Cultural diversity is, in its essence, a driving force that brings together the differences that make people who they are and tries to establish peace between many variables of human nature. In an ever-going globalization of the world, a person is constantly at the border of many cultures, be it because of their birth and growing up circumstances, traveling, or family setting. A humans identity is shaped by the cultural experiences they have had, and each individual can represent many different cultures at once. The business possibilities are changing as the boundaries of everyday experience are shifting, and in turn, social mobility accelerates.
Specific Considerations of Working on a Multicultural Team
The process of organizing and successfully running a business in a culturally diverse setting especially carrying out serious projects is not only laborious and painstaking, but also quite complex in terms of cross-cultural management. Dover et al. (2019) suggest that diversity initiatives have the potential to negatively affect performance of the employees from underrepresented groups (p. 177). Firstly, diverse initiatives in business, when applied, often create stereotypes that people targeted by these initiatives are less competent and need help to get a job, and that, in turn, might greatly impact their abilities. The multinational workforce combines different professional skills and values, worldviews and work attitudes, which has a great impact on the functioning of the company in general and the communication process in particular. Jain and Pareek (2019) suggest that people might think that organizations from the country where they originate operates with the same scope of responsibilities as the international businesses that they are engaging in (p. 26). This also needs to be taken into consideration, as the experiences from peoples native business practices often clash with the expectations they face in a foreign multicultural environment. The problem needs to be resolved as soon as possible, for it might lead to a significant delay in the completion of the project due to the employees misunderstanding of their responsibilities.
Addressing the Differences between In-Person and Virtual Communication Vehicles
The diversity of communication means that the team members interact with each other in a multitasking manner, using a combination of several communication channels at the same time. It becomes obvious that teams that know how to use both in-person and virtual communication tools and integrate them into their work show better performance. The main difference between the two communication vehicles is their trustworthiness levels. It is obvious that in-person communication is more reliable in terms of quality, however, virtual communication remains a quicker way to discuss an issue or offer an opinion. Still, if any of the communication channels are of poor quality, an atmosphere of misunderstanding and mistrust may ripen. For interpersonal relations in a team, a typical situation is when the team members pursue goals which may coincide in their content or may differ from each other. To ensure the mutual understanding, team members should not depend only on virtual communication vehicles, but also include an in-person communication.
Issues Related to Cultural Differences
Cultural diversity greatly impacts the possibilities of a projects success, especially in terms of finishing it on time, by creating barriers in employees mutual understanding and timely coordination. Of course, the ability to choose between talented professionals from different countries does give a business huge benefits, after all, but the issues are also plenty. Experience shows that cultural diversity in an enterprise will inevitably lead to conflicts and difficulties in mutual understanding if it is not taken seriously and is not controlled.
Among the main problems related to the topic are differences in religious and cultural customs, foreign employees poor knowledge of the state language, and inflexible companys policy in relation to national and cultural differences. As a result of these issues, the potential labor productivity decreases, creativity and innovative activities are reduced, staff turnover is growing and employees might even avoid doing their work. For example, Gupta (2021) specifically expresses the need to keep the workforce engaged while taking into consideration the diverse backgrounds of employees (p. 1). Moreover, several studies suggest that even diversity training does not resolve these issues, failing in deconstructing different biases in peoples behavior towards each other. World business practice shows that companies are often faced with problems associated with people with intercultural conflicts, which often result in incorrect or belated management decisions.
Resolving Individual and Group Conflicts
The experience of solving cultural diversity problems presents concepts of managing social and cultural diversity and cross-cultural management. Its development is of great interest for world businesses since the issue of integrating representatives of individual nationalities is currently time-relevant, as are the issues of interaction with labor migrants, foreign partners and investors. In many studies, the management of socio-cultural diversity is recognized as a key strategic aspect of international companies. Velten and Lashley (2018) support this claim, stating that working in a culturally diverse field, the tendency of employees to get entangled in interpersonal conflicts is intensified (p. 107). With the rise of migration processes, the need to understand the proper patterns of interaction in a culturally diverse team became overwhelming.
Cultural diversification of personnel groups in different-sized enterprises supplies questions about the correction of traditional personnel management systems, taking into account intercultural differences. A cultural compromise lies in the peaceful coexistence of deliberately preserved contradictions as necessary complementary to each other within the whole society, which is recognized as the highest value. This applies to the relationship both between the individuals and groups, and it helps resolve social and cultural contradictions that naturally arise in working environment. Proper cultural management and diversity training continues to be quite important for a peaceful and productive coexistence of group and individual interests.
References
Dover, T. L., Kaiser, C. R., & Major, B. (2019). Mixed signals: The unintended effects of diversity initiatives. Social Issues and Policy Review, 14(1), 152181. Web.
Gupta, M. (2021). Management practices for engaging a diverse workforce tools to enhance workplace culture. Apple Academic Press.
Jain, T., & Pareek, C. (2019). Managing cross-cultural diversity: Issues and challenges. Global Management Review, 13(2), 2431. Web.
Velten, L., & Lashley, C. (2018). The meaning of cultural diversity among staff as it pertains to employee motivation. Research in Hospitality Management, 7(2), 105113. Web.
Through market research and analysis, it has been discovered that Vivaldis new product the Maestro software is the missing link of the puzzle that companies worldwide have been looking for to fit into their procurement and purchasing departments. The product has the potential to increase the efficiency and effectiveness of the procurement departments of the buying company. In a nutshell, the software will bring sanity to that department by; identifying and comparing all vendors with whom the company does business enabling the company to combine orders and obtain larger quality discounts, it will also help the companies to bid more effectively, to reverse bids, to identify rogue purchases, or those made by the lower-level managers from companies that are not listed supplies or whom there was no contract existing. Surely, Maestro is the wonderful software that brings sanity in the purchase and procurement department to your company. The proposed slogan Manage Purchases from Your Comfort Zone
Proposed Print Advertisement
Maestro The Wonder Software That Brings Sanity In Your Purchasing And Procurement Department
Maestro is the most celebrated software that will turn your purchasing headaches into profits. The Maestro software is created by Vivaldi Software Ltd and has been tested and evaluated for quality service delivery and reliability. With Maestro any person can man the purchasing department of your organization and still be guaranteed first class cost-efficient outcomes. With Maestro, things like missing out on quality discounts, the inability to reverse auctions bids, or not being able to identify purchases made from rogue supplies by lower-level managers will be a thing of the past.
Manage Purchases from Your Comfort Zone
Potential versions to be created
The product development department of Vivaldi is working on a more updated version of Maestro, the Maestro Plus. Maestro plus will be a fully automated intelligent software that will be able to operate on its own without any human involvement. The software will be able to sense when the stock reaches the reorder level, print up purchase orders and electronically send the same orders to listed suppliers instructing the supplier to deliver a state amount of supplies at a given future date.
How to alter the ad for different members of the buying center
To the Chief Financial Officer (CFO)
Maestro is your best bet to reduce operations costs in the purchasing department. This goal will be achieved because, with Maestro, the company will no longer miss out on any quality discount or be tied to unprofitable auction bids, it will be easier to track down cheap and sub-standard supplies from rouge suppliers, and it will also reduce papers work within that department. The purchase of Maestro involves only a one-off cost with no future cost to be incurred on Maestro. Buy Maestro and start accounting for profits.
To the Purchasing Manager
With Maestro, the purchasing department will be sure that all supplies come in from listed supplies and from those who give the best deals, rogue supplies will be shut down because low-level managers will no longer be able to place orders outside the Maestro software system. Supplies will also be delivered on time meaning that production will not be stopped due to the faults of the purchasing department. What more would a purchasing manager need than to see his department running efficiently to contribute to the corporate goal?
To the IT Manager
The Maestro software integrates well with many automated systems without the need to improve other IT appliances the company has already invested in. Maestro does not require any special training to run it and also its Maintainance cost is very low.
How to market Maestro
In addition to advertising Maestro on the internet, on Television, in newspapers, or in billboards, Maestro can also be advertised in trade shows where potential buyers of the wonder software convene. Trade shows outsmart other Media in that they offer a face-to-face selling option or an opportunity to further present the product to the buying committees of potential customers. Thus gain from a hunger market and gain market share and sales through effective advertising at reduced costs.
How to measure results from adverting
Jill will be able to measure the results from adverting and from trade shows by conducting a survey after every trade show and by keeping track of all new enquires about Maestro. The survey will help her identify the success of each media. She can also keep an inquiry book to record all new enquires and ask the buyers how they learned about Maestro. That way, she will be able to know the most effective media to advertise. The company will also measure the results from adverting by accessing the general awareness created from advertisements about the product and the company, in general, can measure this by way of conducting field research.
The research questions for this article include, first, who is responsible to initiate specific communication strategies in an organization? Second, what are the strategies for enhancing good communication? The third and final is, what are the consequences of poor communication? This article is aimed at answering these questions and providing a solution to managers when handling communication problems at the workplace. It gives the benefits of effective communication strategies to the organization and these include maintaining potential clients, enhancing customer services, improving telemarketing and enhancing direct networking.
The data
The writer of this article seems to have collected a lot of facts from companies. He first focused on the companies that were not performing well in terms of communication (Gregory, 2011). This was to establish the reasons behind this and the consequences it has on the organization. He then considered the companies that were performing well in terms of communication. The main concern was to know what was happening in this organization that was missing in the former.
With this data, he would be able to develop an argument on the best methods used to enhance business communication. He was also able to know what results from poor communication strategies and the steps that can be taken to solve these issues. Being continuous data, he was just expected to draw conclusions from the two scenarios. According to Gregory (2011), this does not involve a lot of numerical analysis and so it was not very tiring for the writer to come up with his conclusions. This was the most appropriate data as it provided ground for conclusions to be drawn from the two contrasting scenarios.
The methods of data collection used were one on one interviews, observation and questionnaires. This form of data was effective in the sense that all required data was fully addressed. This owes to the fact that the author was able to collect the data directly from the company. He also did not have to rely on secondary sources that seem outdated most of the time. The information obtained was up to date, and since it was data collected firsthand, it was not adulated. This enhances its reliability and fits for fixing conclusions. Where the direct questions and questionnaires seemed to be misleading, observation was used instead and this gave the author the confidence of presenting his findings as true and reliable.
Strengths and Weaknesses
The main strength of this data is reliability. The author was able to see for himself what goes on in the organizations he visited. This, however, has a weakness whereby, there is a possibility that the organizations modeled the scenarios to appease the author (Kotelnikov, 2010). This is a valid suspicion owing to the fact that he had to book an appointment first before making the visitation. The information he collected, however, enabled him to develop his research according to the objectives of his study stated in the research questions. The implication of the research concepts in this study was to determine the extent to which communication strategies are used in organizations.
Conclusion
This article was worth writing since it is an important source of knowledge to management students. They are able to learn the theory of communication before having to face the issues practically. As a result of this, they are prepared to analyze the conditions in the organizations they get to work with as far as communication is concerned. From this article, they have an idea of how to correct any challenges brought about by poor communication strategies. They are theoretically prepared to face real situations in the organization.
References
Gregory, A. (2011). Secrets of effective business communication . Word press journal, 12, 67-98.
Kotelnikov, V. (2010). Effective business communication . Business communication defined, 2(8), 12-18.
Every living being in existence exchanges and passes cues to each other, and human beings, too, are not exempted from inaugurating communication. As the most intelligent beings, communication among men is more sophisticated yet conveyed easily. A small group is essentially an assemblage of two or more individuals that communicate while engaging in certain events or an interconnected aim and can exercise correlation amongst each other. Size, task inclination, and togetherness are the three fundamental constituents of groups (Kuehmichel, 2022). Various assemblages have distinct individualities, fulfill different objectives, and can result in improved, impartial, or undesirable outcomes.
Ageism is a systemic kind of injustice that can negatively affect anyone, unlike other forms of unfairness like ableism. Despite its universality, ageism is not usually considered important as other social inequalities. Bias or unequal treatment towards persons irrespective of age is defined as ageism. It tends to afflict the elderly but also can afflict the youth (Horhota et al., 2019). Dialects and visuals carry meaning, which can reinforce ageist beliefs and judgments. How we structure communications impacts how individuals view, perceive, and react toward persons of varying ages.
Expressions, phrases, and culture-specific dialect can influence how verbal conversations transpire amongst two or more people. It likewise affects what subjects are deliberated as appropriate for exchange reliant on indigenous beliefs ubiquitous in a societys communal setting. Every team member can acquire insight into the world of the other when the team is varied. As a result, they may develop a better awareness of one another over time, resulting in improved team communication due to this diversity. The teams performance grows with better interaction, with a shared goal in mind that requires working extensively. Groups collective goals are effectively achieved when the groups are indispensable. It is imperative to consider these factors to achieve viable communication in small groups and establish excellent and impactful communication in the group and on a personal level.
Ineffective communication is a predicament that has the potential to affect the performance of firms. Organizational leaders should be aware of the possible causes of such a problem and provide the best solution within the shortest time. If left unaddressed, poor communication is capable of discouraging employees from focusing on their roles, working as a team, and delivering the outlined aims within the stipulated period. The presence of barriers is the selected and analyzed communication-related problem experienced in different business organizations. The presence of this challenge affects the manner in which employees share ideas, solve emerging problems, and focus on the best ways to improve profitability. The introduction of new training methods can help more workers overcome their differences, be willing to communicate more effectively, and solve some of the recorded barriers. The approach is realistic, implementable, and affordable. It would be acceptable to more workers and eventually help the targeted company record positive gains. Kurt Lewins change theory remains a superior model for introducing this evidence-based solution. The model is simple and can help more workers be prepared for the intended change and eventually transform the recorded organizational culture. Companies need to consider such insights in an effort to improve the effectiveness and nature of communication.
Introduction
Communication remains one of the key priorities that business firms should take into consideration. It describes the commitment of workers, the manner in which they share information, and the manner in which organizational objectives are realized. However, some problems emerge within the field that have the potential to affect organizational performance. The selected communications-related problem for this analysis is the presence of barriers. The presence of barriers in the workplace could be triggered or caused by various factors, including poor leadership, undefined standards, and absence of proper guidelines to engage all workers. When left unchecked, firms and big corporations can record increased losses due to poor employee involvement. Companies that fail to address this issue will experience reduce employee morale, increased turnover, and poor overall performance. These attributes explain why it is necessary to address such issues. The proposed three options for addressing this problem include proper leadership, introduction of effective communication standards, and continuous employee training. The criteria for evaluating each of these options would include costs incurred, complexity of the process, time take, and reception by the key stakeholders. The consideration of these elements can help identify the right solution that resonates with the demands of the workers and take the selected organization closer to the targeted goals.
Improved Leadership
Many organizations are becoming more culturally diverse than ever before due to the forces of globalization and technological advancements. When individuals with diverse backgrounds come together, chances are high that they will lack adequate skills and competencies to communicate with each other more effectively. Some workers might also develop personal differences that will affect the overall level of communication (Meraku, 2017). Cultural differences tend to affect the nature and effectiveness in using non-verbal cues. The possible outcome is that the involved individuals will not communicate efficiently or focus on the targeted goals.
Leadership remains an evidence-based approach for transforming organizational processes and performance. Companies characterized by effective managerial practices will be characterized by contented employees and proper working conditions. The selected problem associated with poor communication in the workplace could benefit from the use of proper leadership. Those in managerial positions have the right resources and competencies that could be applied to provide a sense of direction (Abdullah et al., 2020). The involvement of all leaders will ensure that timely results are recorded in a timely manner. This tested solution has worked effectively in different organizations to transform the level of employee involvement.
The application of this option appears to be evidence-based and capable of delivering a number of pros. One, competent leaders tend to possess the right competencies and are conversant with the best models. They will identify the nature of the recorded challenges and identify the best approaches to change the situation (Abdullah et al., 2020). Second, followers tend to focus on the goals and involvement of their respective groups to ensure that timely outcomes are recorded. They will be willing to follow the presented guidelines and act in accordance with the available leadership model (Murphy et al., 2017). Third, the company will not incur additional expenses since leaders ought to guide others and focus on appropriate strategies to improve performance. This aspect explains why the proposal or option is cost effective. Fourth, the use of a change model can make the leader acceptable to the people, solve emerging communication barriers, and help deliver results.
In terms of criteria, the use of improved leadership in the affected organization means that reduced expenses will be incurred, thereby making the cost manageable. The process can be implemented within a period of no more than two months. This outcome is possible since the affected company will only need to hire or identify a leader who is capable of addressing the recorded barriers to communication (Abdullah et al., 2020). The adoption of this solution will transform the company at the organizational level, solve some of the recorded challenges, and ensure that more workers receive the approach in a positive manner. These measures will take the company closer to the outlined goals.
However, some gaps or challenges might emerge when the managers at the organization consider this option. The first possible problem is that not all proficient leaders might be aware of cultural dynamics and forces in the workplace. The second issue is that the company might take longer to transform the situation since most of the people tend to object to change (Jelani & Nordin, 2019). The third possible concern associated with this solution is that the professional might not be able to address personal differences and human resources (HR) demands, such as pay increments and allowances. The involved partners and decision-makers at the selected company should, therefore, consider these key issues before coming up with the most workable solution.
Introduction of Communication Standards
The absence of detailed standards, procedures, and protocols for communication will amount to a barrier. This gap means that most of the workers will not be aware of how to liaise with their superiors or juniors. Some of the workers might be unwilling to take-up roles that are not communicated or assigned to them. This barrier will make it impossible for the employees to collaborate and focus on the wider organizational goal (Evans & Suklun, 2017). Individuals with diverse backgrounds might be affected the most due to language differences and personal attributes. In some cases, workers might be compelled to rely on a type of communication that appears simple and capable of meeting their needs. However, such a mode might have negative implications and eventually affect the level of organizational performance.
The most appropriate solution to the nature of these barriers would be the introduction of superior communication standards. This initiative means that all workers are involved in the process and equipped with the right tools or devices. The employees will have to follow outlined guidelines for sharing information with senior leaders, solving problems, and improving performance (Evans & Suklun, 2017). Such a standard will compel workers to focus on the wider picture, solve their personal differences, and communicate in a manner that resonates with the overall organizational strategy (Murphy et al., 2017). Depending on the nature and size of the organization, such improved standards will ensure that timely results are recorded and make communication and effective practice that can deliver the intended results.
Several benefits are possible when leaders take this option seriously. For instance, the approach is easy to implement, less costly, and capable of delivering timely results. The approach will not attract any form of resistance or objection from the workers, thereby increasing chances of success (Jelani & Nordin, 2019). The leaders would not require additional resources o training to be able to support the entire process and transform performance. The professionals involved can choose the right change model to support the process and guide more followers to be part of the process. However, some possible challenges might emerge when the managers capitalize on this option. For example, some of the workers might ignore such standards if proper strategies for implementing them are lacking. The option might not solve cultural differences that amount to a major barrier.
Using the proposed criteria, it would be agreeable that the selected option is viable and capable of delivering timely results. First, the process would not require any additional costs since the top managers will only have to draft and share the new standards with the workers. Second, the overall time period that the initiative might take will only be around a month. This timeframe will allow the involved followers to consider the guidelines and acquaint themselves accordingly. Third, the possible outcome or magnitude is that the company will no longer experience any form of barrier to communication (Abdullah et al., 2020). The involved workers will also collaborate and accept the solution since it has the potential to transform organizational performance. The organizational leaders should, therefore, be conversant with the outlined issues and opportunities if they are to improve the nature and effectiveness of communication at the company.
Continuous Employee Training
Past scholars have identified employee empowerment as an evidence-based approach for transforming the performance of many firms. This strategy could entail the provision of adequate resources, analysis of existing working environments, and promotion of better cultures. Evans and Suklun (2017) believe that continuous training is a powerful strategy for equipping workers with additional skills and insights. Within the realm of communication, the strategy can work effectively to guide and encourage employees to address their personal differences and focus on the wider picture (Blaschke & Schoeneborn, 2017). When barriers to communication exist or emerge, continuous training can equip workers with superior strategies to address their cultural differences and engage in behaviors that promote each others welfare.
Leaders need to consider the unique needs of individual workers, the existing challenges or gaps, and some of the best approaches to improve performance. This initiative could be achieved through the use of training programs, pamphlets, and departmental campaigns. Such efforts will help workers identify some of the sources of the recorded barriers, how they affect organizational productivity, and why a paradigm shift is essential to transform the situation. Individuals can benefit from the launched training programs and start to appreciate the importance of following the outlined communication standards (Abdullah et al., 2020). They will empower one another, solve emerging challenges, and focus on the best ways to improve organizational performance.
This third option presents several pros that leaders in different companies need to take into consideration. First, the model allows workers to learn more about the existing differences and be ready to identify evidence-based approaches to improve their communication processes. Second, the model could be integrated within the overall business strategy to address possible challenges and improve the level of involvement. Third, the leaders will identify key areas whereby the training might not have delivered positive results (Meraku, 2017). The next step would be to introduce additional incentives and guidelines to ensure that timely outcomes are eventually recorded.
Unfortunately, some gaps might emerge when a given organization decides to pursue this option. For example, some of the workers might be resistance to the training programs and affect the overall outcomes. Some individuals might choose not to be involved unless the leaders implement strict procedures or mechanisms (Evans & Suklun, 2017). Nonetheless, the option is viable and capable of helping more workers transform their initiatives, communication processes, and involvements with one another. Proper guidelines and monitoring strategies are capable of streamlining the process and ensuring that timely results are recorded.
Focusing on the selected criteria, it is evident that the training process will be within the budget of the organization. Specifically, the finance department will have to offer adequate financial resources to support the training process. The power of continuous training means that the overall result will be sustainable and acceptable (Jelani & Nordin, 2019). In terms of time, the training exercise could be completed successfully within a period of three months. However, the approaches should be repeated continuously to ensure that a new culture becomes a reality. The workers are expected to be receptive of the process since it will make it possible for them to complete their duties much faster.
Conclusion
The presence of barriers to effective communication means that the targeted workers will not think from the same page or focus on the outlined organizational aims. Leaders need to consider evidence-based measures to address such barriers and streamline the nature and process of communication. The third option would be the most appropriate and recommendable for any company facing this dilemma. The rationale is that such a choice is realistic, affordable, and capable of influencing a transformation in organizational culture. The beneficiaries will begin to communicate effectively, ask for guidelines, and share ideas at the organizational level. The presented ideas and lessons will help them overcome their differences and address their cultural diversities. Additionally, this option appears to fulfill the expectations of the outlined criteria. The model includes costs incurred, the complexity of the intended process, the anticipated time to implement the option, and willingness of all stakeholders to be part of the process. To implement this option, Kurt Lewins change theory remains outstanding since it will allow the leaders to prepare the workers and inform them about the existing issues (Hussain et al., 2018). The model will go further to support the introduction of the contiguous learning processes. Finally, the theory will help the leaders make the new ideas and communication procedures part of the organization.
References
Abdullah, Z., Ling, T. Y., Sulaiman, N. S., Radzi, R. A. M., & Putri, K. Y. S. (2020). The effects of verbal communication behaviors on communication competence in the pharmaceutical industry. Journal of Critical Reviews, 7(12), 697-703. Web.
Blaschke, S., & Schoeneborn, D. (Eds.). (2017). Organization as communication: Perspectives in dialogue. Taylor & Francis.
Evans, A., & Suklun, H. (2017). Workplace diversity and intercultural communication: A phenomenological study. Cogent Business & Management, 4(1). Web.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewins change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Web.
Jelani, F., & Nordin, N. S. (2019). Communication issues at the workplace. International Journal of Modern Languages and Applied Linguistics, 2(1), 32-46. Web.
Meraku, A. (2017). Role of leadership in organizational effectiveness. Journal of Economics, Business and Management, 5(11), 336-340. Web.
Murphy, M. E., Campbell, D. G., & Land, D. L. (2017). Internal strategies for assessing organizational communication channel effectiveness. International Journal of Applied Management and Technology, 16(1), 123-132. Web.
Although I could estimate the communication quality within my company as satisfactory, there are still some noticeable flaws in the process of communication. First of all, it is important to note that management does a titanic job of improving communication levels among the administration, as well as among the employees. The rate of interaction between management representatives has significantly grown over the last year. However, the flaw that can be spotted is the emotionless and too official manner of plans and expectations delivery, which sometimes may discourage the employees. I can estimate my managements organizational skills as highly professional; they can properly organize working briefings, meetings, and events without harming the employees schedules. Moreover, the management implies the usage of media and various communication channels to approach the employees better. Another serious communication flaw is a lack of personalized approach between the company staff, which lowers the level of organizational commitment, thus lowering the workers performance. Therefore, it is important to analyze and improve the quality of communication within my company.
Including the fact that sometimes the staff of my company feels discomforted during the conversations, there is an obvious need to reduce the number of top-down conversations and promote other methods of communication. Since the top-down conversation is a cornerstone of the companys hierarchy, there is still a need to properly execute it to point the direction of the company ship (Dyer, 2018, p. 18). However, the value of more informal communication types, such as two-way conversations or feedback meetings, cannot be overestimated since it builds an atmosphere of interpersonal trust (Dyer, 2018, p. 126). Therefore, this is exactly what my company lacks at the current moment. In addition, it is possible to imply brainstorming meetings to raise the level of creativity among my staff. Thus, it is essential to imply various formal and informal approaches to communication within the company.
Reference
Dyer, C. (2018). The power of company culture: How any business can build a culture that improves productivity, performance and profits. Kogan Page.
Communication is the act of transferring information from one person, place, or group to another, and it involves a message, sender, and recipient. Effective communication can be influenced by emotions, medium of communication used, location, or even cultural situation. Communication can be categorized in different ways, which include verbal, nonverbal, written, or visualizations. Misinterpretation can occur at any stage of the communication process hence, for it to be effective, the barriers to effective communication, like the emotional barrier, should be minimized by all means.
Recall, Reflection, Relation, and Respond to a Communication Event Experience
The Event Recall
It was during my first-night shift ward rotation, whereby we were grouped in twos for every ward. That day, my colleague got late, and we had organized an alternating schedule that night, hence, he was to start drug distribution, but because of his lateness, I had to do his duty. I met a newly admitted psychotic patient whom it was hard to administer drugs to, and also, he went ahead to throw the medication away. It was a worse experience for me because I faced the consequences from the nurse in charge, which disappointed me, and when my colleague came, we did not talk for the rest of the shift.
Reflection on Thoughts Response Toward the Event
I thought all that happened to me during that time was because of taking somebody elses responsibility. Maybe, if I knew that I was to experience such, I would not decide to do my colleagues duty. I thought my colleague knew about the psychotic patient and perhaps chose to be late, so that I handled the patient before he came. In my thoughts, if I could be given the mandate to be in charge of the ward, I would send the colleague back home or to another ward.
Reflection on Feelings Response Toward the Event
I felt anxious and misused as I faced the consequences, which I was not supposed to for it was not yet my shift time. Apart from blaming my colleague for what happened, I somehow felt that the patient challenged my communication skills apart from him being psychotic, though I could have approached him differently. Through that harrowing and short experience, I felt underrated concerning my interaction and communication skills.
Reflection on Actions Response Toward the Event
At first, because the patient disappointed me, I became harsh to him and his informer. I did not even give the patient services he was supposed to be provided. I left the patient to be attended to later by someone else or not to be treated at all. When my colleague came, we quarried a lot to the point that the nurse in charge intervened and cooled us down. We stopped quarreling, though each one seemed upset, hence never talked to each other for the rest of the night.
Use of Communication Concepts in the Conflict
Empathy is whereby an individual can logically and expressively comprehend somebody elses authenticity to correctly notice unspoken feelings and communicate the understanding to the other person. Compassion can be expressed when an individual pursues to sightsee the perception of another person. For somebody to have the ability to empathize, they need to have a sense of curiosity, patience and be willing to appreciate other persons viewpoints and context (DeVito et al., 2015).
An empathizer requires a good relational approach, beginning with readiness to open an interactive act and space. The statements reflecting empathy should be highly effective because they are an indication that a person has heard the emotional and factual content during a conversation. The words should be neutral and not judgmental to help justify the other party and develop a trusting relationship. I did not show compassion to the patient as required because I was already upset by my colleague who did not show up on time hence, I ended doing his job.
Sharing Observations
Observation can be done by providing comments on a persons sounds, looks, and actions. This method helps in starting a good conversation with withdrawn and quiet individuals. It allows people to communicate without extensive questioning, clarification or focusing (DeVito et al., 2015). Observations that can embarrass, upset, or anger a person should not be stated even when they are made with humor. Sharing observation is different from making assumptions, whereby the premise involves concluding without informing the person being observed. An example of an assumption is a nurse interpreting that uneaten food indicates noninterest in meeting nutritional goals. Though the patient was psychotic, my misobservation of the patient contributed a lot to his reaction because I assumed he was normal like the other patients.
Sharing Feelings
Emotions can be subjective feelings that are a result of perceptions and thoughts. Feelings are not good, bad, correct, or wrong, but can be experienced as unpleasant or pleasant. Withholding feelings can exacerbate illness and increase stress, but most people do so to adhere to other peoples expectations and minimize unfriendly moods (DeVito et al., 2015). Sharing feelings can be done by encouraging communication with others, making observations, giving permission for expression, acknowledging other peoples feelings, and modeling well emotional assertiveness. When sharing feelings, it is significant to be concerned with personal emotions, as solid feelings may be challenging to hide most of the time. From the reaction, I got from the patient and the consequence I faced after it, I did not share my feelings with other colleagues since I was upset, which contributed most to the conflict with my workmate.
Respond to the Event
The incident taught me a great lesson on how to react to such situations in case they occur either during work time or at home. It taught me to have self-control even when I get upset, and with that, I can prevent occurrences of such disputes. Upon being embarrassed by a workmate or somebody else, I learned that I should not show emotions when performing my duties but instead share my feelings with other colleagues.
If I fail to change my behavior, I may have problems relating with others, mostly in my place of work, which can cause frequent conflicts and even lead to the loss of my job. Failure to share observations can lead to wrong interpretations due to assumptions, resulting in poor essential patient care at the workplace, hence being termed less skilled in the nursing sector. The inability to solve a conflict in a polite manner can bring problems in the future, both in the workplace and during family crises.
Change of behavior can be of great importance to my future life as it will improve my relationship with my colleagues, hence, I can frequently work without any conflict. Practicing good communication skills which involves hiding my emotions during work will help me do a quality job and provide services to people as required. It will help me in comprehending different ways to control emotions and peaceful methods of solving disputes.
I will practice some strategies to change my communication models. Examples of some of the approaches include practicing self-control and always being goal-oriented. Through self-drive, I will be able to deal with emotions, hence avoiding crossing certain boundaries when upset by someone. I can be goal-oriented by focusing mainly on my work and not being concerned with the little things that can annoy me during work.
Reference
DeVito, J. A., Clark, D., & Shimoni, R. (2015). Messages: Building interpersonal communication skills (5th ed.). Pearson.
National cultural characteristics are the factors influencing the perceptions of business communication and interaction in general. As the target countries to analyze, the US and Japan are involved, and based on the parameters described by Adler et al., the cultural characteristics of these countries will be compared (38). In relation to such criteria as formality and social traditions, the Eastern state shows a greater adherence to established cultural norms and customs, while in the US, formality is more common. Regarding the style of clothing, differences also exist; the USA is a country with a large number of migrants, and even with dress code restrictions, people of different cultures can keep their traditions. In modern Japan, casual and business attire are common, but national costumes are an important part of the national culture. The Japanese are also more careful with time; overwork is the norm in this state, and employees often sacrifice personal time to complete assigned tasks. In the United States, this approach is not practiced due to personal independence, and time management is an essential part of business education.
From the perspective of tolerance for conflict, the Japanese tend to show more fortitude since respect for the other is a more significant factor in interpersonal interaction than in the Western country. Regarding gender roles, both states demonstrate loyalty, and there are no obvious differences and contradictions, although in Japan, due to centuries-old traditions, an appropriate image of women and their behavior has been formed. With respect to high and low context, the US belongs to a low-context culture in which the clarity of goal setting and the absence of subtext are communication norms. Japan is a country with high-context interaction, and not only words but also their hidden sense and even tone carry additional meanings. While comparing the criteria of individualism and collectivism, the first term can be applied to the Americans rather than to the Japanese because, in Japan, the interests of the group are valued significantly above ones own. The power distance parameter is less reflected in the US than in Japan. Individual independence and the opportunity for self-expression are essential attributes of freedom in America, while in Japan, a clear hierarchical structure is valued more.
The criterion of uncertainty avoidance is substantially higher in Japan than in the US because, in the west, people tend to reflect less on fuzzy or unstructured plans or tasks. In the context of the masculinity dimension, the Eastern state also scores higher than the US, but due to commitment to collectivism in Japan, overt discriminatory behavior is not the norm. Finally, the aspect of future orientation is significantly stronger in Japan than in the US, which is reflected in the distinctive perceptions of an individual place in the modern picture of the world.
The cultural difference providing the biggest challenge for business teams
If business teams from both cultures work together, some of the aforementioned cultural differences can be challenging. For instance, while taking into account distinctive views on collectivism and individualism, the setting of tasks and their implementation can be perceived differently, which, in turn, is fraught with different deadlines and work outcomes. Power distance is also a parameter that can critically affect the results of cooperation. For Americans, individual independence is more important than for the Japanese, and colleagues from the two countries may perceive governance regimes and, therefore, the value of leadership roles distinctively.
Addressing challenges when communicating across the two cultures
To ease the challenges when communicating, employees from the two countries should become familiar with each others traditions and norms of interaction. Representatives of the US and Japan need to study the partners national business practices, including such legal aspects as the intellectual property provisions that Hill and Hult mention (51). To improve communication, people from these two cultures should be aware of the communication and subordination principles promoted as mandatory, and this will reduce the risk of contradictions in the course of cooperation.
Ethical issues arising when doing business between these two different cultures
Regarding the threat of arising ethical issues when doing business between these two different cultures, problems can be caused by the lack of understanding of individual approaches to control and leadership. For instance, in terms of uncertainty avoidance, the Japanese outperform the Americans significantly, and fuzzy task settings may cause disagreement in the team. A more strongly pronounced criterion of masculinity in the eastern country can also lead to misunderstanding. Despite the existing democratic values, the gender hierarchy can be taken much more seriously by the Japanese than by the Americans, and this may cause communication challenges in the process of cooperation.
Works Cited
Adler, Ronald Brian, et al. Communicating at Work: Strategies for Success in Business and the Professions. 11th ed., McGraw-Hill, 2013.
Hill, Charles W. L. and G. Tomas M. Hult. Global Business Today. 10th ed., McGraw-Hill Education, 2017.
In this world, there is a vast number of valuable companies that serve the needs of people to varying degrees. It is hard to disagree that being a leader and finding various solutions to maintain the effectiveness and success of ones business is a challenging task. Even when the concept behind the company is positive and unique, mission and values statements are clearly identified, various stakeholders support the organization, and all employees are committed to the common objectives, the reality may be difficult. Not only external circumstances but also inner workplace issues may interfere with vital business processes or reduce the benefits of resources and ideas.
If a commercial organization fails to achieve high performance, it is unlikely that the whole community will suffer negative consequences and face challenges. However, when a firm or campaign that aims to address severe national or local problems meets issues and difficulties in one or several processes, the outcome is negative for the society as a whole. This is why leaders and responsible figures need to be able to analyze complex problems in the context of their workplace, apply decision-making techniques when assessing possible measures, and know how to implement the best solution. The purpose of this paper is to identify a complex workplace issue within the UAE National Emergency Crisis and Disaster Management Authority (NCEMA), discuss possible solutions, and offer a plan for implementing the most appropriate option.
A complex problem in the workplace including its scope and impact
The UAE National Emergency Crisis and Disaster Management Authority is a quite essential and recently introduced government department that addresses various natural and man-made accidents and issues and maintains the safety of the community. NCEMAs mission is to manage and supervise the compliance with the policy of the nation regarding disaster, crisis, and emergency management procedures through cooperation and coordination with other relevant agencies. Consequently, since the authority is responsible for the lives and well-being of the UAE people, there should be no internal issues in the entity. However, despite the strenuous efforts of the government to make sure that the recently introduced department is effective, NCEMA still has a complex workplace problem.
The Disaster Management Authority consists of several departments that need to successfully and skillfully join their efforts when addressing a disaster. These include the most important groups aimed at working with media, communication, information, technology, support, and other factors that might be relevant regarding the agencys functioning. It is evident that their cooperation should be flawless, but NCEMA faces a complex issue of failing cross-agency coordination and communication. In other words, it is still challenging for the units to coordinate their responsibilities and steps to harmoniously and effectively address an emergency. While each individually taken department works perfectly, they fail to join their efforts in a correct way.
The Ways the Identified Issue Impacts Business
Such an issue of poor communication and cross-agency coordination is quite common in disaster management. One would find it difficult to deny that the effects of this problem on the organizations operations and performance are extremely severe. The UAE National Emergency Crisis and Disaster Management Authority is responsible for evaluating threats, protecting the citizens, preventing or addressing harmful consequences, and navigating the actions of people before, during, and after an emergency. In the UAE, the communitys well-being and ability to recover from a disaster depends on NCEMA and its employees. Nevertheless, the lack of proper and prompt communication between departments makes it impossible to achieve an adequate level of emergency response.
The significance and adverse influence of the identified issue are quite evident. Communication becomes the most complex component of disaster and emergency management as it requires better understanding, cooperation, and coordination. As a result, without adequate and informative communication, different departments are not able to react to the newly emerged circumstances, adapt their plan of action, or address the disaster in any other way. In such a way, time and effective communication become critical for the final success of all efforts in the given field. If an emergency response authority is divided into several departments, then it is required that they coordinate their work. Otherwise, their attempts to protect the community fail and disasters will have increased negative consequences, ruining the areas and taking more lives of people.
Information on the identified problem to help inform the decision-making process
Figure 1. Cause and Effect Ishikawa diagram.
The following discussion only refers to two causes: technological issues and lack of employee competency. In general, technological, sociological, and organizational challenges becomes the most important factors that should be analyzed regarding the case. They might critically affect the work of companies, their outcomes, and responses to the emergent cases or issues. Out of these three groups, only the sociological category is not discussed in this paper. When it comes to the first group, the authors state that if the specific geographic area is remote or the previous communications system has been destroyed, disaster management workers and first respondents require a rapid communication network deployment. Furthermore, there are still numerous communication problems that emerge regardless of the advances in technology and impact the work of various organizations. Consequently, this may be one of the several causes of the complex workplace issue.
While advanced technological solutions are available for NCEMA, and it is now much easier to navigate the work of several departments at the same time, failures in computer systems or incompatibility of technological resources are always possible. Unfortunately, while system overloads can be predicted and eliminated in a timely manner, challenges like such as unexpected failures are severer and require specific planning. Consequently, technological issues are difficult to be addressed but can be the key cause of poor cross-agency coordination and cooperation. For this reason, specific resources should be devoted to addressing these problems and guaranteeing they do not impact the work of organizations and their outcomes.
Another possible cause is the lack of training or knowledge about the technological equipment. It might influence the outcomes and require specific measures to ensure everyone knows how to act in specific situations. Additionally, regarding the training, it should be regular and continuous to ensure that the desired outcomes are achieved. Precisely the lack of proper training can be the cause of reduced communication and cross-agency coordination.
Several Possible Solutions
After the potential causes are identified, it is essential to think of a number of alternative solutions that can show their effectiveness in addressing the issue and its causes. Considering the identified problem, there are two options of intervention. To begin with, it is possible to provide the staff from all departments of NCEMA, as well as their managers, with appropriate and high-quality training. Training programs will be aimed at filling the gaps in employees skills and knowledge. The second option is to analyze the documentation from previous years of the Disaster Management Authoritys work, find technological issues, and focus on their elimination.
Propose a range of alternative solutions to the problem
Like with any organizational issue, there are several solutions to the identified complex workplace problem. While each option may seem to be promising and lead to success, some of the selected alternatives are always less effective and quality than others. What is more, some alternatives can require more resources but promise fewer chances for success. Thus, in order to choose the best available option, it is required to discuss each, define its stakeholders and restrictions, and make a final decision that is informative and sound.
Possible Solutions and Their Stakeholders
Overall, in order to address inadequate communication and poor cross-agency coordination between NCEMAs departments, it is essential to eliminate the causes discussed above, namely, the lack of employee and manager training and the failure of computerized systems of communication. Consequently, the two proposed options will be based on each of the two aforementioned causes of ineffective communication between the departments of the UAE National Emergency Crisis and Disaster Management Authority. One of the solutions will focus on staff training programs, which will include both broad and narrow concepts and challenges. At the same time, the second will address technical issues that decrease the levels of communication possibilities.
Training
To begin with, in order to fulfill the gaps in managers and employees knowledge and skills, it is essential to identify these gaps. For instance, are all employees aware of the technical rules for using the channels and means of communication available to them? Do they know how to choose the most appropriate way to convey important information in a particular situation? Do all frontline employees remember exactly how to make sure that the data is received and what to do if this does not happen? It is these factors that can be considered the main indicators of good employee training, and if these indicators turn out to be low, the need for training programs will be obvious. As for the heads of departments, one should also test their knowledge and skills regarding maintaining adequate communication, detecting errors in poor communication, and finding ways to increase reduced cross-agency coordination. Unfortunately, the development of technological solutions also brings some disadvantages because it is not always possible to introduce them to employees and leaders promptly. Consequently, serious errors may appear during the utilization of new means of communication.
Further, when the gaps are identified, employees and managers will be divided into several groups according to their levels of experience and knowledge. NCEMA needs to find high-quality training programs and professionals who will provide the staff with informative and engaging lessons aimed at eliminating the gaps and improving their competence. After several months of enhanced practical and theoretical classes, heads and employees will be more acquainted with the various means of computerized systems, which will lead to improved cross-agency coordination and communication.
This options stakeholders are the following: the workers themselves, the heads of the departments, and NCEMA as a whole. Their roles are to prepare the implementation of the solution and increase the Disaster Management Authoritys performance and effectiveness. Another stakeholder is the community since peoples lives depend on the efficacy of NCEMA and need its staff to be able to respond to various disasters and emergencies correctly. Finally, those professionals who will be responsible for the training programs and education of the team are also the stakeholders.
Technological Improvement
The second proposed solution is to check all technical and computer systems and analyze whether they have been the cause of communication failures over the past few years. For example, archival documentation should highlight the number of times the first response team needed to rapidly deploy communication networks, encounter computer system failures, or struggle to use the most effective methods of sending and receiving information. Thus, in case the aforementioned problems are identified, it is vital to upgrade the technological systems used by NCEMAs departments and update recommendations related to the deployment of communication networks. What is more, the Disaster Management Authority needs to make sure that all computerized systems and other means of communication and cross-agency coordination that they use are flawless, up-to-date, relevant, and effective. Otherwise, if some devices are not efficient anymore or can be replaced by newer technologies, this should be addressed to eliminate the identified issue.
Most of this decisions stakeholders are the same as those mentioned above. NCEMAs departments leaders and employees, including the IT staff. The latter is responsible for upgrading the systems and identifying possible errors. NCEMA itself is the main stakeholder as it needs to coordinate its workers efforts aimed at improving the overall performance of the agency. Finally, the community is another stakeholder one of the reasons is mentioned in the first solutions discussion: people need to know that they are safe thanks to the high-quality services of NCEMA. Another reason for society to be stakeholders is that persons need to be careful during a disaster in order not to prevent the first responder team from adequate communication by interfering with their technologies.
Restrictions Placed on the Possible Solutions
Unfortunately, both alternative options have a number of restrictions, and the final decision depends on the severity and complexity of these barriers. To begin with, when implementing the first solution, NCEMA may encounter challenges like the lack of time and finances, and it will be too difficult to organize proper training programs because of their complexity and sophistication. What is more, it is also possible that employees and managers will lack the understanding of why they require additional education, which may cause the absence of their interest or reasonable efforts, reducing the efficacy of the training. As for the second alternative solution, the main restrictions are also the fact that this process is time-consuming and costly. Additionally, the lack of necessary information and documentation is also likely, which will significantly reduce the effectiveness of this option.
Evaluation of a range of solutions to identify the most appropriate option
Speaking about problem resolution, it is critical to find the most appropriate and promising solution based on all the factors linked to the case. It is likely that training programs will bring more success than addressing possible technological issues. First, it is much easier for NCEMA to organize additional education for its staff, monitor the progress, and interest the workers in obtaining new information. Further, the second solution is extremely complicated because some technical problems are long-term and cannot be solved by NCEMA itself: for example, they depend on whether electricity is available after a disaster. Thus, it is more effective to teach workers what to do if there is no electricity than to try to address its absence.
A detailed plan for implementing the solution
When the most appropriate alternative is selected, it is vital to create a plan for its implementation. The following subsections will discuss the solutions objectives and responsible figures, the way to monitor progress, how to communicate the plan to stakeholders, and how the eventual success will be ensured. It is hard to disagree that all these factors are extremely essential for the effectiveness of the selected measure, so one needs to consider them carefully.
Objectives and Task Owners
The main objectives of the selected solution are to fulfill the gaps in managers and employees knowledge and upgrade their skills related to communication and cross-agency coordination. One of the tasks is also to increase the staffs interest and make sure that they understand why training is essential and strive to receive new information and abilities that will foster their performance. As a result, NCEMA will need to ensure that all these efforts finally lead to the elimination of the identified complex issue, which is the key goal.
This plan includes several tasks and figures responsible for their preparation and achievement. To begin with, it is vital to appoint a manager who will develop a method or system for finding gaps in the knowledge and skills of employees. Then NCEMA will likely need to appoint an IT professional who will organize and structure information quickly in order to distribute employees into several groups. Another manager will be responsible for finding suitable training programs, determining the timing of training, and notifying the staff of upcoming additional education. They, in turn, will be answerable for diligence in learning and providing feedback throughout the process.
Progress Monitoring and Milestones
Further, when the plan is created and all responsibilities and tasks are divided between the figures, it is crucial to think of ways to monitor progress and define several milestones. The monitoring process will help top managers to ensure that the used methods comply with the companys standards and contribute to the gradual improvement of the situation. For this reason, it is critical to ensure specific short-term goals are attained. The milestones of the selected solution will likely include the following factors: the gaps in knowledge and skills are identified; employees are interested in training; professionals are found and agree to work with NCEMA; and the training is finished.
There is a number of methods for NCEMA to monitor its staffs progress in acquiring new information. First, managers will need to leverage tracking tools like learning management systems (LMSs) that help them to administer tasks, monitor them, and offer specific interventions. Second, it is recommended to create a specific process for tracking and constantly assessing workers. Finally, managers need to pay attention to the staffs reviews of the training and then ask them to provide both formal and informal feedback.
Communication of the plan to relevant stakeholders
The solutions stakeholders are the staff, the heads of the departments, NCEMA as a whole, the community, and training professionals. It is essential to communicate the plan to them and explain what exactly depends on its successful implementation. To inform the community, information can be placed on the official website of NCEMA. Society needs to know that the Disaster Management Authority admits its mistake and truly cares about the safety of people, which is why its employees will soon be more skilled. The staff and managers can receive the message through their internal channels or during a common gathering, where responsible figures will explain their idea and the necessity of additional training, as well as its components. Finally, these managers will outline the trainings objectives to the selected professionals and ask them to make sure that these goals are considered during the programs creation.
Appropriate monitoring and review techniques to ensure successful implementation of solution
Several factors define whether the selected solution appears to be effective. These steps can be identified in Critical Path Analysis (CPA). It is an approach helping to ensure that no specific adjustments because of extra complexity are needed. The first task (identifying the gaps) will take approximately two weeks because each employee in all NCEMAs departments will need to complete a questionnaire, the creation of which is also a timely process. The next three tasks will be implemented simultaneously: to systematize the data and divide employees into groups (one week), inform all stakeholders (five days), and find a training program (one week). The next task will be to start the training, which will continue for up to several months, and managers will need to track the progress. Finally, two steps will take up to a month to gather overall feedback and evaluate whether the training was effective.
Conclusion
To draw a conclusion, one may say that the application of various decision-making techniques and the deep analysis of complex workplace issues is a challenging and time-consuming process. When one manages to identify a problem that prevents the organization from achieving success and high performance, it is vital to examine the possible causes, make a list of alternative solutions, define their stakeholders and restrictions, and then decide which option is most likely to become successful. In this particular case, NCEMA faces poor communication and cross-agency coordination, making it complicated for the authority to achieve its objectives. The most possible cause of this issue is the lack of the staffs competence and knowledge, so proper training programs seem to be the most effective solution. Thus, if the option is implemented correctly, NCEMA can finally improve cross-department communication and become more successful in responding to emergencies and disasters.
Organizational communication is a vast topic that includes all channels of information that enable organizations like businesses, government entities, and non-profits to operate, expand, interact with customers, and participate in society. Correspondence is an indispensable administration part of any association. Whether the object is to refresh representatives on new strategies, guarantee well-being all through the company, or pay attention to workers perspectives, successful communication is a vital issue in powerful administration. To be effective, associations ought to have complete arrangements and techniques for speaking with their public, workers, and partners just as with the local area at large.
The Need of Organizational Communication Professionals
I consider organizational communication as complicated because there are numerous branches and departments inside a company that has to be coordinated in harmony for the companys performance to be maximized. Indeed, corporate communication is comprised of different data transfer and connection management, ranging from interpersonal interaction to group communication to pass the contact to information dissemination to social media platforms. Because of the complexity and relevance of effective communication, there is a high need for well-versed persons in maximizing internal and external communications for companies, non-profits, government entities, and related institutions.
While the communication process is predominantly a professional physicians subject, some academics study the phenomena, its elements, and its social-economic, financial, and political consequences. Organizational communication scholars may explore the effects of specific overall organizational and hierarchies constructions on inter-team communications within an institution. Furthermore, it helps to understand the way official communications interactions within a corporate entity transmit from the center to affect communication skills with relevant parties and the industrys brand image. Other researchers may investigate the relationship between corporate knowledge and interpersonal diversity or social equity.
Organizations are looking for employees who can deliver directions, properly observe, offer helpful feedback, get on well with colleagues and customers, network, work effectively in teams, and present ideas creatively. It takes more than know-how or expertise to develop corporate communication awareness and effectiveness. Efficient organizational communication is learning how to create and share information, collaborate with varied groups and individuals, interact in changing and complex situations, and possess the ability or drive to communicate in suitable ways.
Practical Application
Organizational communication can help by building connections in which human signals are directed to individuals inside the institution attitudes, confidence, contentment, and satisfaction via leadership coordination and regulate the organizations activities. Organizational communication is how organizations express, convey, and create their organizational climate and culturethe attitudes, beliefs, and goals that define the company and its people. Team meetings are an essential component of corporate interaction. All organizations should discuss ideas on a regular basis, solicit feedback, and freely express their viewpoints. While group meetings are most typically held in person, they can also be held electronically. For instance, the bargaining concept from the 9th chapter of the textbook is a valuable technique in an organizational conflict that can be incorporated at my workplace. According to it, organizational communication in an aimed exchange can relieve tension between teammates. The public relations sector requires a strong sense of unity and a positive attitude. The anti-conflict strategies promote a productive environment in such circumstances.
When colleagues do not share the same workstation, business communication might be more challenging. As a result, the finest firms give remote work training to guarantee that all employees understand how to interact effectively. A successful company fosters an atmosphere in which internal communication is emphasized. As a result, they are always searching for methods to improve corporate communication and improve comments. They employ qualitative information to enhance the companys operations and communication platforms. Productive communication cannot occur when coworkers are unpleasant or unpleasant with one another. Social events, such as collaboration sessions, foster open, honest, and professional connections while also demonstrating suitable communication methods to employees. A successful organization fosters positive attitudes among its workers by scheduling social activities and encouraging them to socialize. Social gatherings help to build healthy workplace cultures and boost employee morale.
Being formal, explicit, and detailed is an excellent technique to maintain correct information flow in the workplace. This form of communication is essential to comply with legal regulations. For instance, work conditions and security standards, and norms must be presented to workers in a formalized setting. One of the primary benefits of interpersonal interaction is that it allows for quick information sharing in the workplace. It also facilitates the exchange and development of fresh ideas for improving goods and internal or external procedures. Individuals would be amazed to learn how many innovative ideas began with a conversation next to the coffee maker.
Professional Competitive Advantage
Communication is essential in all aspects of the company. Consequently, it is critical that both communication processes inside the measuring and managing effective employee communication be good, especially in an era where a rising portion of the population is beginning to work from home. The interaction is central to the process; hence, it will be impossible to create and nurture fruitful partnerships without effective communication skills. Collaboration and innovation will be at an all-time high when people are comfortable openly expressing fresh ideas. In public relations, it is vital to convey between the two sides that the two are in total agreement. In marketing, the organization doing the PR for a specific association should guarantee we are getting the data accurately. Marketing workers are given the undertaking of making and keeping a positive public standing for their customers. They are liable for building a connection between themselves, their customer, and the general population.
One way of applying communication at my work would be mass and business interchanges by overseeing positive or negative data and directing it for my customers benefit. Transferring relevant data to depict my customer positively is my ultimate objective. Another tactic can involve analysis of an organization to determine the positive and creative focuses that should be perceived and interpret them into legitimate subjects important to the customer.
Conclusion
In conclusion, I can say that organizational communication is an important part of my life today. Organizational communication is complex since there are so many moving components inside a corporation, almost all of which require effective communication skills for the firms success to be optimal. Indeed, corporate communication comprises several types of data transmission and relationship management, ranging from human engagement to group interaction to pass communication to information distribution via social media sites. The communication process may be more difficult when colleagues do not share the same workstation. Consequently, the best companies provide remote work training to ensure that all employees know how to engage successfully. The association that is doing the public relations should see what their other party needs for openness. A successful business promotes an environment that values internal communication. Consequently, they are constantly looking for ways to enhance company communications and feedback. I consider this skill to be necessary for every person who wants to build a successful career.
