Problems with any one of the components of the communication model can become a barrier to communication. These barriers suggest opportunities for improving communication.
1. Muddled messages
2. Stereotyping
3. Wrong channel
4. Language
5. Lack of feedback
6. Poor listening skills
7. Interruptions
8. Physical distractions
The following general guidelines may help communication. This is a part of the third goal.
1. Have a positive attitude about communication. Defensiveness interferes with communication.
2. Work at improving communication skills. It takes knowledge and work. The communication model and discussion of barriers to communication provide the necessary knowledge.
3. Include communication as a skill evaluated along with all the other skills in each person's job description.
4. Make communication goal oriented. Relational goals come first and pave the way for other goals.
5. Approach communication as a creative process rather than simply part of the chore of working with people. Experiment with communication alternatives.
6. Accept the reality of miscommunication. The best communicators fail to have perfect communication.
Communication is at the heart of many interpersonal problems in family businesses. Understanding the communication process and then working at improvement provide managers a recipe for becoming more effective communicators. Knowing the common barriers to communication is the first step to minimizing their impact. Managers can reflect on how they are doing and use the ideas presented in this paper. When taking stock of how well you are doing as a manager and family member, first ask yourself and others how well you are doing as a communicator.
High quality farm worker performance requires implementation of carefully made tactical plans. Deviations from the plans by employees results in standards not being met and goals not being accomplished. Managers must deal with employees' deviation from rules, procedures and expected behaviors. Employees coming late to work, not following safety procedures when working alone, not properly cleaning equipment in their rush to get home, and using wrong or wrong amounts of medication are examples of unacceptable behavior that should be addressed rather than ignored. A cautionary note is in order. Employers can easily confuse discipline problems with selection, training and communication problems. This discussion of discipline applies to those cases in which the employee can reasonably be expected to perform or behave according to established standards, norms or rules, i.e., they have been carefully selected, well trained and are regularly evaluated.
A disciplined person exhibits the self-control, dedication and orderly conduct consistent with successful performance of job responsibilities. This discipline may come through self-discipline, co-workers or the supervisor/employer. Self-discipline is best and most likely to come from well selected, trained, and motivated people who regularly have feedback on their performance.
Keeping punishment consistent with the severity of an offense challenges all labor managers. Being thirty minutes tardy for work the fourth time in two weeks has to be handled differently from being thirty minutes tardy for the first time in two years. Theft of tools has to be handled differently than tardiness for work. Progressive discipline provides a formal structure within which errant employees can be handled. In progressive discipline, the severity of punishment increases in relation to the seriousness of the offense or the number of times an offense is repeated. Typical levels in progressive discipline are: informal talk and counseling, oral warning or reprimand, written warning, disciplinary layoff and discharge.
The control process is cyclical which means it is never finished. Controlling leads to identification of new problems that in turn need to be addressed through establishment of performance standards, measuring performance etc.
Employees often view controlling negatively. By its very nature, controlling often leads to management expecting employee behavior to change. No matter how positive the changes may be for the organization, employees may still view them negatively.
Control is both anticipatory and retrospective. The process anticipates problems and takes preventive action. With corrective action, the process also follows up on problems.
Managers can use one or a combination of three control strategies or styles: market, bureaucracy and clan. Each serves a different purpose. External forces make up market control. Without external forces to bring about needed control, managers can turn to internal bureaucratic or clan control. The first relies primarily on budgets and rules. The second relies on employees wanting to satisfy their social needs through feeling a valued part of the business.
Self-control, sometimes called adhocracy control, is complementary to market, bureaucratic and clan control. By training and encouraging individuals to take initiative in addressing problems on their own, there can be a resulting sense of individual empowerment. This empowerment plays out as self-control. The self-control then benefits the organization and increases the sense of worth to the business in the individual.
Effective control systems have the following characteristics:
1. Control at all levels in the business
2. Acceptability to those who will enforce decisions
3. Flexibility
4. Accuracy
5. Timeliness
6. Cost effectiveness
7. Understandability
8. Balance between objectivity and subjectivity
9. Coordinated with planning, organizing and leading
Managers expect people in an organization to change their behavior in response to control. However, employee resistance can easily make control efforts dysfunctional. The following behaviors demonstrate means by which the manager's control efforts can be frustrated:
In addition, in the paper you can find general rules to improve communication, which is the part of directing, and organizing.
1. Bernard L. Erven (2003). The Five Functions of Management: The Foundation of ManagementExcel. Retrieved March 29, 2009, from: http://extension.osu.edu/~mgtexcel/Function.html
2. Henri Fayol (1916). Model: Five functions of management. Retrieved March 30, 2009, from: http://www.provenmodels.com/3
3. James Higgins, The Management Challenge, Second edition, Macmillan, 1994.
4. Jayashree Pakhare (25.09.2007). Management Concepts - The Four Functions of Management. Retrieved March 29, 2009, from: http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.html
5. Unknown author (2009). Wikipedia, the free encyclopedia: Management. Retrieved March 29, 2009, from: http://en.wikipedia.org/wiki/Management#Basic_functions_of_management
Страницы: 1, 2, 3