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Procedia - Social and Behavioral Sciences 73 (2013) 319 326

The 2nd International Conference on Integrated Information

Communication Management In Business.

The Latent Power For Career Development.
Evangelia N. Markaki,a Damianios P. Sakasb *,Theodore ChadjipantelisC
a , c. Aristotle University of Thessaloniki, Political Science Department, Thessaloniki, 541 24, Greece
b. University of Peloponnese. Department of Computer Science and Technology, 22100, Tripoli, Greece

Abstract
In this paper we try to connect business and management communication with career management process. During a period of
financial crisis, the business context needs and prospects change in a quick and violent way. Business and Management
communication becomes a crucial and strategic partner in order for corporations to achieve their goals. During that period
people evaluate and critically analyze their career path and professional development. Human resource communication
management appears as a useful and necessary tool for corporations. Business works in teams. People work having ambitions
for their professional future. Designing an effective communication plan via resources between team leaders (managers,
supervisors) and employees is a difficult process but highly productive that allows us to understand the factors that influence,
affect and form peoples evolution. It also allows us to deepen the personal desires in order to push people make appropriate
choices and to grow within the right professional environment. The communication plan helps the organization, conservation
and dissemination of the communication process. It organizes how information flows, via which channels, from whom it is
originated, to whom it is distributed and how often that happens. The frequency depends on managements mentality but we
have to keep in mind that open communication processes and lines conserves employees commitment and involvement in
corporations targets. The paper evaluates the results from data collected during the 2011 and presents a simulation model that
combines professional evolution, communication management and resources.

2012
2013 The
The Authors.
Authors. Published
Published by
by Elsevier
Elsevier Ltd.
Ltd. Open access under CC BY-NC-ND license.
Selection
peer-review
under
responsibility
of The
International
Conference
Integrated
Information.
Selection and/or
and peer-review
under
responsibility
of The
2nd2nd
International
Conference
on on
Integrated
Information
Keywords : Strategic communication plan; business and management communication; professional development; career management; human
resources management; simulation models.

* Corresponding author. Tel.: +302104116627.

E-mail address: D.Sakas@uop.gr

1877-0428 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license.

Selection and peer-review under responsibility of The 2nd International Conference on Integrated Information
doi:10.1016/j.sbspro.2013.02.058

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1. Introduction
Communication Management as well as the employees career development has now a modern and crucial
importance for businesses. It is related and it directly affects the evolution of employees, their development and
their career prospects as well as the success of the organization in its strategic targets [1].
Designing a personal career plan is a difficult process but highly productive and allows us to understand the
factors that influence, affect and form the future career path of an individual [2]. It also allows us to deepen the
personal desires in order to make appropriate choices and to grow within the right professional environment [2,
3].
This paper concentrates on the effective communication management in business and especially how this is
related to career management, development and resources creating a dynamic simulation model.
2. The organizational environment
Management is a process that combines planning, designing, staffing, leading and organizing actions [4]. The
communication process influences not only the way management works but also the way employees understand
their role in an organization, the commitment and the expectations they have [5]. Often each manager has to
focus on communication matters concerning crisis management, conflict management and career management
[6].
The way we work today has changed. Employability, continuing training, development, motivation, easier
flow of information and easier displacement form the modern career evaluation [7].
One of the most important parts of the managers communication management is to present effectively the
idea and prospect of every project. That must be done in a way inspiring with powerful and informative content
giving the employee the opportunity to understand the way he is involved in the project and how his contribution
at work will be part of this career development [6].
The relationship between the manager and the staff is interactive and crucial [8]. They have to collaborate, to
work together, trust and respect each other. The cooperation with the manager must be aligned. On the one hand
the manager gives the direction for the implementation of the project on the other hand the staff must present
results in terms of productivity, ROI and competiveness [9]. The manager is also responsible for the quality and
the quantity of the communication between him and the staff.
On the other hand, the central role of the management is to help the employees and make them be focused on
the results [10]. Sometimes this collaboration and communication deals with problems and influences the way the
employees understand their career development. This happens because each project builds employees KSAOs
(knowledge, skills, abilities and other characteristics) that is often closed related to the career evolution [1].
According to Phillips [6] effective communication is prerequisite in order to collaborate properly and build a
career path in an organization. The manager must develop relationships of trust and teamwork. This cultivates the
commitment as well as creates alliances and feelings of involvement in an organization [11].
2.1 Career development
Career is a notion that includes three main aspects [1]:
The Internal Career that means the personal and subjective way we understand our career evolution.
The External Career that means the way the others see our career evolution.
And the Organizational Career that refers to the position and the roles an employee undertakes during
his professional life.
The career development is most of the times a challenging process due to many reasons. It is not only the
conflicting interests that may exist but also luck of social skills such as listening skills, aggressive behaviors and
negotiable skills as well as confusion of responsibilities or indecision [1].

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2.2 Communication Management

On the other hand building effective communication with the manager can develop caring, hard-working and
goal-orientated skills [12]. Thus the communication management is necessary.
In order to communicate effectively we have to create a communication plan where the communication must
have some important characteristics: it must be accurate, as much as needed, organized and targeted [12].
According to Can et al [12] the communication plan helps the conservation and dissemination of the
communication process. It organizes how information flows, via which channels, from whom it is originated, to
whom it is distributed and how often happen all these. The frequency depends on the managements expectations
but we have to keep in mind that open communication processes and lines conserves employees commitment
and involvement [5].
The communication plan between the manager and the employee predicts meetings on a regular schedule,
methods to take information, and the necessary updates and evaluation as the time passes [13]. For effective
communication it is necessary to create communication channels in order to discuss each project, to report the
progress and resolve problems [14,15].
3. Methodology
The data are based on quantitative as well as qualitative research. The data were selected through semistructured interviews administered in a random sample of 582 job applicants in Athens who participated in
Selection procedures on 2011. The data collection took place on 2011. The analysis of the data realized with
statistical tools as well as with simulation modeling programs. To implement the models, the modeling software
tool iThink 9.0.2, from iSee Systems, was used. Numerous scientists have employed computational systems, as
the core research method in their studies [16-30]. Similarly, we can use other free software models. Such
dynamic models, we can access to the World Wide Web as Open sources of web applications, for dynamic
simulation.
This prototype caters from novice users, who may only navigate through three or four main pages, to the
expert users who may take advantage of the advanced functionality available in the prototype. The interface was
kept simple and designed with ample 'help or ? buttons that provide the decision makers with a description of
various concepts or explanations to improve user autonomy. Color templates as well as repeated and common
items were kept consistent so as not to confuse the user and improve usability.
4. Results
At the research people evaluated some job aspects closed related to the communication policy of an
organization as well as the career development. 87.2% of the candidates supports that the stability and the
security in the work place are of prime importance. This is often conserved via an open communication process
that gives employees the opportunity to know and to understand every change in the organization. As they
explain it is very important for an employee to feel stability and confidence towards the organization and this is
often the result of the effective communication. This brings personal balance and avoids situations of uncertainty
and anxiety, conditions that affect employees' mood to work and performance as well as their evaluation. Being
in a stable and secure environment the employee can develop confidence, a career path methodically,
organization and balance without feelings of futility and uncertainty.
Certainty and stability does not mean stagnation and limitation. 78% of the candidates want their job to offer
autonomy and independence. The autonomy and independence are two concepts often misunderstood in the
workplace and often confused with concepts such as arbitrariness. Every employee should feel that he has the
ability to make decisions, to promote and develop his work, personality and abilities. These properties should be

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developed to provide a healthy environment where practices such as free and constructive communication will be
on a daily basis.
Finally, one also crucial factor is challenge for 67,7% of the candidates. The concept of challenge is very
important for both young and older employees. The challenge activates every time the interest in the job,
develops skills, creates new opportunities. The challenge is a really driving force for an employee for continuous
improvement and push to himself. This also is the most spontaneous expression of creativity and growth.
Each individual selects the most attractive career routes based on his desires, abilities and personality. This
development cannot be achieved without a clear and targeted communication process between manager and
employee.
We asked young job applicants from 18 to 26 years old, that means the 41,2% of the total candidates, to
describe the demanded characteristics of the first employer that could help their professional development and
career management.
The first employer is very important for the beginning of a career. When the cooperation is constructed with
effective communication process the relationship is based on trust, is linked to high productivity, with good
results and qualitative job performance.
So in the relationship with the first employer the new employees want:
Confidence to the employee and his abilities clearly stated by the manager
Patience at mistakes and the expected lack of practical knowledge through lack of experience,
Honesty and respect in the communication between manager and employee.
Opportunities for professional development, capacity building and skills evolution.
Additionally there was an evaluation of the importance of some main communication aspects at organizational
level. The following table presents the actions and the mean on the 5 Likert scale evaluation.
Table 1. Actions and Evaluation Mean
Actions

Mean of Evaluation

Develop meetings

[3.9]

Balance the Communication process

[4.2]

Good understanding

[4.5]

Build networks with managers that can help an employees career

development

[3.3]

5. Problematic for the Dynamic Simulation Model

Career development is close connected to communication process and resources. As we see this process is a
wide area of research where notions and definitions are not always clear. This happens because some notions are
interrelated. In this study we try to combine the data of the research and show the equilibrium between
communication with managers and career management. We try to include at the dynamic simulation model,
many aspects of the main axes: the communication process management and the resources. The conjunction
between Company Resources and Organizational Environment, qualitative and frequent Meetings, Working
Network, Initiative Encouragement, Work Autonomy, Job Stability, etc, is dynamic for the career development.
Using the variables presented above as well as the literature findings we created the following dynamic
simulation model.

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6. The Model
Qualitative
Meeting

QM2MS

M2QM
Satisfaction
Organizational Enviroment

EP2OES

OS2OES
JS2L

Layoff

L2JSS

OC2OES

Environment

Organizational

Philosophy

Culture

Waste
Organizational

Waste
Satisfaction
Communication

Organizational
Scope

OE2OC

Environment

Meetings

Waste
Same

OE2OS

OE2EP
Organizational

Language

Environment
Meetings

JS2R

Same
SOE2CR

Reductions

Language
CR2SL

CR2M

R2JSS

Frequent
Meetings

Percent
CR2OE

Percent
CR2M

CR2OE
FM2MS

Percent
CR2SL

M2FM
Percent
CR2WN
SC2CR
CR2WN

Waste

Percent

SL2CR
CR2JS

Job
Stability

CR2JS
SJS2CR

Company
Resources

Satisfaction
Job Stability

Job
Stability

WN2CR
CR2IE

Working
Network

CR2UO

Percent
CR2UO

Percent
CR2IE

Cupping
Percent

Waste
Working
Network

CR2OF
JS2C

Waste
Initiative
Encouragement

C2JSS

CR2OF
Unambiguous
Objectives

Initiative
Encouragement

UO2CR

IE2CR
Percent
CR2WA

Supervisor
Confidence

CR2WA
Waste
Unambiguous

Work

Objectives

WA2CR

Autonomy

JS2SC

SC2JSS

SOF2CR
OF2PM

Waste

OF2PE

Work
Autonomy

Other
Factors
OF2C

OF2R
Waste
Other
Factors

OF2H

Respect
Patience on
Mistakes

Personnel
Education

Honesty

Confidence

H2OFS
C2OFS

PM2OFS

R2OFS

Satisfaction
Other Factors

PE2OFS

Fig. 2. Dynamic Simulation Model

As seen from the Dynamic Simulation Model, the results change when changing the provision of the resources
to agents. Depending on the sources provided by the company resources, involving knowledge, personal
information, personnel training, etc, the percentage of communication in companies changes.
The results of the Dynamic Simulation Model are shown in tables and graphics that we provide.

Fig. 3. Satisfaction Communication in conjunction with Job Stability, Organizational Environment, etc.

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Fig. 4. Organizational Environment in conjunction with Satisfaction Organizational Culture, Scope and Philosophy

Fig. 5. Job stability in conjunction with Layoff, Reductions, Cupping and Supervisor confidence

Fig. 6.The resources of the Company in conjunction with Communication, Job Stability and Organizational Environment

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325

The Dynamic Simulation Model provides the decision maker with various forms of support that guide them
through the decision making process. These guides range from the use of status alarms and notifications to the
use of visual aids to enhance learning and understating of various relationships in the context of Communication
models. To aid the leaders executives in making strategic decisions, the user interface of the sustainability model
alerts that provide the user with various notifications during the course of the simulation.
For example, if Job Stability is low, a message pops up to notify the user that their satisfaction is
unsustainable. Thus, when Company Resources: satisfaction, Job Stability, Organizational Environment,
Communication and all Other Factors indicate high or low values, a message pop up to notify the user for this
result and so some of the resources return to the Company.
7. Conclusion Discussion
Career management as well as communication management is interrelated with organizational resources and
parameters such as Working Network, Initiative Encouragement, Work Autonomy, Job Stability.
Communication management and organizational resources can lead an organization to success and employees
to a professional development. Career management has crucial communicational aspects. The challenges that
face today the Human Resources Management is to assess all these parameters and lead employees as well as
managers to an interconnected relation which influences both organizational as well as personal development and
success involving company resources, knowledge, personal information and personnel training. Numerical and
dynamic simulation depicts the way processes function and exert influence on the companys decision making
procedures with in sourced or out- sourced organizational characteristics.
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