Distinction between Data, Information and Communication - Research Proposal Example

?Distinction between data, information and communication Data could be taken as raw material or raw facts. From my perspective data is representationof plain facts such as numbers of students in a class or in a school. Data is collection of discrete facts and figures which does not convey any meaning on its own. It can be either in the form of numbers, characters or even pictures. On the other hand, information could be defined as giving meaning to data. It means that information is transforming raw material into something useful with meaning (Linstead, Fulop, and Lilley, 2009). Both the concept could be explained with a simple example. The result of questionnaire could be said as data which does not convey any meaning until it is analysed. After analysing the data, it would provide meaning and could be further used to complete the report or survey. This analysing is called Information which converts raw facts and figures into something meaningful which could be used for many purposes. Communication on the other hand means to exchange information between individuals and groups to provide them with knowledge regarding the information collected and to help them in decision making based on their experience and judgment. The information could be communicated through presentation, reports, speeches etc (Grey, 2009). Using data, information and communication to increase efficiency and effectiveness Data, information and communication play an essential role in increasing the effectiveness and efficiency of an organisation. Data provides the organisation with raw facts and figures which doesn’t have any meaning or sense until the raw material is converted into something useful. This conversion includes processing, analysing and presenting the data into meaningful form. Once the data is converted into something useful (information) it is then communicated to all the employees included in top, middle and bottom management (Hunsaker, 2005). Data, information and communication each have their own importance. If data is not collected accurately it might lead to ineffective decisions as all the other steps are based on data. If the information is not properly processed, organised and analysed it might change the direction of the organisation. If the information is not communicated accordingly, there is a high chance of conflicts between the management and employees (Rees and Porter, 2008). Thus it could be said that data, information and communication has their own importance in increasing the efficiency and effectiveness of the organisation. Taking an example of a questionnaire focused to gain insight from customers regarding company’s product could explain the importance of data, information and communication in an organisation. If the company conducts a research to gain insights of customers through questionnaire, the facts and figures collected are called the data. If even a single factor figure is misjudged, the whole data collected would be useless. For a company it is essential to collect the data according to the requirements. Gaining accurate facts and figures means that the process of analysing and converting the facts and figures into meaningful information would be beneficial for the organisation. It would provide the organisation with information that it seeks. Communication plays an important role in the effectiveness and efficiency of an organisation. Once information is gained it could be communicated with the management to make their judgment based on the information that is received through completed questionnaires. By this communication the management is able to take effective and efficient decisions which enhance the chances of growth and success of organisation in the industry (Knights and Willmott, 2007). Data, information and communication can play a crucial role in increasing the effectiveness and efficiency of organisation and could help the organisation to accomplish its goals and objectives properly (Parker and Stone, 2003). Examples of best and worst management techniques For my point of view the best example of management technique would be leading by example. This technique focuses on involving the employees in daily activities and to show the employee the standard of work required in the organisation. This not only provides the employee with an idea of the performance required but also motivates the employee to consider the leader as an ideal and to follow the footsteps of the leader instead of anyone else. This management style is effective from my perspective as the leader is personally involved in the daily work rather than sitting in the office and giving orders and instructions to the employees. By doing so, the leader creates his place in the hearts of the employees and the employees respect their leader rather than fearing. This management technique could be said as democratic style as in this technique the employees have a fair chance of making their own decision by consulting the leader. By considering this style, leaders are well-aware of the market conditions and the conditions of their employees. These leaders not only focus on the growth of the organisation but also provide opportunities for the growth of employees. This is the reason for which I consider this management style to be the best rather than any other management style. From my perspective, applying this style enhances the leader’s effectiveness as by this style the leader can lead by his action rather than his words. By such support and inspiration for the leader, employees are confident enough to take responsibility for their work rather than blaming others for their failure. The worst management techniques would be autocratic style in which the decisions and authority lays with the senior management and decisions are made that would benefit the organisation rather than the employees. In such style an attitude of “they and us” is created which creates conflicts between the organisation and the employees as employees are not consulted or even asked regarding their view on the decision. Another reason for this technique to be the worst is lack of communication in different levels of management. This not only leads to de-motivation but also increases the turnover rate and the employees are dissatisfied with their current job. In this type of management the leader is considered as the king while the rest of the employees as his servant. This management technique reduces the confidence of the employees and lowers the self-esteem due to which the employees feels isolated. From my perspective, this management style is the worst as it isolates the employees and reduces the chances of creativity and ideas from the employees. This management style focuses on one-side communication which fails to create trust between the employees and management. The reason why I chose this style to be the worst is “two heads are better than one” which simply implies that when an organisation fails to involve employees in the decision making process, the employees feels frustrated as their ideas and creativity are ignored by the top management. Importance of appraisal process from manager and employee’s perspective From my perspective performance appraisal is one of the most important responsibility of a manager. From what I learnt, performance appraisal could increase the productivity of the organisation and the employees. It is the most effective tool to mould the behaviour of employees and to make them do what the organisation wants rather than what the employee wants. This helps the management to retain the employees by providing them sufficient incentives to increase the employee’s performance. From my own perspective, I think that performance appraisal helps the employees to do better job by increasing their motivation level and helps the organisation to remain on the track. The appraisal process increases the commitment of the employees and makes him feel satisfied with the current job and reduces the turnover rate which saves the organisation from hiring and training new employees from time to time. It raises the self-esteem of the employees and the employees enhance their performance to accomplish the organisational goals. From this process the employees have a chance to show their importance and worth in the organisation. On behalf of the performance, the employees are promoted and compensated which boost the morale of the employees. This boost of morale and confidence helps the employees to be more creative and provides the organisation with innovative ideas even before the senior management. From manager’s perspective, I think that appraisal process is just a procedure to keep the employees on track as it helps the management to make personnel decisions. This process helps the managers to understand the abilities of employees and based on these abilities, decisions such as training needs, promotion, salary incentives and motivation are taken. These decisions help the employees with more challenging task and growth opportunities and reduce the conflict between the organisational goals and personal goals of the employees. The employees are aware that by performing better they could be provided with financial or non-financial incentives. From a manager’s perspective it is the best way to reduce the turnover and absenteeism rate which saves the organisation from a lengthy procedure of recruitment. To keep the employees satisfied with their current job, they are constantly provided with feedback regarding their performance and quality of work. This process not only develops trust between the management and employees but also increases the confidence of the employees and provides them with opportunities to get promoted in the organisation (Mullins, 2002). List of References Grey, C. (2009). Studying Organizations. London: Sage Hunsaker, P. (2005). Management, A Skills Approach. London: Pearson Knights, D., and Willmott, H. (2007). Introducing Organisational Behaviour and Management. London: Thomson. Linstead, S., Fulop, L., and Lilley, S. (2009). Management and Organization 2nd Edition. London: Palgrave. Mullins, L. (2002). Management and Organisational Behaviour. London: Prentice Hall Parker, C., and Stone, B. (2003). Developing Management Skills for Leadership. Harlow: Pearson Rees, W., and Porter, C. (2008). Skills of Management. London: Cengage Read More