This entails staff completing a questionnaire to determine the severity of the problem. Appendices (A) provides a copy of this questionnaire, in addition the author advises that management and staff be given the tools to be better communicators. This aspect involves a steady flow of information about management decisions that affect employees, the market place and competitors. Furthermore it is stated that organisational goals cannot be achieved if employees are not brought into the problem solving discussions. Staff should be provided with a clearly written sourcebook on organisational policies and procedures, this provides more cohesiveness if employees understand the rules of the firm. The final step is to provide employees and management with training in writing, listening and other communication skills.
In conclusion the article summarizes the importance of involving the staff in the communication process by educating them how to be involved for the benefit of the organisation and its productivity.
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Tannen(1995) focuses on linguistics in communicating as an aspect to successful communications. Linguistics is described as the way in which something is said, the tone of voice, rate of speed and loudness, people normally think what they going to say but not how they are going to say it. Linguistic style refers to a persons characteristic speaking pattern and include features such as directness or indirectness, pacing of pausing, word choice, and the use of elements such jokes, figures of speech, stories, questions, and apologies, also known as cultural learned signals not only a way of communicating but also interpreting others meaning and evaluation of one another.
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Linguistics varies from one person to the other, and is something you learn as you grow up. Research conducted by the author show that lessons learned in childhood are carried over into the workplace, the following are a few examples of linguistic styles and how they impact on the way we communicate.