Effective Teamwork and Communication in Workplace Settings: A Report

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Effective Team Work and Communication
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Table of Contents
Introduction................................................................................................................................3
Task............................................................................................................................................4
Conclusion..................................................................................................................................9
Reference List..........................................................................................................................10
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Introduction
In a workplace setting, communication and teamwork are considered the essential elements
because via appropriate communication, team members shall be able to effectively carry out
their business operations. A positive workplace essentially incorporates positive employee
interaction. The report shall be written to get an insight into the ways by which
communication and teamwork occurs within workplace settings. It shall cover some
examples of teamwork and communication related to health and social care settings.
Additionally, after analysing the workplace experiences, a firm conclusion shall be outlined.
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Task
Employer’s workplace communication
The degree of communication within the workplace can either enhance or reduce workplace
performance. Here performance covers areas such as productivity, morale and attendance. It
is known that employers who communicate effectively with their employees in the workplace
are likely to increase greater degree of “employee engagement”. In order to promote healthy
communication, the employer need not be an extrovert. Rather he/she should know the
intricacies of building trust and honesty among employees through genuine communication.
It should be noted that straightforwardness and transparency are the ways of fostering better
communication. In different workplace settings, face-to-face communication is the most
commonly used method used by employers (Turnage and Goodboy, 2016). Here, the
employers get the opportunity to listen to the employees’ concerns. Communication is a two-
way process and rather than speaking, “active listening” is more relevant (Fer, 2018). In this
manner, employers are able to take inputs of the employees seriously. After listening to the
concerns, the employers are supposed to address it effectively. Thereafter, a feedback
mechanism like a suggestion box can address the concerns of those who like to express
opinions via writing messages.
In the context of health and social care setting, again communication plays a vital role
because care workers are supposed to deal with diverse service users. Further, it has been
observed that effective workplace communication is a method of overcoming workplace
barriers. For example, the care workers have the prospect of observing and discussing the
concerns of clients through refined communication styles. Moreover, communication is more
about making and retaining contacts. Therefore, an understanding of communication cycle
is crucial. In this cycle, certain stages are followed one after the other. In the first stage, an
idea occurs and the person develops the idea (Phillips et al., 2018). Then, the message is
coded (verbal means or non-verbal means). Following that, the message is sent to the receiver
and the receiver again decodes it. Lastly, the receiver understands the message.
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Figure 1: Communication style
(Source: Resources.collins.co.uk, 2019)
The cycle is repeated with the second person as well and this, in turn, helps in maintaining a
conversation in the workplace. Care workers understand the importance of non-verbal
communication because service users often arrive with multiple needs. For example,
maintaining eye contact, understanding facial expressions and providing emotional support
are also a part of communication (Kee et al., 2018). Only after assessing the needs of the
service users, it is possible for care workers to develop care plans. While using verbal mode
of communication, the care workers usually give responses to the various queries or
questions. They also have a say in team meetings. Particularly, while breaking shocking news
to the service users or their family members, the care workers need to demonstrate their
empathetic skills. In most cases, it is quite challenging the care workers to listen to the
concerns of clients without interrupting them. It might have a negative impact upon the
service users. In case of patients, who are suffering from hearing disabilities, certain
technological aids are utilised by the service providers. It mainly includes hearing aids or
electronic communicators. Apart from that, emails and text messages can also be helpful in
promoting communication.
Certain barriers in communication also exist in healthcare settings. Employers might face
trouble while sending a message and while making the clients realise certain care plans. For
example, the workplace setting, seating arrangements or noise levels might have a negative
impact upon client-user communication. In a care setting, if patient’s privacy is not
maintained then, it might severely affect upon communication. In public places, service users
might often feel quite uncomfortable and therefore, care providers are supposed to maintain
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an effective inter-relationship. While communicating with patients suffering from disabilities
such as cerebral palsy, autism or visual impairment, it might be a barrier for the service
providers.
Theoretical perspectives regarding teamwork and workplace communication
Communication techniques have been modified over the years because of the changing
business environment. Workplace communication has undergone changes because various
theoretical perspectives of prominent individuals such as George Cheney, Philip Tompkins
and Max Weber have been used to guide organisational communication. According to Weber,
communication within the workplace is structured and hierarchical in nature because almost
all organisations encompass responsibilities and visibly defined r for their workers
(Reichertz, 2015). The message is usually sent from top to bottom and therefore, a rigid
structure is followed. Additionally, Tompkins’ theory has been developed from Weber’s
organisational theory. It has outlined that within the organisational setting, four types of
“control” are exercised. The types include technical, simple, concertive and bureaucratic.
Depending upon the organisational progression, different types of control exists. Tompkins’
model is slightly different from Weber, because he focussed upon communication as well as
control. Thereafter, another theory of workplace communication is the Post-Positive theory.
It outlines that within an organisation, order is quite natural. Hence, an employer will treat
misunderstandings, disobedience and conflict as undesirable occurrences (Quintanilla and
Wahl, 2018). Naturally, the employer would like to focus upon sending messages in such a
manner that it becomes obligatory for employees to comply with the rules.
The Information Theory focuses upon the degree to which information among individuals’
travels. When an individual consider communication as a way of seeking information, then
they are most likely to identify the communication gaps and “fix messages” accordingly.
Communication can also act as a tool of maintaining accuracy. In this case, the recipient as
well as the sender is accountable. Lastly, it is necessary to throw some light upon the Critical
Theory. It assumes that in a workplace setting, conflict can occur naturally and here
communication acts a tool for resolving conflicts (Ladegaard and Jenks, 2015). The senior
management within an organisation is responsible for motivating the lower management.
Therefore, conflict within groups can be solved by conducting team meetings.
Teamwork is considered another way of connecting groups of people who have similar goals.
Teamwork essentially requires the team members to follow a procedure and obligation to
workplace responsibilities. Multiple theories of teamwork has been outlined below-
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 Douglas McGregor’s X and Y theory- It essentially outlines the motivating factors
behind an individual’s behaviour. X and Y are contrasting theories (Aithal and
Kumar, 2016). Theory X is focussed upon the managers who possess a pessimistic
view regarding their employees. It assumes the fact that members within a team tend
to dislike their work. Consequently, managers believe that it is essential to constantly
punish or prompt their employees so that they complete their job duties. Contrarily,
managers who tend to follow Theory Y possess a positive mindset and they people
that employees are satisfied with their job roles. The employees are self-motivated by
nature and they like to take up responsibility. In terms of acceptability, Theory Y has
gained wider popularity. In the workplace, employers might favour both the theories;
however, it has been note that for achieving organisational success, it is necessary to
understand the requirements and desires of the team members.
 Myers-Briggs’ MBTI theory- It is a persona test and it can make employers
understand about the personality and probable behaviour of individuals within a team.
The team members also get an insight regarding each other’s behavioural patterns.
According to them, there exist 16 different types of personality within MBTI
(Teambuilding.co.uk., 2019). By understanding the personality types, individuals
within the team can easily relate themselves with each other or they might learn to
value differences.
Ways to improve performance and communication of employers in the workplace
Performance and communication within any workplace setting can be improved by
establishing long-lasting relationship. The employers and managers can reduce up to 50%
turnover rate in the organisation by establishing effective communication techniques. Certain
methods of improving communication and performance has been outlined below- Avoiding rapid assumptions- In the workplace setting, missed signals and
misunderstandings might be a common occurrence. When an employee is unable to
cope up with the performance of the rest of the employees, it is necessary for the
employer to confront the issue. Hence, an open line of communication is an effective
way of enhancing performance of employees (Trenholm, 2017). Using person-centred communication approach- It essentially means that rather
than forcing one’s opinion upon the employees, it will be more beneficial to
understand the perspective of the employees. Here the focus is upon the “person”.
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 Offering productive feedbacks- Feedbacks of managers can essentially break or
make relationships. Hence, constructive feedback should focus upon the behaviour of
the employee and not upon the employee’s character (Hall, 2016).
In case of healthcare settings, synchronous communication is essential because the risk of
clinical errors is always present. Communication among healthcare workers determines the
flow of patient-related information. Within hospital settings, communication can be improved
by effective use of e-mails, face-to-face communication and voicemails as well. The wellness
and safety of patients depends upon the precise exchange of data and information. In order to
make improvements within the healthcare settings, several techniques has been outlined-
 Assessments of present communication method- In the hospital setting, the
authorities need to assess the ongoing communication styles before making
improvements. Depending upon the feedback, the organisation can develop a strategy
to improve internal communication. For example, the care managers can allow the
healthcare staffs to express their voice openly. They must show their interest to listen
to the opinions of the staff.
 Mobile collaboration- In several healthcare settings, usage of pagers is mandatory. It
helps in alerting the staff and the patients in case of emergencies. However, it is not
always an effectual way of maintaining two-way discussion. Communication between
peers can occur by HIPPA. A mobile app allows service users to register complaints
(Abrams et al., 2018).
 Giving the healthcare staff a voice – Performance within the organisation can only
improve when staffs are capable of expressing their needs and wants. Here, it implies
that every staff should possess the equal opportunity of expressing their opinions.
Every individual has the right to make his/her voice heard.
 Encouraging the usage of face-to-face communication- Technology might have
increased the usage of mobile apps but it would be inappropriate to eliminate face-to-
face communication. This form of interaction adds value to individuals. For example,
when staffs lose motivation to work, “in-person” meetings can solve the issues
(Colbert et al., 2016). It helps in multiplying the enthusiasm levels of employees.
Here, the manager can play a vital role by becoming an active listener.
In order to improve the performance of the employees, the healthcare organisation needs to
have clear and distinct goals for its staff. This in turn, will increase the satisfaction levels of
the service users. After setting a goal, planned actions should be implemented. Further, the
process of communication can be improved by eliminating misunderstandings among co-
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workers. Annual evaluations and reviews can also improve the overall performance of the
staff in the workplace because it can help in understanding the performance gaps. Lastly,
healthcare staffs must be given different avenues for communicating their concerns.
Conclusion
The report has been written to understand the intricacies of workplace communication and
teamwork. It can be concluded that depending upon the inter-relationship among the
employees and the supervisors, the overall performance of the team can either reduce or
enhance. In the beginning of the report, the degree to through which employers utilise
communication tactics has been outlined. The model of communication cycle has been
described. Thereafter, certain theoretical perspectives regarding workplace communication
and team-wok have been discussed as well. Lastly, based on the examples of workplace
communication, certain recommendations have been suggested so that employers can
improve their workplace relationships.
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Reference List
Abrams, T.E., Lloyd, A.A., Elzey, L.E. and Hickerson, W.L., 2018. The Bridge: A mobile
application for burn patients. Burns.
Aithal, P.S. and Kumar, P.M., 2016. Comparative analysis of theory X, theory Y, theory Z,
and Theory A for managing people and performance. International Journal of Scientific
Research and Modern Education (IJSRME), ISSN (Online), pp.2455-5630.
Colbert, A., Yee, N. and George, G., 2016. The digital workforce and the workplace of the
future.
Fer, S., 2018. Verbal Communication As a Two-Way Process in Connecting
People. Available at SSRN 3128115.
Hall, A., 2016. Exploring the workplace communication preferences of millennials. Journal
of Organizational Culture, Communications and Conflict, 20, p.35.
Kee, J.W., Khoo, H.S., Lim, I. and Koh, M.Y., 2018. Communication skills in patient-doctor
interactions: learning from patient complaints. Health Professions Education, 4(2), pp.97-
106.
Ladegaard, H.J. and Jenks, C.J., 2015. Language and intercultural communication in the
workplace: Critical approaches to theory and practice. Language and Intercultural
Communication, 15(1), pp.1-12.
Phillips, M., Zwicky, D. and Edmondson, A., 2018. The Scholarly Communication Cycle.
Quintanilla, K.M. and Wahl, S.T., 2018. Business and professional communication: keys for
workplace excellence. Sage Publications.
Reichertz, J., 2015. Communication, Identity, and Power. In Geographies of Knowledge and
Power (pp. 315-331). Springer, Dordrecht.
Resources.collins.co.uk. 2019. [online] Available at:
https://resources.collins.co.uk/free/BTECHSCunit1.pdf [Accessed 19 Apr. 2019].
Teambuilding.co.uk. 2019. Myers Briggs MBTI Team Theory. [online] Available at:
https://www.teambuilding.co.uk/theory/myers-briggs-mbti-team-theory.html [Accessed 19
Apr. 2019].
Trenholm, S., 2017. Thinking through communication: An introduction to the study of human
communication. Routledge.
Turnage, A.K. and Goodboy, A.K., 2016. E-mail and face-to-face organizational dissent as a
function of leader-member exchange status. International Journal of Business
Communication, 53(3), pp.271-285.
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