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Effective Communication: Partnership in Italy

Effective organizational communication not only has an impact on organizational performance and employee productivity, but also helps create organizational comparative advantage. The detailed case scenario about Melissa and her company’s partnership in Italy brings to the fore the role of communication in enhancing organizational performance. Indeed, through her effective communication, the partnership in Italy has been able to work in a more informed, flexible, purposive, and supportive manner and the benefits of so doing are evidenced by the strengthening of the partnership as well as increased employee motivation and commitment. This paper discusses some of the most notable aspects of the scenario as they may relate to effective communication.

Impact of Melissa’s Communication Style on the Italian Partners’ Performance

First, it is imperative to note and appreciate that Melissa’s communication style has helped save a partnership that was certainly in jeopardy, therefore, sinking. In the thinking of Salako (2016), communication can be conceptualized as an organization’s ‘life blood’, such that miscommunication (and/or lack of communication) hinders organizational functioning and leads to collapse. As detailed, the Italian partnership was in jeopardy, but the situation was saved by Melissa’s communication style. Arguably, by giving the Italian partners crucial information in the manner she did, Melissa ensured they were well informed as to plan, coordinate, and carry out their business activities in line with pre-established objectives (in the context of the partnership). As Bucăţa and Rizescu (2017) would easily agree, her communication style enabled the management of the partnership in Italy to carry out their management functions with more understanding, thereby making more informed decisions which when implemented would see the partnership concluded and cemented.

Through effective communication, Melissa was able to facilitate interaction between the Italian team. This is congruent with literature assertions on how workflow improves when there is cooperation and coordination among team members (Bourne, 2015; Davidson, 2016). By availing crucial information as required, she enabled better coordination, meaning even activities of the organization flowed smoothly. As a representative of her parent company, she achieved the establishment of interpersonal connections with the Italian partners, a fact that was evidenced by the dinner party held in her owner.

The effect of Melissa’s communication style on the Italian partners can also be comprehended from an informational viewpoint whereby the partners were able to get information regarding the business environment and anything that could potentially affect their responsibilities and work in general. In the same vein, they could also disseminate important information that could be much needed by the parent company in, say, decision-making. With the shared information, the Italian partners were better positioned to make decisions, for instance those relating to resource allocation and the assigning of responsibilities and roles to their employees.

Sources of Information Prior to and after the Visit

As per the account, the Italian partners had not been getting information from the US parent company, even when they called to directly request it from Melissa’s colleagues. This leaves only some limited options as possible sources of whatever little information they could get. Potential sources of information in this regard could have been the parent company’s website, company newsletters, memos to partners, and news outlets and the media in general. Other partners could have also been providing important bits of information about the company. Additionally, company competitors could have been potential sources of information. However, after Melissa’s visit, improved communication and relations could imply the parent company’s departmental heads could communicate directly with the partners, hence providing information as would be needed for conducting business and ensuring the partnership continues. Thus, Melissa and her colleagues (who were not cooperative before) can be said to be the partners’ main sources of information following her visit the significantly improved relations in the context of the partnership.

Melissa’s Change in Attitude

Clearly, Melissa’s attitude about dealing with the Italian partners after the visit changed to a more positive one. This change could be accounted by the fact that for the week she interacted with them, she realized that, save for the language barrier that somehow limited communication, the excellent communication between them could foster their relations further through increased understanding. Having given them crucial information that they had not been getting before, Melissa realized they appreciated very much and they were willing to strengthen the partnership more so as regards efforts to help improve and further develop the product, ultimately increasing sales (business volume) and overall market share. The actions of the president of the Italian office not only demonstrated high professionalism but also genuine appreciation of the partnership and an interest to take it to another level. By attending the dinner party (in her honor) with all their families, the employees demonstrated their commitment, unity, and readiness to work to improve business with the parent company. In many ways, the Italian partners assured Melissa of their commitment to the partnership, thus giving her a message to take home, “We are ready and fully committed to this: Let us do business”. Her change in attitude can thus be comprehended. It speaks to the significance of effective communication in organizational management and performance.

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