Organisational communications in the enterprise management system

In the context of dynamically developing market relations, a modern industrial enterprise should take into account economic, technical and political factors that affect its activities in close connection with the external environment. The problem of improving the efficiency of resource use by enterprises is inextricably linked to the use of timely, detailed, transparent and reliable information in real time. In this regard, communication of the enterprise becomes one of the most important elements of activity and significantly affects the competitiveness. The article analyses the key tasks of organisational communications. According to the results of the analysis, the main problems of communication in enterprises are identified and recommendations for optimising the management of the system of organisational communications are proposed.


Introduction
Various components can be an obstacle (or barriers) to communication: noise, distorting the process of information transmission, linguistic and semantic errors arising at any stage of information exchange, which cannot be avoided completely. Among the barriers to communication, the most significant ones are individual and organisational barriers. Individual barriers appear as a result of differences in the system of values of employees; discrepancy between the level of education and competence, income level, age and other social and demographic indicators. Organisational communication barriers are associated with a contradictory system of values and mission of the organisation, different needs of structural units, disproportionality of power distribution, etc. [4].
To prevent these organisational barriers to communication, it is necessary to create an atmosphere of trust and openness in the enterprise, special importance should be given to the effectiveness of feedback and the development of corporate culture. Effective use of communications is also associated with such factors as the professionalism of managers, the structure and characteristics of the organisation, the presence of stable interpersonal relations between its members, the culture of subordinates, the position of the organisation in the external environment, the competence of employees.
Our own study of the industry market on the example of enterprises of the Southern Federal District allowed us to identify the main factors of success and problems existing in the communicative sphere of these industries.
These activities are part of the food industry. The food industry is one of the largest and most important sectors of the economy of the Southern Federal District. In 2018, the authors conducted a survey of production managers, press services, departments of communication policy, personnel management, marketing structures and managers, specialists engaged in PR. In total, the study involved 42 people, representatives of 13 medium and 5 large enterprises.
The analysis of communicative activity of such enterprises shows that the communication system at the enterprises studied by us is quite effective. This was noted by 86% of respondents. It should be noted that the enterprises have structural units or specialists responsible for the development of communications and communication policy, as well as actively involved employees responsible for personnel management.
Each company has its own website, the information on which is updated at least twice a week, there is an electronic document management system, active interaction with the regional media is conducted (the example of Krasnodar is especially notable here), the distribution of powers at different levels of management.
At six enterprises there are corporate publications that reflect information about activities, news, achievements of employees, management decisions. The same information can be found on the website. Within companies, information stands, meetings and planning meetings, meetings with staff etc. are held. But paradoxically, the study pointed to the lack of information in the field. This problem is largely due to the fact that employees prefer oral transmission of information, and not always interested in such stands. The main channels of communication, as noted by 76% of respondents, are hierarchical communication on the principle of "management -subordination" and informal communication between employees.
In order to study the opinion of employees on the activities of the organisation, management decisions, regular sociological research is conducted at seven enterprises (questionnaires, interviews of employees, online surveys). All enterprises have a system of "feedback" between management and employees, which is expressed in the fact that any employee can ask questions to management during direct meetings or on the website. Also, the wishes of enterprise managers, communications specialists in terms of improving the existing system are always taken into account.
Specialists of five enterprises noted that previously all requests and wishes are discussed with their chiefs on the basis of which ascending vertical communications are organised. The chief arranges a monthly meeting where for every item of the reports instructions for further work are given, as well as manages and transmits information, received from the external environment. Thus, the company has established a vertical descending communication system.

Conclusion
The need to manage organisational communications at the strategic level is now recognised by most scientists and practitioners, but the nature and content of strategic decisions regarding organisational communications have some uncertainty.
To solve the identified problems, the following measures can be proposed: regular and timely informing employees about the real situation in the organisation at the moment, increasing the degree of involvement of employees in the activities of the company, the introduction of the fundamental values of corporate culture; conducting collective and individual conversations with employees, general meetings, professional trainings, etc.
Optimisation of the management system of organisational communications will allow to organise the process of communication in a more constructive way, to increase the effectiveness of feedback, to minimise the barriers of communication, to strengthen organisational values, to form, maintain and develop a corporate culture, which will positively affect the effectiveness of the company's management, will allow to form a more positive image of the organisation for different categories of information consumers. Thus, the effectiveness of organisational communications affects the efficiency of the enterprise management system, so management should be interested in the development of communication policy, which affects the quality of management decisions.