Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

which it is to be analysed. It may happen that the source data is interpreted by persons hierarchically superior to the person who then has to analyse it in a different way, and therefore the information that is provided to the person hierarchically in the middle level lacks intrinsic coherence. Just as external corporate communication destined for third parties must be globally consistent, so too communication destined for internal company subjects, employees of various hierarchical categories, collaborators, trainees, etc. must be characterised by unimpeachable consistency, the absence of which renders all communication an element that, instead of improving the decision-making structure and the company management process, worsens both. Therefore, taking up the title of the paragraph and reconsidering the small example I gave in the preceding pages and which is quoted in modern psychiatry books, it is essential to understand why if you have subjects eh especially of low to medium hierarchical level being given conflicting communication or information, not only does the business work suffer, but, in addition to that, even the worker will have a performance a productivity that is certainly limited by the very circumstance that the conflicting commands that are given lead the employee, whether manager or worker or clerk, not to understand exactly his role in the company and the command he has to fulfil. And it is worth pointing out that this element of consistency in commands and communications to individuals, especially those belonging to the middle part of the corporate hierarchy, is not only important but indispensable. The absence of such consistency inevitably entails eh reductions in productivity, the performance of incorrect work, and the achievement of objectives other than those that the company sets out to achieve. In fact, if a subject receives from two different superiors two conflicting communications concerning the same object, he cannot, on his own, decide which decision-making and management action he must take because in either case he would be carrying out an operation that conflicts with one of the two commands. Corporate communication, therefore, must be consistent both when it is intended for third parties outside the company and when we are talking about communication of information intended for persons within the company. Failure to communicate causes problems that can lead to situations that first worsen the company's economic, income and asset situation and then lead the company down an impassable road whose end is liquidation. It is noteworthy that communicating conflicting information brings discomfort not only to the person receiving the inconsistent communications, but also to the managers managing the decision-making process, as they often do not understand what is happening in the company. As a mere example, it is interesting to analyse a case that the writer of the article followed indirectly because of the consequences that this communication problem had on the global business conditions the company was a company from a European country. i will not identify the country explicitly for privacy reasons. the company, whose main production site was, as mentioned, in a European country, had about 600 employees and therefore fell into the category of medium-sized companies. Over time, this company had established a number of subsidiaries around the world and also had a subsidiary in India. The production subsidiary in India had always produced extremely high profits and had always achieved high levels of business productivity. In these companies, an indigenous person manages the company's entire production and communication process. At the end of his working life, this person was replaced by another competent manager with special characteristics regarding the financial and product knowledge of the company. The person who replaced the retiring manager was the best choice for the Indian company to expand further. Suddenly the situation of the Indian subsidiary began to deteriorate. Productivity began to fall, profitability declined, and the financial condition worsened. The communications coming from the Indian office were conflicting. The managing director appointed to replace the retiring manager kept sending communications to the European headquarters, reassuring them that everything was in order. On the other hand, the contacts that came from the persons in the corporate hierarchy subordinate to that manager highlighted problems, not better identified, of communication and interpersonal relations. The latter communications also referred to problems of an income, financial, and equity nature and to the impact on the sustainability of the company itself. The situation, therefore, appeared incoherent to the European managers in that completely conflicting information was coming from the exact location and the same group of high and mid-level managers. It is evident that in the face of this situation, unlike what can happen among individuals who are unable to cope with the context and enter into a situation of mental distress, the European company, the company's main production site and registered office, sent a European manager to understand the reason for the distortions in the communications coming from India. The manager managed to solve the riddle within two days. Everything was due to the simple fact that in replacing the manager who had retired and in bringing in the new manager of the company as managing director, the European managers had not considered the caste problem and, without knowing it, had identified the managing director as a person belonging to a lower caste than the managers hierarchically subordinate to him. This made communication and information short-circuit because 36 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals Communicating through Non-Communication or Over-Communication