Analyzing Communication's Role in Business and Dialogue

This report delves into the critical role of communication within a business context, emphasizing its impact on success. It explores various facets of communication, including internal, intercultural, and dialogic approaches, providing real-world examples and case studies to illustrate key concepts. The report discusses the benefits of effective communication, such as building strong relationships, fostering innovation, and creating a more efficient team environment. It also examines the ramifications of poor communication through a personal anecdote, highlighting the importance of clear and accurate information exchange. Furthermore, the report underscores the significance of dialogic communication, emphasizing its two-way nature and the value of mutual understanding. The analysis concludes by advocating for the implementation of genuine dialogue within organizations to enhance employee dedication and overall business performance. The report utilizes academic references to support its arguments and provide a comprehensive overview of the subject matter.

21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
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21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
In every area of business, communication is playing a pivotal role and is concerned
with aspect of exchanging ideas, opinions as well as emotions regarding individuals. There is
a necessity regarding efficient communication to happen for the success of any business.
There exist various advantages associated with better communication as it will be building
strong associations amongst individuals and when the employees feel at ease they are coming
up with innovative ideas that will be facilitating innovation. When there will occur the
encouragement of open interaction within a place of work, there will occur the emergence of
a more efficient as well as balanced team (Ridder 2014). Internal communication that will be
occurring daily will be making the staffs have better information as well as assisting in
securing their role as they are functioning towards a common objective.
Being a customer, I had faced the ramifications of poor communications in India. For
instance, I had a desire of purchasing a motor-cycle and for fulfilling my desirability, I went
to visit a dealer in my area. I purchased a motor-cycle that required servicing after every 1000
kilometres. The salesman at the dealer shop assured me that I will be receiving three
complimentary services after the completion of 10,000 kilometres. However, when I went to
get my free service after the completion of 10,000 kilometres, the dealer shop from where I
bought the motorcycle, refused to offer me the complimentary services citing the fact that
there were certain terms and conditions attached with this offer, which I might have
overlooked (Rowlinson 2014). He stated that this offer had to completed within a 10 month
duration failing which the offer will automatically get lapsed. However, in support of his

21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
agreement, the salesman was unable to provide any genuine information. This is considered
to be a very good example for poor communication. Since, communication is a two-way
processes, it was necessary for him to provide me with all the appropriate information. But
this did not happen since the salesman did not provide me with appropriate details, as he did
not have any awareness regarding the terms and conditions related to the offer. So naturally,
when the dealership did not want to provide me with the complimentary offer, I really felt
cheated and made the decision of approaching the senior management to get proper
justification regarding the matter, so that they allow me to have a meeting with the proprietor
of the dealer shop (Taylor 2014). Finally, I got the scope of having a meeting with the
proprietor. I had a discussion with the proprietor regarding the matter and showed him the
brochure that was provided to me regarding the offer, at the time of purchase. It was clearly
mentioned in the brochure about the offer that also clearly stated the time-period regarding
the offer (Clegg 2015). So, it was absolutely clear that the salesman was at fault who failed to
make effective as well as efficient communication and state the limited time-period regarding
the offer at the time of purchase. He was supposed to communicate this vital information to
me when the motor-cycle was being purchased since the condition regarding the time-period
was not mentioned in the brochure, as it was an early-bird prize that was being given to the
first 10 customers who bought the motor-cycle in a month. Through the occurrence of this
incident, I realised that communication plays a major role in the field of business (Cummings
2014).
Dialogic communication is considered being a two-way process. It is regarded as a
communication in which every individual is playing the role of a listener as well as speaker.

21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
In this communication process, every individual is having the scope of expressing his or her
point of view. The characteristic of dialogic communication is considered to be mutual
understanding. There is no threat of getting punished or feeling pressurized while making the
choices. To cite an example regarding this matter, I can state that in my earlier university, I
was offered an assignment (Child 2015). The module lecturer was doing the evaluation of the
individual development of every student in regard to the assignment. Post the completion of
my research, I came up with various approaches. But, the module lecturer was not interested
in listening to the idea and told me to follow the structure that was provided. On the other
hand, from the resources that were gathered by me, I had a strong feeling that a different
approach was considered to be appropriate to address this subject matter as an alternative to
the aspect of following the recommended outline. In addition, for giving concrete evidence to
support my approach regarding the research material, I went through various reference books
(Burke 2017). With a lot of determination, I went ahead with my approach and to my surprise
I had received positive feedback from my module lecturer and I also received good grades.
From the above description, it can be ascertained that if the dialogic communication
would have occurred between me and the module lecturer and if he would have listened in an
attentive manner, a discussion could have happened regarding the idea. But, as he did not
have the willingness for listening to the new idea, I had to undergo a pain-staking method of
finding out the effective ways of putting my view in front of the module-lecturer. Though the
module lecturer was satisfied this time with the different approach that I have taken, I
however strongly believe that this was matter of chance and there was a huge risk of failure
associated with this approach since, I had gone against the assignment pattern that was stated

21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
by the module lecturer (Bolman 2017). On the other hand, dialogic communication amongst
us would have really supported regarding this matter as I would have a received a module
lecturer’s point of view regarding the matter.
This week’s learning has helped me in understanding that it is very much necessary in
the promotion of genuine dialogue within a company. When the organizational staff is having
the feeling that his or her viewpoint is being given the due worth, then it will assist in
increasing their dedication as well as contribution. As a result, they will be working towards
the goals of the organization in an effective and efficient manner for actualizing them.
Therefore, this communication method is very much recommended in respect of a business as
it will be avoiding any issue related to the place of work having better communication within
the staffs as well as employers (Armstrong 2014).
People are playing an active role in an organization where they are functioning via
communication. In the present international business market, culture is explained with the
help of age, gender, religion, socio-economic backgrounds and so on. Staffs are required to
communicate with individuals having different cultural backgrounds on an everyday basis.
From this week’s learning, I had the scope of developing my strong skills regarding
intercultural communication. As a result, I had become aware of the cultural differences that
might occur within a company and in what ways will my knowledge skills will be assisting
me in practicing these abilities in the future.

21878 Organisational Dialogue: Theory & Practice SPR
Semeste
r 2017
Assignment 1 Cover Sheet
Reference
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Burke, W.W., 2017. Organization change: Theory and practice. Sage Publications.
Child, J., 2015. Organization: contemporary principles and practice. John Wiley & Sons.
Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An
introduction to theory and practice. Sage.
Cornelissen, J. and Cornelissen, J.P., 2017. Corporate communication: A guide to theory and
practice. Sage.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
Ridder, H.G., Hoon, C. and McCandless Baluch, A., 2014. Entering a dialogue: Positioning
case study findings towards theory. British Journal of Management, 25(2), pp.373-387.
Rowlinson, M., Hassard, J. and Decker, S., 2014. Research strategies for organizational
history: A dialogue between historical theory and organization theory. Academy of
Management Review, 39(3), pp.250-274.
Taylor, M. and Kent, M.L., 2014. Dialogic engagement: Clarifying foundational
concepts. Journal of Public Relations Research, 26(5), pp.384-398.