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Relevance of Communication to Management

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Relevance of Communication to Management
By Obasesam Usang Effiom
Ghana Christian University College
Accra - Ghana

State the Relevance of Communication to Management
SDM 201222101028
Ghana Christian University College
Lecturer: Gabriel Annan
Date: 15th April 2013
Word Count:

Table of Content Pg.
Introduction
Definition of Terms
Relevance of Communication to management
Conclusion
Reference

Introduction
Communication is a vital part of personal life more so important in business and management, and any other situation where people encounter each other. Effective Communication is significant for managers in the organizations so as to perform the basic functions of management, i.e., Planning, Organizing, Leading and Controlling. Communication helps managers to perform their jobs and responsibilities. Communication serves as a foundation for planning. All the essential information must be communicated to the managers who in-turn must communicate the plans so as to implement them. Organizing also requires effective communication with others about their job task. Similarly leaders as managers must communicate effectively with their subordinates so as to achieve the team goals. Controlling is not possible without written and oral communication.
Managers devote a great part of their time in communication. They generally devote approximately 6 hours per day in communicating. They spend great time on face to face or telephonic communication with their superiors, subordinates, colleagues, customers or suppliers. Managers also use Written Communication in form of letters, reports or memos wherever oral communication is not feasible.
Thus, I can say that “effective communication is a building block of successful organizations”. In other words, communication acts as organizational blood. Before I go into the purpose of this term paper (The Relevance of Communication to Management), I’ll start by defining some certain terms necessary for the understanding and assimilation of this work.

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