Why are Managers and Team Leaders in Retail Industries Bottlenecks in the Internal Communication Process?
Reilly, J. (2014) Why are Managers and Team Leaders in Retail Industries Bottlenecks in the Internal Communication Process?, no. 96.
This paper initially examines why managers and team leaders in the retail industry are bottlenecks in the internal communications process. In doing this, this study seeks to fill the gap in the prior research into this specific area of the Retail Industry; the importance of communication and the repercussions of a poor process. This research begins with a review of the relevant literature in relation to internal communication, organisational communications, information bottlenecks and causes of hoarding information. In accession, this study then will discuss the methodological approach employed, before the presentation and discussion of the findings from manager interviews, and colleague focus groups from employees of a large supermarket chain in Scotland. The results of both the interviews and focus groups which were carried out highlights the way in which the internal communication process in the retail industry can have serious implications for a company as a whole. The study concludes that there are arguably serious problems in the internal communication process regarding the bottleneck culture in managerial staff in the retail industry.