Ensuring effective communication

Ensuringeffective communication

Ensuringeffective communication

EffectiveCommunication is considered one of the key pillars of success in anorganization. It improves both individual and organizationalperformances and cooperation. Communication should be a nonstop cyclecomprising of three principal components that a manager must takepart in on a day-to-day basis:

Tocome up with a leadership message such as a mission and visionstatements or call for action or change, leaders should select theproper communication medium to use for this purpose.

Todevelop the leadership message, the leader should understand theaudience involved and deliver his/her proclamation.

Tosustain her leadership message, the leader keeps the message aliveand meaningful through coaching, reiteration, and feedback (Pedersen,Miloch &amp Laucella 2007:139).

Inthe architecture firm, issues of resignations and poaching of thecompany`s talent from outside arose ineffective communication processbetween the top management personnel and the junior employees. TheHuman resource manager was never in control of the workforce allowinggrapevines to thrive in the office. As with resignation of Tom, oneof the most productive figures in the organization, the HR lackedproper persuasion skills to hold on to her most revered talent. Onlearning of the exodus, the CEO took desperate measures, which puther in an awkward position. It demonstrated she did not care aboutthe wellbeing of her employees unless she is pressed against thewall. To remedy the situation, the company especially the HumanResource department should develop proper, transparent structures totackle the issues of promotion and employee motivation.

Inher review of the article, Ann Pringle asserted that the HumanResource manager had failed in her role at the company. She thinksthat she should be fired for exhibiting incompetency. She should havehandled the resignation case better. In addition, her way ofmotivating junior employees was wanting. On his part, F. LeighBranham, reiterates that the Human Resource was right in handling thesituation the way she did. She did not want to act impulsively afterthe first resignation. Rather, she dedicated her time tounderstanding the situation better through the survey. The companyshould invest time in knowing g the cause of the exodus rather thanmake blatant impulsive promotions. Jim Cornelius thinks that, The CEOof the firm did not have enough managerial ineptness to handle such acompany. She may be talented in her craft but lack the know how tomanage the crisis. Therefore, she should mandate the Human Resourcesmanager to handle the situation and come up with proper structuralsolutions for the company`s long-term Human Resource processes.Finally, Jean Martin observes that poor communication in the businessresulted in the usual blame games. She views the impulsive promotionby the CEO as a short-term action that will solve the underlyingissue at the company. She suggests development of long-termstructures to help the company overcome their Human Resource Crisis(Lawler 2008:2).

Allthe above observations and suggestions are right, but I concur withJean Martin`s. Organizations should look at developing long-termstructures and not short impulsive ones that only solves the currentproblem. Furthermore, every department should be enabled to carry outtheir functionalities efficiently away from interference from the topmanagement.

Inan organization, there should be well-established communicationavenues to encourage cooperation and cohesion within anorganization`s workforce especially a multicultural one. Toincorporate all their wellbeing, policies should formulate to enhancea just, cooperative and transparent relationship among the employees.There should no favoritism in terms of race or any other prejudice inan organization. There should be the use of a neutral language as aform of communication within its confines to discourage grapevinesand discrimination instances.

References

Lawler,E. E. (2008). Why are we losing all our good people? Harvard businessreview, 86(6), 41.

Pedersen,P. M., Miloch, K. S., &amp Laucella, P. C. (2007). Strategic sportcommunication. Human Kinetics.