Assignment 2 Discussion—Communicating Policy Even Whe 885093

Assignment 2 Discussion—Communicating Policy Even When You Do Not Agr

Assignment 2: Discussion—Communicating Policy Even When You Do Not Agree

BANKS Industries has experienced rapid expansion in the past several years. The HR department is revising policies and rapidly implementing changes, including a new, stricter dress code policy. Using module readings, Argosy University library resources, and the Internet, research communication and change management concepts. Respond to: As a manager, what is your role in communicating policy changes to employees, especially when you do not agree with the policies? How would you communicate these policies? How will you accommodate multiple cultures when communicating these issues?

Paper For Above instruction

Effective communication plays a pivotal role in managing organizational change, especially when policies are new, strict, or not aligned with a manager's personal views. As a manager, it is essential to understand that communication regarding policy changes should be rooted in transparency, empathy, and cultural sensitivity. Managerial responsibility involves not only conveying information but also fostering trust and understanding among employees to facilitate smooth adaptation to policy changes.

When communicating policies with which I may not agree, I recognize the importance of maintaining professionalism and neutrality. It's crucial to present policies factually and emphasize their rationale and benefits to the organization. According to Kotter (1996), effective change management requires honest communication, even when conveying challenging news. Managers should articulate how policies support the organization's vision and goals, thereby helping employees see beyond personal disagreements and focus on collective progress.

In delivering such communication, I would employ multiple channels such as town hall meetings, emails, and one-on-one discussions to ensure clarity and provide opportunities for feedback. A participative communication approach aligns with Lewin's (1947) change model, emphasizing unfreezing existing attitudes by involving employees in dialogue. By listening to concerns and questions, managers can address misconceptions and reduce resistance.

Cultural diversity further complicates communication. To accommodate multiple cultures, I would adopt culturally sensitive strategies as recommended by Ting-Toomey (1999). Recognizing that gestures, expressions, and nonverbal cues can vary significantly, I would avoid using universal gestures or assumptions about interpretations. For instance, a facial expression such as a frown may convey different emotions across cultures, necessitating a nuanced understanding and respectful phrasing. Language differences also necessitate clear, simple communication, possibly supplemented with translated materials or culturally relevant examples.

Moreover, an open-minded attitude toward different communication styles enhances cross-cultural understanding. For example, in some cultures, direct criticism may be considered disrespectful, whereas in others, it is an accepted and valued form of honesty. Managers should be attentive to these differences, seeking to create an inclusive atmosphere where all employees feel valued and understood. Training sessions on cultural awareness can further facilitate this goal.

To conclude, effective communication about policy changes involves transparency, empathy, and cultural sensitivity. Managers must serve as role models, demonstrating openness and respect, while providing clear information that considers cultural nuances. This approach not only mitigates resistance but also fosters a collaborative environment aligned with organizational goals.

References

• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concepts, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
• Ting-Toomey, S. (1999). Communicating across cultures. The Guilford Press.
• Robinson, S. P., & Judge, T. A. (2019). Organizational behavior (17th ed.). Pearson.
• Cameron, E., & Green, M. (2015). Making sense of change management. Kogan Page.
• Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci.
• Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142.
• O'Neill, M. (2014). Cross-cultural communication and workplace diversity. Journal of International Business Research, 13(2), 45-58.
• Carnevale, P. J., & Hatfield, J. D. (1992). Cross-cultural communication. In K. Linstead (Ed.), Management in Asia (pp. 151-170). Routledge.
• Bennis, W., & Nanus, B. (2007). Leaders: Strategies for taking charge. Harper Business.