Communication and effective leadership are widely considered to be the major challenges facing managers in the 20th century in their respective workplace. It is crucial in any management scenario for an effective leader to be a fluent, competent and expert communicator. In essence, this can be applied to all leadership scenarios whether it is organisational, recreational or even military based. If not utilised properly, the situation of a manager who is lacking key communication qualities can easily lead to the downfall of the organisation. It therefore gives credence to the idea that a successful organisation is one who utilises the methods of upright leadership and effective communication in their internal and external management.
The process of communication is defined as “an interpersonal process of sending and receiving symbols with messages attached to them” (Schermerhorn 2011, p.457). This in a practical sense is the ability to convey a person’s verbal or non-verbal messages to achieve an understanding of what they require (Brown & Cliquet 2008). This can be in the form of verbal conversation stating tasks that a person is required to do or in the non-verbal form which is usually in the system of body language to emphasise certain verbal directions. In terms of a business organisation, the manager must be effective in their communication otherwise their directions will be lost to either the employee, stakeholders or even the customers (Schermerhorn, 2011). This would lead to the fact that manager’s passing of information is only successful when they are actively telling the employee in regards to a task that they have to undertake. This can be in the form of active listening sessions or improving the means of communication. This can be through improving communication techniques in technology or closing barriers which are hindering effective communication (Schermerhorn 2011 p. 460 – 467). This theory must be applied to many businesses and organisations around the world because without the necessary effective communication, information cannot be passed on therefore leading to a stagnation of possibly crucial material (Bratton et. al, 2007). Senior Professor at the University of Auckland Peter Boxall suggests that in regards to communication with human resources across transnational corporations that:
“[Communication] is the attempt to build ‘constructive’ relationships with trade unions…broad ranging discussion are held with extensive information provided to the unions on a whole range of discussions. Emphasis is also placed on techniques designed to enhance individual employee commitment to the firm” (Boxall, 1995 p. 56-57).
This quote suggests that to maintain a successful relationship between transnational trade unions, you must have apt communication from the executives to the workers otherwise the flow of material will become stagnant and the information will not be passed (Boxall, 1995).
An example poor communication can be attributed to Michelle Smeby’s case study of a fortune 100 company named Holistic Change Ltd. They had neglected to tell the stakeholders of potential changes in the information technology section of the workplace which would vastly improve the effectiveness and efficiency of the workplace (Schermerhorn 2011), (Smeby 2011). Holistic Change Ltd. could have handled the situation better if they had planned the change; including informing the stakeholders so they could make a formative assessment on whether it would be beneficial to the company (Smeby 2011). It proved to be a hindrance to the company which led to a reduction to their share price. This was due to the shareholders not possessing a full access of all the information that the company was retaining leading to an uncertainty of future projections and profits (Smeby 2011).
Many businesses fail to implement effective communication techniques due to the fact that the training initiatives and education could become...
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