It goes without say that communication management is an essential aspect of a company’s environment as it ensures a consistent flow of information to each entity in a company in order for them to fulfill their respective duties. As we learned in lecture, there are 3 types of organizations: functional, project-based, and matrix-based organizations, all of which differ in where authoritative power resides and how information flows. Communication management in functional organizations should be governed by functional heads as they hold the most influence in this company type and can therefore seek to eliminate the “information silos” that these organizations are known for. Likewise, project-based organizations are lead by project managers, who can also manage communication/information distribution between project teams to ensure that knowledge is properly passed down from team to team. This can be done through application of project documentation software that allows for access to information on all projects, both pending and completed, that can serve to address lessons learned from a previous project’s pitfalls.

A matrix organization consists of both functional heads and project managers in which communication management is likely to have an impact on whether or not the company establishes itself as a “strong” or “weak” matrix organization. Which of the three organization types may prove to be the most challenging when it comes to generating an effective communications management plan across departments/teams? The PMBOK Guidebook covers other aspects of company communication by introducing topics such as communication constraints, communication models, and communication requirements analysis. How may each of these topics contribute to efficient distribution of information in any type of organization?