The subject ‘Introduction to Management’ required all students to work in project teams to complete the e-proJect assessment. After participating in this project it reflected the significance of achieving successful interpersonal communication. This also helped reveal on my personal workplace and evaluate their efforts. Interpersonal communication is a critical component to achieve success with management issues and in this case an effective presentation within the project team or work effectively in employment.
This essay will discuss the experience of working within this project team and present an analytical evaluation of how interpersonal communication has been evident. This essay will discuss the internal environment: culture and diversity, ‘planning and decision-making and ‘managing teams’ and the roles and characteristics of team members. These topics all link to the importance of interpersonal communication. The first analysis details the understanding of interpersonal communication within the internal environment, whilst referring to organisational culture and diversity.
The second argument nalyses the decision-making and planning within organisational structures. Also the overall importance of interpersonal communication within projects teams, workplaces and situations. The elements of organisational culture can be a difficult factor that is part of managerial roles to confront. Organisational culture is “a set of beliefs, values, and assumptions that are shared by members of an organisation” (Gregory et al 2009, p 673). As part of a team with students from other cultures and domestic, communication issues are expected to be presented due to the assorted character of each member.
At the organization of this group a detailed outline of communication should have been classified. Communication was providing each other with contact details, unfortunately because some members were international students they did not have mobile phones this was a negative factor as there was no instant communication. Each person was assigned a task briefly; we did not establish a guide as to how we would operate the influence of interpersonal communication. Being part of a culturally varied team has articulated the significance of culture, and the importance of establishing efficient interpersonal communication.
By creating interpersonal communication this will create a group culture. A triumphant organisation is one that understands and communicates its clashing cultures and merges into a single cultural outline that suits the needs of all team members (Quinn, 1988, p 31). Communication was not very effective in the project team, whether it is different cultures or characters but this shows issues with internal integration, which needs the organization of social behavior guidelines; this will enable the team to work effectively.
The internal integration serviced a stage for ntegration allows the group to work in collaboration and agree on work ethics and reside clashing interests. This situation is similar to my place of work “Subway’ when new members are hired group meetings are held so internal integration can develop and everyone can work effectively. Internal integration is a vital component to success within any group. Diversity within the internal environment of an organisation is an increasing issue over generations.
Managers need to overcome to challenge of establishing a link between various cultures they have to interact with in heir organization and ensure contrasting interests are put at ease. This can be sensitive issue when it comes to managing different cultures, a manager needs to ensure it is done carefully so that different belief systems and work ethics are considered equally. Diversity in the internal environment can act as a catalyst for conflict. Poor interpersonal communication will have high probability in resulting in internal conflict.
A major cause of conflict in this area is the knowledge of impartial conduct alternating between group members due to the variety of cultures. Diversity anagement needs to practiced so that all groups in the organization “perceive that employment policies operate to satisfy their needs as well as those of individuals with different personal characteristics” argues Dr. Kramar (1998, p123). To succeed at understanding policies as an organisation the group needs to be communicated as ways of achieving organisational objectives not by individual goals and two fold; bringing the members of the group together.
Contrasting with this notion is that studies show the higher level of diversity within an internal environment creates a competitive advantage for that particular organization. Diversity increases levels of innovation as it brings different perspectives together (Cox 1991, p 45). However the diversity in the project group for this subject was not an advantage for the e-proJect, with diverse members had no communication with the existing member creating much confusion and bringing no innovation or creativity.
In a different context of workplace at Subway this argument is supported as diversity within employees elevates that creative ideas that are developed at staff meetings and help the team as a whole to be motivated and opened up ideas that would not be touched omestically. Planning and decision-making is a major function within management and important for the internal environment of the company. The objectives and goals of a company are all part of the planning process and their methods of achieving them (Davidson et all 2009, p 13).
The planning stage is crucial to the management procedure and is needed to complete any task and achieve specific goals. Interpersonal communication links with planning as you need it in order to start the planning. . Planning is thought as “generic activity’ as discussed by Davidson (2009). There are three types of organizational plans these are; Strategic plans are a “general plan outlining resources allocations, priorities and action steps necessary to achieve strategic goals”. Tactical plans are “developed to implement specific parts of a strategic plan” and Operational plans focuses on carrying out tactical plans. Davidson, 2009) These were not defined in the e-proJect team making our planning easily misunderstood. Planning in relation to the e-proJect student group planning was not detailed enough so this brought much confusion amongst members. Interpersonal communication was poor and lines and methods of communication ossible. The planning stage in this project team was insufficient and brainstorming and a hardcopy of the plans should have been produced. This made it very difficult to achieve our intention which was to create an effective presentation, as planning is the pathway to the objective.
The decision-making process is a focal point in the planning process and as discussed by Davidson involves the choice of action from a number of options (2009, p 253). Within a team, decision -making can be difficult and create conflict because the interest of individuals are expressed, so its needs to be made equally. Management teams prepare significant strategic plans and the achievement of communication of these decisions control the overall organizational presentation, either success or failure (Amason, 1996, pl 23).
Interpersonal communication affects the decision-making and planning process and overall business performance. In relation to the project team, decisions were based on individual skill and what part each would do was decided based on this factor. This was effective as a team decision as we were utilizing each one’s strengths. This method worked for the majority of the assessment except conflicting ideas did rise. Conflicting interests such as certain member did not communicate in the early stages of the assessment which sections appealed to them and interested them to do.
This resulted in members changing the finalized plan of what actions were to be done, creating uncertainty within the group. Overall the decision-making method was effective but the interpersonal communication during the process was inadequate. Contingency planning is “the determination of alternative courses of action to be taken if an intended plan is unexpectedly disrupted or rendered inappropriate” (Davidson, 2009, p 246). Contingency planning is a major part of the planning process. It is important for organisations that lack of interpersonal communication. It provides substitute courses of action to evade crisis management.
The process of contingency planning (see appendix 1) reduces the unforeseen and allows managers to recognize and correspond alternate options. There are certain characteristics and roles that fulfill a team. Roles play an important part in a team as define what each member’s responsibility. These characteristics are made up of behavioral norms, role structure, informal leadership and cohesiveness. There are also nine management team roles that a team member can undertake. These roles are; coordinator, implementer, team worker, plant, shaper, resource investigator, specialist, completer and monitor/evaluator (Fraser et al 1993).
Interpersonal conflict is a common issue in the internal environment of an organization, which takes place between two members of that team or business. Focal causes of this are “triggered by perceived inference” and has various reasons why this takes place e. g. clashing personalities and character, excessive competitiveness in nature (Davidson et al 2009, 455). Lack of interpersonal communication will usually result in interpersonal conflict due toa misunderstanding or difference in cultures etc.
Interpersonal problem solving is a resolution that managers can take to resolve the confrontation. This method intends to eradicate conflict by bringing the individuals together to deal with the conflict (Davidson et al, 2009 p 458). Interpersonal conflict and problem solving is present within the workplace team, the current manager if in knowledge of the problem brings employees together to discuss to issue and why it is happening mployees still at an immature age group and can possibly be hostile about conflict and will not confront it.
This method enables employees be in a safe environment and discuss in a civil manner the predicament. Interpersonal communication is an imperative feature of project teams and team members must communicate on a regular basis to have their objectives achieved and done in an accurate manner. The varied cultural situation of the e-proJect team enforces the vital need of a system of significant interpersonal communication. The presentation was finalized and ompleted but the process and the finished product was not to the standard it was expected due to lack of communication.
The lack of communication resulted in an excessive amount of time used on trying to contact members to confirm plans and decisions made. If communication was efficient this time would have been used to collaborate and complete all sections of the assigned task. This would have enabled time to ensure the presentation and speech preparation is effective. The e-proJect team did not undertake detailed planning and decision-making causing confusion and reflects on the poor time management of the team.
Distinctive roles were not communicated to each team member making each individual estimate what their roles were, a majority being incorrect. Concluding from these analytical evaluations and arguments it is reflected that interpersonal communication is linked to many areas such as planning, decision-making, roles, interpersonal conflict, interpersonal problem solving and time management. All these factors are responsible for the success or failure of a team or organisation. Interpersonal communication is vital for team structures, it enables separate individuals to combine and produce a task or omplete an assessment.
The Subway workplace utilises interpersonal communication and creates an effective business performance by all staff. This reflects the effectiveness of the managerial roles of the owner, whom is very successful at having a smooth running business. Throughout this essay interpersonal communication has been used in many different situations both formal (Subway) and informal (e-proJect team); overall showing its importance in management.