People always interact in groups or networks that carry rules, expectations, norms and ideals. Such forms of interaction are known as regulative practices. These regulative practices are based on ethical beliefs and values towards authority and status. On the other hand, all the mentioned regulative practices are characteristics of ‘culture’ as a concept (Agatha, 2010). Social interactions are constructed within cultural groups. These cultural groups then identify a team globally and socially. It is thus, evident that a government or business organization’s culture will most probably determine social interaction within the environment of the organization. On the same note, organizational culture manifests in factors such as mission and objectives, external patterns, organizational hierarchy, and conflict management. In some other way, the public image of an organization determines the apparent cultural values. Such can be achieved via ecological initiatives and community oriented projects under Corporate Social Responsibility (Agatha, 2010).
Several organizations and societies are currently made of communicative processes that would ensure that members achieve the outlined objectives. In simpler terms, the sole process of organizing is termed as communication (Tamang, 2013). This activity will discuss organizational communication through aspects of messages, symbols, interactions, media, relationships, persuasive campaigns, networks, and broader discourses in an organization. In this case, we shall use the case study of ABC Corporation to discuss the mentioned aspects. In this case, we are going to use the term “organizational communication” to include ABC’s public relations, affairs, investors, communication within the labor market, environmental communication, corporate advertising, and internal communication. Our study will also look into communication between workers and department managers (Laihonen, Lönnqvist, & Metsälä, 2015).
In the introductory chapter, it is clear that this report will:
This report will begin by identifying and discussing the subject matter. Analysis of the problem will then follow, including ways of conflict management and employee view on organizational interaction. Possible solutions towards the identified problems will be searched. Basically, this activity will focus on internal communication within ABC Corporation. Our obtained results are parallel to those obtained from other sources of literature applied in this case. Our findings portray the extent by which formal leadership is vital for stability and control.
There are two important models of organizational culture. Such models are practice dimensions and GLOBE model (Kader, 2017). According to Hofstede, there are five practice dimensions for classifying organization culture. They include:
This refers to the different inequality attitudes between people. Organizational cultures associated with high-power distances value elements such as fixed roles, hierarchy, conformity, and authoritarian decision-making styles. However, cultures associated with low-power distances value elements such as independence, low hierarchical structure, freedom, individual initiative, and consultative styles of decision-making (Management, 2017).
This refers to the level of acceptance of the future that is unknown. Cultures with high avoidance of uncertainty exhibit characteristics like: engaging in risky behavior, going for security via routine and predictability, adhering to rules, and believing in specialists and experts. However, low uncertainty avoidance cultures exhibit characteristics like being patient when it comes to taking action; support for innovation, freedom in gender roles; and believing in generalists (Jensen, 2017).
Collectivism and individualism pertain to the manner in which workers or people integrate. While individualist cultures exhibit characteristics such as appreciation of opinion, calculative relationships, and individual incentive; collectivist cultures exhibit characteristics such as group decision-making, focusing on public good pursuit, and collaborative incentive (Barbu, 2011).
Masculinity and Femininity is all about the manner in which emotive responses and roles are divided with regards to gender. In this case, we reflect on the traditional gender roles in which male individuals are associated with assertiveness while females are associated with nurturance. The same case is then extended to the organizational domain (Barbu, 2011).
Such orientation refers to values attached to future organizational results. Cultures that are long term oriented are associated with investments and value savings. On the contrary, short-term oriented cultures are associated with entrepreneurial focus on immediate gains (Bala, 2017).
Using the GLOBE model, we distinguish nine cultural dimensions. Such dimensions are shown in the table shown below:
This activity has employed both qualitative and quantitative aspects to collect data.
This aspect includes the employment of survey questionnaires. Such is because it is most reliable since its sample size can be controlled. Questionnaires can also be easily distributed to different geographical region (Institute, 2017).
In this area, we use focus groups to generate the outcomes required regarding the research question. By identifying the use of focus groups, we ensure that the research activity performs analysis by using quality and comprehensive data. Having focus groups also ensure that holding discussions with workers encourage comprehension of the subject matter. In this case, data that is collected is more detailed and direct opinions from workers are obtained. The activity shall use open-ended questions to avoid biasness. We will also avoid prejudice through focus groups. The appendix contains sample questions used for our focus group discussion (Institute, 2017).
According to the surveys and focus groups, ABC’s managers are mostly caught in a distributive and informative communication role. It is also evident that communication between employees and managers is vital and does not change in as much as organizational changes are carried out to achieve self-managed groups and decentralization. ABC has also adopted theories on leadership including emphasis on the role of sense making. Workers and managers also understand the importance of carrying out interdepartmental dialogue. In case there are issues relating to communication, they are defined in technical and structural terms (Institute, 2017). Also, concepts like understanding, meaning, and interpretation are not mentioned in most instances when workers express their own views during meetings. Managers act as sources of common understanding between workers and other stakeholders.
According to the results, it is clear that this activity has ethnographic influences because it combines interviews and observations for analysis. Our fieldwork was extended over a long time. On the same note, dialogue and sense-making theories are conspicuous in this case. Managers show and share their shortcomings with workers. Such a case shows that the organization views communication as an important tool to ensure overall success. In the questionnaires, workers and managers expressed that they solved problems pertaining to communication by repeating messages. The organization has also come up with modern features of communication to ensure that the mission statement is realized. The framework for communication consists of workshops and discussion groups where elements of discussion and dialogue are considered. Managers in every hierarchical level are required to have enough knowledge regarding their co-workers.
The result shows that ABC Corporation uses groups for internal communication. According to the conducted focus group discussions, it is evident that discussion groups have identities for every member (Institute, 2017). The discussion groups are also known as teams. Such groups are effective problem solvers for the following reasons:
Conclusion
The basis of this report is communication in workplaces. As mentioned before, people interact in groups or networks that carry rules, expectations, norms and ideals. Studies have established that such forms of interaction are known as regulative practices (Flite, & Harman, 2013). Such regulative practices are, however, based on ethical beliefs and values towards authority and status. On the other hand, all the mentioned regulative practices are characteristics of ‘culture’ as a concept. Social interactions are constructed within cultural groups with then identify a group globally and socially (Assignment Centre, 2017). On the same note, study results show that ABC’s managers are mostly caught in a distributive and informative communication role. It is also evident that communication between employees and managers is vital and does not change in as much as organizational changes are carried out to achieve self-managed groups and decentralization. ABC has also adopted theories on leadership including emphasis on the role of sense making. Workers and managers also understand the importance of carrying out interdepartmental dialogue.
To ensure organizational success, ABC needs to consider the following facts:
Reference
Agatha. (2010, May 25). Adapting the Marketing Mix across Culture. Retrieved March 6, 2017, from https://hh.diva-portal.org/smash/get/diva2:326017/FULLTEXT01.pdf
Assignment Centre, U. (2017). The importance of HRM Policies And Practices Business Essay. Uniassignment.com. Retrieved 19 March 2017, from https://www.uniassignment.com/essay-samples/business/importance-of-hrm-policies-and-practices-business-essay.php
Bala, R. (2017). Unit Guide. [online] Unitguides.mq.edu.au. Retrieved March 6, 2017, from https://unitguides.mq.edu.au/unit_offerings/72118/unit_guide
Barbu, C.M., (2011). Cultural adaptation of products. Management & Marketing, 9(1), pp.105-110.
Cuozzo, B., Dumay, J., Palmaccio, M., & Lombardi, R. (2017). Intellectual capital disclosure: A structured literature review. Journal of Intellectual Capital,18(1), 9-28. Retrieved from https://queens.ezproxy.cuny.edu:2048/login?url=https://search.proquest.com.queens.ezproxy.cuny.edu:2048/docview/1857284551?accountid=13379
Flite, C. A., & Harman, L. B. (2013). Code of Ethics: Principles for ethical leadership. , 10(Winter),. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3544144/
Institute, C. (2017). Enterprise Risk Management (ERM). Cia-ica.ca. Retrieved 19 March 2017, from https://www.cia-ica.ca/about-us/actuaries/what/erm
Jensen, K. (2017). No more liaisons: Collection management strategies in hard times. Collection Management. doi:10.1080/01462679.2016.1263812
Kader, M. (2017). Strategic Management (StratMgt). Open2study.com. Retrieved 11 April 2017, from https://www.open2study.com/courses/strategic-management
Laihonen, H., Lönnqvist, A., & Metsälä, J. (2015). Two knowledge perspectives to growth management. Vine, 45(4), 473-494. Retrieved from https://queens.ezproxy.cuny.edu:2048/login?url=https://search.proquest.com.queens.ezproxy.cuny.edu:2048/docview/1732776855?accountid=13379
Management, S. (2017). SMS | Strategic Management Society. Strategicmanagement.net. Retrieved 10 April 2017, from https://www.strategicmanagement.net/
Palmer, A. (2017). Actuaries Managing Risks. Retrieved 19 March 2017, from https://actuaries.asn.au/microsites/actuaries-managing-risk
Shenoy, S. (2017). 5 Types of Power You Can Use As a Project Manager! -. Pmexamsmartnotes.com. Retrieved 9 July 2017, from https://www.pmexamsmartnotes.com/5-types-of-power-to-a-project-manager/
tamang, b. (2013). what do you mean by Moral Leadership?. Globalethicsnetwork.org. Retrieved 4 May 2017, from https://www.globalethicsnetwork.org/profiles/blogs/what-do-you-mean-by-moral-leadership
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