Employees are the organization’s brain cells, and communication is the nervous system that carries this information and shared meaning to vital parts of the organizational body. In companies such as ABC Limited, it is essential that the hierarchy is surrounded by effective communication channels so that everyone involved in the process is well aware of the common mental models established. In spite of the best intentions of sender and receiver to communicate, several barriers can come into play and inhibit the effective exchange of information. Noise can really disrupt or alter intended meanings at times and thus create a misunderstanding of the encoded information. The most prominent barrier that seems to exist in ABC is there are pre-existing perceptions among the floor employees about upper management. Everyone mentioned in the case seems to have a negative perception about the higher levels of authority.
They complain that all management are concerned about are the schedules, not the about the people down on the floor. This heavy distinction between the floor employees and management comes mainly from the work space design of the work environment. Management had separate washrooms and lunchrooms as well as other per qs, which employees did not have. This may create an image in the employees mind that management are not people-oriented and feel that they are superior. Therefore they may resent or have bitter attitudes towards anyone from higher level jobs. Whether the person from management may be in fact good, floor employees already have it in their minds that they have nothing in common.
The Term Paper on Management of Information System 2
1.0 Introduction This report is written to propose the Chief Executive Officer (CEO) and Board of Director of Dimensi Expressway Berhad (DEX) on how MIS can be used to improve our highway management and maintenance. Every system practicing now has their strength and weakness together with the improvement in technology. Therefore, the Road Management and Maintenance System was not excluded and need ...
In attempting to alter the way the author has dealt with the situation, I would try to weave in management with floor employees more intensively. Management by walking around has proven to be an effective strategy when communicating with all levels of employees. Barriers of communication will definitely be minimized when there is constant interplay among upper and lower staff. 2. ) Identify and discuss why John was upset at the end of the case.
What do you recommend the writer should do then? Although the intentions of George (the vice president of the company) were anything but malicious, John perceived his message as upsetting. This can also be earlier seen when George sent a letter to John praising him for his great performance at work. Again John interpreted his letter as an insult and missed the whole meaning of what George intended. Obviously there is a communication barrier here. It is mentioned that George usually sent written memos to the floor in order to avoid confrontation with John because of past experiences. The directions of the memos were complex, so there were often more than two pages long.
Given the nature of the amount of information to be disseminated by George, it would be recommended that he use face-to-face dialogue in order to avoid misunderstandings of the situations. John may have gotten upset about the promotion to management because he may have misinterpreted the seminars as a way of teaching him how to do his job. There had to have been a lack of communication or else John would have not reacted that way. John was conditioned in the past to receive any sort of information formally. He was not used to the more intimate way of.
