Communication in Management

Topics: Management, Culture, Planning Pages: 6 (2147 words) Published: September 26, 2010
Critical Essay- Communication (interpersonal)
Student: 3668198
Tutorial: Monday 4:30-5:30

The subject ‘Introduction to Management’ required all students to work in project teams to complete the e-project assessment. After participating in this project it reflected the significance of achieving successful interpersonal communication. This also helped reveal on my personal workplace and evaluate their efforts. Interpersonal communication is a critical component to achieve success with management issues and in this case an effective presentation within the project team or work effectively in employment. This essay will discuss the experience of working within this project team and present an analytical evaluation of how interpersonal communication has been evident. This essay will discuss ‘the internal environment: culture and diversity’, ‘planning and decision-making’ and ‘managing teams’ and the roles and characteristics of team members. These topics all link to the importance of interpersonal communication. The first analysis details the understanding of interpersonal communication within the internal environment, whilst referring to organisational culture and diversity. The second argument analyses the decision-making and planning within organisational structures. Also the overall importance of interpersonal communication within projects teams, workplaces and situations. The elements of organisational culture can be a difficult factor that is part of managerial roles to confront. Organisational culture is “a set of beliefs, values, and assumptions that are shared by members of an organisation” (Gregory et al 2009, p 673). As part of a team with students from other cultures and domestic, communication issues are expected to be presented due to the assorted character of each member. At the organization of this group a detailed outline of communication should have been classified. Communication was providing each other with contact details, unfortunately because some members were international students they did not have mobile phones this was a negative factor as there was no instant communication. Each person was assigned a task briefly; we did not establish a guide as to how we would operate the influence of interpersonal communication. Being part of a culturally varied team has articulated the significance of culture, and the importance of establishing efficient interpersonal communication. By creating interpersonal communication this will create a group culture. A triumphant organisation is one that understands and communicates its clashing cultures and merges into a single cultural outline that suits the needs of all team members (Quinn, 1988, p 31). Communication was not very effective in the project team, whether it is different cultures or characters but this shows issues with internal integration, which needs the organization of social behavior guidelines; this will enable the team to work effectively. The internal integration serviced a stage for all students in the group to communicate their individual work interests. Internal integration allows the group to work in collaboration and agree on work ethics and reside clashing interests. This situation is similar to my place of work “Subway” when new members are hired group meetings are held so internal integration can develop and everyone can work effectively. Internal integration is a vital component to success within any group. Diversity within the internal environment of an organisation is an increasing issue over generations. Managers need to overcome to challenge of establishing a link between various cultures they have to interact with in their organization and ensure contrasting interests are put at ease. This can be sensitive issue when it comes to managing different cultures, a manager needs to ensure it is done carefully so that different belief systems and work ethics are considered equally. Diversity in the internal...

References: * Davidson, P, Simon, A, Woods, P and Griffin, R (2009) Management Core Concepts and Applications, John Wiley and Sons, Queensland Australia.
* Donohue, W and Kolt R (1992) Managing Interpersonal Conflict, SAGE, London.
* Gregory, B, Harris, S, Armenakis, A and Shook, C. 2009 ‘Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes’, Journal of Business Research, Vol 67, no 7, pp 673-679.
* Quinn, E. 1988 ‘Beyond Rational Management’, Northern Ontario Business, Vol 9, no 3, p 30.
* Kramar, R. 1998 ‘Managing diversity: beyond affirmative action in Australia’, Women in Management Review, Vol. 13, no 4, p 133.
* King, D and King, L. 1990 ‘Role Conflict and Role Ambiguity: A Critical Assessment of Construct Validity’, Psychological Bulletin, Vol 107, no 1, pp 48-64.
* Amason, C. 1996 ‘Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: resolving a paradox for top management teams’, Academy of Management Journal, Vol 39, no 1, pp 123-148.
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* Fraser, A and Neville, S (1993) Teambuilding, Spiro Press, London.
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