Individual organizational communication analysis part II- interpersonal and intercultural paper
Leadership change in Patton-Fuller Community Hospital
Given the leadership changes introduction to the Patton-Fuller Community Hospital’s operating environment, it can pose challenges to the daily operation communication practices and paradigms. For the hospital to operate well, new leadership and paradigm is necessary to steer the hospitals framework into success. The leadership of the hospital when reconfigured to a patient-centered, patient-driven, and patient-focused with the aspect of communication, affects the communication framework. The new leadership should be able to turn around and transform the institution exciting the entire hospital framework concerning the new possibilities (West & Turner, 2011).
Changing the leadership of Patton-Fuller Community Hospital is not an easy task given its operating environment unique nature and the entire staff. The formulation of communication related strategies will help in steering the hospital meet the aspect of quality management implementation (West & Turner, 2011). Leadership change in Patton-Fuller Community Hospital will affect some of the commutation elements as follows.
Interpersonal communication ethics
in Patton-Fuller Community Hospital, the change in the leadership will pose substantial effect on the interpersonal communication ethics. This follows the ability of the ethics framework to differentiate itself from the related forms of communication through attentive concern of the new management team. Through the new management, interpersonal communication will have an improvement with the identification of the ethical mandate meant for protecting and promoting a good relationship within the setting of the hospital. The understanding of the interpersonal communication as with a focus to the new leadership will attend to a good staff relationship as the significant carrier of identity. This is with specifications to situating the exchange within the set ethical framework (West & Turner, 2011).
The new leadership is to abide by the interpersonal communication ethic with the aim of protecting and promoting the hospital staff framework in regard relationship understanding. The leadership change incorporating interpersonal communication in the hospital will enable the performance of tasks productively with the motivations and the capability to continue acting cooperatively. This proves of just how getting work done under the new leadership requires complex collaborations in the creation of a well-established environment for treatment. The new leadership will enable the interpersonal skills play a significant goal in providing the vital reasons to ensure that there is complete trust within the hospital (West & Turner, 2011). The new management will also enable the interpersonal communication ethics serves best wherever privileged for a relative relationship.
Communication during conflict
The new management will also affect the aspect of decision making in Interpersonal communication ethics. Emotions constitute the basic values of the hospital’s staff indicator of the thought processes. The decision making in interpersonal communication majorly focuses on the analytical, explicit unemotional data that necessitate the evaluation of the hospital’s information. Interpersonal communication ethics will facilitate the development of emotional intelligence in the setting of the hospital’s new leadership. Communication during conflict is to include both social and personal aspect of leadership setting (Wood, 2013). In the personal realm, the new leadership with emotional intelligence will be able to assess strengths and limits for action in a self-confident way. The social aspect of the Interpersonal communication ethics with the new leadership incorporates the ability to make accurate perception and interprets the staff emotions. This enables the ability in developing a healthy relationship environment in the hospital.
The new leadership developing accuracy with emotional perceptions and relative responses enables the creation of a reliable toll applicable in judging everyday situations. Developing of emotional intelligence because of the new leadership within the setting of the hospitals framework enables the creation of positive friendships with the respective co-workers. Emotional intelligence in relation to Interpersonal communication ethics has a significant effect on the cohesion of the hospital’s staff, congruence between supervisor appraisals and self with the individual employee performance preventing conflicts from affecting job satisfaction (Wood, 2013).
Perceptions of power
The new leadership establishment is for fulfilling the requirements of the hospital. It is formal for the hospitals departments to function in coordination without considering the setting of the leadership to achieve the set objectives (Miller, 2005). The success of the hospital in delivery of services rests on the philosophy of the new leadership, goals, vision, and values. This enables the driving of the hospital culture constituting of the formal, informal, and social environmental setting. Leadership change has relative effect on the staff perception of power with the culture framework determining the basics of communication and group dynamics within the hospital. The workers in the hospital will perceive this as a quality of work directing their respective degree of motivation (Wood, 2013).
Leadership change contributes significantly to the hospital progress with the outcomes as individual satisfaction, performance and personal development and growth. The elements collaborated into building a framework that the hospital management is to operate is vital. Perceived power plays a significant role in the behavior of the hospitals new leadership system. Elements in leadership inclusive of efficient communication, empowerment of politics and use of power authority within the hospital influence is by the perception of the hospital framework setting. Communication, therefore, has a significant impact within the setting of the hospital’s new leadership since it forms the medium channel to the flow of resources, information and developed policies. Perception of power in relation to political behavior pervades the aspect of the hospitals life. It majorly focuses on the development of the hospital using the power within the framework (Wood, 2013).
The perception of power can also lead to the distortion of communication within the culture settings in the Patton-Fuller Community Hospital. Power perception diversity is a fact of the hospital’s operational life. No matter the preparedness, skill, motivation, and responsibility in the hospital leadership system, personality differences still exist. The differences in power perception of preparedness, motivation, and responsibility can also result to a misunderstanding within the setting of the new leadership.
Communication Climate
Virtual organization will have massive influence in relation to the concept of communication climate in accordance with the pursuit of the goals and objectives of the entities. Communication climate relates to the aspects through which employees and other relevant stakeholders communicate within the entity. Effective and efficient communication systems are essential for the maximization of the revenues and profits while minimizing the cost of manufacturing and distribution of the products and services to the consumers. In the aspect of virtual organization, essence of communication is effective and efficient thus essential for the development of quality communication climate. This indicates that virtual organization will adopt and integrate effective and appropriate information technology systems to enhance the aspect of interaction between entities and virtual teams. The achievement of goals and objectives becomes easier and straightforward for the organization because of the realization of the quality communication climate. Virtual organizations also minimizes challenges and obstacles to effective communication thus improvement of the essence of communication climate(Greenberger & Heneman, 2012).
Intercultural & Diversity Conflict
In the aspect of the selected virtual organizations, virtual teams understand and execute their roles and obligations effectively and professionally. This is through understanding of the working environment and relating to the obligations and expectations from the organization. Lack of constant interaction between the teams also contributes towards minimization of the concept of intercultural and diversity conflicts in the provision of services and products to the audiences. Professionalism of the virtual teams is also efficient and essential in the minimization of the conflicts arising from the intercultural and diversity factors. Minimization of such conflicts will enhance the ability of the organization to meet the demands and preferences of their consumers thus an opportunity to maximize their revenues and gains (Greenberger & Heneman, 2012).
What communications theories apply to this organization?
Some of the communication theories that apply to this organization include communication accommodation theory, coordinated management of meaning theory, organizational information theory, and the standpoint theory. The communication accommodation theory examines the new leadership underlying consequences and motivation to the Patton-Fuller Community Hospital following the shift in styles of communication. This is in two significant ways: convergence and divergence. The hospitals employees with stronger ethnic pride apply the divergence aspect in highlighting the specified group identity. Convergence surfaces following the aspect of social approval (Miller, 2005).
The coordinated management of meaning incorporates coherence and coordination with a focus on the relationship amid the new leadership structure. Organizational information theory argues that the hospital new management should accomplish the procedure of making sense equivocal information through selection, enactment, and retention of relevant information. Standpoint theory reflects on the new established leadership positions in the hospital management framework. This involves the view of social situation with specifications to the structure vantage points (Miller, 2005).
References
Miller, K. (2005). Communication theories: Perspectives, processes, and contexts. Boston: McGraw-Hill.
West, R. L., & Turner, L. H. (2011). Understanding interpersonal communication: Making choices in changing times. Boston: Wadsworth.
Wood, J. T. (2013). Interpersonal communication: Everyday encounters. Boston, MA: Wadsworth.
Greenberger, D. B., & Heneman, R. L. (2002). Human resource management in virtual organizations. Greenwich, Conn: IAP, Information Age Publ.
