Selecting Appropriate Communication ChannelsEssay Preview: Selecting Appropriate Communication ChannelsReport this essayAccording to Robbins and Judges research, a lack of communication can severely inhibit the performance of a group (2011). Throughout the past week, we have explored the various functions and forms of communication. Additionally, we have examined the advantages and drawbacks of the different forms of communication. The purpose of this paper is to apply knowledge of communication to select appropriate communication channels, when provided a scenario.
In the event of developing a strategy to enter a new beverage in the global market, the best method to relay this task is oral communication, more specifically a group meeting. With a short, one-week timeline to develop a strategy, oral communication would most quickly convey the information. In addition, oral communication would eliminate any misunderstanding regarding the new strategy implementation; team members would be able to quickly ask for (and receive) clarification for misunderstandings. Given the time sensitive nature of the information, it is imperative that the team has access to immediate feedback. In relaying this information to the Vice President of Operations, written communication would be the best channel of communication. The aforementioned global marketing strategy is like to contain detailed tasks and figures. By putting the strategy in writing, the Vice President of Operations can continue to access it on an as-needed basis.
One more thing to note: we don’t want to let everyone think that we don’t know as much about the company as we want. For purposes of this post we have set a rule that we will stick to this rule after reviewing the information from our source documents.
One of the most important things about recruiting new leaders that we’re always sure to do is recruit everyone out there. Even our very best employees are in need of new ideas. You need to hire people, get them hired, and then try to recruit their best. To that end, everyone working at our company has a responsibility to bring new people, learn new skills, create innovative products and services, and have people come to us with the same experience as our original talent. It takes a certain amount of time to develop a team with everyone in one team, but if you can make it happen, then every individual on our team has to take that time too. That kind of leadership style of group management is what is unique about our company. In the next article, we will show how to recruit a new member of our team:
We have been successful with other top notch leadership positions on the company. Our team members are so passionate and dedicated to serving a mission that we can almost always improve our own. We’ve hired talented members from all over the world to develop amazing products and get them hired. For the next few days, you can read how to hire a new member of our team that has worked at our company for many years:
We believe that we are a company that will get you to believe you can do anything you want and the way that you want to do is in your mouth. If you believe you can, then we hope you will give us the best opportunity at joining our team to do so.
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Practical use of oral communication: The first question the Vice President of Operations must answer is why he chose to share these things with the President, and what will follow for the company to use these knowledge for his and others’ marketing strategy. However, with all of the information discussed below, an oral communication is probably not a good approach. It’s time to consider what they say, what their objectives are, what will the company go through, what other strategy’s have been implemented or the implications for this strategy. It’s important that the Vice President of Operations knows a bit of what we talk about, and that he or she understands our purpose. When the Vice President of Operations doesn’t understand what we know about what we do, he or she needs to ask “what is this really about, what is working, what we are trying to achieve” or “what kind of person are these people?” If the person to ask is not an expert or knowledgeable, how can they ask the question directly or, if not, ask themselves a question before the question. That’s just as true for information about the company’s marketing strategy, business processes, research, and/or sales. The only person to ask questions directly is the President. If questions aren’t directly addressed to the Vice President of Operations, then that doesn’t mean that he or she should answer them, or do anything to help the Vice President know this. It’s better to direct questions by not asking personally. While the information in these situations is very important for marketing, they can be a great source of “information” in general. If you are a company that just wants to communicate for people who ask questions, and that doesn’t always have the answers they want, then this is the first step to having clear answers. I will try to provide you with the tools for getting rid of your fear of the Vice President of Operations for speaking these things.
Advice for the Vice President of Operations: This strategy is not a specific plan. Its main purpose is to engage in an informal approach to promoting a strategy that is beneficial for general audiences. This informal approach can be very effective if you are not in a position to discuss the plan for developing a strategy, when you are working on the campaign, or when you are in an office while writing a budget report. This way the VP of Operations may take as much time as necessary to help you get these things out there for general audiences, and the VP may have a role in understanding how the strategy is developing at any given time so that the VP can continue to talk about the plan even if they are unsure of the strategy. When working for a campaign, you definitely want to know how the campaign is progressing, what direction the campaign is headed, and what kinds of tasks the VP has in front of him/her. The Vice President of Operations may not know exactly how the strategy is developing in the context of his or her personal or professional background, but he or she can be able to show which strategies have been implemented properly. I’d suggest starting by telling your VP of Operations the situation at hand, as early drafts may be difficult, you know who the VP in the office is, and I’m sure many of you don’t know where we are. When working on the campaign or as your Vice-Principal Executive, please tell him/she the plan for developing a strategy so that the VP can continue to talk about it, and be sure to explain to the two other staff members who worked on the campaign who are in charge of the strategy a lot of the details of how their team will be formed. Your VP will be able to show why specific strategies worked, when they were used, and what other strategies helped with the strategy, but even if you have not had time to address the strategy in direct communication, you are going to
Practical use of oral communication: The first question the Vice President of Operations must answer is why he chose to share these things with the President, and what will follow for the company to use these knowledge for his and others’ marketing strategy. However, with all of the information discussed below, an oral communication is probably not a good approach. It’s time to consider what they say, what their objectives are, what will the company go through, what other strategy’s have been implemented or the implications for this strategy. It’s important that the Vice President of Operations knows a bit of what we talk about, and that he or she understands our purpose. When the Vice President of Operations doesn’t understand what we know about what we do, he or she needs to ask “what is this really about, what is working, what we are trying to achieve” or “what kind of person are these people?” If the person to ask is not an expert or knowledgeable, how can they ask the question directly or, if not, ask themselves a question before the question. That’s just as true for information about the company’s marketing strategy, business processes, research, and/or sales. The only person to ask questions directly is the President. If questions aren’t directly addressed to the Vice President of Operations, then that doesn’t mean that he or she should answer them, or do anything to help the Vice President know this. It’s better to direct questions by not asking personally. While the information in these situations is very important for marketing, they can be a great source of “information” in general. If you are a company that just wants to communicate for people who ask questions, and that doesn’t always have the answers they want, then this is the first step to having clear answers. I will try to provide you with the tools for getting rid of your fear of the Vice President of Operations for speaking these things.
Advice for the Vice President of Operations: This strategy is not a specific plan. Its main purpose is to engage in an informal approach to promoting a strategy that is beneficial for general audiences. This informal approach can be very effective if you are not in a position to discuss the plan for developing a strategy, when you are working on the campaign, or when you are in an office while writing a budget report. This way the VP of Operations may take as much time as necessary to help you get these things out there for general audiences, and the VP may have a role in understanding how the strategy is developing at any given time so that the VP can continue to talk about the plan even if they are unsure of the strategy. When working for a campaign, you definitely want to know how the campaign is progressing, what direction the campaign is headed, and what kinds of tasks the VP has in front of him/her. The Vice President of Operations may not know exactly how the strategy is developing in the context of his or her personal or professional background, but he or she can be able to show which strategies have been implemented properly. I’d suggest starting by telling your VP of Operations the situation at hand, as early drafts may be difficult, you know who the VP in the office is, and I’m sure many of you don’t know where we are. When working on the campaign or as your Vice-Principal Executive, please tell him/she the plan for developing a strategy so that the VP can continue to talk about it, and be sure to explain to the two other staff members who worked on the campaign who are in charge of the strategy a lot of the details of how their team will be formed. Your VP will be able to show why specific strategies worked, when they were used, and what other strategies helped with the strategy, but even if you have not had time to address the strategy in direct communication, you are going to
Practical use of oral communication: The first question the Vice President of Operations must answer is why he chose to share these things with the President, and what will follow for the company to use these knowledge for his and others’ marketing strategy. However, with all of the information discussed below, an oral communication is probably not a good approach. It’s time to consider what they say, what their objectives are, what will the company go through, what other strategy’s have been implemented or the implications for this strategy. It’s important that the Vice President of Operations knows a bit of what we talk about, and that he or she understands our purpose. When the Vice President of Operations doesn’t understand what we know about what we do, he or she needs to ask “what is this really about, what is working, what we are trying to achieve” or “what kind of person are these people?” If the person to ask is not an expert or knowledgeable, how can they ask the question directly or, if not, ask themselves a question before the question. That’s just as true for information about the company’s marketing strategy, business processes, research, and/or sales. The only person to ask questions directly is the President. If questions aren’t directly addressed to the Vice President of Operations, then that doesn’t mean that he or she should answer them, or do anything to help the Vice President know this. It’s better to direct questions by not asking personally. While the information in these situations is very important for marketing, they can be a great source of “information” in general. If you are a company that just wants to communicate for people who ask questions, and that doesn’t always have the answers they want, then this is the first step to having clear answers. I will try to provide you with the tools for getting rid of your fear of the Vice President of Operations for speaking these things.
Advice for the Vice President of Operations: This strategy is not a specific plan. Its main purpose is to engage in an informal approach to promoting a strategy that is beneficial for general audiences. This informal approach can be very effective if you are not in a position to discuss the plan for developing a strategy, when you are working on the campaign, or when you are in an office while writing a budget report. This way the VP of Operations may take as much time as necessary to help you get these things out there for general audiences, and the VP may have a role in understanding how the strategy is developing at any given time so that the VP can continue to talk about the plan even if they are unsure of the strategy. When working for a campaign, you definitely want to know how the campaign is progressing, what direction the campaign is headed, and what kinds of tasks the VP has in front of him/her. The Vice President of Operations may not know exactly how the strategy is developing in the context of his or her personal or professional background, but he or she can be able to show which strategies have been implemented properly. I’d suggest starting by telling your VP of Operations the situation at hand, as early drafts may be difficult, you know who the VP in the office is, and I’m sure many of you don’t know where we are. When working on the campaign or as your Vice-Principal Executive, please tell him/she the plan for developing a strategy so that the VP can continue to talk about it, and be sure to explain to the two other staff members who worked on the campaign who are in charge of the strategy a lot of the details of how their team will be formed. Your VP will be able to show why specific strategies worked, when they were used, and what other strategies helped with the strategy, but even if you have not had time to address the strategy in direct communication, you are going to
Next, as the manager of a larger travel agency, if I discover that a critical company login and password had expired, the fastest mode of communication would be to call the IT department to obtain updated information. It would be risky to send an email, because it may not be received in a timely manner, therefore affected the flow of business. Once the new information is obtained, the best method of communication would be office memorandum. While employees are acclimating themselves with the new information, “the message [would be] physically available for later reference” (Robbins and Judge, 2011).
Lastly, in the scenario as an owner of a small editing company with piling bills, I would utilize a group meeting to inform employees of staff reductions. This is an ideal choice for the channel of communication. Since everyone would be present to hear the information regarding staff reductions, having a meeting would reduce fees for printing and distributing materials. In addition, having a meeting will reduce the chance of grapevine rumors. The meeting would be an outlet to “provide information, explain actions and decisions, refrain from shooting the messenger, and maintain open communication channels” (Robbins and Judge, 2011). To inform staff members of termination, the best form of communication would be a one-on-one meeting with each affected staff member. Sending a letter would be very impersonal for a small company employee who has put in years of service. According to Robbins and Judge,