Tue. Aug 4th, 2020

Description of Community Setting Essay

5 min read

Description of Community Setting The setting analyzed is an open-plan office with semi-partitions. The workstations are designed into small cubicles. It is the setting of a small investment firm and all the employees, including the CEO of the organization, share the same workspace. Being in the investment industry, the community setting is work intensive and there exists limited verbal communication among the employees. The office above ours is a radio station and this also has implications on the processes of communication as all occupants of the office and the entire office block are required to work with minimal noise and movements.
Notably, the open-plan office setup was meant to reduce the movements and the need for the employees to move around during work hours and also to enable the employees share documents and other tools of work without much interruption to other employees in the office as well as to other occupants of the office block. The setting also provides for close monitoring of everyone’s activity considering that the CEO, the head of human resources, and head of operations are all located on the same floor. The only place where verbal communication takes place is when the management calls the team to the boardroom or when a member of the team is communicating with a client on appointment. Meetings with clients take place in the boardroom. Other than that, free interactions among the employees take place only during the company events usually held in hotels outside the office block.
Definitions of Inhibitors Physical inhibitors: The setting of the office demands that all occupants and members of the office bloc limit the noise levels. This is because the office block includes a radio station. In order to enhance the working environment for the radio station, the realtors of the office block made it a pre-condition that noise must be maintained at a minimum. The physical environment is also characterized by high-level observation of protocols considering that the physical space is geared for close monitoring. Unnecessary movements are highly discouraged and the same applies to informal communication and talks among the employees.
Organizational barriers: The organizational is highly bureaucratic and hierarchical. Communication among the employees while at work is limited to official engagements and it majorly takes place through emails and reports. For instance, the dealing team depends heavily on the research team but unless there is the need for clarifications, the two teams interact only via email despite being in the same office. The fact that the CEO, head of human resources, and head of operations work in the same office also instills fear among the employees meaning that they must limit any unnecessary communication. These structures are further exemplified by the requirements to use only the official devices when communicating with clients or other employees outside the workplace.
Direction of communication: Considering the hierarchical nature of the organization, horizontal communication is considered to be the main direction of communication. The heads of management communicates briefly to the employees in their specific dockets through daily, weekly, and monthly reports. Communication to the entire tea, of human resources takes place during the weekly boardroom meetings while semi-formal communication among all stakeholders takes place either outside the office after work or during the periodic company functions which also take place outside the office.
Perceptual barriers: The employees in the described office space are from different walks of life and span across different age groups. The environment enhances this diversity by limiting the amount of interactions among the employees.
Consequent to these factors, perceptual barriers exist in the organization with there being fear among many employees that a person who works in the same office but in a different team may not be interest in hearing what other people have to say.
The office is also characterized by highly intuitive minds and majority of the teams are semi-autonomous. These characteristics enhance the perceptual barriers (Beebe & Masterson, 2014). The management of the company has identified this concern and during company events, the management provides incentives for all employees to attend and also encourages free interactions among the employees.
However, it still remains difficult to get over the perceptual barriers as they appear to be engraved in the corporate culture. The communication example either as a direct quote or paraphrase The name of the inhibitor(s) that the example represents A justification of your selection of the inhibitor
Semi-formal verbal communication among employees during work hours Physical inhibitors and perceptual inhibitors The conditions (minimum noise requirements) tied to the office block demand minimal semi-formal communications as a way of limiting noise levels. The diversity of the employees as well as the characterization of the workforce by introverted and intuitive employees limits unnecessary semi-formal communication
Board-room meetings Direction of communication The boardroom meetings are called by management on a weekly and monthly basis. The employees present reports. He management gives performance targets and expectations for the following period.
Official emails Organizational barriers Official emails are limited for use in official communication. The emails are closely monitored to reduce the risk of information loss. The communications take place only on the company-provided mobile devices and office computers.
Company events Cultural and perceptual barriers The company has a highly formalized culture that limits most communication to formal and official interactions. The employees are usually unable to overcome these barriers during corporate events.
Client-facing communication Organizational barriers Employees are not allowed to provide clients with private information and communications wih the clients are supposed to be limited to official interactions. The company has a policy against informal interactions with employees as well as communication with employees on devices other than the company-provided devices that are secured by the company.
The organization’s communication effectiveness On a scale of 1 to 10, the organization’s communication effectiveness is rated at 75%. The company has strong and effective communication structures for official and formal communication.
The use of emails as the primary mode of communication among the employees ensures that records on communication are stored and that they can be retrieved for future references. The official communication by email and on phone takes place through company-provided devices.
All charges on the devices are on the company and the same applies to the security of the information on the devices. This boosts the company’s communications security. Additionally, the communications security protocols boost customers’ confidence in the company, especially when considered that the company serves high net worth individuals.
The communication structures enhance the speed of decision-making. This takes place through the hierarchical structure of the organization and the direction of communications. Additionally, the weekly and monthly boardroom meetings and the open plan office enhance the speed of decision making.
The score was however not hinged closer to 100% considering that semi-formal and informal communication in the company is limited. This limits the interactions among the employees and the employees hardly know anything about each other.
It should be understood that organizations are made of people and therefore there should be structures to support interactions among the people (Beebe & Masterson, 2014). The company attempts to boost this through the company events and parties where the CEO of the company encourages free interactions among the employees and also interacts with them creating and easy environment.

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