Executive Summary
Ineffective communication is a predicament that has the potential to affect the performance of firms. Organizational leaders should be aware of the possible causes of such a problem and provide the best solution within the shortest time. If left unaddressed, poor communication is capable of discouraging employees from focusing on their roles, working as a team, and delivering the outlined aims within the stipulated period. The presence of barriers is the selected and analyzed communication-related problem experienced in different business organizations. The presence of this challenge affects the manner in which employees share ideas, solve emerging problems, and focus on the best ways to improve profitability. The introduction of new training methods can help more workers overcome their differences, be willing to communicate more effectively, and solve some of the recorded barriers. The approach is realistic, implementable, and affordable. It would be acceptable to more workers and eventually help the targeted company record positive gains. Kurt Lewin’s change theory remains a superior model for introducing this evidence-based solution. The model is simple and can help more workers be prepared for the intended change and eventually transform the recorded organizational culture. Companies need to consider such insights in an effort to improve the effectiveness and nature of communication.
Introduction
Communication remains one of the key priorities that business firms should take into consideration. It describes the commitment of workers, the manner in which they share information, and the manner in which organizational objectives are realized. However, some problems emerge within the field that have the potential to affect organizational performance. The selected communications-related problem for this analysis is the presence of barriers. The presence of barriers in the workplace could be triggered or caused by various factors, including poor leadership, undefined standards, and absence of proper guidelines to engage all workers. When left unchecked, firms and big corporations can record increased losses due to poor employee involvement. Companies that fail to address this issue will experience reduce employee morale, increased turnover, and poor overall performance. These attributes explain why it is necessary to address such issues. The proposed three options for addressing this problem include proper leadership, introduction of effective communication standards, and continuous employee training. The criteria for evaluating each of these options would include costs incurred, complexity of the process, time take, and reception by the key stakeholders. The consideration of these elements can help identify the right solution that resonates with the demands of the workers and take the selected organization closer to the targeted goals.
Improved Leadership
Many organizations are becoming more culturally diverse than ever before due to the forces of globalization and technological advancements. When individuals with diverse backgrounds come together, chances are high that they will lack adequate skills and competencies to communicate with each other more effectively. Some workers might also develop personal differences that will affect the overall level of communication (Meraku, 2017). Cultural differences tend to affect the nature and effectiveness in using non-verbal cues. The possible outcome is that the involved individuals will not communicate efficiently or focus on the targeted goals.
Leadership remains an evidence-based approach for transforming organizational processes and performance. Companies characterized by effective managerial practices will be characterized by contented employees and proper working conditions. The selected problem associated with poor communication in the workplace could benefit from the use of proper leadership. Those in managerial positions have the right resources and competencies that could be applied to provide a sense of direction (Abdullah et al., 2020). The involvement of all leaders will ensure that timely results are recorded in a timely manner. This tested solution has worked effectively in different organizations to transform the level of employee involvement.
The application of this option appears to be evidence-based and capable of delivering a number of pros. One, competent leaders tend to possess the right competencies and are conversant with the best models. They will identify the nature of the recorded challenges and identify the best approaches to change the situation (Abdullah et al., 2020). Second, followers tend to focus on the goals and involvement of their respective groups to ensure that timely outcomes are recorded. They will be willing to follow the presented guidelines and act in accordance with the available leadership model (Murphy et al., 2017). Third, the company will not incur additional expenses since leaders ought to guide others and focus on appropriate strategies to improve performance. This aspect explains why the proposal or option is cost effective. Fourth, the use of a change model can make the leader acceptable to the people, solve emerging communication barriers, and help deliver results.
In terms of criteria, the use of improved leadership in the affected organization means that reduced expenses will be incurred, thereby making the cost manageable. The process can be implemented within a period of no more than two months. This outcome is possible since the affected company will only need to hire or identify a leader who is capable of addressing the recorded barriers to communication (Abdullah et al., 2020). The adoption of this solution will transform the company at the organizational level, solve some of the recorded challenges, and ensure that more workers receive the approach in a positive manner. These measures will take the company closer to the outlined goals.
However, some gaps or challenges might emerge when the managers at the organization consider this option. The first possible problem is that not all proficient leaders might be aware of cultural dynamics and forces in the workplace. The second issue is that the company might take longer to transform the situation since most of the people tend to object to change (Jelani & Nordin, 2019). The third possible concern associated with this solution is that the professional might not be able to address personal differences and human resources (HR) demands, such as pay increments and allowances. The involved partners and decision-makers at the selected company should, therefore, consider these key issues before coming up with the most workable solution.
Introduction of Communication Standards
The absence of detailed standards, procedures, and protocols for communication will amount to a barrier. This gap means that most of the workers will not be aware of how to liaise with their superiors or juniors. Some of the workers might be unwilling to take-up roles that are not communicated or assigned to them. This barrier will make it impossible for the employees to collaborate and focus on the wider organizational goal (Evans & Suklun, 2017). Individuals with diverse backgrounds might be affected the most due to language differences and personal attributes. In some cases, workers might be compelled to rely on a type of communication that appears simple and capable of meeting their needs. However, such a mode might have negative implications and eventually affect the level of organizational performance.
The most appropriate solution to the nature of these barriers would be the introduction of superior communication standards. This initiative means that all workers are involved in the process and equipped with the right tools or devices. The employees will have to follow outlined guidelines for sharing information with senior leaders, solving problems, and improving performance (Evans & Suklun, 2017). Such a standard will compel workers to focus on the wider picture, solve their personal differences, and communicate in a manner that resonates with the overall organizational strategy (Murphy et al., 2017). Depending on the nature and size of the organization, such improved standards will ensure that timely results are recorded and make communication and effective practice that can deliver the intended results.
Several benefits are possible when leaders take this option seriously. For instance, the approach is easy to implement, less costly, and capable of delivering timely results. The approach will not attract any form of resistance or objection from the workers, thereby increasing chances of success (Jelani & Nordin, 2019). The leaders would not require additional resources o training to be able to support the entire process and transform performance. The professionals involved can choose the right change model to support the process and guide more followers to be part of the process. However, some possible challenges might emerge when the managers capitalize on this option. For example, some of the workers might ignore such standards if proper strategies for implementing them are lacking. The option might not solve cultural differences that amount to a major barrier.
Using the proposed criteria, it would be agreeable that the selected option is viable and capable of delivering timely results. First, the process would not require any additional costs since the top managers will only have to draft and share the new standards with the workers. Second, the overall time period that the initiative might take will only be around a month. This timeframe will allow the involved followers to consider the guidelines and acquaint themselves accordingly. Third, the possible outcome or magnitude is that the company will no longer experience any form of barrier to communication (Abdullah et al., 2020). The involved workers will also collaborate and accept the solution since it has the potential to transform organizational performance. The organizational leaders should, therefore, be conversant with the outlined issues and opportunities if they are to improve the nature and effectiveness of communication at the company.
Continuous Employee Training
Past scholars have identified employee empowerment as an evidence-based approach for transforming the performance of many firms. This strategy could entail the provision of adequate resources, analysis of existing working environments, and promotion of better cultures. Evans and Suklun (2017) believe that continuous training is a powerful strategy for equipping workers with additional skills and insights. Within the realm of communication, the strategy can work effectively to guide and encourage employees to address their personal differences and focus on the wider picture (Blaschke & Schoeneborn, 2017). When barriers to communication exist or emerge, continuous training can equip workers with superior strategies to address their cultural differences and engage in behaviors that promote each other’s welfare.
Leaders need to consider the unique needs of individual workers, the existing challenges or gaps, and some of the best approaches to improve performance. This initiative could be achieved through the use of training programs, pamphlets, and departmental campaigns. Such efforts will help workers identify some of the sources of the recorded barriers, how they affect organizational productivity, and why a paradigm shift is essential to transform the situation. Individuals can benefit from the launched training programs and start to appreciate the importance of following the outlined communication standards (Abdullah et al., 2020). They will empower one another, solve emerging challenges, and focus on the best ways to improve organizational performance.
This third option presents several pros that leaders in different companies need to take into consideration. First, the model allows workers to learn more about the existing differences and be ready to identify evidence-based approaches to improve their communication processes. Second, the model could be integrated within the overall business strategy to address possible challenges and improve the level of involvement. Third, the leaders will identify key areas whereby the training might not have delivered positive results (Meraku, 2017). The next step would be to introduce additional incentives and guidelines to ensure that timely outcomes are eventually recorded.
Unfortunately, some gaps might emerge when a given organization decides to pursue this option. For example, some of the workers might be resistance to the training programs and affect the overall outcomes. Some individuals might choose not to be involved unless the leaders implement strict procedures or mechanisms (Evans & Suklun, 2017). Nonetheless, the option is viable and capable of helping more workers transform their initiatives, communication processes, and involvements with one another. Proper guidelines and monitoring strategies are capable of streamlining the process and ensuring that timely results are recorded.
Focusing on the selected criteria, it is evident that the training process will be within the budget of the organization. Specifically, the finance department will have to offer adequate financial resources to support the training process. The power of continuous training means that the overall result will be sustainable and acceptable (Jelani & Nordin, 2019). In terms of time, the training exercise could be completed successfully within a period of three months. However, the approaches should be repeated continuously to ensure that a new culture becomes a reality. The workers are expected to be receptive of the process since it will make it possible for them to complete their duties much faster.
Conclusion
The presence of barriers to effective communication means that the targeted workers will not think from the same page or focus on the outlined organizational aims. Leaders need to consider evidence-based measures to address such barriers and streamline the nature and process of communication. The third option would be the most appropriate and recommendable for any company facing this dilemma. The rationale is that such a choice is realistic, affordable, and capable of influencing a transformation in organizational culture. The beneficiaries will begin to communicate effectively, ask for guidelines, and share ideas at the organizational level. The presented ideas and lessons will help them overcome their differences and address their cultural diversities. Additionally, this option appears to fulfill the expectations of the outlined criteria. The model includes costs incurred, the complexity of the intended process, the anticipated time to implement the option, and willingness of all stakeholders to be part of the process. To implement this option, Kurt Lewin’s change theory remains outstanding since it will allow the leaders to prepare the workers and inform them about the existing issues (Hussain et al., 2018). The model will go further to support the introduction of the contiguous learning processes. Finally, the theory will help the leaders make the new ideas and communication procedures part of the organization.
References
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Blaschke, S., & Schoeneborn, D. (Eds.). (2017). Organization as communication: Perspectives in dialogue. Taylor & Francis.
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Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Web.
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