Effective Communication in UJA-Federation, Research Paper Example

According to research, a learning organization is, “one that is able to change its behaviors and mind-sets as a result of experience” (Mitleton-Kelly 2003, pg. 1). While this definition may seem bare, a learning organization is simply a work environment that can provide an open space for creativity, and the embracement of finding solutions to work related problems that arise within the organization. The purposes of learning organizations are to foster a culture where people can be able to create the results that they truly desire, and learn for the betterment of the entire organization. In the case of UJA-Federation the largest philanthropy agency that serves the highly diverse New York Jewish community and those around the world. Their approach is not only to put people together but sustain a community where Jews can come together (UJA-Federation 2013).Within this assignment, this paper will discuss how the purpose and the culture of UJA-Federation fits into the definition of a learning organization, and the problems that might hinder the inclusion that includes managerial communication. By the end of this paper, the reader will have an understanding with the aid of literature, research, and class material.

The initial assignment that took me to examine and analyze functioning within the UJA-Federation allowed for the examination and personal interviews with the HR department, and the fellow employees. The goal in the previous assignment was to gather as much information on the process of the HR function within the agency. In the process of gathering this information, the assignment discussed at length the focus of non-union employees and the hiring and the termination. Along with other useful information gathered about the work culture, and how the UJA-Federation functions with its diverse talent pool of employees from different backgrounds and faiths. The assignment pointed out that UJA-Federation met the criteria to be considered a learning organization as it puts forth a concerted effort to be culturally component in creating an environment that takes the current issues, and trends that concern the Jewish population and educates others that might not follow the Jewish faith. This can be seen in the example of seminars for interfaith marriages that provide education and understanding on the growing trend within the Jewish population. UJA-Federation serving as a non-profit organization that serves the diverse community that is rapidly changing. It is central to the success of the spirit of philanthropy passing on to the next generation.

“Nonprofit organizations have become key players in the social and economic development of communities” (Gill 2010, pg. 1). Nonprofit organizations such as UJA-Federation serve as filler to the significant gaps that go unnoticed by the central and local governments. With more people following into economic distress and the number of single-parent households increasing around the nation, nonprofits serve as a critical component to the maintenance of the society (Gill 2010, pg.1). UJA-Federation is continually adding to their purpose and actions while committing to connecting people together with different ideas, perspectives, and experiences that are able to motivate and mobilize the community around essential issues that include.

The concept of the learning organization came to fruition thanks in part to, The Fifth Discipline by Peter Senge. In his book, he states that the learning organization is “continually expanding its capacity to create its future through learning” (Senge 2006, pg10). The learning organization is a continuous transformation that not only increases the learning abilities of employees, but also provides them with other benefits that include improved cultural environment adaption, cooperation, collaboration, and overall organizational performance. According to Mitleton-Kelly (2003), such environments such as learning organizations, “tend to promote learning and leadership at all levels (distributed leadership), and they are likely to make the organization more accountable for its actions as individuals tend to accept more readily responsibility for their actions.” Organizations that operate in the private such as UJA-Federation,have taken up the position in promoting individuals to be more accountable and responsible. According to Doueck and Austin (1986), “in an era of accountability and limited resources, it becomes important for human service agencies to have ongoing assessments of their staff functioning.” Senge wrote that organizations that use a philosophy within management that was based on the understanding and knowledge of the complexity of the real world is capable of comprehending that the decisions that the organization have an impact that are counter-intuitive.

While organizations may strive to be “learning organizations,” there are certain elements to their organization that must be developed. The UJA-Federation hires their employees through several methods and processes, and once hired they are required to undergo training specific to the position they have filled. The training not only covers staff development and training for their position, but also diversity training, which is essential when working at the federation. However one of the essential training sessions that are mainly delegated to the senior staff is on managerial communication. This is an important type of training implemented as a half-day training program called “Having a Difficult Conversation: Giving and Receiving Feedback.” It is an employment law training for senior managers, and relationship building training.One of the notions of organizational learning is the component of team learning. Communication for managers is crucial in every organization as it is displayed throughout their hiring process, in training with the buddy system, in the case of the disciplinary process, and the termination. The training of managers and those in leadership is critical and, “designed to build both managerial and organizational capacity” (Austin, Regan, Samples, Schwartz, Carnochan2011, pg.261).

In order to prepare managers and leaders to have effective communication, that is able to gather all the facts and information in order to delegate task and responsibilities, and address conflicts that will arise between parties. The half -day training or essentially the staff development is needed in every organization that looking to learn and grow. As criteria for organizational level, the training for effective communication is only limited to the senior staff that is able to develop and learn from mistakes.According to Mitleton-Kelly:

“Organizational learning needs the right environment to thrive, one that allows time for reflection on past actions and outcome and is prepared to accept some unpalatable truths and one that is not a blame culture in the sense that mistakes are unacceptable.” (Mitleton-Kelly 2003, pg. 1)

A problem that is described above and can be directed is that staff development and communication training, can be extended towards all employees that include non-union and union employees.Gardiner et al. (2001) points out that within an organization, the learning should not just take place at a level where it is targeted at one area, but extended for all which is formalized within the business strategy. The essential benefit that UJA-Federation shares is that it fosters the growth of new ideas among the employees, not only does the organization provide managerial and leadership development programs but also information for new hires.

A problem that was not obvious with the initial assignment while interviewing HR, is the process in conflict management. Conflict management is a part of the effective communication that is needed by managers and leaders within the organization. When focusing on fostering relationships between managers and the subordinates, “the ideal circumstances, the supervisor also seeks to build authority with subordinates on the basis of knowledge and skill” (Austin 1981, pg. 2). Managerial communication within the organization covers the concept of organization communication that follows how people within the organization communicate, and the influence of the organizational structures. When conflict arises between two parties, especially when a party involved is a manager or a person that has a higher position. There are steps that have to be taken to mitigate the situation in order for it not to go further to damage the overall culture of the work environment.

The UJA-Federation is an organization that seems to pride itself in taken the initiative to communicate openly with their employees;however the problem is that conflicts whether good or bad can lead to stress that could have potential harmful effects on the organization. Employees especially in the case of UJA-Federation, a majority are referred to as “at will” where they can be fired without the process that is imposed to employees that are given several employees that work within the union. The psyche that most of the employees exhibit are, “the internal conflict for today’s employee is whether to work hard and be loyal all the while knowing that the organization’s management is not going to be loyal in return” (Deutsch, Coleman, Marcus 2001, pg.6).This type of psyche can be further implemented through the lack of effective communication on the part of the managers. This is also not able to manage without the necessary skills given to reduce the levels of stress of the organization, a step that is not mentioned by the staff. While this is not mentioned, it also shows that many of the employees that were interviewedwere satisfied with their job and the overall work environment.

The barriers that prevent the UJA-Federation from being a solid learning organization includes, information overload that may result from employees, and supervisors being inundated with more of a workload, than they would admit to. Other problems lie in their communication efforts, most of the hiring process that not enough information can be bothered in encouraging their employees to share information, and let communication freely flow throughout the organization. “Organizations include multiple and intricate networks of relationships, which are sustained through communication and other forms of feedback, with varying degrees of inter-dependence” (Mitleton-Kelly 2003, pg.2).Other problems discussed are their essential training focused on one level of employment. This instead can be solved through the expansion of the communication training to all levels. Organizational learning is the notion of leaders and others to foster the behavior and the ideas of learning throughout the organization. This is accurate with teaching of interfaith marriage seminars to the community to not preach about the Jewish faith but to educate others on all faiths within a marriage to make it work. Other factors about the function of UJA-Federation, include playing to the trends and issues that concern the Jewish faith, as well as others across the word.

The UJA-Federation does a world of good for the Jewish community. Not only does it cater to the diverse population that is steadily growing of mix raced, heritages, and mixed faith families that have fallen on stressful times. It is the opinion of this paper that the UJA-Federation serves as a learning organization that not only provides an open space for creativity but also a learning environment that encourages the development of new ideas, and philosophies while also following the approach to motivate people to hold their selves responsible and accountable for mistakes. The problems outlined that UJA-Federation share that could be potentially solved through the steps giving create a culture environment that spreads the consensus that people from all backgrounds, races, faiths, genders, and etc. are able to apply not only to work at the UJA-Federation, but also go to learn.

References

Austin, Michael J. (1981). Supervisory Management for the Human Services. Prentice Hall Inc. New Jersey.

Austin, Michael L., Regan, Kate, Samples, Mark. (2011).Building Managerial and Organizational Capacity in Nonprofit Human Service Organizations through a Leadership Development Program.Administration in Social Work35:258-281.

Deutsch, Morton, Coleman, Peter, Marcus, Eric. (2006). The Handbook of Conflict Resolution. Theory and Practice. 2^ndeditions. Jossey-Bass. San Francisco.

Doueck, Howard J., Austin, Michael J. (1986). Improving Agency Functioning Through Staff Development. Administration in Social Work. Vol 3.

Gardiner, Penny, Mike Leat, Eugene Sadler- Smith. (2001). Learning in Organizations: HR Implications and Considerations. University of Manchester.

Gill, Stephen. (2010). Developing a Learning Culture in Nonprofit Organizations. SAGE.

Mitleton-Kelly, Eve. (2003). What are the Characteristics of a Learning Organization? Gemi. Retrieved from http://www.gemi.org/metricsnavigator/eag/What%20are%20the%20Characteristics%20of%20a%20Learning%20Organization.pdf

Senge, Peter. (2006). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday.

UJA-Federation. (2013). Retrieved from http://www.ujafedny.org/approach/