Gaining the Skill for Upward Communication - Essay Example

Running Head: Organizational Communication Removing Barriers to Upward Communication A Discussion Paper and Number of Professor Date of Submission Introduction Getting along with management involves communication. This implies that employees who aim to assume responsibility of their lives at work should go for it and concentrate on upward communication. The essence of communicating upward has long been perceived from the point of view of the organization and management (Harris, 1993). Little attention has been given on how much employees can gain, particularly in relation to getting along with their superiors. It would be appealing to notice how much difference may be felt and seen if employees made more effort rather than allowing the task for communication remain largely in the hands of management (Kramer, 2004). The dilemma with such a change in taking hold of the responsibility is that employees apparently would be left to confront the problem of ‘what to communicate and how’ (Kramer, 2004, 59). A number of employees plainly do not have knowledge on what is proper communication or what is appropriate to communicate to their superiors and they definitely do not have a complete and correct picture of how, particularly with regard to communicating personal information to superiors who may not be particularly responsive to enabling communication from those below them (Kramer, 2004). This paper discusses the what and the how from the point of view of the management and employees. It is intended to identify what employees have to communicate to their manager and how to effectively communicate for their personal gain and that of the organization and their manager. My own experience as an employee and store manager in a large retail store will be integrated in the discussion. Human resource managers, trainers, professionals, and others who want to teach, train, and guide employees concerning the what and the how of upward communication, and definitely employees themselves, confront the same dilemma of barriers to communicating upward. The Importance of Upward Communication Upward communication has been defined in a number of ways with several definitions relevant to employees, and others not. In theory, upward communication is “employees sharing with management their feelings and ideas” (Green & Knippen, 1999, 4). Other scholars define it as the message exchanges from managers to employees. These two definitions are somewhat standard, inclusive perspectives that offer little guidance or assistance for employees. But one more description is that of communicating the following from below (Green & Knippen, 1999, 4): (1) employee achievements, progress, and plans; (2) unresolved work problems in which employees may need help; (3) suggestions and ideas for improvement; and (4) employee’s feelings about their jobs, associates, and the organization. This is a description that is seen as fairly accurate because it transcends the ambiguity and oversimplification and adds particularity, but it is not sufficient. What is desired is a definition of upward communication from the employees’ point of view that develops the definition by inserting a form of concreteness that offers employees something positive or helpful to understand (Green & Knippen, 1999). As a store manager, I have had observed that most employees sense the difficulty of the continuous struggle to satisfy performance expectations, to realize their potential, to gain from their jobs as much as possible, and to get what they want. They undoubtedly see that a great deal of it is in the hard grip of their manager. The manager has a grand role in what employees are expecting from their jobs, such as direction, guidance, assistance, financial support, responsibility, rewards or recognition, respect, challenging work, feedback, and smooth adjustment for their families (Tourish & Hargie, 2004). Employees cannot remain passive and merely wait for what they need to accomplish a particular task and what they want and ought to have for doing it. They should take the initiative; they should communicate and determine the things they should have to perform well, to physically, mentally and emotionally benefit from their work, and to see they are reaping the incentives they ought to have (Tourish & Hargie, 2004). This suggests that it is important for employees to accomplish tasks with their manager and this consistently encourages them to improve their communication. It needs more effective communication with their manager. I have personally experienced and witnessed that employees can feel their needs and demands will be better satisfied when they become proficient and competent at this. The employees’ capability of getting along with their manager is a key factor in establishing their failure or success at work, and it is impossible to cope unless they appropriately communicate with their manager. Studies have revealed that employee performance gets better as they more effectively communicate with their manager (Johnson, 1996). Employees have to discover a way to gain more from their job, to get more of what they want, and require, accomplishing their task and for performing it. Communicating upward is the solution, but it can be a struggle to gain the competencies and triumph over the barriers that stand in the way (Johnson, 1996). In our company, as I have observed from the point of view of a manager, most employees have difficulty at times with communicating upward. For many of our employees, this brings about countless problems. Generally, improvement is workable and the solution is a clear knowledge of how to make it happen. In order to succeed on this, employees must have training in the fine points of communicating effectively with their manager. Employees are aware that improved communication is beneficial for them. They are also aware that it is not that easy to achieve. How do our employees know? They have attempted and they have failed several times. I also have. This does not imply it will never get better and that employees are meant to endure a life of frustration because of it. The solution is for employees to assume responsibility instead of always expecting their manager to do all the encouraging of communicating upward. It is easy to guide and train employees how to perform this more successfully (Kramer, 2004). They just have to perform the following steps. Regardless how poor is the communication of employees with their manager and regardless what of the cause, employees can always do something to resolve this. It starts with a decision to sort it out (Green & Knippen, 1999). I have had some interesting conversations with our employees concerning this. Employee: I find it difficult to communicate with you. I am determined to give my best shot to figure out something that will not only benefit or work for me but for you as well. Taking the initiative is very challenging. Employees have to consider the implications of refusing to communicate things to their manager. Consequences are leaving the problems unsolved, being held accountable for problems, failing to get performance feedback, feeling left out to realize performance expectations, avoiding the chance of getting helpful reinforcement, making the manager clueless of the employee’s achievements, and giving up the chance to request for and acquire things employees require and want (Green & Knippen, 1999). Employee: I made everything difficult by not communicating with you. If I worked on it immediately, things would not be this difficult. Employees at times have to be reminded to think about the advantages of improved communication such as solving problems promptly, or even preventing problems, performing well, having a greater feeling of fulfillment, and getting along with their manager (Harris, 1993). In addition, employees may have to be reminded that open and effective communication with the manager is the passageway to a great deal of what employees expect in a job and especially a key factor in establishing failure or success at work. Studies have revealed that employee performance becomes more productive when there is effective communication with the manager (Tourish & Hargie, 2004). Employee: I think I need to communicate more with you. An improvement in performance surely would be received. Employees should become aware that much of what they need and want rests on their communication skills. Everything is influenced somewhat by the manner employees communicate things to their manager and that can be worrisome. It encourages employees to assume responsibility of their lives and make their communication better (Kramer, 2004). That is encouraging. A powerful determination is the first step toward enhancement (Kramer, 2004). Employee: Communicating more with you certainly makes a lot of difference. I complete tasks promptly and I think that I enjoy my work more. The objective is for employees to improve communication in a manner that they and their manager benefit in the situation. Managers need and wish for better communication from employees, and they as well as employees gain (Johnson, 1996). Employee: I am fortunate because better communication is helping me get along more with you. It is far easier than I thought. And it all fell into place when I decided to make it happen. Employees would perform well if they adhere to three fundamental principles. They should acknowledge the fact that managers want to be informed of what is going on, while it is essential for employees to determine the appropriate time and place for providing the correct information in the appropriate manner (Tourish & Hargie, 2004). Furthermore, it is essential for employees to personally talk to their manager when informing them of very important issues. Even though a growing number of managers would like employees to use e-mail and voice messaging for communication that is classified under FYI (for your information), personal or face-to-face communication is by a long shot the most effective and successful form of communication between employees and managers (Tourish & Hargie, 2004). Moreover, employees would perform well to sustain regular communication with their manager due to the fact that doing so offers a consistent and undemanding opportunity for upward communication (Green & Knippen, 1999). While common principles are essential, the main thing is that it requires ability for employees to communicate with their managers. Development of competence is the only means employees can triumph over the upward communication struggle (Kramer, 2004). Employees should gain two abilities. First, they should know how to decide successfully about what to communicate. Second, they should learn how to effectively communicate. In other words, employees should know what and how to communicate upward (Kramer, 2004). Concerning what to communicate, employees are confronted with numerous options. Some are simple, others are not. Everything must be taken into account, even if all will not be preferred. The concern of how to communicate upward shows a problem (Kramer, 2004). Hardly any employees are aware of the how as the how usually has not been made clear to them, rather remaining an indefinable, unclear undertaking with little definability. This makes employees unprepared for successful upward communication (Kramer, 2004). The how of upward communication becomes a generally different issue when the implication becomes less simplified and rather is seen as a body of specific abilities. Instead of putting emphasis on the broadly confirmed ability of communicating upward, an ability that is quite vague to master, particular abilities can be determined that are more easily understood, such as communicating failures and successes to the manager (Green & Knippen, 1999). Gaining the skill for upward communication becomes a fairly easy undertaking when structure is attached to each of the concrete abilities. To simply put it, when each ability is organized into a sequence of practical, clear procedures that employees can understand and follow, gaining abilities for upward communication becomes a clear-cut or basic learning practice through either training or self-study (Green & Knippen, 1999). The required methodical structure is presented in a number of scholarly works on the importance of communication in organizations. Even though the central structure is simple to understand, strictly adhering to it is neither suggested nor desirable. Nothing works all the time. There is not one single best way with regard to communication, interpersonal relationship, and behavioral capabilities (Green & Knippen, 1999). Nevertheless, fusing a strong, firm structure with coherent realistic decision will guide employees toward success. As employees will have to exercise their personal judgment, they can resort to a body of abilities gained over time, enhanced, and verified, as the basis for their approach (Tourish & Hargie, 2004). Conclusions To sum it up, there are four elements to consider in deciding to communicate upward. First, it is important to decide to make it happen. The consequences of refusing to communicate things to the manager should be considered, and the advantages of open and improved communication should be pondered about. Second, it is essential to decide what needs to be done. Determine the role of the manager to the poor quality of communication. Determine the explanations why employees are not communicating. Devise a well-thought out solution. Third, determine the needed abilities. Train, exercise, and improve the abilities. And lastly, take the initiative. Concentrate on acquiring the abilities for upward communication. References Green, T.B. & Knippen, J.T. (1999). Breaking the Barrier to Upward Communication: Strategies and Skills for Employees, Managers, and HR Specialists. Westport, CT: Quorum Books. Harris, T. E. (1993). Applied Organizational Communication: Perspectives, Principles, and Pragmatics. Hillsdale, NJ: Lawrence Earlbaum Associates. Johnson, J. D. (1996). Information Seeking: An Organizational Dilemma. Westport, CT: Quorum Books. Kramer, M. W. (2004). Managing Uncertainty in Organizational Communication. Mahwah, NJ: Lawrence Erlbaum Associates. Tourish, D. & Hargie, O. (eds.). (2004). Key Issues in Organizational Communication. New York: Routledge. Read More