Looking for better communication in the workplace where you work? The information needed to hear your work is not fully available and management have on you? These questions are crucial for communication in the workplace through the channels and procedures to bring the information to you and your information is with the manager, and it is management's responsibility for them.
Some years ago, the British Broadcasting Commission has revealed a number of unique business documentsBack to Plan entitled. If you are not familiar with the series, featured real-life Chief Executive Officer (CEO) who leave their comfortable offices and are working on the front of their organizations for a week. Cameras have followed the CEO and taking their interactions with staff and their responses to these interactions.
In one episode, the managing director of London Heathrow airport take the plunge and worked in customer service for five days. This meant by customersand implemented to deal with their problems, including problems with the airport management team. In this episode, the communication has proven to work on a central theme, as often happens in business stories.
At Heathrow, we saw a CEO caught over and over again how he learned about working life at the front. The staff at the front, and the customer, let the CEO know that they were dissatisfied. The staff wanted to him the difficulties that had to know, becausepeople do not listen to them at home.
Again and again, communication was at work, or a lack, as a central theme, such as CEOs, they discovered he knew little or less than you thought dealing with real customers and their problems.
Heathrow is almost an exception. When I heard involved a newsletter communication, the most common reader reaction to failure management. Readers made it clear that managers in their companies do not know whathappening in their world, and above all, he felt the management did not care.
There was also a sense that individual managers were to blame. But in my research and experience, not a failure "moral" of individual managers, but rather an institutional failure. In other words, the mechanisms that allow or facilitate communication in the workplace does not just exist.
Construction and maintenance of these routes and procedures, management must first of all, the responsibilityfor them. Unless management takes the initiative, not channels for communication in the workplace, regardless of whether the flow upwards or downwards in the hierarchy.
After all, employees can - and often do - their ideas and emotions. But nothing happens, can happen when someone in management allows it.
For example, in the Heathrow program, the managing garbage in some places an out-of-the-way place and asks for a cleaning crew. Customer Service Manager to oversee the managementDirector for the week rebuked him for the birth of the effort that was not in the budget (an appropriate response, because the customer service manager would be chastised by his immediate superior, if he did). In response, the CEO has set a major policy change on the spot (never a good idea), but what he really needed are the mechanisms for obtaining and providing information on such issues, and then politics, when exceptions could be made.
With the creation of a mechanism that allowsWorkers at the forefront of communicating this type of problem (trash), it would be both better results and greater employee retention.
In summary, effective communication at work is only possible if the mechanisms of information both up and down to move within the organization are present, and may be only the management and care of these mechanisms.
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