New Employees to Teammates - Assignment Example

Communication Memo al Affiliation Communication Memo MEMO FOR: Mr. Alexander Green, Manager, Human Resources Department FROM : , Assistant Vice President, HRD SUBJECT: Introduction of New Employees to Teammates DATE: August 2, 2014 First and foremost, congratulations on your appointment to the position of manager of the human resources department. I am sure that your competence and skills make you perfectly fit for undertaking the role and responsibilities required for the job. As the outgoing manager who had been in the position for five years, I hope you would take my professional advice as positive inputs which would assist you in starting administration and governance of the department. Likewise, since I had known the members of the department through my previous role as their manager, allow me to share some relevant techniques and strategies in enhancing group communication, as well as in introducing the new employees to their teammates. I would initially provide some insights regarding potential barriers that might exist in group communication. Subsequently, I would describe relevant techniques to overcome those barriers and enhance group communication; prior to delving in expounding on the role of conflict in effective group communication. Authoritative sources are listed as a reference page for your perusal. Introduction of new employees Our organization welcomes new employees through an orientation program which aims to provide crucial information regarding the organization’s brief history, member of the executive management team and the organizational structure, policies and procedures, code of conduct and discipline, as well as the employees’ roles and responsibilities in their respective departments. The human resources department (HRD) has recently hired five (5) new employees to assume the position of HRD personnel in charge of assisting in various human resources functions: acquisition, development, and maintenance, among others. Currently, there are ten (10) human resources personnel who have effectively assisted the manager in undertaking these functions in the most effective manner. It was, therefore, recognized that effective group communication is a relevant aspect of the development of a cohesive group through collaboration and camaraderie. With the entry of five (5) new employees, there is a need to immerse these members to the HRD through the assumption of their respective roles. As such, theoretical frameworks of group development, conflict management, and application of effective group communication techniques through identification of barriers in group communication, would be proposed, as deemed necessary. Barriers that may exist in group communication There are barriers to communication that impede the flow and affect the ability to understand the messages transmitted in the most accurate manner. These barriers were categorized by Martires (2004) as physical, psychological, and social barriers. The categorization was corroborated in Skills You Need site with social barriers being replaced by systematic and attitudinal barriers and psychological barriers replaced by physiological barriers (Barriers to Effective Communication, 2014). These are expounded in the following: Physical barriers are barriers associated with distance, timing, efficiency of modes of communication, geographic location. For instance, one group member is on field and is trying to communicate to another member who is one of the country. The efficiency and effectiveness of communication would depend on their access to open communication lines (smartphones or other technological gadgets) to facilitate sending and receiving of important messages. Psychological barriers are barriers resulting from the affective mode of both the sender and the recipient. For instance, one member could be experiencing depression and exhibits hostility among the rest of the group. The behavior is therefore a barrier to communication. Social barriers stem from “differences between sender and receivers in factors such as age, financial status, education and family backgrounds, intellectual ability, religion, and social status or class” (Martires, Human Behavior in Organizations, 2004, p. 94). Physiological barriers were described as resulting from “the receiver’s physical state: for example, a receiver with reduced hearing may not grasp to entirety of a spoken conversation especially if there is significant background noise” (Barriers to Effective Communication, 2014, p. 1). These combine physical and social barriers. Systematic barriers ensue from processes, systems or organizational structures that affect understanding and transmission of messages. Attitudinal barriers relate to the behavior or personality of the sender or receiver and may “result from personality conflicts, poor management, resistance to change or a lack of motivation” (Barriers to Effective Communication, 2014, p. 1). Techniques to overcome those barriers and enhance group communication There are techniques or strategies which would assist in overcoming these barriers and assist in the enhancement of group communication. The following techniques would address overcoming the barriers according to the above-mentioned categories: Physical barriers: use other modes of communication that would minimize distance and prevent miscommunication due to geographic, timing, or ineffectiveness in mode. Psychological barriers: “envy, jealousy, unpleasant feelings and emotions caused by insecurity and conflict should be given outlets for expression and those in charge should know how to manage these outbursts” (Martires, 2004, p. 94). Social barriers: managers should minimize identified social gaps through encouraging sharing of information, promoting diversity, and implementing group dynamics. Physiological barriers are overcome through recommended strategies under physical and social barriers’ categories. Systematic barriers are addressed through orientation of policies and procedures, as well as enforcing an open communication pattern to promote exchange of ideas and sort out conflicting concerns immediately. Attitudinal barriers could be resolved through design of strategies which include the establishment and implementation of an incentive and motivational programs that encourage productive endeavors, address conflicts, manage resistance to change. A system of performance evaluation would detect any weaknesses in performance and propose ways for improvement, as required. The role of conflict in effective group communication Conflict was defined by Robbins & Judge (2013) as “a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about” (p. 446). Conflicts could have functional or dysfunctional outcomes depending on the situation and the personalities of the conflicting parties. As such, these have significant impact in the communication process among members of a group. For instance, as emphasized by Robbins & Judge (2013) the dysfunctional outcomes of conflict include “poor communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting among members” (pp. 456 – 457). Concurrently, conflict is considered functional when it enables group members to share inputs, comments, suggestions, and recommendations in current policies or processes with the objective of improvement and growth. As such, constructive conflict has evidently been found to play a crucial role in improving the communication process. Robbins & Judge (2013)) were noted to emphasize that “conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems could be aired and tensions released, and fosters an environment of self-evaluation and change” (p. 455). All of these intergroup interactions are made possible with open and effective communication. Managers must assist in resolving conflicts through the application of conflict resolution strategies, such as the use of authority, avoidance, smoothing, compromising, problem-solving, third party mediation, or intergroup training (Martires & Fule, Management of Human Behavior in Organizations, 2004). One of the most effective means of conflict that I have used in the department is the problem-solving technique. Through this approach, conflicting members air their respective concerns. Then, through the assistance of the manager, if and when needed, these members could select alternative courses of action, evaluate each option through outlining advantages and disadvantages, and finally, selecting the best option that is amenable to both. As such, the whole process enables opportunities for participative and collaborative communication that enhances group camaraderie, cohesiveness, and overall performance. References Barriers to Effective Communication. (2014). Retrieved from Skills You Need: http://www.skillsyouneed.com/ips/barriers-communication.html Martires, C. (2004). Human Behavior in Organizations. Quezon City: National Bookstore. Martires, C., & Fule, G. (2004). Management of Human Behavior in Organizations. Quezon City: National Bookstore. Robbins, S., & Judge, T. (2013). Chapter 14: Conflict and Negotiation. In S. Robbins, & T. Judge, Organizational Behavior (pp. 335-365). Prentice Hall: Pearson Education, Inc. Read More