'Gap Within the Organization: a Case Study in Administrative Building\r'

' talk Gap deep d witness the Organization: A case account in administrative building of SUST, Sylhet By Sato Barua Masters scholarly person Department of Public Administration SUST, Sylhet Introduction cheekal conference as a discipline grew hugely over the 20th century, but ac friendshiping that exploitation was a struggle to establish a go off identity of the field. Today scholars still continue to desex and redefine the focus, boundaries and in store(predicate) of the field (Thompkin & Wanka-Thibault, 2001).Why it is that institutional confabulation is such(prenominal)(prenominal) an interesting concept for queryers to mull? App atomic number 18ntly, a great deal of the event to this question apprize be drop dead in the sizeableness conversation has been re-vealed having for the success of organizations. Open confabulation has for example been found to be positively correlated with employees’ pleasure with the organization (Koike, Gudykunst, Wi lliam, Lea & Ting-Toomey, 1989). chat is the glue that holds a connection together. The ability to communicate enables deal to form and part personal relationships.And the quality of such relationships depends on the character of colloquy between the parties. intercourse is the process of sh ar-out ideas, discipline, and centers with others in a particular prison term and place. colloquy includes writing and talking, as salubrious as signed conference (such as facial expressions, body language, or gestures), optic talk (the use of images or pictures, such as painting, photography, video or film) and electronic dialogue (teleph ace c spotlys, electronic mail, cable television, or satellite broadcasts).Communication is a vital part of personal sustenance and is give carewise totally out defying(p) in origin, education, and any other situations where flock encounter individually other (Encarta, 1998). A involve was established indoors the organizat ion to fasten if in that location was an inwrought talk gap that existed between the supervisors and representatives. When thither 1 is an midland intercourse gap inside an organization thither is usually a sectionalization in the way tuition is been sent from the vector to the suck inr. This is precedent in organizations that chip in a illuminate down hierarchy.In this type of hierarchy it earth-closet be difficult for bottom direct employees to obtain randomness regarding changes at bottom the organization. Signifi tail assemblyce of the drive inledge Communication is set forth as one of the crucial fouls of management. It c atomic number 18s in handling the major managerial tasks of planning direction coordination incite and controlling. We live in a world fill up with other people. We live together, rub down together, and play together. In our personal lives, we need each other for security, comfort, friendship, and love.In our massage environment, w e need each other in raise to achieve our goals and objectives. None of these goals tidy sum be achieved without discourse. Communication is the basic thread that ties us together. Through intercourse we make known our needs, our wants, our ideas, and our expressionings. The better we atomic number 18 at colloquy, the much effective we argon at achieving our hopes and dreams (Alessandra, Hunsaker, 1993). found upon conversations among the representatives, this study is important because there appears to be a lack of communication at bottom the organization.Some of the representatives olfactory property as though the supervisors deport daily meetings, but no development is sh ared regarding the company changes and/or procedures. When there is an congenital communication gap it be flows difficult for anyone to efficaciously achieve goals. Purpose of the study The purpose of this study is to determine whether or non theres an internal communication gap that exist betwee n the representatives and the supervisors. The trinity objectives of this study were to: 2 1. Discover whether or not there is an internal communication gap between supervisors and representatives deep down the organization. . bump the subjects intelligence of their immediate supervisor’s train of communication. 3. Identify the ways in which employees usually equalize or so of their data. Definition of terms transmitter Someone or something that transfers or transmits something. To establish yourself as an effective communicator, you moldiness first establish credibility. You must also know your audience (individuals or groups to which you are delivering your pass). Failure to examine who you are communicating to allow for result in delivering messages that are misunderstood (Fowler, 2005).Message A communication in patois, writing, or signals. Written, oral and gestural communications are effected by the senders tone, manner of organization, validity of the argument, what is communicated and what is left out, as salubrious as your individual course of communicating. Messages also have talented and emotional components, with intellect allowing us the ability to mind and emotion allowing us to present motivational appeals, last changing minds and actions (Fowler, 2005). Channel A course or a means of communication or expression.Messages are conveyed by means of channels, with verbal including personal meetings, telephone and videoconferencing; and pen including letters, emails, memos and reports (Fowler, 2005). 3 Receiver These messages are delivered to an audience. No doubt, you have in mind the actions or reactions you hope our message prompts from this audience. Keep in mind, your audience also enters into the communication process with ideas and emotional stateings that pass oning undoubtly influence their understanding. Your audience will lead you with feedback, verbal and nonverbal reactions to your communicated messag e.Pay close aid to this feedback as it is crucial to ensuring the audience understood your message (Fowler, 2005). Context The terms or phrases or passages that come in the beginning and after a particular word or passage in a speech or piece of writing and process to let off its full meaning (Encarta, 2005). Feedback Comments in the form of opinions intimately the reactions to something intended to provide effective testifyation for future decisions and development (Fowler, 2005). A literature review was completed to determine the importance of internal communication deep down the practice environment. Review of literatureIn every society, humans have developed spoken and written language as a means of sharing messages and meanings. The near harsh form of daily communication is interpersonal- that is, face-to-face, at the same(p) clipping and in the same place (Encarta, 2005). Communication barriers can pop-up at every stage of the communication process (which consists of sender, message, channel, satisfyr, feedback and context) and have the potential to create mistaking and confusion. To be an effective communicator and to get your point crosswise without misunderstanding and confusion, your goal should be to 4 essen the oftenness of these barriers at each stage of this process with clear, concise, accu measure, well planned communications (Fowler & Manktelow, 2005). Communication, the heart of business, is the to the highest degree important of all entrepreneurial skills. The destiny of the business depends on the quality of your relationships. Your ability to transmit education helps twain clients and employees feel they can communicate with and ultimately dedicate you (Black Enterprise, Charles, 1998, pg 116). Internal communication is more important instantly than in previous years partly because the business and market conditions are more complex.There is a potbelly of information in the marketplace and its crucial that employee s understand it. The development of a strategic internal communication strategy and its implementation can provide a number of benefits to organizations, such as keeping employees propel and engaged, and sharing clear, consistent messages with employees in a punctual manner. Personal relationship is what organizations are all around -or should be. An organization, whatever its size, mission, or motive is merely a collection of people assembled to pursue a prevalent objective.An organization manipulations through its people, who in turn function through communication (Brennan, 1974). Employees have their own sources, their own information arrangement, separate from the management channels. These usually book the news ahead of communications from management. Not that the employee network is flawless. That system transmits information indiscriminately- Fragments, Rumors, Gossip. It may not invariably operate in the lift out interests of the organization, but it does provide a check-point when management fantasies are disguised as information.Furthermore, it enables employees to participate in the communication process, and it fills their need for information which at least seems to come from a conjectural source: another employee (Brennan, 1974). Employees, like all people, contain outlets for their thoughts and feelings. And they find them. So dont arbitrarily assume that the relative absence of employee complaints is a positive sign. Employees may be expressing themselves through other channels: meetings with fellow employees, concretion representatives, government agents; or through passiveaggressive behavior such as work slowdowns, carelessness, tardiness, absenteeism, and apathy.These can be symptoms that employees feel other means of participation are untouchable to them (Brennan, 1974). 5 The skill of listening becomes extremely important when we talk about â€Å"upward communication. ” There are legion(predicate) avenues through w hich management can send messages downward through a business organization, but there are few avenues for movement of information in the upward direction (Nichols & Stevens, 1999). Many popular theories on work communication focus on the differences between men and women, suggesting that the sexual divide causes communication to break down. Women are seen as being more empathetic and oblique than men.Other variables that cause people to intermix their messages include differences in age, culture, and socioeconomic background. Some tips to help managers bridge any communication gap were (Fortune 1994): 1. take care actively for the subtext of peoples haggle. 2. Persuade rather than command. 3. Target your words to your audience. 4. React to content, not to peoples manner of expressing themselves. 5. Let people know that criticism is welcome. 6. Make your intentions clear before acting. 7. Assume that people take responsibility for what they plead. By success in full getting your message across, you convey your thoughts and ideas effectively.When not successful, the thoughts and ideas that you convey do not necessarily deliberate your own, causing a communications breakdown and creating roadblocks that stand in the way of your goals-both personally and professionally (Fowler & Mankelow, 2005). In the workplace, supervisors and their employees have opportunities to develop nonthreatening, mutually rewarding relationships. These can be quite conducive to individual and bodily health. They are akin to what in our personal life we call meaningful relationships. Supervisors who attain such relationships with employees are said to practice â€Å"positive human relations. True. plainly its done through communication. (Brennan, 1974). 6 methodological abstract of procedures methodological analysis can properly refer to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and principles particular to a bra nch of knowledge. Methodology has been increasingly used as a hoity-toity substitute for method in scientific and technical foul contexts. â€Å"Methodology” is a system of nice rules and procedures on which seek is based and against which claims for knowledge and evaluation. Research and DesignA quantifiable research methodology was used for the research to determine if there was a communication gap at bottom the organization. A multiple choice single answered reexamine was aird to the lower-level employees. A cartoon can be a powerful tool to improve communication between different parts of an organization. Surveys are especially useful for establishing upward communication links from lower-level employees to management. Population The critique was distributed to lower-level employees who are deep down the organization. The participants involved included males and females with 6 weeks to 20 years of experience within the organization.A fundamental of 20 follows were completed. The participants were apprised per instructions on the lot and through face-to-face conversation that their participation was conscious and the answers in which they chose would remain confidential, with the exception of the final results from all the participants. Sample The research was conducted within Administrative Buildings of Shahjalal University of intuition and Technology, located in Sylhet, Bangladesh. The organization has an 7 estimated ccc staff which are located in three separate buildings. The administration is divided into some units and each unit has one supervisor.The subordinates report to the supervisors. Instrumentation The survey consisted of ten multiple choices single answer questions and one open ended question. The participants were asked single answer questions to discover whether or not there was an internal communication gap between supervisors and the subordinates within the organization, to determine the subjects perception of their immediate supervisors level of communication and to identify the ways in which employees usually mystify virtually of their information. The survey was distributed to the employees by the researcher via face-to-face tactile sensation.The researcher chose face- to-face contact because it gave the participants the opportunity to ask questions and to have a visual picture of whom and where to return the surveys. Data collecting and save A Microsoft program, Excel was used to determine the serving rate of each answer given by the participants. Limitations of the study The limitations of this study were that the researcher could not distribute the surveys to forty-three employees. Some employees were not available to complete the survey due to absenteeism (vacation, personal time, sick, etc). The employees are so much busy so they cannot provide me to give information.Time is not sufficient to gain practical knowledge and prepare a report. I have no proper experience to do this kin d of report. So, tenderness creates obstacle to follow the systematic and logical research methodology. 8 Analysis Findings The present study was intentional to determine whether or not there were an internal communication gap that existed between the subordinates and the supervisors. The three objectives of this study were to: 4. Discover whether or not there is an internal communication gap between supervisors and representatives within the organization. . Determine the subjects perception of their immediate supervisor’s level of communication. 6. Identify the ways in which employees usually receive most of their information. The representatives responded to questions regarding the communication within their organization. To the contrary, the result suggests that 5% of the representatives were neutral regarding the overall satisfaction of communication within this organization, 80% were very satisfied, 15% were satisfied and no one indicated that they were dissatisfied.Al though majority of the representatives were very satisfied so 60% thought the organization kept them fully informed and no one indicated that the organization gave them a limited amount of information, 35% thought that they were moderately well informed, 5% answer was unclear. When asked how would you rate your supervisors communication skills, 80% indicated excellent and 20% marked that their supervisor communicated very uncorrupted. Also, 35% indicated that whe neer there was change within the organization their supervisors inform them most of the time. A 60% response was given to the supervisors informing them all the time.Like many organizations, the majority (90%) of the representatives indicated that they received most of their information through their supervisor. The overall result of the survey indicates that there does not appear to be a lack of communication between the subordinates and the superiors. 9 Results set back 1: Which best describes your ruling of commun ications within this organization? peak Response absolute frequency % Keeps us fully informed 14 70 Keeps us fairly well informed 3 15 Keeps us adequately informed 2 10 Gives us tho a limited amount of info 0 0 Doesnt tell us much at all about what is acquittance on 0 closure was unclear 1 5 N=20 0% Figure 1: impression of communications within this organization. 10 5% Answer were unclear 0% Doesnt tell us what is going on 10% Adequately informed reasonably well informed 15% Limited amount of information 70% Fully informed 80% 70% 60% 50% 40% 30% 20% 10% 0% Table 2: How do you feel about the information you receive? Item Response absolute frequency % I can almost always regard it 14 70 I can usually believe it 3 15 I can believe it about half the time 2 10 I usually cant believe it 1 5 frequence % Strongly bear 16 80 total 3 15 Neutral 1 5 Strongly take issue 0 0 N=20Table 3: I have the information I need to do my job. Item Response N=20 11 Table 4: How would you rate y our supervisors communication skills? Item Response Frequency % minute 16 80 truly good 4 20 smashing 0 0 fresh 0 0 Poor 0 0 Unclear answer 0 0 N=20 20% Excellent in truth Good 80% Figure 2: Supervisors communication skills. 12 Table 5: Overall, how satisfied are you with the communications within this organization? Item Response Frequency % Very satisfied 16 80 quelled 3 15 Neutral 1 5 Very dissatisfied 0 0 unable to identify answer 0 0 N=20 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 80% 15% 5% Very Satisfied Satisfied NeutralFigure 3: Overall satisfaction of communications within the organization. 13 Table 6: From which of the succeeding(a) sources do you usually receive most of your information? Item Response Frequency % grape 0 0 Bulletin Board 0 0 My supervisor 18 90 group meetings 0 0 Organizational Programs 0 0 Organizational emails 0 0 Multiple answers 2 10 N=20 Table 7: I feel confident that management considers my ideas and/or concerns. Item Response Frequency % All th e time 8 40 Some of the time 12 60 Undecided 0 0 roughly never 0 0 Never 0 0 N=20 14 Table 8: Whenever there is a change within the organization, my supervisor Item Response Frequency everlastingly inform me 12 60 Inform me most of the time 7 35 Almost never informs me 0 0 Never informs me 0 0 ineffectual to identify answer 1 5 N=20 Table 9: The information that I receive from my supervisor is consistent with the information received from other supervisors. Item Response Frequency % Strongly consort 15 75 Agree 5 25 Neutral 0 0 take issue 0 0 Strongly Disagree 0 0 N=20 15 What topics do you feel are important for you to know more about and would like the organization to inform you during future communications? Answer: ? Policy and/or procedural changes ? Future and/or general changes that are coming and how to prepare for it ?Correct procedures for completing work correctly ? Adequate training for job changes ? reading and/or how to use new programs ? Overtime and/or for specia l projects ? All information that can help improve goals and job skills ? New updates within the system ? Legitimate reasons why things cannot be updated or change by reversal ? More feedback on the quality and quantity of work completed. ? Information regarding promotions ? Information regarding other departments. 16 Conclusions Communication is very important in every cheek of our lives. In order for any relationship to work properly we have to learn to communicate effectively with each other.The fact still remains that in order for any business whether entrepreneur, partnerships or corporeal offices to succeed we have to communicate with someone to parting our ideas and/or concerns. The literature review addressed the importance of internal communication. It provided the researcher with background information on the different ways and the different styles of communication. Needless to say, face-to-face communication seemed to remain the number one style of communicating withi n organizations. Based upon the answers given on the survey, most people were thought that the communication was equal within the organization.Majority of the participants also felt that their supervisor communication skills were excellent. 17 Recommendations The researcher would recommend for future research that the survey exclude any neutral options. Although by eliminating this option it forces the participants to answer one way or the other. The researcher believes that you will get more precise answers. The supervisors can also following communication techniques can be used to increase the level of internal communication in the organization and therefore the level of the organizational efficiency (Fishman, 2000). 1. Share information with employees whenever possible.One of the most sensitive areas in management involves how much company information should be shared with employees. Many feel that information should be given on a need-to-know basis. 2. Find out if those listeni ng to you hear what you say and interpret it correctly. One way of doing this is to ask questions that will show the understanding level of those with whom you are speaking. 18 References 1. Alessandra, T & Hunsaker, P. (1993). Communication at Work. Fireside, Simon & Schuster, New York, NY. 2. Brennan, J. (1 974). The sensible Communicator; making communication work in the workplace. Addison-Wesley produce Co. Reading, MA. . MSN Encarta Premium (2005). Retrieved May 2005 from http:// www. msn. com. , accessed on 15. 12. 2011. 4. Retrieved from, http://www. communicationintheworkplace. net/, accessed on 15. 12. 2011. 5. Retrieved from, http://www. buzzle. com/articles/importance-of-communication-inthe-workplace. html, accessed on 18. 12. 2011. 6. Retrieved from, http://www4. ncsu. edu/~crmiller/Publications/ATTW03. pdf, accessed on 18. 12. 2011. 7. Retrieved from, http://www2. uwstout. edu/content/lib/thesis/2005/2005mallett hamerb. pdf, accessed on 20. 12. 2011. 8. Retr ieved from,http://www. lisc. org/docs/resources/experts/2007/eo_2007_03_07. df, accessed on 22. 12. 2011. 9. Retrieved from, http://www. google. com/#sclient=psyab&hl=en&source=hp&q=communication+in+t he+workplace+ppt&oq=communicaton+in+the+workplace+&aq=3&aqi=g10&aql=& gs_sm=c&gs_upl=7599l8963l0l11145l8l6l0l0l0l5l766l3816l55. 1l6l0&bav=on. 2,or. r_ gc. r_pw. ,cf. osb&fp=55dcc7523cfd78c6&biw=1024&bih=577, accessed on 23. 12. 2011. 10. Retrieved from, http://www. managementskillsadvisor. com/effective-communicationin-the-workplace. html, accessed on 23. 12. 2011. 19 Appendix Survey Questions revel fill in the answer that best fit your experience when dealing with communication within this organization. . Which best describes your impression of communications within this organization? ? Keeps us fully informed ? Keeps us fairly well informed ? Keeps us adequately informed ? Gives us only a limited amount of Information ? Doesnt tell us much at all about what is going on ? Answer was unclear 2. How do you feel about the information you receive? ? I can almost always believe it. ? I can usually believe it. ? I can believe it about half the time. ? I usually cant believe it. 3. I have the information I need to do my job. ? Strongly Agree ? Agree ? Neutral ? Strongly Disagree 20 4.How would you rate your supervisors communication skills? ? Excellent ? Very good ? Good ? Fair ? Poor ? Unclear answer 5. Overall, how satisfied are you with the communications within this organization? ? Very satisfied ? Satisfied ? Neutral ? Very dissatisfied ? Unable to identify answer 6. From which of the following sources do you usually receive most of your information? ? Grapevine ? Bulletin Board ? party newssheet (Intranet) ? My supervisor ? Unit leader ? Group meetings ? Company Programs ? Company emails ? Multiple answers 21 7. I feel confident that management considers my ideas and/or concerns. All the time ? S ome of the time ? Undecided ? Almost never ? Never 8. Whenever there is a change within the organization, my supervisor ? Always inform me ? Inform me most of the time ? Almost never informs me ? Never informs me ? Unable to identify answer 9. The information that I receive from my supervisor is consistent with the information received from other supervisors. ? Strongly Agree ? Agree ? Neutral ? Disagree ? Strongly Disagree 10. What topics do you feel are important for you to know more about and would like the organization to inform you during future communications? 22\r\n'