Here is the synopsis of our sample research paper on COMMUNICATION AND WORKPLACE MISUNDERSTANDINGS. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 4-page paper focuses on how communication (or lack thereof) can lead to misunderstandings in the workplace. Also discussed are how communications can be improved between supervisors and employees. Bibliography lists 2 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTwormis.rtf
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Unformatted sample text from the term paper:
despite all the literature written and workshops conducted about the importance of clear communication between people in the workplace. In one particular case, communication between supervisors and employees was so
poor misunderstandings resulted, causing problems with morale and production. Miscommunication can cause a great many problems, ranging from malicious (bad) gossip to huge understandings that can lead to dismissal.
The problem with gossip, as one form of communication is that, more often than not, it isnt true and facts have been distorted (Bigelow,
2004). When employees gossip behind the scenes with one another, messages are misunderstood, and implementation becomes that much more difficult (Bigelow, 2004). Gossip happens when communication between supervisors and employees
is unclear. So does turnover - study after study proves that companies without a clear path of communication between superior and employee tend
to suffer more turnover than those companies that have better communication (Anonymous, 2004). Another problem tends to come down to the credibility of
the communicator. A survey conducted by consulting company Towers Perrin brought up some interesting factors, such as who is most believable among corporate spokespersons. Nearly half of the respondents surveyed
reported that they received more credible information from their direct supervisor than from the CEO (Anonymous, 2004). How can communications be better handled?
Bigelow suggests a few things, first that managers should schedule regular communications meetings to include the entire employee base, at least monthly (Bigelow, 2004). In addition to these mass meetings,
the managers should also schedule smaller departmental meetings, and focused team meetings with specific employees, and these can be based on the involvement or need of the particular employee (or
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