Difference between revisions of "Sohbet"

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+
Intra-business communications
 +
 
 +
1.1 The concept of communication. The meaning of communication in the organization
 +
 
 +
Communication in the broad sense is understood as communication, the transfer of information from person to person, In the organizational context, the concept of "communication" is considered as a process (communication is the communication of people: exchange of ideas, thoughts, intentions, feelings, information) and as an object (a set of technical means that ensure the processes of information transfer).
 +
 
 +
Communication is the process of communication and transfer of information between people or groups of people in the form of oral and written messages, body language and speech parameters.
 +
 
 +
Intra-organizational communications include: top-down and bottom-up levels of vertical communications, horizontal communications, communications between supervisor and subordinates, and communications between formal and informal groups. Intra-organizational communication processes are designed to meet the needs of different levels of decision-making.
 +
 
 +
Communication in a small group gives both the head and the subordinate a chance to participate promptly in solving strategic and current tasks: everyone participates in the discussion and everyone can be heard. The feedback effect gives good results. Interaction becomes more complex as the number of group members increases.
 +
 
 +
Interpersonal communication - communication with another person is the most common type of internal communication. Communication between informal groups can cover a set of ties - from domestic to industrial. The basis of this type of communication is information circulating through informal communication channels. Sometimes managers deliberately launch "rumors" in order to check the reaction of the team to possible future decisions (for example, on personnel changes or changes in the order of payment of bonuses, etc.).
 +
 
 +
Public, or mass, communication - the process of communicating information through technical means or means of mass communication to numerically large groups of people: print, radio, cinema, television. The source of information transmits the message to dispersed audiences. There is limited opportunity for feedback.
 +
 
 +
The most important task of company management is to create conditions for the exchange of ideas, thoughts, information between people, departments, between the organization and its environment. The communication systems adopted in the best companies are based on the effective technologies of information exchange, on cultivation of informal communication, on support of communication by material means. One of the managers at Hewlett-Packard admits: "...We start any business with a very high degree of informal communication, and that is the main thing. And we feel an obligation to maintain that at all costs." The same firm places great importance on staff addressing each other by name. To that end, everyone, including the president, wears a nameplate with just his or her name on it. At Caterpillar, McDonald's, Intel, Delta Airlines, and United Airlines, much emphasis is placed on forming communication techniques to ensure that staff are in constant informational contact.
 +
 
 +
The intensity of information exchange in such companies is high, and it usually begins with the requirement of informality.
 +
 
 +
The communication systems adopted in the best companies promote innovation, initiative and entrepreneurial spirit.
 +
 
 +
Encouraging an abundance of contacts, the best firms are remodeling their facilities, furnishing their workplaces in new ways. For example, Intel's new buildings are designed so that there are enough meeting rooms to learn new information, communicate, and solve current problems. Management thereby improves communication among employees.
 +
 
 +
In one cutting-edge company, the canteen had small tables for four people; they were replaced with large rectangular barracks-type tables. The ZM company organizes group interest clubs. All with one goal in mind: to increase the likelihood of casual conversations that promote problem solving during breaks, lunch, breakfast or other situations. In the best companies, the environment - modest, spartan furnishings, open doors, no extra walls - contributes to relaxed communication. Luxurious offices are not conducive to open, friendly relations.
 +
The effectiveness of communication is influenced by various factors: Communication of people is carried out by means of verbal and nonverbal methods. Verbal communication is realized by means of verbal (dialogue, meeting, negotiations, presentations, etc.) or written (orders, instructions, letters, [https://www.alert-software.com/sms-notifications sms text alerts] etc.) messages, non-verbal is realized by means of body language (posture, gestures, posture, facial expression, etc.) and speech parameters (intonation, voice timbre, speech tempo, voice volume, pronunciation, speech style, etc.).
 +
 
 +
Ways to ensure communication are well known - it is listening, speech, reading, writing. Listening is on the first place in importance, taking up to 45% of time of interpersonal communications. Speech takes up to 30% of the time of interpersonal communications (dialogues, meetings, negotiations, presentations). It is important to pay a lot of attention to the culture of speech in order to improve the effectiveness of communications. Reading plays a crucial role, especially for people who have an analytical mind and have a quick reading technique. Reading accounts for about 15% of interpersonal time.
 +
 
 +
A person's personality type is also important in the communication process. Recognizing your interlocutor's personality type in a timely manner will allow you to tailor your sentences and give you an additional opportunity to succeed in negotiations.
 +
 
 +
Communication is a vital link between the supervisor and subordinates, it is a tool for intra-system coordination and helps to obtain information at all levels of management. Studies of various organizational structures show that communication plays an important role in the development of the organization as a holistic organism. Every manager is interested in improving communication. With the help of communication the goals of the company are implemented, new ideas are carried out, motivation is carried out, the behavior of group members is controlled. Communication is necessary to assert the authority and will of the manager.
 +
1.2 Structure of Communication in the Organization
 +
 
 +
A communication network involves the flow of messages, or signals, between two or more individuals. It connects participants in the communication process in a certain way through information flows.
 +
 
 +
The ability to develop an intra company communication network is usually limited by the size of the units in the organization. An increase in the size of the group leads to an increase in the number of possible communication relationships. Therefore, the way in which the communication network is constructed, depends on its impact on both reducing and increasing the gap between the value sent and received. and, accordingly, the activities of staff may differ more or less effective.
 +
 
 +
It is especially important to know the types of communication networks or communication structures in the group. Among the existing communication networks for groups of different size, we can distinguish four main types: wheel, chain, circle, complex circle (or all-channel)
 +
 
 +
A formal, centralized power hierarchy, in which subordinates communicate with each other only through their supervisor, is represented in wheel-type networks. One person is central to the team and most members of this group are oriented to the center when determining their position. This is due to the leadership functions of the person at the center of the "wheel," his/her ability to exert more social influence on the other members of the group. It is also connected with responsibility for transferring information and making final decisions. If the members of the group are connected to each other as links of one chain, in which everyone maintains contact with someone else, then we have a network of the "chain" type. The latter reflects a successive network of horizontal connections. In a circle-type network, the members of a group can only communicate with the person next to them.
 +
 
 +
An example of completely decentralized groups are "all-channel" networks, which are usually used when it is necessary for all members to participate in solving complex problems. This approach is also called open communications.
 +
 
 +
1.3 Typology of communication in an organization
 +
 
 +
Channels of communication.
 +
 
 +
Since the organization is a multi-level structure with levels of leadership and subordination. Such a structure functions effectively only if there is good communication between all levels. So, if there is a need to influence behavior of subordinates on the top level of management, the order, instruction, directive must not only reach the lowest level, but also spread through all structural units of this level. Therefore, it is advisable to analyze both vertical and horizontal organizational communications.
 +
 
 +
Vertical channels of communication should connect all levels of management of the organization into a single whole. To do this, information should be sent primarily from the top down. This is how management communicates to subordinates about current tasks, recommended methods of action, applicable sanctions and rewards, changes in organizational norms and standards, as well as organizational structure and technology. Through a system of top-down communications, organizational management provides orientation of the goals of organizational units relative to the main organizational goals; correction of behavior, attitudes and behavioral stereotypes of executives at all levels, coordination of actions; and maintenance and consolidation of authority and control.
 +
 
 +
Ascending information flows in bottom-up direction, i.e. in the direction of subordinates - manager, are channels of feedback of the management process. In this case, managers of higher levels are informed about problems and current affairs in each subdivision of the organization, which allows them to constantly adjust and change the measures of influence on the behavior of subordinates of all lower levels. Subordinates can use the bottom-up flow of information to bring to the attention of senior management information about private problems of units and individual workers, as well as events outside the control of the formal structure of the organization.
 +
 
 +
Among the highest organizational priorities is certainly the development of upward information flows, making them as important to management as downward flows. This is possible by transferring the relationship between higher-level managers and subordinates into a dialogue mode, in which:
 +
 
 +
- subordinates are involved in solving the key problems of the organization;
 +
 
 +
- the subordinates are constantly informed about all the successes and problems of the organization;
 +
 
 +
- there is an opportunity to use and implement the initiative of performers, consider and apply in practice new ideas, inventions, collective experience of employees of the organization.
 +
 
 +
Horizontal channels of communication in the organization are ways and means of transferring information separately at each hierarchical level of the organization. Horizontal communications are realized in the form of information exchange at meetings of top managers, middle managers, lower management, at meetings of executives, as well as in informal coalitions, circles of colleagues, in the course of labor activities, etc.
 +
 
 +
Just a list of possible horizontal channels shows their extraordinary diversity and testifies to the great opportunities for managing the organization's activities and the most complete provision of information to members of the organization at all levels. For the functioning of horizontal channels of communication it is especially important to have an informal structure of the organization.
 +
 
 +
In general, the horizontal channels of communication in the organization are designed to solve the following problems:
 +
 
 +
- transmission of information of not directive, but advisory nature;
 +
 
 +
- clarification of goals and objectives of subdivisions based on the specific situations in each subdivision;
 +
 
 +
- Interaction of specialists of different profiles from different subdivisions of the organization, which contributes to the complex solution of tasks set by the top management;
 +
 
 +
- Formation of an informal organization structure, which solves the problems that cannot be solved in the formal framework.
 +
 
 +
Communications of the organization with the external environment in modern conditions are aimed at market and institutional levels. The main purpose of this kind of communication is to create a balance between the input and output of the organization as a system and information provision of this balance.
 +
 
 +
Such communications should be aimed at various targeted audiences (ordinary consumers, suppliers, competitors, public organizations or pressure groups, state executive and legislative authorities, etc.). In addition to addressing the current issues of balance between the organization and the external environment, communications of this kind solve the following problems:
 +
 
 +
- Creating an organization's "image" locally, nationally, and internationally;
 +
 
 +
- ensuring communication with existing and potential customers (e.g., through advertising);
 +
 
 +
- influencing the development of laws, regulations concerning the activities of the organization (e.g. by using pressure groups).
 +
 
 +
Another basis for typology of communications in the organization can be the degree of their formalization.
 +
 
 +
Formal communication links standardize the relationship between the communicator (transmitting information) and the recipient (receiving information) in the organization, strictly regulated by organizational norms, rules, core values. These relations have high stability and reliability and are aimed at achieving organizational goals.
 +
 
 +
Informal communicative connections arise in the case and there, where formal connections cannot satisfy needs of members of social groups in the organization. These ties have less stability and are aimed mainly at achieving the goals of small social groups and individuals. So, informal connections are used for information support of interaction between divisions (horizontal business connections), for satisfaction of needs of members of the organization in communication, interaction with leaders, conformity in relation to group norms. Informal connections are not hierarchical, but can be both horizontal (in the vast majority) and vertical (for example, friendly communication between the leader and a rank-and-file member of the group).
 +
1.4 The relationship of communication processes and information technology in organizations
 +
 
 +
The peculiarity of modern markets is that the situation in them can change rapidly in short periods of time, which requires a quick response and development of new approaches to doing business. To maintain a leading position in such difficult conditions, it is necessary to constantly change and adapt the management structure of the organization, as well as to study and master all the promising methods of business. The use of electronic means of communication is becoming one of the key conditions for the survival of companies in a highly competitive environment. Companies and firms have long applied in practice the creation of "virtual" teams of engineers, marketing experts, financiers of different departments, which develop various projects without meeting each other. And managers note in such cases minimal opposition from various bureaucratic factors, as well as increasing motivation of employees when there is a common goal and sense of community when working on such projects.
 +
 
 +
With the development of modern information and international communication systems in recent years, there is a practical opportunity to move away from the traditional paper documents as the main carrier of information, which reflects all the stages of the implementation of a commercial transaction. The use of paper documentation, as well as the usual methods of its processing and sending in practice very often leads to large production and commercial costs. E-commerce technologies, developed by now, allow businessmen to realize their transactions by means of modern information and communications systems, reaching, during conclusion, confirmation and fulfillment of commercial transactions (contracts), a higher accuracy, speed and effectiveness. Thus, e-commerce combines all forms of business operations and transactions carried out electronically. Besides, application of modern information technologies and communication systems ([https://www.alert-software.com/mobile-apps mobile alert app https://www.alert-software.com/mobile-apps], electronic data exchange, Internet, videoconferences, etc.) is able to bring all the aspects of business to a new level, including creation of an effective system of information exchange inside organizations.
 +
 
 +
In his book "Business at the Speed of Thought", Bill Gates said: "No matter how your company is organized, no matter how you incentivize your employees, one thing is certain: you cannot run it all from the center. One person or one committee will never be aware of every issue in every division or subsidiary. Managers should develop new strategies and general policies and provide employees with adequate tools to gather information and knowledge from around the world. You should not try to make all decisions by yourself. Companies that try to put into practice the concept of top-down management, directing every step from the center to the field, simply will not have time to pivot in the rapid pace of the new economy."
 +
 
 +
The tools of administration of a decentralized system are a useful thing, but the mindset of directing all workers' actions from the center is counterproductive. Electronic tools should stimulate workers' creativity and productivity. No matter how much direction senior executives give, intellectual workers also need a means to explore, share ideas and results with one another, and make real-time changes to business processes.
 +
 
 +
Opportunities of the Internet
 +
 
 +
Here are a few options for sharing and disseminating information in the process of work of the firm, using the Internet.
 +
 
 +
Distribution of information. Fast distribution of working information - orders, memoranda, plans and other working documents - plays a key role in geographically dispersed companies. With the Internet, a firm can organize access to its internal databases or expert knowledge bases.
 +
 
 +
Mobile connectivity. Any company, whose employees are often sent on business trips, can see at first hand experience that the organization of access to the Internet via dial-up channels using cellular modems can significantly accelerate the transfer of necessary information in the daily routine. In addition, the multimedia now available allows the creation of interactive catalogs, demonstration videos and instruction manuals, which the salesman can download by connecting to the company server and show to the customer during the meeting with him.
 +
 
 +
Sales team. A local sales team with Internet access can place orders, determine bulk quantities, handle unusual requests and send regular progress reports. And if the team has multimedia capabilities, it can showcase the company's latest products online without incurring the expense of purchasing a video system or the expense of travel or postage associated with delivering the latest videos.
 +
 
 +
Service personnel. Regular customer service personnel, through use of the Internet, benefit from access to maintained and regularly updated databases of repairs, repair tools and parts available from both in-house and third-party vendors, as well as the ability to consult with in-house experts when needed.
 +
 
 +
Companies can communicate via the Internet between their headquarters, branches, subsidiaries located in different regions, as well as their foreign offices. In this case, the Internet appears as a natural evolution of their own internal local networks. The hidden benefit is that there is no need for a single standard for the internal LANs of all these units. All existing networks can be connected to the Internet using TCP/IP and thus unified. Savings can be very significant, since with this solution is not necessary to purchase new equipment to bring all local networks to a common standard.
 +
 
 +
Examples of the successful use of electronic means of communication by participants in international business these days is enormous.

Revision as of 06:38, 16 April 2022

Intra-business communications

1.1 The concept of communication. The meaning of communication in the organization

Communication in the broad sense is understood as communication, the transfer of information from person to person, In the organizational context, the concept of "communication" is considered as a process (communication is the communication of people: exchange of ideas, thoughts, intentions, feelings, information) and as an object (a set of technical means that ensure the processes of information transfer).

Communication is the process of communication and transfer of information between people or groups of people in the form of oral and written messages, body language and speech parameters.

Intra-organizational communications include: top-down and bottom-up levels of vertical communications, horizontal communications, communications between supervisor and subordinates, and communications between formal and informal groups. Intra-organizational communication processes are designed to meet the needs of different levels of decision-making.

Communication in a small group gives both the head and the subordinate a chance to participate promptly in solving strategic and current tasks: everyone participates in the discussion and everyone can be heard. The feedback effect gives good results. Interaction becomes more complex as the number of group members increases.

Interpersonal communication - communication with another person is the most common type of internal communication. Communication between informal groups can cover a set of ties - from domestic to industrial. The basis of this type of communication is information circulating through informal communication channels. Sometimes managers deliberately launch "rumors" in order to check the reaction of the team to possible future decisions (for example, on personnel changes or changes in the order of payment of bonuses, etc.).

Public, or mass, communication - the process of communicating information through technical means or means of mass communication to numerically large groups of people: print, radio, cinema, television. The source of information transmits the message to dispersed audiences. There is limited opportunity for feedback.

The most important task of company management is to create conditions for the exchange of ideas, thoughts, information between people, departments, between the organization and its environment. The communication systems adopted in the best companies are based on the effective technologies of information exchange, on cultivation of informal communication, on support of communication by material means. One of the managers at Hewlett-Packard admits: "...We start any business with a very high degree of informal communication, and that is the main thing. And we feel an obligation to maintain that at all costs." The same firm places great importance on staff addressing each other by name. To that end, everyone, including the president, wears a nameplate with just his or her name on it. At Caterpillar, McDonald's, Intel, Delta Airlines, and United Airlines, much emphasis is placed on forming communication techniques to ensure that staff are in constant informational contact.

The intensity of information exchange in such companies is high, and it usually begins with the requirement of informality.

The communication systems adopted in the best companies promote innovation, initiative and entrepreneurial spirit.

Encouraging an abundance of contacts, the best firms are remodeling their facilities, furnishing their workplaces in new ways. For example, Intel's new buildings are designed so that there are enough meeting rooms to learn new information, communicate, and solve current problems. Management thereby improves communication among employees.

In one cutting-edge company, the canteen had small tables for four people; they were replaced with large rectangular barracks-type tables. The ZM company organizes group interest clubs. All with one goal in mind: to increase the likelihood of casual conversations that promote problem solving during breaks, lunch, breakfast or other situations. In the best companies, the environment - modest, spartan furnishings, open doors, no extra walls - contributes to relaxed communication. Luxurious offices are not conducive to open, friendly relations. The effectiveness of communication is influenced by various factors: Communication of people is carried out by means of verbal and nonverbal methods. Verbal communication is realized by means of verbal (dialogue, meeting, negotiations, presentations, etc.) or written (orders, instructions, letters, sms text alerts etc.) messages, non-verbal is realized by means of body language (posture, gestures, posture, facial expression, etc.) and speech parameters (intonation, voice timbre, speech tempo, voice volume, pronunciation, speech style, etc.).

Ways to ensure communication are well known - it is listening, speech, reading, writing. Listening is on the first place in importance, taking up to 45% of time of interpersonal communications. Speech takes up to 30% of the time of interpersonal communications (dialogues, meetings, negotiations, presentations). It is important to pay a lot of attention to the culture of speech in order to improve the effectiveness of communications. Reading plays a crucial role, especially for people who have an analytical mind and have a quick reading technique. Reading accounts for about 15% of interpersonal time.

A person's personality type is also important in the communication process. Recognizing your interlocutor's personality type in a timely manner will allow you to tailor your sentences and give you an additional opportunity to succeed in negotiations.

Communication is a vital link between the supervisor and subordinates, it is a tool for intra-system coordination and helps to obtain information at all levels of management. Studies of various organizational structures show that communication plays an important role in the development of the organization as a holistic organism. Every manager is interested in improving communication. With the help of communication the goals of the company are implemented, new ideas are carried out, motivation is carried out, the behavior of group members is controlled. Communication is necessary to assert the authority and will of the manager. 1.2 Structure of Communication in the Organization

A communication network involves the flow of messages, or signals, between two or more individuals. It connects participants in the communication process in a certain way through information flows.

The ability to develop an intra company communication network is usually limited by the size of the units in the organization. An increase in the size of the group leads to an increase in the number of possible communication relationships. Therefore, the way in which the communication network is constructed, depends on its impact on both reducing and increasing the gap between the value sent and received. and, accordingly, the activities of staff may differ more or less effective.

It is especially important to know the types of communication networks or communication structures in the group. Among the existing communication networks for groups of different size, we can distinguish four main types: wheel, chain, circle, complex circle (or all-channel)

A formal, centralized power hierarchy, in which subordinates communicate with each other only through their supervisor, is represented in wheel-type networks. One person is central to the team and most members of this group are oriented to the center when determining their position. This is due to the leadership functions of the person at the center of the "wheel," his/her ability to exert more social influence on the other members of the group. It is also connected with responsibility for transferring information and making final decisions. If the members of the group are connected to each other as links of one chain, in which everyone maintains contact with someone else, then we have a network of the "chain" type. The latter reflects a successive network of horizontal connections. In a circle-type network, the members of a group can only communicate with the person next to them.

An example of completely decentralized groups are "all-channel" networks, which are usually used when it is necessary for all members to participate in solving complex problems. This approach is also called open communications.

1.3 Typology of communication in an organization

Channels of communication.

Since the organization is a multi-level structure with levels of leadership and subordination. Such a structure functions effectively only if there is good communication between all levels. So, if there is a need to influence behavior of subordinates on the top level of management, the order, instruction, directive must not only reach the lowest level, but also spread through all structural units of this level. Therefore, it is advisable to analyze both vertical and horizontal organizational communications.

Vertical channels of communication should connect all levels of management of the organization into a single whole. To do this, information should be sent primarily from the top down. This is how management communicates to subordinates about current tasks, recommended methods of action, applicable sanctions and rewards, changes in organizational norms and standards, as well as organizational structure and technology. Through a system of top-down communications, organizational management provides orientation of the goals of organizational units relative to the main organizational goals; correction of behavior, attitudes and behavioral stereotypes of executives at all levels, coordination of actions; and maintenance and consolidation of authority and control.

Ascending information flows in bottom-up direction, i.e. in the direction of subordinates - manager, are channels of feedback of the management process. In this case, managers of higher levels are informed about problems and current affairs in each subdivision of the organization, which allows them to constantly adjust and change the measures of influence on the behavior of subordinates of all lower levels. Subordinates can use the bottom-up flow of information to bring to the attention of senior management information about private problems of units and individual workers, as well as events outside the control of the formal structure of the organization.

Among the highest organizational priorities is certainly the development of upward information flows, making them as important to management as downward flows. This is possible by transferring the relationship between higher-level managers and subordinates into a dialogue mode, in which:

- subordinates are involved in solving the key problems of the organization;

- the subordinates are constantly informed about all the successes and problems of the organization;

- there is an opportunity to use and implement the initiative of performers, consider and apply in practice new ideas, inventions, collective experience of employees of the organization.

Horizontal channels of communication in the organization are ways and means of transferring information separately at each hierarchical level of the organization. Horizontal communications are realized in the form of information exchange at meetings of top managers, middle managers, lower management, at meetings of executives, as well as in informal coalitions, circles of colleagues, in the course of labor activities, etc.

Just a list of possible horizontal channels shows their extraordinary diversity and testifies to the great opportunities for managing the organization's activities and the most complete provision of information to members of the organization at all levels. For the functioning of horizontal channels of communication it is especially important to have an informal structure of the organization.

In general, the horizontal channels of communication in the organization are designed to solve the following problems:

- transmission of information of not directive, but advisory nature;

- clarification of goals and objectives of subdivisions based on the specific situations in each subdivision;

- Interaction of specialists of different profiles from different subdivisions of the organization, which contributes to the complex solution of tasks set by the top management;

- Formation of an informal organization structure, which solves the problems that cannot be solved in the formal framework.

Communications of the organization with the external environment in modern conditions are aimed at market and institutional levels. The main purpose of this kind of communication is to create a balance between the input and output of the organization as a system and information provision of this balance.

Such communications should be aimed at various targeted audiences (ordinary consumers, suppliers, competitors, public organizations or pressure groups, state executive and legislative authorities, etc.). In addition to addressing the current issues of balance between the organization and the external environment, communications of this kind solve the following problems:

- Creating an organization's "image" locally, nationally, and internationally;

- ensuring communication with existing and potential customers (e.g., through advertising);

- influencing the development of laws, regulations concerning the activities of the organization (e.g. by using pressure groups).

Another basis for typology of communications in the organization can be the degree of their formalization.

Formal communication links standardize the relationship between the communicator (transmitting information) and the recipient (receiving information) in the organization, strictly regulated by organizational norms, rules, core values. These relations have high stability and reliability and are aimed at achieving organizational goals.

Informal communicative connections arise in the case and there, where formal connections cannot satisfy needs of members of social groups in the organization. These ties have less stability and are aimed mainly at achieving the goals of small social groups and individuals. So, informal connections are used for information support of interaction between divisions (horizontal business connections), for satisfaction of needs of members of the organization in communication, interaction with leaders, conformity in relation to group norms. Informal connections are not hierarchical, but can be both horizontal (in the vast majority) and vertical (for example, friendly communication between the leader and a rank-and-file member of the group). 1.4 The relationship of communication processes and information technology in organizations

The peculiarity of modern markets is that the situation in them can change rapidly in short periods of time, which requires a quick response and development of new approaches to doing business. To maintain a leading position in such difficult conditions, it is necessary to constantly change and adapt the management structure of the organization, as well as to study and master all the promising methods of business. The use of electronic means of communication is becoming one of the key conditions for the survival of companies in a highly competitive environment. Companies and firms have long applied in practice the creation of "virtual" teams of engineers, marketing experts, financiers of different departments, which develop various projects without meeting each other. And managers note in such cases minimal opposition from various bureaucratic factors, as well as increasing motivation of employees when there is a common goal and sense of community when working on such projects.

With the development of modern information and international communication systems in recent years, there is a practical opportunity to move away from the traditional paper documents as the main carrier of information, which reflects all the stages of the implementation of a commercial transaction. The use of paper documentation, as well as the usual methods of its processing and sending in practice very often leads to large production and commercial costs. E-commerce technologies, developed by now, allow businessmen to realize their transactions by means of modern information and communications systems, reaching, during conclusion, confirmation and fulfillment of commercial transactions (contracts), a higher accuracy, speed and effectiveness. Thus, e-commerce combines all forms of business operations and transactions carried out electronically. Besides, application of modern information technologies and communication systems (mobile alert app https://www.alert-software.com/mobile-apps, electronic data exchange, Internet, videoconferences, etc.) is able to bring all the aspects of business to a new level, including creation of an effective system of information exchange inside organizations.

In his book "Business at the Speed of Thought", Bill Gates said: "No matter how your company is organized, no matter how you incentivize your employees, one thing is certain: you cannot run it all from the center. One person or one committee will never be aware of every issue in every division or subsidiary. Managers should develop new strategies and general policies and provide employees with adequate tools to gather information and knowledge from around the world. You should not try to make all decisions by yourself. Companies that try to put into practice the concept of top-down management, directing every step from the center to the field, simply will not have time to pivot in the rapid pace of the new economy."

The tools of administration of a decentralized system are a useful thing, but the mindset of directing all workers' actions from the center is counterproductive. Electronic tools should stimulate workers' creativity and productivity. No matter how much direction senior executives give, intellectual workers also need a means to explore, share ideas and results with one another, and make real-time changes to business processes.

Opportunities of the Internet

Here are a few options for sharing and disseminating information in the process of work of the firm, using the Internet.

Distribution of information. Fast distribution of working information - orders, memoranda, plans and other working documents - plays a key role in geographically dispersed companies. With the Internet, a firm can organize access to its internal databases or expert knowledge bases.

Mobile connectivity. Any company, whose employees are often sent on business trips, can see at first hand experience that the organization of access to the Internet via dial-up channels using cellular modems can significantly accelerate the transfer of necessary information in the daily routine. In addition, the multimedia now available allows the creation of interactive catalogs, demonstration videos and instruction manuals, which the salesman can download by connecting to the company server and show to the customer during the meeting with him.

Sales team. A local sales team with Internet access can place orders, determine bulk quantities, handle unusual requests and send regular progress reports. And if the team has multimedia capabilities, it can showcase the company's latest products online without incurring the expense of purchasing a video system or the expense of travel or postage associated with delivering the latest videos.

Service personnel. Regular customer service personnel, through use of the Internet, benefit from access to maintained and regularly updated databases of repairs, repair tools and parts available from both in-house and third-party vendors, as well as the ability to consult with in-house experts when needed.

Companies can communicate via the Internet between their headquarters, branches, subsidiaries located in different regions, as well as their foreign offices. In this case, the Internet appears as a natural evolution of their own internal local networks. The hidden benefit is that there is no need for a single standard for the internal LANs of all these units. All existing networks can be connected to the Internet using TCP/IP and thus unified. Savings can be very significant, since with this solution is not necessary to purchase new equipment to bring all local networks to a common standard.

Examples of the successful use of electronic means of communication by participants in international business these days is enormous.