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David answered on
Dec 23 2021
Running Head: MANAGERIAL COMMUNICATION 1
Managerial Communication
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MANAGERIAL COMMUNICATION 2
Managerial Communication
Introduction
Most companies depend on electronic mail to function, yet communication is often
considered ineffective in many organizations. With more people working in physically displaced
virtual settings, there is less opportunity for the nonve
al and parave
al cues expressed through
ody language, dress, and demeanor that help promote clear understanding. Clarifying
communication dynamics, specifically the role of human, present-moment awareness through the
communicative process, may be valuable for leaders and workgroups who do not have the ability
to communicate in both face-to-face and computer-mediated modalities.
For this paper we have focused on a small organization of 250 employees in China which
exports footwear to US and Europe.
There are several communication issues that are faced by the company as the company‟s
main communication model is based on virtual communication. One of the biggest issues that is
faced by the company is cultural differences which is faced with its clients, apart from that the
company also faces different issues in respect to communication within the organization.
Background and Issues
The face to face communication within the organization has decreased considerably and
the company focuses on virtual communication because of which several issues and problems
are faced by the company.
More organizations are using virtual, physically separated teams (Attaran & Attaran,
2003; Kayworth & Leidner, 2002), and studies (Hightower & Sayeed, 1995) show that these
types of teams do not communicate as effectively using computermediated communication as
they do face-to-face communication.
MANAGERIAL COMMUNICATION 3
This shift in communication dynamics, (i.e., the loss of face-to-face contact in virtual
environments) is certainly problematic as Hall (2004) notes: “Most senior executives cite
communication as the most compelling issue they face in running their organizations. For all of
the advances in technology and business speak of „being connected‟ or „knowledge transfer‟ or
„integrated teaming,‟ the business world is seemingly ove
un with
eakdowns in
communication” (p. 41).
Due to the increased use of computer-mediated communication among virtual teams,
where nonve
al and parave
al cues are not available, unconscious assumptions typically
ecome the basis for understanding (Berman, 2002). Readers are required to replace the void of
perception with their own interpretations because they cannot see the person‟s physical
expressions that contribute to the meaning of the message. Unconscious assumptions are
suppositions humans make about situations, other people and themselves which in turn, may
dictate how they behave, ve
alize thoughts, and perceive others (Berman, 2002).
In terms of virtual communication dynamics, unconscious assumptions, by definition,
may lead to duplication of work, loss of productivity, and potential conflict in organizations
using mainly electronic means of communication between and among team members. Haney
(1986) showed that misunderstandings in communication have caused organizations great
expense, as much as 25 to 40% of the annual budget in some organizations is spent on
misunderstandings in communication (Axley, 1996). Conflict alone can take up to 20% of a
manager‟s time.
With a strong cultural difference as well as language problem, the company also faces
communication issues in respect to cultural differences and problems.
Analysis
MANAGERIAL COMMUNICATION 4
Interaction among virtual team members requires clear and succinct communication to
support a collaborative work group environment (Attaran & Attaran, 2003). One of the
challenges that virtual teams face is the lack of paracommunication cues, facial expressions and
nonve
al cues provided through body language. These cues are unavailable in electronic mail
except with the use of “emoticons,” which are described as a group of keyboard characters such
as :o) or ☺. These characters can only provide minimal expressions, and they do not supply the
immediate feedback paracommunication cues give when communicating face-to-face (Huang,
2002; Mann et al., 2000).
Emoticons are mostly used in non work-related electronic mail or in chat mail. They are
not typically used in regular, work related communication. Computer-mediated communication
does not afford the opportunity to effectively express sarcasm, sympathy, or other emotions the
person may be communicating through bodily expressions, but withholding in his or her writing.
The person may choose not to use emoticons because of unfamiliarity with the communicator, or
ecause of the subject matter of the electronic mail message.
Walther and Burgoon (1992) proposed that virtual teams may eventually learn to
communicate as effectively as face-to-face teams if they are allowed to develop intragroup
elationships. This process will take longer for virtual teams than face-to-face teams because
casual conversations are the basis for developing these relational ties (Chidambaram, 1996).
According to research by Zack (1993), groups establish frames of reference through unintended
casual conversations that occur in face-to-face communications that helps build trust within
groups.
According to Morgan (2004), the communication strengths of dominance, extroversion,
patience, and conformity reveal how a person interacts with others, as well as how he or she
MANAGERIAL COMMUNICATION 5
processes information and is self-motivated. These strengths apply to various mediums of
interpersonal communication, including face-to-face and computer-mediated...