Communication Competence
Organizational communication plays key functions in the attainment of organizational goals and objectives. It is important in the development of relationships, facilitates the coordination planning, and control of organizational operations, and allows employees to accomplish tasks in areas such as sales and marketing (Miller & Barbour, 2014). It is also important in the creation and maintenance of organizational policies, regulations, and procedures. In that regard, it is important for all organizations to have competent communicators. Studies have shown that successful organizations are characterized by effective and efficient communication. There are several ways of encouraging the members of the organization to become competent communicators in order to enhance the corporate communication strategy. First, I would encourage them to take personal communication competence seriously (Miller & Barbour, 2014). This would involve clarifying their communication ethics by being committed to certain moral behaviors regardless of the context.
For instance, it would be important for employees to determine their most important values and decide how to communicate ethically in all kinds of conversations. Second, I would urge them to practice a lot in order to improve their communication skills (Miller & Barbour, 2014). This would be achieved by talking openly to other colleagues when they act unethically, participating in discussion meetings, and talking to new acquaintances. I would encourage employees to express themselves clearly using appropriate language during conversations with their supervisors and colleagues. Third, I would encourage them to embrace communication ethics and apply them to all conversations (Solomon & Theiss, 2012). Communication ethics involves considering what is right and wrong as well as what is ethical and unethical (Solomon & Theiss, 2012). For instance, an employee would be required to think about whether spreading propaganda or rumors regarding a colleague is ethical or unethical.
Sexual Harassment
According to Caritas Christi Health Care culture, sexual harassment comprises acts such as sexually charged looks, and unnecessary touching, and sexual gestures (Ivancevich & Konopaske, 2012). In that regard, unnecessary hugging and touching are forms of sexual harassment. Based on the definition of the policy, the president of Caritas Christi Health Care is guilty of sexual harassment and should be fired. The sexual harassment policy clearly defines sexual harassment and outlines acts that are not allowed in the workplace. Ten complaints of harassment against the president are proof beyond a reasonable doubt that he is guilty. Handling of sexual harassment cases is considered complicated because in many cases, there is a lack of witnesses to substantiate the information given by victims (Ivancevich & Konopaske, 2012). In addition, most companies find it very difficult to define sexual harassment and prove that it actually happened. More importantly, cases of sexual harassment are usually subjective (Vardi & Weitz, 2016). Therefore, investigators depend on the details provided by the accuser and the accused.
It is difficult to prove the credibility of the information provided by individuals involved in a sexual harassment case (Ivancevich & Konopaske, 2012). Finally, a company’s culture affects how employees deal with certain behaviors that could be considered acts of sexual harassment. It is important to maintain consistency in handling sexual harassment claims because of the uniqueness of such cases. Sexual harassment varies from company to company and from case to case. Therefore, consistency ensures that cases are handled individually in order to ensure that justice is awarded (Vardi & Weitz, 2016). In addition, treating certain employees differently could affect a company’s reputation and bottom line. For instance, treating top salespeople unfairly could lead t high turnover and the loss of highly-qualified employees.
References
Ivancevich, J., & Konopaske, R. (2012). Human resource management. New York, NY: McGraw-Hill Higher Education.
Miller, K., & Barbour, J. (2014). Organizational communication: Approaches and processes. New York, NY: Cengage Learning.
Solomon, D., & Theiss, J. (2012). Interpersonal communication: Putting theory into practice. New York, NY: Routledge.
Vardi, Y., & Weitz, E. (2016). Misbehavior in organizations: A dynamic approach. New York, NY: Routledge.