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Action Plans for Improving Poor Communication Skills
Introduction
Organizational success depends on effective communication. However, poor communication, both orally and in writing can dampen hopes of achieving organizational goals (Conrad, 2014). In this scenario, poor communication heightened stress levels since everyone feels that everything they are doing is urgent; causing a culture where everything is hurried, and everyone is overworked, and creating an atmosphere that does not entertain a sense of humor. Additionally, poor communication in the scenario results in unmet expectations and needs since there are instances where employees miss deadlines, customers miss appointments, and teams commit to projects without knowing their role. This report aims to present three action items aimed at improving oral and written communication in the scenario. After that, the report will present justification drawn from academic literature as regards to why the chosen three action items are the best choices.
Action Items
Action item 1: Come up with a harmonious cadence in messages
The first action item aimed at improving the communication process entails establishing a consistent manner that the information is presented. The consistency will ensure that messages are direct and clear. This action item will be supported by the use of SBAR (Situation, Background, Assessment, Recommendations) methodology. The table below summarizes an example of implementing the SBAR framework.
| CONTEXT | EXAMPLE |
| Situation | My name is (), I am calling about (). I am calling because I need… |
| Background | Client X was inquiring about the supply of Y items on XX date. His last purchase was on XX and has paid YY |
| Assessment | I think the problem is that he has not received the products and I am not sure if we have the products |
| Recommendations | I need your department to check whether the product is available and is there anything, we can help you in the meantime. |
With the SBAR framework, it is expected that the communication will reinforce priorities within the organization by joining dots between agenda items and strategic aims of the firm.
Action item 2: Design a central communication center
The second action item entails creating a central communication hub. The center will serve as the repository of information, providing stakeholders with the chance to elucidate how information can be relevant to certain subgroups within the firm. Additionally, the center will allow stakeholders to access information that contributes to their respective functions, ensuring there are efficiency and productivity. The center eliminates situations whereby information is not readily found when needed. Additionally, the center will eliminate access barriers to communication, ensuring that vital information reaches the hardest to reach employees, such as those working in locations with a weak internet connection or those without access to the computer. Moreover, the center will aid bi-directional communication, serving as a source of information sharing and collaboration among subgroups within the workplace.
Action item 3: Tell Employees First
Another action item that can improve the communication process in the scenario is ensuring that vital communication reaches employees first. In this case, employees should be the first receivers of any breaking news (bad or good), information about a looming crisis, or any other relevant time-sensitive updates. Specifically, when any organizational information, either written or oral, has to be shared with both internal and external audiences, the basic rule to adhere is to inform employees before anyone else. Given that technology has fastened the pace of sharing information, time is of importance when communicating. In this view, the objective is for employees to hear any form of information coming from verified internal sources before they can share such information via other channels, such as emails, social media, and so on. Sharing with employees not only distorts the rumor mill but also reinforces trust and promotes goodwill while promoting the role of employees as communication ambassadors.
The justification for the action plans
As regards to the action plan 1, creating consistency in delivering messages is key in improving the communication process since nowadays people deal with multiplicities of communication channels that differ in the way communication is delivered (Kranz, 2009). Therefore, consistencies in communication eliminate ambiguities in both written and oral communication while advances the idea that one message can successfully reach its target audience.
On the other hand, designing a central communication hub is vital in improving the communication process because it encourages information to flourish across the entire organization (Kranz, 2009). The information hub will not only eliminate barriers to effective communication, but also allows individuals to share information, promote open discussions among teams, ensure departments provide departments, and allow top-level employees stay in touch with others (Kranz, 2009).
Finally, telling employees first is a contributor to effective communication because they are the main sources of internal communication (Melewar, 2017). Informing employees first ensures they drive the purpose of the organization given that they have a better understanding of goals, and know the plans of getting to organizational goals. When any information arises, and employees are informed first, they feel valued, listened to, and they will play a key role in ensuring the success of the purpose of the communication (Melewar, 2017).
References
Conrad, D. (2014). Workplace Communication Problems: Inquiries by Employees and Applicable Solutions. Journal of Business Studies Quarterly , 5 (4), 105-116.
Kranz, G. (2009). Best Practices: Communicating Effectively: Write, Speak, and Present with Authority. New York City, New York, United States: HarperCollins e-books.
Melewar, T. C. (2017). Integrating identity, strategy and communications for trust, loyalty and commitment. EUROPEAN JOURNAL OF MARKETING , 51 (3), 572-604.
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