Organizational Communication Issues at Suntrust Bank - Case Study Example

Student: Tutor: Course title: Course code: Institutional affiliation: Date of submission: Table of Contents Organizational communication issues at Suntrust bank 3 1Introduction 3 2Analysis of key issues and communication challenges faced by Suntrust Bank 4 2.1Lack of support from senior management on training and development 4 2.2Section managers have poor interpersonal skills 5 2.3Lack of seriousness on important meeting agendas 5 3Analysis of the findings of the employee surveys 6 4Analysis of relevant literature on key concepts identified in the case and staff surveys 10 5Conclusion 11 6Recommendations 11 References 12 Organizational communication issues at Suntrust bank 1 Introduction Organizational communication is a very important element of Achieving organizational effectiveness through successful sharing of ideas, concerns and valuable insights into problems facing the organization from day to day[Pau03]. Communication in organizations starts with the top management; the top management is supposed to foster an environment where the management as well as the employees communicates freely in order to know how the organization practices can be improved for the success of the firm. Employees can also let the management know what problems or difficulties they face while doing their job[RBl04]. In light of this understanding, this paper seeks to review the case study on Suntrust bank to analyze the main issues that emerge therein regarding communication and state of affairs in as far as human resource management is concerned. The paper will also analyze the staff attitude survey results to identify the general attitude towards work for both the employees and the section managers. To help understand the situation better, the paper will review relevant literature regarding the issues that are present in the case of Suntrust bank. Finally the paper will offer some recommendations to the internal human resource consultant on how the situation can be improved in order to achieve organizational effectiveness. This will be done under respective headings in the paper. 2 Analysis of key issues and communication challenges faced by Suntrust Bank 2.1 Lack of support from senior management on training and development From the case study it is evident that the senior management represented in the training and development committee by the assistant director, does not support the training and development of the section managers. The management seems to adopt a position whereby they believe their section managers are adequately skilled to discharge their duties effectively. The management may also not be audacious enough to face the section managers and confirm to them that indeed the employees’ response is right and they need to improve on the areas suggested by the HRD consultant. When it comes to change of organizational culture and advancement of new management styles, the senior management involvement is very important in leading by example and ensuring that such programs are instituted and implement successfully for the benefit for the firm[RBl04]. The issue of training and development of the section managers was not even on the main agendas part but introduced on others matters section. This tells that the issue is not regarded with much importance by the senior management and as such does not warrant serious treatment. In fact after the issue is introduced, it is the assistant director who makes fun of the suggestion and down plays it is important, eventually the director says the committee does not need to get into the matter. Soon the other section managers follow suit and in fact after the training and development committee meeting, the section managers seem to avoid conversation with the HRD consultant. It shows the consultant was pushing for the interpersonal training agenda without the support of the senior management. The senior management is not even for the idea despite the survey suggesting it is important. 2.2 Section managers have poor interpersonal skills The main problem that the HRD consultant sought to solve through the meeting is the lack of interpersonal skills on the side of section managers. This reality presented itself during the training of employees under the supervision of the section managers. The employees alleged that their managers are poorly equipped in interpersonal skills and need to be trained in order to improve the relations between them and the employees. The managers cannot admit of lacking interpersonal skills and adopt a defensive responsive when the HRD consultant raises the issue at the meeting. They want to know who accuses them of lacking such skills so that they can make it a personal affair rather than approach it effectively. It appears to then that t is a personal attack and not a valid observation of their conduct. 2.3 Lack of seriousness on important meeting agendas The senior management and the section managers too do not seem to show seriousness in the meeting. This is shown by the many jokes and laughter made during the debating of issues at the meeting. This is a distraction in the meeting where matters of great importance may be overshadowed by a hilarious mood in the meeting and thus miss the attentiveness they may deserve. The result will be a lot of time wasted in the meeting and the meeting may easily veer off the main agenda by including so much joking. The motion on name change is passed amid so much laughter and joking. In this scenario, an important issue on training and development of section managers seems all not so important. The assistant director puts the matter to rest by saying the meeting does not need to get into the debate. 3 Analysis of the findings of the employee surveys According to the results of the junior employees’ survey, it is evident that things are not right in as far as employee motivation and job satisfaction are concerned. 25% of the junior employees objected to the statement that they are satisfied with their job in the organization. It is only a partly 8% that agreed to this statement while another 33.3 % felt mostly unsatisfied with the job. It shows then that over half the junior staff workforce is not satisfied with their job in the organization pointing to a worrying fact that the management seems not to notice or maybe ignore. 35% of the junior workforce doesn’t feel committed to the organization. In short they do not care whether the organization achieves its objectives or not. It is only the salary they are getting from the job that is important to them. In fact as can be seen from the figure below, 25% agree they intend to leave the organization in the near future while 33.3% do not commit to whether leaving the organization or staying. It shows that a majority of the employees cannot turn down any good employment opportunity that might come their way from elsewhere. 67.7% of the junior staff do not agree with the statement that they find their work meaningful. Its only 16.67 % find their work meaningful. A further 16.7 % do not even know whether they work is meaningful or not. It then means that whatever they do is not their choice or the management does not treat their contribution as vital for the overall objective of the organization, consequently a majority of the employees feel that their work is not any meaningful. It is understandable with the poor ratings of interpersonal skills on the side of the section managers who do not have the skills to make the employees know their work is meaningful. Asked whether they have confidence in senior management, the junior employees gave the following response; 83.33 percent disagreed with the statement that they have confidence in senior management while 16.7 % were not sure. Surprisingly, none of the employees agreed with the statement meaning the junior employees have little if any confidence in senior managers. It shows the senior management is very far from the concerns of the junior employees and they do not feel that the management is capable of solving their problems. This was reflected even in the meeting of the training and development committee when the assistant director felt the issue of training section managers on interpersonal skills does not warrant the attention of the committee and as such the consultant should not have brought it out in the first place. It confirms why the junior employees lack confidence in senior management. Half of the junior employees are not motivated to do their best while at the organization while a quarter of the junior staff is not even sure whether they are motivated. The section managers on the other hand express almost full agreement to the statement that they are satisfied with their job. 80% of them agree to that statement with only two of them representing 20 % being not sure what to answer to that statement. Their commitment to the organization is also high with 80% agreeing to the statement half of the 80% in fact strongly agree to the statement while the other half mostly agrees to the statement. 20% is not sure about commitment to the organization. When asked whether they are leaving the organization any soon. 90% of them disagreed thus committing to working for the organization for the next few years maybe. The other 1% mostly disagrees with the statement. None of them agrees with the statement. The results to their staying are shown in the chart below; 90% of the section managers consider themselves as approachable managers while one percent is not sure about the statement. Ironically, 100% of them feel satisfied with the communication and interpersonal competencies they have in order to manage subordinates while the subordinates themselves feel the managers are grossly under skilled in that area. 4 Analysis of relevant literature on key concepts identified in the case and staff surveys From the case, it was evident that the management of Suntrust bank does not actively get involved in minding the welfare of the junior employees. The assistant director indirectly communicates this when he on two occasions shrugs off the agenda of training section managers on interpersonal skills advanced by the internal HRD consultant. It is the case with the traditional management style which views employees simply as factors of production which can be hired and fired[Bri08]. The employees are not viewed as human beings whose productivity is reliant on emotional and psychological wellbeing. Employees that feel appreciated and motivated at workplaces contribute beyond what is required of them for the success of the organization. To get employees motivated, there should be good relations between them and their immediate managers which an only be achieved through impersonal relations fostered through the interpersonal skills imparted on both employees and managers[Dur04]. Interpersonal skills such as emotional intelligence and ability to sustain warm conversations between employees and their management is very important in ensuring that employees have a platform where they can voice their concerns and give suggestions without fear of victimization or backlash from the management[Bam08]. In organizations where management is adequately equipped with interpersonal skills, there is a high probability that the employees will admit of being satisfied with their jobs and feel part of the success story whenever their company progresses towards its objectives, equally they feel demoralized when the company fails to reach its goals and are willing o take the blame and improve[Yam05]. Communication during meetings also seems to be affected by the lack of a serious attitude towards the issues being addressed. The whole meeting had been marked with a lot of laughter especially when the consultant mentioned something he felt is important. This usually demoralizes the persons contributing since they don’t regard their opinions as important to the team[Rya13]. The fact that junior employees don’t have confidence in the senior management is a worrying reality that should get the management worried and starts interacting with the employees to at least know what are the major issues affecting the wellbeing of employees in the organization. But this only seems to be the concern of he consultant alone. In organizations where employees don’t feel motivated to work, they will be very eager to leave the place as can be seen from the results. They need to move to a palace where they contribution is valued and they are regularly consulted[KAs05]. 5 Conclusion As can be seen from the analysis above, the Suntrust management has not handled employee welfare in the right manner hence the high percentage of employees expressing lack of confidence in the management. They also don’t feel interpersonal skills are important in improving employee morale. The skills are important for the employees but not for the senior management and the section managers who seem to undervalue the importance of interpersonal skills and effective communication. 6 Recommendations John who is the internal HRD consultant should seek critical audience with the senior management to let the management know the serious consequences on the productivity of the organization that the lack of interpersonal relations and communication between the section managers and junior staff posses. John may point to the recent trends on employee turnover or poor conduct to support his argument. The survey results may also strengthen his argument. He should let the management and the section managers too to know that the exercise is not meant to victimize but to benefit the individuals and most importantly the organization. References Pau03: , (Turner, 2003), RBl04: , (Blundel, 2004), Bri08: , (Briscoe, Schuler, & Claus, 2008), Dur04: , (Pravin, 2004; Kelly, 2000), Bam08: , (Bambacas & Patrickson, 2008), Yam05: , (Yamaguchi, 2005; Longenecker, 2013), Rya13: , (Ryan, 2013), KAs05: , (Aswanthappa, 2005), Read More