FUNDAMENTALS OF EFFECTIVE COMMUNICATION IN THE WORKPLACE

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FUNDAMENTALSOF EFFECTIVE COMMUNICATION IN THE WORKPLACE

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Every employer ensures they hire employees with effectivecommunication skills. Being able to pass information to others isessential in the workplace particularly when presenting new ideasthat can enhance the performance of the company. I experienced propercommunication at a consultancy firm where I worked as a receptionist.Since I interacted with different audiences, I was required torespect everyone as well as listen keenly to connect with the person.As a receptionist, I also had to determine the appropriatecommunication channel to deliver the information received to itsrecipient by considering factors such as confidentiality and urgency. For instance, when a client wanted to see the manager, I had toapply my communication skills and find out the agenda of the meeting.If the person did not have an appointment I had to notify the boss oftheir presence. Such a system ensured the needs of the client wereaddressed. The business environment at the consultancy firm enabledme to experience effective communication.

The transmission of information at the consultancy firm is perceivedto be effective because it facilitated team building. Theadministration encouraged open communication which helped in buildinga cohesive and efficient team of workers. Besides, when one wouldmake a mistake, the manager would politely correct the staff andprevent establishing a hostile environment. The interaction with thetop management enabled the employees in the company to developpositive relationships that contributed to a safe workplace. Theimpact of team building in the business is that it reducedunnecessary competition among the various departments in the firm(Eunson, 2012). The workers were more responsible and demonstrated ahigh level of integrity skills that translated to increasedproductivity among the staff.

The attitude that employees develop when performing their roleswithin an organization substantially determines whether the firm hassufficient communication. The managers of the consultancy firmencouraged upward communication so that when an employee had anyissue or a new idea, they would comfortably approach them (Lear,Hodge &amp Schulz, 2014). On the other hand, the administratorswould frequently inform the workers of the direction they wish totake and the vision of the company. During several occasions, theywould reward the staff for their achievements within theorganization. The regular communication between the management andthe employees affected the business positively because it boosted themorale of the workers. It also eliminated any forms of frustration orconfusion that one experienced.

Another reason why communication at the consultancy firm is perceivedto be effective is that it facilitated innovation. The managersvalued their employees, and one way of retaining them was byencouraging new ideas (Eunson, 2012). During staff meetings, workerswould be asked to give suggestions on how they thought an issueshould be handled. The supervisors would then make a final decisionbased on the alternatives provided. The increased innovation impactedthe business by implementing unique strategies that helped tominimize competition from other consultancy companies. The staff alsobecame more committed to achieving the organizational goals when theyrealized how their contribution contributed to the success of thefirm.

In conclusion, effective communication is significant in theworkplace because of the positive impact it has on the organization.While working at the consultancy firm, the communication waseffective because it resulted in team building among the staff. Italso helped in improving the employee’s morale towards work, andfacilitated innovation where the unique ideas that were implementedboosted the company’s productivity.

References

Eunson, B. (2012). Communication in the Workplace. Hoboken:John Wiley &amp Sons.

Lear, J. L., Hodge, K. A., &amp Schulz, S. A. (2014). Talk To Me!!Effective, Efficient Communication. Journal of Research inBusiness Education, 56(2), 64-77.