University of Suffolk: CFPBUS004 Report on Brit-Tech Communication

This report, prepared for Brit-Tech, examines the complexities of organisational communication in the context of a hybrid work model, addressing employee concerns about returning to the office. It begins by defining organisational communication and exploring relevant theories, including classical organisation theory and the theories of Tompkins and Cheney, and Stanley Deetz. The report identifies various barriers to effective communication, such as interpersonal, physical, emotional, cultural, and remote-working challenges. Brit-Tech has adopted strategies to overcome these barriers, including fostering a listening culture, emphasising the importance of physical communication, encouraging idea exchanges, and implementing a transparent evaluation system. The report also provides recommendations for improving communication, such as holding regular meetings, offering one-on-one support, obtaining employee feedback, recognising achievements, and promoting inter-cultural exchanges. The conclusion stresses the importance of identifying and eliminating communication barriers to ensure an effective communication process, drawing on the insights of various authors and researchers.

University of Suffolk
CFPBUS004 Business Communication

Abstract
Communication after the CoVID-19 pandemic has not been easy for most individuals. Brit-Tech
has announced the resumption of work-from-office in a hybrid model. However, some
employees have been skeptical about returning to office. To ease things for them, the company
took measures to help them communicate better.
This report highlights theories of organizational communication, while attempting to pave a way
through the barriers that make communication a tedious task. Through this report, Brit-Tech also
looks to develop and implement strategies that would prove useful in all aspects of better
communication. While analyzing the problems that acted as a fuel to communication-
intrapersonal barriers, physical barriers, emotional barriers, and perceptual barriers, were a few
amongst the others that were highlighted.
Strategies have been chalked out to enable effective communication for the employees while
keeping in mind the importance of cultural awareness. There are also a few recommendations
which, if implemented, will be able to achieve the goal of effective organisational
communication.
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Table of Contents
CONTENT PAGE NO.
1. Abstract 1
2. Introduction 3
3. Organisational Communication 4
4. General Theories of Organisational Communication 4-5
5. Barriers to Communication 6-7
6. Strategies adopted by Brit-Tech to overcome the barriers 8-9
7. Recommendations 10
8. Conclusion 10
9. List of References 11
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Introduction
Communication is always the process by which someone initiates the intent of meaning passed to
the receiver. Daniel (2016) stated that the communication process was completed only when
feedback was sent to the sender by the recipient, thus starting another cycle of exchange. Giffin
& Patten (1976) also states that both meaning formation and attribution are components of the
process of communication.
Organizations are an important management feature, as they cannot function without
communication between the hierarchical features (Online Business Dictionary, 2010). However,
when barriers show forth in this process of communication, the rift between the understanding of
the intent of a message and its application only widens (Okenimpkpe, 2010).
In this report, we discuss the various theories of ‘Organisational Communication’ as we evaluate
the various barriers in the process of communication between our employees at Brit-Tech. An
earnest and well-analysed attempt is also made at zeroing in on strategies that would help the
employees overcome these barriers and establish a fairly amicable work environment.
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What is Organisational Communication?
The sending and receiving of messages among people within a certain environment or setting in
order to achieve common and individual goals, can be termed as Organisational Communication.
This type of communication is highly contextual and culturally dependent. People in
organizations communicate through face-to-face, written, and mediated channels.
Organizational communication is beneficial in a number of ways. It allows us to-
 Complete tasks related to our appointed roles and responsibilities.
 Get accustomed to change through creativity and adaptation- individual as well as
organizational.
We can safely say that communication is not just about exchanging messages or information
between senders and receivers but it most definitely is a constitutional factor of our social world.
Accounts of the development of organisational theory typically begin with Taylor and Weber,
but, as Scott (1987) points out, organisations can be found in ancient civilizations as far back as
the Sumerians in 5000 BC. This theory underwent a developmental phase with Taylor, Fayol,
and Weber before continuing to the present with modern management methods and principles.
As there has taken place a drastic change in organizations over the years, so has there been a
evolution of the theories that explain them.
General Theories of Organisational Communication
1. Classical Organisation Theory of Fixed Structures
The very first effort to give definition and meaning to the structure of an organization and thus
pave a way towards effective communication within such structures, was made by Max Weber.
His theory of bureaucratic organisations is the first attempt to define organisation structure and
give meaning to organisational communication processes.
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According to this theory, organisations have specifically articulated roles and functions, so
communication is authoritarian, structured, and direct. Because there is no room for ambiguity in
communications conveyed from the top, organisations have rigid mechanical frameworks which
see individual contributions through specified and conclusive roles. (Robins et al. 2013)
2. Tompkins and Cheney’s Theory of Organisational Control
Through this theory, Tompkins and Cheney attempt to highlight that there are four types of
control that determine how organisations ascertain influence within themselves: simple,
technical, bureaucratic, and concertive.
In some ways, these types of control are characterised by the organization's evolution from very
simple organisational models to pure bureaucracies to extremely technical organisations, and
ultimately an organisation in which everyone understands what is expected of him or her and
also has the objective of the organization's values clearly known to them. (Anderson 2007)
3. Stanley Deetz’s Managerialism Theory
Managerialism Theory by Stanley Deetz is an effort to identify how organisational
communication and organisational control occur in places where traditional conceptions are
replaced with recognition of interests- political and economic, as well as the need to emphasize
on and bring to light, these interests.
The most notable aspect of this theory is that Deetz traverses beyond limited conceptions of
organisations and proposes a perspective of organisations that reflects the democratic interests of
the public including the authoritarian influences in the organisation.
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Barriers to Communication
When our employees were sent notices informing them of the hybrid model of work that we at
Brit-Tech look forward to adapting until the situation caused by the CoVID-19 pandemic comes
under control, some of the employees expressed their unwillingness to work from office. We
understand how communication has become a major issue and have now identified the barriers to
communication as follows-
1. Interpersonal Barriers
This is probably the most common type of communication barrier, especially as business
expands. A collapse in professional relationships can result in poor communication
among teams, which can potentially hinder a project. Some communication barriers occur
on a sporadic basis, while others are more persistent. Communication can be hampered
when a project needs to meet deadlines. This is also paradoxical at a time when effective
communication is quite crucial.
2. Physical Barriers
This type of organisational communication barrier encompasses all physical impediments
to an organization's ability to interact with its employees, customers, or vendors. It may
also have an influence on employee communication. It could be due to a noisy
workplace, infrastructure components, environmental events that impede communication,
or even a pandemic that prevents people from daily commute to and from work.
3. Emotional Barriers
Emotional communication barriers are most often sourced from inadequate emotional
stability or control. One can communicate more effectively in the workplace and in their
daily lives if there is full comprehension of their inner emotions better.
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4. Cultural Barriers
Employees who do not understand each other's culture or background may encounter
these types of organisational barriers. These types of barriers are becoming more
common as organisations are becoming more global. As a result, it is critical that
employees interact with one another.
It can be beneficial to have consistent values that are applied across all locations of an
organisation. It is also critical for organisations to provide training for their employees so
that they know how to collaborate well while working in a team, irrespective of its
members' backgrounds.
5. Remote-working Barriers
Almost overnight, the pandemic compelled the world into remote work mode. Although
it has enabled us to continue working despite numerous lockdowns, it has also introduced
some new challenges. When we've been bombarded with Zoom calls all day, it's more
difficult to listen. Even our ability to focus suffers as the number of meetings increases in
a remote setting.
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Strategies adopted by Brit-Tech to overcome these barriers
As we understand the extreme and urgent need for effective communication, Brit-Tech has
outlined a few strategies which will help in overcoming the barriers to communication within the
organization. Brit-Tech looks to implementing these strategies and witnessing the positive
change it would bring about.
1. Creating a listening culture
An essential part of communication is listening; we believe that by establishing a culture
where everyone has an equal opportunity to be heard, helps achieve the goal of effective
communication. The employees will be encouraged to give their undivided attention to
their colleagues during their interactions so as to better understand the message.
2. Establishing the importance of physical communication
Virtual communication will only be resorted to when absolutely necessary and inevitable.
The employees as well as the management will gradually be habituated to understand that
it is always better to communicate in person since the intended message and thoughts are
likely to reach the other individual more effectively.
3. Idea exchanges
Brit-Tech is an organisation that thrives because of the hard work that its employees put
in. These employees are individuals that hail from vivid cultural and ethnic backgrounds
and only enrich the work environment at Brit-Tech. Therefore, we highly encourage the
exchange of ideas from every individual. Exchanging of ideas without letting inhibitions
or fears regarding communication come in the way, leads to increased productivity.
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4. Transparent Evaluation
In some cases, a lack of trust is the root cause of an organisational communication
barrier. Employees who are hesitant to speak up may be scared of the repercussions of
being wrong. This can be disastrous. Big ideas can only flourish in an environment where
it is acceptable to fail. Thus we aim at create a welcoming evaluation system at Brit-Tech
where everyone recognises their performance evaluation criteria. We also intend to
clarify that they will not be reprimanded for speaking openly.
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Recommendations
The following recommendations have been made to overcome the barriers of communication-
- Holding of meetings with employees at regular intervals so as to address their concerns,
if any
- One-on-one help/interaction with each employee by the management so as to make the
former feel heard
- Quarterly feedback from employees so as to track the implementation and maintenance of
the mentioned strategies
- Recognising and applauding achievements of employees, both professionally and
personally (if they are comfortable)
- Creating a space to encourage inter-cultural exchanges and respecting all cultures equally
Conclusion
Effective communication is critical, but certain elements can impede it. A few simple conditions
must be fulfilled in order for effective communication to occur. First, Flamand (n.d.) concedes
that speakers should convey themselves precisely, clearly, and correctly; listen carefully to one
another; and correctly decode messages. According to Breshears (n.d.), possible communication
barriers include physical barriers, psychological barriers, cultural barriers, and language barriers.
Saxena (2008) identifies five barriers to effective communication as unknown language,
relationships, poor timing, perception, and disparities such as age, gender, intellect, and race. As
various authors have stated, there are numerous other impediments.
Nonetheless, the crux of it is that all barriers must be identified and eliminated in order to ensure
an effective process of communication.
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List of References
1. Communication Online Business Dictionary (2010)
2. Giffin, K. & B. R. Patten. (1976). Basic Readings in Interpersonal Communication:
Theory and application. New York: Harper & Row
3. Breshears, D. (n.d.). Possible Barriers to Communication.
4. Daniel, I.O.A. (2013). Communication as socio-cultural meaning exchange-
International Journal of Applied Linguistics and English Literature, 2, 5:173-177.
5. Flamand, Lee (n.d.). Communication Fallacies and Effective Communication.
6. Okenimkpe, M.N. (2010). Communication for Business.
7. Saxena, V. (2008). Communicating Effectively: Five Impediments to Communication.
8. Scott, Richard W. (1987). Organizations: Rational, Natural and Open Systems,
Englewood Cliffs, Prentice-Hall.
9. Anderson, C. (2007). The Long Tail, New York: Random House
10. Robbins, S.F., Judge, T.A. (2007). Organizational Behavior. 12th Ed. New York:
Pearson Education Inc.
11. Giffin, K. & B. R. Patten. (1976). Basic Readings in Interpersonal Communication:
Theory and application
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