Introduction (Aims and Scopcs)
As long as u e are an ake. in most of the time we keep coitimunicating To be more cxc lusii e. communication appears to continue ei en u c arc in sleep. During our dream. it seCms some areas of our brain remain engaged in communicating u itli some other parts of it Communication has an ei’er-present nature, u hich reinforces the significance that it is net er confined to ini’olx e person-to-person engagement. (Open.Edu. N.D.). I echo u ith the vieu s of Baldoni (2009). u mo in his article on the I°n•e Ways to !s’harpen Your f“ommtinicafron !s’kill,s i’ieu’s that intcrpersonal and communication skills maintain top position in thc listof the kev factors for the recruiters and prospectix e candidates, Baldoni (2009) reitcrates that as a coach and teacher, he i ieu s communication as the glue” that cam hold an establislutient together Bi the help of communication. peoplc learn from one another, exchangc their ideas. and ultimately the itiost important part is by communicating u e remain connected i ith each other.
I justify the aboi’c vieu as I think that thts maLes a sense that u’e must not ignore the communication’s relevance, until it turns into an issue. The main issue of ignoring the importance of communication might be u c inal fail to quantify the meaning of communication (Baldoni, 200'2).
Reflections on Effcctivc communication
I ten that effecti e communication rests on fit e kej factors. They are
Knou ing the fundamentals- Baldoni(2009). u hile citing Anderson. argues that it is the dirt› and responsibility of n person to enable himself/herself in handling the spoken or u ritten u ord. One must express his/tier vieu s u ell. If a person fails to cohcrcntlj‘ communicate. this may turn to bc the communication i‘acuum
Clarity in thinking before expression- Baldoni (2009). u hile citing Anderson. vieus that people use pou er point for shortest possible expression, but mam of the managers do not try to put flesh” u’ithin it
Preparing for meetings- It is ideal to distribute the concise and clear documents before a itieeting starts. If not, the manager itiay. in itiost like liliood, go off the track and may not correclly coininunicatc to the audicnce
Remaining en gaged in discussions- E cry body’s perspecti e should be heard, so that the speaker can ask more question instead of maLing many statements.
because Baldoni (2009) argues that this situation does not mean an effectii’e communication.
Listening to others- If no one is interested in listening, discussions are of no use. Thts indicates lack of focus. or can be exemplified ss rcading a neu’spapcr u hile the meeting is on If use have both u ritten and oral skills. use itiust also hat e listening skills, If any manager is i’oid of listening skill. he/she u ill relnain ill informed. u hich in turn. u ill incapacitate him/her to deal u ith the subsequent situations with problems. If he/she u ould hat e spent time to listen to, lie/she might hai’e ni’oidcd such unu’anted disastcrs.
This signifies a fact that effectii’e coitiitiunication is a baseline. u hich should be i alued by the businesses or organisations in the context of persuasion. infonnation, coaching and inspiring. Ei’en it takes i ears of practice: the leaders must set examples of effectii’ely communicating u itli all others.
Reflections on Barriers to communication
I do accord with the vieu s of Roethlisberger (1'?'21). In his HBR article on Barriers and Gatc•v'avs to Communication. Roethlisberger (199l)apprehends that mam barriers to communications may appear for those u ho belong to different motif ations. experience and background. When this situation arises. it inay appear that tu o people i ill fail to understand each other. The problcm becomes heightened u hen the tu o people are the boss and subordinatc. The barrier of communication stands in betu een the tu o people u lien neither of them share the same values or assume and see things u ith the same i’aliies
Reflections on Self-a»’areness
In the HBR article on the barrier's anal Gates'aye to Communication. xs hich I also concord. Enrich (201S) informs that the latest buzzer ord in inanageitient field is ”self-an areness“, and this is a positive turnout By studying many research papers. it is ct ident that if u e can clearly‘ sec ourseli‘cs. u c arc not onlj‘ more crcntii‘c u c are also more confident If u c arc self-a» are. u e can build stronger relationships. make sounder decisions and become capable of communicating more cffcctii‘cl Remaining self-an are. one becomes a better u orker. and can u iden the possibilities of more promotions The negatii’ities of stealing. cheating and li ing go far away from a person, ulien the self-a» areness is the pcrspectii e. The other perspectives also become fully clear that companies become more profitable. employ ees
become more satisfied and if it is the case of a leader. he/she becomesmore effectii’e. the common factor is self-an areness.
Reflections on Cross cultural communications
I feel. as a student, being a part of a global team, life is not alu ays going to be equitable. as u as also i’ieu’ed bi Molinski (2G18) in the HBR article. Hey' to Kerja n Global Tram Fnpage‹l. Remaining far an ay from the acccssibility of a team leader. employees inal facc the hurdles of communicating the ir concerns. u hich may remain unattended and/or unnoticed Besides this. if the global team has the peripheral melnbers. thcy may bc forced to adopt the languagc, u hich is not their nati c languagc. In sortie cases, these peripheral employees may liar e to communicate in such a style u hich is not their (necessarily) second nature.To cxcmplif› it. the periphcral mcmbcrs of the cross cultural teem may belong to a culture. in u hich talking politely is the norm. but the rest of the team members maj resort to more assertive st› lc for their communication. This leads to the assertive talking members dominance in the group. resulting in unpaired decision maLing bi the leader.
Reflections on Ethics in decision making
To accord u ith the i ieu s of B!sE "1"he hive Le •el,s ‹t[ an Ethical L“ullure (2017): I feel it is thc important issue for all the businesses in the modern u orld. The managers remain engaged in building and also sustaining an organisation. in u hich employees arc motii’ated. happy and ethically upbeat. Organisational culture is characterised by the interplay plaj of nouns. s› sterns. and i‘ali@s All these factors influence the bchai‘iour of rim organisation. According to the article. coitipanies do not only seek to understand, but also endea› our to buildan ethical culture, u hich is expcctcd to consider the group dynamics tlieoy and systems thinking.
Communication pla› s a i ital rolc in all u alLs of life. With the passages of time. u c arc progressing u ith more cultured and better educated society. It is the need of the hour that u e can effectii ely communicate north each other. u hich will not only make a good society, it will ix iden our scope of knou ledge and actii’ities. u hile ensuring our best achiei’einents.
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