From week four learning team assignments, the members exchanging the information through memorandums comprise small groups of professionals. The members belonging to small groups “have common bonds or interests or goals that bring them together” (Beebe & Masterson, 2006, p.41). Inferring from the contents of the memorandums, the members involved are evidently top management professionals. Leisker, Flatley and Rentz (2008) notes, “Though there is no right or wrong way to communicate, avoiding language barriers such as jargon, bypassing, and offensive language may prevent misunderstandings in group or interpersonal discussions” (p.53).
However, the memorandum sent to the CEO on July 19, 2011 contains so much of elaboration of the accounting jargon, procedures, implications and the repercussions for the acquisition process, of which the CEO must be aware. Even though the communication conveyed the intended massage, the skills employed seem inappropriate because of stability reasons of the JJJ Company. Much of the descriptions presented seem irrelevant for the given level of audience, as evidenced in the addressee and the CC section of the memorandum. The interoffice memorandum, memorandums sent to Diana, and mark contain just appropriate amount of information for the appropriate level of audience.
Any attempt to improve communication in a small group, whether through writing or verbal communication, require ardent efforts to ensure a well bringing up of the opinions opposed to the audience anticipation since “communication should provide inspiration, motivation and clear direction for the group or crowd listening” (Robbins & Judge, 2009, p.97). Beth perhaps knows this very well. Holding management meeting with the accountant heads would have proved as more appropriate way of communication since majority of the issues be cleared in a better way ensuring confidentiality of the information. The leadership style of top-down management, may have contributed to the choice of the means of communication. Closed-door styles of leadership foster the deployment of written means of communication, as opposed open door styles, which houses all the leaders of an organization within the same room hence encouraging verbal communication. Probable changes comprise of the attempts to foster a brief but a sure-to-maintain the desired communication. Brevity is crucial since in some of the memorandums, the important information is contained at the end.
Ethical communication is vital for the communication’s integrity sake. “Ethical communication enhances human worth and dignity by fostering truthfulness, fairness, responsibility, personal integrity, and respect for self and other” (Beebe & Masterson, 2006, p.63). The information shared needs thus to encourage high degree of responsibility of either company’s future states. Honesty plays a crucial role since taking a decision not to consider acquisitions has the capacity to deny the shareholders of both companies’ big financial gains: something that is not ethically right. However, it is not within the shareholders spectra of expectations to enjoy heavy financial gains just for a short run.
I believe that the communication does not share less information but rather shares too much of it. Take for instance the memorandum sent to Mark by Beth; too much analysis on the reasons and the state of the JJJ Company is appears therein. Ethical implications affected my evaluation due to the need to “Promote communication climates of caring and mutual understanding that respect the unique needs and characteristics of individual communicators, and Accept responsibility for the short- and long-term consequences for our own communication and expect the same of others” (O’Brien, 1999, p.37). The objective of these memorandums was simply to communicate the Riordan Manufacturing company acquisition decision. However, by considering ethical implications in the communications, attempts to give information that is more elaborate remain warranted as a way of promoting and ensuring honesty and fairness.
Beebe, S., Masterson, J. (2006). Communicating in Small Groups Principles and Practices. Boston: Pearson Education, Inc.
Leisker, R., Flatley, M., & Rentz, K. (2008). Business Communication. Boston, MA: McGraw-Hill.
O’Brien, H. (1999). A Postmodern Caring: Feminist Standpoint Theories Revisioned Caring, and Communication Ethics. Western Journal of Communication, 63(1), pp. 32-56.
Robbins, S., & Judge, T. (2009). Organizational Behavior. Upper Saddle River, NJ: Pearson.