Communication Exersise Formal Report Essay Example for Free

Communication Exersise Formal Report EssayBy Business ConsultantExecutive summaryMirror Image needs an elapse in communication amongst management and workers. After collecting learning collected through the CEO and a resent rung heap, it is app arent that authoritative things are restricting good communication. With the help of great pre-existing research this report identifies several major issues. Distrust of management has led to limited communication, as the workers feel this protects them.I signal this course of action1. Create a transparent workplace and reassure staff astir(predicate) future redundancies. 2. Invest in communication courses for managers that deal with open conversation.3. Actively encourage two way communication between managers and workers.4. Promote team leaders (foremen) that communicate well.This report was licenced by the CEO and will help identify the communication problems at Mirror Image, particularly between factory workers and managers. F irstly the report will baffle together relevant in organisation on the subject, secondly identify the problems with provided information and lastly it will suggest some causes of action to help improve communications at IM. 2.0 Analysis of communication2.1 Literature reviewCommunicationManagers need more than technical skills, communication is a leaders main channel for brainchild and engagement, whilst helping avoid serious problems. Communication classes for management cast been proven effective by large pharmaceutical company AstraZeneca, large amounts of evidence suggest educating managers about communication is very beneficial (Walters Norton 2007). Communication classes for management can be tailored to address concerns. Its usually hard to identifying issues resulting in little communication.Luckily there is a wealth of information on the subject. Newberry Conrad (2010) delivered a journal dedicated to improving communication skills in the workplace. Relevance sacrific eed, the authors run cardinal four key communication guidelines to aim for. Relevant key approximations * Initiate open Discussion(Organizational communication)* Create information networks * Provide feedback * Building trust(Interpersonal, involve positive vocal/ none-verbal communication)Trust is gained by a manager, when subordinates generate certainty about events. Certainty gained from open discussion, where both parties have a say. Trust leads to increased productivity (Bach, 2006). The outflank disinfectant is sunshine (Allen, 2012)Power BasesGupta and Sharma (2008) believe Power bases play a pivotal role in worker compliance. They accept a distinction between harsh power bases (HPB) and soft power bases (SPB). They conclude that SPB are more effective in conjunction with quality communication then HPB. The SPB categories are expert, referent, information and dependence legitimacy. The HPB categories are coercion, reward, position legitimacy (French Raven 1959). Silen ceThe theory the spiral of silence by Noelle-Neumann (1974) talks about how in groups, individuals will non raise comments or arguments, when they feel their views arent shared by the other members. The idea is important when catching employee involvement in the decision make service. Silence too occurs when there are trust issues. If someone believes what they say will be used against them, they will remain silent. Comment made by UK charity customary Concerns at Work, in a UK newspaper The knowledge that there is a culture of silence in the workplace both encourages and shields the corrupt and insincere (stern, 2008).In this instance the negligence of management was extreme. However silence can still facilitate negligence in management, no matter the severity. Therefore, silence in its adolescence is bad, if left untreated it could turn into something much worse. When participants in an organization discuss issues at meetings, certain points should be taken into account. Le vasseur (1995) provides ten points, the relevant ones are 2. gibe on a shared purpose.4. Record ideas, issues and agreements.6. Manage tasks and teamwork simultaneously.7. Answer 4 key questions about every agenda topic.8. Decide on next step as a group.This list highlights the fact that communication is a two way street. Silence occurs in Organisations when these recommendations are non met.2.2 Staff survey (full results can be found in the appendix) The staff survey highlighted serious problems, with MIs factory workers. The majority of workers gave a negative response to around every question. The workers seem to be more aware of the issues then the managers. The survey provided an anonymous outlet for factory workers where there previously wasnt one.The survey should thusly be regarded as an accurate representation of worker/manager views. However some questions contain results that suggest attribution errors. Attribution errors effect perceptions of positive or negative si tuations, and whether its internalised or externalised (Philip, 1985), evidence will not be taken from these afflicted questions.Figure 1 60% of workers believe they are insufficiently educated on their job role. Workers dont receive enough instruction about their specific role in the company. This leads to enormous inefficiencies, as workers are left to pick up the pieces.Figure 2 60% of workers do not have confidence in management. The lanes of communication needed are not there. A workplace without trust is inefficient.Figure 3 80% of workers are prevented from voicing their concerns. Workers are scared that what they say will be viewed favourably. They are similarly worried about getting fired. They are already inherently disadvantaged, because their only form of vertical communication is logical persuasion.Figure 4 A lot of managers dont involve workers. Decisions are probably made without them knowing. The workers probable feel helpless.Figure 5 All managers consider them selves approachable. Question troika was the most unanimous result from the entire survey. This suggests managers dont openly discourage communication. They most discourage communication other ways. They are in positions of power, making them more accountable then individual workers.2.3 Case StudyMirror Image shows a general lack of communication between management and their several(prenominal) subordinates, brought about by distrust and fear. forethought is distrusted because the workers fear clear communication will ultimately leave them jobless. Fear keeps what little interpersonal communication they have focused on safe subjects, like the Rugby world cup. Fear is a powerful tool used by harsher power bases. Managers at MI resort to harsh power bases because they come with the job (legitimate and coercive bases). Softer more progressive bases require reform and effort. The need for softer bases is evident in the formation of several factory leaders. One mentioned was Rick who became a go between for workers. Workers like Rick display reverent power that managers and the foreman lack. This is an obvious inefficiency. efficaciously doubling the time spent communicating. The spiral of silence impacts employees, because their ideas are not considered my management. Previously efforts in communication where hampered by an uninterested CEO. Relying on memo boards is extremely impersonal and should only be used for functional information. This lack of effective communication set a low standard for workers and managers, this caused the distrust between them. Managers didnt involve workers and dont ask for their opinions, while workers used inefficient mediums of ex convert. The loss in productivity isnt easy to quantify, however managers being free-hearted in workers activities may further decrease productivity (Mayo, 1930). 3.0 ConclusionMI has significant issues between factory workers and management. Brought about by lacklustre communication, the issues wer e mostly caused by distrust. When analysing the workers survey it was obvious that they sore serious problems with the way MI was run. NOT FINISHED4.0 RecommendationThese recommendations will help managers and workers communicate more efficiently, remembering as CEO you should lead by example. Transparency should be deployed in every facet of the organisation, to tackle the large trust issues hampering communication. Start by reassuring staff that jobs will not be going under your leadership, making shore you dont promise something you cant keep. Try having reviewable executing valuationsystems. If transparency is achieved certainty will result, certainty in time will bring a trusting workforce. Use communication classes to teach the basics, from subtle sign(a) communication to lifting the level of communication entirely (extensive list provided in index). Include shifting managers power bases from harsh to soft. Only bother doctrine the managers as it will cost less, while achi eving more.Managers should be encouraged to show an interest in the workers and the work they are doing. Managers should encourage two way communication, make them answer employee questions fully. If they are not receiving questions have them rhetorically answer some of their own. Enforce these measures by increasing the transparency down the chain of command. Ask for updates on progress regularly. Removing the memo board is a good idea, in favour of orders being communicated down the chain of command, to ensure two way communication. Only process information should be distributed through other mediums.Goals should be produced by both the workers and managers. This should reduce some of the spiral of silence effects. Finally the team leaders (foremen) have proven to be a bottle neck in communication. Seek to promote workers who display natural force to communicate. For example Rick the employee mentioned by you would be a fine candidate. These leaders will hopefully bridge the gap between workers and management.5.0 List of references1. Allen, Christopher J,D.V.M., J.D. 2012, 4 Ways to Provide Transparency in the Workplace, DVM, vol. 43, no. 10, pp. 54-55. 2. Bach, P. 2006, Workplace trust hard to gain, but consistency, transparency key, Washington, United States, Washington.(ProQuestID- 463161676) 3. Daniel A. Wren, Arthur G. Bedeian, John D. Breeze, (2002) The foundations of Henri Fayols administrative theory, Management Decision, Vol. 40 Iss 9, pp.906 918 state It was not until the Storrs interpreting that Fayols (1949) 4. French, J. R. and B. Raven (1959).The bases of social power. Studies in social power 150 167 5. Gupta, B. Sharma, N.K. 2008, Compliance with Bases of Power and Subordinates Perception of Superiors Moderating Effect of Quality of Interaction, Singapore Management Review, vol. 30, no. 1, pp. 1-24. (ProQuestID-226850816) 6. Levasseur, R.E. 1995, Breaking the silence, Successful Meetings, vol. 44, no. 13, pp.61-61.(ProQuestID-206037363) 7. Mayo, Elton (1930). Hawthorne and the Western Electric Company. The Social Problems of an Industrial Civilisation. Routledge. 8. Newberry, R. Conrad, D. 2010, Identification of Outcome Based Business Communication Skills, Allied Academies world-wide Conference.Academy of Organizational Culture, Communications and Conflict.Proceedings, vol. 15, no. 2, pp. 28-32.(ProQuestID- 807539416) 9. Noelle-Neumann, E.(1974) The spiral of silence A theory of public opinion. Journal of Communication, 24, 43-3 10. Philip E. Tetlock. Sept 1985, Accountpower A Social Check on the Fundamental Attribution Error, Social Psychology Quarterly, Vol. 48, No. 3, pp. 227-236 11. Stern, S. Sept 9 2008, Pssst . . . get smart and wipe out whistleblowing, The Financial Times, United ground 12. Walters, D. Norton, D. 2007, leading communication the AstraZeneca way, Strategic Communication Management, vol. 12, no. 1, pp. 16-19. (ProQuestID-203573719) 6.0 Appendix6.1 Question from SurveyFactory Worker Questi ons1. I have a clear idea about my job role.2. I am satisfied with the performance evaluation system. 3. Sometime Im given tasks without the required resources (including time and knowledge) to complete them. (possible attribution error) 4. I have confidence in the intentions of the top management team 5. I feel homelike voicing my concerns to senior managers. 6. I have a voice in the organizational decision making process. 7. I trust the people with which I work8. I am treated fairly at work9. I am satisfied with my work.10. I feel committed to this organisationManagement Questions1. I try to seek employees input when making decisions. 2. I tend to closely supervise my subordinates.3. I consider myself an approachable manager(possible attribution error) 4. I tend to customize my communication with employees to fit specificsituations 5. I consider my workplace as rather political6. I am satisfied with my work.7. I feel committed to this organisation6.2 Results from Survey Workers n =100 q1 q2 q3 q4 q5 q6 q7 q8 q9 q10 entirely Disagree 20 15 10 35 60 72 36 23 0 5 Mostly Disagree 40 45 15 25 20 24 25 32 19 55 Neither 20 20 10 25 10 4 30 28 52 25Mostly Agree 10 20 40 15 10 0 9 7 23 10 Completely Agree 10 0 25 0 0 0 0 10 6 5 Managers n=20 q1 q2 q3 q4 q5 q6 q7 Completely Disagree 2 0 0 3 1 0 0 Mostly Disagree 7 2 0 5 2 2 3 Neither 10 3 0 4 3 3 3 Mostly Agree 1 4 0 3 5 5 5 Completly Agree 0 11 20 5 9 10 9 6.3Newberry Conrad (2010) extensive list of valuable communication skills Organizational Communication Skills1. Initiating open discussion the ability to bring on the act of discussion and dialogue exploring opposition by individuals who advocate their positions and change others to adopt those positions through logic, argument, or debate2. Resolving conflict the ability to employ a range of processes aimed at alleviating or eliminating sources of conflict through processes including negotiation, mediation, and daintiness 3. Creating in formation networks the ability to design and institute formal or informal systems for managing the flow of information and providing person-to-person relationships through which information flows4. Teaching important skills the ability to provide skill remediation to employees in areas such as job performance, technical competency, interpersonalcommunication, and problem solving 5. Using information technology the ability to employ equipment (usually computers) that enables managers and staff to access ongoing and relevant company information including reports, planning data, and employee and customer feedback6. Providing performance feedback the ability to assess employee performance and provide performance feedback as a review of the performance of employees, which helps to set targets for future performance targets7. Negotiating the ability to produce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy vario us interests.8. Writing business correspondence the ability to produce written communication used in business including letters, memos, bulletins, and reports9. Making convincing presentations the ability to provide informal or formal talks delivered to decision making groups to convey information or make a point Leadership Communication Skills1. Arousing enthusiasm the ability to inspire a whole-hearted devotion to an ideal cause, study or interest group, or merely being visibly excited about what ones doing2. Being a change catalyst the ability to initiate change through provision of information to employees that will convince them of why a change is necessary and will compel them to embrace it3. Creating group synergy the ability to compel organizational members to interact and produce a joint effect that is greater than the sum of the members acting alone4. Building team bonds the ability to establish team cohesiveness, which is the extent to which members stick together and remain united in the pursuit of a common goal5. Expressing encouragement the ability to provide support and confidence raising or increasing ones self-esteem and confidence to make choices and decisions6. Providing need the ability to move a person or group toward desired goals by increasing their willingness to exert effort and energy to achieve the goals7. Being smooth-tongued the ability to guide people toward the adoption of an idea, attitude, or action by rational, and logical means relying on appeals rather than coercion8. Building optimism the ability to create a disposition or tendency to look on the more favorable side of events or conditions and to expect the most favorable outcome despite obstacles and setbacks Interpersonal Communication Skills1. Active listening the ability to employ an intrapersonal and interactive process to actively focus on, interpret, and respond verbally and nonverbally to messages 2. Building rapport the ability to create a harmoni ous relationship, bond, or kinship based on mutual respect, friendship, camaraderie, or sensational ties making someone feel comfortable and accepted 3. Demonstrating emotion self control the ability to display balanced moods through retaining, mastering, and dominating ones reactions provoked by pleasant or unpleasant emotion 4. Building trust the ability to construct the reciprocal faith in others intentions and behavior through a shared belief that you can depend on each other to achieve a common purpose 5. Relating to people of diverse backgrounds the ability to recognize and respect differences in people and communicate befittingly in verbal and nonverbal exchanges 6. Demonstrating respect the ability to show esteem for or a sense of the worth or excellence of a person, a personal quality or ability, or something considered as a manifestation of a personal quality or ability 7. Building relationships the ability to establish a relatively long-term association between two or more people based on liking, trust, and respect creating regular business interactions, interdependence, or some other type of social commitment (Newberry Conrad 2010)