Communication in Organizational Setting Essay

This essay has a total of 1541 words and 7 pages.

Communication in Organizational Setting

Nicholas Thomas
Prof. Bloom
Comm. In Org. Setting

One particular thing forms the foundation of all our work, is the glue that holds our
efforts together, and is a necessary ingredient for our success. That one thing is trust.
The role of trust is fairly easy to describe, and its contribution toward an
organizations’ efforts can be easy to identify. Yet, trust remains one of the more elusive
elements of organizational management.

Therefore, change within an organization has to be fueled by trust. For some people
change means uncertainty and skepticism. According to Richmond and McCroskey, “People
resist change for numerous reasons. Probably the most significant reason people resist
change is that they are fearful that their position or status in the organization might
change – for the worse…The possibility of making things significantly better is not worth
the risk of making them significantly worse.”

For others, change can be looked upon as influential and beneficial. These people are
classified as “bridges.” “A bridge is an individual who links two or more cliques in a
system from his or her position as a member of one of the cliques.” Bridges play a vital
part in incorporating change within an organization because of their communication
connections and influence within their primary circle. “This is an individual who should
be sought out to assist with introducing a change or diffusion of an innovation. If a
bridge can be influenced to accept a change, then he or she might persuade the primary
group and possibly influence other groups in a positive manner about change.”

When there is a need for effective change; concurrently, there is a need for effective
leadership. As stated in Take It From The Top, “Never is leadership more sought after
than in times of change and uncertainty. Effective change leadership is the key to
shifting people’s perceptions from seeing change as a threat to seeing it is an exciting

Likewise, Garrett Cuneo started as executive vice president for American Chiropractic
Association (ACA) with an exciting challenge of solving its problems. From the very first
board meeting, Cuneo made a strong impression displaying his leadership abilities. “At my
first board meeting, the outgoing EVP did not sit at the same table with the board
members,’ says Cuneo, ‘My impression was that, other than answering a question or two, he
sat in the back…’”

Unlike the outgoing EVP, Cuneo seized every opportunity to implement his skills.
Immediately after that meeting Cuneo made it clear that arrangement would prove to be
counterproductive. “A ‘seating change was made,’ says Cuneo, noting that the gesture
created a whole new atmosphere. I’ve been able to offer my opinions, and the interchanges
of differing perspectives are much more open and conductive to generating new ideas.’”
(Making Correct Change) Strengthening relationships between the board and the staff is a
critical function for many association executives. Other than the chief staff executive,
staffs often have infrequent interaction with board members. Board members and staff need
to know each other as individuals. They need an understanding of their respective work
styles and strengths and weaknesses. And they need agreement on how they will work
effectively with each other. “’This distinction of roles has led to a big attitude
change’, explains Cuneo, in that ‘obviously the board needs to tell us what it wants done,
but they are now coming to us for our expertise and feedback rather than saying, ‘Just do

Cuneo displayed the essential characteristic that Hooper and Potter address in Take It
From The Top, “…the ability of the leader to unlock the potential of their people.”
Moreover, Hooper and Potter point to seven leadership competencies as their tool of
measurement, which are: “setting direction; setting an example; effective communication;
creating emotional alignment; bringing the best out of people; the leader as a change
agent; and making decision in crisis or uncertainty.”

Continues for 4 more pages >>