Personality and perception affect communication at the workplace because it tends to interfere with employee's potential to perform better. It also determines the attitude towards the job. It is therefore essential to value and understand variation in personality traits and device right perception towards each other. I remember working as a junior clerk; it was difficult to engage senior clerks and the management during the organization meetings and conferences. It is because of negative perception that the top officials had on junior staff. The communication protocol was so bureaucratic; this hampers communication between the junior introverts and staff. In this scenario, the outgoing personalities are the only employees' who are heard and efficiently interact. However, in a context where you are working the whole day behind the computer makes it difficult for outgoing personalities to communicate efficiently. As a result, one ends up assuming the nature of an introvert. However, the creation of impression on the character might be accurate or inaccurate.
Dialectical reasoning enables one to judge another person due to cultural diversity and quickness in projecting opinions (Spencer-Rodgers et al., 2010). Negative perception influenced the work environment making it difficult to have a horizontal or vertical communication efficiently. Overwhelmed emotions cause misunderstanding and sending wrong non-verbal cues (Knapp, Vangelisti & Caughlin, 2014). Negative body language that is inconsistency leads to ineffective communication. In this case, vertical communication between the top level management and middle-level management in a data entry clerk scenario is inefficient because most of the time is spent on the computer. For a data entry, confidentiality is mandatory since the information recorded is sensitive and should be protected. Effective communication on work ethics should be in place to avoid legal procession and extra costs that might be as a result of the bridge of confidentiality and miscommunication.
In the United States, cultural diversity is a broader topic that holds the pillar of success for various companies. According to Hofstede insights, Power distance leads to social inequality. My priority will base on inclusivity of minority groups in the USA including the Chinese, Hispanic American, Mexicans, and African America to work along with Native Americans. Assimilation of these minority groups into the workforce will defeat the idea of cultural difference and discrimination. The equal pay act of 1963 and, civil rights act and American disability act of 1990 will also be a legal base to avoid discrimination of in my team workforce (Purdy & Manning, 2015). The training program for the team will enhance knowledge and gratefulness among the team members. Incorporation of organization's standards will give a guideline on how these team members rights are protected at the same time develop skills and experience on cultural norms of different ethnic groups executing good communication strategy. As a personal take on every group member, role taking and performance of tasks will solely base on an appreciation of individual difference and ability to create interdependency among them.
It is also vital to acknowledge events that promote diversity such as picnics and pride parades. As a leader, it is necessary to uphold good employee behavior by applying motivational theories such as a hierarchy of needs by Maslow's (Robbins, 2013). Job satisfaction is needed through recognition of individual interests as well as aligning them to broader organizational goals. Such requirements include Basic needs, safety, love and belonging, Esteem and self-actualization. The ability to make the team members feel like part of the organization shapes their behavior and increase their productivity. They should also be allowed to develop their careers through in-service training. Motivation, therefore, increases retention and reduces the rate of employee turnover.
Knapp, M. L., Vangelisti, A. L., & Caughlin, J. P. (2014). Interpersonal communication & human relationships. Pearson Higher Ed.Purdy, M. W., & Manning, L. M. (2015). Listening in the multicultural workplace: A dialogue of theory and practice. International Journal of Listening, 29(1), 1-11.
Robbins, S. P., & Judge, T. (2013). Organizational Behavior.Spencer-Rodgers, J., Boucher, H. C., Mori, S. C., Wang, L., & Peng, K. (2009). The dialectical self-concept: Contradiction, change, and holism in East Asian cultures. Personality and Social Psychology Bulletin, 35(1), 29-44.
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