An organization cannot operate without policies. The general performance of a company, enterprise or an organization will depend on the policies that are set by the industry. Moreover, not only are the policies set but have to be well implemented within the organization and followed to the letter. Organization policies typically are guidelines that outline and direct the actions of an organization. (“State of New South Wales”, 2009). Organization policies vary from one institution to the other. Moreover, the type of policies such as rules, laws, principles, directions as well as regulation is set by a particular organization. According to Ashe-Edmunds, 2016, there are two types of group policies; external agency policies and internal organization policies. Foreign company policies are those set of rules, regulations and guidelines that are established by the overall administrative authority of the organizations usually across a broad range of an area such as a county or a state. Such set of rules, regulations and guidelines are included in a documented article such as an Act of Parliament. On the other hand, internal organizational policies are the rules, regulations, and guidelines that are set by the institution itself. The guidelines are to be agreed by the board of the directors of the organization and approved by the overall leader. However, these set of internal policies should be within the guidelines of the external policies and should not be oppressive to the employees.
The problem then arises when the policies that are explicitly set by the organization do not adhere. The most institutional organization will tend to blame the employees for not sticking to the guidelines, and yet the problem does not belong to the workers themselves. The communication channel that was used to relay the policies was weak or rather distorted. The central department that is responsible in the relaying of the underlying systems did not execute its primary duty appropriately. Thus, the poorly communicated policies result to low employee morale in the organization. The employees will more often than not receive complaints from their supervisors in which they are not responsible for the committed mistakes but the fault of the team failing to relay its outlines clearly. Further, this low employee morale results to reduced productivity in the organization since the management will fail to define the performance expectancy about their level of productivity to the employees. (Muema, 2012). With regards to the latter, the organization will fail to meet its expected profits or rather fail to advance in its operations since the goals that are set for the group are have not been clearly related to the employees. Ultimately, the organization might collapse if little or nothing is done about well outlining its policies to the employees. (“The Happy Manager”, 2016).
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The ideal method that can be used in this scenario is the rational decision-making model. This model is most convenient since it provides a structured and sequenced approach to making a decision. Rational decision-making model ensures that there is a high level of discipline as well as consistency built towards the decision making. (Boundless, 2016). From the suggestion of the word rational, this decision-making model has high logical degree and order towards decision making. Rational decision model comprises a series of steps. First, it starts by identifying the problem that is available and ends on the action being undertaken on the issue regarding the decision that has been made. Identification of the problems is the first step of this model where recognition of the problem has to be done. After the appreciation of the problem has been made, information is gathered. Therefore, the second step is information gathering; this is where the relevant information in decision making is collected and the irrelevant ones discarded. Analysis of the situation is the third phase in this model. Here, different alternative courses of the actions that are available in arriving at a certain decision are explored. After the analysis of the situation is made, options are weighed and developed. This step brings us to the fourth stage of the model. At this juncture, active and creative thinking are significant in arriving at the decision which brings us to our fifth stage, which is the evaluation of alternatives. Here, assessment of the feasibility, acceptability and desirability are carried out. The sixth step is a selection of a preferred alternative. The provisional preferred options are selected for future adverse consequences. Finally, action on the decision arrived at is the last step of the model; a plan in this stage is put in place to see the effect of the decision made. (Chand, 2015).
Identification of the Problem
In the study of the problem of communication in an organization, the determination of the actual problem is typically necessary. (“Portland State University Library”, 2014). Investigations have to be conducted to establish why agency policies are not being followed. Grassroots of the policy formations are to be investigated to understand whether the policies that are set for the company do not adhere to the national and international rules and regulations for the workers. The channel through which the system was used to relay the newly set rules, guidelines and regulations are also critically investigated to establish the problem. It is found that the communication channel employed in the relay of the information on the new set policies is not appropriate in ensuring that the policies are spread across all the employees of an organization. When a new set of policies are made in a group, it is important that a meeting for the staff, supporting staff and a subordinate staff is arranged and held to ensure that the information is relayed to every one of them within the shortest time span after which it was set.
Information Gathering
Information is gathered from across the entire organization to have sufficient evidence that the policies of an organization are not entirely adhered to, this is to ensure that the problem is real, and it has effects on the operation of the agency. The investigation should be conducted among the employees to know the reason as to why the policies of the company are not being followed.
Situation Analysis
Once it has been discovered that the communication department did not execute its duties in ensuring that information on new policies was related, and enough information has been gathered about it, the analysis of the situation is conducted. The investigation board checks on how far have the problem gone and how far has it affected the organization.
Options Development
“How can this problem be solved?” Becomes the main issue. Investigation board comes up with a couple of ways in which the situation can be handled. The options available are aired and tabled in front of the board of directors.
Alternatives Evaluation
Once the board of directors approves of the available options, discussions are held on which option is best available in checking that the policies reach all the employees in the organization. Is firing of the current communication team an option to consider? Or rather should the communication team be reprimanded for its failure?
Selection of the Preferred Alternative
After weighing all the available options and its advantages and disadvantages checked, criticizing the contact team on how it delivers its information becomes the preferred choice. The communication department is asked to check on its competence and requested to see to it that the policies that are formulated by the organization are reached across all the employees.
Decision Action
Once the decision has arrived, a selected group of committee is formulated to follow up the decision made and ensure that its effect is taken immediately. The communication department re-organizes itself to make sure that this time round the policies awareness to everybody in that organization. Preferably, meetings are held and information related and handouts provided to every individual to personally read and review the policies set and act accordingly.
References
Ashe-Edmunds, S. (2016). Small business. What is the impact of the poor organizational structure about growth? Retrieved from smallbusiness.chron,com/impact-poor-organisational-structure-relative-growth-75327.html
Boundless. (2016). Rational decision making. Retrieved from www.boundless.com/management/textbooks/boundless-management-textbook/decision-making-10/rational-and-nonrational-decision-making-76/rational-decision-making369-8376/
Chand, S. (2015). Models of decision-making. Rational, administrative, retrospective decision-making models. Retrieved from www.yourarticlelibrary.com/decision-making/models-of-decision-making-rational-administrative-and-retrospective-decision-making-models/256558/
Muema, T. (2012). Effects of poor communication in an organization: Case of Kenya Seed Company. Retrieved from m.grin.com/documents/186895
Portland State University Library. (2014). Library. Identifying a problem. Retrieved from guides.library.pdx.edu/c/php?g=271216&p=1811539
State of New South Wales. (2009). Organizational policies and procedures. Retrieved from sielearning.tafensw.edu.au/MCS/CHCAOD402A/chcaod402a_csw/knowledge/policies/policies.htm
The Happy Manager. (2016). Decision making. Rational decision-making model. Retrieved from the-happy-manager.com/articles/rational-decision-making-model/
