|ASSESSMENT 1A BRIEF|
|Subject Code and Title||MGT502 Business Communication|
|Assessment||Part A: Annotated Bibliography|
|Learning Outcomes||This assessment addresses the following Subject Learning Outcomes:|
The assessment supports students in developing their skills and knowledge in sourcing books, periodicals and other documents, as well as evaluating the relevance, accuracy, and quality of the materials. Creating an annotated bibliography calls for the application of succinct analytical and reflective skills, as well as informed online and library research. This assessment provides experience and understanding of information literacy and the analysis and synthesis of a range of resources involved in academic research and writing.
In this assessment, you will address a contemporary organisational or business issue and apply research skills to identify, select and analyse 10 sources to form an annotated bibliography. The issue and resources used in Assessment 1A will also form the basis for Assessment 1B – Forming an Argument.
When choosing a topic, consider the following:
Be sure to review a variety of resources before selecting the 10 most suitable ones. Please include a title page, use the APA 6th referencing style, and list the materials in alphabetical order.
Students are responsible for:
Please note that if you require an extension for this assignment, you must apply using the university application form and provide verifiable evidence of extenuating circumstances before the due date and include your most recent draft. Please also treat the prescribed word limit as a limit not to be breached.
It is essential that you use the appropriate APA style for citing and referencing research. Please see more information on referencing here
Submit your assignment in Assessment 1A – Annotated Bibliography submission link in the main navigation menu in MGT502 Business Communication by 11:55 pm AEST Friday of Module 3.1 (week 5).
A rubric will be attached to the assessment. The Learning Facilitator will provide feedback via the Grade Centre in the LMS portal. Feedback can be viewed in My Grades.
Digital Resource Analysis
Poor Communications and Feedback in Organisations
1. Council Post: Strong Communication, Strong Company: How To Advance Workplace Culture And Strategy. (2019). Retrieved from https://www.forbes.com/sites/theyec/2018/10/08/strong-communication-strong-company-how-to-advance-workplace-culture-and-strategy/#4c21669b4946
The article was published in Forbes Magazine, shows effective communication is important to seamlessly transfer information and achieve better team performance in the workplace. The article highlighted a study conducted by Quantum Workplace where ineffective communication led to the decline of the acquisitions and merger undertaken by the company. The study showed that increase of practice of communicating by the managers to the employees, but there was a lack of knowledge regarding employee development strategies. This creates a void of ineffective communication regarding information transfer between managers and employees. It is essential to convey the truth to the employees and stakeholders in order to effectively implement the company strategy. The holding back of the criticism would reduce the productivity of the employee performance and business outcome within the organisation. In addition to this active listening, publishing written statements, respectful argument, assertion, empathy, delegating problem-solving among employees and maintaining key performance indicators are essential.
2. Hume, J., & Leonard, A. (2014). Exploring the strategic potential of internal communication in international non-governmental organisations. Public relations review, 40(2), 294-304. https://doi.org/10.1016/j.pubrev.2013.10.011
The importance of the international non-governmental organisations have increased due to globalisation over the past few years, but the limitation in managing such organisations still remains. The authors demonstrated the importance of internal communication as an area of management which is critical to determine the successful outcome of the organisation. It is essential to manage internal communications strategically since the INGOs have organisational characteristics unique to other business organisations. The authors selected five organisations where one dealing with networks business shared only tactical information with their employees through the tasks in either asymmetrical process or cascading or online notifications to the employees. Two companies were global organisations where the employees were not part of the thorough management resources. Two federal companies had a communication culture, and the other had collaboration, internal branding and information sharing as a part of their strategic alignment shared strategic and task-related information through online and asymmetrical communication. The authors determined the evidence supporting the implementation of strategic internal communications to improve challenges in the INGOs.
3. Zulch, B. G. (2014). Communication: The foundation of project management. Procedia Technology, 16, 1000-1009. DOI: 10.1016/j.protcy.2014.10.054
In this article, the author wanted to investigate the importance of communication in project management and the importance of communication in coordinating and combining different project management activities. In order to analyse the data derived regarding project management and communication, the author built the support and trade off area. In order to achieve this, the researcher formulated a questionnaire among the quantity surveyors, engineers, construction managers, architects and construction project managers. The survey data was analysed to find that the cornerstone areas of the project management were dependent on the project manager's ability to communicate with the employees. The findings suggested that the most important form of communication was written communication, followed by electronic communication, then oral communication and the last two communication mediums were visual and non-verbal communication respectively. The interrelationship between scope, time and cost management is achieved through effective communication in the management of organisational projects. The foundational functions are effectively achieved through effective communication in terms of product quality.
4. Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge. DOI: https://doi.org/10.4324/9781315584997
The authors of the book suggested that the challenges of cross-cultural management can be mitigated using communication practices when collaborating in business over a long travel distance. It creates on the project manager to comply with all the issues while working on a virtual project and can only be overcome by communication skills. The source of conflict due to cross-cultural perceptions can give rise to misunderstandings, and the communication strategies might help resolve the disputes between the team members. Communication gap might arise when there is a language barrier among the team members working on a similar project. The project manager can utilise visual communication methods to resolve commitment issues within the team to chive the outcome. In order to reduce the lagging in the information transfer between all members of the team, the organisations set standardised rules and templates to reduce the possibility.
5. Femi, A. F. (2014). The impact of communication on workers’ performance in selected organisations in Lagos State, Nigeria. IOSR Journal Of Humanities And Social Science (IOSR-JHSS), 19(8), 75-82. Retrieved from: https://www.researchgate.net/profile/Asamu_Femi/publication/271261483_The_Impact_of_Communication_on_Workers%27_Performance_in_Selected_Organisations_in_Lagos_State_Nigeria/links/5c1e627ca6fdccfc70628bd0/The-Impact-of-Communication-on-Workers-Performance-in-Selected-Organisations-in-Lagos-State-Nigeria.pdf
The author in this article examined the relation between the performance of the workers and communication strategies used in a particular organisation in the Lagos, Nigeria. The author selected an ample population including workers and employees from the chosen organisation and a sample size of 120 participants. These participants were surveyed using a descriptive questionnaire to factually and accurately understand the issue of communication. The ages of the participants were mostly on the younger side consisting 39.2% between 21 to 29 years, 27.5% of the participants were between 30 to 39 years, 25% were between 21 and 29 years. Among these participants, 70% were male participants and 30% females indicating displacement in the gender within the organisational workforce. The educational qualifications among the participants were HND/Bachelors degree holders associated with the organisation for more than five years. The findings showed that effective communication mutual understanding and building genuine relationships was facilitated by effective communications.
6. Chmielecki, M. (2015). Factors influencing the effectiveness of internal communication. Journal of Management and Business Administration. Central Europe, 23(2), 24-38. DOI: https://doi.org/10.7206/mba.ce.2084-3356.139
The authors proposed to answer the query of the common factors and influenced the internal communication between the workforces of the organisations in Poland. There is a role between internal communications and the increase of organisational productivity, which is addressed in the paper. The flow of information is impeded by some factors, which is empirically determined by the authors. The authors reviewed the employee communication texts, public relations and the internal communications to study the internal communications in the organisational process influence. The fundamental finding of previous literature was studied to develop a primary data collection strategy, which included in-depth interviews with 29 employees in different organisations in Poland. The respondents shared their experience in the organisation and the most important factor that impedes internal process was highlighted to be the low propensity of sharing information between the organisations.
7. Johansson, C., D. Miller, V., & Hamrin, S. (2014). Conceptualising communicative leadership: A framework for analysing and developing leaders' communication competence. Corporate Communications: An International Journal, 19(2), 147-165. DOI: https://doi.org/10.1108/CCIJ-02-2013-0007
The purpose of the article is to derive the competency of the leader in term of communication with a business organisation. The authors created a framework of study to develop communicative leadership to help further investigative research in business development. The authors develop an approach to determine the communicative behaviours, which might be important in leadership, what is a communicative leader within an organisation and a review of the literature to correlate the two related variables. The findings of the authors indicated that the representation, relations, facilitation and structuring of the most important in communicative leadership. This was followed by the development of the designated definitely for the term proposed by the authors. The new concept presented by the authors would be important in future business research to determine the aspects and variables that influence the communicative leadership strategies. The core constructs presented by the authors would be helpful in developing the communication competency in leaders, which originates from the corporate and organisational needs.
8. Voinea, D. V., Busu, O. V., Opran, E. R., & Vladutescu, S. (2015). Embarrassments in managerial communication. Polish Journal of Management Studies, 11. Retrieved from: https://yadda.icm.edu.pl/baztech/element/bwmeta1.element.baztech-0ae3b613-b018-4ace-a300-2f735b6cbe73/c/Voinea.pdf
The managerial communications are full of embarrassments within an organisation, which is studied by the authors in this article. The article aims to examine the first time embarrassments occurrences within the workplace to determine the problems that might arise as a consequence. The authors used meta-analysis and observation research to highlight the important facilitators of the communication embarrassment generator are the people that interrupt, maintain, perform and initiate communications. The authors found three different types of embarrassments caused by easily getting over difficult situations, difficulty in getting over situations and overcoming barriers, which are unconquerable. The authors found intervention in such situations by endogenous and exogenous factors during the communication process might prove the embarrassment. The primary factors affecting the communication embarrassment are challenging authority, disagreements, different opinions, lack of consensus, environmental manifestation. The secondary facilitators are the physical setting, which affects the environment of communication, media, noise etc.
9. Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between performance measurement systems and organisational effectiveness. International Journal of Operations & Production Management, 34(7), 853-875. DOI: http://dx.doi.org/10.1108/IJOPM-02-2013-0091
The authors investigated the impact of performance management system in the effectiveness of the organisations in a developing nation within the financial sector. The authors collected 69 survey data from an organisation in Nepal using a multivariate analysis method and multiple regression analysis to determine the effectiveness of performance post feedback. The findings highlighted by the authors suggest that the feedback and non-financial measurement rates are most affected by the effectiveness of the organisation. Additionally, the authors found that the consideration of the employee performance and customer feedback is less as it is thought to affect the internal business processes and organisational effectiveness. The management of the organisation deemed that the effectiveness of the feedback generation more effective that the performance management and staffing. The organisation utilised the balanced scorecard method to derive the effectiveness of their employees like other developing nations, which deem the importance of the performance indicator to be strong.
10. Quintanilla, K. M., & Wahl, S. T. (2018). Business and professional communication: keys for workplace excellence. Sage Publications. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=K5xcDwAAQBAJ&oi=fnd&pg=PP1&dq=ineffective+feedback+communication+in+business+&ots=21A56Rwbsq&sig=lPBissn1TIx_kdfX22HZB4aegts#v=onepage&q=ineffective%20feedback%20communication%20in%20business&f=false
According to the authors in the workplace, the feedback has an implicit function, and the two-way communication is limited in this area. The feedback model of communication also includes a sender and receiver like in any other form of communication strategy. The distinction between the sender and receiver might vary with respect to the situation and looking physical cues within the receiver is essential as a communicator. The review of the employees within an organisation is consuetude using written communication system through feedback. This form of written communication helps the employee develop their competency depending on the accuracy of the feedback. The development of the communication relationship can be improved with effective feedback to encourage and motivate the employees. Similarly, a negative representation of feedback might demotivate the employee completely.