Communication Barriers in an Organisation

caput 1. Identify and critically dispute the talk problems and ramparts in the colloquy scenario show in the impression clip. (563 Words) According to Dr Robbinss book on organisational Behavior 2003, effective converse is take upd as the means of encoding a message from the s dismisser, clearly to the receiver through a channel without the real(a) message being ostracisely fragmented in the process. Communication problems and barriers materialise when the training is distorted before reaching the receiver, creating conflict assumptions and acquaintances than what was intended (Deborah J.Barrett, (2002) draw 1 below illustrates an example of a communication model. decipherment Decoding Receiver Receiver Channel Channel Encoding Encoding cite Source Diagram 1 contentedness MESSAGE MESSAGE MESSAGE FEEDBACK. Sourced from Stephen P. Robbin (2003), Organizational Behavior, 10th Ed, Prentice Hall, pp 285. jacklight butt ond poor communication skills when addressing the word. His play d take in is err matchlessous, failing to ascertain their reaction and sensitivity when he turn to convinces. Jack failed capture the forthcomings of the assorts kick inness to change (Anuradha Chawla and E.Kevin Kelloway 2003) The employees in the scenario feels uncertain regarding the security of their position, their future roles and responsibilities (J. Allen et al. , 2007 pp. 359 364) and how these changes faculty bring significant trespass to them. In effect of Jacks misreading body language, tone, and early(a) non-verbal forms of communication exhibiting nervousness and guilt, the sort is showing signs of disappointing acknowledgement, It could be from rumours they deem heard and relied due to the escape of proper training received. Gray & Laidlaw, 2002) Jacks inability to create the sense of trust in the worrys decision and effective selling of the benefits of change, (Philip. A, 2005) has made matters worse. Claudia Peus et al, 2009 supported Oregs explore of co-relations in pointing that affective, cognitive and behavioral tube towards change pull through when trust in the management is nonexistent. Jacks communique regularity was antagonistic, choosing bad choice of lyric poem in his communique which prompted the group to communicate closely their future state.Reeta Raina, 2010 quoted Harris & Nelsons unravel in 2008 that key towards feature drawing cardship is conceivably the effective communication flow of a story. The method acting of Jacks communication somersaulted the group into a justificative mode, do them to respond minusly on the received breeding, prompting the concerned round the enormity of the changes and its impact on their employment. The group is portraying emotional interferences by interrupting Jakes conversation, persistently asking close their job security.Jake has unintentionally sparked timidity in the group, threatening their physiological grows (Job securities, job commitme nts, psycheal commitments, future planning) (Clutterbuck, 2005) The group is adamant to know what the changes ar and Jack refused to impart them with reasonable tuition and to try and counter the negative perception that was piling up. privation of info is overly known as one of the most influential chemical element of employees decision making in the events of change. Empirical investigation conducted by Allen et al. 2007) in like manner suggests that employees who receives judicious, precise, and useful communication (termed as quality change communication) more often than not revealed lower levels of uncertainty and a higher(prenominal) level of openness to certain degree of change. Entering the critical abridgment of the video clip, the communication barriers and problems between Jake and the group could best be summarized utilize the table below. Table 1 The encoded message 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 about a lot of changes that is expiration to possess get in an alerting manner quite than an evocative manner, implying that the changes is irreversible. Lack of Sensitivity to Receiver. Failure to identify the emotional state of the group and the openness in digesting change management. Failed to find the right setting to address the word more effectively. These changes might imply drastic alteration to their working style, job roles and responsibilities.The fact that the changes are imminent, they feel like being pushed to the edge, emotions of anger, anxiety, stress and sloppiness builds up. Jake announced the news in a provocative, informal manner sort of of a suggestive, tolerable and informal go about. He mentioned, for those of us whos fluent around and some of yall wouldnt agree with in the video suggesting that these changes might affect the end outcome of t he groups physiologic and emotional contributions to the lodge. Lack of Basic Communication Skills.Bad choice of words, incepting negative thoughts and perceptions about the looming changes. Speaking in gaps creating the opportunity to negative assumptions and perceptions. Heavy physical movement, misreading of body language, tone of voice, heavy denials. Sending out conflicting messages. These changes are going to affect their job security in the company. Their contributions towards the company is not appreciated, having not consulted them before changes is being decided. 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 elsewhere, giving them no choice but to accept the changes even if it affects them adversely. Lack of immunity of choiceAntagonistic approach towards addressing the outcome of the changes. Assumptions that these changes have already been decided and it will create a negative impact. Lack of empathetic values The group believes that hey have no say 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 opportunity to withstand for themselves if these changes are to have an undesirable effect on them. Jake addressed that at that place have been changes which already have been decided by the management antecedent to him communicating with the group. Emotional Interference. Failed to protect the rights of the employees One of the group members asked why the necessitate arise to consult them if the changes have already been decided. Jake gave an excuse of the entailing details of the changes that he wouldnt want to pre-amp the management in addressing the news. Lack of informationUnreliable source of informati onDistrustful Jake did not answer the question that was raising heavy uncertainties and negative perceptions of the change. The group is exhibiting signs of confusion 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 most of the decisions that might affect the group will be decided then. Defensiveness The group is no longer interested in what Jake is explaining. feels that their rights as an employee to know more information about their job security is violated resulting in a defensive mode of action, bringing the matter up with the union The group is defeated that their opinions are not appreciated in the changes that is going to take place resulting further confrontational suggestions such as the workers union. missing freedom of choice about change usually provokes more resistance than change itself (W.Warner Burke et al. , 1996 pp. 25 30) Question 2 Critically discuss the impa ct the communication problems and barriers you have identify in question 1, may have on the perceptions and attitudes of employees in the communication scenario. (528 words) Perceptions and attitudes are behavioral components of individuals comprehend notions, reactions and sensing of information and how its interpreted. (Robbins, 2003) Three main communication barriers and problems identified of how the information was disseminated to the group is the lack of ommunication skills, lack of freedom 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 room to openness of rumors (G. David, 2011) and negative attitudes to cultivate. The employees displayed unfavorable facial expressions, emotional reactions and body language upon their self-perceived evaluations of the inf ormation, thus manifesting into defensive and retaliating attitude.Rupert Eales-White 2004 pp. 235 suggests in his explore 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 poor communication is at place, referring to the diagram below. Diagram 2 Conscious Intent unconscious Intent Stress woeful Communication Manifestation Words tone up of voice Body Language Environment paltry Listening mentality Impact Gap1 (Leader) Gap1 (Followers) Conscious Intent Subconscious Intent Stress Poor Communication ManifestationWords Tone of voice Body Language Environment Poor Listening Mindset Impact Gap1 (Leader) Gap1 (Followers) Source Industrial and Commercial didactics Volume 36 Issue 6 2004, pp. 235, Figure 1. Based from the video clip, the employees are portraying signs of anxiety and aid in losing their jobs. Their psychological contract (Job c ommitments, personal commitments, plaqueal commitments and job satisfaction) is threatened. This is supported by Charissa Freese et al. , in her query 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 due to fear and anxiety of losing the known and tried(W. Burke et al. ,1996) missing 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 employees. (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 st ress, 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 motivation and morale, decline in work performance, elevating turnover rates, sick-leave, lower job satisfaction and commitments, poor knowledgeable 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 professionals questioned believed stress to be a problem in their organizations effectiveness. Furthermore, lack of consistent information is a determinant of organization 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 inte rnal communication is avoiding the gap between the remarkably high interest of staff members eager to find out what is going on and the small amount 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 Reflect positive, clarity, and congruent verbal and body language cues accentuation on good communication skills when addressing change or any proposition that might trigger selective perception or behavioral resistance. In communicating, the speakers will subconsciously send body language and verbal cues. organism consistent with verbal cues and body language portrays convincing and truthfulness.In Deborahs work on change communication 2002, she quoted Roberts, 1954 pp. 388 who stated therefore, the orator must not only try to make the argument of his speech demonstrative and praiseworthy of belief he must also make his own example look right and put his hearers, who are to decide into the right barf of mind Openness for Change 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 Dent 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 period and the way the information is presented. Identifying Psychological traits, emotions and feelings, avoiding sensitive words that may ignite negativity. Although professional relationships entail some boundaries when it comes to interaction with colleagues, it is big to demonstrate sensitivity, and to really interest about the people you work with. If you wear outt care about them, it will 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 fit information nor allowed to contribute to the solution of problems, they may revert to being the get under ones skin of them, resulting in increased absenteeism, lower productivity and grievances and so on (Hubbards1999, Hargie et al. 1999, armor 1998). Raina Reeta,2010. Give opportunity for the employees leader to attend and discuss to undertake they dont feel like theyre lacking freedom of choice in facilitating the changes. A relative 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 comment or question quickly undermines effective communication. Likewise, responding with an irrelevant comment one that isnt committed to the topic at hand will quash authorized communication. Interrupting others magic spell they are speaking also creates a poor environment for communication. * Lacking Confidence. Lacking confidence can be a major barrier to effective communication.Shyness, difficulty being assertive, or lack of self-worth can block up your ability to make your demand 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 Verbal Communication * Focus on the issue, not the person. act not to take everything personally, and similarly, express your own needs and opinions in price of the job at hand. Solve problems rather than attempt to control others.For example, rather than c riticizing a co-workers personality, express your concerns in terms of how to get the job done more smoothly in the future. * Be genuine rather than manipulative. Be yourself, honestly and openly. Be honest with yourself, and focus on working well with the people around you, and acting with integrity. * Empathize rather than remain 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 towards others. Allow for other points of view, and be open to other ways of doing things. Diversity brings creativity and innovation. * Value 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 expect to be treated wel l. * 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 each have to offer and contribute to the job or issue. * determination affirming responses. Respond to other in ways that acknowledge their experiences. Thank them for their input. rove their right to their feelings, even if you disagree. Ask questions, express positive feeling and provide positive feedback when you can. Resources * Beebe et al. Interpersonal Communication Relating to Others 2nd Canadian Edition. (Scarborough, Ontario Allyn and Bacon, 2000). Some spare ideas have been added.