Organizational networking communication

Contractor, N., and Eisenberg, E. (1990), Communication Networks and New Media in Organizations, in Organizational and Communication Technology, J. Fulk and C. Steinfield, Eds., Sage, Newbury Park, CA. 

The importance of organizational networking in the development of an effective safety culture cannot be overstated. We are all part of a complex web of personal and professional networks. These networks establish how we send and receive information about ourselves, our environment, its issues, problems, and concerns as well as our successes and values. We use this information to establish how we function, operate, and become a part of organizations, families, communities, and social or professional groups. 

Blair, R., Roberts, K., McKechnie, P. (1985). Vertical and network communication in organizations The present and the future. In R. McPhee P. Tompkins (Eds.), Organizational communication Traditional themes and new directions. Beverly Hills, CA Sage Publications, Inc. 

Improved organizational communication through extended networks. 

There is a further influence of the synchronous communications on the project duration. Synchronous communications between the activities occupy the required persons of the participating organizational units. Employees are picked from the activity network and scheduled for the discussion by the simulation model. These employees cannot execute other activities during this time. Such communication relationships are a characteristic for design processes, and therefore their effect should be examined more carefully in future. 

The first step in a hazard survey program is to formalize the lines of communication. A primary purpose of this communication network is to get critical hazard information to decision makers as quickly as possible so that action can be taken to avert an exposure or accident. Traditional communication routes in most companies do not allow for quick communication between workers and decision makers, and thus serious hazards may not be corrected before an exposure or accident occurs. Each company has an established organizational structure that can be used to set up a formalized communication network. For instance, most companies are broken into departments or work units. These can serve as the primary segments within which workers report hazards. These hazards can be dealt with at the departmental level or communicated to higher-level decision makers for action. 

While business cases have some value, there will always be technology where the business model does not apply. Typically, these are infrastructure technologies such as networks and computer communications (e-mail, voice mail), and in these cases, investment decisions must be made on the basis of broader organizational criteria. 

The cells of reporting and communications, analytical decision-making, and organizational integration cover the functions whereby reports generated by the system are transmitted via the network, out-of-specification results are highlighted, and the cH-ents can have remote access for online query of the database. The aim of these first two cells is to transmit the report to the client effectively and highlight aberrant results this allows the client to focus immediately on problem areas. Some of the options available to implement this section are covered in more detail under Financial justification and risk assessment in the next section. 

Frequent communication by embedded lead users not only increases their proximity to R D, but may also alleviate the flow of knowledge irom other organizational members, who are not users of the firm s products (Sportl). These employees might have the feeling, that their ideas are not valued 1 R D, as they do not have special knowledge, and hence hesitate to share information (SportT). This impacts negatively on the access of non-user employees to innovation related firm networks. One of my informants reported ... 

Communications Informal networks were strengthened, and new communications channels were created at all organizational levels. 

The merging of information and communications technologies has supported the growth in supply chain partnerships. These technologies have enabled extensive connectivity. Today s computer networks, open systems standards and the Internet enable people working in different areas of the supply chain to maintain constant contact. Since information transactions have become so easy, there is less of a need to restrict operations to within traditional organizational boundaries. These new capabilities offer the ability for supply chain parmers to share information in real time. This enables the partnering firms to hold lower inventories and incur fewer transactions costs. These lower costs can in turn be passed on to the customer in the form of lower prices and better value. Or alternatively retained as increased profits ... 

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