20 Description Essay Topics: Top Points to Discuss in Business Communication Niche

If you are tasked with writing a description essay on business communication, it is important that you have a good topic in mind.
Picking the topic can be tricky which is why you will find a list of 20 potential topics for your disposal below:

Difference between General Communication and Business Communication
Business Communication Cognizant of Technological Differences in a Global Environment
Two Business Communication Activities: Internal Versus External
Concise Necessity of Business Communication
Business Communication Cognizant of Competitive Differences in a Global Environment
How Business Communication Obtains Actions from Recipients
Stakeholder Management and Business Communication
Business Communication Cognizant of Ethical Differences in a Global Environment
Types of Business Documents Requiring Business Communication
Business Communication and External Image
Business Communication Cognizant of Geographic Differences in a Global Environment
Business Communication and Completion of Company Objectives
Surviving Continual Change Processes with Business Communication
Business Communication Cognizant of Cultural Differences in a Global Environment
The Four Basic Elements to Communication
Different Channels and Mediums for Business Communication
Clarity of Purpose for Business Communication
Response Elements in Business Communication
Active Listening and Controlled Emotions for Business Communication
Feedback Within the Business Communication Process

Sample Description Essay on Stakeholder Management and Business Communication

In any project, there are stakeholders to consider. The term “stakeholders” refers to any individuals or organizations who have participated in the project or were affected by the project (Cleland & Ireland 2002, p. 324). Wideman (1998, p. 433) classifies stakeholders into one of three areas for any project: Project champions – These stakeholders offer the financial resources necessary for the project. They might include investors, clients, project sponsors, or top tier management. Project participants – These stakeholders are tasked with heading the project. They may consist of project managers, regulatory authorities, the government, or product and service suppliers. External stakeholders – These stakeholders are critical to the success of the project, while not implementing first hand or financing it. They may consist of community leaders, the media, family members of any company employees, and social and/or interest groups.

Stakeholder management needs to be structured, seeking to evaluate what influence each project stakeholder has within the confines of the project, and which will produce the best possible outcome for the project (Calvert 1995, p. 214). This process is integrated into this particular project. The stakeholder management plan provides all stakeholders with timely information throughout the duration of the project that is relevant and accurate. The stakeholders are then given an opportunity to raise any concerns, make any recommendations, or provide their input on the project. The publicity team is tasked with handling the communication of the stakeholders through appropriate company channels.

One of the important components of human resources theory is maintaining healthy relationships with stakeholders. Having positive communication is the hallmark of this and plays a large role in whether the objectives of the project will succeed or fail. A company should recognize how important proper communication with stakeholders is toward the overall success of the project, because of the roles that each stakeholder plays (Back & Moreau 2001, p. 12).

In any business project, a project management team would be responsible for the completion of all project-related work and business communication therein. They are tasked with handling all resources allocated to the project and the intermediary with top management. The top management plays an active role in the success of the project (Gray & Larson 2003, p. 25). The work of top management includes approving any funding, which becomes a priority for the organization. The project sponsors also have influence toward the outcome of the project, as their approval is necessary to move forward. As such, the project management team adopts a strategy to enable approval from primary stakeholders at the start of the project and the corresponding milestones (Kerzner 1998, p. 145). In addition, the stakeholders are all informed of the progress being made throughout each stage of the project. This allows for concerns to be addressed rightly, preventing aggrieved stakeholders from taking future action to impede the completion of the project. This would also allow for improved business communication throughout the duration of the project.

This level of business communication extends to employees who are all a part of the business and project. Cleland and Ireland (2002, p. 312) note that employees are the most important resource an organization can have, and the manner in which they are organized is the key to how effectively utilized they can be. If a company lacks a proper organizational structure, conflict and interference will arise, all of which will impede the progress of the project. The goals of each project management team must be in alignment with the goals of the project, the organizational members (employees), and the stakeholders. The organizational structure needs to be optimized based on the members tasked to the project, and the type of project. By ensuring that proper communication is handled throughout the business project lifespan, all key stakeholders can have their needs addressed in a proper business communicative manner.

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Back, E & Moreau, A 2001, ‘Information management strategies for project management’,
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Calvert, S 1995, ‘Managing stakeholders’, in R Turner (ed.), The commercial project manager:
managing owners sponsors partners supporters stakeholders contractors and consultants, McGraw-Hill, London, pp. 214-222.
Cleland, I & Ireland, R 2002, ‘Project planning’, in Project management: Strategic design and
implementation, 4th edn, McGraw-Hill, New York, pp. 309-332.
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