Effective Communication and Training Theories

Creating a learning organization has been an anticipated attainment attributable to the concept that it offers a setting that will endorse discovering innovative notions in order to obtain information (Baker & Camarata, 1998). Learning organizations are founded on operative communication and constructing consistent relations within the framework of the team. The objective of the essay would be to discover methods to endure inspiring team associates on a regular basis by the means of an excessive communication. A scheme for highlighting the best traits in persons conventionally has an equivalent of reimbursement and assistances (Sensenig, 2009). Conversely, these recompenses customarily possess a short term consequence. Organizational concentration on training and communication could be an opportunity towards accomplishments. Concepts and notions that are able to produce a hard team work within the framework of a given association can conceivably advance the excellence and presentation of the employees.

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Theory behind Effective Communication and Training Methods

An association traditionally consists of different people. These people have to acquire knowledge firstly before structural learning can take place. Deprived of a learning association, there could be no incessant development. De Geus stated that “the best learning takes place in teams that accept that the whole is larger than the sum of the parts, that there is a good that transcends the individual” (Baker & Camarata, 1998, p. 450). Furthermore, Swieringa and Wierdsma stated that organization learning is the alteration of the performance in the association. In essence, learning organizations are not only skilled to acquire new information, but also of choosing the right path to absorb it. To be more precise, they not only possess an ability to develop into more experienced but to stay on this level of competency and experience as well. Saylor claimed that as the individuals compose the establishments, they are able to possess a constructive or an undesirable impact on the presentation of the given establishment.

Behavioral Theory

The contingency theory states that the competence of a frontrunner in the organization is resolute by his method towards leadership and how it resembles to the existing state of affairs. This behavioral model delivers an agenda for efficiently combining the frontrunner and the circumstances. There are several chief contingency aspects that have an impact the leadership presentation: the leader-employee association, the construction of the assignment and the location control of the affected. Each of these aspects outlines whether the concept of the chosen leadership would be advanced or destructively interrelated. Furthermore, the concept suggests that all individuals are alienated into two clusters: task-driven and relationship-driven.

Grounding on this statement, the frontrunner is able to comprehend in which circumstances different workers will be more useful and efficient. For instance, the workers of the first cluster are more probable to achieve their best in both advantageous and non-advantageous situations. In contrast, the participants in the second cluster are more probable to achieve more in impartially beneficial circumstances. “Individuals with a high need for achievement were demonstrated to prefer instrumental leadership, whereas individuals’ with low need for achievement preferred supportive leader behaviors” (Cross, 2014, para. 5).

One of the key strong points of this theory is that it has been recognized in numerous investigates, and it is showed to be operative and convincing. Furthermore, a better comprehension of the leadership and the structure of the learning organization were attained with the assistance of this theory. To be more precise, after the emancipating of the concept, the scholars stopped their efforts to define the solitary method towards leadership and recognized that it is contingent of the circumstances. Correspondingly, the philosophy has its assembly and is fairly foreseeable, so it delivers the material that could be valuable for governments and associations that other approaches fail to provide. Nonetheless, the key disadvantage of the method is its incapability to clarify why particular kinds of leadership are better applied than the others. “A final criticism of contingency theory is that it fails to explain what organizations should do when there is a mismatch between the leader and the situation in the workplace adequately” (Keskes, 2014, p. 32).

Public Sector Organization

The Eastman Kodak Black and White Film Division offers an instance of an organization determined to convert and continue to be a learning organization by the means of its entrenched communication in the public sector organization (Fang, Kim, & Milliken, 2014). In the second half of the 1980s, Kodak was unsuccessful in reaching income objectives for the first time for the hundred years of its existence. Kodak’s reply to the emerged encounter has been recognized as preeminent in one of its poorest-acting partitions, the Back and White Film Division (Baker & Camarata, 1998). Consequently, after several years, that separation evolved into one of the company’s main providers for reaching the objectives of the association.

The establishment of a learning organization in the framework of the partition was the main aspect in improving of the performance of the division and the company in the whole. In Kodak’s Black and White Film Division, as the authors of the article ‘The role of communication in creating and maintaining a learning organization: Preconditions, indicators, and disciplines’ suggested, the communication provided an opportunity for shifting to a learning organization in the conditions, pointers, and corrections that they had established. This communication delivered groundwork for the Black and White Film Division to meet the challenges of the altering surroundings. Additionally, according to the authors of the article,

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This communication relation-base in the division encouraged many to see the benefits of the change to this type of organization. The shift would revolve around high-performance work systems designed to improve the ways people communicate and solve problems, to increase predictability into the business units through such things as feedback and pay, and to develop structures for placing people into areas according to both to their knowledge and skills and to the tasks to be accomplished. (Baker & Camarata, 1998, p. 452)

The Black and White Film Division was well aware that the company and its principles that have been existent for almost a century had to experience some most important alterations.

In order to convert itself into a learning association, the Black and White Film Division rejected the notion of a worker as inferior operative and established a notion of the conglomerate with its employees. The performance of shifting the heading from worker to companion shaped a feeling of partnership and not departure between different stages in the association. In addition, the associates were stimulated to deliver incessant rising assessments on the subject of organization course and management. These communications delivered instruments for the response that were established and observed by those who were getting them.

Throughout the essay, it has been proved that the organizational concentration on training and communication is an opportunity towards accomplishments on the examples of the Kodak association. Concepts and notions that are able to produce a hard team work within the framework of a given association can conceivably advance the excellence and presentation of the employees.

References

Barker, R. T., & Camarata, M. R. (1998). The Role of Communication in Creating and Maintaining a Learning Organization: Preconditions, Indicators, and Disciplines. Journal of Business Communication, 35(4), 443-467.

Cross, V. (2014). The path-goal theory of leadership in companies. Web.

Fang, C., Kim, J., & Milliken, F. (2014). When bad news is sugarcoated: Information distortion, organizational search and the behavioral theory of the firm. Strategic Management Journal. 35(8), 1186-1201.

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Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future dimensions. Intangible Capital, 10(1), 26-51.

Sensenig, K. J. (2009). Human Potential Untangled. T+D, 63(4), 54.

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