Interpersonal Communication and Implications of Interpersonal Relationships on Communication - Essay Example

? Final project communication Communication is the exchange of ideas and information between the sender and receiver through communication channels or medium. The pattern of communication depends on the communication setting, purpose of communication and individuals involved. There are both formal and informal channels of communication. This paper will discuss the various patterns of communication utilized at Silicon Limited department of marketing such as letters, e-mails, message boards, face-to-face communication, informal discussions and non-verbal messages. The paper will discuss how the organization uses various channels of communication to relay messages to different stakeholders such as customers, suppliers and employees. The paper will discuss the communication approaches used in the organization and applicable communication theories. Accordingly, the paper will go further to discuss the major forms of interpersonal communication and implications of interpersonal relationships on communication. The paper will also reflect on how ethics and values affect communication and benefits of promoting diversity in communication within the organization. The paper will further outline the barriers to making informed decisions and conflict resolution among various stakeholders within the organization. The last part of the paper will entail outlining a recommendation plan that will ensure effective communication and conflict resolution in order to facilitate the attainment of the organizational objectives. Table of contents Page number 1. Abstract ……………………………………………………………………....2 2. Introduction…………………………………………………………………...4 3. Organizational communication at Silicon Limited………………...……..…..5 a. Flow of communication within groups and between individuals………...5 b. Formal and informal communications channels………………………….6 c. Communication approaches used…………………………………………7 d. Applicable communication theories………………………………………7 e. Major forms of interpersonal communication…………………………….11 f. Implications of interpersonal relationships on communication…………..12 g. Reflections on organizational and individual ethics and values through communication…………………………………………………………….12 h. Promotion of diversity through communication…………………………..14 i. Barriers of making informed decisions……………………………………14 j. Communication used in decision-making…………………………………16 k. Description of conflicts and methods for resolution……………………....17 l. Conflict styles and strategies used in organization………………………..18. 4. Recommendations……………………………………………………………..19 5. Conclusion …………………………………………………………………....20 6. References ………………………………………………………………….....22 1.0. Introduction Communication refers to the exchange of information and ideas between the sender and receiver using a specified communication channel. Silicon Limited uses both informal and formal patterns of communication such as memos, letters, message boards, e-mails, newsletters and informal channels like face-to-face discussions. The choice of communication channels depends on the nature of the message and purpose of communication. The aim of communication in the organization is to ensure effective delivery of messages and foster work relationships among different stakeholders. Magazines, company website, and brochurers are used to provide external stakeholders with information regarding the company mission, products and notifications of strategic changes and events that are expected to occur in the organization. Postmodernism, critical and feminism theories are applicable in organizational communications at Silicon Limited since the management has created a democratic environment that aims at ensuring open communication channels and ensuring flexibility in communication. The management communication facilitate quick decision-making and promote diversity through ensuring employees adhere to communication ethics and values of trust. Accordingly, interpersonal relationships promote communication through creating an environment of shared goals and trust thus promoting feedback after the communication. Horizontal and vertical communications occur since employees have the opportunity to request for information from the top management and share the same information in informal discussions during lunch breaks. Noise, insufficient information and personal biases hinder informed decision-making, but the management promotes diversity in order to ensure strong group cohesion and coordination that will facilitate informed decision-making. Silicon Limited is committed to promoting cooperation and collaboration in conflict resolution in order to minimize personality conflicts, task conflicts and other interpersonal conflicts that may hinder interpersonal relationships in the organization. 2.0. Organizational communication at Silicon Limited Communication refers to the exchange of information and ideas between the sender and receiver using a specified communication channel. There are several communication patterns that are used by different individuals and groups. The communication pattern utilized in a particular situation depends on the number of people engaged in the communication, the purpose of the communication, the characteristics of the individuals and other situational factors such as the setting of the communication (Chaturvedi & Chaturvedi, 2011). Customers, employees, suppliers, regulatory authorities, management and other stakeholders of Silicon Limited use both formal and informal channels in transmitting their communication in the company (Mumby, 2012). The marketing department has implemented several communication channels that foster both intra-group and inter-group communication in marketing message development and advertising of the products (Mumby, 2012). a. Flow of communication within groups and between individuals The marketing department utilizes both two-way communication patterns. The communication messages are either verbal or non-verbal messages that aim at transmitting certain information to the intended receiver (Mumby, 2012). After the launch of new products, the department expects customers to provide feedback on product attributes through sending suggestion messages through e-mails and letters to the product development mangers. The marketing department uses upward, downward and horizontal communication patterns (Mumby, 2012). Silicon Limited uses memos, letters and e-mails to communicate with suppliers on expected date of delivery of raw materials and changes to the contractual terms. The organization uses letters to communicate issues pertaining to employee dismissal, promotions and opportunities for training. Employees prefers to communicate with each other through discussions, chats, e-mails and other informal communication channels on issues regarding their benefits and leadership style of the management (Chaturvedi & Chaturvedi, 2011). b. Formal and informal communication channels The employees and management use both formal and informal communication methods in their day-to-day activities. Marketing managers communicate with individual employee through use of formal communication channels like letters, e-mails and memos especially when providing information on planned marketing activities and meetings to strategize on new marketing channels (Chaturvedi & Chaturvedi, 2011). In making advertising decision, the marketing managers request marketing groups to hold forums in order to brainstorm on the most creative advertising messages and channels that will improve sales volumes. Silicon Limited senior management prefers use of the website in communicating with potential investors about new products, strategic objectives of the company (Mumby, 2012). The management of Silicon Limited uses other print media such as magazines, newsletters, brochurers and posters to communicate with both internal and external stakeholders in the organization. For instance, the newsletters are supposed to provide the employee with information on training conferences while company magazines are expected to enhance the reputation and recognition of the organization to the public. The informal communication mainly takes place in form of discussions between employee groups, blogging and other short messaging services that aim at eliciting discussion on important employment topics (Chaturvedi & Chaturvedi, 2011). The informal communication mainly occurs during lunch breaks and in relaxed atmosphere such as canteens. Other informal channels include round-table discussions that occur among less than five employees and briefings from the marketing managers. c. Communication approaches used During product launch meetings, interpersonal communications toccur between two or more persons such as close friends using verbal and non-verbal methods (Shockley-Zalabak, 2011). Silicon Limited product launch communication interactions use of mass communication channels like newspapers, television advertisements, radio advertisements and internet. The product managers advertise product launch dinners through the monthly newspaper that advertises products and services to both the employees and external customers (Tofanelli, 2012). The marketing manager will send e-mails and memos to all employees in the company about the anticipated product launch and ask them to confirm their availability for the occasion through use of the same channels. The manager goes further to put posters on news boards about the venue and date of the occasion in order to gain high attendance (Shockley-Zalabak, 2011). During the launch, speakers use face-to-face communication and non-verbal communication as evidenced by facial impressions and feelings of emotions that include changes in tone, gestures, signals and other body expressions. In this case, the work teams use expressions during greetings, discussions and sharing of knowledge during the mentoring and coaching sessions (Tofanelli, 2012). d. Applicable communication theories There are numerous communication theories that apply to the communication at the organization. Bullet theory assumes that media is powerful and that consumers are passive receptors of information and media influences the consumers to take immediate desired actions (Tofanelli, 2012). In this case, the organization believes that the monthly company newspaper production, television advertisements and company website are powerful tools of encouraging the consumers to purchase the products (Shockley-Zalabak, 2011). According to Spiral of silence theory, individuals hate isolation and desire to follow public opinion thus the use of mass media channels and facial expressions act as powerful communication tools in persuading the consumers. Postmodern theories assert that organizations need more flexibility, adaptability and precision in decision-making in order to improve individual productivity (Shockley-Zalabak, 2011). In this case, organizations must remove the dominant control structures, power disparities and high hierarchies in order to ensure faster dissemination of information in the society. Accordingly, the communication must be based on mutual trust, openness and respect in order to foster effective interpersonal and mass communication (Shockley-Zalabak, 2011). Feminism perspective analyzes the gendered assumptions in organizations and advocate for multiple voices in the organization. Feminism theory considers the opinions of minorities in the organization such as the women, racial minority and employees with disabilities in the organization (Shockley-Zalabak, 2011). Critical theory is present in the organizational communications at Silicon Limited since the organization has removed the dominant power structures that contribute to oppression in both the society and organization (Shockley-Zalabak, 2011). Postmodernism, critical and feminism theories are all applicable at Silicon Limited since the organization has a flatter organizational structure that contributes to power distribution and delegation of authority to the subordinates (Shockley-Zalabak, 2011). The organization has implemented adaptable and flexible communication channels that enhance horizontal communication and informal communication through use of blogs, company conferences and discussion forums (Shockley-Zalabak, 2011). At the same time, the organization encourages power distribution through use of posters, and notice board bulletins that ensure precision in information dissemination. Accordingly, women and minorities have equal opportunities and can participate in decision-making in the organization (Shockley-Zalabak, 2011). One of the drawbacks of bullet theory of communication is the assumption that receiver is passive receiver of information and has no personal thoughts or reflections on the use of the information (Tofanelli, 2012). The theory narrows down to mass communication and mainly relies on images as a dangerous means of communicating information since the receiver has no control of the impact of the messages. The development of the model was influenced by the popularization of mass communication channels like television and radio and Payne Fund studies of 1930s that focused on the impact of pictures on young children. Accordingly, control of mass media by Nazi Party during the Second World War led to popularity of the theory. The bullet theory is applicable in mass media advertising campaigns and political slogans that aim at swaying the opinions of mass populations. The theory is useful in perpetuating hate messages and propaganda (Tofanelli, 2012). Spiral of Silence theory was developed by Elisabett Noelle-Neumann in order to explain Adolf Hitler’s domination of media and suppression of Jews. The theory asserts that the minorities follow the opinions of the majority and mass media has a powerful effect on public opinion. One of the drawbacks of the theory is that it assumes that minorities will tend to remain silent if they feel that public opinion is changing away from them. The theory also assumes that journalists cover news topics and highlight news that is conservative and supportive of the prevailing status quo. Spiral of silence theory is used by oppressive governments, and authorities to suppress dissenting opinions of the minorities, and conserve the status quo. The theory works well in political campaigns (Tofanelli, 2012). Postmodernism theory is that it is based on criticism of hierarchies and rejects the notion of objectivity since it assumes that standards are socially construed and determined by existing power relations. Critics assert that postmodernism is an extension of identity politics and ignores group cohesion (Tofanelli, 2012). Postmodernism suffers from inability to condemn oppression and rape due to its ethical and cultural relativism approach to communication. Accordingly, the theory rejects scientific management principles like job specialization that aims at work standardization (Tofanelli, 2012). Postmodernism theory is applicable in highlighting the importance of worldviews and languages in the society. Accordingly, the theory embraces the importance of listening and importance of appreciating diversity in the society (Tofanelli, 2012). In addition, the theory is useful in ensuring decentralization in organizations and promoting creativity in organizations. Critical theory examines the social conditions in the society and organizations in order to uncover the hidden structures. One of the drawbacks of the theory is the assumption that knowledge is power and capitalism ideals lead to oppression and power abuse in organizations and society (Tofanelli, 2012). The theory ignores the work of other non-profit organizations and bases its arguments on capitalist, profits and value. The theory suffers a drawback since it is developed on academic setting, and explained in terms of historical and comparative contexts that led to abuse of power in the society. Critical theory is applicable in power distribution in organization and redesign of organizational structures in order to ensure effective communication. Accordingly, critical theory addresses the concerns of vulnerable and minorities in the society and especially subordinates in organization. Critical theory enables organizations to establish a work-life balance that caters for the needs of subordinates (Tofanelli, 2012). Feminism theory has several drawbacks since it argues that all communications in organizations should be explained through gender qualities. Another drawback of feminism theory is the assumption that organizations are both economic and political institutions that require democratic ideals and power distribution. The theory assumes that controls such as punishments diminish quality of life in organizations (Tofanelli, 2012). Feminism theory is applicable in challenging the gender stereotypes and ensuring equal opportunities in the workplace. Accordingly, feminism theory increases work productivity and ensures democratic ideals through reforms in the communication approaches (Tofanelli, 2012). e. Major forms of interpersonal communication Interpersonal communication occurs between two people through the informal exchange of ideas and thoughts. Interpersonal communication can either be verbal or non-verbal communication that entails the use of facial expressions and other gestures (Shockley-Zalabak, 2011). Silicon Limited’s marketing department has various forms of interpersonal communications that include verbal and non-verbal communications (Mumby, 2012). The department has implemented horizontal communications that flow through informal channels like group discussions and instant messaging systems (Lauring & Selmer, 2010, p 279). Communication plays a critical role in formation of interpersonal relationships within the marketing department. The employees interact on a daily basis in informal places such as the cafeteria during lunch breaks and discuss issues pertaining new product marketing strategies and customer satisfaction levels (Shockley-Zalabak, 2011). Accordingly, the marketing department has several groups that are tasked with management of certain products and each group is expected to hold meetings that aim at deliberating on how to increase the market share of the specific product. (Lauring & Selmer, 2010, p 277). The first stage in the formation of interpersonal relationships entails initiation of the relationships through handshakes, greetings, showing positive mannerism and understanding the cultural differences of each employee (Mumby, 2012). In addition, the interpersonal relationship intensifies after self-disclosure and discussions of the interests of each individual employee in order to strengthen the relationship. The marketing staff are expected to hold routine bonding sessions that aim at relaxation, creating strong interpersonal bonds, maintaining group stability and solving difficulties in the interpersonal relationships (Mumby, 2012). f. Implications of interpersonal relationships on communication The marketing department has benefited highly from the interpersonal relationships in the communications. I believe that interpersonal relationships foster an environment of trust and respect thus facilitating effective communication in the department (Mumby, 2012). Accordingly, the marketing staff is able to understand cultural differences and need for respecting diversity in opinions due to interpersonal relationships that enable self-disclosure and bonding in the organization (Shockley-Zalabak, 2011). I agree with (Mumby, 20120 that the marketing department is able to ensure innovativeness and creativity in its approach to marketing through considering the different viewpoints and opinions of each employee. Accordingly, interpersonal relationships have resulted to productive groups due to shared norms and high group cohesion. Accordingly, the marketing staffs respect privacy and confidentiality of fellow employees through expressing criticism through the established and appropriate channels in the organization (Mumby, 2012). g. Reflections on organizational and individual ethics and values through communication In my opinion, there is a strong relationship between communication and values since values enable the communicators to understand the meaning in intercultural interactions (Cheney, May & Munshi, 2010). Individual values determine what a person considers as ethically acceptable or unacceptable in the workplace. I believe that trust enhances communication since employees are capable of appreciating different perspectives and diversity in opinions in communication (Cheney, May & Munshi, 2010). Employees in the department are willing to listen and display interpersonal relationships in the organization (Shockley-Zalabak, 2006). Individual values like trust, honesty and empathy facilitate interpersonal relationships while negative emotions hinder effective communication in the organization (Hagenbach & Koessler, p 1079). Silicon Limited ensures ethics in communication through providing accurate information and avoiding withholding of the vital information (Cheney, May & Munshi, 2010). I have observed that the organization allows employees to openly express their opinions in both formal and informal messages without any fear of criticism by the management (Shockley-Zalabak, 2006). In my view, the organization adheres with all legal requirements regarding disclosure of information and respects the beliefs of different individuals in the organization (Cheney, May & Munshi, 2010). My trust in interpersonal relationships enables me to practice empathy thus leading to greater understanding and respect in communications (Wood, 2011). Accordingly, trust enables individuals to gain commitment towards group tasks in the workplace. Silicon Limited has ensured trust in its communication strategy in order to reduce interruptions and distractions (Cheney, May & Munshi, 2010). Accordingly, trust in interpersonal relationships facilitates cooperation, understanding of individual differences and group cohesion in the workplace (Shockley-Zalabak, 2006). I can freely request the top managers for transfers to another work location or for results of the performance reviews (Hagenbach & Koessler, p 1080). I believe that trust has enabled the marketing staff to build long-term relationships with customers and thus ensure high market share (Wood, 2011). At the same time, trust has enabled the department retain more than 50 percent of the customer and constantly increase the market share. The marketing department has benefited from trust in interpersonal relationships through higher job satisfaction and productivity (Shockley-Zalabak, 2006). h. Promotion of diversity through communication The marketing department has a special recruitment policy that aims at attracting diverse and multi-cultural workforce in order to strengthen its marketing skills. The department holds special training and mentoring sessions that aim at enabling the staff to appreciate diversity and use it as an asset in marketing the products (Wood, 2011). At the marketing department, individual personalities and culture are considered in task allocation and formation of groups in order to foster team cohesion (Shockley-Zalabak, 2006). Accordingly, promotion of diversity enables the organization to overcome language barriers and ensure the proper use of non-verbal communication such as body gestures and facial impressions. Body language differs depending on the culture since gestures like eye contacts influence the meaning of the communication message to the receiver (Shockley-Zalabak, 2006). i. Barriers to making informed decisions The marketing department experiences several barriers in making product design decisions. The barriers originate from differing perceptions, conflicts between senior managers and differences in opinions. Informed decision-making in the organization is a collaborative process that entails considering different problem-solving alternatives in the organization. Silicon Limited starts with understanding the problem, the risks and benefits of each decision and ultimately selecting the decision alternative that leads to maximum benefits to the organization. Making of informed decisions at Silicon Limited starts with identification of the purpose of the decision such as the problem that needs a solution, and parties affected by the decision. The management identifies the importance and urgency of the decision to the organization and consequences of not making the decision. The second step is gathering of information that will facilitate informed decision-making from the several sources. The decision-makers then identify the principles, values and benchmarks that will be used in analyzing different decision choices and ultimately make the evaluation of the available decision alternatives (Shockley-Zalabak, 2006). The management selects and implements the best product design alternative that meets customer needs and allows for product safety. For instance, the marketing managers must ensure that packaging of the product is safe, attractive to customer and allows for easy use. The packaging containers must also be recyclable in order to conserve the environment. There are various barriers encountered in informed decision-making such as personal biases, groupthink effect, time pressures, lack of adequate information, and cultural barriers. Personal biases such as overconfidence or stereotypes hinder informed decisions in the organization (Cooren, 2011, p 1059). Accordingly, lack of enough time to deliberate on principles and values that will guide the decision-making will hinder informed decision-making (Shockley-Zalabak, 2006). Cultural barriers such as differences in language, values and perceptions of decision makers lead to disagreements about the appropriate design since some members prefer circular designs while other prefer rectangular packaging designs. Groupthink hinders decision-making since it leads to fear in advocating for different viewpoints thus leading to acceptance of the popular opinions in order to maintain group harmony and cohesion (Shockley-Zalabak, 2006). j. Communication used in decision-making Silicon Limited uses several communication strategies in overcoming barriers to informed decision-making in the organization. The organization has implemented open communication channels that cater for informal communications and feedback in order to foster creativity in idea generation. Accordingly, the communication strategy is aligned to organizational objectives of ensuring a shared decision-making and strengthening relationships through values of mutual trust (Shockley-Zalabak, 2006). The communication strategy allows for effective listening and acceptance of cultural diversity in order for the decision-makers to understand the beliefs and norms of the various participants to the decision-making process. In addition, Silicon Limited has an effective organizational design that facilitates distribution of power, authority and responsibility thus enabling employees to take accountability of their actions (Cooren, 2011, p 1055). The barriers are eliminated through creating an environment that is free from natural and other artificial distractions such as noise or defective communication gadgets. The organization ensures that communication messages are clear, consistent and simple to understand and are delivered through multiple channels such as e-mails, telephone calls, posters and magazines (Shockley-Zalabak, 2006). The management has up, down and horizontal communication channels that foster trust and openness thus facilitating informed decision-making. The communication strategy aims at energizing and inspiring the employees to participate in shared decision-making in order to attain the shared mission and vision of the organization (Cooren, 2011, p 1060). For instance, participants in decision-making are able to access different sources of information and use several channels in communicating their messages. The observed communication practices in the organization entails verbal and non-verbal communications that occur through face-to-face discussions, boardroom meetings, e-mails, chat rooms, telephone conversations and memos (Shockley-Zalabak, 2006). In this case, employees ensure effective listening during face-to-face discussions and can download news from several channels such as e-mails and chat room discussions. The management of Silicon Limited has allowed for informal discussions and allows employees to exercise their creativity at the workplace. k. Description of conflicts and methods of resolution There are different types of conflicts that occur in organizational communications. Conflicts occur when individuals differ in their views, goals and needs in the organization (Miller, 2012). Conflicts can be constructive or harmful to organizational success depending on the conflict management strategy that is used in resolving the conflict (Lammers, 2011, p 172). Silicon Limited uses conflicts to enhance team cohesion and strengthen interpersonal relationships between the conflicting parties (Shockley-Zalabak, 2006). Conflicts enable the organization to appreciate diversity in opinions, values, perceptions and personalities of the employees in the organization (Lammers, 2011, p 164). Accordingly, the management utilizes conflicts in making clarification on the targeted organizational performance goals and values that are critical to attainment of the organizational mission (Hargie & Tourish, 2012). In the organization, individuals react positively towards interpersonal conflicts and engage in constructive behaviors such as cooperating and controlling negative emotions in order to end the conflicts (Shockley-Zalabak, 2006). The senior marketing managers assert their power and authority and utilize compromise as the means of ending the conflict (Hargie & Tourish, 2012). Other individuals use a dynamic style of conflict management by inspiring the conflicting parties to take action and end the conflict crisis (Lammers, 2011, p 167). For instance, the managers handle conflicts through outlining the strategic objectives of the organization and clarifying the job expectations of subordinates (Hargie & Tourish, 2012). l. Conflict styles and strategies used in the organization Some examples of conflict styles that occur at Silicon Limited include task conflicts and interpersonal relationship conflicts. The interpersonal conflicts include cognitive conflicts, goal conflict and affective conflicts (Lammers, 2011, p 174). Affective conflicts occur due to difference in feelings about work while value conflicts occur due to differences in the values and perceptions of employees in the organization (Shockley-Zalabak, 2006). Goal conflict occurs due to disagreements on the long-term outcomes of the organization especially during long-term investment planning and decision-making in the organization (Hargie & Tourish, 2012). For instance, the subordinates may disagree on the workflow processes in the organization and authority in issuing instructions. Silicon Limited perceives conflicts as constructive and productivity since they lead to new perspectives and ideas in the organization. Accordingly, conflicts enable the employees to renew interpersonal relationships and release deep emotions (Hargie & Tourish, 2012). Conflicts act as an opportunity to assess the strengths of interpersonal relationships, degree of work coordination and enhance group cohesion at Silicon Limited (Shockley-Zalabak, 2006). For instance, conflicts have enabled the organization to gain new ideas on new product development and understand customer complaints in order to gain customer loyalty. Silicon Limited uses collaborating conflict management style and strategy to ensure conflicts are productive in the organization (Hargie & Tourish, 2012). The style entails understanding the sources of conflicts, improving self-knowledge and increasing group cohesion in order to establish an environment of mutual trust and respect (Shockley-Zalabak, 2006). At the same time, the conflict handlers aim at merging the differing perspectives, ensuring task clarity and gain the commitment of the subordinates (Miller, 2012). The conflicting parties are willing to openly express their viewpoints, emotions and listen to the other persons in order to solve the conflicts (Shockley-Zalabak, 2006). 3.0. Recommendations From the above analysis and findings, organizational communication requires use of both formal and informal communication channels in order to facilitate decision-making in the organization. Silicon Limited’s communication patterns entails upward, downward and horizontal communication patterns that aim at transmitting information to the targeted receivers. The formal communication channels include written messages such as letters, memos, and e-mails. Accordingly, the marketing department communicates through use of posters, magazines, notice bulletins and oral communications. The company has implemented communication channels that cater for all stakeholders in the industry including suppliers, customers, prospective employees, regulatory authorities, the government and the public. According to the postmodernism theories of organizational communication, the management of Silicon limited must ensure flatter organizational structure in order to facilitate efficient communication and delegation of authority to the departments. Critical theories of organizational communication assert that abuse of positional power and authority hinders effective communication and shared decision-making. Feminism perspectives require for consideration of multiple perspectives of implementation of democratic ideals in order to cater for diversity and ensure informed decision-making. The marketing managers and subordinates must embrace certain values such as honesty and trust in their communication in order to ensure efficient and open communications. In this case, the department must implement multiple channels of communication such as blogs, websites, chat forums, discussion boards, telephone calls and oral communication channels. The mangers must foster interpersonal relationships through allowing the marketing staff to engage in team norming and bonding activities that strengthen mutual relations and enable the employees to gain high commitment to the shared goals of the organization. Trust and interpersonal relationships will lead to high employee productivity and job satisfaction thus contributing to the attainment of the overall organizational vision. However, several factors hinder informed decision-making such as personal biases, groupthink, and lack of information and time pressures. In order to deal with these barriers, the management must provide accurate information that will enable decision makers choose the best alternative. The management must establish open communication channels and decision-making environment that is free from distractions and disruptions. In addition, the marketing employees must practice effective listening and cultural awareness in order to avoid personality conflicts and negative perceptions during decision-making. The marketing department experiences several task conflicts and interpersonal conflicts due to task uncertainty, lack of well defined goals and differences in personality. The marketing managers perceive conflicts as productive, but the employees must be willing to engage in constructive dialogues in order to solve the conflicts. The conflicting parties must be aware of their cultural differences, shared departmental vision and self-awareness in order to collaborate in ending the conflicts. 4.0. Conclusion Silicon Limited uses various patterns of communication such as vertical communication and horizontal communication. The organization has implemented both formal and informal communication channels in order to foster informed decision-making and efficient flow of information. The organization uses memos, letters, newsletters, magazines, e-mails, company websites and face-to-face communication in relying information to all stakeholders. Postmodernism, critical and feminism theories are applicable in the organization since the channels of communication ensure flexibility, adaptability to different circumstances and democratic ideals in decision-making. I believe that interpersonal relationships have facilitated communication while individual ethics and values such as trust have fostered cooperation and group cohesion in the organization. The organization promotes diversity through implementing various channels of communication, creating awareness on cultural differences such as body gestures and appreciating the opinions of subordinates. I believe the above recommendations will enable the organization to ensure efficient flow of information in the organization and enhance the organizational productivity. References: Chaturvedi, P.D & Chaturvedi, M. (2011). Business communication, concepts, cases and applications. New York: Routledge. Cheney, G., May, S & Munshi, D. (2010). Handbook of communication ethics. New York: Routledge. Cooren, F. (2011). “Communication, organizing and organization: an overview and introduction to the special issue”, Organization studies September 2011, Vol 32, issue 9: pp 1149- 1170. 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Communication in organizations. New York: AuthorHouse. Wood, J.T. (2011). Interpersonal communication: everyday encounters. London: Cengage Learning. Read More