Effective Communication

EFFECTIVE COMMUNICATION

Effective Communication

School of Business, Liberty University

Author Note

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correctly utilizing referencing and bibliographical guidelines.

EFFECTIVE COMMUNICATION

Abstract

This will aid in the prioritizing of projects and who is responsible for them. Understanding and

using the skill of prioritizing will also add to the success of Mark Chen's staff. Mark Chen's will

keep the responsibility of prioritizing projects. This will build a good foundation for his staff to

duplicate in the future. As progress is made in the team's dependability, chances in responsibility

will be made.

Keywords: communication, prioritizing, management, implementing

MOTIVATION THEORY

Contents

Introduction………………………………………………………………….…………………….4

The Problem in Communication………………………..………………...…….…………………4

Plan and Organize………………………………………………...…………….…………………4

Direct and Control……………….……………………………..……………….…………………5

Conclusion…………………………………………………………………..….…………………6

MOTIVATION THEORY

Effective Communication

Introduction

There are times when new or improved communication plans need to be put into place.

For Mark Chen, communication is a problem for his team. He wants to expand, but with the

communication issues that are currently happening and the economic issues, it is not the right

time. Mr. Chen’s team needs to learn new ways to communicate and be responsive. To grow

Plan and Organize

One successful communication method that has worked for the team is in-person

communication. Mr. Chen receives the best response from his staff when they are in person.

"Extensive use of digital communications may result in a reduction of an in-person contact

between learners and supervisors, which may reduce opportunities for dialog important for

learners' professional development and high-quality learning" (Thoma et al., 2019, p. 386). This

kind of communication is the breakdown of Mr. Chen's team. His team is missing out on

learning from each other and having a group to reach out to for help because they are not

meeting as a team. The first modification that needs to be implemented is weekly in-person team

meetings. These are to be done weekly until the team is running smoothly. When the weekly

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communication is needed in the future within the team, a response needs to happen within 24

hours during the workweek.;

The next area that Mr. Chen's team needs to improve on is how to prioritize projects.

When they are not taking the time to prioritize project properly, assignments are missed and late.

When the team is prioritizing what they need to do is when things will run smoothly. The

decision on what should be prioritized needs to be decided in the weekly team meeting until

will also help the team become more cohesive.;

Implementing these plans are going to effectively build the team. Often managers are

successful when they are not only telling their team what to do (Hawkinson & Moore, 2020). As

the team continues to come together, Mr. Chen will be able to step back and not give orders as

much. Overall, they will become a cohesive team. Team building is essential for employees

because their current feelings of overwork has caused their communication to fall apart.;

Direct and Control

Mr. Chen will be the person setting the meeting schedule for the in-person meetings. He

will also be the person that makes the decision when the team has progresses enough to meet

every other week. When it comes to prioritizing projects, Mr. Chen will take the lead and have

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the final decision on what needs to be done and when. To improve team building, he will depend

on the team's input when making those decisions.;

Conclusion

When these steps are complete, it shows commitment to proper planning for success

"commit your actions to the Lord, and your plans will succeed" (Proverbs 16:3, New Living

Translation). Mr. Chen's sales team is able to be repaired and improved. If these steps are taken

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References

Chatzipetrou, P., Angelis, L., Barney, S., & Wohlin, C. (2015). An experience-based framework

for evaluating alignment of software quality goals.;Software Quality Journal,;23(4), 567–

594. https://doi.org/10.1007/s11219-014-9251-5

Hawkinson, N., & Moore, A. L. (2020). Your leadership toolkit: How to build successful