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Managerial Communication Theory

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Managerial Communication Theory
Managerial Communication Assignment 2:

Managerial Communication Assessment Task 2:
Group Communication Analysis

Managerial communication theory can be observed in everyday real-life interpersonal dynamics. Whether it be at the workplace or even in undertaking basic activities with family and friends, communication skills can be the difference between success and failure or the difference between a good or bad experience. The notion communication theory in everyday life became evident when we participated in group activities at university. The two activities were the smaller group Zin Obleisk activity and the larger group activity Prisoner Dilemma. Reflecting on both experiences it was important to note the strengths of the groups, but also the occasional shortcoming that impeded progress towards our goals as a group. Concentrating on both the positive and the negative attributes of the group communication skill set, allows us to take a step back and look at the big picture. It enables us to consider restructuring communication techniques in a team, group or even a partnership environment that could ultimately increase the enjoyment of being involved in such a team, and allow the realisation of goals altogether.

In our first group activity Zin Obleisk, evidence of the theory of Belbin’s team roles became immediately apparent (Belbin, 1997). I became the driver and the rest of the team, Ben, Ebony, Sam and Allison were either supporters, finishers or monitor-evaluators (Belbin, 1997). I chose initially to step back and see if anyone would step up and start coordinating the group, predominately looking towards Allison or Ben who both categorised themselves as drivers, but after some waiting and consideration I briefed the group and took my position as the note taker (Belbin, 1997). As the sole note taker I was charged with summarizing information from each group member’s verbal information. As a result, the flow of information communicated between the group



References: Belbin, R. M. (1997). Team Roles at Work. Oxford: Butterworth-Heinemann. DeSanctis, G., & Gallupe, R. B. (1987). A Foundation for the Study of Group Decision Support Systems. Management Science , 5, 589-609. Giambatista, R. C., & Bhappu, A. D. (2010). Diversity’s harvest: Interactions of diversity sources and communication technology on creative group performance. Organizational Behavior and Human Decision Processes , 116-126. Kerr, N. L., & Tindale, S. R. (2004). Group Performance and Decision Making. Annual Review of Psychology , 55, 623-655. Knippen, J. T., & Green, T. B. (1994). How the Manager Can Use Active Listening. Public Personnel Management , 23. Littlejohn, S. W., & Foss, K. A. (2005). Theories of human communication. Belmont: Thomson. Rietzschel, E. F., W., C. K., Dreu, D., & Nijstad, B. A. (2009). What are we talking about, when we talk about creativity? Group creativity as a multifaceted, multistage phenomenon. Research on Managing Groups and Teams , 12, 1-27.

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