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Effective communication in business is increasingly an important tool for management. This need arises from the rapid use of e-mail and technological communication like video-conferencing and instant messaging, which is replacing traditional business letter and memos. Business letters were used for providing complete and sound businesslike information and professional messages. The messages were formal in tone that social or e-mail messages sent to friends.
In the business world, I admire Donald Trump, for their business acumen as well as their business communication model. Trump is a businessperson that is excelling is a cutthroat and highly competitive business world, to become a billionaire and successful entrepreneur in a perceptive market. Trump believes that in the current business world flooded with communication via e-mail, a review of the inbox and sent items is important (Kinnick and Parton 429). The businessperson indicates that often, messages sent electronically are overlooked or missed out completely. For Trump, there is an average of five to seven thousand messages. Therefore, Trump reviews emails both in his inbox and sent items, especially the email headings prior to deleting. This means that an articulated and specific email heading will gain the attention of the businessman before he reads the content of the mail (Kinnick and Parton 429). In effect, this implies that in the business community e-mails like business letters require a catchy, summarized, and on point referencing heading. I also learnt the importance of effective communication, where there is communication and feedback, or communication and listening. The interpersonal communication skills presented by Donald Trump, especially evident in the television program "The Apprentice." I have learnt the importance of interpersonal communication in a business especially communication from top-to-bottom or bottom-to-top (Kinnick and Parton 429). From this model I have learnt, effective communication plays a central part in persuading consumers, in winning in a competitive environment, as a leadership skill.
The second role model in the business world is Coco Chanel, a self-made woman who redesigned women's dressing in early 20th century (Melanie 1). Coco is a model for venturing and creating an international fashion line and business model in a world that still did not recognize women. Coco success is not tied to her background for she was raised in an orphanage, but her success is tied to her dreams and passion for designing clothes. Beginning in Paris, France, Coco opened a shop from her savings performing in the music hall (Melanie 1). The businessperson perfected her skills in designing clothes, which she displayed by windows for passersby to see. Her displays and elegant attires for both men and women clothing, attracted people from the street. This is an important element of business communication, in which a form of advertisement is used to attract consumers (Melanie 1). I consider her a business role model, for she ventured into redesigning women's clothes. This entrepreneurial spirit led her to redesign women clothes from the conservative designs women by women in the 1920s. Coco ventured into a world no one dared venture into from fear of the social and cultural dismissal.
Part 2- Team Work
I have worked at a local community center that I consider one of the best workplace experiences in my career. A manager under the leadership of a board of trustees ran the workplace. I enjoyed working in the place because there was teamwork and the social workers made the place feel like home. The manager coordinated, guided, and directed the activities and resources for the center. They were in charge of the facility, equipment, finances, and human resources. The social worker team was in charge of caring and providing for the homeless, or persons that visited the center. However, the board of trustees and donors especially the local church made frequent visits. The workplace was cooperative, coordinated, and teams worked in collaboration.
This team worked because the management ensured there as collaboration and two-way communication process. The manager encouraged teams to listen to each other, give feed to communication messages, and work together as teams (Robbins and Hunsaker 23). The manager ensured they led the team in conflict resolution and management. Management places emphasis on interpersonal skills and improves or develops them through an increase in team participation and effective communication (Robbins and Hunsaker 23). Management also encouraged the development of listening skills, where listener gets into the context, text, and language used, predicting, summarizing, drawing inference and listening for the main concept. These skills are on offer through interpersonal training programs for conflict resolution, problem solving, interpersonal relations development, and teamwork workshops.
The second team I worked with was at the local government community offices. The work was rewarding and a promise of career and professional growth. However, I did not admire the working spirit with the team. There was interpersonal conflict that is difficult to deal with, and often difficult to avoid. The problem with the team was the involvement of personal issues in the workplace, which played a vital role in team conflicts. These issues are more intimate and cause embarrassment to the whole group, lobbying and malicious intent are carried out with the purpose of destroying the opponent. It is this fact that makes conflict to be destructive, it not only destroys the individual, the team as well is affected because of the already existing relationship they held, but the organization as well is put in jeopardy. Looking back at this team, I realize there was not effective communication between parties. Moreover, the management lacked the motivation to restructure these teams and provide training to these teams for the purpose of conflict resolution and management. Conflict emanates from organizational diversity in several facets such as power and values held by different people. Indeed, conflict does not necessary need to arise from immediate disagreement in values and aspects held by the employees. My experience working with this team revealed that conflict could arise from very diverse aspects of the organization and personalities. It is therefore imperative to note that conflict is a term that is used to refer to differing in opinion within the organization, most of which can be constructive. From this team, I realized that many managers are aware of the existence of team conflict and have gone further to have training in conflict resolution. They rarely assign a high priority to solving issues that arise from these conflicts; this is a clear indication that team members should be trained in conflict resolution in order to solve team conflicts on their own.
Part 3- Diversity and Tolerance
The workplace in today's global community is increasingly diverse in terms of culture, language, and nationalities. Managers are required to create effective management strategies to deal with diversity and increase tolerance in the workplace. This is especially required since employees are scattered across geographical distances through internalization, globalization, or outsourcing means (Beaver and Hutchings, 2005). The managers have to be aware of ethnocentrism, stereotypes, and prejudice to guide employees in accommodating differences. Management strategies to mitigate conflict arising from diversity must create tolerance to diversity. This is because diversity stems from the different personalities, behaviors, and practices that are the result of individuals' ethnic, national, and cultural backgrounds. Today's workplace is a mix of Hispanics, Latinos, African-Americans, American Asians, Native Americans, and foreigners (Beaver and Hutchings, 2005). The increase of the number of nationalities and ethnicities in the workplace calls for increase tolerance. The rate of diversity continually increases from the cross-boarded operations organizations engage in.
The challenge for the employee working in such a workplace is the exhibition of tolerance and consideration for differences. The employee has to tolerate the differences in opinions, behavior, religion, language, respect for authority, and work ethics. This is especially challenging working in a team project with time constraints.
The manager has to contend with creation of equal opportunity chances for all. This is to ensure that all workers are retained, hired, and promoted without a regard for their personal characteristics like ethnicity, race, nationality, or language (Beaver and Hutchings, 2005). Most managers prefer employees who adhere to the diversity of the larger population. However, this can bring conflict of interest especially if the minority representation feels marginalized.
One of the ways of increasing tolerance in the workplace and handle diversity is by using diversity programs. These programs train and teach the workforce on cultural differences, and language differences. These are meant to sensitize the workforce on the differences of other cultures and their value (Beaver and Hutchings, 2005). Diversity management uses programs to develop talents in the workforce and create a hospitable work environment. The aim of these programs is to redress the past discrimination, conflicts of opinions, and help the business tap into the talent and skills in the diverse workforce. The manager's role is the creation of an equal playing field for all and ensures minorities and women are not prevented from positions of advancements by obsolete requirements and biased or stereotypic ideals. Sensitivity training for employees entails multicultural and language training…[continue]
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