Business Management – Managerial Communication
Summary
of managerial communication
The key to
building a successful organization is through effective communication (Ahmed
& Shields 2010). In the society we are living in nowadays, every
corporation and organization are in constant search of efficient and productive
teams so as to deliver the optimum results in the shortest time possible. Managerial
communication establishes relationships, it determines the behaviors and
attitudes of the employees within the working environment (Malbasic & Ruza
2012). Employees who reported to be
experiencing higher communication satisfaction tends to perform better in terms
of job performance, achieving higher affectiveness, continunance, normative
commitment as well as low absenteeism (Ahmed & Shields 2010). In a team, it
will mainly consist of four types of communication styles; the thinker, the
relator, the director and the socializer. We will be going in depth into the
advantages and disadvantages regarding each individual style and on how they
will working together in a team.
Annotated
reference (Malbasic & Brcic 2012)
Managerial communication is defined as
effective communication with one another in the organization. It helps smoothening
the flow of conveying information for the managers who has a common goal that
they are working for. Managerial communication is essential in organization as
it helps to boost the productivity of the teams as well as quality of the work
done; learning how to cooperate with each other is the key to achieving goals.
The
Thinker
Thinker thinks through by analysis via complicates
things with facts and details. Nasca(1994), concluded that that thinker has a
cognitive approach through work analysis, looking into facts for solutions.
Thinker organise the procedures and follows instructions that have planned
out for him and his teammates. Which is supported by Jenson(2001)
where there are situations that have been arise, Thinker will be
looking for answers before letting it go. Being an individualist into
solving the problem alone and risking to complicate things with his other
teammates and makes things hard to solve when there is a situation in
a group task. Thinker will only listen to teammates without
commenting rather contributing his thoughts. This puts him to be
a perfectionist in his own world.
Annotated
reference (Nasca 1994)
Thinker that procedures are to be
followed through guidances. Rational and logical decision are key
point of solution with no emotion attached to disrupt the task given
and perceived that solutions are factual where is no alternative.
Thinkers also gets off-tracked due to the attention to details and gets off
track to the task being given in the first place, taking a longer period
to back track to the task.
The Relator
One
of the managerial communication is called The Relator also known as
interpersonal style. Interpersonal communication are good interaction between
the relator which are very important to build the organization effectiveness.
They possess soft skills which portray themselves as warm and friendly towards
their employees. Thus, it allows them to have a positive mindset to work with
variety of people. They are a good listener to comfort their colleagues dealing
with problems. In addition, by working in a cooperative manner, it will benefit
the organization to avoid the productivity being affected. Therefore, they
share feelings between each other to connect their thoughts and values (Singh,
2014). In Additional, the relator detest conflict and changes which causes
their relationship and work routine to overturn and leads to low task oriented.
Annotated reference (Singh 2014)
This article deals with roles of interpersonal
communication in organizational effectiveness in managerial communication. The
journal article interpreting the importance of interpersonal communication will
affect the organizational efficiency and productivity. In addition, the
combination of roles, leadership and system forms a strong organizational
structures. The key point in this article are the critical tactics to build
effective interpersonal communication strategies.
The Director
Due
to this style of communication, the director or aggressive, managers tend to be
less concerned with moving things along than in preserving their own status and
power over employees, though they may be successful in completing short-term
goals ([45] Newbold, 1997). Managers of this style tends to have complicated
relationship with others as they would often ignore and turn down employee’s
opinions to benefit themselves. These managers often come up front as bold and
directive which would sometimes escalate the anxiety of employees. As they are
result or task oriented, they would do anything that favours them in order to
get the desirable result. Overall, managers having this style would affect
either their employees relationship and eventually would make it harder to
approach them.
Annotated reference (Jourdain 2004)
The director also known as the choleric person has the
communication style of dominating, result-oriented, decisive, little concern
for relationships, does not share feelings and bold. As they are direct, they
would be more intimidating compared to the other styles and would gladly oblige
people to challenge them as they thrive on change. Lastly, they do not
communicate much and would underestimate the time needed to complete the tasks
as they are ‘big-pictured’ thinkers.
The Socializer
A socializer
manager is someone who value relationship with his subordinates. They are
enthusiastic in their work and relationship with their team which makes them
influential people. People enjoy working together with a socializer manager as
he will always bring joy to the team. He is always full of creative ideas and
task oriented. They brainstorm ideas very easily thus, they dare to take
challenges and risks in their decision. Sometime their impulsive decision are
made without verifying any information. Socializer tends to exaggerate and
information given from them might not be true.
Annotated reference (Darling & Walker
2001)
Socializer
communication style always bring joy to the team and motivates the teammates
when problem occur. He is always positive and encourage the team to work
together. He is people orientated and care about people feelings as the
priority. As he interacts with people, they are very creative and always come
up with creative solutions and ideas to complete the task. Socializer keep the
team on track but often take risk in their decisions as they love challenges.
Reference List:
1. Ahmed, Z & Shields, F 2010,
Managerial communication: the link between frontline leadership and
organizational performance, Journal of
Organizational Culture, Communication and Conflict 14.1, pp. 107 – 120
2.
Darling, J.R. & Walker, W.E. 2001, "Effective conflict management: Use
of the behavioral style model", Leadership & Organization Development
Journal, vol. 22, no. 5, pp. 230-242
3. Dasgupta,
S.A., Suar, D. & Singh, S. 2013, "Impact of managerial communication
styles on employees' attitudes and behaviours", Employee Relations, vol.
35, no. 2, pp. 173-199, viewed 6 September 2016
4. David G. Jensen 2001,Behavioral
Style: Understanding Communication Styles Can Advance Your Relationships--and
Your Career Prospects, Part 2, viewed 5th September 2016
5. Debbie, T.M.
& Darling, J.R. 2005, "Upward influence in academic organizations: a
behavioral style perspective", Leadership & Organization Development
Journal,vol. 26, no. 7, pp. 558-573
6. Jourdain,
K. 2004, "Communication Styles and Conflict", The Journal for Quality and Participation, vol. 27, no. 2, pp.
23-25, viewed 1 September 2016,
7. Malbasic, I & Brcic, R
2012, Organizational values in managerial communication, Management: Journal of Contemporary Management
Issues 17.2, pp. 99 to 118
8. Nasca, Donald 1994, The impact of cognitive style on communication, National
Association of Secondary School Principals. NASSP Bulletin, Vol.78(559), p.99
9. Sethi, D. and
Seth, M., 2009. Interpersonal communication: Lifeblood of an organization. IUP
Journal of Soft Skills, 3(3), pp.32-40.
10. Singh, D. K., 2014. Role of
Interpersonal Communication in Organizational Effectiveness. International
Journal of Research in Management & Business Studies , 1(4), pp. 36-39.
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