (CEO and heading supervisors) constantly search for the most efficient managerial communications to facilitate more effective organizational development in team-forming frames. It is essential to integrate appropriate managing communication approaches in order to motivate, promote, and enhance company participants for further organization prosperity. The beneficial role of managerial communications is proven empirically, as a leader serving as the CEO might achieve staggering success while interacting with their subordinates. By tapping into different techniques of communicative tools, a leader might get closer to the overall goals and objectives of a company set by its owners and the head office. It stands to reason that communication management implies implementing a systematic and strategic plan aimed at the refinement of the proper communicative contents and rationalities. Resorting to the managerial communication frame means being flexible and diversified, as it is next to impossible to act on the long-established pattern due to company members’ varied social contexts and backgrounds.

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To be ready for all possible adverse outcomes while dealing with organization members, the CEO, represented as a current leader, might be armed with a contingency plan just in case while intersecting with their subordinates and aides. Evidently, the communicative process among the CEO and their employees is one of the crucial components of the management strategy. This strategy does not embrace only giving instructions and orders to people who get a lower position on the business chart but also setting personal contact with company individuals to maintain the positive organizational micro-environment. Managerial communication is based on the information dissemination process via effective communication channels in order to drive home the message for company participants concerning their primary duties and liabilities. A well-qualified supervisor manages to persuade team members to follow them by employing information collecting, feedback assessment, and responsiveness from recipients. Generally speaking, a managerial communication approach involves gathering, creating, storing, and disseminating data, research, and information with company members to make them more proficient and organized.

Critical Assessment of Organization X

Organization X is an international company embracing representatives from different countries. As a rule, company members express different standpoints due to varied sociological contests and mentalities. The crucial role of the CEO is to evaluate all organization participants, their strengths and weaknesses in order to refine their upsides and eradicate their downsides (Zainal et al., 2021). As company X involves people from several nations, the CEO has to implement varied material communicative approaches to develop a positive working space for all members (Tietze et al., 2021). Managing communication in this frame is the essential tool for controlling and forming groups regarding achieving the general company goals and objectives.

It goes without saying that by setting personal contact with team members, a leader serving as the CEO might improve their communication skills by utilizing diverse organizational communication channels, flows, and approaches. Due to the different mentalities and social backgrounds of recipients belong to, the CEO has to decide on which communication level to develop, thus satisfying company participants’ needs (Oshie and Ushie, 2021). To adjust this process is a challenging task for the CEO as they have to consider all aspects to generate possible resistance on company members’ behalf. As mentioned above, arguments, crises, and misunderstandings might happen due to company members’ varied sociological contests. The CEO’s prerogative is to integrate multiple managerial communicative approaches for further organization development.

Effective Managing Communication Styles

Four major communication styles might be penetrated in the CEO’s organizational process to suppress increasing employees’ resistance and complaints, transform the lack of motivation into company participants’ inspiration, and assert control on company members. These relevant styles are:

  • Intuitive;
  • Functional;
  • Analytical;
  • Personal.

Evidently, these communication styles contradict each other, as they have different rationalities, but if the CEO approaches them in a multiple and careful way, they will pay off the leader. On the surface, varied communication channels maintain diverse objectives and purposes. The CEO must know which situation requires a corresponding communication style to make their followers perform more effectively and better.

Intuitive Communication Style

Every single organization has a section dealing with excessive information repositories to evaluate statistics, research data, and other informative sources in order to devise working methods for company enhancement. To apply the intuitive communication style, the CEO has to encourage their subordinates to express their initiatives and ideas (Andersson and Rademacher, 2021). The CEO interacting with an intuitive employee might get a precious experience, as they disseminate ideas with each other. These very ideas and initiatives the leader might use in organization enhancement. When interacting with an intuitive communicator, the CEO has to organize multiple and quick follow-ups and conversations in order to attract the intuitive individual to details. As the intuitive person has the ability to omit details, they consider to be unimportant and prefer to-the-point interactions, the CEO’s role is to emphasize all aspects and details.

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Functional Communication Style

Functional Communication Style is the opposite of the intuitive one; functional communicators pay much attention to all details and make their colleagues consider them too. As detail-emphasis is the basis of this style, the CEO must be assured that their followers resolve issues in a holistic and rational way (Castells, 2013). The significant advantage of this communication pattern is that the CEO, coupled with their subordinates, might observe and analyze the current issue from different angles and implement a multidimensional perspective for solving it.

Analytical Style

Every organization requires a person who ushers in analytical thinking and approaches to the decision-making process. The analytical approach might facilitate the company goal achievements, thus operating on overall company results rather than focusing on the problem-solving mechanisms dictated by the head office’s emotional component (Foucault, 2001). In this communication frame, the leader has to observe all directives, their back-ups, and summings-up. Analytical communicators want discussions and interactions to be more centralized and direct.

Personal Style

As mentioned above, the current CEO represented as the leader has to be flexible and diversified. It is imperative to integrate multiple approaches in the company’s performance to make it the profit-maximizing unit. As the CEO wants to lead their team to success, they have to resort to a personal communication style, thus setting personal contact with their subordinates (Klein, 2000). This communication approach embraces impersonal contact with team members discussing options that have little in common with the working process (such as small talks concerning family relations, life standpoints, and perceptions). The emotional and impersonal communication coupled with the Human Relationship management theory triggers organization members’ promotion and encouragement where a positive communication frame lies underneath these processes. The personal communication style facilitates the “fruitful” cooperation with organization participants, company customers, and external evaluators, as this communication frame aims to refine building relationship patterns.

Communication Functions the CEO might Use in their Performances

  • Informative Function – Informative communication carries information, research data, and figures in order to inform company participants concerning organizational processes and undertakings that are important to accomplish. The CEO’s role here is to facilitate this process and make it flawless to inform company members concerning their liabilities;
  • Systematic Function – This function implies that communication is a bridge between company participants and the head office or current leaders in the group. The primary goal of the CEO is to build this bridge in order to administer communication processes in an efficient way;
  • Literal Function – Communication is not only the mean for disseminating information, but it also has the emotional content, which is essential for the communication processes to convey not only working objectives but impersonal communication;
  • Figurative Function – Figurative communication function is aligned with presenting the organization with outside evaluators or rival firms (Cadwalladr and Graham-Harrison, 2018). The CEO’s significant role is to maintain communication with the external units to manifest the company’s significant upsides at the great expanse of competitors.

Upsides of the Effective Managerial Communication Strategy

  • The high Rate of Productivity – The implementation of an effective communication plan might guarantee employees’ awareness. If the team members are in the know of their objectives and liabilities, the CEO does not have to spend time informing them and guiding them. It implies that individuals have substantial time to spend it on achieving the company goals;
  • The Increased Level of Clarification – Employees have to follow instructions set by the CEO in strict order. To accomplish it, they have to know the algorithm of actions and complete assignments according to a fixed scheme set by the head office (Bordow and Moore, 1991). In case the individuals act on their assumption as the CEO does not clarify their subordinates’ charges, the process of collaborative work can create an overall misunderstanding;
  • The Decreased Level of Risks – The effective communication process has to guarantee the absence of a leak, as this info-private property of the firm might redound to the company in the arms of rival competitors.


As mentioned above, the CEO has to multitask using managerial communication approaches, styles, and functions. Evidently, every style has its own merits and can be used in particular working situations. The CEO cannot choose one communication style as dominant and another one as the backup. The leader has to be flexible and tap into a particular communications channel or a type depending on the situation (Barry, 2007). A positive micro working space predisposes the usage of both: formal and informal communication styles. To avoid discipline-misconduct and a vigilant attitude to work on employees’ behalf, the leader should not overuse the informal style. The CEO has to juggle varied communication styles and the situational leadership frame to be diversified and ready for taking actions and solutions referring to current working incidents.


Managing Communication is an integral part of company processes as interaction is in charge of team forming, informing, guiding, and promotion. There are a lot of communication styles, approaches, and channels that might come in handy to facilitate a positive microenvironment in the organization. Which style and approach to choose is the CEO’s prerogative, as it depends on their prospects and goals set to advance further company development and prosperity. The main point is that the CEO has to be flexible to make their organization the best-performing brand.

Reference List

Andersson, R., & Rademacher, L. (2021). 15 Managing communication. Handbook of Management Communication, 16(1), pp. 279-285.

Barry, B. (2007). ‘The cringing and the craven: Freedom of expression in, around, and beyond the workplace’, Business Ethics Quarterly, 17(2), pp. 263-96.

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Bordow, A. and Moore, E. (1991). Managing Organisational Communication. Melbourne: Longman.

Cadwalladr, C., & Graham-Harrison, E. (2018). Revealed: 50 million Facebook profiles harvested for Cambridge Analytica in major data breach. The Guardian, Web.

Castells, M. (2013). Communication Power. OUP Oxford.

Foucault, M. (2001). Fearless Speech Los Angeles, Semiotext(e).

Klein, N. (2000). ‘The branding of learning’, in, No logo: Taking aim at the brand bullies, Picador, New York, pp. 87-105.

Oshie, M. A., & Ushie, C. (2021). Conceptualising public relations’ strategies as a major tool in managing communication in organisations: A study of Niger Mills Plc, Calabar, Cross River

Tietze, S., Back, H., & Piekkari, R. (2021). 20 Managing communication in multilingual workplaces. Handbook of Management Communication, 16(2), pp. 373-374.

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Zainal, A. G., Wijaya, T., & Wardhani, A. C. (2021). Communication strategy of relationship chat account manager in managing the follower. Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia, 6(1), pp. 32-43.

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