Hello, my name is (insert your name here) and welcome to my E-portfolio. I am currently a student at (insert the name of your university) enrolled in (insert your course here) program. While working within the United States army, I will be receiving my Bachelors Degree in (insert graduation year and period). Upon my graduation, it is my goal to foresee that I can further bolster my career within the human resource framework as within the army, and hence utilize my education and competence for the better of my country and for all in general.
This portfolio has been hereby designed with a view of showcasing my proficiency in three of four outcomes in HRMN 302, Organizational Communication. These three outcomes are:
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Apply communication theories to organizational communication challenges
Recognize and respond constructively to cultural differences in communication
Analyze and assess the communication dynamics of an organization through the completion of a communication audit
Outcome 1: Apply communication theories to organizational communication challenges
According to Bennett, 2017, there exist two different theories on communication, which are the constructivist model and the transactional model. Usually, these are founded on the basis that communication processes involve meaning, sharing, and understanding. Furthermore, the theories suggest that communication processes are entails of the message, receiver, source, environment, interference, context, receiver, and feedback.
Beginning with the constructivist model, the theory explains on how individuals can be able to communicate in a more skillful manner in comparison to others, in the light of achieving definite goals. As a result, the theory concerns itself with the behavioral, linguistic, cognitive, and social aspects that are concerned with the reception and formation of the message (Bennett, 2017). Additionally, this theory comes in handy in identifying skills that may be employed effectively by communicators, hence further examining acquisition of these skills. Thus, this theory is attuned more to the individual interpretation of the construct or social realm of the message.
On the other hand, the transactional model is one concerned with exchange of message between a receiver and a sender. In this case, communication is two-way where each has to take turns in either sending or receiving a message (Du Pré& Foster, 2015 ). Thus, in this case, the receiver and sender are both communicators, and their part reverses each and every time during the communication process as for both of them the process of either receiving or sending messages occurs simultaneously.
As signified by the above artifact, the transactional model or theory is the one of the best grounded theory in dealing with communication challenges within the organization. One of the factors is because it offers a room for interchange of the role of sending and receiving a message, thus both parties can actively listen to one another. Additionally, gauged by the fact that communication is interpersonal exchange of information is not only verbal, but also it lends space for body language which allows for one to observe the emotional response of the other ( Du Pré& Foster, 2015) . Inherent of social and cultural contexts, the transactional model or theory of communication lends an individual the ability to refer to restrictions within a society, as well as the identity of an individual, hence enabling employees to deal with their conflicts which are challenges to an organization.
Outcome 2: Recognize and respond constructively to cultural differences in communication
Culture as the shared knowledge and skills in society is essential in the interpretation, perception, expression, and response to the social realities and differences amongst people. In this outcome, I learned about cultural competency. According to this unit, culture may be defined as a shared system of values and beliefs that enhance the behavior of a group. As a result, when organizations grow, also does the workforce become diverse owing to the fact that the employees may come from varied cultures and backgrounds (Favaretto, Dihl, Barreto, and Musse, 2016). As a result, this growth in diversity may come in with difficulties given the fact that it is not promised that all the employees are culturally competent, the opportunity of being able to successfully adapt in an environment with culturally diverse individuals. Understanding the diverse cultural backgrounds that people come from is essential in avoiding conflict. Assuming that everyone perceives, expresses, and responds to information the same way can lead to a number of communication problems in the workplace. In order to stop these communication problems from happening, I have learned to always take the time to understand and respect the cultures that are different from their own.
It is my belief that through this course, my understanding of people and why they react or behave in a specific way has developed immensely. As pointed out in the analysis above, our culture creates who we are, which explains why everyone is different. Often, individuals forget that not everyone thinks, acts, and communicates the same why, which is why communication challenges often occur.
In trying to outweigh these resulting conflicts, Hofstede, a Dutch social psychologist, offered four dimensions of national culture, with the fifth one being added by Michael Bond in the year 1991. It follows that these groups are:
Power Distance – relates to the inclination of a culture in accepting power differences and status within its members.
Individualism versus Collectivism – a correlate between a culture where people seek to accomplish their goals and needs individually, versus a culture that has an emphasis on carrying on things in a collective manner or as a group(Favaretto, Dihl, Barreto, and Musse, 2016).
Masculinity versus Femininity – this infers to cultures which are stereotypical to feminine or masculine traits.
Uncertainty Avoidance – this refers to lack of tolerance for formalities as confined in policies and rules, as well as the general lack of ambiguity.
Long vs. Short Term Orientation – the last dimension added by Michael bond denotes cultures inherent of setting long term and short term goals and/or plans(Favaretto, Dihl, Barreto, and Musse, 2016).
As in the above picture, there seems to be a cultural conflict. The lady seems to be accustomed to a culture that is accustomed to shaking hands. While on the left, the gentleman is accustomed to a culture accustomed to bowing rather than shaking hands as in Japan (Favaretto, Dihl, Barreto, and Musse, 2016). Thus, there is a need for employees to be accustomed to the various cultural values and norms of various cultures. One of the ways that this could be effected is through having learning curves angulated along the Hofstede dimensions. In the artifact provided above, should the lady have an understanding of uncertainty avoidance, as with some cultures customization to bowing rather than shaking hands.
Outcome 3: Analyze and assess the communication dynamics of an organization through the completion of a communication audit
Organizational communication is pertinent owing to the fact that it oversees the running of affairs within organization. As a result, researchers have furthered their focus on network analysis communication climates and channels, as well as superior to subordinate communication. Other areas of content that research has focused on include conflict, leadership, teams problem solving, communication technology, ethics, and communication networks(Minter, 2010). Over time, there has been the exceeding need of refining and developing organizational communication. This has been furthered and enabled by analysis and assessment of communication dynamics within organizations. Enablement of this has foreseen organizations investing in communication audits of their communication networks as explained below.
Communication audits are important to organizations in that they help to evaluate and define the effectiveness of current communication channels as within an organization. As a result, audits are important tools in identifying the various weak points of an organizations communication, hence championing a move towards change the overall communication policies within an organization(Minter, 2010). Additionally, it helps to denote the strength points which organizations may further capitalize on and further invest in in appropriating proper protocols of communication.
Thus, communication audits help in analyzing both external and internal communications as may be contained in various businesses which ensures their success and further effectiveness between customers and employees(Minter, 2010). When done properly, communication audits may help in establishing teamwork and hence leadership; act as curves through which employees may be educated on authorized and proper channels of communication; and may equally help in changing people’s perceptions on the role of communication within organizations.
The above audit framework is the most common in reviewing and evaluating communication. In doing so, Carl F, developed the five m communications audit framework. From this audit framework, it is clear that the pertinent five m’s within the communication framework are media, message, mission, measurement, and method. Furthermore, it is expected that in auditing there is the need of putting into perspective the various communication practices, as well as an expansion of best practices and standard (Minter, 2010). Owing to the diversity in scale of dimensions as provided above, I believe that Carl’s communication audit framework is the most effective of all available frameworks. In this regard, organizations should ensure the applicability of this audit framework in the best interest of aligning their communication dynamics with their goals and objectives. Furthermore, it is imperative to develop such a framework in pursuit of changing faltered protocols of communication within any given organization.
References
Bennett, M. J. (2017). Constructivist Approach to Intercultural Communication. The International Encyclopedia of Intercultural Communication , 1-9. doi:10.1002/9781118783665.ieicc0009
Du Pré, A., & Foster, E. (2015).Transactional Communication. Textbook of Palliative Care Communication , 14-21. doi:10.1093/med/9780190201708.003.0003
Favaretto, R. M., Dihl, L., Barreto, R., &Musse, S. R. (2016).Using group behaviors to detect Hofstede cultural dimensions. 2016 IEEE International Conference on Image Processing (ICIP) . doi:10.1109/icip.2016.7532897
Minter, R. L. (2010). Organizational Communication Audits: Assessing Core Communication Competencies Within The Organization. International Journal of Management & Information Systems (IJMIS) , 14 (5). doi:10.19030/ijmis.v14i5.18
