Effective communication is important in everyday life for an organization to be successful. Managers spend much of their time making communication in several forms such as face-to-face discussion, emails, and letters. Communication is an essential part of an organization because employees have realized that communication is significant in their work because work is based on teamwork. Some organizations are more successful than others because there are major differences in the manner of communication chosen by managers. James Burke chose the form of communication where managers could not only talk directly to him but also talk to each other because of several reasons.
To start with, this means of communication allows the communicator to send the message in an appropriate manner and through an adequate channel of communication. This permits the selection of the relevant contents and timings, with the intended recipient receiving the message in a form that is unaltered, at the correct time, and enhances the proper understanding of its meaning. It also allows the recipient to refer to the contents of the message and helps in the proper interpretation of the received information in real time. Moreover, the sender and the recipient obey the defined rules so that the two parties reach a specific objective through the information exchange. The quality, relevance, the quantity and the means of conveying a message is effectively achieved.
Secondly, this form of communication is effective because the barriers to effective communication are minimized when a CEO communicates directly with managers. Communication process has some obstacles that can occur during communication and are associated with the sender and the recipient. For Burke, the message was not distorted because the sender conveyed a credible message and left no room for the recipient to give a wrong interpretation. The CEO was able to capture the attention of the managers, engaged them in the discussion, and drove a productive collaboration. This led to the revitalization of the credo within the company (Useem, 2016).
Moreover, Burke employed a communication means because active listening was enhanced through the managers engaging themselves in a discussion and with the CEO, unlike other forms of communication. The messages were processed in a focused manner, and the responses from the two parties encouraged further conversation. The managers and the CEO were able to engage in effective communication, reached a common understanding, and points were clarified without interjection or arguments. The speakers were able to express their opinions without offense or aggressive exchange.
Furthermore, the message that Burke sent during the meeting with the managers was heard loud and clear, assisted in the analysis of the company credo and was effective in firmly establishing the message in the minds of the managers. A debate between the managers helped them to reach a higher level of consciousness, and the communication became more effective and creative as compared to the other forms of communication. Through this technique, organizational behavior is guided, and the transmission of the message from the CEO to the managers and between the managers themselves was understood and successful.
This meeting was effective because, during the group interaction and discussion, the managers easily asked themselves questions and their concerns as well thoughts about the company credo listened to and responded by the CEO. The use of vocal tone, body language, and facial expression were enhanced in the meeting, and an instant feedback from the discussion showed how well the ideas given in the interaction were accepted. This assisted in building trust, a shared mission, empathy, and understanding between the CEO and the managers. Also, the effectiveness is seen by the CEOs effort who gave the managers the autonomy to have a discussion and decide on what they think is best for their organization.
Useem, J. (2016, February). What was Volkswagen thinking? The Atlantic Monthly, 317(1), 26-28. Retrieved from https://www.theatlantic.com
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