Interpersonal Communication and Human Relationships - Assignment Example

Some employees avoid interacting with members of other cultures/ethnicities and/or view them as "undesirable" staff. This case vividly portrays that interpersonal communication employed by the CEO is ineffective and inefficient caused by different values and traditions of people, and poor interaction between all employees. For instance, the CEO and Western employees have different perceptions and understandings of the "family" concept of organizational culture but the CEO is unable to recognize these difficulties and problems experienced by the subordinates.

The "western" is perceived as impolite and disruptive because of different communication n corms and traditions which have not been communicated and explained to Westerns people by the CEO (Wood, 2003). 2. The case study vividly portrays the important role of the CEO and his vision in organizational culture. Communication should be seen as a process by which knowledge that resides in one or more people comes to be represented in one or more others. Certainly, the transfer of knowledge is not the only thing that happens in communication, and for certain purposes, it may not be the most useful way of thinking about the process.

Below we refer briefly to some other dimensions of communication that may be important for cooperative work. Underlying the knowledge transfer view of communication is the assumption that any communicative act rests on a base of mutual knowledge (West and Turner 2006). The example of Mainland Enterprises reveals a set of mechanisms derives from the fact that individuals can often be assigned to social categories, and such category membership often predicts individual knowledge. Of course, category membership is not a perfect predictor of knowledge.

Conversation (and similar interactive forms) permits communicators to formulate messages that are tightly linked to the immediate knowledge and perspectives of the individual participants because it affords the participants moment-to-moment information on each others' understanding. Such information permits the formulation of messages that are extremely efficient because they are based on a reasonably precise assessment of the hearer's current knowledge and understanding. The distinction between self and other is rather a rudimentary one, but it can be shown that the Western employees differentiate between message recipients (Knapp and Vangelisti 2004).

The problem of misperception and misunderstanding is caused by the patriarchal and autocratic management style of the CEO. he does not permit freedom of choice trying to control decision-making and problem-solving within the company. These causes provide stronger support for the common ground hypothesis than the relatively narrow margin of difference between the friend and stranger conditions would lead one to conclude because the experimental situation was one that would minimize the likelihood of finding such differences.

This situation proves that in communicating with "friends" and "family", employees are likely to have direct and detailed knowledge of the information.