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Business organizations and institutions are comprised of individuals from diverse backgrounds. This means that the concept of cross-cultural communication will always take place since such people must share ideas, exchange views, and create meaning in their working environments. A proper understanding of other people’s norms will guide employees and managers to select appropriate words and phrases, engage in relevant conversations, and promote acceptable behaviors. This paper gives a personal reflection of the studied topics and their corresponding managerial opportunities and challenges that all leaders should take seriously.
Communication and Culture
The current wave of globalization has made it possible for people to look for jobs and work in diverse organizations. The studied class materials have revealed that communication and culture are inseparable. Chesser and Cullen (2018) acknowledge that individuals from different groups will promote specific behaviors and practices. Workers should, therefore, consider their colleagues’ cultural attributes if they are to communicate effectively. For instance, people should interpret gestures properly, respond to words efficiently, and maintain personal distance.
There are various managerial challenges associated with the issue of cross-cultural communication. The first one is that the use of gestures and signs might present numerous hurdles throughout the process (Hasanaj & Manxhari, 2017). The second problem is that cultural diversity in a given organization requires that leaders implement powerful models to meet the communicational needs of all individuals involved. This move might be quite challenging for many managers. The third issue is that many working environments are currently associated with individuals from diverse backgrounds, thereby making it impossible for them to communicate smoothly.
This has been the case in my current working environment. Managers might also guide and train all employees to engage in meaningful conversations. Specific opportunities that exist under this topic include leaders’ ability to formulate strategies much faster and transform organizational culture. Diversity also makes it possible for managers to support effective communication for all followers to drive organizational performance.
Effective communication in the workplace will dictate the performance of every organization or department. There are specific issues that leaders should consider whenever focusing on this subject. The first one is that of productivity. From my personal experiences, I have realized that companies with established models of communication among employees from diverse cultures will achieve their goals much faster. Nonverbal aspects are critical in every communication process (Singh, 2014). The creation of teams is an evidence-based approach for improving the way workers exchange their ideas and insights. The promotion of authentic communication in every company will increase employees’ morale.
Managers who consider the relevance of this subtopic will encounter various challenges. The first one is that it is usually hard for some followers to understand or interpret their colleagues’ non-verbal aspects. The second problem is that the leader will implement appropriate strategies to train and mentor all workers. Another one is that the issue of communication presents barriers that should be addressed immediately.
Fortunately, there are various opportunities that might emerge when managers consider the outlined communication matters. Firstly, proper training in this field will empower workers to deliver positive results (Hasanaj & Manxhari, 2017). Secondly, a good model will maximize organizational profitability. Thirdly, a detailed analysis of all communication matters will ensure that functional teams emerge in the targeted organization.
Barriers to Effective Communication
Organizations with employees from diverse backgrounds might encounter various barriers to communication. Such issues affect how information is shared among employees and leaders. Personally, I have identified cultural differences as potential barriers since they influence the way people express their emotions or ideas. The study has gone further to identify these attributes that disorient communication: emotional factors, the use of jargon, hearing disabilities, language differences, prejudices, and disinterestedness (Hasanaj & Manxhari, 2017). Employees who want to converse effectively with others should develop powerful philosophies that can address such barriers.
Managers of different organizations might encounter various obstacles under this subtopic. For instance, leaders might be unable to implement powerful organizational cultures whenever specific barriers exist in their companies. It might be impossible for them to address personal prejudices and taboos. The leader will employ competent individuals to support and meet the needs of workers with disabilities that might affect the way they communicate.
However, the existence of barriers can be a new opportunity for managers to formulate powerful models for addressing them (Singh, 2014). The outcome is that the company will be in a position to achieve its objectives. The move to address these issues can improve leaders’ competencies. Such barriers can become powerful tools for transforming the nature of communication model in a particular organization.
Many employees from minority groups might encounter various obstacles in their respective working environments. A good example is the occurrence of microaggressions in a given company. The term refers to nonverbal, verbal, or environmental slights that might be unintentional or intentional (Bucăţa & Rizescu, 2017). These abuses usually target individuals from marginalized cultural backgrounds. The objective of the hidden messages in such microaggressions is to demean the targeted victims or portray them as lesser humans. Such malpractices tend to intimidate and threaten the affected individuals (Davidovitch & Khyzhniak, 2018). In my organization, I have identified similar cases whereby some workers dishonor or use derogatory terms whenever addressing their colleagues from marginalized races.
This problem presents various challenges for managers in the affected organizations. For example, leaders might be unable to identify the presence of microaggressions in their firms. This is true since most of the victims will be unwilling to share their experiences. Additionally, microaggressions might occur even outside the organization (Chesser & Cullen, 2018). These problems explain why managers should consider the most appropriate models to overcome or minimize microaggressions.
The outstanding opportunity is that leaders can focus on such predicaments to introduce a superior change, improve cross-cultural communication, and empower all workers from diverse backgrounds (Singh, 2014). The approach can support the establishment of diverse teams and mentor all members to focus on the targeted objectives.
Employees, followers, and leaders will engage in dialogues to formulate strategies, solve problems, and improve working conditions. Difficult conversations will emerge if the issues conditions in the company become too complicated. Such developments make it hard for managers to raise specific subjects or reproach nonperforming individuals (Bucăţa & Rizescu, 2017). This is a clear indication that leaders will always have to engage in difficult dialogues and address some of the problems that will emerge. This subtopic is essential since it prepares organizational managers about specific challenges that they might encounter.
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These issues will present specific predicaments to managers. For example, such dialogues will affect or disorient organizational performance. They can also become hurdles for introducing new change or formulating appropriate business strategies. Such dialogues might also discourage employees and followers from focusing on the anticipated objectives (Davidovitch & Khyzhniak, 2018). However, they can become new opportunities for managers to foster the most appropriate skills in their firms. Leaders can also use them to guide specific individuals and create a new model for communication. The occurrence of difficulties might become a turning point for introducing superior changes. Such developments will make the targeted organization successful.
Organizational managers should consider the most appropriate initiatives to ensure that all employees communicate inclusively. Such an approach ensures that followers and leaders use all available resources to understand others and be understood. Those involved in a given environment will express their needs and feelings diligently, be aware of their colleagues, and utilize desirable gestures (Davidovitch & Khyzhniak, 2018). The framework supports the use of pictorials, body languages, and appropriate speeches. Communicating inclusively is a powerful strategy for sharing each others’ needs and addressing emerging problems.
This concept is capable of presenting various challenges to managers. For example, the targeted leaders might be against the idea. Leaders might have to incur numerous expenses to purchase appropriate tools and provide natural support systems to disabled persons (Bucăţa & Rizescu, 2017). In my unit, I have observed that the introduction of the idea can result in various obstacles, including resistance from workers. Microaggressions might also emerge in teams that ought to communicate inclusively. The opportunities associated with this subtopic include the ability to maximize performance, increased employee satisfaction, and realization of goals.
The above discussion has revealed that most of the topics and subtopics studied in class can empower managers to promote effective communication in their respective companies. A proper analysis and understanding of the relationship between culture and communication can guide leaders to address emerging problems, tackle difficult dialogues, address microaggressions, and be prepared for all barriers. Managers can pursue the above opportunities in order to make their organizations successful.
Bucăţa, G., & Rizescu, A. M. (2017). The role of communication in enhancing work effectiveness of an organization. Land Forces Academy Review, 22(1), 49-57.
Chesser, J. W., & Cullen, N. C. (2018). The world of culinary management: Leadership and development of human resources (6th ed.). New York, NY: Pearson.
Davidovitch, N., & Khyzhniak, K. (2018). Language personality in the conditions of cross-cultural communication: Case-study experience. International Education Studies, 11(2), 13-26. Web.
Hasanaj, R., & Manxhari, M. (2017). Importance of communicating during change: A case of the Municipality of Vlora. European Journal of Multidisciplinary Studies, 2(1), 15-19.
Singh, A. K. (2014). Role of interpersonal communication in organizational effectiveness. International Journal of Research in Management & Business Studies, 1(4), 36-39.