GBA feedback7

Need 2 feedback 1 for writer 1 and 1 for writer2

Writer 1

My company as a whole is not perfect with communication. Our problems exist more from the top levels down to the waterfront workers. Some failures include lack of e-mail or computer access for some workers; Union barriers, some resulting with legal problems; lost goodwill with employees thinking they are having things hidden from them; and an overall wasted effort that costs money. Not that all upper management has time, but our President did a series of “Town Hall” meetings last year that proved very positive with workers in all areas. This is where he gave positive and not-so positive communications, but was truthful with his workforce. Continuing to do such meetings within Divisions by leaders, mainly Vice Presidents and Directors, will surely bridge a gap between upper management and the average worker.

My last Division was very open with its employees. Though he had the largest group in this Division, the Nuclear Quality Inspection Manager held cascades twice a year reaching all his shifts by doing several different meeting times, but with always the same message. Making sure the message is clear, complete, correct, and organized builds goodwill (Locker, 2013). He also holds a Safety meeting for all three shifts at the beginning of year to clearly communicate our numbers for the previous year, what we did well, what we could work on, and how he would like that year to end. It was impressive to see the sense of thankfulness the employees had for his openness.

In my new Division, this type of employee engagement and communication is always talked about, but not acted upon. It is always a budgetary concern when it is brought up that we need to better communicate. Unfortunately, I don’t feel as if they are putting aside the right amount of overhead budget for these types of group gatherings. In the long run it will make this Division suffer. We already have many disgruntled employees as is, and I think spending the budget to gain a great respect and understanding through upper level communication would be the right way to spend our overhead. However, I haven’t quite reached the right people yet.

Locker, Kitty O. (2013). Business and Administrative Communication. New York. McGraw- Hill/Irwin. Print.

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Writer:2

 J. Group, Inc was founded in 2003. When I was hired a year later, the company was still in its earliest stage, and before long the business boomed ;and the company’s profit skyrocketed. We went from three employees to about thirty in two years. However, there was a lack of good communications between management and employees. No training was provided to employees, and very little information was communicated to us, and when things didn’t get done as expected, we clearly heard about it. Out of the four years I was there, we did not have a single staff meeting. The atmosphere in the office was stiff, and most people were unhappy. I ended up leaving the company; and soon after was hired by Gwinnett County Public Schools. Our school principal where I was hired, was a nice guy, but with him too communication was poor. Teachers and staff were always complaining about his leadership style. Requests and Notifications were sent to them at the last minute, and there was a lack of preparedness and anticipation. Moreover, there was some disconnect between him and the administrators under him. He was there for two years, then moved to a different school. 

 If I was to propose a change there to improve communications, I would:

- Start my proposal with good news (locker, 2013), and provide realistic, and clear expectations. 

- establish good relationships with the staff, especially with the administrators. 

- set up weekly meeting with administrators, communicating the vision, expectations, and specific plans of actions

- Set-up monthly meetings with the entire staff and communicate clear expectations. Offer encouragement, and recognize employees’ contributions and achievements.  

- Send weekly emails to both teachers and staff as reminders of what is expected and the important issues at hand. 

- Promote open communications.

- identify the school needs, and changes to be made to improve teacher and students performance

- Most importantly focus on achieving student success.

 

Locker, Kitty O. (2013). Business and Administrative Communication. New York. McGraw- Hill/Irwin. Print.

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