TOUR 371: Workplace Communication Research Report & Key Findings

This research report examines the concept of workplace communication, drawing from Chapter 7 and a contextual interview with a class member. It highlights the crucial role of communication in organizational management, influencing factors like power, leadership, and conflict resolution. The report identifies barriers to effective communication, including time constraints, prejudgment, and language barriers, suggesting solutions to overcome these challenges. It also explores the connection between individual behavior and communication approaches, emphasizing the importance of understanding employee and client behavior for effective management. The report concludes by reinforcing the significance of communication in achieving organizational goals and fostering a positive work environment. References to various research articles are also included.

WORKPLACE RESEARCH
REPORT
Examining the Concept of Workplace
Communication
Research report is based on Chapter 7:
Communication
Discussions also based on the outcome of a
contextual Interview
 Chapter deduced from the course book
Interview was conducted on one of the class members
and the responses discussed in alignment to effective
communication as an organizational behavior

Introduction and Overview
The research process revealed that:
 Communication-Involves the transmission of
information from one party to the another
through effective channels
 It plays a crucial role in enhancing
successful organizational management
 Proper communication enhances effective
flow of other organizational processes
 There is need to embrace the right channels

Communication and other workplace
Essentials
The workplace essentials which are likely to
influence and be influenced by
communication in an organization include:
 Power and politics
 Leadership styles
 Resolution of conflicts
 Decision making process

Link Between Communication and other
workplace Essentials
Research reveals that:
 Good communication helps in the effective
execution of power.
 Through communication, political skills can be
applied to leadership
 Leadership abilities are better enhanced through
proper communication
 Communication enhances quick decision making
 Effective communication aids in faster conflict
resolution.

Workplace and Communication
 Communication drives processes at work
 Communication creates a good understanding of
company goals.
 The goals create targets which guide the workers
on the areas in need of more effort.
 A good understanding of the goals improves
efficiency among workers
 This understanding is best achieved through an
efficient communication process

Communication process
flow
 Starts with the sender and ends with the
recipient
 The chosen channels depends on
distance, nature of communication, type
of audience and nature of message.
 The packaging of the content is also
influenced by the factors above.
 Clarity of content is an important factor to
consider as well.
 Within organizations, the flow starts from
the top management flowing down to the

Barriers to Communication
Through the research process, a number of
barriers were deduced. These include:
 Time and distance constraints
 Prejudgment
 Language barrier

Time and distance constraints
 Information transmission ought to take the
shortest time possible
 Long distance may impact the speed of
transmission
 The right infrastructure is required to undo the
challenge of distance to effective communication.
 Better signals and devices allow for faster
commutation approaches.
 Choosing the right mode of communication is
another solution

Prejudgment
 Preformed opinions affect the quality of
conversations
 Prior judgment confines the communication
environment.
 It may manipulate the responses to
messages which may not be honest
opinions
 A communication environment ought to be
open and liberal fro free expression and
interaction

Language barrier
 Language barrier hinders understanding
 It lowers the quality of the message
especially when there is need for translation
 The process of translation equally elongates
the process
 Too much time also leads to reduction in
convenience levels
 A common language should be used for
communication in organizations.

Organizational Communication
 Communication styles, abilities and models
influence behaviors in organizations.
 Behavior of individuals within the work place also
impact communication in one way or the other.
 Understanding behavior leads to the
implementation of the right management
approaches.
 Individual attitudes influence their reception to
messages
 The management ought to identify these
attributes in employees and clients.

Behavior outcomes based on interview
 During the interview, the process revealed
that the subject is closed in and less wordy.
 The subject believes in importance of
organizational goals
 The interviewee likes an environment
characterized by freedom of expression
 The interviewee exhibited a positive
attitude towards the job and the overall job
environment

Interview outcomes and chapter in
context
 The behaviors derived from the scenario above
can be related to an organizational set up.
 There are workers who are introverts while
others are extroverts.
 A good balance on how to deal with the varied
behaviors is a necessary step.
 Employees’ commitment to goals must be
analyzed at all times.
 Positive commitment should be rewarded while
less commitment should be managed using
effective approaches

Conclusion
 The report highlights the key role of
communication in an organization.
 The process of communication is also highlighted
 The Barriers to effective communication and
possible solutions have also been outlined.
 There is a distinct connection between behavior
and communication approaches.
 Understanding employee and client behavior is a
key step towards enhancing effective
management.

References
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Journal of Contemporary Hospitality Management, 27(3),340- 361.
 Dredge, D., & Gyimóthy, S. (2015), ‘The collaborative economy and tourism: Critical perspectives,
questionable claims and silenced voices’, Tourism Recreation Research, 40(3), 286-302.
 Faulkner, B., & Tideswell, C. (2010). A framework for Monitoring Community Impacts of Tourism.
Journal of Sustainable Tourism, 5, 3–28.
 Goeldner, C. (2013). How Tourism and Hospitality Research Has Evolved: A North American
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Generating practitioner-relevant knowledge using the GABEK qualitative research strategy.
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