Improving Upward Communication

          In conjunction with chapter 11 in our books on organizational communication, I read an article I found on EBSCOHOST, published in the Journal of Business Communication titled "Improving Upward Communication," by Robert M. Wendlinger.  The article highlighted the results of a study that examined communication for one year at the Bank of America.  The study found that employees at lower levels did not feel comfortable comunicating with upper management and often avoided it because they felt that upper management didn't care or take them seriously or they were worried about negative repercussions.  This seems to be a common trend in organizations-employees are not encouraged to express their ideas and suggestions with upper management, they do not feel comfortable doing it, or do not think anything positive will come of it.  We can label these feelings and perceptions the employees are experiencing that are hindering communication as noise.  In my own work experience I have also found communication with upper management to be a challenge.  After the study discussed in this article was conducted, an "open-line" program was implemented at the Bank of America.  This program involved a confidential suggestion program in which employees could express their opinions and ideas anonymously.  The program was very successful as employees liked and used it.  They felt that they were better heard and even saw some changes they had suggested implementing.  I think this program was an excellent idea and I think all companies should have a program similar to it.  However, I think upper management also needs to make a committment to being approachablr, to listen to their employees, and to encourage communication.  If this is not done, employees will feel undervalued and the organization may miss out on potentially valuable insights and ideas.