*****For Essays Guru Only*****

Reply to DOJO 1

Communication types include verbal communication, written communication, and nonverbal communication (The Saylor Foundation, 2014, Ch. 8, pp. 27). My current employer is separated from his employees being located across campus in different buildings, so his communications style is more written communication by email, to the workforce, which is good because this can be saved and read at any time (The Saylor Foundation, 2014, Ch. 8, pp. 30). Although, his emails are not always clear or convey his meanings and or facts (The Saylor Foundation, 2014, Ch. 8, pp. 30). When he does want to communicate verbally, a simple email is sent for a meeting held in his office with the time and day but no reason to why the meeting is called. Emails such as these tend to fluster employees because of the unawareness of the meeting was not displayed in the email. Communication of this nature may be a barrier of filtering to manage the employees anticipated reaction and or questions to his meeting discussion (The Saylor Foundation, 2014, Ch. 8, pp. 9) and or gender difference in communication. Often the communication barriers I see between the employees and our employer are word interpretation and differences in meaning based on age, cultural/military background (The Saylor Foundation, 2014, Ch. 8, pp. 18). I would say my employer’s communication style is not effective because of the reasons were given. My work environment is not so diverse in aspects of age and gender, with that said since there are more males in the organization information is often spoken in “sports metaphors” (The Saylor Foundation, 2014, Ch. 8, pp. 17) rather than putting out clear guidance. Lastly, giving clear concise guidance and facts through your channels of communication is what employees are looking for. Barriers of communication can hurt and stagnate organization and abilities to build better employees.

Reply to TEVA 1

Communication is key in many aspects of our lives. We use it to relay our thoughts, our feelings, how we interpret things and how we relay them. It takes time for us to truly understand how communication affects us and our actions. It is key to achieving our goals and getting things done as well (Organizational Behavior, 2014). As a manager and leader, trying to figure out and understand how to communicate to your employees can be difficult. There may be some barriers, such as language, not sharing important info, emotional disconnects, lack of credibility and Semantics. In the military, we use a lot of acronyms and learn again and again that just because they are familiar to you, they may not be familiar at all to someone who works in a different career field. One quick example is when we do quarterly awards, we like to use Acronyms and abbreviate things to save space and get more info in the bullet, however it can come across very confusing to someone who does not know what you do and is trying to make sense of it. It the end it ends up hurting the individual because they lose points. Staying away from the semantics is key.

On to my example of where communication failed me and my organization. The way he communicated was very ineffective and clearly had an impact. We had an individual in my chain of leadership who did not like to communicate with you unless it was trying to put you down or make himself look better in front of people. There was a meeting I used to have to attend and we had a few slides that covered information from my flight. Every time we got to our slides, he would have a snide comment about how things could be done better or how it was impossible for a certain thing to take place because he was sure it was not allowed. So instead of asking me, as I was sitting right there, he would talk around me as if I wasn’t. This obviously caused an emotional disconnect, there was no trust w/ him because he did not have trust in what we did (PALISZKIEWICZ, n.d.) . He did not listen to anything we tried to say, which caused me to stop communicating (Organizational Behavior, 2014). His lack of care and professionalism caused me to disconnect really quickly. Communication froze essentially. When we were outside of work, his non verbals were clear that he did not want to engage w/ not only me but others in my unit. He would walk right by and not say hello, no eye contact was made and his demeanor made it clear that he did not want any type of communication to ensue (Organizational Behavior, 2014). He also never visited any of the flights in my unit or tried. We were clearly not worth his time nor his energy. There were no generation barriers or cultural differences that caused him to be the way he was that I could tell. When he left and new leadership came in, it was very refreshing. Someone whom will look at you when they spoke, valued your opinion and cared. I slowly regained trust, opened communication again and felt as though we were part of one team and that we mattered.