Organisational communication can be said as the process of information is exchanged and understood by two or more people where it usually with the intention of motivating or influence behavior. It is important to aware that this definition has the purpose that may go beyond just transferring information as normally, the senders have the intention to influence the receiver to do what they want (Dawn Kelly 2006). Interpersonal communication is essential and plays a crucial role in the functioning of any organization. As a result, effective in communicating has become a very important factor in determining the efficiency of the organization performance as a whole. Each and everyone in the company is required to have a good interpersonal communication skill in order to ensure that the operations and processes from the lowest to the highest level of the organization are able to operate more efficiently. DMG Corporation as one of the organization in the Banking and Finance Service industry has currently suffered with the problem of lack in communication among their stakeholders where it has caused some problems like low employee morale, inefficiency in performance and innovation has decreased. As the CEO of DMG Corporation, Bob Jensen is aware of the seriousness of poor communication has decided to employ a consultant to investigate the problems. Hence, the causes of ineffective interpersonal communication from all level of employees will then be identified in this report and feasible recommendation will then be outlined to improve the identified problems.
2.2 Outline of research
This aim of this research report will be comprehensively investigating the interpersonal communication issues between the managers and the employees of DMG Corporation and the effectiveness of their current procedures and policies. The key instruments that will be used in this research report will involve the surveys, questionnaire and observation of stratified sample size of 200 employees. The purpose of this research report is to study the causes of poor interpersonal communication of DMG Corporation with the application of contemporary models, theories and concepts to particularly improve each area of the highlighted issues.
Identification of Main Issues
Digital communication method
In developing a holistic research on the problems faced by DMG Corporation, we have found that one of the causes of poor interpersonal communication between the managers and the employees is the use of digital communication method. As time goes by, advancement of technological communication has become more sophisticated where it has changed the way how the managers and employees communicate to each other. Many of the organizations have abandoned the traditional way of face-to-face communication in their transactions of operations in the working environment as organizations nowadays more prefer with the use of digital communication methods in communicating with their stakeholders. The most popular communication that widely used by the organizations are the desktop computers, laptop and cellphone. Through the research that has been conducted, employees of DMG Corporation are asked to submit the questionnaire that mainly ask them to write their personal opinions and evaluation of their working environment through email as the investigation of poor interpersonal communication faced by DMG Corporation. Through the emails received from the employees, it shows that majority of the employees in DMG Corporation has low level of satisfaction in their job environment and do not have the sense of togetherness, particularly in terms of communication. Not only that, we also found out that the poor communication between the managers and the employees have caused DMG Corporation in suffering the falls in their sales performance, from 5% to 29% in the last five years which also have affected the morale and motivation of the employees....
Dawn Kelly. 2006. “Using vision to improve organisational communication”. Leadership & Organization Development Journal 21 (2): 92 – 101. Doi: 10.1108/01437730010318183.
Grasso. Lawrence P, Steven P. Golen, and Alvin Burns. 2005. “Managerial Perceptions of Barriers to Internal Corporate Communication Within and Across Hierarchical Levels.” ABEA Journal 24: 37-58. Doi: http://journal.azbea.org/v24n1/v24n1sgolen.pdf.
Froesea Fabian Jintae, Vesa Peltokorpib, and Kyung A. Koa. 2012. “The influence of intercultural communication on cross-cultural adjustment and work attitudes: Foreign workers in South Korea”. International Journal of Intercultural Relations 36(3): 331-342. Doi: http://dx.doi.org.dbgw.lis.curtin.edu.au/10.1016/j.ijintrel.2011.09.005.
Balsmeier. Phillip W, and Anita K. Heck. 1994. “Cross-cultural Communication”. Cross Cultural Management: An International Journal 1(2): 13-21. Doi: 10.1108/eb010152.
Guoqiang Liao. n.d. Chapter 19: Cross-Cultural Communication in International Business Activities. Sichuan.
Please join StudyMode to read the full document