The effect of the technology boom on managerial communication

¶ … Technology Boom of the Last Twenty Years on Managerial Communication

BUS 501 Business Communications

Request permission to submit a research paper to satisfy the term paper requirements of BUS 501 on: The Effect of the Technology Boom of the Last Twenty Years on Managerial Communications. I have been working with technology, specifically, data networks and wireless communications systems as a user, administrator, designer, and manager for the past 17 years. This topic fascinates me and I have been witness first-hand to some of the biggest technological successes and failures of the past two decades. I have witnessed companies' fail and others succeed, as well as individuals and managers who have failed and succeeded due to their willingness to embrace (or not) which either resulted in a huge competitive advantage or buried the company financially. As a member of both the military and the civilian workforce (4 years as Director of Sales Engineering at a satellite telecommunications company before re-entering military service), I have a unique perspective on the technology boom of the last 20 years (in 1993, I was the first of my peers to know what the internet was). I propose to analyze some of the big technology enhancements (as well as failures) that have come and gone in the last 20 years and how they have affected Managerial Communication, and how management techniques have adapted or changed as a result. Finally, I would like to analyze some of the emerging technologies and how they may continue to enhance/hinder/change they way we manage in the future.

The Effect of the Technology Boom of the Last Twenty Years on Managerial Communication

Introduction

The fundamental purpose of communication to transmit knowledge and information has remained unchanged since the dawn of humankind. As a result of technological innovations in information and communications technology, though, the manner in which communication takes place between humans has changed dramatically during the past 20 years. These changes have also affected the manner in which managerial communication takes place, including an increasingly diverse, multicultural and technologically sophisticated workforce, and these important trends also form the focus of this study. Therefore, to determine the effect of the technology boom of the last 20 years on managerial communication, this study provides a review of the relevant peer-reviewed and scholarly literature, an application of these recent trends to demonstrate the intergenerational effects of these innovations in managerial communication, followed by a summary of the research and important findings in the conclusion.

Review and Discussion

Background and Overview

Managerial communication practices have been influenced by countless so-called management fads over the years as well as the same forces that are driving an increasingly globalized and competitive marketplace. Indeed, innovations in information and communications technologies have created an entirely new environment where the need for the timely dissemination of knowledge and information has assumed increasing importance. For instance, Edelman (2006) emphasizes that, "In today's highly competitive business world, customer satisfaction has never been more important in the growth of a company's 'bottom line.' Unfortunately, corporations are now dealing with a more diverse and more varied customer base" (p. 57). Likewise, Araneta (2007) notes that, "The different country markets are converging into one global market as innovations in information and communications technology are applied to the world of finance. There are great benefits albeit great challenges to this development" (p. 37).

These trends over the last 20 years therefore mean that managerial communications are also becoming increasingly multilingual and multicultural in nature, making the need for an informed and effective managerial communication approach an important part of any business model today. Some of the more significant advances in technology that have taken place over the past 20 years that have had a particularly pronounced impact on managerial communication are set forth in Table 1 below.

Table 1

Timeline and Summary of Innovations in Technology that have Affected Managerial Communication: Past 20 Years

Year

Innovation

1992

World Wide Web introduced

1996

The Palm Pilot PDA is introduced by Palm, Inc. (Jackson, 2006). According to Gentry, "The era of the handheld mobile device began in earnest around 15 years ago with the introduction of the Palm Pilot. Commonly referred to as personal digital assistants or PDAs, they quickly developed a strong following in many areas of business" (2011, p. 16).

1998

Google redefines Web use by consumers and businesses alike (Jackson, 2010)

1999

Wi-fi Internet access becomes readily available (Jackson, 2010).

2001

iPod introduced (Jackson, 2010).

2003

Toshiba Pocket PC e750 introduced (Wireless devices for ubiquitous learning, 2006).

Palm Tungsten C. produced by Palm, Inc. introduced (Wireless devices for ubiquitous learning, 2006).

Samsung SCH-i600 Smart Phone introduced (Wireless devices for ubiquitous learning, 2006).

Samsung SPH-i700 Pocket PC Phone introduced (Wireless devices for ubiquitous learning, 2006).

2005

Wide range of wireless handheld devices introduced (Jackson, 2010)

2010

iPad and smartphone use becomes commonplace (Jackson, 2010)

2011

Skype introduces group telephone calls (Oppenheim, 2011)

In response to these trends over the past 20 years, managerial communication scholars have increasingly emphasized the overarching need for developing and sustaining seamless communication throughout an organization to help achieve a competitive advantage. For instance, according to Ahmed, Shields, White and Wilbert, "Research shows that organizational performance markedly improves when communication is permitted to flow uninterrupted [and] managerial communication can assist with cultivating an environment of high productivity (2010, p. 107). Achieving this level of seamless managerial communication, though, represents a challenging enterprise in the digital age where numerous innovations in information and communication technologies (ICTs) have fundamentally affected the manner in which managers interact with their superiors, peers and subordinates.

Moreover, the effective use of ICT for managerial communication applications can help establish improved relationship between management and employees in ways that help achieve organizational goals, provide timely feedback concerning employee performance, and improve the effectiveness of formal and informal managerial communication networks (Ahmed et al., 2010). Indeed, the connection between the enlightened use of the appropriate managerial communication method and organization performance is well documented. In this regard, Ahmed et al. emphasize that, "Leading and motivating employees to perform at a level that achieves organizational objectives is primarily tied to managerial communication" (2010, p. 108). Top managers who use inappropriate or otherwise-unsuitable managerial communication methods may introduction misperceptions and ambiguities in ways that adversely affect employee morale and exacerbate unplanned and unwanted employee attrition. In this regard, Ahmed and his colleagues add that, "Many leaders/managers are not successful due to their authoritative leadership styles, resulting in increased communication gap with their employees. Such leaders are unable to earn the respect and loyalty of their employees, who simply follow their orders because of their authority. Accordingly, there is a greater possibility of turnover and absenteeism by the valuable workforce" (2010, p. 108). Consequently, there need for the right managerial communication method is the foundation of a successful organization. In this regard, Ahmed et al. conclude that, "The flow of smooth information without barriers is a critical element of effective managerial communication. High-performing, well-respected organizations are built on the principle of sharing information freely and timely" (2010, p. 108)

According to Yunxia (2003), the basic principles of managerial communication include (a) conceptualizing organizations as being systems, and (b) and recognizing that communication refers to messages that are perceived rather than to messages sent. In other words, the message that is actually perceived by the recipient is the most important consideration, irrespective of the intended message (Yunxia, 2003). The latter point is important because it underscores the objective elements of communication such as sender and message but also with the subjective nature of communication (e.g., assumptions and interpretations).

1. Input includes the entire range of local, regional, and national relationships relevant to an organization. Integration blends various relationships as indicated in the input and creates changes. For example, any area of the input, such as organizational structure, technology, communication patterns, or attitudes of the participants, can affect the output greatly.

2. Output ranges from the physical product such as services produced to the cognitive product such as information and knowledge.

This conceptualization helps provide a useful way to visualize the significant relationship between managerial communication and management practices (Yunxia, 2003, p. 126). In this regard, communication from a managerial perspective can be defined as the downward (top management to bottom workforce), horizontal (among peers / colleagues), or upward (bottom to top echelons of management) exchange of information and perception of the meaning through informal and formal modes/channels that are used to achieve organizational objectives (Yunxia, 2003). For this purpose, there are four basic managerial communication methods available: (a) oral methods (the spoken word), (b) written methods, (c) visual methods, and (d) audio and/or sound methods (Ahmed et al., 2010). Some indications of the impact that the introduction of innovations in ICT have exerted on managerial communication include those changes described in Table 2 below.

Table 2

Changes in Basic Managerial Communication Methods: 1991-2011

1991

2011

Oral methods (the spoken word)

Telephone; face-to-face interactions; interviews; paging; conferences; staff meetings, etc.

Video conferencing; Web cameras; face-to-face interactions provided through third-party "cloud" online meeting services; countless wireless "look-at" devices such as smartphones, smartpads and so forth. One authority describes the transition in telephony thusly: Really smart engineers advanced technology to evolve phones from wall hanging boxes with an operator making phone connections to little, fold-up cellular devices. Now the world of everything integrated - computer chips, display screens and communicating - has spawned the age of smartphones" (Oppenheim, 2011, p. 17).

Written methods

Written messages were passed through a variety of media, including circulars, memoranda, policy letters, notices, forms, and reports.

All of the 1991 methods as well as e-mail, facsimile machines, and SMS together with the above-mentioned wireless "look-at" devices that are internet enabled.

Visual methods

Manually prepared bar graphs; tape-based video recordings

PowerPoint presentation, digital video recordings, clip art, stock graphics and pictures; user-friendly touch-screen devices (Gentry, 2011).

Audio and/or sound methods

Tape recordings (20mm et al.), vinyl disks, CB

VoIP, stock sounds, computer-based recordings and editing

As can be readily discerned from the changes identified in Table __ above, the various managerial communications methods, oral methods, written methods, visual methods, and audio and/or sound methods, has its respective strengths and weaknesses in any managerial communication exchange depending on the specific circumstances that are involved. In this regard, Ahmed and his associates report that, "Each one of these [methods] has merits and demerits. Therefore, managers should identify and select the most appropriate channel to communicate with their employees, taking into consideration both social and cultural barriers that may exist" (2010, p. 108).

This is an important consideration in the Digital Age where social networking sites such as Facebook has redefined how and where people come together to work, shop, recreate and receive an education. Therefore, by taking into account the specific skill sets that are represented in a given workforce, managers can help overcome constraints to communication and improve the flow of information and knowledge throughout the organization in ways that help achieve a competitive advantage and improve profitability and performance. For instance, Ahmed et al. add that, "Alleviating these barriers improves the flow of communication, which in turn has a positive impact on the growth and profitability of an organization" (Ahmed et al., 2010, p. 108). Likewise, Brown, Anderson, Bauer, Berns and Hirst (2006) emphasize that any discussion concerning what types of managerial communication approach is most effective will require an evaluation of the environmental circumstances in which such exchanges take place. In many cases, more than one medium will be required to create the top-down, bottom-up framework in which information and knowledge can flow. According to Ahmed and his associates, "Managers should establish both formal and informal communication channels in order to solicit feedback from their employees" (2010, p. 108). For this purpose, Ahmed and his associates (2010) recommend that formal employee satisfaction surveys be conducted every 2 years to solicit feedback from employees about the workplace environment and add, "Survey findings should be shared with the entire staff" (2010, p. 108). This sharing process has also been facilitated by innovations in ICT in ways that were not available just 20 years ago (Moss & Desanto, 2002, p. 97). According to Mason, Chang and Griffin (2005), in the past, employee satisfaction surveys provided useful benchmarking data for managers to track performance, but such surveys failed to provide managers with the insights they needed to effect meaningful change in their organizations. As Mason et al. point out, "Traditionally, organisations used benchmarking to evaluate their employee opinion survey data. This approach is useful for identifying strengths and weaknesses in organizational performance, but it does not tell us how to bring about improvements on those indicators" (p. 127).

By sharp contrast, managers today enjoy a vast array of powerful analytical tool suites that are part and parcel of virtually every personal computer in the workplace. Furthermore, today's workplace is characterized by interactive digital technologies that provide managers at all levels with the opportunity to interact with their superiors, peers and subordinates allow the timely dissemination of performance results. For instance, Ahmed et al. note that, "Interactive employee meetings with management should be arranged to compare business results and the performance of the organization against company goals and objectives" (2010, p. 108). Taken together it is clear that the innovations in information and communications technology that have taken place over the past 20 years have redefined the concept of managerial communication to include the need for enhanced multicultural and multi-linguistic methods. Another important difference that has emerged in the American workplace over the past 20 years has been the introduction of four full generations of workers, each of which has its own respective views with respect to ICT in the workplace, and these issues are discussed further below.

Generational Differences in Adoption of Information and Communication Technologies

The older generation is widely known as the "generation that saved the world for democracy," but it is also known alternatively as the "silent generation," "the Matures" or the "traditionalists"); this older generation is followed by the "Baby Boomer" generation, Generation X and the Millennial (or Generation Y) generation that includes people born between the years 1982 and 2000 (Verhaagen, 2005). The Millennial generation is characterized by a number of significant differences from past generations, including the proliferation of Internet-based applications, handheld wireless communication devices and other high-tech gadgetry that facilitates oral, written and graphic communications (Pardue & Morgan, 2008).

Not surprisingly, some preferred managerial communication methods that may have been effective in the past -- even just 20 years ago -- will no longer be as effective or perhaps even become counterproductive in the Age of Information. Indeed, compared to the "Old Guard" comprised primarily of younger Matures and older Baby Boomers, Generation Xers and particularly the Millennial generation will likely embrace ICT in the workplace far more readily. As Jackson (2010) recently observed of Millennials and their smartphones and other wireless handhelds: "These are their tools. The smartphone is their tool, the iPad is their tool They think differently than we do" (p. 36). Because the essence of managerial communication is the perception of the message that is received by the recipients rather than the message that is intended by the sender, the selection of the most appropriate managerial communication must also take into account the potentially disruptive intergenerational differences that exist in ICT expertise in the workplace today.

The most recent estimates indicate that the Millennial generation equals or exceeds the Baby Boomer generation in number, and the respective numbers of each cohort in the current workforce can be extrapolated from their respective percentages of the population. In this regard, Fabre (2007) reports the following breakdown for the current multigenerational workforce in the United States as set forth in Table 3 below, with an extension of the likely preferred managerial communication media included as well.

Table 3

Current Estimates of Multigenerational Cohorts in U.S. Workforce and their Preferred Managerial Communication Media

Generation

Birth Years

Estimated Cohort

Likely Preferred Managerial Communication (MC) Media

Matures

1900-1945

75 million

Oral methods (the spoken word)

Baby Boomers

1946-1964

80 million

Written methods

Generation Xers

1965-1980

46 million

Visual methods

Millennials

1981-Present

76 million

Audio or sound methods

Source: Fabre, 2007

Figure 1. Current Estimates of Multigenerational Cohorts in U.S. Workforce and Preferred MC Method

Key:

OM

Oral methods (the spoken word)

WM

Written methods

VM

Visual methods

ASM

Audio or sound methods

Source: Fabre, 2007 at p. 55

These estimates also mean that for the first time in history, there are four full generations in the workplace, making the need for an examination of how these different generations view and use innovations in ICT in their managerial communication practices. Although it is reasonable to suggest that many members of the "Old Guard" remain tied to their favored managerial communication approach, the Baby Boomers, Generation Xers and the up-and-coming Millenials have embraced ICT in overwhelming ways. In this regard, the up-and-coming Millennial generation possesses the skills set needed to use these innovations to their maximum advantage compared to some of their older counterparts in the workplace. For instance, Montgomery (2000) observes that, "Generation Y -- the nearly 60 million children born after 1979 -- represents the largest generation of young people in the nation's history. They also are the first to grow up in a world saturated with networks of information, digital devices, and the promise of perpetual connectivity" (p. 145). Likewise, Wesner and Miller (2008) point out that, "The Millennial generation has been exposed to rapid technical advances. They are sometimes called the Connected or Net generation. As a result, they are unafraid of new technologies. But unlike earlier generations in the workplace, they are normally the ones excited about the use of technology and are spreading the word about new gadgets and technologies" (p. 90). The Millennial generation clearly perceives technology in vastly different ways than Mature and even older Baby Boomer counterparts in the workplace. In this regard, Van Horn (2006) points out that, "The Millennials are distinctively different from either the 'baby boomers' or 'Gen Xers.' Millennials have different values and different social structures, and they not only use technology, they embrace it" (emphasis added) (p. 727).