Communication CA272
Questions for Discussion
- Discuss how and why a conversational approach to communication could build trust between people? Identity how and why communication may impact the development of peoples’ relationships at work. Give examples to support your answers.
The main advantage of this approach is that the employees do not feel like employees or subordinates who are being ordered to perform a task. Instead they feel that they are being asked their opinion about the job to be done and this sense of participation motivates them to perform better. This motivation in turn assures the leader that the employee will perform the task to the best of his ability. Thus a feeling of mutual trust develops between the leader and his employee. Once this trust is established with one member of the group, the other members are also motivated to follow and the performance of the whole group improves. Since the whole group is working towards a common goal, the interpersonal relationships within the group also improve.
Let us take a hypothetical example of the manager of sales department of an organization. The salesmen work purely on commission basis. The manager has to motivate his sales force to increase the sales of his team in order that they may participate in, and win a competition floated by the company. One way to do this is simply to increase the targets of each salesman and order them to increase their sales or face termination. This may achieve the objective to some extent but the manager may lose some of his salesmen and will have to recruit new ones and train them afresh.
Instead if he adopts the approach of talking to each of his task force in a friendly and informal manner and also accompany them on their field trips, he may be able to better motivate them and involve them in their work. This sense of involvement, and follow-up by phone calls will encourage the salesmen to put in extra efforts to achieve their new targets.
- Critically discuss the following statement found in the article. “Physical proximity between leaders and employees isn’t always feasible. But mental or emotional proximity is essential “Do you agree with this statement or not and why. Give examples from your personal experience to illustrate and support your answer.
Yes the statement mentioned in the question is true. Taking the above hypothetical example, and assuming that the sales manager has a task force of 25 salesmen, it is not physically possible to interact with each of them on a day to day basis. However having established a friendly and informal relationship with each of them he can “keep in touch” with them through communication channels like telephonic conversations, messaging, social media hook up and email. In this manner he can stay abreast with the progress of each member of the team and continue to motivate them with his personal involvement in their work. In doing so the manager is “emotionally” in touch with the employees by his gentle reminders and “pats on the back” through messages and telephonic conversations.
- Identify and discuss the three more important causes of error which have been found in your communication activities concerning your case study start-up. Discuss the specific causes of errors, but also how, and why they can be overcome or not.
During the course of my case study, I met with several team leaders including a sales force leader. At first I was at a loss for the right questions to put to them and therefore hesitant to approach them. However during the course of conversation I found that once I involved the manager into the conversations they came forth with the information required. The main obstacle was my own intimidity for initial approach. Once I overcame that I found I could easily and comfortably relate with the managers and communicate with them.
- Discuss the nature of attributes that a communication exchange needs to contain in order to become positive and meaningful for both parties. Discuss the role of intentionality and meaning creation as these are discussed in the article.
The four main attributes for communication are:
Intimacy - A conversation becomes intimate when the two persons involved in it come close not jus physically but emotionally. They allow one another to enter their private thoughts and space. They listen to one another carefully and considerately. They gain the right to ask personal questions and receive answers to them. In this way the incorporate trust in the relationship.
Interactivity – In a conversation with the employee, the leader does not merely talk himself and issue orders. He tells the employee what is required to be done and allows and expects him to respond with his own suggestions. He listens to what the employee says carefully and attentively and accepts those suggestions he feels are beneficial to the organization. In doing so he interacts with the employee. An interaction between two people is an exchange of ideas between them.
Inclusion – During the course of his conversations with the employees, the leader encourages them to offer suggestions and alternative approaches to the problem. He involves them in the decision making process and encourages them to participate in the inclusion of other team members. In this way the manager or leader includes the whole team and makes them personally involved in the work.
Intentionality – Intimacy, interaction and inclusion open up the channels of communication between the leader and his team and also within the members of the team. However this communication cannot be useful to the organization unless it is properly channelized and directed towards achievement of the goal. Intentionality gives meaning to the dialogue between the leader and his team. The leader directs the conversation towards achievement of the target and organizational goals.
