Case Study: Inter-City Manufacturing, Inc.

Q1) The technique which increased Rich Langston's communication effectiveness is open-door policy. Rich Langston believed an open-door policy can facilitate upward communication. An open-door policy is a new trend within large corporations. This policy is one that allows communication to take place from the bottom of organization to its top. It means that employees are allowed to go to their supervisors, their supervisor's boss, or even the President and Board of Directors, with a problem or issue that the subordinate feels needs to be discussed with upper level management. This new open-door policy ensures higher employee morale. This policy also ensures employee communications with managers, and establishes trust and openness between upper level management and their subordinates. In the case, employee Leroy complained bitterly that his manager had over-committed the department and put everyone under too much pressure, he also argued that long hours and low morale were major problems to the president, Rich Langston. By open-door policy, it ensures that employee Leroy knows what is expected of him and in what time frame he is expected to deliver. An open-door policy provides regular updates to supervisors and workers on the status of various projects and encourages regular staff meetings to review progress toward goals. An open-door policy is one that recognizes and rewards good work with promotions, bonuses, raises and public praise. It builds a sense of trust within the organization that allows it to deal with office politics in an open, honest and respectful way.

Q2) I don't think that an open-door policy was the right way to improve upward communications. The open-door policy is often used as the first step in the workplace dispute resolution procedure and is a popular management method of grievance resolution involving a manager making him or her available at any time for an employee who wishes to raise an issue. The open-door policy is essentially an