Effective Communication Skills for Individuals

Effective Communication Skills for Individuals and Teams

Barriers to Effective Communication

At the Aluminum Elements Corporation (AEC) there are completely different workplace cultures amongst the management and floor employees. This creates a barrier to effective communication. Management cannot communicate its directives to floor employees without writing two-page memos which could likely be better communicated face-to-face. Also, the two different groups seem incapable of learning from one another, which makes the organization ineffective. One example of this is the best ways to schedule jobs. Because managers are never on the floor, they have no idea how different occupations work together, much less the personalities of individual employees. The messages of workers are filtered to managers in such a way that the human dimension is lost -- and the meaning and the importance of the message as a result.

There is an explicit and unequal status difference between the two groups, because of the extra perks managers receive that is a further barrier to communication. However, not all of the communication problems are the fault of management. The employees on the floor are so acutely conscious of class differences that they are taken aback when offered extra training seminars.

At present, floor employees are clearly guilty of selective listening, as when John sees the offer of extra training leading to a promotion as punitive rather than as a compliment. He is filtering the offer through his own preconceived notions which have been created because of the inferiority complex imposed upon workers by management. John's response also shows that the relationship between management and employees has become so tainted that management has lost almost all credibility as a source of information for workers.

The company cannot continue with the workers speaking two different languages and managers constantly offending shop employees, and vice versa, even unintentionally. Although the managers may like their special washrooms and cafeterias, this separation and demarcation of status difference does not seem worth the extra 'work' this causes them in terms of having to communicate to alienated employees. Employees on the 'floor' must overcome their resistance to management, and allow more of their 'ranks' to become part of the managerial side of things, without feeling betrayed by their fellow laborers.

Improving communications

Regular, face-to-face meetings with both managers and workers are essential to improve company relations. This would insure information is given in a timely fashion, and if there is any error or real problem, it can be dealt with immediate with constructive feedback, rather than left to fester like a sore. Giving a top floor employee higher managerial status, but still employing him 'on the floor' to act as a mediator would be an excellent idea. John, for example, still speaks the language of the employees could be used as a facilitator. This will increase and improve the flow of feedback and information between the shop floor and management. Mandating that all managers work on the floor for a certain number of hours would also ensure a consistent presence of management and a freer flow of information and respect between the two camps. A gesture of trust would be to create common company spaces, where all employees can meet, talk, and interact. Giving special perks for management is counterproductive, and looks patronizing, like allowing teachers the use of a special 'faculty bathroom' during school hours. This will also work to create a common workplace culture.