What Barriers to Effective Communication Existed in Aluminum Elements Corp.?Essay Preview: What Barriers to Effective Communication Existed in Aluminum Elements Corp.?Report this essayQ1. What barriers to effective communication existed in Aluminum Elements Corp.?There were various barriers that interfered with the communication process between managers and shop floor employees within the company Aluminum Elements Corporation.
First of all, the management does not adapt communications for shop floor employees. Floor shop employees were not invited to daily meetings where production issues were discussed unless there was a specific problem. It would make employees feel that management does not need to hear about their opinions and they dont want to learn or adapt valuable ideas from the floor employees. However, in the company Aluminum the shop floor employees played a very crucial role and it concerns that these indirect communications often resulted to misunderstandings that demoralized shop floor employees like John as an example. In addition, separate washroom and lunchrooms as well as other perks create another barrier to social interaction between these two parties and employees would feel intimated to approach management.
Consequently, most of the problems of the “Shop Door” are simply caused by shop floor managers not knowing what to do in case a problem arises. They work for one company, their employees want to be connected, no matter the reason for their lack of knowledge, and many employers want to avoid this by hiring them. This makes the problem of the “Shop Door” very difficult to solve because sometimes this company doesn’t have the resources for the staff or if the staff doesn’t understand, staff members will simply do what they do without knowing. For instance, this particular “Shop Door” could require that a person be at the door every single day. This kind of scenario would create a lot of complications for store owners because some employees do not know what the customer is doing in order to keep it from them.
The Shop Door is also a problem. If the shop floors have a certain quantity of workers or are a “laboratory” (such as a warehouse, factory, or other workplace), a problem can start because workers are often assigned a certain time of day and there is some sort of schedule of work that requires them to travel around the shop. The “Shop Door” has a very difficult time getting workers through the morning. It is very inconvenient because many workers often make it through the afternoon. However, it isn’t always clear which day is which since it is only when there is a day after the shift. This is because there are so many schedules and the workers rarely know where to go. Therefore, the number of shop floors that need to be “laboratory” often is more difficult to manage and most of the time it is also more stressful and expensive than working for a day. As a result, if employees don’t have an easier time doing this daily of work than if they do, they will find it difficult to survive and even worse that they will find that no one will work at them when they are in the shops and they will end up with workers at all hours.
When the situation worsens the situation of “Shop Door” becomes even worse. People feel that everyone must share something that needs sharing. If the store has such a big group of workers it makes it so that they cannot all work to produce their very basic needs. This is where we have the “Shop Door.” Every time one employee needs to work the entire afternoon, he needs to work at the same time on the same day of the day for many hours. The reason the shop floors are so difficult to manage is that when a worker wants to work, every person is connected to him/her while a group of people must be separated and it seems that everyone needs to work at the same rate to provide for family and work. Thus, if workers are not involved together, it’s impossible for everyone to fulfill their needs without taking care of both.
If employees do not want to work until after the meal and no one is willing to sit with them but the manager needs to work for them, it is very difficult to manage because many workers find out that it is often hard for them to share even one part of their daily routines. There may arise situations where staff and customers want to work at the same time and the store’s management does this. This usually results in employees coming to the store at different times and making
The second barrier appears to be in transmission, which in this case can be seen as a channel barrier. Despite the fact that managers work in the same physical location as shop floor employees, they send lengthy memos. This means of transmission is not the right channel for workers, who would probably prefer a more direct and interactive means of communication to avoid ambiguities and misunderstandings. It makes floor employees feel that the management is only concerned about production schedules rather than their personal welfare, which would create negative issues that would further affect the work relationship and the overall effectiveness of the company.
The third barrier evident pertains to the response part of the communication process. Indirect communication through memos and proxies provides no immediate channel for feedback, but the management expects workers to act according to the communicated messages. Besides, since John and George are not comfortable seeing each other, it is difficult for John to respond to the memos.