Are the Internal E-mails The Bast Way of Communication within Research Paper

Are the Internal E-mails The Bast Way of Communication within Organization - Research Paper Example The use of internal e-mails as a communication tool in modern organizations is explored in this paper. The benefits and disadvantages of internal e-mails are critically discussed using also examples of organizations that use the specific tool of internal communication. Moreover, alternative internal communication systems are suggested, at the level that they have fewer disadvantages compared to internal e-mails. It is proved that despite their gradual replacement by other internal communication systems, internal e-mails are still used for internal communication purposes by firms in various industries; the limited risks related to the use of these internal communication tools, as analyzed below, seem to be the key reason for their expansion in organizations globally. 2. Internal e-mails in modern organizations 2.1 Benefits of internal e-mails Internal e-mails have been extensively used in modern organizations for supporting internal communication. The role of internal e-mails as a too l of internal communication can be made clear only if the context of internal communication is explained. ... A similar issue is highlighted in the study of Griffin and Moorhead (2011). According to the above researchers, employees in all organizations are likely to prefer systems of internal communication that are easy to be managed; internal e-mail is considered as a favorite tool of communication for most employees since their guidelines in terms of use are quite simple even for employees who do not have experience in IT systems (Griffin and Moorhead 2011). Another important benefit of internal e-mails has been the following one: internal e-mails, as also e-mails in general, can be used for exchanging files of various formats (Kline 2011). The specific feature of internal e-mails is particularly important, especially in large firms. Saving time and money has been also used as reasons for supporting the use of e-mails as internal communication tools (Kline 2011). More specifically, through the e-mail employees can send or accept documents that are critical in certain organizational tasks; if another means was used for developing this activity, then the cost would be significant, especially if a courier service would be used instead of fax (Kline 2011). Moreover, using the e-mail an employee need not exit from his office for retrieving documents or information required in the tasks assigned to him; he can use the internal e-mail for communicating with a colleague in regard to this material (Kline 2011). In this way, time is saved for working on the organizational tasks, a fact that increases employee performance.

Competitive analysis of a business firm Assignment

Competitive analysis of a business firm - Assignment Example Introduction The company selected for the project is Anheuser-Busch Companies, Inc. It is a brewing company of America and operates in 13 breweries in the country. The company is based in St. Louis, Missouri. Apart from packaging and brewing operations, the company also engages itself in agricultural operations, recycling operations as well as manages subsidiary owned property. The company supplies its products through a network that involves 500 independent wholesalers as well as 13 wholly state owned enterprises (Anheuser-Busch, 2012). The successful business organizations understand the purpose of value creation for the existing employees, customers and the investors. They are also aware that the interests of the groups are inter-related. Sustainable value should be created for all the three groups simultaneously. From the point of view of the customers, value creation means availability of products and services that are useful to them. From the perspective of the employees, value creation means treating all employees in a respectful fashion and involves themselves in the decision makings while value creation for the investors means obtaining high returns on their investments (Holland, 2001, p. 3). The mission of a certain company should be defined in terms of the primary value adding activities. Therefore, it is of utmost interests for the managers to devote time to analyze the dynamics of value creation. But managers tend to take decisions that systematically reduce the long term possibility of the firm to create value. They tend to define the interests of the organizations narrowly and this view was reinforced by the financial accounting systems (O'Malley, 1998). It is possible for business to create value in the following ways: reducing the transaction costs (for consumers / producers) reducing the costs of producers changing the perceptions of perceived benefits The firms offer some advantages where the transaction costs are lower. Market transactions i nvolve the use of real resources such as time and search costs as well as drawing up and enforcing contracts. Economies of scale can also crop us if the market transactions involve the use of real resources. The common ownership of the resources of production are sometimes less costly than a series of arrangements with independent contractors when there are specialized assets and expertise involved (Forbes, 2012). The factors driving value creation The history of the selected company is one of success as well as innovation. There has not been any real growth in the product market of the company in the time period under consideration in the graph above but the company faired particularly well in the stock market. In the last decade the domestic demand for beer went flat. The year 1996 marked the year where the company was able to create substantial value. In that year only 55 of the total produced in the company were sold outside United States. In the two year period of 1996 to 1998, the invested capital of the company grew by about 1.9 billion dollars. The enterpris3 value of the company grew by around 13.4 billion dollars (Arnold and Shockley, 2002, pp. 1-6). The estimated enterprise value of the company is shown in the graph below. The value of the company’s assets in place grew only slightly over the excess of capital invested. This indicates low growth of the existing market. The real value creation can be observed in the generation of 10 billion dollars worth of growth options for the company. In