Concept

Communications management

Résumé
Communications management is the systematic planning, implementing, monitoring, and revision of all the channels of communication within an organization and between organizations. It also includes the organization and dissemination of new communication directives connected with an organization, network, or communications technology. Aspects of communications management include developing corporate communication strategies, designing internal and external communications directives, and managing the flow of information, including online communication. It is a mere process that helps an organization to be systematic as one within the bounds of communication. Communication and management are closely linked together. Since communication is the process of information exchange of two or people and management includes managers that basically gives out information to their people. Moreover, communication and management literally go hand in hand. It is the way to extend control; the fundamental component of project management. Without the advantage of a good communications management system, the cycles associated with the development of a task from start to finish can be genuinely compelled. It also gives the fundamental project integrity needed to give an information help among all individuals from the team. This information must stream descending, upward and horizontally inside the association. Moreover, it is both master and servant of project control. It is the action component, the integrator of the process toward assembling the project. As project management is both a craftsmanship and a science, the project manager leads the multidiscipline of the plan and construct team. The management’s part is to achieve the objectives of the organization itself. To be able to do this, managers should make an action plan that simply defines what, when, and how it would be done & finished. In order to execute the plan, managers must pass on the information to everybody in the organization.
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