Business Communication Report: Brit-Tech's Barriers and Strategies

This report, prepared for CFPBUS004, examines the communication challenges faced by Brit-Tech, a multinational company, particularly concerning its employees' return to the office after the COVID-19 lockdown. The report begins with an abstract and an introduction outlining the context of the issue. It then explores general theories of organizational communication, including Taylor's Scientific Management, Beauracratic Theory, Acceptance Theory of Authority, and General Systems Theory, as well as McGregor's Theory X and Theory Y, to provide a theoretical framework for understanding the communication dynamics within Brit-Tech. The report identifies specific barriers to communication encountered by employees, such as difficulties with mask-wearing, public health concerns, and potential impacts of health and safety regulations. It then proposes a series of strategies to overcome these barriers, including the use of non-verbal cues, clear communication, and the adoption of culturally sensitive approaches. The report concludes with recommendations and a summary of its key findings, supported by a comprehensive list of references.

CFPBUS004 Business Communication
Words: 1488+550
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Table of Contents
Assessment 1...................................................................................................................................3
Leaflet 1.......................................................................................................................................3
Leaflet 2.......................................................................................................................................4
References........................................................................................................................................6
Assessment 2...................................................................................................................................7
Abstract........................................................................................................................................7
Introduction..................................................................................................................................8
General Theories of Organisational Communication..................................................................8
Employees' Barriers of Communication in Returning Offices after COVID Lockdown............9
Outlining Strategies to Brit-Tech's Communication Barriers....................................................10
Recommendations..........................................................................................................................12
Conclusion.....................................................................................................................................12
References......................................................................................................................................13
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Assessment 1
Leaflet 1
Effective communication relies heavily on the ability to listen attentively. But due to wearing
masks, there have been lots of inability to listen to others properly. It is incredibly impossible to
convey anything without trust and openness. Due to spreading the virus to the six other people,
anyone can not trust them to communicate properly (Knollman-Porter & Burshnic, 2020). Even
if you don't want to conceal anything, your employees may get agitated and speculative if they
assume that you're withholding anything from them. The consequences of social isolation on
communication are the subject of some fascinating and relevant study results for COVID-19. As
a result of this, the less time employees of Brit-tech spend with others, the more sceptical they
become of those around others. As a result, others may become more defensive, leading to a self-
fulfilling prophecy where isolation causes suspicion, which causes defensiveness and greater
isolation.
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A pandemic may make it more difficult for others to understand you if you wear a mask.
Alternatively, you may be too distant away to be audible (Crocchi, 2021). These scenarios may
benefit from a simple thumbs-up. Patting your hand on the back is another way to express
gratitude. Pulling forward, nodding, and avoiding unnecessary eye contact and body language
are all examples of good body language (Aasdahl, Fimland & Røe, 2021). This is a great
opportunity to develop your communication skills by being concise and clear in what individuals
say. Important words may be overlooked because of the mask's visual barrier. Think about the
best ways to communicate with the deaf. Lipreading is even more difficult for them while
wearing a mask.
Leaflet 2
Public health officials are now promoting the COVID-19 epidemic as a public health crisis rather
than affecting just individuals. An effective public health communication that engages the
community to lower the risk of societal harm incorporates cultural aspects. Discussion on the
significance of culture in deciphering communications that may be the same worldwide such as
physical/social distance but vary across cultures and groups, including individualist versus
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collectivist. As long as structural injustice persists, the effects of COVID-19 will be
disproportionately felt by people of colour in the United Kingdom and across the world. COVID-
19 calls for a worldwide communication response based on a cultural framework provided by the
World Health Organisation. By providing a community-engaged communication plan for
coronavirus disease 2019, the communications plan in the inter culture should adapt to be aware
of the necessary precautions (Airhihenbuwa et al., 2020). There is a significant worry about the
problematic levels of general spread, illness severity, and inactivity for these people in the face
of rising world mortality.
Anti-racism research necessitates a shift from the standard epidemiologic approach of focusing
just on a person's risk factors to the threat environment and risk scenario that define and
constrain a person's susceptibility (House, 2022). For this reason, community-based
communication is essential for recognising the voices of the community and providing culturally
appropriate solutions which are more likely to be implemented after the pandemic has passed.
Chronic health issues and precarious living and working situations are exacerbated by structural
disparities that have been in place for a long time in the most impacted cultures and
communities. Any communication plan must consider the importance of culture to be successful
with these groups.
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References
Aasdahl, L., Fimland, M. and Røe, C., 2021. The Readiness for Return to Work Scale; Does it
Help in Evaluation of Return to Work?. Journal of Occupational Rehabilitation,.
Airhihenbuwa, C., Iwelunmor, J., Munodawafa, D., Ford, C., Oni, T., Agyemang, C., Mota, C.,
Ikuomola, O., Simbayi, L., Fallah, M., Qian, Z., Makinwa, B., Niang, C. and Okosun, I., 2020.
Culture Matters in Communicating the Global Response to COVID-19. Preventing Chronic
Disease, 17.
Crocchi, S., 2021. COVID-19: Communication Strategies during the Pandemic. KnowEx Social
Sciences, 1(1), pp.13-32.
House, M., 2022. Cultural Awareness. [online] Macmillanenglish.com. Available at:
<https://www.macmillanenglish.com/us/blog-resources/article/cultural-awareness-1> [Accessed
25 January 2022].
Knollman-Porter, K. and Burshnic, V., 2020. Optimising Effective Communication While
Wearing a Mask During the COVID-19 Pandemic. Journal of Gerontological Nursing, 46(11),
pp.7-11.
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Assessment 2
Abstract
Brit-tech, a global corporation in the UK, has a work from home policy. Organisational
communication theories must enable every organisation to conceive innovative ways to approach
and solve challenges. While most people prefer meaningful employment to be alone at home
after the lockdown schedule, several factors may make getting back to work more challenging.
The return back to work coordinators and the combined labour-management committee must
identify and eliminate or at least alleviate these human and environmental impediments.
Occupational health & safety rules and employment standards legislation may prevent some
COVID-19 positive individuals from returning to work. Coworkers and managers may worry
that the person with COVID will be unable to "pull their weight" or make substantial
contributions. Coworkers and managers may worry that the person with COVID will be reluctant
to "pull their weight" or make considerable contributions.
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Introduction
As a multinational company in the UK, Brit-tech happens to have to work their employees on
work from home policy. But the employees seem to have enjoyed and are more productive on
this policy rather than coming into work willingly after the extended lockdown of the UK. The
report has discussed the communication barriers of these employees of Bit-tech and strategies to
overcome the communication barriers after office opening from the pandemic. Also, several key
organisational theories for communication that will be best opted out in Brit-tech company have
been addressed to meet the purpose.
General Theories of Organisational Communication
The traditional ideas of organisational communication that emerged from the industrial
revolution may be the most well-known (De Benedicto et al., 2022). Theories of organisation
and communication must help any organisation think of new methods to approach and act on
real-world problems.
Fedrick Taylor's Scientific Management
This approach to corporate communication is based on a management and production-oriented
viewpoint. Taylor's scientific technique is notable for the way it communicates its findings.
Furthermore, scientific management often lacks the arrangements and machinery necessary for
workers to express their ideas and complaints and for democratic deliberation and adjustment of
grievances, both of which are necessary for democratic management.
Beauracatic Theory
The idea posits a hierarchical method to communication where each organisational member
reports to one above them until the message reaches the top command. The Classical School
infiltrates corporate communication (Hartley, 2015). It is vital to corporate communication
because it effectively controls personnel, ensures a complete command and structure, and helps
forecast behaviour.
Acceptance Theory of Authority
The Human Relations School brings this communication theory to the workplace. It's critical to
organisational communication since this emphasises the importance of formal communication
channels to attach all organisation members, with everyone in the company reporting to or
exhibiting subordination to someone else. It's not just about making sure everyone knows how to
communicate effectively (Krizan, 2011). That is what Barnard emphasises, stating that "ways of
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communication must be straight and brief to maximise the pace of speaking and to minimise
distortions."
General Systems Theory
The theory proposes that the same kinds of communication exchanges inside an organisation's
limits also place between the entity and the outside world, with transactional processes including
transferring energy, labour, money, resources, or information. Because it considers the
organisation a system of numerous subsystems whose interconnected and interlocking elements
are kept together by communication, this theory offers the most obvious channel for
communication academics to investigate organisational functions and interactions (Ertekin, Ilgin
& Yengin, 2018)
Theory X and Theory Y
Douglas McGregor created this motivating hypothesis based on two opposing beliefs about
human nature. The theory comes from the Human Resources School, and its significance stems
from its ability to demonstrate that effective communication and encouragement are two sides of
a coin; that is, effective communication, rather than external control and the threat of
punishment, is more likely to motivate people to work toward organisational goals.
Employees' Barriers of Communication in Returning Offices after COVID
Lockdown
While most individuals are happier when engaged in meaningful work rather than staying at
home and lonely, several variables may make returning to work more difficult. It is the
responsibility of the come back to work coordinator and the joint labour-management committee
to identify and remove these human and environmental obstacles wherever feasible, or at the
very least to mitigate their impact. Some of the obstacles, as well as instances of how they might
adversely affect a return to employment, are as follows:
- Some compensation programs may not allow for the continuation of benefits during a partial
return to work, requiring a little sick with cold people to remain off the job until they are
completely healed, potentially lengthening the time it takes them to return to work (Unesco,
2022). The worker may be disciplined or denied employment if a trial return to work is
unsuccessful in certain jurisdictions.
- Occupational health and safety regulations, as well as provisions of employment standards law,
may act as a barrier to the return to work of certain persons who had COVID-19 positive. If a
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person works less than the required number of hours per day in several provinces, the law
requires compensation for their labour hours (Local Government Association, 2022). Depending
on their level of short hours, a person returning to work may only be able to work a few hours
each day at first. In rural or secluded areas, employees with cautious diseases in their health
during the COVID period, such as diabetes, may find it difficult to return to their previous
positions.
- Supervisors may have limited knowledge of the assistive material available for the employees
and people to get very safe during this deadly virus. They may also be unsure how to adjust their
work schedules throughout the recovery and isolation phase of the affected employees.
- Others in the workplace, including coworkers and bosses, may be concerned that the person
with COVID affected would be unable to "pull their weight" or make significant contributions.
They may be especially scared of those who tested positive more than once with COVID
symptoms who have been isolated for such a long time in the lockdown.
Outlining Strategies to Brit-Tech's Communication Barriers
One of the consequences of the disguised people during COVID-19 seems to have been forced
and sophisticated communication. The concealed communication hurdles employees encounter
daily may provide an extraordinary opportunity to develop far more sophisticated emotional
intelligence skills that would outlive the epidemic by a long shot.
It has become a common practice for every individual to wear a mask to conceal or suppress
their feelings. However, there's an even more fulfilling and self-aware alternative. To truly
comprehend others and be better understood by the individual, the employees of Brit-tech may
take proactive actions during the epidemic's duration (Dias et al., 2020). It can also happen when
people are working together, going out, or even at home when they're keeping a close eye on
social distance.
Employees should make supporting gestures around Brit-tech office. Masks might make it harder
for people to understand them during a pandemic (Marra et al., 2020). Also, employees could be
too far away to be heard. A simple thumbs-up may help in these situations. Employees of Brit-
tech may also give heartfelt thanks by patting the hand. Positive body language such as excellent
eye contact, leaning forward, nodding, and minimising distraction can also help. Brit-tech's
worker also emphasises speaking loudly and clearly. This is a fantastic moment to practice being
clear and concise in what some individuals speak low in a meeting or a conference room. Due to
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the visible mask barrier, certain words may be missed. Masks make lipreading difficult for them,
making it impossible to communicate around Brit-tech nowadays. The people will consider how
to communicate with persons who are deaf effectively.
For senses of humour, the individuals should use wit but not sarcasm. They should practice
simple gestures of laughter in the Brit-tech offices more than before to minimise the tense
situation everywhere due to the COVID spread (Doonu Gbarale & Lebura, 2020). If employees
don't know the situation, avoid making jokes that might be misinterpreted. Of course, actions
may be more powerful than words or nonverbal cues. Being courteous at this time of heightened
tension goes a long way.
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Recommendations
Theories of organisational communication must aid any company like Brit-tech in devising
innovative approaches to and actions in response to real-world situations. Brit-tech as a
multinational should choose the bureaucratic theory for effective communication strategies
among all the modern, effective communication theories. While most people are happier when
working on something worthwhile rather than remaining at home and being lonely, several
factors may make going back to work more challenging. The comeback to work facilitator and
the joint labour-management committee is responsible for identifying and removing these human
and environmental impediments, or at the absolute least, mitigating their effect (Mohd Hanafiah,
Ng & Wan, 2021). That said, it's a rare chance to improve one's ability to read people and
communicate more effectively, Which may help develop lifelong emotional intelligence skills.
Brit-tech employees may also express gratitude by hand-patting. Good eye contact, leaning
forward, nodding and avoiding distraction might also assist. Brit-tech's employees also stress
communicating clearly. This is a great opportunity to practice being precise and concise in a
meeting or conference room.
Conclusion
As a global corporation based in the United Kingdom, Brit-tech is forced to allow its workers to
work from home. After a long period of lockdown, workers seem to appreciate and be more
productive due to this approach, rather than going to work voluntarily. These Bit-tech workers'
communication difficulties were examined in the study, as were strategies for bridging such gaps
after the workplace reopened following the epidemic. Some of the most important organisational
theories for communication in a Brit-tech firm have also been considered, like the beaurocratic
approach.
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References
De Benedicto, S., Sugahara, C., Silva Filho, C. and Sousa, J., 2022. ORGANISATIONAL
COMMUNICATION: A THEORETICAL DISCUSSION.
Dias, A., Scavarda, A., Reis, A., Silveira, H. and Ebecken, N., 2020. Managerial Strategies for
Long-Term Care Organization Professionals: COVID-19 Pandemic Impacts. Sustainability,
12(22), p.9682.
Doonu Gbarale, K. and Lebura, S., 2020. Vertical Communication and Employee Performance in
Emerging Economy Public Organizations: The Imperatives of Organizational Culture. European
Business & Management, 6(6), p.171.
ERTEKİN, İ., ILGIN, H. and YENGİN, D., 2018. THEORIES OF ORGANISATIONAL
COMMUNICATION. THE TURKISH ONLINE JOURNAL OF DESIGN ART AND
COMMUNICATION, 8(2), pp.297-311.
Hartley, P., 2015. Business Communication. 5th ed. Oxford: Taylor and Francis, pp.159-272.
House, M., 2022. Cultural Awareness. [online] Macmillanenglish.com. Available at:
<https://www.macmillanenglish.com/us/blog-resources/article/cultural-awareness-1> [Accessed
25 January 2022].
Knollman-Porter, K. and Burshnic, V., 2020. Optimising Effective Communication While
Wearing a Mask During the COVID-19 Pandemic. Journal of Gerontological Nursing, 46(11),
pp.7-11.
Krizan, A., 2011. Business Communication. 11th ed. Australia: South-Western Cengage
Learning, pp.78-112.
Local Government Association, 2022. COVID-19 communications: Developing your strategy
internally. [online] Local.gov.uk. Available at:
<https://www.local.gov.uk/our-support/leadership-workforce-and-communications/comms-hub-
communications-support/covid-19> [Accessed 25 January 2022].
Marra, A., Buonanno, P., Vargas, M., Iacovazzo, C., Ely, E. and Servillo, G., 2020. How
COVID-19 pandemic changed our communication with families: losing nonverbal cues. Critical
Care, 24(1).
Mohd Hanafiah, K., Ng, C. and Wan, A., 2021. Effective Communication at Different Phases of
COVID-19 Prevention: Roles, Enablers and Barriers. Viruses, 13(6), p.1058.
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Unesco, 2022. COVID-19 Response. [online] Diversity of Cultural Expressions. Available at:
<https://en.unesco.org/creativity/covid-19> [Accessed 25 January 2022].
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