Creating Shared Meaning With The Receiver Of A Messag 348681

Creating Shared Meaning With The Receiver Of A Message Is What Organiz

Creating shared meaning with the receiver of a message is what organizational communication is all about. Choose and respond to ONE of the following statements below. Explain whether you agree or disagree. Describe how a different perspective from someone could cause issues and what could be done to create shared meaning. Support your answer with real or hypothetical examples and support material from a credible source, such as the course textbook.

Oral skills are more important than written communication skills for most jobs. People who are the most intelligent make the best grades and are the most successful. The successful organizational member must be competitive and persuasive. The successful organizational member is more analytical than others and believes technical skills are more important than communication abilities. It does not matter how I use nonverbal communication techniques, for everyone knows that what I say is more important than how I say it.

You are required to use at least your textbook as source material for your response. Feel free to use another credible source to support your ideas. All sources used, including the textbook, must be referenced in APA style; paraphrased and quoted material must have accompanying citations in APA style. Your response should be at least 200 words in length.

Paper For Above instruction

Organizational communication revolves around the creation of shared meaning between message senders and receivers, which is essential for effective understanding and coordination within a workplace. This process involves more than just transmitting information; it requires an alignment of perspectives to ensure that messages are interpreted as intended. I agree with the statement that creating shared meaning with the receiver is fundamental to organizational communication because it fosters mutual understanding, reduces misunderstandings, and enhances collaboration (Shockley-Zalabak, 2015). When shared meaning is achieved, employees are more likely to work cohesively toward common goals, resulting in increased organizational effectiveness.

However, differing perspectives can pose significant challenges to establishing shared meaning. For example, cultural differences might influence how messages are perceived; a manager from a high-context culture may rely heavily on nonverbal cues, whereas employees from a low-context culture might prefer explicit verbal instructions. If the communicator fails to recognize these differences, misunderstandings can occur, potentially leading to conflict or reduced productivity. To mitigate this, organizations should promote cultural awareness and encourage active listening, which enables both parties to clarify and verify their understanding of messages (Shockley-Zalabak, 2015).

Furthermore, technological barriers, such as ineffective email communication or lack of face-to-face interactions, can hinder shared understanding. To address this, organizations can implement training on effective communication techniques, emphasizing the importance of feedback and nonverbal cues. For example, including video conferencing for remote teams allows for visual cues, which support the creation of shared meaning (Shockley-Zalabak, 2015). Ultimately, successful organizations recognize that fostering shared meaning requires deliberate effort to consider diverse perspectives, employ appropriate communication channels, and promote open, ongoing dialogue.

References

• Shockley-Zalabak, P. S. (2015). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (9th ed.). Pearson.