Communication Analysis For Effective Decision Making In Business Institutions

Communication Patterns in Two Scenarios

Communication within any business institution be it big or small is a crucial in determining how efficient the business runs. However, in large institutions communication proves to be of greater consequence than the prior. Sustainability of a business largely depends on its business decisions. According to a study by Stanford University in August 2009, the results drawn from a lottery experiment showed that group decisions were more accurate and logical than individual decisions (Attila Ambrus, 2009). It is therefore the mandate of the management to device efficient modes of communication for effective and sustainable decision making. The following report discusses the analysis of two scenarios A and B that used Leximancer to investigate the nature communication in two institutions. The task of the project is to identify the communication patterns and draw useful conclusion and recommendations for the two scenarios (Holland, Cooper, & Hecker, 2015).

Table 1

Custer numbers and node identifiers in each cluster

Table 2

Room’s identifiers for each cluster and members selected to attend meeting.

The type and size of clusters were selected based on the frequency of communication connection between individual nodes in each cluster. Each cluster consist one or two primary nodes that have the most connections and the nodes they are connected to. Interlinked nodes in dangling paths are represented by a single node in the cluster. The clusters with the largest number of intercommunications are the largest since they are connected with the most nodes. Each cluster of nodes represents shared knowledge and experiences about the business among cluster members, they represent a broad outlook of the business (Stasser & Titus, 2005).

A single criterion classification method was used in selection of the nodes. The basis for selecting nodes was the number of communication links of each node. Nodes with the highest interlinks was selected first. Key nodes are channel most communication among the staff passed through making them most relevant (Xue, Li, Luo, & Tian, 2018).  A node that connects one node to another controls flow of information between the two nodes. Other secondary nodes were then selected following their link to the key nodes or already selected members of the cluster. Cluster members were overlapping meaning nodes could belong to more than one node but not as the key nodes in both. Nodes that had no any connection to the member of the cluster were left out regardless of their proximity.

Dangling nodes were not included in the clusters. Dangling nodes are nodes that have an inlet link but do not have an outlet link. It is worthy to note that any emails that a dangling staff member received from any cluster member is accounted for sent mail of the cluster member. (Ipsen & Selee, 2008) Since the dangling staff member did not propagate the information to another member then it would be reiterative to include the dangling node. However, interlinked nodes along dangling paths were represented by one key node in the dangling path. The logic behind this selection was to reduce duplication of information that was not shared among the entire staff network. In sentimental analysis, tacit information in emails along dangling paths would create a false sense of being highly propagated in the entire network when it was shared among a few members.  Derived explicit information would therefore be biased.

Selection of Nodes for the Clusters

Disconnected nodes were not included in the clusters. Staff members represented by the disconnected nodes did not send or receive emails. They were not part of the flow of information among the network. Two or more interlinked nodes that were not linked to any member of a cluster were not included also. This based on the fact that since the information that the emails contained was not from any cluster member and was also not shared to the cluster network. Emails of the isolated staff nodes were therefore not representative of the general information that was not passed along throughout the staff network.

Selected members to of each cluster were the two most interlinked members of the cluster; key nodes. The nodes were selected since they represented the most shared information in the entire cluster. Key nodes in each cluster controlled the largest the flow of information among the clusters. Most of the knowledge and experiences about the business shared among the staff members passed through their nodes. Key staff members therefore have amassed a broad perspective of the nature of the market and the business in general through share information from their work mates. Key staff nodes are therefore likely to be consulted by even more staff members exposing them to the most recurring problems or opportunities of the business. The members were therefore selected as they represent a pool of knowledge of most, if not all members of the staff.

Staff members take different forms of communication with various parties at several levels of intensity as indicated by the Leximancer map. The most prominent form of communication for staff members is formal communication about work and results. Open communication happens mostly among the staff followed by staff to customers and lastly to the management.

The members of staff engage most in work related communication with customers. They are most likely talking about the services that they can offer and discussing the nature of services customers are in need of. Open communication between staff and the customers may be about the customers’ opinion about the service or its delivery. There is communication between staff members and the management. The two parties are likely to engage in commutations about the sales results of the service and downward communication to staff members about work plan, organization and delegation of duties. Staff members are also likely to engage in open communication among themselves. Communication among staff members is probably about the experiences they have had while dealing with clients and the feedback from their customers. Staff also consult with each other in service delivery queries and discuss sales results among themselves.

Types of Communication Among the Staff Members

There is a very low level of communication between managers and customers as indicated by the connecting lines in the Leximancer map. Lack of proper communication is indicative there is no clearly set channel for customers to reach the managers. (Cornelissen, 2008). Managers on the other hand do not take time to engage directly with the customers. In many cases lack of communication between the two parties leads to inefficient management and loss of trust by the customers when they can’t report poor service delivery. Mangers therefore do not deserve an incentive payment on a job well done; on the contrary, the management introduce a direct line for clients to the management to foster more communication.

Management support to staff members is a vital factor in determining success of a business. Staff members are a special responsibility of a manager. It is the role of a manager to nature staff through supervision, motivation and constantly supporting employees to ensure growth and a feeling of importance in staff members.  Developing a healthy relationship between staff and management benefits business on both ends. Studies show that management that involves the staff in decision making increases it chances at realizing success in the business (Kaliannan, 2015) . However, there is no sufficient support by the management in this case. Lack of focus on by the staff as indicated in the map is a clear indicator (Jian, Hollingshead, & Lin, 2018). Minimal open communication between the team and management shows lack or healthy supportive relationship between the two.

The organization should introduce an empowered self-managed team rather than bolster management role. Management did not provide the needed support to the employees to warrant support increases. Self- management team is a group of workers that performs specific interrelated duties and hold authority to make critical decisions (Adam Colgate, 2016).Numerous advantages that come with the use of self-managed teams include; improved quality of service delivery, more flexibility among the staff, reduction of operating costs, smoother adaptability to technological change, fewer and more direct job classification, better adoption of the business staff values and more commitment to job by the employees (Flory,2009). Imposing the task of decision to the employees would lead more sustainable decision making. Staff that interact with customers directly understand their needs better thus suited to make sustainable business decisions. Moreover, there exist a healthy open communication among the staff that could be a tool for making viable and informed group commercial decisions (Hicks Patrick, Steele, & Spencer, 2013).

Level of Communication Between Managers and Customers

According to the Leximancer map there is a no open communication between employees and the management. This can be observed lack of links connecting the two concepts. An open communication relationship allows management to set and talk to employees about their personal goals and the business goals creating a sense of accountability among the employees (Kaliannan, 2015).Nonexistence of open communication between the two parties indicates that the management does not gather support staff members with personal and interpersonal issues. Moreover, the management does not involve the staff team in decision making.

Nature of results communicated by the staff member are service sales level. Staff members report to the management the number of serviced customer and subsequent income generated in the process. It is through results reports that staff members account for organization’s resources allocated to them and their working hours. Staff team members may also communicate the results of their services to customers to assure them that they are capable of perform the required task. Competitive staff member may also communicate results among themselves in a non-formal form.

The role of managers in communicating results to report sales results to the organization head management. The management is expected to account for the sales made by the staff and report sales while accounting for allocation of resources. Results may be communicated to customers by management as a form of advertisement.

 In scenario A, the management should strive to ensure that all members of staff consult with other members prior making decisions. As portrayed by the Leximancer map some of the members of staff did not participate in the network communication. More communication can be fostered by creating a safe environment at work for all members to express themselves freely. More input from employees would lead to more productivity of the business.

In Scenario B, the organization should empower their staff to self –management. Staff member interacted with customers directly thus were better suited to make more sustainable business decisions. The organization should also ensure open customer communication to gather authentic feedback about their services. This could be achieved by encouraging them to give their feedback after the service and introducing customer care communication line. 

Conclusion

As discussed in the report above Communication is vital in making group decisions business. In scenario A the management seems to appreciate the vital synergy of a group decision. The institution utilizes Leximancer group map to gather the most connected staff members in terms of communication to give their input on in making crucial business decision. However, some of the staff members seem to be left out in the communication network. In scenario B the staff support management seem does not seem to grasp the importance of a communication in making decisions. The management fails to maintain an open relationship with the staff members. Furthermore, the management does not directly communicate with customers.

As evidently indicated by both scenarios emerging analytical technologies can be used as a tool to analyze different dynamics in a business. It is a high time for businesses all over the world to utilize analytical technologies to revolutionize the level of business efficiency.

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