Communication Exersise Formal Report Essay Example for Free

intercourse Exersise Formal Report EssayBy commercial enterprise ConsultantExecutive summaryMirror Image needs an overhaul in colloquy surrounded by management and workers. After collecting in classation collected with the CEO and a resent faculty survey, it is apparent that certain things are restricting good communicating. With the help of great pre-existing research this overlay identifies several major issues. Dis self- assumption of management has led to limited chat, as the workers feel this protects them.I adumbrate this course of action1. Create a transparent workplace and reassure staff about next redundancies. 2. Invest in communication courses for managers that deal with yield conversation.3. Actively encourage 2 mood communication mingled with managers and workers.4. Promote team leaders (foremen) that communicate well.This physical com perplex was commissioned by the CEO and go forth help identify the communication problems at Mirror Image, particular ly amid factory workers and managers. Firstly the report result bring together relevant data on the subject, secondly identify the problems with provided information and ultimately it provide suggest some causes of action to help improve communications at IM. 2.0 Analysis of communication2.1 Literature redirect examinationCommunicationManagers need much than technical skills, communication is a leaders briny channel for inspiration and engagement, whilst helping avoid serious problems. Communication classes for management have been proven potent by large pharmaceutical company AstraZeneca, large amounts of evidence suggest educating managers about communication is in truth beneficial (Walters Norton 2007). Communication classes for management seat be tailored to address concerns. Its usually unstated to identifying issues resulting in poor communication.Luckily there is a wealth of information on the subject. Newberry Conrad (2010) delivered a journal dedicated to improv ing communication skills in the workplace. Relevance established, the authors list twenty four key communication guidelines to aim for. Relevant key reports * Initiate open Discussion(Organizational communication)* Create information networks * Provide feedback * Building think(Interpersonal, embroil positive verbal/non-verbal communication)Trust is gained by a manager, when subordinates have certainty about events. Certainty gained from open discussion, where both parties have a say. Trust leads to increased productivity (Bach, 2006). The best disinfectant is sunshine (Allen, 2012) top executive BasesGupta and Sharma (2008) believe Power bases play a pivotal role in worker compliance. They make a distinction between harsh power bases (HPB) and soft power bases (SPB). They conclude that SPB are more efficient in conjunction with quality communication accordingly HPB. The SPB categories are expert, referent, information and dependence legitimacy. The HPB categories are coercion, reward, position legitimacy (French Raven 1959). SilenceThe 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 divided up by the other members. The idea is important when take a instructioning employee involvement in the decision making performance. Silence also occurs when there are trust issues. If individual believes what they say will be used against them, they will remain silent. Comment made by UK charity Public 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 dishonest (stern, 2008).In this instance the sloppiness of management was extreme. However silence can still facilitate negligence in management, no result the severity. Therefore, silence in its adolescence is bad, if left un toughened it could turn into something much worse. When participants in an organi zation discuss issues at meetings, certain points should be taken into account. Levasseur (1995) provides ten points, the relevant ones are 2. Agree 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 steps as a group.This list highlights the fact that communication is a two way street. Silence occurs in Organisations when these recommendations are not met.2.2 Staff survey (full results can be lay out in the appendix) The staff survey highlighted serious problems, with MIs factory workers. The majority of workers gave a veto response to nearly every question. The workers seem to be more aware of the issues then the managers. The survey provided an unnamed outlet for factory workers where there previously wasnt one.The survey should therefore be regarded as an straight representation of worker/manager views. However some questions contain results that suggest a ttribution errors. Attribution errors transaction perceptions of positive or negative situations, 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 production line role. Workers take ont receive enough instruction about their ad hoc role in the company. This leads to huge 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 also worried about getting fired. They are already inherently disadvantaged, because their only form of vertical communication is synthetic persuasion.Figure 4 A lot of managers dont involve workers. Decisions are probab ly made without them knowing. The workers probable feel helpless.Figure 5 All managers consider themselves approachable. Question three was the most unanimous result from the entire survey. This suggests managers dont openly reject 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 respective subordinates, brought about by disbelieve and fear. Management is distrusted because the workers fear clear communication will ultimately leave them jobless. Fear keeps what little interpersonal communication they have focused on unafraid 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 softe r bases is evident in the formation of several factory leaders. wiz mentioned was convolute who became a go between for workers. Workers like Rick display reverent power that managers and the old- durationr lack. This is an obvious inefficiency.Effectively 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 postings 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 lurch. The passing in productivity isnt easy to quantify, however managers being disinterested in workers activities may gain decrease productivity (Mayo, 1930). 3.0 ConclusionMI has significant issues between factory workers and management. Brought about by lackluster communication, the issues were mostly caused by distrust. When analysing the workers survey it was obvious that they sore serious problems with the way MI was run. NOT destroyed4.0 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 face, 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 performance evaluationsystems. If transparency is procured certainty will result, certainty in time will bring a trusting workforce. Use communication classes to inculcate the basics, from subtle signed communication to lifting the level of communication entirely (extensive list provided in index). Include displacem ent managers power bases from harsh to soft. Only bother teaching the managers as it will be less, while achieving 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. utilise these measures by increasing the transparency down the chain of command. Ask for updates on progress repairly. 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 bring forthd by both the workers and managers. This should overturn 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 magnate 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 great(p) 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 translation 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, submission 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-226850 816) 6. Levasseur, R.E. 1995, Breaking the silence, favored 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 International 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 man opinion. Journal of Communication, 24, 43-3 10. Philip E. Tetlock. Sept 1985, Accountability A Social Check on the Fundamental Attribution flaw, Social Psychology Quarterly, Vol. 48, No. 3, pp. 227-236 11. Stern, S. Sept 9 2008, Pssst . . . get smart and wipe out whistleblowing, The monetary Times, United Kingdom 12. Walters, D. Norton, D. 2007, Leadership communication the AstraZeneca way, Strategic Communic ation Management, vol. 12, no. 1, pp. 16-19. (ProQuestID-203573719) 6.0 Appendix6.1 Question from go offFactory Worker Questions1. 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 comfortable voicing my concerns to senior managers. 6. I have a voice in the organisational 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 get by 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 workpl ace 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 q10Completely take issue 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 ca-ca the act of discussion and dialogue exploring opposition by individuals who advocate their positions and convince others to adopt those positions through logic, argument, or debate2. Resolving engagement the ability to employ a range of processes aimed at alleviating or eliminating sources of conflict through processes including negotiation, mediation, and diplomacy 3. Creating information networks the ability to design and institute formal or free systems for managing the unravel of information and providing person-to-person relationships through which information flows4. Teaching important skills the ability to provide skill curative 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, provision 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 pr oduce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy various 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, film or pursuit, 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 unaccompanied4. 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 motivation 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 persuasive 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 kind 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 acti vely focus on, interpret, and respond verbally and nonverbally to messages 2. Building rapport the ability to create a harmonious relationship, bond, or kinship based on mutual respect, friendship, camaraderie, or emotional 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 respective(a) backgrounds the ability to recognize and respect differences in people and communicate appropriately in verbal and nonverbal exchanges 6. Demonstrating respect the ability to show esteem for or a sense of the worth or righteousness of a person, a personal quality or ability, or something considered as a manifesta tion of a personal quality or ability 7. Building relationships the ability to establish a relatively semipermanent 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)