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Communication Climate in an Organization

Since communication plays a central role in any organizations operations, it is essential to ensure the presence of a supportive communication climate to foster employee commitment and satisfaction. As an employee in John Doe Corporation, which is a large international business, I find the climate in my team extremely supportive and predisposing to devotion among staff members. In this post, I apply Gibbs framework to analyze the communication climate from an employees viewpoint and outline opportunities for improvement.

The communication climate surrounding interactions between the members of my team and our direct supervisor, Jane Doe, is supportive, positive, and conducive to innovation and creativity. Unlike my previous workplace, the atmosphere in John Doe Corporation features the bosss healthy attitude to constructive feedback from subordinate employees. For instance, after the launch of a new website to support customers and process orders, she encouraged the entire team to offer their feedback. Nobody was afraid of voicing their concerns about the design features and areas for improvement, and Jane communicated the remarks to the top management without hesitation. During our first encounter, the supervisor made it explicit that she had nothing against criticism that could potentially improve the teams or even the entire departments productivity. As my experience suggests, the principles that Jane declares are consistent with her actual management and communication strategies for the most part. Overall, the climate in my team can be seen as supportive, and this conclusion perfectly aligns with the CCI scores (see Appendix).

The communication climate affects motivation and team commitment to a large degree, which is clear from my organizations case. According to Dukes (2012), supportive climates require the application of flexibility and empathy as the core principles, and it can effectively motivate employees to repay in kind and transform their professional strengths into quantifiable benefits for the company. Aside from the freedom of expression, the climate in my team is supportive because the supervisor does not create artificial barriers to positive interaction and team communication, thus demonstrating empathy (Clayton, 2011; Eltayeb, 2016). For instance, strict decisions and policies related to schedules and communication between employees exemplify defensive climates (Dukes, 2012). Jane does not distribute responsibilities in a way to prevent or limit encounters between employees that are friends or good acquaintances. Being allowed to work with colleagues that they get on well with, employees in our team feel very comfortable, which strengthens motivation by promoting each members better mood.

Although the communication climate in my current workplace is extremely supportive, there is still some room for improvement. For instance, on some rare occasions, the supervisor may offer her critique and encourage others and me to do something differently without delving into another persons perspective on the situation, which probably stems from being pressed in time. To improve this aspect, I could further increase our communication models problem orientation by proposing the idea of more frequent organizational meetings and training sessions that would boost employees ability to explain their positions concisely (Eltayeb, 2016). As a person who aspires to fulfill a managerial role in the future, I would like to improve multiple skills, such as better flexibility as a communicator and active listening skills, to maximize my ability to create a supportive communication climate. In the context of organizational climates, flexibility and openness to dissimilar viewpoints are the prerequisites to building the climate of acceptance, whereas listening can support employees sense of self-worth and the willingness to demonstrate creativity.

To sum up, fostering a supportive communication climate is an essential goal for organizations, and my current workplace succeeds in this regard. Supportive communication ensures high employee motivation and individuals commitment to their teams, thus improving the practical outcomes of employees work. The creation of supportive climates requires a vast set of communication skills, including proper listening, flexibility, empathy, and a proper understanding of negotiation processes.

References

Clayton, M. (2011). Swift trust why some teams dont storm. Management Pocket blog. Web.

Dukes, A. J. (2012). Defensive v supportive climates in the workplace. Communication Is Life. Web.

Eltayeb, N. M. (2016). The impact of communication climate on employees motivation (an applied study on travel agencies). Journal of Association of Arab Universities for Tourism and Hospitality, 13(2), 103-120. Web.

Appendix

Communications Climate Inventory Results

My boss criticizes my work without giving me a chance to explain.	4
My boss allows me as much creativity as possible in my job.	1
My boss always judges the actions of everyone who reports to him/her.	5
My boss allows flexibility on the job.	1
My boss criticizes my work in front of others.	5
My boss is willing to try new ideas and listen to others points of view.	1
My boss believes that he/she needs to control how I do my work.	5
My boss understands the problems I contend with in my job.	1
My boss is always trying to change other peoples attitudes and behaviors to suit his/her own.	5
My boss respects my feelings and values.	1
My boss always needs to be in charge of the situation.	5
My boss listens to my problems with interest.	1
My boss tries to manipulate subordinates to get what he/she wants or to make him/herself look good.	5
My boss does not try to make me feel inferior.	1
I have to be careful when talking to my boss so that I will not be misinterpreted	5
My boss participates in meetings with me without projecting his/her higher status or power.	5
I seldom say what is really on my mind, because it might be twisted and distorted by my boss	5
My boss treats me with respect.	1
My boss seldom becomes involved in employee conflicts.	5
My boss does not have hidden motives in dealing with me.	1
My boss is not interested in employee problems.	5
I feel that I can be honest and straight-forward with my boss.	1
My boss rarely offers moral support during a personal crisis.	5
I feel I can express my opinions and ideas honestly to my boss.	1
My boss tries to make me feel inadequate.	5
My boss defines problems so that they can be understood but does not insist that his/her subordinates agree.	5
My boss makes it clear that he/she is in charge.	1
I feel free to talk to my boss.	1
My boss believes that if a job is to be done right, he/she must oversee it or do it him/herself.	5
My boss defines problems and makes his/her subordinates aware of them.	1
My boss cannot admit that he/she makes mistakes.	5
My boss tries to describe situations fairly without labeling then as good or bad.	1
My boss is dogmatic; it is useless for me to voice an opposing point of view.	5
My boss presents his/her feelings and perceptions without implying that a similar response is expected from me.	5
My boss thinks that he/she is always right.	5
My boss attempts to explain situations clearly and without personal bias.	1

Defensive score
Evaluation	14
Control	15
Strategy	15
Neutrality	15
Superiority	11
Certainty	15
Total	85

Supportive score
Provisionalism	3
Empathy	3
Equality	7
Spontaneity	3
Problem Orientation	7
Description	7
Total	30

Adapted from Gibb, J. (1961). Defensive communication. Journal of Communication, 11, 141-148.

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