Upward Organizational Communication - Assignment Example

Running Head: Upward Organizational Communication Name: Course: Course Instructor: Date Submitted: Upward Organizational Communication Executive summary/abstract Traditionally, communication was described as the cat of transferring information from one person (sender) to another (receiver). Today, organization defines upward effective communication as one which conveys information to staff by use of improved technology as part of improving performance thus leading to organizational success. This paper first issues a problem state where by the problem is defined. A brief introduction of what upward organizational communication is followed by its aim, scope background, limitation and assumptions. Further, a broad literature review outlining effects of an effective upward communication and steps required to ensure an organization is able to achieve effective communication. A broad methodology will be defined which will be followed by a comprehensive results and finding. Finally recommendations and a conclusion which summarizes the study will be outlined. Table of Contents Table of Contents 3 1.0 Problem statement 4 2.0 Introduction 4 2.1 Aims 5 2.2 Scope 5 2.3 Method 5 2.4 Limitations 6 2.5 Assumptions 6 2.6 Background 7 3.0 Literature review 7 3.1 Effects of upward communication on organization 8 3.2 Step which can be taken by an organization to ensure there is an effective upward communication 9 3.3 Summary of the literature review 9 4.0 Methodology 10 4.1 Qualitative research 11 4.2 Qualitative research 12 5.0 Results and Findings 13 6.0 Recommendations and conclusion 14 7.0 References 16 1.0 Problem statement There is substantial quest to understand importance of upward communication within an organization. Although, most communicators argue that upward communication is essential, there have not issued significant step in which upward communication can be used to improve organizational performance. The purpose of this study is to develop a substantial methodology that will measure the steps required to maintain an effective system of upward communication within an organization. 2.0 Introduction Upward communication is considered as the most fundamental step towards organizational l success in performance. This is why today most organizations are investing heavily on building a network both internally and externally to facilitate effective business communication (Broom, 1990). Efficacy in upward communication ensures that an organization is at its best perspective in marketing itself. This can be achieved through using communication in creating a favorable brand image enhancing communication with both the public and media (MacDonald, 2003). Communication guarantees that management is able to motivate and guide their staffs thus shaping of their organizational culture. With substantial upward effective communication, employees are able to understand and work towards achieving organizational goals, culture, strategies and visions. In the establishment of a firm organizational structure, it is very essential to have a well developed communication channel. From a managerial level it is important to develop a strong communication hierarchic so as link all staffs in a predesigned communication chain. It is this kind of hierarchical system that an organization is able to focus on its organizational procedures thus imposing strict measures on flow of information from one person to another. Flow of upward effective communication entails the flow of decisions and direction from a higher level (management level) to lower one which comprises of staffs and personnel (MacDonald, 2003). It is evident that most of experts on leadership, management, organization assert that communication is a stepping stone for effectiveness structural organization. Further, organizations have realized that there is entire need to ensure that information is conveyed effectively so as to maximize on internal and external performance substantially. 2.1 Aims This study tends to underline the importance of upward communication clearly stating out, the necessary step required by various management team s in ensuring that there is effective communication which results to organizational success (Bargiela-Chiappini, F, 2003). 2.2 Scope Other than understanding what upward organizational communication entails, the study will widely focus on understanding various steps which are necessary for managers to establish and maintain an effective system of upward communication within an organizations. The study shall involve a broad berth of research so as to ensure that maximum and conclusive findings. 2.3 Method In this study, we will take a critical look at effective organizational upward communication in a broader perspective which entails understanding various relationships brought about by communication. Both qualitative and quantitative method will be used to collect and analyze data. These methods will comprise of survey, sampling both random and stratified sampling shall be used in collection of data. Further, there will be use of questionnaires whereby employees will be required to answer questions based on effective organizational communication. 2.4 Limitations There are many factors that needed to be investigated in effective communication upward systems since it covers a wide area. However, this was not possible due to time limitation thus carrying out research on one company only. Due to minimal resources investigating different companies would have automatically resulted to financial strain thus in accurate findings and conclusions. Further, although privacy of information was guaranteed most participants seem to be reluctant will giving information. Since the information asked to the interviewees was personal at some level there were high chances that inaccuracy in the information given thus maximizing probability errors. High probability errors significantly lower accuracy and precision of results and findings (Gunnarsson, 2000). 2.5 Assumptions The study assumes that data collected from past researches is effective and that personal attributes are not reflected in this data. It further assumes that data gathered was representative to create space for generalization to wider demographic. Accuracy and precision in data collection and recording is an important factor to be place into consideration. This research goes ahead to assume that researchers who collected data recorded it with outmost accuracy and respondents gave correct information. It is also important to assume that there was uniformity in recording the data so as to make it more scientific. 2.6 Background Increased improvement of technology has made recent year’s communication systems to be more complex and sophisticated. It is clear that no longer can information be displayed on a poster then later posted in designated areas for employees to read and assume that a perfect job will be done. Unlike in the past, today effective communication within organizations entails the flow of information both vertically and horizontally thus proper conveying of messages (Du-Babcock, 2006). Here, employees are not only able to only issue and receive information but rather team building is widely enhanced (House, 2004). Listening and organizational cultures which were traditionally used for efficient communication are still fundamental areas which create a communication advantage. Regardless of the kind of method used by various organizations while communicating, the key to good and effective communication is essential towards good performance and organizational success. 3.0 Literature review Literature review will be divided into two main parts namely the effects of effective communication within an organization and what steps are required to be implemented by managers to establish and maintain an effective system which will ensure there is an upward communication within an organization. Literature review will give a clear understanding of effective communication within an organization right from what was known to be traditional communication to what is now know as improved and televised technology (Moran, 2004). 3.1 Effects of upward communication on organization As the head of communication/human resource department it’s within your responsibility to ensure that there is an effective upward communication that promotes good performance and overall organizational success (Creswell, 2003). They have been numerous researches based on how effective organizational management effect on companies’ performance and what measures are required to be carried out to ensure that there is upward communication among employees. Effective organizational communication comprises of two fundamental areas namely that from a narrow perceptive which entails employees communication as a practice linked to public relation thus fostering of a positive relationship between an organization and its personnel and secondly, a broader perspective which whereby effective communication fosters relationship between the public and all departments within an organization (Kim, 2002). Upward communication between organizational management and their overall employees mainly contributes to awareness and information, organizational motivation which normally (comprise of teamwork, organizational culture and building on morale thus productivity), opportunity definition and identification (such as identification of new markets, services and products), crisis management and problem solving, lastly, social responsibility and definable public policy activities (Creswell, 2003). Due to improved technology, communication/human resource managers send out information to every person whereby they are expected to interpret and come up with ideas or suggestions. Poor organizational communication creates inconsistency thus no connection in organizational goals, missions and objective minimizing profitability levels. 3.2 Step which can be taken by an organization to ensure there is an effective upward communication Firstly, it is very essential that communication/ human resource manager to understand the extent of a problem for instance in a clothing industry. It is very easy to assume that communication being carried out is reasonable but later it turns out to be exceptionally poor. So it is very crucial that organizations are able to understand internal problems before trying to improve on their communication (Preston, 2005). By so doing organizations are able to carry out effective research on the kind of technology needed by the organization whereby you use a more realistic approach as compared to assumption approach. The second step involves ensuring that top officials and the general staff to utilize personal contact for effective communication. Use of electronic communication such as e-communication saves on time and most employees feel engaged (House, 2004). Another fundamental step is one which requires organization to evaluate and monitor their employee through holding performances meetings. It is very important that the management team ensures that employees understand what is required of them so as to improve on performance. It is essential that communication/human resource manager and the entire management accept both criticism and appraisal from employees so as to establish a very strong and effective communication. By so doing an organization is always able to maintain on its appraisal and improve on its operation based on the kind of criticism received (Ritter, 2003). 3.3 Summary of the literature review Critically, this literature review has outlined effects created by effective communication though identification on how it links to both employers and employees. It further indicates that effective communication is essential in delivering organizational values, missions and visions. Research indicates that there are numerous sectors where communication is known to add value within an organization (Hon, 1998). Effective communication increases innovation, lead to identification of opportunities such as market value, facilitate healthy organizational relationships, increase in employee engagement and lastly, creation of awareness and information. 4.0 Methodology The study utilized both the quantitative and qualitative research methodologies. It involved two stages which included an in depth survey of the employee communication systems and as well as in depth interviews with the employees. This enabled the researcher to get insight on the knowledge and at the same time for the researcher to be able to quantitatively validate the findings. The study will also enable the researcher in determining whether the findings of the in depth interview are applicable to the larger populous. The in depth interviews were vital in the identification of themes and the development of a theory that will depict the relevance of communication in an organization. The statements obtained, from the participants during the qualitative data collection, was vital in the development of the survey tool. The tool sample was then sent to the larger population for testing (Creswell, 2003). However, the two phases has disadvantages as the researcher has to collect data extensively. In addition, the researcher has to an in depth analysis of the collected interviews and surveys moreover, the investigator must be familiar with the two research methodologies. The research findings were submitted to the top management for review before commencing with the collection of data (Broom & Dozier, 1990). In the use of two research methodologies, the researcher had to skillfully decide on which methodology is to take precedence. The qualitative methodology took precedence in this research. The qualitative data had to be collected after exploration of the topic together with the participants at their working sites. The understanding of the issues was achieved during the second phase of data collection as the researcher had to collect information from a larger group of people. This was vital as the information gathered was evaluated and assessed to verify its usefulness to the larger population and thus being useful in the identification and development of relevant tools to be able to measure the value of employee communication in an organization. The research was guided by Creswell (2003) where the qualitative data collection preceded the qualitative data collection. 4.1 Qualitative research The research performed a detail examination on a sampled group of the employees. The in depth data collection assumed an approach where the interviewees were allowed to discuss the issue at hand in their own ways and how they understood it. Depth interviews are vital in cases where the data collected is descriptive in nature. The results of this were utilized in the developing of a survey tool (Yin, 1994). The research utilized the purposive sampling in order to identify the practitioners of the employee communication. The questionnaire was pre-tested prior to its use to validate its effectiveness. A total of 30 interviews were conducted. The survey tool developed was utilized in the testing of the developed theories that were adopted in the in depth interview. A large number of interviews were conducted to eliminate the possibility of overlooking vital information that might be perceived as not being useful. The collected information from the qualitative research was done in four steps. To begin with, the data collected was organized and prepared for analysis a process that incorporated the transcription of the interviews. Secondly, the data collected was perused to identify the overall impression that engulfed the findings. Thirdly, the data was coded in to meaningful chunks and categories. Lastly, the coded information gave rise to seven themes. The tests utilized were to examine reliability, contrast and external validity. This implied that the researcher had to identify what was to be studied and be able to demonstrate the kind of measures. The researcher had to show the various data analysis procedures and techniques and be able to establish a domain that generalizes the research findings. The research findings are to produce the same findings if they are analyzed by a different researcher. It was also vital for the researcher not to be biased as this would jeopardize the results (Weiss, 1997). 4.2 Qualitative research The methodology allowed the researcher to illustrate statistical assumptions of the workforce. The study aimed at answering the importance of communication in the sports company organization. A predefined set of procedures were utilized in the answering of these questions. The researcher collected information using the survey and focused group discussions. The interviewees were skillfully sampled and placed in to groups of 15 persons in five groups. The findings that are to be identified are not determined in advance. The challenge of the researcher is to produce findings that are able to be applied in the sports company. The qualitative research was aimed at giving an understanding to the communication problem in the company based on the values, opinions and social contexts of the company’s employees (Wilson, 1992). The qualitative research is to provide the human side experience of the communication problem in the company. Lastly, the research was aimed at identifying the norms, socioeconomic factors, cultural, roles and other relevant factors play in the effecting of an effective communication system in the company. In addition to the in depth interviews and focused group discussions, the company conducted the observation method to identify possible hurdles that existed in the company that affected the implementation of ac efficient communication system in the company. The data collected was store in written field notes, audio and video recordings. The video recordings were only used by the researcher as the identity of the persons interviewed had to be anonymous (Mathew, W. et al, 2003). 5.0 Results and Findings The researcher interviewed 30 company employees from different sections of the company. All the interviewed employees performed different functions in the organizations. The employees ranged from unit managers, store keepers, transport and logisticians among others. The face to face interviews lasted for between 45 minutes and 1 hour. It was realized that communication plays a vital role in the success of the organization. Communication in the organization is affected by culture and the communication skills employed in the organization (Poncini, 2002). Communication involves both the verbal and non verbal modes of communication. Body language though neglected has a vital role in the company modes of communication. The organizations chart needs to be reviewed to show clear channels of communication from the different organs. The informational system developed by the organization is note effective as it needs to be updated on a daily basis. Most of the information contained in it is outdated. The company lacks clear directions on enhancing creativity and innovativeness in the company (Scollon, 2001). The impaired communication in the organization has dented its teamwork ability and thus the teams are not able to complement each other. The roles and responsibilities that are to be jointly done are often left to individual persons (Varner, and Beamer, 2005). Many of the workers given heavy loads of work as the roles and responsibilities stated in the job descriptions are not adhered to. The organizational culture though innovatively willing has no unity of purpose and thus affecting the attaining of the organizational formulated goals and objectives. Lastly, the organization is not in clear understanding of the consumer needs as there are no feedback channels to assess the impact of the sports organization to the consumer market (Shin and Jackson, 2003). 6.0 Recommendations and conclusion The organization needs to embrace a culture of involving the employees in decision making. This is vital as it motivates the employees and they feel appreciated. The involvement of employee’s indecision making creates an innovative environment that is able to introduce new and creative products to the environment. The organization needs to review its organizational chart to reflect the flow of information from one level of the organization to the other. The organizational chart is to show or indicate the levels of authority and chain of command (Varner, 2000). The leadership of the organization needs to change the attitudes of the organizational culture to be in line with the formulated objectives (Ting-Toomey, 2005). The organizational informational system is to be up dated as this is a vital tool in the increasing of the capacity of the employees. The tool is also important in the identification of the needs of the employees with the aim of identifying possible avenues of mending the identified gaps as this will add up to the increase in the productivity of the employees. Lastly, the human resource manger is to review the organizations evaluation tools to be in line with the organizational goals (Spencer-Oatey, and Xing, 2003). The tools should be able to identify the progress of the organization as well as identifying the gaps existing in the implementation of the formulated activities. Routine reporting and activity evaluation reports are to be submitted to the various organ and unit leaders for evaluation. A clear feedback channel is to be set in order to meet the needs of both the employee and the consumer. Appraisal evaluations are to be established that will give information on the performance of the employees and in the identifying of the gaps that exist with a view of increasing their capacities. In addition, the organization is to establish relevant external information mainly from the consumers of the sports products that is able to gauge their performance in the market and determine the best innovative approach to meet the needs of the ever dynamic consumer environment. The organization needs to enhance periodic meetings to inform the organization’s workers on the new developments and changes that needed to be implemented. The organization’s human resource manager is to review the job descriptions of the employees so as to enhance teamwork and collaboration among the staff (Zaidman, 2001). 7.0 References  Bargiela-Chiappini, F., and Nickerson, C. (2003). Intercultural business communication: A rich field of studies. Journal of Intercultural Studies, 24(1), 3-15.  Beamer, L. 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