GROUP: FR04D01
MGMT 6330GROUP: FR04D01MANAGING COMMUNICATION
Moise Essounga, Rudy Alvarez, Carmela Gutierrez
Outcome Directed Thinking (ODT)High performing organization that
gains competitive advantage
To produce efficiency and establish high production through
effective communication between employees
Motivation
To use effective communication within organizations that
establishes meaningful work relationships
Positive Outcome Statement
Managing communication: failure of leadership will create
inefficiency
Obstacles that prevent us from achieving the outcome
Formal: Failure for teams to communicate
Informal: Gossip creates division
Team building, and retreats.Getting to know peers
Teach effective listening techniques, verbal and
non-verbalGetting to know peersFormal communication policy.
Chain of command
Group building and positive team development
Be in control of outcomes
Communication and its variants The word communication originates
from the Latin word communis meaning Common the communicator or
sender wants to establish commonness with a receiver. Our reading
his week defines communication, with three components relating to
its process, as the transmission of information (1) and
understanding (2) through the use of common symbols (3).
Communication is the sharing of information between two or more
individuals or groups to reach a common understanding (Jones &
George, 2009, p.567). Researchers have demonstrated that sharing
information is one of the key ingredient in increasing
organization, quality, responsiveness to customer, innovation,
performance and efficiency. The advancement in communication
technology and the proliferation of tools such as computers (PCs
and laptops), tablets, mobile telephone, Internet, social media, a
smooth flow of information is more achievable. Communication takes
essentially two forms: verbal and non-verbal. These relationships
are critical to how organization function. First, they impact
person-to-person communication, how groups work and meetings
function.
Forms of CommunicationVerbal communication calls for the use of
words in delivering the intended message. The success of a written
communication rests on the quality of writing style, the respect of
grammar rules, the sound use of vocabulary, and the clarity of
expressions. The success of oral communication rests on the clarity
of speech, voice modulation, pitch, volume, speed, and even
non-verbal communications. Nonverbal communication consists of the
sending and receiving messages, without any spoken or written word.
While reflecting cultural values, it is a good regulator of
interaction and serve to establish relational-level meaning
concerning power, liking, and responsiveness. Identifying verbal or
non-verbal modes of communication in an organization augments the
positive flow information being transmitted. Organizations build
channels of communication so as to promote the effective use
business communication. Organizational communication may be formal
or informal.
Organizational CommunicationWithin an organization, there are
channels of communication designed by the structure of the
institution. This flow of communication is called formal
communication. Organizational charts developed by the institution
help to visually define the flow of communication. The flow of
formal communication has traditionally been in an upward/downward
direction. However, with the increased use of matrix structures
within an organization, formal communication has taken many other
flow patterns.The upward/downward formal communication pattern is
developed from a static organizational chart. Upward communication
starts from lower management and travels through the
chain-of-command upward. Downward communication starts from the top
management level and travels downward to the lower level of
management. (4)
Upward/downward flow of communication are shown in the images
below: Horizontal and diagonal flows of communications are made
between colleagues and peers within the organization. These forms
of communication are most common for institutional matrix
structures. Matrix structures are comprised of interdepartmental
teams or groups with overlapping lines of authority. These
structures are also called the project-management structures. Flows
of communication may travel between lower, mid, and upper level
management at any time, and between departments or divisions, all
for the sake of project completion in a timely manner.A sample of
the matrix flow of communication is shown in the image
below(5):
Another form of organizational communication is called informal
communication. Informal communication can cause many problems in
the workplace that lead to inefficiency and detract from the vision
of the company. However, it can be utilized for a positive end if
carefully orchestrated through team building and person to person
positive exchanges. A type of informal communication is called
grapevine communication or gossip. The term grapevine was initially
conceived during the Civil War by Army intelligence. Telegraph
lines were hung on trees and often resembled grapevines. In the
book Managing the Grapevine, Mishra states, The messages that came
over these lines were often so confusing or inaccurate that soon
any rumor was said to come from the grapevine. Mishra, J. (1990).
(5)Grapevine communication, or water-cooler communication, does not
exist within the structure of the organizational hierarchy. An
example of this would be communication between friends.
Conversations among friends can cross between departments,
divisions, or even levels of management. Grapevine communication
when negatively used creates rumors and gossip within the
workplace. There is more room for white lies, or stretching of the
truth, which can be detrimental for the flow of business. For
example, when an employee witnesses an occurrence that happens
inside the workplace and decides to tell his or her friend within
this same organization. The spreading of information can be altered
by the receiver based on emotion or bias of the parties involved.
As the information spreads, it may not remotely resemble the
original message that was first initiated. This can definitely have
a negative impact on employee relations and/or the company as a
whole. What is important for organizations to know is that
grapevine communication, although having negative implications, can
have a positive outcome if utilized wisely. Mangers have used this
form of communication as a type of sounding board for new policies
and procedures. Valuable information obtained through the grapevine
can improve managerial decision-making. It is a great way to float
ideas, obtain opinions, and respond accordingly. Formal, as well
as, informal communication is a reality in every organization.
However, there are many ways to manage communication within the
workplace.Managing CommunicationEmotional intelligenceEmotional
intelligence refers to the ability of an individual to control
their emotions and recognize emotions in others. It is an important
theme in communication, because recognizing emotions can change the
direction, flow and thought process of communication. Lack of these
skills can derail projects, conversations and performance (6).
There are five elements from the mixed model introduced by Daniel
Goleman that are seen: self-awareness, self-regulation, social
skill, empathy and motivation. John Quincy Adams wisely said, If
your actions inspire others to dream more, learn more, do more and
become more, you are a leader. Self-awareness describes a leader
who understands their strengths and weaknesses. For example, a
manager who is impulsive and easily falls into anger with minimal
situational stress is an example of a leader who is not self-aware.
Coworkers judge those actions as an inability to engage with
situations that are stressful or challenging.
Secondly,self-regulation deals with the ability of an individual to
redirect and recognize emotions and impulses that may be disruptive
to changing circumstances. The last 3 items in the model are tied
closely with the first two: social skills to mange relationships in
the direction desired, empathy to consider other individuals
feelings and motivation to drive the effort toward results.
An organization that has leaders with high self-awareness is
likely to know its points of strengths to be exploited and its
weaknesses that can be improved through recruitment of individuals
that can fill in those gaps. It is an organization that is likely
to be less impulsive and deal well with changing circumstances in
the market and competitors. Leaders and staff can more easily adapt
to situations and challenges as a result. The first two elements
are closely linked to recognizing individual emotions while the
last three elements are linked to recognizing emotions in others or
motivation to drive results forward. Organizations with individuals
with high EQ can use social skills to network and manage
relationships to deliver enhanced opportunities for the company.
These individuals are better able to use tools such as empathy and
motivation to recognize other individuals feelings on issues and
conflicts and will be able to drive toward vision and mission of a
corporation.
Effective and ineffective criticismCriticism allows
organizations to improve self-awareness, its knowledge, leadership
and development. It is often customer feedback and complaints that
allows a company to capitalize on opportunities for improvement so
that issues can be looked at and evaluated in terms of its
economic, organizational and personal impact (7). Criticism can
also be misinterpreted and lead to hostile relationship and
communication within committees, groups or between individuals.
Often there are not set guidelines as to how feedback should be
given.
To be effective, criticism should begin by sharing the positive
attributes of the issue or person. Acknowledging positive
attributes open the individual receiving feedback to be more
receptive and also serve as a reminder to the individual giving
feedback the positive attributes that are admired. The second step
is to be specific in the feedback that is shared while also
providing specific solutions. For example, the breadth of the
feedback should be narrow and unambiguous, while also providing a
specific resolution or solution. The focus should also be on the
behavior or situation and not the person. The intent is also to not
over-exaggerate the extent of the problem. The third step will be
to return to a position of calmness, since giving feedback makes
one anxious; it is important to reiterate specific points while
remaining calm and sharing how it affects others and the
workplace.Ineffective criticism can take many different forms. The
focus of the issue may be vague and the subject receiving feedback
may be confused as to what is being asked of them. In other
situations, the praise/acknowledgement of positive attributes may
be so substantial that is masks the feedback and criticism that is
being forwarded (8). Focusing on the person rather that the
situation can make individuals feel as though they are being
attacked which can derail the conversation and relationships
between individuals.
ConclusionCommunication is essential to organizational
improvement, relationships and growth. Sharing information through
communication can lead to improved outcomes in quality and
performance. Written, oral and nonverbal categories shape how
messages are received and transmitted. Channels of communication
within organization are needed to ensure that formal lines of
communication are appropriately addressed through management, as is
seen in organizational charts.The outcome directed thinking map
shows that gossip, failure in communication and leadership prevents
the organization from reaching its goal. Tools to reach the goal
include team building, communication policies and effective
listening techniques that are established as a culture of the
organization. A positive statement includes: to use effective
communication within organizations that establish meaningful work
relationships. The motivation statement is to produce efficiency
and establish high production through effective communication
between employees. The goal is to lead to a high performing
organization that gains competitive advantage.Recognizing emotions
can change the direction and flow of communication. Lack of these
skills can derail projects, conversations and performance.
Criticism allows organizations to improve self-awareness, its
knowledge, leadership and development. These tools are essential in
order to reach a continuously improving, high-performing
organization.
References:1. Linda Ferrell, O.C. Ferrell, and Geoffrey Hirt.
Business: A Changing World. 6th ed. New York: McGraw-Hill Irwin,
2008. Print. 2. Chandra, Dilip. Flows of Communication. HubPages
Inc., February 28,
2013.http://dilipchandra12.hubpages.com/hub/Flows-of-Communication3.
Organizational Chart templates. Vertex42 LLC,
2003-215http://www.vertex42.com/ExcelTemplates/organizational-chart.html4.
Schmitz, Andy. Informal Communication Networks. Creative Commons,
December 29,
2012.http://2012books.lardbucket.org/books/an-introduction-to-organizational-communication/s07-02-informal-communication-network.html5.
Mishra, Jitendra. Managing the Grapevine. Public Personnel
Management, v19 n2 p213-28 Sum 1990.
http://eric.ed.gov/?id=EJ409843
6. Bradberry, T (Mar 17, 2015). Why Leaders Lack Emotional
Intelligence. Inc, Retrieved
fromhttp://www.inc.com/travis-bradberry/why-leaders-lack-emotional-intelligence.html
7. Chada, R (Oct 4, 2013). Emotional Intelligence is Critical
for Leaders to have an Impact. Inc. Retrieved
fromhttp://www.inc.com/raman-chadha/emotional-intelligence-critical-for-leaders-to-make-impact.html
8. Walker, G (2015). Dealing with Criticism. Retrieved
fromhttp://oregonstate.edu/instruct/comm440-540/criticism.htm
1
