Mgt 531 Communication Channel Scenarios
Communication Channel Scenarios
MGT/521
September 17, 2012
Communication Channel Scenarios
Communication has been recognized as a strategic focus for business communication, second only to leadership concerns (Barnfield, 2003). One could even assert communication is the essence of management. Axley (2000) states the choice of communication channels used by an organization is varies with technology, customer and workforce characteristics, diversity and expectations, globalization of labour and customer markets, economies and information. In this paper I will answer the questions posed in each of three scenarios selecting the appropriate communication channel and supporting reasons why this communication channel was chosen. Responses to each scenario will be supported with academic literature but equally as important my experience based on my professional experiences working with and managing teams and employees.
Scenario 1
In this scenario I would gather my team for an urgent in-person meeting to communicate the assigned task, any supporting literature, strategy and the urgency of the timeline. A face-to-face meeting allows team members to ask questions, clarify intention, provide instant feedback and determine action items in order to meet the desired outcome in the defined period of time. While some managers may choose to deliver this message via email, I prefer having an in-person meeting to convey and discuss work that will impact my role as the team manager but as well the team’s overall performance. I wish to have all team members present to hear the same message, participate in collaborative discussions, troubleshooting and developing an action plan. A face-to-face meeting will avoid any clouding of intended message that may occur if read via email or memo. In this case the deadline does not afford time for ambiguity or vagueness. Many individuals who I manage have expressed preference for email in many circumstances but admit at times
MGT/521
September 17, 2012
Communication Channel Scenarios
Communication has been recognized as a strategic focus for business communication, second only to leadership concerns (Barnfield, 2003). One could even assert communication is the essence of management. Axley (2000) states the choice of communication channels used by an organization is varies with technology, customer and workforce characteristics, diversity and expectations, globalization of labour and customer markets, economies and information. In this paper I will answer the questions posed in each of three scenarios selecting the appropriate communication channel and supporting reasons why this communication channel was chosen. Responses to each scenario will be supported with academic literature but equally as important my experience based on my professional experiences working with and managing teams and employees.
Scenario 1
In this scenario I would gather my team for an urgent in-person meeting to communicate the assigned task, any supporting literature, strategy and the urgency of the timeline. A face-to-face meeting allows team members to ask questions, clarify intention, provide instant feedback and determine action items in order to meet the desired outcome in the defined period of time. While some managers may choose to deliver this message via email, I prefer having an in-person meeting to convey and discuss work that will impact my role as the team manager but as well the team’s overall performance. I wish to have all team members present to hear the same message, participate in collaborative discussions, troubleshooting and developing an action plan. A face-to-face meeting will avoid any clouding of intended message that may occur if read via email or memo. In this case the deadline does not afford time for ambiguity or vagueness. Many individuals who I manage have expressed preference for email in many circumstances but admit at times
References: Axley, S.R. (2000). Communicating change: Questions to consider. Industrial Management, July-August, 18-22. Barnfield, E. (2003). A year of internal communication? Strategic Communication Management, 7(1), 3. Dawkins, J. (2004), Corporate responsibility: The communication challenge. Journal of Communication Management, 9(2), 108-119. Gray, J., Laidlaw, H. (2002) Insider perspectives on communication satisfaction. Australian Journal of Communication, 29(3), 111-124. Kupritz. V., & Cowell, E. (2011). Productive management communication: Online and face-to face Robbins, S. P. & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall Roberts, L. P., & Dennis. A. R. (2005). Paradox of richness: A cognitive model of media choice. IEEE Transactions on Professional Communication, 41(1), 10-21.