This dissertation is being submitted in partial fulfillment of the requirements for the degree of Master in Administration. Additionally, a discussion of possible reasons for the findings is included, along with recommendations to improve the effectiveness of communication between supervisors in the organization.
LIST OF TABLES
Introduction and Overview of the Study 1.1. Introduction
- Focus of the Study
- Problem Statement
- Objectives of the Study
- Hypotheses
- Limitations of the Study
- Conclusion
There is a significant difference in the perception that employees vary in gender regarding each of the study's variables (evaluation, neutrality, control, superiority, strategy, security, provisional, spontaneity, empathy, problem orientation, equality and description, respectively). The variables of the study (provisionalism, spontaneity, empathy, problem orientation, similarity and empathy) account to a significant extent for the variance in determining the supporting behavior patterns in the supervisors' communication.
Organisational Effectiveness 2.1. Introduction
Organisational Effectiveness and Organisational Survival
- Models of Effectiveness
- Strategic Constituencies Approach
- The Time Dimension Model ofEffectiveness
- Criteria of effectiveness
- Measuring effectiveness : Organisational Goals
- Managerial Performance and Organisational effectiveness
- An effective organisation in terms of ten characteristics
The time dimension model of effectiveness (Figure 2.1) makes it possible to understand the work of managers in the organization. Short, medium and long term criteria are used to measure effectiveness in the organization.
Factors of Production
Capital consists of funds and other assets, such as land, buildings and equipment, used in the production of goods and services (Marx and Van Aswegen, 1989). Firms that invest in technology, usually in the form of research and development or advanced equipment, usually produce more attractive and useful goods and services (Luthans and Hodgetts, . 1989).
Interpersonal relations
Research shows that managers working in a top-down environment often lack the interpersonal skills needed to manage people in an empowered organization (Swinburne, 1995). Interpersonal skills included the communication and other interpersonal skills that team members needed to be effective individuals.
Communication
Most managers and supervisors in various specific functions (i.e. finance, human resources, marketing) lack a high level of understanding. Less than half of the respondents believed that managers and supervisors working in companies with different functions understood their financial and marketing objectives (Lowy and Reimus, 1996).
Conclusion
Additionally, less than a third of executives surveyed said their companies regularly seek feedback to ensure their messages are being received as intended.
Communication
- Definitions
- Importance of Organisational Communication
- Major Functions for Communication
- The Communication Model
- Components of the Communication Process
- Theoretical Approaches to Communication
There was a sense of hostility between the CEO and the deputy director. He felt that information was withheld and decisions were made without consulting him. Firstly, substantive information that refers to the current information about the subject of the message.
Organisational
The Classical Theory
- Communication Implications of the Classical Theory
Different theories of the classical approach have specific effects on the communication climate and communication patterns in the organization. The classical approach to management represented a limited view of communication in the organization and reflected an ignorance of the complexity and richness of human communication in the workplace (Puth, 1996).
Humanistic Theory
- Human Relations Theory
- Human Resource Approach
- Systems Theory
- The Humanistic Approach to Organisational Communication
Douglas McGregor, Herbert Simon, and Rensis Likert went beyond the premise of human relations theory. Communication is considered an essential process that enables interdependence among organizational components (Puth, 1996).
Flow of Information in the Organisation
- Formal Communication Channels
- Informal Communication
Downward communication channels occur between employees and management at different levels of the organization. This will contribute to the overall productivity and success of the organization (Van Staden et al., 2002).
Types of Communication
- Verbal Communication
- Non-verbal Communication
- Why non-verbal communication is important?
- Categories of Non-verbal Communication
To be successful in the global environment, individuals and managers will need to become integrators of information, not only from team members, but also from outside and within the organization. They need to be reminded of the overall direction and informed that this effort is a long-term goal (Bush and Frohman, 1991). If the receiver is unsure of the message, rapid feedback allows early detection by the sender and therefore correction.
If there are any questions about the contents of the message, it is physically available for later reference. This is the result of an increasing number of companies outsourcing their work and the rapid rise of the virtual workplace.
Effective Listening
Research shows that the ability to tell stories helps managers bridge gaps and communicate with employees and colleagues who manage and inspire them (Dennehy, 1999). Stories also make information more relevant for the employee or fellow manager a manager is trying to reach. A good story can spark the listener's imagination and increase the creativity that ultimately permeates an organization's culture.
It is clear that better communication can lead to better coordination and storytelling is one way to improve communication in an organization (Dennehy, 1999).
Interpersonal Communication
- The Johari window: Interpersonal styles and communication According to Mersham and Skinner (2001), interpersonal styles refer to the way in which
- Management styles and interpersonal styles
The Johari Window: Interpersonal Styles and Communication According to Mersham and Skinner (2001), interpersonal styles refer to the way in which According to Mersham and Skinner (2001), interpersonal styles refer to the way in which an individual chooses to interact with others. The section on the blind spot (Figure 3.2) refers to the areas a person does not know about themselves. However, others do know about these areas. The Unknown section (Figure 3.2) refers to the information that the individual and others do not know (Fielding, 1997).
According to Mersham and Skinner (2001), an individual can improve interpersonal communication by using two strategies, namely exposure and feedback. Theoretically, managers who desire to communicate effectively can use both exposure and feedback to increase the area of common understanding, the Arena.
Barriers to Effective Communication
- Ways to overcome barriers to effective communication
A leader who successfully implements D-type behavior will result in an expansion of the Arena region and effective communication. According to Singer (1990), the following should be considered in order to overcome barriers to effective communication: -. Thus, by identifying potential barriers to effective communication and creating a formal plan to eliminate these barriers, managers can gain greater control over the outcome of the project.
Effective communication goes beyond speaking and listening to words that convey expectations and actions to be taken to achieve shared goals. According to (Rogers and Roethlisberger, 1991), the biggest obstacle to effective communication is the tendency to evaluate what the other person is saying, which leads to misunderstandings.
Communicating Across Cultures
- Non-verbal Communication in Culture
For example, in South Africa a napkin means what Americans call a diaper, while in the United States a napkin is called a napkin. Gestures that signify approval in the United States may have different meanings in other countries. The “thumbs up” sign, which means “good job” or “go ahead” in the United States, is seen as a vulgar insult in Greece.
Kayem Foods Inc, a meat processing company in the United States, is one company that goes the extra mile to break down language barriers in the workplace. Diane Paravazion, director of the language center at Pace University in New York, believes that improving communication in the workplace is a two-way street.
Conclusion
Research Methodology 4.1. Introduction
- Focus of the Study
- Objective of the Study
- Hypothesis
- Sampling technique and description of the sample
- Definition of a Population
- Definition of Sampling
- Sampling technique and composition of the sample
- Data Collection
- Questionnaire Construction
- Administration of Questionnaire
- Pilot testing and In-house pretesting
- Psychometric Properties of the Questionnaire
- Analysis of Results
- Descriptive Statistics
- Inferential Statistics
- Conclusion
The variables of the study (evaluation, neutrality, control, supenonality, strategy and certainty) largely explain the variance in determining the defensive behavior patterns in supervisors' communications. The variables of the study (provisionalism, spontaneity, empathy, problem orientation, equality and empathy) largely explain the variance in determining the. The variance is defined as the sum of the squared deviations from the mean (Huysamen, 1998).
In this study, inter-correlations were made for each of the variables that make up the defensive score dimension (namely, evaluation, neutrality, control, superiority, strategy, security) and the supportive score dimension (namely, provisionality, spontaneity, empathy, problem orientation, equality, description). In this study, the t-test was used to determine whether there is a significant difference between gender and each of the twelve dimensions (evaluation, neutrality, control, superiority, strategy, certainty, provisionalism, spontaneity, empathy, problem orientation, similarity and description ) respectively.
Presentation of Results 5.1. Introduction
Analysis of Results
- Descriptive Statistics
- Inferential Statistics
It is therefore clear from Table 5.8 that there is a significant difference in the perception of employees with varying tenure regarding control, security, empathy and equality respectively. It is clear from Table 5.10 that there is no significant difference in the perception of men and women with regard to any of the variables of the study (evaluation, neutrality, control, superiority, strategy, security, provisionalism, spontaneity, empathy, problem orientation, equality and description) respectively. The study's variables (evaluation, neutrality, control, superiority, strategy, and assurance) significantly explain the variance in determining defensive behavior patterns in supervisors' communications.
It is clear from Table 5.11 that the variables of the study are responsible for 98.4 of the variance in the determination of the defensive behavior patterns in the communication of supervisors. It is clear from Table 5.12 that the variables of the study are significantly responsible for 98.6% of the variance in the determination of the supportive behavior patterns in the communication of supervisors.
Psychometric Properties of the Questionnaire
- Factor Analysis
- Cronbach's Coefficient Alpha
Since this reliability estimate is close to unity, it is clear that the measuring instrument has a high degree of reliability.
Conclusion
Discussion of Results
Introduction
Discussion of Results on the Key Variables
- The defensive scores dimension
- Evaluation
- Neutrality
- Control
- Superiority
- Strategy
- Certainty
- The Supportive scores dimension
- Provisionalism
- Spontaneity
- Empathy
- Problem orientation
- Equality
- Description
- The Supportive Scores Dimension and the Defensive Scores Dimension
- Level of Satisfaction and Degree of Improvement in Constructs measuring Defensive and Supportive Behaviour
This indicates that the majority of the respondents are dissatisfied with their supervisors in terms of superiority. This indicates that the majority of respondents are extremely dissatisfied with their supervisors regarding security. This indicates that the majority of respondents experience only an average level of satisfaction in terms of provisionalism.
This indicates that the majority of respondents are satisfied with their supervisors in the field of empathy. This indicates that the majority of respondents experience only an average level of satisfaction in terms of the description.
Conclusion
Recommendations and Conclusion 7.1. Introduction
Recommendations
- Recommendations based on Research Design
- Recommendations based on Findings
Most respondents also felt a high level of dissatisfaction with their supervisors' strategies. This type of relationship could result in an encouraging communication climate in which subordinates will learn to trust and respect their superiors. An open door policy should be established in which employees are free to approach their superiors and discuss certain issues.
It is clear from this study that there were a large number of employees who disapproved of the superiority of their managers. An important finding of this study was that the majority of respondents felt that their supervisors rarely offered moral support during a personal crisis.
Conclusion
Bibliography
A personal folder of stimulating ideas, little-known facts and solutions to everyday problems, Journal of Supervision. This will help you understand if there is effective communication or if there is a lack of communication in your organization.
Biographical Data
Communication Climate Inventory
