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Current Impacts on Communication

(Presentation)

Edith Cowan University

Kayla R. Brown

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Contents Page:

Current Impacts on Communication (title page)……………………………………………….p. 1

Current Impacts on Communication (introduction)…………………………………………….p. 2

Factors Currently Impacting on Communication (Introduction/ overview)……………………p. 3

Factors Currently Impacting on Communication (Questions/ sensory modality)……..……….p. 4

Globalisation & an Increasingly Diverse Workforce ………….……………………………….p. 5

Workforce Diversity……………………………………….……………………………....……p. 6

Benefits of Transcending ‘cultural conditioning’………………….………..…………………..p. 7

Managing Knowledge and Change………………………………….……….………………….p. 8

Change within an Organisation…………………………….……….……..……………………..p. 9

Response to, and Management of Internal and External Change…………………………......…p. 10

Flattened Management Hierarchies…………………………………………………………....…p. 11

Innovative Communication Technologies…………..……………………..……………………..p. 12

Overcoming Communication Limitations…………….…………………….………………....…p. 13

Conclusion/ Summary………………………………………………………………………….....p. 14

Communication is the key………………………………………………………………..……….p. 15

Thankyou for listening to my presentation………………………………………………………..p. 16

References……………………………………….……..…………………………………………p. 17-19

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Good Morning/Afternoon, My name is Kayla Brown from Edith Cowan University, today I will be exploring the current impacts on Communication. Please take note of any questions you have during the presentation and I will answer your questions at the end of the presentation.

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“communication is not a reaction to something, nor an interaction with

something, but a transaction in which man invents and attributes meanings to realize his purposes… meaning is something invented,

assigned, given, rather than something received” (Dwyer et al., p.48, 2014)

This quote from Dwyer and colleagues clarifies the meaning of

communication and how communication can give meaning to something, highlighting communication as a transaction of which meaning can be derived from.

(Using the general-specific-general technique)- It is interesting to know that the average business executive spends approximately seventy-five percent of their time communicating, this equates to about 45 minutes per hour of communication, therefore it is evident that communication is vital within an organization.

The question this presentation aims to explore is; what factors are currently impacting on communication? (Rhetorical question)

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Major factors that are currently impacting on communication include globalisation, an increasingly diverse workforce, management of knowledge and change as well as innovative communication technologies. These factors will be further discussed within this presentation. To assist you in note taking I have color co-ordinated each factor to its corresponding slides. First we will be exploring globalisation and the increasingly diverse workforce.

(Presentation notes: point at each factor when talking about it to help the audience follow the information being presented).

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Can you think of an example of globalisation and communication technologies which is relevant today? -PAUSE- Telemarketing as well as shopping online are examples of globalisation and communication technologies. When you get a call from a telemarketer, often you will hear a pause before the long distance call connects, It then becomes apparent to you that someone is about to try and sell you something, whether it be insurance or a long distance telephone service. Telemarketers are often perceived as a nuisance and many people react to them in different ways. When you see something you like online, such as gear for your hobby or a new outfit for an occasion, you can purchase this item and pay a postage amount to have that item sent to you from overseas. These examples highlight some factors impacting on communication and their effects on an organisations sustainability and competitive advantage as the market is expanding.

Are There People from your workplace or your studying facility that have come from another country? -PAUSE- This is an example of an increasing diverse workforce.

Presentation notes:

(Engaging the audience with the content of the presentation through the use of

rhetorical questions and using ‘frame of reference’/ sensory modality as an attempt to

be relatable. Make eye contact with the audience during presentation and mostly

a f t e r asking a question to the audience.)

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The global and more dynamic economy is forcing organisations to engage in relationships and alliances through diverse networks. Diverse networks an organisation may encounter include interacting with, geographically dispersed nations, different cultures, competing with other global organisations. An increase in globalisation and therefore workforce diversity is developing more heterogeneous organisations.

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Workforce diversity may be described as the characteristics of difference between individuals, such as culture, age, belief system, values, gender and religion (Dwyer et al., 2014). An organisation with workforce diversity requires organisations and individuals within the organisation to transcend cultural conditioning allowing the organisation to move beyond stereotypes, premature judging, discrimination as well as avoiding negative behaviours and attitudes, covertly or overtly, towards a diverse workforce, such as ethnocentric behavior and prejudice attitudes.

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Seven benefits of going beyond cultural conditioning include managing and sustaining contacts in current and changing environments, the development of skills to build positive relationships and to collaborate with others and allows for empathy and political awareness. Transcending cultural conditioning also assists with avoiding misunderstandings and the ability to interact appropriately with others and overcome communication barriers. Transcending cultural conditions also benefits the organisation as it may enhance the achievement of collective goals and supports interpersonal competence in an increasingly diverse workforce.

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Organisations manage knowledge by knowledge transfer and transform knowledge into intellectual capital, the knowledge is then shared and applied across the organisation through strong networks to support continual improvement within an organisation. Dwyer et al. (2014) highlights the need for change within an organisation by stating that “change is a continuing process or cycle with any successful organisation”. Therefore organisational change is inevitable within an organisation if the organisation intends to maintain sustainability and therefore have a competitive advantage in the changing environment (Gill, 2002). It is apparent that managing knowledge and change strategies are essential in operationalising the vision of an organisation (Higgs & Rowland, 2011).

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Organisational change may evolve from forces such as internal or external forces which require the organisation to make changes within the organisations structure as an attempt to maintain sustainability and therefore competitive advantage (Chen & Penwell, 2012). Internal or external forces may impose opportunities or a potential threat to the organisation.

Internal forces and changes within the organisation may include changes in, structure, vision or strategy, senior staff and new appointment as well as the implementation of new processes and procedures. External forces which may operationalise change within an organisation include technological advancements, new or changed legislation and regulations, changes in community and customer demands and expectations as well as changed requirements of existing suppliers and the entry of new competitors.

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The enabling of a focused response to, and management of, internal and external change requires Communication Collaboration and co-operation. Communication may be considered the backbone of an organisation which coordinates to devise, disseminate and pursue organisational goals; enhancing collaboration and co-operation in response to the internal or external change (Sethi & Adhikari, 2012). Effective communication affirms individuals, effected by or involved i n the change, purpose and position in the organisations direction and vision (Sethi & Adkikari, 2012). Clarity of an organisations vision is integral towards communication effectiveness (Sethi & Adkikari, 2012). Therefore engaging all individuals in the organisational change process engenders collaboration and co-operation in support of the vision of the organisational change which effectively assists in the achievement of organisation sustainability and strong communication networks contributing p o s i t i v e l y to organisational advantage (Gill, 2002).

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Flattening an organisations structure requires “removing layers of management from the reporting hierarchy with a consequent shortening of the lines of communication between decision makers” (Dwyer et al. p.57, 2014). Hierarchical structures range from taller hierarchical structures, horizontal teams which allow more efficient interaction, vertical hierarchical structures which separate divisions impede the flow of communication through the organisation; flatter organisational structures which adopts a cross functional team strategy allowing faster and more flexible decision making and therefore enabling a more effective response to organisational change.

In Flatter organisational Structures there is a greater emphasis on teamwork, employee engagement and empowerment; this supports and resonates with transformational leadership studies (Higgs & Rowland, 2011; Sethi & Adhikari, 2012). Therefore this integrative model and systemic focused strategy is most effective for achieving a shared vision. The Flatter Organisational structure highlights that communication is necessary to provide effective change within the organisation (Gill, 2002).

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Technologies are used as vehicles to enable communication and change (Hall, Keppell & Bourne, 2010). Innovative communication technologies are forcing the re-shaping of organisations, which may impose a potential threat to the organisation or have a positive effect on the organisation as it enables opportunities for an organisation to produce and also access resources. An example of innovative communication technologies impacting on organisations include the eveolving internet market, which may impose a potential threat or an opportunity to an organisation which effectively challenged an organisations competitive advantage.

A study which comprised of 100 companies exemplified that employees send and receive approximately 1800 messages each day via telephone, email. Faxes, papers and memos as well as face to face communications (Piombino, 2013).

Therefore good communication is essential for achieving efficiency,

quality, responsiveness and innovation. Good communication leads to competitive advantage, Innovative communication technologies facilitate effective communications, such as networking. Dwyer et al. (2014) highlights this by stating that “collaborative technologies initiates and strengthens an organisations relationships with its clients, suppliers and other stakeholders anywhere in the world”.

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To overcome communication barriers and limitations it may be advised that sharing and communicating across cultures through transcending cultural conditioning and develop an understanding of the knowledge systems, beliefs, values as well as behaviours of each culture to overcome communication problems and prevent miscommunication. An organisational resolution for overcoming communication barriers includes implementing inclusive policies and adopting a more integrative approach.

Studies suggest that organisations are constituted in and through human communication, a perspective which is coined in the Communicative Constitution of Organisation (CCO) (Cooren, Kuhan, Cornelissen & Clark, 2011). Therefore highlighting that communication is essential for an organisation to maintain organisational sustainability.

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Therefore current impacts on communication such as globalisation has encouraged the emergence of a more diverse workforce. Knowledge management is applied in organisations as an attempt to achieve collaboration and strong networks. Change is a necessity and a continuing process if an organisation is to achieve sustainability and to have a competitive advantage in the growing market. Flatter management structures reduce time in decision making and is most effective when aligned with the use of integrative methods. Innovative communication technologies may have impose potential threat or an opportunity to an organisation and its sustainability. Therefore factors which have an impact on communication within an organisation make necessary the need for co-operation, collaboration and communication, enabling a more effective response to organisational change.

Ask if anyone has any questions: paraphrase the questions asked by the audience and ask “have I stated your question correctly?” to ensure the question is being answered effectively.

(Make eye contact with the audience and wait for questions, if

questions are not forthcoming, encourage the audience by posing a question and asking them for their comments on the question.) – Why are organisations engaging in practices to manage current impacts on communication? –PAUSE-

Increasing sustainability may be referred to as an organisational imperative and a significant source of both risk to, and opportunity for, long term competitive advantage (Millar, Hind & Magala, 2012).

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Remember, communication is the key.

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Thankyou for listening to my presentation – PAUSE-

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