An Analysis of the Importance of Communication in Organizations

Organizational Communication

Organizational communication is a vital consideration in the running of a business. However, in most cases, most managers fail to embrace the appropriate way in which to handle communication. As argued organizational communication is important, therefore, it is significant for a manager to assess what type of communication is being used in the organization. When evaluating the kind of communication that is used in an organization, it is important to look at the rate of conflicts that exist. An organization that has a lot of disputes then this is an example of an institution where there is an ineffective type of communication (Pye, 2015). In an organization, when the managers are arrogant and despise the views of the junior staff, then such an organization is likely to experience conflicts. Effective communication is ideal because it creates avenues for solving problems in organizations. Managers should be ready to listen to the junior staff and allow them to express their opinion about an organizational issue. Listening is an integral part of ideal communication.

Question Four

Criticism and coaching in some cases are mistaken to be a form of doubt on one’s capacities. However, I have always taken it positively when coached and criticized. Considerably, this is an aspect that I learned from the success of one of my mentors. When I knew my mentor, he was a junior staff member, however because of being tolerant to people ideas, his among the successful leaders. Also, I believe that criticism and coaching are elements that can be used in promoting positive professional development. However, the important thing is for people to ensure that criticism and coaching are done positively. When coaching and criticism are carried out negatively, then this affects the self-esteem of a worker (Felson, 2014). As such, it is important that criticism and coaching to be carried out appropriately.

Chapter Seven

Question One

In-groups and out-groups is an aspect that affects a leader’s personal friendship with workers. Although this factor is a challenge for many leaders, an effective leader can have personal relationships with workers without creating the concept of in-group and out-group. One of the ways to achieve this is through professionalism (Levine & Moreland, 2014).

In most cases, leaders who have personal relationships with other workers are likely to be informal. For instance, a leader can discuss a social meeting that they had with other workers. It is important for a leader to ensure that some of the informal experiences are not reviewed or exposed to other workers. When other workers learn about how a leader interacts with others even in social places, this makes them feel that they are not part of the team.

Question Four

The problem with a worker who feels alienated is a sense of belonging. One way of motivating such a person is by assigning roles that seem unique or admirable. In a team, there are those duties that workers perceive as either lucrative or entertaining (Shantz et al., 2015). When you assign alienated workers such responsibilities, they believe that they are part of the team. Also, when a person is assigned a role that is vital to the activities of the team, their self-esteem improves, and as such, they respond positively to the demands of the group. Another approach that a leader can use in motivating alienated workers is through giving them leadership roles in the team. The intention, in this case, is to ensure that such persons get committed to the objectives of the group.

References

Felson, R. B. (2014). The (somewhat) social self: How others affect self-appraisals. In Psychological Perspectives on the Self, Volume 4 (pp. 13-38). Psychology Press.

Levine, J. M., & Moreland, R. L. (2014). Socialization in organizations and work groups. In Groups at work (pp. 83-126). Psychology Press.

Pye, L. W. (2015). Communications and Political Development.(SPD-1). Princeton University Press.

Shantz, A., Alfes, K., Bailey, C., & Soane, E. (2015). Drivers and outcomes of work alienation: Reviving a concept. Journal of Management Inquiry, 24(4), 382-393.