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

the subordinate executives did not psychologically accept receiving communications, news, and orders from a lower caste even though this person had extraordinarily high and exceptional financial, asset, profitability, sustainability, and production expertise. The conflicting information from the Indian headquarters to the European headquarters was, therefore, due to this particular situation, the European managers had clearly underestimated. As has already been pointed out, of course, in this circumstance, the presence of totally conflicting information and communications from a single location did not lead to mental discomfort on the part of the European managers. Still, it led the European company to investigate the causes of this conflict. Pointing out the reasons left all the European managers in disbelief as they had made the mistake of not studying the culture of the country where the new headquarters was to be built, i.e. India. All this shows how conflicting information from the same entity can have many causes. Indeed, if this happens between individuals, as modern psychiatry points out, the clash between orders received leads to mental distress as one faces multiple conflicting communications and the mind becomes blocked. It is noted that if the situation worsens considerably, one reaches catatonia. At the business level, this does not happen for the simple reason that when faced with conflicting communications, one tries to manage and resolve the problem. However, this is not always possible. Suppose what happened in the European company and the Indian branch happens. In that case, it can resolve the issue promptly because everything is in the hands of top-level managers who can deal with the problems of conflicting information communication excellently. If, on the other hand, contradictory information and communication are given to an employee at a lower hierarchical level, such as a clerk, a worker or a manager at the relatively exact limits, it may the problem may not even be highlighted due to the employee's fear of being the object of ridicule or the subject of disciplinary action for not completing a task in the most appropriate manner. In this case, it can be assumed that this clash of information, arising perhaps, as has already been pointed out, from a different view of situations on the part of managers and senior management, can lead to situations of mental discomfort that cause not only illness in the employee, but also a negative impact on the company as a whole. Therefore, if one does not want to drive employees mad, in a metaphorical sense, it is necessary that in the decision-making process, the consistency of the information that is disseminated and given to the yes-men is checked to a remarkable degree to avoid a situation where, voluntarily or involuntarily, an individual is given conflicting communications or information that leaves him in doubt as to what to do. Only if this issue is addressed seriously in the company can the overall performance of the company improve and lay the foundations for an increase in the size of the company itself. Otherwise, the above contrast will lead the company to worse and worse results until the company, perhaps without realising it, takes the road that eventually leads to voluntary or judicial liquidation. 4) Is it Necessary to Communicate Directly, Politely and Consistently with Physical Actors and Companies? Yes....... Sometimes. but, in some Instances, Speaking "In Capitals" is Appropriate Communication, of whatever type it may be, i.e. relating to inter-relationships between individuals or the relationship between companies and third parties outside companies, can be implemented in various ways. The in-depth examination of how it should implement communication is not the subject of this article, as it would become a paper falling within the scope of marketing. Dealing, however, in general terms, with how it corporate communication towards third parties outside the company should be implemented, considering that this is the main topic of the article and the focus of the paper is undoubtedly not interpersonal relations between individuals, identifies an essential issue to be addressed without going into too much analytical detail, but highlighting, however, some elements that, though general, are indispensable for communication to be effective, efficient, understandable and truthful. Firstly, it should answer the question in the title of this paragraph. When communicating on the part of the company to those outside the company, one must communicate in a direct, polite and consistent manner. The answer, of course, is positive communication must be courteous, consistent and straightforward. Consistency and the fact that it is direct communication concerning individual issues mainly concern the written documents that the company disseminates externally and addresses to third parties outside the company. Politeness, on the other hand, involves how the company's verbal communication with the outside world is placed. Generally, the corporate means of communication par excellence is the balance sheet, accompanied by the mandatory documents that are not part of the financial reporting structure. But corporate communication to the outside world also occurs, much more often than one would think, through the behaviour of managers towards the community, the behaviour of employees towards customers, the attitude of the entire company staff towards anyone who has dealings with the company, and so on. In this case, communication is verbal, and politeness is a fundamental element for the message to reach, clearly and precisely, the intended recipients. Corporate communication can occur both towards the general public regarding the company's 37 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