Managing Communications in the Garden Company - Assignment Example

Managing Communications in the Garden Company 1.0 Organizational Profile The Garden Company is a large organization that has been providing garden development and design services to its clients. The organization offers landscaping services in an efficient and effective manner. The success of the organization is mainly based on its ability to offer innovative services to customers depending on their respective requirements. The Garden Company has been able to create a collaborative strategy for success as it emphasizes on continuous improvement with respect to its organizational processes so that it can achieve efficiency and effectiveness. The Garden Company needs to upgrade its communication processes as well as its information and knowledge collection strategies. This can be done through the systematic evaluation of its key strengths and weaknesses. Basically, this paper is based the management of communications, knowledge, as well as information with the center of focus being landscaping/gardening business. The Garden Company is business title in this case. 1.1 Decisions in Organization A number of decisions are needed in the organization in order to achieve long term growth and profitability. These decisions should start with the need to enhance the communication processes in the organization. Communication processes should be able to use a number of strategies that can help to achieve the long term goals within a short period of time. Furthermore, the goal should be to achieve long term strategic advantage with an emphasis on innovation. Communication processes should be strengthened for the benefit of the employees and the customer segments of the organization. Another critical area where decision making is required is that the information collection and management processes must be strengthened to ensure that customer loyalty can be attained. The organization must be able to devise a collaborative strategy for success (Gary, 2002: p. 4). 1.2 Information and Knowledge for Decision Making The organization needs to have information regarding its critical goals and objectives. T his is an important part of the decision making process. Furthermore, it needs to develop an institutional structure that can help to attain the critical goals within a short period of time. Planning and appraisal is another key area where success can be attained by the organization. Monitoring and evaluation is helpful in decision making as it helps to ensure the success of long term strategies. These approaches should be based upon a careful understanding of the external and internal environments. 1.3 Internal and External Sources of Information The external sources of information for the organization come by tracking the feedback obtained from the customers. A number of processes exist such as the use of social media to ensure that the organization can obtain information about the success of its products and services. External reports can also help to provide information about the state of the industry. The internal sources of information come from employees who are able to apply their expertise in order to achieve the critical targets of the organization (Barrett, 2006: p. 93). 1.4 Recommendations Information and knowledge processes should be strengthened in the organization with an emphasis on planning, monitoring, and evaluation. Monitoring is important because the aim is to ensure that information can be tracked as a means of responding to opportunities and threats. New and emerging situations can often be a threat to organizations. Evaluations help the organization to learn from various experiences. The key strengths and weaknesses can be combated in a proficient manner (Barrett, 2006: p. 93). 2.0 Strategies for increasing Personal networking The strategies for increasing personal networking in this case are for generating involvement in order to widen the decision-making process involvement. The strategies considered include the identification of stakeholders for the decision-making process. It is also advisable to make contact with the identified individuals after which it would be important to develop a strong business relationship for the organization. Those identified as appropriate in the decision-making process should also be involved. Lastly, the strategies for improvement are designed. 2.1 Stakeholder Identification It is important to identify stakeholders for the decision making process because it helps to achieve the maximum success. Stakeholders are defined as those individuals whose interests are impacted by the policies of the organization. An organization must be able to identify the individuals so that it can devise collaborative approach towards change. It needs to have a comprehensive strategy that focuses on achieving long term efficiency and effectiveness. One of the main stakeholders is the customers of the organization. The aim of organizations is to study industry norms and evaluate consumer behavior (Cialdini, 2001: p. 83). This involves providing powerful, simple, and straightforward messages and communication to market segments. Since the normal consumer does not require extensive product details, marketing is a relatively simple and straightforward process. Another key stakeholder is the employees who must be given the opportunity to grow in a proficient and dynamic manner. Furthermore, the goal should be towards the creation of long term growth and development as it leads to efficiency. 2.2 Developing Business Relationship The organization requires intricate and multifaceted decision making mechanisms and parameters. This requires the presence of a skilled and talented work force which can effectively and efficiently gauge the performance of the work process. For consumers, simple and straightforward business and marketing decisions can be made by the management. The buyer is also well versed with the requirements and features of the product. They will require more extensive product information and portfolio as opposed to the general consumer. The buyer also expects that every question is conveniently addressed (Cialdini, 2001: p. 83). The functional needs and requirements of buyers are diversified and intricate as opposed to the general public. For a stakeholder map, see Appendix I. 2.3 Appropriate Stakeholders The stakeholders are appropriate because they will only make decisions after conducting an extensive evaluation and audit of the various options. The consumers have heightened levels of awareness and perception because of their ability to make calculated risks. On the other hand the general consumer does not require intricate and complex decision making abilities. This process requires the identification and recognition of business goals. The organization offering its products and services to customers will need to focus on quality, innovation, ingenuity, and novelty. There must be dynamic and proactive customer support team in order to achieve the critical goals. 2.4 Improvement There is need for planning and preparation by the organization. It is used through a personalized approach in which managers or leaders of two organizations will conduct business meetings. Further the channels of communication and information collection should be comprehensive. This would benefit both the organization and the stakeholders. An email could be used to organize the meeting (see Appendix 11). 3.0 Developing the Communication Process The development of the communication process should consider the existing communication process and the best approach to design various ways of improving appropriateness. A personal communication plan is then generated to improve own communication skills. 3.1 Existing Communication Processes Communication skills have become an integral part of the workplace. It plays an important part in the selling of products and gaining new clients. Communication skills are with us in every aspect of life. Talking, body language and listening are all types of communication skills. Each individual has a unique way of expressing his skills. Conveying a clear communication is essential for the success of any career or business. Professionals must also have unique and diversified communication skills in order to excel in his career. Communication allows organisms to exchange information using several methods like common language, sounds, body language, touch and eye contact. Communication is established when all organisms understand a common language (Miller, 1997: p. 45). The communication processes which exist in the organization are based upon organizing thoughts in an efficient manner. The most frequent foundation of confused messages is confused thinking. The speaker does not have the clear idea how to put his thought through or he or she has so much to talk about, they cannot find words to express themselves (Stewart, 1982). Consequently, the talker is ill prepared and confuses the listener. In order to have strong, effective communication, the speaker must organize his or her thought. This means that he or she has to think before speaking. Effective communication with the listener doesn’t revolve around beat around the bush. The talker has to be accurate and exact with his or her words in order to execute what they want done. Precision involves the process of delivering accurate and meaningful communication between two persons. Verbal and written communication processes are frequently applied in the organization in order to achieve efficiency and effectiveness. This process helps in the development of long term strategies for success. 3.2 Ways to Improve Communication Processes The processes can be enhanced by encouraging the development of assertive communication in the work environment. Assertive Communication is the style of communication in which the communicator states his or her thoughts, feelings, opinions very clearly and securely defends their rights and needs without violating others. Assertive communication displays high self confidence and self- respect. These communicators are connected with the people around them. They have control in their lives and can make mature decisions in order to establish a healthy setting for others. When they exchange conversations, they are clearly state their needs, feelings without using any negative statements. They do not allow others to use them (Solomon, 2008: p. 76). Being assertive carries many advantages. This includes personal rights, values, beliefs, opinions, feelings and information. An assertive person focuses on solving problems. An assertive person can express his opinions and feelings clearly. Such a person clearly refuses anything in a way which does not offend the other person. Assertive persons do not make commitments if they are unable to perform that task. They do not try to please everyone. They rarely display hesitation in asking for information or making mistakes. Assertiveness requires a change in attitude as well as a change in behavior. Awareness is considered to be the set of abilities that are essential for the achievement in life, workplace, personal relationships and social interactions. The five parts of awareness includes self-awareness, self-control, motivation, empathy and social skill. The foundation of awareness is self-knowledge. These processes must be enhanced in order to achieve efficiency and effectiveness. Furthermore, the goal should be towards the creation of a collaborative environment that leads to long term growth and development. The communication processes need to be enhanced in the work environment. 3.3 Personal Plan The personal plan for enhancing communication skills should focus on a number of competencies. The six talking skills for effective communication involves organization of thoughts, talking straightforwardly with meaning, be precise on the subject, be concise, be realistic and create image for the listener. The speaker has to speak plainly and briefly using straight, undeviating, most familiar words. For utmost clearness, the speaker should be natural and let the real personality come through. This way, the speaker will be persuasive and realistic. The speaker should dictate his or her words in such a way that he or she creates images with his or her words for the listener. There are five listening skills for understanding others and building relationships. Active listening is the individual’s motivation and capability to perceive sound, listen to the speaker and understand (Miller & Miller, 1997: p. 83). Active listening involves five skills: paying attention, holding judgment, reflecting, clarification and summarizing. Each of these skills plays an important role in the development of understanding other and building relationship. The most important object of active listening is to set a contented and permit time and opportunity for the speaker to ponder and talk. By paying attention, the speaker creates circumstances for fruitful and productive conversation. By holding the judgment, the listener understands that each individual brings a distinctive perspective to a situation. The listener should reflect information and emotions without approving or differing. The listener should reveal that he or she is listening to the speaker with the information presented occasionally reaffirming the other’s fundamental ideas, concentrating on the facts. Summarizing confirms that the listener has understood the speaker. It also helps the speaker to review their important themes. Conflict occurs whenever there are disagreements or different opinions on facts and interpretation of reality. This can consist of exchange of words but could escalate into conflict. Four types of conflict have been identified which are intrapersonal, interpersonal, intragroup, and intergroup. Intrapersonal conflict occurs inside the individual when they are faced with making crucial decisions. Interpersonal conflicts occur between two persons. Conflicts between groups members are known are intragroup. Intergroup conflicts between two or three groups such as during competitions or contests (Witsel, 2008: p. 34). Conflict management is concerned with resolving all conflicts. There are numerous strategies to manage conflict. Collaborating is one form in which two parties agree to identify the problems. They also recognize the personal concerns to obtain a mutually agreeable solution. Another way of resolving conflict is accommodating when one party neglects their own needs while allowing the other party’s needs to be met. Competition is another style of managing conflicts where one group will do almost anything to achieve power (Witsel, 2008: p. 34). It is also called forcing as one party uses power to get results without any consideration for the other party. Paying no attention to the conflict and taking no action is considered the avoiding style of conflict management. The best way to determine the conflict management strategy is to employ the needs to establish how much concern one has for his interest against how much concern one has for the interest of the other party. It is also vital to use active listening skills when resolving a conflict. Active listening is part of resolving the conflicts. 4.0 Systems Related to Information and Knowledge There is the need to make the necessary improvements on the various systems related to information and knowledge. In this regard, various tasks are done. They include reporting on existing approaches specifically to the collection, carrying out the appropriate changes in order to improve the collection, and implementing strategies in order to improve access to the information systems. Each of these processes is important to management of communication and knowledge in the organization. 4.1 Existing Approaches The definitions of knowledge management have varied but it is generally agreed that it is about generating value by the manipulation and management of intangible assets that are possessed by any organization (Liebowitz & Megbolugbe, 2003: Pg 189). Additionally, it deals with the strategies that can be used to harness knowledge at the internal and external levels. A knowledge management framework should be based upon several factors. Primarily, the organization must be aware about the need to implement knowledge management strategies. They should develop benchmarks which can be used to determine the strategies of key competitors. Additionally, they need to construct a knowledge management system by defining key terms and processes. The framework should adopt a level by level approach. The next level is to select the technologies and tools which can create a sound infrastructure (Liebowitz & Meqbolugbe, 2003: Pg 190). The existing knowledge in the organization is collected with an emphasis on tacit and explicit knowledge. Tacit knowledge is found in among individuals as it cannot be passed on to other individuals by conventional approaches (Nonaka & Takeuchi, 1995: Pg 31). Explicit knowledge exists in a standardized format. It can be the knowledge that is easily found in the form of rules, manuals, and principles. Nonaka & Takeuchi (1995: Pg 45) have developed a knowledge creation model that combines tacit and explicit knowledge that helps organizations to achieve efficiency and effectiveness. 4.2 Appropriate Changes Knowledge is an understanding that is gained by individuals about other individuals and objects in the form of facts, information and skills. It can be acquired through experience or education. Additionally, it might refer to the theoretical and practical aspects of any discipline. Knowledge can either be formal or systematic depending upon the approaches. The existing literature is filled with numerous examples where researchers have created knowledge frameworks. These frameworks can be used for the benefit of the organization. For instance, Newman and Conrad (1999: Pg 4) have identified a general knowledge model which applies a gradual approach towards knowledge application and management. This model addresses the knowledge flow that occurs within organizations while identifying the asynchronous creation of knowledge. A key theme in the existing literature is to define data, information, and knowledge. North’s knowledge step model (2005) views knowledge as a product of the workforces’ skills and expertise that can help to improve organizational functions and processes. Data is defined as qualitative or quantitative variables that are found at the lowest levels of abstraction. Information is a chain of symbols that can be analyzed in the form of messages. Knowledge tends to incorporate both data and information while simultaneously being a product of the human capital. 4.3 Improving Access to Knowledge Another useful model is by Arthur Anderson and APQC (1996) that identifies seven key processes that can establish a KM framework in the organizational environment. These processes are to create, identify, collect, adapt, organize, apply, and share (1996). Technology is dubbed to be essential for KM because it creates flexible, reliable, and agile business structures. Moreover, it can streamline and automate key processes while technology must be aligned with leadership and organizational culture in order to produce maximum outcomes. Additionally, the organization can develop a framework where it can develop its competitive advantages for achieving efficiency and effectiveness. The framework also outlines the need to enhance current knowledge levels by using integrated strategies and approaches. 5.0 Conclusion The Garden Company should develop effective strategies in managing its communication and knowledge processes to improve or maintain its competitiveness. The success of the company may not solely be based on the services it provides to its customers, but rather on effective communication strategies. The company’s communication process including the strategies applied to collect information and knowledge. The improvement of such strategies should be executed effectively and with consideration of various factors to avoid more problems in the company’s communication system. A systematic evaluation of the key strengths and weaknesses should initiated. 6.0 Bibliography Barrett, D.J., 2006. Leadership Communication, McGraw-Hill, New York, NY., . Cialdini, R., 2001. Harnessing the science of persuasion. Harvard Business Review, Vol. 79 No.9, pp.72-80. Gary, L., 2002. Becoming a resonant leader. Harvard Management Update, Vol. 7 No.7, pp.4-6. Liebowitz, J. & Meqbolugbe, 2003. A set of frameworks to aid the project manager in conceptualizing and implementing knowledge management initiatives. International Journal of Project Management, Volume 21, pp.189–198. Miller, Sherod & Miller, Phyllis A., 1997. Core Communication: Skills and Processes. Interpersonal Communication Programs, Inc. Newman, B & Conrad, K., 1999. A Framework for Characterizing Knowledge Management Methods, Practices, and Technologies. George Washington University Course. Nonaka, I & Takeuchi H., 1995. The knowledge-creating company: how Japanese companies create the dynamics of innovation. New York, Oxford University Press. North, K., 2005. Knowledge Management: Value creation through knowledge. Gabler. Solomon, R., 2008. Ethical leadership, emotions, and trust: beyond ‘charisma’, in Ciulla, J.B. (Eds). Ethics: The Heart of Leadership, Quorum Books, Westport, CT., . Witsel, M., 2008. Communication in Organizations, 4th edn, McGraw-Hill. APPENDICES Appendix I Figure 2.2: Stakeholder Map Appendix II Figure 2.2.1 Power or Interest Grid for the Stakeholders’ Prioritization Source: http://www.mindtools.com/media/Diagrams/stakeholdergrid1new.jpg Appendix III Email Invitation Dear manager/leader, Re: Organizing Business Meetings This is to inform you that our previous ways of organizing business meetings have been failing for various reasons. The business meetings have mutual benefit to all participating organizations. It is always important to turn up for the benefit of your organizations. We plan to make the communication and information channels comprehensive in order to gain the best out of it. Your presence will always count. Yours sincerely, Name. Appendix IV List Acronyms KM: knowledge management KM Framework: Knowledge management framework Appendix V Table 3.2: Ways of Improving Appropriateness Way Description Assertive Communication Style of communication in which the communicator states his or her thoughts, feelings, opinions very clearly and securely defends their rights and needs without violating others Displays high self-confidence and self- respect Communicators are connected with the people around them and have control in their lives and can make mature decisions in order to establish a healthy setting for others. Use of Multiple Channels for Communication Message sending through multiple channels is more likely to reach the targeted individuals and to a larger audience than when one channel is used. Focus on listening Focusing on listening is critical especially during one-to-one mode of organizational communication. Appendix VI Letter of the Bank-as an Attachment Dear Sir/Madam, RE: Improving Communication with your Organization This is to inform you about the new communication that has been generated to help in bringing the two organizations closer than ever before. Our organization has strategized on new modes off communication and knowledge collection in order to build strong grounds for serving our customers. We highly appreciate your role in these adjustments. Thank you. Appendix VII Self-Evaluation This project has contributed much to my managerial skills. I have learned that managerial skills do not only entail leading people to act in a particular way but rather, a manager always leads by example. I have gained a lot of idea about the importance of communication in an organization. An organization can hardly act effectively without good communication processes in place. As a manager, it is always good to look beyond the immediate success of an organization and consider other factors that could be barring the organization from achieving it potential success. Effective communication should always be prioritized because it is only through good communication processes that managers can gain ideas and information that they could use to develop better strategies. Effective communication strategies should be implemented with a consideration of the existing system in terms of the realizable strengths and weaknesses, as well as the possibilities of adverse effects from the new strategies. Read More