Communication in Securities Organization, Essay Example

Within any organization, effective communication via verbal and nonverbal cues is of paramount importance in order for the organization or business to function properly. These nonverbal or vernal messages sent and received must also be given ample feedback in order to certify that they have been clearly comprehended. There are five fundamental elements that comprise the effective communication process: source, or where the message germinated from; message, which refers to the cognitions or ideas communicated with various types of information; encoding, or the formulation of words and ideas to send the message; channels, which are the modes utilized to send the message whether it is verbally or nonverbally in formats such as cell phones, faxes, or emails; decoding, which refers to when the receive gets and/or comprehends the message; and ultimately, feedback, which is how the recipient responds to the individual who sent the message and shows that comprehension of the message (Golden & Smith, 1986). Moreover, effective communication evinces 4 critical functions within an organization as it functions as a controller to dictate the behavior of employees in a litany of ways. All organizations have in place formal guidelines that are authoritative and employees must conform to. Another function is the motivational nature of effective communication by making it clear to workers what must be done, how they are performing in the workplace, and ultimately what they need to do in the future to enhance their performance. Effective communication is also quite cathartic in nature because it grants employees and employers a mechanism for clear emotional expression regarding the fulfillment of any and all desires, feelings, and needs. Its primary function, however, is unequivocally that it facilitates the dissemination and sharing of information, thereby providing both groups and individuals with information that is needed in order to assess any and all alternatives.

As mentioned previously, effective communication can be either verbal or non-verbal, which varies on an idiosyncratic basis. The verbal aspect of effective communication involves what message is being sent at the behest of the sender and the manner in which words are arranged. Golden & Smith (1986) states that the nonverbal dimension of effective communication involves sending a message through body language and/or via electronic means such through email. Therefore, it can be discerned that effective communication involves data, networking, transmission, presentation, and application (Golden & Smith, 1986). As such, effective communication can be defined as a process in which important information is transmitted from one entity to another, including both individuals and groups. The practice of systematically appropriating the principles, strategies and processes involved in communication is carried out in order to spawn positive changes within the particular context that it takes place in. However, in reality, there are certain barriers and chasms that grow between the person or group that sends the information and the party that receives it (Murphy & Cleveland, 1991). One significant barrier is the language barrier, as different vocabulary, colloquial phrases, dialect, accent, and languages can cause a semantic chasm therein at the micro and macro levels. Moreover, this gap characterizes the variations between semiotics (symbols or language) of an object due to dissonant discursive representations of language. Employees who come from starkly contrasting backgrounds will face this barrier when engaging in communication, which can at times be quite disruptive.

Individual barriers obviously figures prominently in the communication process because all persons possess different views and perceptions of an event or a situation. However, even those who experience the same event often react differently, which can function as an impediment in certain situations.  Cultural impediments are also quite challenging within any business or organizations. Intercultural communication is a fractured and limited process due to the fact that two individuals who come from different backgrounds often hesitate to communicate with one another. A chasm in communication thus naturally forms as a result since the mode in which individuals think, behave, and work is quite different, so it is sometimes an arduous task to communicate and results in conflicts, arguments, and a slew of misunderstandings. Interpersonal barriers can also figure prominently in the communication process, especially if employees cannot read nonverbal and verbal cues such as the body language or facial expression of the sender of the message if eye contact and posture is not maintained. Additionally, if managers do not take employee needs into consideration for their growth and development, fear losing control within the workplace, either circumnavigates or gives employees far too much information, fails to motivate employees, and instills fear in employees through draconian punishment, then effective communication cannot be established due to interpersonal blockades. Sometimes, organizational barriers within the culture of the organization itself hinders effective communication. Signifiers of adverse organizational culture include the lack of opportunities, poorly designed facilities that isolate workers and managers in a poor manner, antiquated technology and equipment, dearth of staff members, background noise, tense climate within, and strict, draconian rules.

Barriers related to attitude can also cripple the practice of effective communication, especially if employers or managers are limited in their mental and physical capacities, ability to comprehend basic concepts and information, lack overall intelligence, or come in with preconceived ideas. Such mechanical impediments impact the opinions and attitudes of workers and managers that can potentially cause problems in fundamental communication between various parties. Finally, channel barriers can cultivate conflict between the transmitter of information and the recipient. If the information that is being sent is too  verbose and lengthy, or the mode of communication chosen to send the information proves inadequate, then the process of effective communication can easily break down as a result. These various barriers, however, can easily be avoided if certain steps are taken to facilitate the process of effective communication: always be a good and attentive listener and eschew engaging in any conflict or argument; refrain from being overly expressive while working for an organization; make sure that information is fully understood prior to disseminating it to others; and avoid using absolute terms such as always, forever, or never. Utilizing vocabulary that is coherent and easy to comprehend is of paramount importance while also maintaining eye contact and good posturing in any communication one has with staff members, managers, and/or clients or patrons. If the information that is being communicated is complex, then make sure to meticulously detail what is being said in order to facilitate comprehension by the recipient. If verbal communication is unclear, the recipient should never be demur about probing further for clarification.

Within security organizations, both nonverbal and verbal communication provide correctives if something is being conducted in an ineffective or incorrect manner or if a task is going in the wrong direction. Employers must correct any mistakes made by employees who are not adequately performing the tasks assigned to them. Effective communication plays an integral role in public relations within security organizations if any problems or controversies germinate therein. Team managers are charged with the task of interacting with employees on a quotidian basis in security organizations so that everything is functioning as it should. Nonverbal communication can be used by managers to send information about how the work should be done in a clear yet succinct manner. If employees are hyper vigilant with regards to the non-verbal communication that takes place in security organizations, then they have a greater likelihood for growth and development therein (Huerta, 1991). Employees have a vast array of personal needs that can be communicated both   verbally and nonverbally, including opportunities for promotion within a security organization, employer approbation, growth and development, recognition by manager of employee achievement, and rewards.

The statement that “actions speak louder than words” emphasizes how important nonverbal communication is, especially within an organizational context. While there are positive aspects of nonverbal communication, there are also various exceptions and limitations. Nonverbal communication takes place on an idiosyncratic basis, as it varies from which employees are involved and in which context does the communication take place (Strugatch, 2000).  Organizational culture figures prominently in the efficacy of nonverbal messages, but there are certain ways to avoid any problems therein. Non-verbal communication is somewhat vague and is often quite imprecise since language is not being used for clarity. Culture and context bear largely in the meaning and interpretation of non-verbal cues, which can cause immense confusion. In addition, non-verbal communication is an ongoing process, unlike verbal communication which has a definitive end and structure that renders it easier for the individuals to comprehend when subject matter has shifted. Non-verbal communication also takes place through various channels, so it is easy for a recipient to miss cues if they are decoding the transmitter’s facial expression instead of a hand gesture. Most poignantly, nonverbal communication is learned when someone is a child, thereby rendering it a culturally bound process. Parents and friends essentially teach an individual this type of communication, so body language and gestures are relative instead of universal. A gesture in one culture such as a peace sign or a thumbs up may be perceived in a positive manner in one culture while members of another culture views those gestures as derogatory or obscene. Information can become distorted or difficult to understand as a result (The Business Community, N.d.). The lack of formality and structure enhances this confusion to many.

Improvements in communication can be made within the security workplace in various ways. Managers and employees should also discuss with one another any issues that are taking place in the organization that impacts the ability of the worker to carry out certain tasks. Any conflicts or disturbances that germinate should be addressed so that any and all dilemmas can be solved in celeritous fashion through employee reviews that should be conducted on a routine basis (Hildebrandt, 1991). Managers must also be vigilant regarding how the workers are performing, especially if an employee clearly exhibits problems with communicating in an effective manner due to cultural or linguistic differences or if he or she is not accustomed to the work environment. Personal relationships that forge between employees should be discouraged due to the disruptive impact they can have in the work environment if the relationships fail or are marred by conflict. Rather than respond impulsively to the person who is transmitting the information if that data is offensive or far-fetched, the recipient should always carefully plan out his or her response before delivering it. Managers are also charged with the responsibility of being motivational leaders for their employees, so regular meetings should be conducted by managers in order to motivate and encourage workers to enhance communication that takes place within the organization. According to Golden & Smith (1986), there are many techniques that can amplify the efficacy of communication in meetings headed by managers: motivating and building a fortified team of workers; learning to so-called ABC’s of communication that takes place in writing; addressing any and all hard questions or abrasive inquirers; and being able to apologize if something goes awry and implementing effective recovery plans.

References

The Business Community. (N.d.). The advantages and disadvantages of nonverbal communication. The Business Community. Retrieved November 3, 2015 from http://thebusinesscommunication.com/advantages-and-disadvantages-of-non-verbal-communication/

Golden, P.A. & Smith, J.R. (1986). A holistic approach to management development. Journal of Management Development, 5(5), 46 – 56.

Murphy, K.R. & Cleveland, J.N. (1991). Performance appraisal: An organizational perspective. Boston, MA: Allyn & Bacon.

Strugatch, W. (2000). A dreamer’s vision versus reality on road and rail. The New York Times.