Week 4 Project Assignment Due April 20 At 11:59 PM Communica

Week 4 Project assignment due April 20 At 1159 Pm communicationsthis Wee

Communications This week, we examined the importance of communication systems (both informal and formal) to effective leadership and the role of organizational culture. Address the following: Select a manager and assess his or her communication strengths based on assigned reading concepts/theory. Research can also be supplemented from (but not solely based on) other information from academically credible resources. You may select the same manager as earlier in the course. Assess that same manager’s communication weaknesses using the assigned reading concepts/theory.

Research can also be supplemented from (but not solely based on) other information from academically credible resources. Defend 2–3 recommendations for management performance improvement in communications based on sound, academically credible concepts and theories from assigned reading and academically credible research. Assess the organizational culture in which this manager works, including how the culture might be impacting employee performance in the manager’s area. Submission Details: Present your analysis as a 2–3-page report in a Microsoft Word document formatted in APA style. Support your responses with examples and research. Cite any sources in APA format. Name your document MGT2037_W4_LastName_FirstInitial.doc Submit your document to the Submissions Area by the due date assigned.

Paper For Above instruction

Effective communication within organizational settings is a cornerstone of successful leadership and organizational performance. In this paper, I will analyze the communication strengths and weaknesses of a specific manager, provide recommendations for enhancing organizational communication, and examine the influence of organizational culture on employee performance.

Selected Manager and Communication Strengths

For this analysis, I have selected Sarah Johnson, a mid-level manager in a manufacturing company. Based on the concepts from Robbins and Judge’s (2019) framework of communication theories, Sarah demonstrates several key strengths. Firstly, she exhibits strong active listening skills, which align with the principles of effective communication theory emphasizing the importance of understanding and acknowledging employee concerns (Hackman & Johnson, 2013). Her openness to feedback fosters an environment of trust and encourages team members to share ideas freely. Additionally, Sarah effectively employs both formal and informal communication channels, utilizing team meetings to clarify expectations and informal check-ins to build rapport—consistent with Shannon and Weaver’s (1949) communication model that underscores the significance of message clarity and feedback loops.

Communication Weaknesses

Despite her strengths, Sarah exhibits notable weaknesses. One primary issue is her reliance on indirect communication methods, occasionally leading to misunderstandings regarding project deadlines and responsibilities. This aligns with the theory of ambiguous message delivery, which can hinder clarity and operational efficiency (Keyton, 2011). Moreover, Sarah sometimes neglects non-verbal cues during virtual meetings, which research indicates are crucial for interpreting employee morale and engagement (Burgoon, Guerrero, & Floyd, 2016). Her tendency to communicate predominantly through emails can also delay important discussions and diminish the richness of face-to-face interactions, thereby impacting team cohesion and problem-solving effectiveness.

Recommendations for Performance Improvement

To enhance Sarah’s communication effectiveness, I recommend three strategies grounded in credible organizational communication theories. First, adopting more interactive communication tools such as video conferencing can improve message clarity and engagement, aligning with Media Richness Theory that suggests richer media reduce misunderstandings (Daft & Lengel, 1986). Second, Sarah should implement regular one-on-one meetings with team members to facilitate open dialogue and address concerns promptly, supporting transformational leadership principles that emphasize personalized communication and motivation (Bass & Avolio, 1994). Lastly, training in non-verbal communication and cultural competence can help Sarah better interpret employee cues, especially important in diverse workplaces (Hall, 1976).

Organizational Culture and Its Impact

The organizational culture where Sarah operates is characterized as participative and innovative, with an emphasis on transparency and collaboration. However, this culture’s emphasis on rapid communication and high responsiveness can pressure managers to prioritize quick information exchanges over thoughtful and precise messaging (Schein, 2010). Such a culture can inadvertently lead to miscommunications or overlooked details, affecting performance in Sarah’s area. Additionally, if the organizational culture undervalues non-verbal cues and face-to-face interactions, it could further impede the development of trust and team cohesion, especially in a hybrid work environment.

Conclusion

Effective communication is essential for leadership success and organizational performance. Through analyzing Sarah Johnson’s strengths and weaknesses, it is evident that targeted improvements—such as employing richer communication media, fostering open dialogues, and enhancing non-verbal cue awareness—can significantly benefit her managerial effectiveness. Moreover, understanding and adapting to organizational cultural dynamics is crucial, as culture shapes communication practices and ultimately influences employee engagement and productivity. Implementing these recommendations aligned with scholarly theories can foster a more cohesive, transparent, and high-performing organizational environment.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Burgoon, J. K., Guerrero, L. K., & Floyd, K. (2016). Nonverbal communication. Routledge.
• Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements, media richness and structural design. Management Science, 32(5), 554-571.
• Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication perspective. Waveland Press.
• Hall, E. T. (1976). Beyond culture. Anchor Books.
• Keyton, J. (2011). Communication and organizational culture: A key to understanding work experience. Sage Publications.
• Robbins, S. P., & Judge, T. (2019). Organizational behavior (18th ed.). Pearson.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Shannon, C. E., & Weaver, W. (1949). The mathematical theory of communication. University of Illinois Press.