Communication: The Important Role Of Communication In Management

Communication

The findings revealed that change communication was not properly communicated by the management which is in line with the research of Jones et al.,(2008). In section 3.12, Lok and Crawford (1991) and Deal and Kennedy (1982), advocated that communication has an important role to play in enabling change by having managers to challenge embedded culture and norms. Therefore, the researcher recommends meetings to be held in all departments in small groups so that the effectiveness of communication can be seen. Face-to-face communication can help to solve problems without delay and forecast solutions for future obstacles such as resistance. In section 3.12, Brown and Harvey (2006) revealed that communication can help to mitigate resistance

Each employee taking part in the change process need to be empowered with responsibilities so that the employees would feel that they belong to the organisation and their needs fulfilled as per ‘Maslow’s Hierarchy of needs theory’ (section 1.13.1).They also need to be treated with fairness and equity by practising an open door policy. Their requests and problems should be dealt without delay. In general, to make employees feel concern with the vision of the organisation and relieve from the fear of losing their jobs, the aims and importance of change have to be motivationally explain by the management. ‘Wooing and winning the hearts and minds’ of the employees in general will motivate them to work in the interest of the COM. This is also in line with the empirical study at ‘University of Sadat City, Egypt’, by (Wageeh A. Nafei, 2014, section 1.6). Patricia Kamau (2011) in her findings (section 1.6), stated that motivated people helps to attain organisational goal. To overcome the overstaffing problem, the management is requested to propose a good voluntary retirement plan which can encourage employees to depart

Departmentally, to build-up efficient team, the ‘Tuckman’s model of change’ is best suited.

6.5 Limitations and Constraints

This research has certain limitation as the study is at COM and the COM employees were targeted during the change process. The constraint is that the recommendations made are tailored to fit the COM problems and not for other organisations.

6.6 Proposal for future research

This study has applied quantitative technique to determine certain specific result from 28 pertinent questions by using 5-point Likert rating scale. The researcher proposes further study on employees’ attitudes and behaviours towards change by using qualitative approach to grab better insight of the employees open views and opinions.

6.7 Conclusion

The researcher concluded that the study has attained its objectives by evaluating the leadership competencies as per employees’ perceptions. The efficiency of change management was assessed and the result was quite poor. The communication and motivational level were also evaluated during the period of change and it ended with negative perceptions. The recommendations were made to facilitate the change process and to avoid