Communication an organisations Essay

This assessment is to demonstrate an realizeing and appreciation of the topics taught in wind and motivating a police squad enjoymentfully module of the ILM Level 3 Course in Leadership and Management. The document volition be breach into two main(prenominal) sections, the first section will focussing on how to reach an system of ruless mass and strategy to the police squad as well as provide an analysis on its importance. The second section will disembodied spirit at the aim motivation in the development of a aggroup. separate 1 How to communicate an fundamental laws stack and strategy to the teamOne of the definitions of the pa di mountain team (in its verb form) is, get along together to achieve a super acid ending (Oxford University Press, 2014). It is this common goal or spirit that turns a group of individuals into a team without a common manipulation or goal to sift toward a team can non function effectively. For example in a football team each player needs to sock their score and position in the team, however also the strategy and slew for wider team, is the team an assail team, a defensive team, do they attack via the wings etc. without acute the common goal of the team the players will look to their own role and not know how to support the wider team and on that pointfore are less(prenominal) kindredly to achieve their common goal.The same holds true within an organisation not tho at an individual person level only when at a departmental level, if teams do not know the wider trance or strategy of the organisation they can become siloed and retreat upon themselves and just focus on returning the day job rather than support the organisation in a more(prenominal) holistic role. With the above in mind, its clear to see that for a team to perform it needs clarity in its purpose, and from a profession point of view this should be precondition by the quite a little and strategy of the organisation.The vision tells us what the organisation wants to be, it doesnt focus on the how that is the role of the strategy, the vision is a simple dictation of what it wants to achieve. Below is an example vision statement from Amazon. Our vision is to be undercoats most customer-centric company where customers can find and discover anything they baron want to buy online at the lowest possible prices. Its a fairly short statement but allows stave and monitorrs to know that the focus of Amazon is on three thingsBeing Customer Foc delectationdProviding Online serviceCost effectiveness (for Amazon and the customer)With the vision clearly stated it helps teams go steady the direction in which the organisation wants to go, the next step is to explain how team fits in this vision and will help deliver it. erstwhile the vision of an organisation is understood, its important about going about explaining how it will achieve this and this is referred to as the strategy. The strategy should be a series of plans that period how elements of the vision will be achieved for example Amazons vision could be split into two strategies creation customer centric and providing online function with cost effectiveness cosmos a theme that runs across two strategies. These plans would then be broken down into more tactical elaborate such(prenominal) as action plans and knowing objectives to be carried out an operational level. For example a call centre team will acquit any(prenominal)(prenominal) objectives/KPI such as environs answered in less than 5 seconds in a given month or First Time Call Resolution 95% (Year to Date), which without much explanation scarce look like tools to ensure staff are doing their jobs when in fact they are SMART objectives that relate to the customer foc apply strategy of Amazons vision and how effectively that strategy is pull ining.It is the military operation of these objectives that dictate future strategy, poor performance whitethorn go away in a change o f strategy (i.e. outsourcing) where as good performance could result in the current strategy being maintained or even expanded (i.e. expansion to provide pick services) and as such it is vital that staff are informed not only of their objectives and targets but how and why they exist, and what their overall effect on the assembly line is. As we can see the role the vision and strategy plays in the performance of a team or individual is huge but it can be a two edged sword if the vision and strategy are either poorly communicated, misunderstood or solely unknown. As such chat is happen upon, to ensure that the common sense and purpose that the vision and strategy provides is embedded and understood.There are many methods of communication available within an organisation in aid of establishing a common purpose, but the first method is that the vision statement should be integrity that staff and customers can relate too andunderstand, if the vision doesnt fuck off sense the job t o communicate it to staff will be twice as hard. A good basis for ensuring good communication is utilise the seven principles of communication to ensure the message is clear, concise, concrete, correct, legitimate, complete and naturally courteous. Once the message has been developed, its a matter of choosing the medium in which it is delivered there are various methods such as email, teleph unitary, meetings, seminars, presentation, 1-2-1s, newsletters all of which to be effective must be used at the right time and place.As the vision is a supposed to provide a common purpose and understanding of what the company wants to be, it suggests that the best way to communicate this message is via more group/communal methods such as Team meetings, Away days or newsletters where the same message can be relayed to quadruplicate staff at a time and avoids confusion or contamination of the key messages trying to be delivered, that can occur in mores personal communication theory such as 1-2-1 meetings. For example a team meeting where a contact centre monitorr for Amazon relays the vision of the company and how the teams work fits in and helps deliver it to their 10 staff, is plausibly to be more effective than having 10 1-2-1 sessions in which they deliver they try to deliver the same message which is likely to alter between sessions due to personal relationships coming into play, more two way conversation disrupting the flow of the message, the pass catcher choosing to understand the message how they see it rather than how it was said and then at long last the confusion that can occur when team members compare conversations.This is not to take that group communication is always the best method to use as it does also have its downsides such as its less likely people will ask questions in team/group meetings and could result in misunderstandings/confusion, if the person delivering the message is not clear and does not understand the message being delivered it will have a negative involve on the recipients, they can become side tracked by issues that grow during the meeting and people forget the message being delivered. My own skills very lend themselves to small groups or 1-2-1 sessions as I struggle to manage wider groups at times, especially when the meeting goes off topic or several conversations start within the meeting.However as I only manage two staff at the moment this hasnt hampered my ability to communicate a common sense of purpose to my staff as I have my own concepts on what our role is in thebusiness, however as highlighted in our learner session in July we did struggle as a group to find the groups vision and strategy, which in itself is a failing in that without knowing the true vision and strategy of the business how can I communicate that to my staff and could potentially be providing them with a purpose that is counter to the organisations own goals. In reflection this had led me to news in some time to read the ne w business plan, and in readiness Ive booked a team meeting together with my staff to go over it and highlight were we as a team fit in it. Ive also took some time latterly to review our action plans and KPIs on Covalent, which is a software we use to link action plans and KPIs together to strategies to see how our objectives are link to the wider organisation and through that hopefully provide better clarity and coherent information to my staff.Hopefully my management of meetings will improve through this course, as angiotensin converting enzyme of the modules in on managing meetings effectively. In conclusion I use to think my communication skills were quite good, however through this exercise Ive noted that while my method of delivery and communication style may be good it doesnt mean much if you dont truly know the message you are trying to convey which until Im up to speed on the business plan and our place in it I cant say I know what that message should be without retreati ng into the day job which as mentioned at the inception is a symptom of a team who doesnt know the organisations vision or strategy.Section 2 Know how to run and develop the teamSection 2.1 Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals. There are multiple models and theories for motivation such as Maslows hierarchy of needs, Alderfers ERG theory, Acquired take Theory by McClellan and Two Factor Theory by Hezberg to severalize a few and while most can be used to explain motivational factors in a work context some such as Maslows and Alderfers theory require more adaption or to make it fit as such Ill be using Hezbergs Two factor theory to describe the main motivational factors in the work context. According to Herzberg, two kinds of factors affect motivation,and they do it in different ways Hygiene factors These are factors that are interpreted for granted and can be seen as having no positive grati fication by themselves, however if they were taken away would cause a salient down turn in morale and motivation.An example is a insurance policy of free tea and coffee for staff by itself unlikely to motivate staff but if it was removed would have a negative pretend. bonus factors These are factors whose presence motivates. Their absence does not cause any feature dissatisfaction, it just fails to motivate. An example would be recognition at work for a job well done, achieving a promotion. Looking at the above it would face that simply applying the motivator factors would cause an increase in motivation and simply ensuring the hygiene factors stayed in place is the sure fire way to chase in motivating your staff, however the below example shows how by applying one rule to an individual can affect the team as a whole.Person A is doing a good job and as such you wish to increase motivation by recognising their work, which you do by go a promotion/raise or bonus, this however c an impact on the rest of the team as Pay and Benefits also come under Hygiene factors and as such by rewarding one and not everyone in the team this can cause a demotivation or job dissatisfaction.Section 2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives.Section 2.3 Explain the role that the leader plays in supporting and developing the team and its members and give hard-nosed examples of when this will be necessary