Traducción al inglés del artículo publicado en septiembre de 2012 en la revista digital argentina Negocios & Management

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What can internal communication do for your company?
marzo 27th, 2014 NyM
By Luis Miguel Díaz-Meco de Madrid, España
Translated by Lucila Agustina Norry, Buenos Aires city,
Argentina.
It is surprising to see the low level of attention companies and
institutions pay to a management tool like the internal
communication, which is so usef ul and of f ers many results
(including f inancial results).
Today we can still observe two clear business models,
depending on how their communication is managed:
1. Traditional companies which ignore it, they don’t believe in or
support their communication.
2. More modern and open companies which encourage and promote their communication
as part of their f ormula f or business success.
Let’s analyze what these models consist of and, mainly, which results we can expect f rom
each of them:
Model A
It is organized on the basis of a strong hierarchical structure (here, we f ind the bosses,
there, we f ind the subordinates, with more subtle but marked gradations, as we get to the
bottom of the organization chart).
Inf ormation is always transmitted in a vertical way and in one direction (f rom the top to the
bottom).
There is a lack of transparency (inf ormation is regarded as a precious treasury which must be
hidden and exclusively belongs to specif ied members of the company. Furthermore, it is
believed that the other employees have neither interest nor capacity to value such
inf ormation).
In f act, there is no communication as such, there are only pieces of inf ormation transmitted
by employers to employees. The other members of the company have no possibility of
discussing, enriching and sharing them.
Model B
Its structure is much more f lexible, open and collaborative. All of the employees are involved
in the change management and their initiative and capacity to solve problems are promoted.
Inf ormation f lows in both directions (f rom the bottom to the top and vice versa), workers are
no longer audiences and become participants.
Values such as openness, honesty and transparency are promoted. Employees are
considered to be adults and all inf ormation is given to them.
What do we achieve by using Model B?
Generating commitment
Facilitating transparency and participation
Motivating employees
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What can internal communication do for
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2. Of f ering credibility and coherence in relation to company plans and purposes.
Strengthening shared values
Improving work atmosphere (the sense of well-being and satisf action f or working f or a
specif ic company),reducing stress and absenteeism.
All of which directly results in:
Improved management and how it is perceived.
Increased productivity.
And, eventually:
In better f inancial results f or the company.
In brief , there are only f ew investments more productive f or a company than an investment
decided by internal communication.
Because, as the University of Harvard (the U.S.A.) has revealed: “1% improvement in work
atmosphere impacts on 2% of a company prof its”.
Translator’s profile:
Lucila Agustina Norry es Traductora Pública en idioma inglés
egresada de la Universidad de Buenos Aires. Se dedica a la capacitación
en idioma inglés de negocios y con objetivos específ icos, principalmente
inglés técnico, económico y legal, tanto en instituciones públicas (BCRA,
CNV, Aerolíneas Argentinas) como en empresas privadas de primera
línea. Brinda servicios de traducción en los pares de idiomas inglés
<>español de documentos Comerciales (Contratos, actas, minutas,
inf ormes, estados contables), documentos legales (demandas, sentencias, escritos
judiciales), documentos Públicos (Certif icados, Diplomas, C.V.), documentos técnicos
(manuales, inf ormes técnicos) y sitios web.
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