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Essay / Research Paper Abstract
7 pages in length. The situation whereby cooperation was engendered in others through strategic communication occurred when the small company was on the verge of undergoing significant change to both its culture and operations, creating a tumultuous time for staff and management alike. Much of the change happened in relation to operations within the organization and how its staff interacted with one another. The sales department was particularly tremulous in its acceptance of such drastic modifications and demonstrated that discontent with staff becoming defensive in light of dismissal rumors and the perceived - yet unfounded - anticipation of a failed outcome. Learning to function as a team by incorporating strategic communication and identifying each individual's interpersonal strengths was the direction taken in order to maintain the level of solidarity that already existed within the company. Bibliography lists 8 sources.
Page Count:
7 pages (~225 words per page)
File: LM1_TLCcommunp.rtf
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for staff and management alike. Much of the change happened in relation to operations within the organization and how its staff interacted with one another. The sales department
was particularly tremulous in its acceptance of such drastic modifications and demonstrated that discontent with staff becoming defensive in light of dismissal rumors and the perceived - yet unfounded -
anticipation of a failed outcome. Learning to function as a team by incorporating strategic communication and identifying each individuals interpersonal strengths was the direction taken in order to maintain
the level of solidarity that already existed within the company. Davenport (1999) notes how there is too much homogenized theory application in todays
workplace, given how the ever-changing nature of management methodology seems to occur in waves where everyone simultaneously jumps off one bandwagon only to climb onto another - even if the
approach is clearly not beneficial for that particular organization. As such, the basic concept of engendering cooperation in others through strategic communication often becomes pushed aside for the latest
trendy approach (Albrecht, 2006). Myriad leadership theories exist as a means by which to provide a semblance of harmony, cohesion and productivity in the workplace, however, far too many
of them seem to gloss over the interpersonal nature of work environments and focus more pointedly upon the leadership skills of a single individual. Schultzs Fundamental Interpersonal Relations Orientation-Behavior
(FIRO-B) approach - which was utilized in this case study - is refreshingly different by virtue of doing just the opposite, inasmuch as it spotlights the importance of how people
perceive and are perceived by others, a method that serves to illustrate how some groups "perform better than others, despite the same competence, skills and education background within the different
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