Communication Management at H&M Report 2022

COMMUNICATION MANAGEMENT AT H&M
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COMMUNICATION MANAGEMENT AT H&M
System04121
4/14/2020

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Contents
Barnlund’s Transactional Model................................................................................................2
Components of Barlund’s model...........................................................................................2
Advantages of Barnlund’s Transactional Model of Communication....................................2
Four communication barriers that the staff members at H&M..................................................2
1. Hierarchical Barriers.......................................................................................................3
Solution: Encourage Feedback...............................................................................................3
2. Problematic Workplace Layouts.....................................................................................3
Solution: Bespoke Workplace Design...................................................................................4
3. Language Barriers...........................................................................................................4
Solution: Create a Documented Communications Policy......................................................4
4. Geographical Barriers.....................................................................................................4
Solution: Utilize Technology.................................................................................................4
Essay Writing.............................................................................................................................6
EMAIL.......................................................................................................................................8

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Barnlund’s Transactional Model
The Barnlund Paradigm is a feedback framework of many layers. The sender and recipient
share their positions and both are equally relevant. This is an continuing operation. The
message is transmitted and the input from all sides is continuous. The response for the other
is one input (App, McIntosh, Reed, and Hertenstein, 2011).
Components of Barlund’s model
Cues indicate the signals that anything should be achieved. There are: official examples,
private signs and behavioural indicators, as per Barnlund. In the above-mentioned model
diagram, spiral lines represent public and private theories graphically.
Advantages of Barnlund’s Transactional Model of Communication
 The model demonstrates rising sender and recipient expertise in the area.
 The communication model addresses receiving, noise and input simultaneous
communications (Burgoon, Guerrero, and Floyd, 2016).
Four communication barriers that the staff members at H&M
H&M (Hennes&Mautriz) is my company's pick. It was founded in 1947 and is renowned for
its fast-track people, women, teens and kids apparel. Because of the obvious variations in the
actions of customers in the current retail industry, the trend remains distinctive. In both
business and financial results, the organization is triumphant and expansive. The H&M plans
have begun to evolve and are mainly targeted at attractive regions. The advantages of
integrated e-business systems can also be seen as an example (Burgoon, Guerrero, and
Manusov, 2011).

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Communication is the process of exchange or transfer between two or more persons of facts,
thoughts, data on emotions, etc. It needs a transmitter to a receiver who transmits an thought,
knowledge or emotion (U.S. Army, 1983). Once the receiver knows the precise details that
the sender wants to transmit, effective knowledge emerges. Throughout H&M, the issues
often occur as the workers do not converse explicitly. It will inevitably contribute to chaos
and collapse in a successful strategy. The communication in H&M is critical for finding
challenges that can keep them off, developing their abilities, learning how they can stand
securely, and improve the capacity to handle complicated circumstances (Pawlikowska,
Zhang, Griffiths, van Dalen, and van der Vleuten, 2012).
1. Hierarchical Barriers
Hierarchies are important for organisations to function, but contact issues also occur
as two employees of different rank communicate with each other. To the senior
employee, it can be easy to ignore the communications received by a subordinate,
merely because the subordinate is at a lower position in the hierarchy of the
organisation.
Solution: Encourage Feedback
Senior employees routinely seek input from subordinates as the simplest solution for this
question. It is necessary to reiterate that frank, positive input is accepted – and that there
should be no resistance in terms of promotion to the profession.
2. Problematic Workplace Layouts
Your workplace architecture can affect internal contact wonderfully or destructively.
While workers are near by, open-plan workplaces will potentially make contact

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harder. Workers lose anonymity and are frequently subjected to sights and sounds in
all kinds of settings.
Solution: Bespoke Workplace Design
By telling your staff if they feel happiest, efficient and available for collaboration, you will
prepare what the office room will be — be innovative and find new methods of responding to
various types of work (Stepanikova, Zhang, Wieland, Eleazer, and Stewart, 2012).
3. Language Barriers
Linguistic mistakes may be a significant barrier to communication, particularly in
organizations operating internationally. It is crucial to avoid miscommunications
while communicating with people who speak native languages.
Solution: Create a Documented Communications Policy
Encourage workers to talk gradually and plainly, especially when communicating with non-
English speakers. Avoid at all times the usage of technological terminology. It is critical that
verbal misunderstandings may not arise as workers from separate divisions interact.
4. Geographical Barriers
Many companies are also trying to employ remote employees to save enormous
expenses and capitalize into the foreign labor force. It is crucial to consider the greater
demand for liberty of employees during the Technology Age than their manufacturing
period predecessors – remote employment helps workers to make a difference without
becoming attached to a specific position.

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Solution: Utilize Technology
When you're operating with several tasks, contact with e-mails may be difficult which can
contribute to excess details. Staff may enter information into chat boxes for the latest
assignment in Asana and then arrange a video call with Slack once a week. Thus, given
different time differences, staff can stay in contact throughout the week.

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Essay Writing
Many factors for communication are essential to h&m staff, the first being that good
communication encourages efficient contact and as a good communicator you require
communications skills. Good communication is the foundation of a productive company. We
are important to establish connections between you and your staff, such that concepts,
knowledge and expertise can be exchanged among themselves. In fact, reciprocal respect and
empathy should be created for each other's views and opinions. This coordination enables a
more efficient execution of assignments, better work control and prompt completion of
activities (van der Meulen, van de Sandt-Koenderman, Duivenvoorden, and Ribbers, 2010)
The second one is They Keep the Feedback Loop Open, Many companies aim to create a
complex job that can be adjusted easily to internal and external factors; however, an
transparent and positive feedback process is needed for this to function efficiently. It's
primarily the continuing contact between a task-giver and a job-complete that will not render
you conscious of what this method means. The supervisor will ask for input as the worker
doing the job finishes the steps; the supervisor can then inform the individual that they are
doing well or that they will adapt appropriately. This process is continuous, or 'loop.'
The third one is They Expand Your Opportunities, You will explore more interesting
possibilities in the workforce and the area of interest by interacting with employers and co-
workers. If your manager, for example, is well pleased, they'll be willing to give you good
reviews and move you to a higher rank, with more duties and benefits-a major benefit, of
course, for your company.
The article now addresses how staff at h&M should use active listening to interact with
consumers effectively; The first one is Interpretation, This is simpler to understand context
from communication among staff who focus on their listening abilities. Part of effective
listening is to take note of the sense of which the speaker refers and to put everything that is

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stated in that sense. It also involves posing questions to assess significance instead of
searching about the motives of others. Proper analysis of knowledge from a conversation can
strengthen the partnership between an employee and consumers and lead to improved
revenue by repeated purchases. A consumer also selects sellers who have the time to consider
the context and significance of a dialogue properly (Manuti, A., Pastore, S., Scardigno, A.F.,
Giancaspro, M.L. and Morciano, D., 2015).
Second is Learning, Training is the common concept used to describe the knowledge and
insights that an individual receives by learning. Education is a formal part of schooling. The
other aspect of studying is the opportunity to receive and utilize suggestions and other data
effectively in potential circumstances. If an employee has expertise, it will offer a valuable
lesson in enhancing efficiency or ties with his customers. Encourage the employees to build
strong communication skills and enable them and gather knowledge and will add to the
learning process (Diaz Soloaga, and Garcia Guerrero, 2016).
Third is Complete Information, Strong communication abilities allow an person to figure out
whether she has all the knowledge she wants about a topic or when to inquire for more
details. Of example, if he thinks the product will not function, a consumer wants to return a
product. A good communication capacity of an employee listens to a typical client problem
and begins to ask the client to explain the question. Further analysis and understanding allows
the employee to believe that the company wrongly utilizes the substance which provides the
consumer with acceptable operating procedures. Refined abilities in communication allow an
individual to figure out what he or she does not understand, which suggests lack of
knowledge.
Moving ahead about the three forms of non-verbal contact that H&M employees may use to
target consumers is the first Body Language and Posture, Such work into body language has

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developed considerably since the 1970s, but mainstream media have concentrated on the over
interpretation of defensive postures, arms crossing and leg crossing, particularly after Julius
Quick has published the book Body Language (Papadonikolaki, Verbraeck, and Wamelink, 2017).
Second is Facial Expressions, with an immense amount of nonverbal contact, facial gestures
are responsable.1 Remember how much meaning may be conveyed through a grin or a frown.
The glance at the expression of a human is sometimes the first moment we see what they
intend to suggest long before we hear it (Arvidsson, 2010).
And the last is Appearance, the choice of colour, clothes, hairstyles and other beauty
considerations has often been used as a means to interact nonverbally8. Work on colour
psychology has demonstrated that colours can cause various moods. Aside from this,
presence will affect physiological reactions. Only think about all the little decisions that you
create easily depending on your looks. That is why experts say that work applicants should
dress professionally for interviews with prospective employers. Researchers have shown that
presence can play a role in who and how often individuals are viewed. For one of these 1996
surveys, lawyers ranked as more appealing than their colleagues won about 15% more than
lawyers graded less appealing. Community is an essential element in determining looks.
While in Western cultures thinness is admired, many African cultures relate to a better
fitness, income, and social standing.
EMAIL
To,
The Employees,
Hennes & Mauritz,
California, United States of America.

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Subject: Requesting employees to attend the workshop for employees on intercultural
communication workshop
Dear Employees,
I am a regional director of this respected company and saw a need to train new inductors in
intercultural contact and digital technology contact. This is important for us, because it allows
all of us to realize the value of contact in our workplace. The session will be held in the
meeting room from 9:00 a.m. to 12:00 p.m. on 20 April 2020. We look forward to your stay.
Thank you.
Best Regards,
Mr. Smith Martin,
(Manager)

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REFERENCES
App, B., McIntosh, D.N., Reed, C.L. and Hertenstein, M.J., 2011. Nonverbal channel use in
communication of emotion: How may depend on why. Emotion, 11(3), p.603.
Burgoon, J.K., Guerrero, L.K. and Floyd, K., 2016. Nonverbal communication. New York:
Routledge.
Burgoon, J.K., Guerrero, L.K. and Manusov, V., 2011. Nonverbal signals. The SAGE
handbook of interpersonal communication, pp.239-280.
Mehrabian, A., 2017. Nonverbal communication. New York: Routledge.
Pawlikowska, T., Zhang, W., Griffiths, F., van Dalen, J. and van der Vleuten, C., 2012.
Verbal and non-verbal behavior of doctors and patients in primary care consultations–How
this relates to patient enablement. Patient education and counseling, 86(1), pp.70-76.
Stepanikova, I., Zhang, Q., Wieland, D., Eleazer, G.P. and Stewart, T., 2012. Non-verbal
communication between primary care physicians and older patients: how does race
matter?. Journal of general internal medicine, 27(5), pp.576-581.
van der Meulen, I., van de Sandt-Koenderman, W.M.E., Duivenvoorden, H.J. and Ribbers,
G.M., 2010. Measuring verbal and non-verbal communication in aphasia: reliability, validity,
and sensitivity to change of the Scenario Test. International Journal of Language &
Communication Disorders, 45(4), pp.424-435.
Manuti, A., Pastore, S., Scardigno, A.F., Giancaspro, M.L. and Morciano, D., 2015. Formal and
informal learning in the workplace: a research review. International journal of training and
development, 19(1), pp.1-17. Papadonikolaki, E., Verbraeck, A. and Wamelink, H., 2017. Formal and

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informal relations within BIM-enabled supply chain partnerships. Construction management and
economics, 35(8-9), pp.531-552.
Papadonikolaki, E., Verbraeck, A. and Wamelink, H., 2017. Formal and informal relations within BIM-
enabled supply chain partnerships. Construction management and economics, 35(8-9), pp.531-552.
Arvidsson, S., 2010. Communication of corporate social responsibility: A study of the views of
management teams in large companies. Journal of Business Ethics, 96(3), pp.339-354.
Diaz Soloaga, P. and Garcia Guerrero, L., 2016. Fashion films as a new communication format to
build fashion brands. Communication & Society, 29(2), pp.45-61.