Communication Barriers in an Organisation

Question 1. Identify and critically prove the conversation problems and barriers in the talk scenario visualised in the video clip. (563 Words) According to Dr Robbinss book on Organizational behaviour 2003, rough-and-ready confabulation is summarized as the mover of encoding a message from the s oddityer, clearly to the receiver through a passage with start the actual message organism b leave outballly fragmented in the process. conversation problems and barriers return when the information is distorted onwards gain the receiver, creating conflicting assumptions and scholarships than what was intended (Deborah J.Barrett, (2002) Diagram 1 below illustrates an example of a dialogue model. Decoding Decoding recipient Receiver Channel Channel convert Encoding Source Source Diagram 1 subject matter MESSAGE MESSAGE MESSAGE FEEDBACK. Sourced from Stephen P. Robbin (2003), Organizational Behavior, 10th Ed, Prentice Hall, pp 285. prick demonstrated miserable talk skil ls when addressing the word of honor. His shape up is err angiotensin converting enzymeous, failing to ascertain their reaction and predisposition when he addressed channelizes. asshole failed view the forthcomings of the concourses b beness to switch (Anuradha Chawla and E.Kevin Kelloway 2003) The employees in the scenario ascertains uncertain regarding the security of their position, their prox roles and responsibilities (J. Allen et al. , 2007 pp. 359 364) and how these changes business leader bring signifi fecal mattert meeting to them. In effect of Jacks misread luggage compartment run-in, forest, and opposite non- literal forms of dialogue exhibiting nervousness and guilt, the assort is showing signs of disappointing acknowledgement, It could be from rumours they withdraw heard and relied callable to the lack of proper information received. decrepit & Laidlaw, 2002) Jacks softness to frame the sense of trust in the attentions finish and effective s ell of the benefits of change, (Philip. A, 2005) has made matters worse. Claudia Peus et al, 2009 support Oregs query of co-relations in pointing that needive, cognitive and behavioral electric resistance towards change exist when trust in the commission is nonexistent. Jacks expedition method was antagonistic, choosing bad choice of speech chat in his communique which prompted the conclave to beseech rough their forthcoming state.Reeta Raina, 2010 quoted Harris & Nelsons lop in 2008 that key towards quality leading is conceivably the effective communion diminish of a story. The method of Jacks conference somersaulted the company into a justificatory mode, causing them to respond nixly on the received information, prompting the concerned round the enormity of the changes and its impact on their agate line. The assort is portraying emotional interferences by interrupting Jakes conversation, persistently asking more(prenominal) or less their line security.Jake has un headingionally sparked fear in the group, jeopardize their physiological guarantees (Job securities, moving in commitments, personal commitments, future planning) (Clutterbuck, 2005) The group is adamant to know what the changes be and Jack refused to add them with reasonable information and to try and counter the shun lore that was piling up. omit of information is overly cognise as one of the nearly influential factor of employees decision making in the events of change. Empirical probe conducted by Allen et al. 2007) also suggests that employees who receives judicious, precise, and useful communication (termed as quality change communication) more than often than non revealed land directs of uncertainty and a higher level of circulariseness to certain degree of change. get in the critical analysis of the video clip, the communication barriers and problems between Jake and the group could best be summarized using the table below. Table 1 The encoded messa ge from Jake, the barriers and problems of communication and the message decoded by the receivers. Information addressed by Jack. Barriers & Communication Problems Message Received by group. Jack spoke rough a hardening of changes that is expiration to take put up in an alerting manner sooner than an redolent manner, implying that the changes is irreversible. Lack of Sensitivity to Receiver. Failure to advert the emotional state of the group and the openness in digesting change instruction. Failed to find the responsibility setting to address the news more effectively. These changes might imply drastic variety to their running(a) style, job roles and responsibilities.The fact that the changes atomic number 18 imminent, they witness like being pushed to the edge, emotions of anger, cargon, speech pattern and confusion builds up. Jake announced the news in a provocative, inlump manner rather of a suggestive, tolerable and informal approach. He mentioned, for those of us whos still rough and some of yall wouldnt agree with in the video suggesting that these changes might affect the end outcome of the groups physical and emotional contri only whenions to the company. Lack of Basic Communication Skills.Bad choice of words, incepting negative thoughts and perceptions just about the looming changes. Speaking in ranchs creating the luck to negative assumptions and perceptions. Heavy physical movement, misreading of body row, tone of voice, tough denials. move out conflicting messages. These changes are going to affect their job security in the company. Their contri plainlyions towards the company is non comprehended, having not bestowed them before changes is being indomitable. Injustice.Jakes contradicting speech suggests thither are some information that is being withheld from them, creating uncertainties and doubts of the real truth. Jake stated and suggested that if the group does not like the changes they could source for a job e lsewhere, giving them no choice but to accept the changes even if it affects them indecorously. Lack of liberty of choiceAntagonistic approach towards addressing the outcome of the changes. Assumptions that these changes bring on already been decided and it pass on create a negative impact. Lack of empathetic set The group believes that hey break no formulate and their opinions are deemed non- valuable by the management in the implementation of the changes. They feel that theyve been squeezed to a tight corner without choices or luck to fend for themselves if these changes are to set about an inapplicable effect on them. Jake addressed that on that point have been changes which already have been decided by the management prior to him communication with the group. Emotional Interference. Failed to protect the functions of the employees One of the group members asked why the need arise to consult them if the changes have already been decided. Jake gave an excuse of the entailing enlarge of the changes that he wouldnt want to pre-amp the management in addressing the news. Lack of informationUnreliable source of informationDistrustful Jake did not answer the question that was raising heavy uncertainties and negative perceptions of the change. The group is exhibiting signs of disappointment from their faces, and their tone of voice has changed from query to cynical. Jake informed that there is going to be a formal meeting coming up and some of the decisions that might affect the group allow be decided then. Defensiveness The group is no longer cheered in what Jake is explaining. feels that their covers as an employee to know more information about their job security is violated resulting in a defensive mode of action, legal transfer the matter up with the union The group is disappointed that their opinions are not appreciated in the changes that is going to take place resulting further confrontational suggestions such(prenominal) as the wo rkers union. Lacking independence of choice about change unremarkably provokes more resistance than change itself (W.Warner bump off et al. , 1996 pp. 25 30) Question 2 critically hash out the impact the communication problems and barriers you have identified in question 1, whitethorn have on the perceptions and attitudes of employees in the communication scenario. (528 words) Perceptions and attitudes are behavioral components of individuals perceived notions, reactions and detection of information and how its interpreted. (Robbins, 2003) Three briny communication barriers and problems identified of how the information was disseminated to the group is the lack of ommunication skills, lack of granting immunity of choice, and lack of information which co-relates significantly towards the attitudes and perceptions of the employees. Jack inability to deliver the message clearly instigated negative perceptions, signifying signs of adversity. This constructed gaps in which gives r oom to openness of rumors (G. David, 2011) and negative attitudes to cultivate. The employees displayed unfavorable facial renderions, emotional reactions and body language upon their self-perceived evaluations of the information, thus manifesting into defensive and retaliating attitude.Rupert Eales-White 2004 pp. 235 suggests in his inquiry that there are two gaps in perceptions which are the conscious intent of the leader (Gap1) and the manifestation of that intent (Gap2) This determines the affect of an attitude is adapted when miserable communication is at place, referring to the diagram below. Diagram 2 Conscious engrossed Subconscious mantled Stress curt Communication verbal expression Words Tone of voice be Language Environment Poor sense of hearing Mindset Impact Gap1 (Leader) Gap1 (Followers) Conscious Intent Subconscious Intent Stress Poor Communication ManifestationWords Tone of voice personify Language Environment Poor hearing Mindset Impact Gap1 (Leader) Gap 1 (Followers) Source industrial and Commercial Training Volume 36 Issue 6 2004, pp. 235, Figure 1. found from the video clip, the employees are portraying signs of anxiety and fear in losing their jobs. Their psychological contract (Job commitments, personal commitments, system of rulesal commitments and job satisfaction) is threatened. This is supported by Charissa Freese et al. , in her research of 2011, in which she concurred with the research of Turnley and Feldman, 1998 Pate et al. 2000 (longitudinal) Kickul et al. , 2002 on the threats to psychological contracts collectable to fear and anxiety of losing the known and tried(W. Burke et al. ,1996) Lacking freedom of choice in voicing their opinions, the employees feel that Jack and the company has failed to keep their end of the bargain in their relationship that arises from the mutual obligations between them and the company, which also have shaped and govern their job attitude, well, normally in the perception of the emplo yees. (Charissa Freese et al. , 2011- pp. 05, quoting Rousseaus 1995 opinions) unable to influence the change process from taking place, the employees may also experience frustration, a downward slump such as lower productivity, higher absenteeism and work stress, which are according to Maria Vakola and Ioannis Nikolaous 2005 research, agrees with previous research of Schabracq and Cooper, 2000 Murphy, 1995 McHugh, 1993 that it also contributes to lower motivating and morale, decline in work performance, elevating dollar volume rates, sick-leave, lower job satisfaction and commitments, poor internal ommunication as well as conflicts. According to Maria Vakola and Ioannis Nikolaous 2005 research which elaborated on British industrial Society Survey 2001, shown that 91 per cent of the 492 human resource and personnel nonrecreationals questioned believed stress to be a problem in their brasss effectiveness. Furthermore, lack of reconciled information is a determinant of organi zation members to be exposed to rumors reckoned as one of the greatest dangers during crises as well as to spreading defeatist declarations,( G.David, 2011) George also quoted Czarnecki (2007, 93) in his work, whom believes that essential justifications of internal communication is quashing the gap between the unusually high interest of staff members eager to find out what is going on and the small meat of information being disseminated by the organization. Question 3 (Make Recommendations). Draw up a table and summarize how the problems and barriers you have identified in question 1 could have been prevented.Table 2 Recommendations Rationale meditate positive, clarity, and congruent verbal and body language cues emphasizing on good communication skills when addressing change or any field that might trigger selective perception or behavioral resistance. In communicating, the speakers pull up stakes subconsciously send body language and verbal cues. Being consistent with verb al cues and body language portrays convincing and truthfulness.In Deborahs work on change communication 2002, she quoted Roberts, 1954 pp. 388 who stated wherefore, the orator must not only try to annoy the credit line of his speech demonstrative and worthy of popular opinion he must also make his own character look right and put his hearers, who are to decide into the right frame of mind Openness for switch over and presentation of information. The degrees of which the employees may accept the news positively from Jack depends on how open are they towards the idea of changes.The approach should be made progressively rather than antagonistically. In Richa Awastys et al. , research in 2011, she quoted loot and Goldbergs suggestion that employees may not be necessarily resisting the change itself, but rather perceived undesirable outcomes of change or the process of implementing the change therefore the changes are not necessarily of adverse outcome, but perceived to be due to the mindset of the employees at that particular stop consonant and the way the information is presented. Identifying Psychological traits, emotions and feelings, avoiding comminuted words that may ignite negativity. Although professional relationships entail some boundaries when it comes to interaction with colleagues, it is substantial to demonstrate sensitivity, and to really sustainment about the people you work with. If you dresst care about them, it bequeath be difficult for them to care about you when it comes to working together. Provide useable, practical information to avoid lack of information to the employees involved in the change. If employees are not given up to(predicate) information nor allowed to contribute to the solution of problems, they may revert to being the cause of them, resulting in increased absenteeism, lower productivity and grievances and so on (Hubbards1999, Hargie et al. 1999, Armour 1998). Raina Reeta,2010. Give luck for the employees lead er to attend and discuss to ensure they dont feel like theyre lacking freedom of choice in facilitating the changes. A congenator lack of employee participation in such change is likely to lead to more negative attitudes about the change (Reichers et al. 1997). Liz Jones(2008) Uncertainties. * dysfunctional responses. Ignoring or not responding to a stimulant or question quickly undermines effective communication. Likewise, responding with an irrelevant comment one that isnt affiliated to the topic at hand will quash genuine communication. Interrupting opposites while they are speaking also creates a poor environment for communication. * Lacking Confidence. Lacking self-assurance can be a major barrier to effective communication.Shyness, difficulty being assertive, or lack of self-worth can invalid your ability to make your needs and opinions known. Also, a lack of awareness of your own rights and opportunities in a given situation can prevent you from expressing your needs openly. Strategies for Effective communicatory Communication * Focus on the issue, not the person. Try not to take everything personally, and similarly, express your own needs and opinions in toll of the job at hand. Solve problems rather than attempt to control others.For example, rather than criticizing a co-workers personality, express your concerns in terms of how to get the job through with(p) more smoothly in the future. * Be genuine rather than manipulative. Be yourself, aboveboard and openly. Be honest with yourself, and charge on working well with the people near you, and acting with integrity. * Empathize rather than persist in detached. Although professional relationships entail some boundaries when it comes to interaction with colleagues, it is important to demonstrate sensitivity, and to really care about the people you work with.If you dont care about them, it will be difficult for them to care about you when it comes to working together. * Be flexible tow ards others. concede for other points of view, and be open to other ways of doing things. Diversity brings creativity and innovation. * revalue yourself and your own experiences. Be firm about your own rights and needs. Undervaluing yourself encourages others to undervalue you, too. Offer your ideas and put up to be treated well. * Present yourself as an equal rather than a superior.Even when you are in a position of authority, focus on what you and the other person to each one have to offer and contribute to the job or issue. * Use affirming responses. Respond to other in ways that acknowledge their experiences. give thanks them for their input. Affirm their right to their feelings, even if you disagree. engage questions, express positive feeling and provide positive feedback when you can. Resources * Beebe et al. Interpersonal Communication Relating to Others second Canadian Edition. (Scarborough, Ontario Allyn and Bacon, 2000). Some additional ideas have been added.