Part IV – Public Relations, Public Affairs, and Media Paper: Organizational Communication Analysis

PATTON FULLER COMMUNITY 1

PATTON FULLER COMMUNITY 8

Communication: Patton Fuller Community Hospital

University of Phoenix

BSCOM/485

Professor Turner

May 8, 2021

A Brief Overview of the Patton Fuller

Patton Fuller Community Hospital is a health facility that was established in 1975. It offers a range of medical services including radiology, Intensive Care Unit, and labor services. Patton Fuller health facility depends on reliable communication to share information between the workers. A telephony communication network has been adapted for communication between the workers, the management, and the clients. The telephone system is considered the cheapest and accessible means of communication. Further, the organization has developed a seven diagram network system through which communication takes place. In terms of the organization, Patton Fuller uses the functional approach where employees are categorized into departments based on their skills (Grossi, et al., 2007). For instance, those with experience in labor have same skills just like those in the ICU department. I chose the change in leadership as a critical event that could affect communication at Patton Muller.

Impacts of Changing Leadership/Management on Communication at Patton and Fuller

Leadership is core to communication and alteration of the leadership can completely or partially change communication at the organization. One of the ways that leadership can change the communication at the organization is by changing the style and nature of communication. Different leadership styles use different means of communication (Kavanagh and Ashkanasy, 2006). Therefore, if the leadership style is changed, it is apparent that communication at Patton Fuller will also change. The new leadership will look for new communication means that suit its leadership approach. Instead of communication being from top to bottom, it could be turned vertical. Therefore, a change in leadership will shift the nature of communication.

Secondly, a change in leadership will change communication strategies because new leaders come with new strategies. Often, when new leadership is put in place, it comes with new goals, objectives, and visions for the given organization (Kavanagh and Ashkanasy, 2006). At Patton Fuller Community hospital, new leaders will also come with new goals to be worked on at the hospital. The new goals may differ by a small or large margin from the existing goals. Due to the difference, the new leadership has to communicate the new strategies afresh. In the process of communicating the new goals, the communication strategy may be altered to fit the new context (Kavanagh and Ashkanasy, 2006). Consequently, new communication strategies for the new goals will be developed and that will conflict with the traditional communication methods. Hence, since new leadership comes with new goals that need to be communicated to the employees, a change in leadership impacts communication strategies.

Moreover, leaders play the role of motivating employees. Motivation, from a social cognitive theory perspective, is important in enhancing performance in organizations. For instance, reward motivates employees and lack of it demoralizes them. Different leaders have different ways of motivating employees (Kavanagh and Ashkanasy, 2006). Motivation can be done through communication and the new leadership can develop different ways of communicating with employees. As discussed earlier, at Patton Fuller Community Hospital, communication can be achieved through informal means that include face-to-face communication or the use of calls. Maybe, the new leadership does not recognize informal communication and limits organizational communication to formal platforms only. Further, the new leadership could be unwilling to engage the employees in face-to-face conversations to address their problems. The changes in approach define how a change in leadership can alter communication strategies.

Lastly, organizational leadership and management define the interests of organizations. Different leaders are attracted by different prospects which in turn influence their communication strategies. At Patton Fuller Community Hospital, interests can vary from making profits to promoting the workplace environment or providing the best health care services to patients. A change in leadership will shift interest. Say, for instance, the outgoing leadership was intrigued by promoting the health care services delivered to the patients who visit Patton Fuller Community Hospital. After a change in leadership and management, the new CEO is attracted to increasing the revenue made by Patton Fuller Community Hospital. Based on that, it is probable that the communication strategy will change since the focus will shift to profits and not caring for the patient. Therefore, new leadership and management engender a change in communication strategies because the interests of the leadership vary and that different interests are communicated distinctly.

Example of Leadership Crisis in Real World Organizations

For real organizations, I take the National Health Service (NHS) which is part of the executive in England but its non-departmental body. NHS oversees the delivery of healthcare and social services to the citizens in England (Bailey and Burhouse, 2019). It is in charge of planning, budgeting, delivery, and daily operations of health care facilities in the country (The changing role of managers in the NHS, 2010). The body has faced a lot of criticism in the pat. Years back, it was claimed that the doctors at NHS received gifts that affected their work, and the allegations caused divisive public opinions. A change in leadership has taken place at the organization. However, the change has been a unique one, because it has not involved new people assuming leadership roles, but the existing people acquiring additional functions.

With heightening complexity at the organization, managers have assumed leadership roles. Initially, NHS was a small body whose running was not complicated as at present (The changing role of managers in the NHS 2010). Since the size of the organization increased, more leadership positions and roles have been assumed by the people at the organization. Consequently, there has been a crisis in the proper running of the organization. Managers have been torn between managing the organization and leading it. Through different legislations by the government, the crisis at the organization has been solved albeit not fully. Hence, while the change in leadership can alter communication, remedies can be undertaken to mitigate the impacts.

Definition of Concepts

Interpersonal communication ethics is focused on the relationship between individuals. During a crisis, it helps people to work together in solving challenges because they want to maintain a good rapport. Perception of power is when one believes s/he can control certain conditions. It helps to solve the crisis because employees have the feeling that they can solve a given crisis. Communication during conflict is the ability to share information when there is a crisis. Information sharing in crisis encourages sharing out of ideas which leads to solutions of given problems. Intercultural and diversity conflicts happen when employees within an organization believe that their values, ideas, or cultures are incompatible. However, if the vice is eliminated, employees can reach a compromise. The communication climate is created by the feeling employees have towards each other. It can also be expressed through non-verbal forms. A good communication climate binds employees together during a crisis and thus, helps to solve challenges.

Two Communication Theories to Solve Leadership Challenges

One of the communication theories I will use to end the crisis that may result from leadership is adaptive structuration theory (Cobley and Shultz, 2013). The theory suggests that organizations can create rules and theories which evolve into structures (Janicijevic, 2013). Therefore, the organization can create rules which are difficult to change so that when new leadership is brought, it does not alter the normal functioning of an organization. Another theory that will be useful is the communication accommodation theory. The theory states that people should adjust their communication or accommodate others through their communication. If a new leadership is put in place, the way to avoid the crisis that comes with a change in communication is by using the communication accommodation theory.

Communication Strategies

Further, to overcome the challenges caused by a change in leadership, communication strategies can be used. One of the strategies to use is focusing on the idea being communicated and not the person communicating (van Woerkum, and Aarts, 2008). Focus on the message will enhance the communication climate. Also, there should be empathy in the communication. Both sides should try to listen to one another and understand each person's challenges.

Conclusion

Overall, change in leadership and management can impact communication because the new leaders may change policies, laws, cultures, and interests which need to be communicated afresh. However, there are important concepts which when nurtured well can enhance how we adapt to the crisis that happens due to change in leadership. Lastly, some communication theories such as the communication accommodation theory and communication strategies like empathy can help move past crises.

References

The changing role of managers in the NHS. The King's Fund. (2010, October 14). https://www.kingsfund.org.uk/publications/future-leadership-and-management-nhs/changing-role-of-NHS-managers.

Cobley, P., & Schulz, P. (2013). Theories and models of communication. Walter De Gruyter.

Grossi, D., Royakkers, L., & Dignum, F. (2007). Organizational structure and responsibility. Artificial Intelligence and Law, 15(3), 223–249. https://doi.org/10.1007/s10506-007-9054-0

Janicijevic, N. (2013). The mutual impact of organizational culture and structure. Ekonomski Anali, 58(198), 35–60. https://doi.org/10.2298/eka1398035j

Kavanagh, M. H., & Ashkanasy, N. M. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger. British Journal of Management, 17(S1). https://doi.org/10.1111/j.1467-8551.2006.00480.x

van Woerkum, C., & Aarts, N. (2008). Staying connected. Corporate Communications: An International Journal, 13(2), 197–211. https://doi.org/10.1108/13563280810869613