How Communication Affects Organizational Performance - Assignment Example

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Business Communication 4 Table of Contents 0 INTRODUCTION 1 Terms of reference………………………………………………………….……... 3 2 Procedure ……………………………………………………………………..…….3 2.2 INFORMAL COMMUNICATION NETWORKS 3 2.2.1 An informal communication pattern/networks………………………………..…. 3 2.2.2 Problems with informal communication networks …………………………….….4 2.4 INTERVIEWING 2.4.1 Guidelines for effective interview …………………………………………………4 2.4.2 Communication skills in interview …………………………………………..…….6 2.4.3 Job interviews and ethical issues…………………………………………………. 7 2.5 TEAM WORK 2.5.1 Team work and synergy………………………………….………………………. 7 2.5.2 Relationship of team members …………………………………………………….7 2.5.3 Conflict/problems in teams……………………………………….……………… 8 3.2 Informal communication networks ………………………………………………….8 3.3 ACTIVE LISTENING ……………………………………….…………………….9 3.4 INTERVIEWING ………………………………………………………………….9 3.5 TEAM WORK …………………………………..………………………………….9 References…………………………………………………………………………….. 10 1.1 Terms of reference This report was requested to gauge individual and team understanding on how communication affects organizational performance. It is also meant to determine how interpersonal communication skills can be applied in business situations. This will be done in consideration of the circumstances presented by the Hall Furniture study. The understanding and consequent reporting will be done as part of a group project to be submitted on Friday 31 May, 2013 by 4 pm. 1.2 Procedure The information to be employed in completion of this report will be gathered from: The provided Hall Furniture case study Journals on organization communication and interpersonal communication Past case studies, evaluations and manuals on interpersonal communication 2.2 Informal communication networks 2.2.1 An informal communication pattern/networks An example of an informal communication pattern is one adopted by the accounting department in Hall furniture. The informal communication pattern was adopted as a result of the frustrating formal structure through which formal requests took a long time to process (Krizan, 2006). This translated to frustrated employees as they could not get things done fast enough. As a way to ensure fast responses they established a random means of communication. They would arbitrarily tell one person who would get the message to another party and this way the information would travel faster ensuring easier and faster feedback thus improved productivity. This form of informal communication, also called “Grapevine” allows for rumor dispersion and it is often a risky approach once it is the preferred means of communication as objectivity is lost (Krizan, 2006). 2.2.2 Problems with informal communication networks Informal communication networks have a great potential to cause problems within an organization such as Furniture Hall. These problems result because informal communication allows for information distortion. Distortion is most common as this means of communication does not follow any defined rules or channels (Guffey & Loewy, 2013). This means that they can be a means of transmitting any form of information and to any person irrespective of whom without respect or fear. This method also lacks confidentiality; this is because everyone can freely interrelate as there are no restrictions (Krizan, 2006). Any secret is likely to come to the fore with little thought or hesitation. Another major problem with this form of communication is incomplete information, information availed through these channels is likely to be distorted or incomplete this incompleteness means it can be easily distorted or misinterpreted. Other problems associated with informal channels are; absence of resistance, encouraging rumors, difficult to manage, and major misunderstanding. 2.4 Interviewing 2.4.1 Guidelines for effective interview The first consideration in an interview is the profile of employees that are required or the position to be filled. This will provide a clear picture on the interviewing panel. When choosing the interviewing panel, it is important that those selected meet certain merits to ensure the completeness and professionalism in the conduct of the interview. The interviewing panel should also be as diverse as possible (Gilliland, Steiner & Skarlicki, 2007). To ensure this, the interviewing members should not have vested interest in the position being interviewed for or the corresponding responsibilities, secondly they must bear adequate knowledge on the position and desired qualities, they must have supervisory roles over the position, and lastly there must not be prior interactions with the interviewee (Virela & Nagy, 2012). During the interview, it is always important that the interviewers have a plan to follow, this is developed by identifying skills, knowledge and abilities required to fill the position. Secondly, the interviewer must develop a set of questions based on established criteria that puts into consideration the functional areas of the position to be filled (Krizan, 2006). The other necessary engagements is that the interviewers must screen the interviewee carefully, they must create a relaxed interviewing setting, the interview must follow a logical sequence, during the interview much of the talking should be left to the interviewee, the interviewer/s must be mindful of their questions, they must take notes, and lastly they must conclude the interview on a proper note. 2.4.2 Communication Skills in Interview Communication entails both the verbal and nonverbal cues. The verbal component entails all that an individual utters or makes utterly clear through defined language/words. This is the most identifiable form of language and everyone, conversant with the language, can understand and interpret what the other individual is saying (Kimmel, 2007). Unfortunately, this is not the case with nonverbal communication, non-verbal communication is quite difficult to discern and is variable across different cultures. The risk of non-verbal communication lies in the fact that it can be misinterpreted or it can be ignored even when carrying an important message or sending critical clues. Irrespective of the preferred means an interview is a formal way of communication. Looking at the case of Mei Li’s interview, it is easy to discern that both the verbal and non-verbal communications of Dick Seddon and Alice Anderson were inappropriate. Seddon’s non verbal communications, represented by his constant stare outside, and failure to take notes and look at Mei Li while communicating, is a clear violation of expected conduct during an interview (Krizan, 2006). Anderson was dismissive and appeared distasteful towards Mei Li. These behaviours were both uncalled for and inappropriate. The interviewers are expected to be attentive, engage the interviewee, and use appropriate body behaviour such as proper body postures. Failure to abide by these communication cues means that the interviewers may not communicate successfully with the interviewee a factor that may mean the interview may not achieve the desired goals (Kimmel, 2007). Secondly, inappropriate communication skills may intimidate an interviewee a factor that may as well affect the quality of the interview. Lastly, and as is the case with Mei Li, inappropriate approach and poor communication skills speaks volume about the communicator and this creates perceptions about their attitude. This explains why even after Mei Li gets the job she still considers the two individuals as both uncooperative and unprofessional. 2.4.3 Job Interviews and ethical issues Job interviews are expected to take up a certain sequence and it is generally expected to utilise a specific structure. However, the control of the job interviews is squarely left on the interviewers who are at liberty to ask the interviewee any questions they deem fit/appropriate. It is this lee way that presents a host of ethical challenges as the interviewers may utilise this space to solicit private information that is not of any consequence to the position (Kimmel, 2007). Besides, ethical issues also touch on the actual behaviour or conduct of the interviewer, appropriate body communication is important. Otherwise, improper body language that sends inappropriate cues is likely to cause the interviewees discomfort which is unethical. In this regard, ethicalness in job interviews is largely determined by the interviewers (Kimmel, 2007). These are expected to maintain a professional standing and avoid questions or messages that affect an interviewee’s personal life or moral standing. 2.5 Team Work 2.5.1 Team work and Synergy Team work refers to the capacity of individual members to cooperate to achieve preset goals. On the other hand, synergy refers to the interaction of variable elements to produce an effect greater than that of individual efforts. In this case, team work can be considered as a means of synergising organization operations as it allows individual members to jointly contribute to a certain goal. In the case study, the idea of team work is brought forward by Mei Li’s observation. This happens once she takes up the job offer and has worked at Hall for a month. Through her time in the organization, she realises disjointed groups which do not take advantage of team membership. The respective team members are unwilling to pool together for the benefit of the organization. They are more preoccupied with individual projects and personal problems which hinder team productivity. To say the least, there is no team work and this has meant that the organization cannot synergise (Malone & Laubacher, 1998). As mentioned earlier, synergy arises from a team’s capacity to capitalise on a group’s optimal capacity. Unfortunately, this is not possible at Hall as the teams are dysfunctional. 2.5.2 Relationships of Team Members The relationship between team members is strained. Team members are more preoccupied with blocking others progress. The implication is that the team members are unwilling to commit towards collective goals. This has resulted to an unproductive organization as the teams have failed to deliver. Further, the team members are unwilling to take responsibility for failing to offer optimal efforts in attaining collective goals. The failure of teams to deliver means that there is increased tension among the members as they blame each other for the unmet goals. Going forward, if the situation is unabated the organization may suffer overall failure meaning no value to all the stakeholders, the employees included. 2.5.3 Conflict / Problems in Teams Conflicts in team are not a new phenomenon as individuals hold different goals and ideas. However, the difference between effective teams and dysfunctional teams is the way they handle the conflicts. Effective teams constructively handle conflicts and find a way forward while dysfunctional teams get stuck in these situations and disintegrate (Yates & Orlikowski, 2002). In the case of Hall, conflicts arise from the member’s preoccupation with individual goals a factor that has translated to unending disagreements. The factor that members also want to advance by blocking others also means that there are conflicts arising from lack of clear progression paths within the organization. The result as discussed is ineffective team and derailed organization goals. 3.2 Informal Communication Networks The authors have outlined a clear informal communication network within the Hall’s set up. The author has clearly enumerated facts regarding informal networks and provided objective information on how these can affect organizations. Informal networks are likely to create ground for conflict as the information is based on hearsay and people are unlikely to take responsibility for words going around. To overcome the challenges of informal networks organizations need to come up with clear and simple communication channels (Yates & Orlikowski, 2002). Often, organization members will result to informal networks when established communication networks are cumbersome. Therefore, simplifying these networks would encourage responsible communication and address the conflicts likely to result from informal networks. 3.3 Active Listening Active listening forms a basic part of the interview. The interviewers must learn to be active listeners a factor demonstrated through appropriate eye contact, and note taking. These not only help in maintaining alertness but also ensuring that nothing is lost in the process (Malone & Laubacher, 1998). This also means that the decisions made are confounded on facts as established during the interview. 3.4 Interviewing Interviews should be professional, and objective. Professionalism is demonstrated through proper communication, both verbal and non-verbal, as well appropriate engagement of the interviewee. The objectivity of the interview arises when the interviewers focus on the functional areas of the position and the immediate skills and qualities of the interviewee that are necessary to fill the identified position. 3.5 Team Work Problems witnessed in teams can be objectively addressed if the organization or the team leadership comes up with a comprehensive way of dealing with conflicts. At the same time, the resolution methodology should also focus on prioritizing group goals over individual goals. This avoids undue personal problems and improves the group’s effectiveness. Teams should also focus on overall and common goals as pursuing independent goals is the main reason as to why conflicts arise. References Gilliland, S., Steiner, D. & Skarlicki, D. (2007). Managing social and ethical issues in the organization. New York: Greenwich, CT. Guffey, M. E., & Loewy, D. (2013). Essentials of business communication. Mason, OH: South-Western Cengage Learning. Kimmel, A. J. (2007). Ethical issues in behavioral research: Basic and applied perspectives. Oxford, UK: Blackwell Pub. Krizan, A. C. (2006). Business communication. Mason, OH: Thomson South-Western. Malone, T., & Laubacher, R.J. (1998).The dawn of the e-lance economy. Retrieved May 22, 2013, from Harvard Business School: http://hbr.org/product/dawn-of-the-e-lance-economy/an/98508-PDF-ENG Virela, M., & Nagy, K. (2012). Conducting Interviews. Retrieved May 22, 2013, from University of Kansas-Community Toolbox Logo: http://ctb.ku.edu/en/tablecontents/sub_section_main_1047.aspx Yates, J. & Orlikowski, W. (2002). Structuring interaction through communicative norms. Journal of Business Communication, 39 (13), 13-35. Read More