Organisational Dialogue for Theory & Practice- myassignmenthelp

Question: Discuss about theOrganisational Dialogue for Theory Practice. Answer: In every area of business, communication is playing a pivotal role and is concerned with aspect of exchanging ideas, opinions as well as emotions regarding individuals. There is a necessity regarding efficient communication to happen for the success of any business. There exist various advantages associated with better communication as it will be building strong associations amongst individuals and when the employees feel at ease they are coming up with innovative ideas that will be facilitating innovation. When there will occur the encouragement of open interaction within a place of work, there will occur the emergence of a more efficient as well as balanced team (Ridder 2014). Internal communication that will be occurring daily will be making the staffs have better information as well as assisting in securing their role as they are functioning towards a common objective. Being a customer, I had faced the ramifications of poor communications in India. For instance, I had a desire of purchasing a motor-cycle and for fulfilling my desirability, I went to visit a dealer in my area. I purchased a motor-cycle that required servicing after every 1000 kilometres. The salesman at the dealer shop assured me that I will be receiving three complimentary services after the completion of 10,000 kilometres. However, when I went to get my free service after the completion of 10,000 kilometres, the dealer shop from where I bought the motorcycle, refused to offer me the complimentary services citing the fact that there were certain terms and conditions attached with this offer, which I might have overlooked (Rowlinson 2014). He stated that this offer had to completed within a 10 month duration failing which the offer will automatically get lapsed. However, in support of his agreement, the salesman was unable to provide any genuine information. This is considered to be a very good example for poor communication. Since, communication is a two-way processes, it was necessary for him to provide me with all the appropriate information. But this did not happen since the salesman did not provide me with appropriate details, as he did not have any awareness regarding the terms and conditions related to the offer. So naturally, when the dealership did not want to provide me with the complimentary offer, I really felt cheated and made the decision of approaching the senior management to get proper justification regarding the matter, so that they allow me to have a meeting with the proprietor of the dealer shop (Taylor 2014). Finally, I got the scope of having a meeting with the proprietor. I had a discussion with the proprietor regarding the matter and showed him the brochure that was provided to me regarding the offer, at the time of purchase. It was clearly mentioned in the brochure about the offer that also clearly stated the time-period regarding the offer (Clegg 2015). So, it was absolutely clear that the salesman was at fault who failed to make effective as well as efficient communication and state the limited time-period regarding the offer at the time of purchase. He was supposed to communicate this vital information to me when the motor-cycle was being purchased since the condition regarding the time-period was not mentioned in the brochure, as it was an early-bird prize that was being given to the first 10 customers who bought the motor-cycle in a month. Through the occurrence of this incident, I realised that communication plays a major role in the field of business (Cummings 2014). Dialogic communication is considered being a two-way process. It is regarded as a communication in which every individual is playing the role of a listener as well as speaker. In this communication process, every individual is having the scope of expressing his or her point of view. The characteristic of dialogic communication is considered to be mutual understanding. There is no threat of getting punished or feeling pressurized while making the choices. To cite an example regarding this matter, I can state that in my earlier university, I was offered an assignment (Child 2015). The module lecturer was doing the evaluation of the individual development of every student in regard to the assignment. Post the completion of my research, I came up with various approaches. But, the module lecturer was not interested in listening to the idea and told me to follow the structure that was provided. On the other hand, from the resources that were gathered by me, I had a strong feeling that a di fferent approach was considered to be appropriate to address this subject matter as an alternative to the aspect of following the recommended outline. In addition, for giving concrete evidence to support my approach regarding the research material, I went through various reference books (Burke 2017). With a lot of determination, I went ahead with my approach and to my surprise I had received positive feedback from my module lecturer and I also received good grades. From the above description, it can be ascertained that if the dialogic communication would have occurred between me and the module lecturer and if he would have listened in an attentive manner, a discussion could have happened regarding the idea. But, as he did not have the willingness for listening to the new idea, I had to undergo a pain-staking method of finding out the effective ways of putting my view in front of the module-lecturer. Though the module lecturer was satisfied this time with the different approach that I have taken, I however strongly believe that this was matter of chance and there was a huge risk of failure associated with this approach since, I had gone against the assignment pattern that was stated by the module lecturer (Bolman 2017). On the other hand, dialogic communication amongst us would have really supported regarding this matter as I would have a received a module lecturers point of view regarding the matter. This weeks learning has helped me in understanding that it is very much necessary in the promotion of genuine dialogue within a company. When the organizational staff is having the feeling that his or her viewpoint is being given the due worth, then it will assist in increasing their dedication as well as contribution. As a result, they will be working towards the goals of the organization in an effective and efficient manner for actualizing them. Therefore, this communication method is very much recommended in respect of a business as it will be avoiding any issue related to the place of work having better communication within the staffs as well as employers (Armstrong 2014). People are playing an active role in an organization where they are functioning via communication. In the present international business market, culture is explained with the help of age, gender, religion, socio-economic backgrounds and so on. Staffs are required to communicate with individuals having different cultural backgrounds on an everyday basis. From this weeks learning, I had the scope of developing my strong skills regarding intercultural communication. As a result, I had become aware of the cultural differences that might occur within a company and in what ways will my knowledge skills will be assisting me in practicing these abilities in the future. Reference Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Bolman, L.G. and Deal, T.E., 2017.Reframing organizations: Artistry, choice, and leadership. John Wiley Sons. Burke, W.W., 2017.Organization change: Theory and practice. Sage Publications. Child, J., 2015.Organization: contemporary principles and practice. John Wiley Sons. Clegg, S.R., Kornberger, M. and Pitsis, T., 2015.Managing and organizations: An introduction to theory and practice. Sage. Cornelissen, J. and Cornelissen, J.P., 2017.Corporate communication: A guide to theory and practice. Sage. Cummings, T.G. and Worley, C.G., 2014.Organization development and change. Cengage learning. Ridder, H.G., Hoon, C. and McCandless Baluch, A., 2014. Entering a dialogue: Positioning case study findings towards theory.British Journal of Management,25(2), pp.373-387. Rowlinson, M., Hassard, J. and Decker, S., 2014. Research strategies for organizational history: A dialogue between historical theory and organization theory.Academy of Management Review,39(3), pp.250-274. Taylor, M. and Kent, M.L., 2014. Dialogic engagement: Clarifying foundational concepts.Journal of Public Relations Research,26(5), pp.384-398.