Conversation Period 1
Conversation Period 2
Conversation Period 3
Observation
The meeting started with the divisional sales manager discussing the current troubles with all participants, but most of the direct conversation was made with the manager next in line of superiority. This was probably done to break-in the meeting or make everyone feel comfortable with the points to be discussed in the meeting and let other participants prepare their answers and opinions on the issue. As the meeting moved on the divisional manager started to communicate with other participants to get their feedback and identify any possible gaps in the current methods. This move was done to ensure all participants feel that they are an important part of the process and their opinion and perspective also matters to the superiors. The move also helped to ensure all participants were open about their own concerns with the current system in practice and delivered their own opinion on making changes. It is also clear that as the meeting progressed, the number of questions asked by different participants kept on reducing as doubt were cleared with time (Jansen, 2008).
The meeting was mostly designed to ensure solutions were found to the current problem faced by the division as their performance was below the expected standards. Most of the meeting involved the superiors presenting their own side of the story and opinions and asking their subordinates to provide evidence for their own assertions. The main difference seen in the amount of communication between members is the open nature of the meeting, once all questions and perspectives from participants were on the table. The meeting started to become more open with time as the divisional sales head started to communicate with each participant and ask for their own perspective to overcome the current problems. This approach helped the divisional manager to understand the point of view of employees at all levels and profess changes that can be suitable for managers at all levels. Therefore, using vertical communication as the means to process information from top-down or bottom-up helps in making the meeting effective and audience-based (Rogers & Lindley, 2004, p. 1151).
Questions
1. What type of meeting did you attend?
I attended a sales meeting, which was called to discuss the quarterly targets of the division. The topic of the meeting was discussing the failure to meet last quarter’s sales target for the division and the possible causes of the failure. The meeting was not for blaming individuals involved, rather it was conducted to inform about the gaps in performances and identify possible means to reach future sales targets.
2. How many people participated?
The meeting was attended by four people the divisional sales manager, sr. sales manager, sales manager, and Asst. manager- sales. Each one of them represents the division and contributes to the quarterly sales targets, which are set for their division. Apart from the Division Sales Manager, other participants, are not informed in advance about the subject of the meeting. It was done to ensure their answers were as spontaneous as possible and ensure the division found the exact areas of concern for employees at all levels.
3. What were their individual roles?
The divisional manager wanted to convey the message of top management that the sales results for the last quarter were significantly below the expected number. The Sr. manager, sales manager and the Asst. manager – sales were expected to give valid reasons for past failures and possible solutions to improve the future performance. The roles were reversed in the later part of the meeting as the vertical communication process used allowed the subordinates to ask their superiors certain questions related to their operation and give suggestion over the problems faced while selling the company products. This decision allowed the communication to remain open between the participants and ensured that all participants had their say in the meeting.
4. Observations:
- Did team communication take place?
Yes, the parties involved in the communication exchanged words with each other. Team communication was part of the plan as the superiors want to know the cause of the poor performance and the possible solutions that can be taken to improve future performances. Therefore, as a team responsible for sales the four individuals communicated over the future course of action.
- Did anyone dominate the conversation? Why or why not?
The communication was dominated by the divisional sales manager who discussed the current situation to his subordinates and expected answers from them. Since, the divisional head was the most senior individual in the meeting, most of the meeting involved the subordinates answering his questions and informing how they can make changes to the current sales process. But, as the time passed the role of the Divisional Sales Head was not about dominating, but collecting information from subordinates on the causes of their poor performance and possible solutions that would help in improving future performances.
- What communication patterns were established?
Throughout the communication, circular and wheel communication patterns were established. During the first conversation period, circular pattern was being practiced the divisional sales manager communicated with the immediate subordinate, and expected everyone to follow the chain of command. In the following conversations periods, wheel pattern was practiced as the divisional sales manager made direct contact with other participants and asked for their opinion and possible solutions to their current problem.
- What are the implications of these communications patterns?
These patterns provided their own advantages to the meetings. The circular pattern was used to break-in the meeting and ensures the communication process started between people who are supposed to work with each other. All parties became familiar with the each other and expectation from the meeting. The wheel communication patterns helped in making each participant in the meeting openly communicate with others and make discussions over the future path to be taken.
- How does this behaviour align with your expectations?
This behaviour leads to better communication between the parties involved in the communication process. It also helped in finding possible solutions to the current decline in sales through discussions over current methods used and possible changes that can boost sales for the division.
- What, if anything, should be done to improve team communications?
The wheel pattern of the communication makes it easier for the team members to communicate with each other, but the lower ranked participants did not open up with their superiors in a face-face meeting. Getting their response to mail or feedback would have helped in getting more information on the issue. Overall, the current process was highly effective and helped the Divisional sales manager to identify the areas which need to be fixed.
References
Jansen., J. (2008, 19 June). Effective Communication Patterns: Up, Down and Across Yale. Retrieved 27 March 2016 from, http://www.yale.edu/fin-bus/businessops/documents/effective_comm%20_patterns.pdf
Rogers, Y., & Lindley, S. (2004). Collaborating around vertical and horizontal large interactive displays: which way is best? Elsevier, 16, 1133-1152.
