Problem of communication in decoration institution

Problem of communication in decoration institution   'Communication between the manager and the employee/ team is critical to drive performance, the faster a manager can understand his team, the effective he can be in managing and coaching. There uses of communication management tools to avoid high turnovers, performance issues, improper planning is also at stake wherein delegations of job roles are in conflict with management decisions and other factors. Poor communication will not help small decoration firms develop highly productive, fully engaged workforce regardless of institution location and or tenure.  By measuring employees' attitudes, motivations and outlook on their employers, current managers and job functions, organizations can gain a vital perspective on the present reality in their company and pinpoint areas of concern affecting the total workplace experience' (Bradley and Hebert 1997; Communication Errors Undermining Business 2006).   Thus, several projects need to be undertaken in partnership with the business, and this partnership absolutely requires solid communication. In fact, many of the problems that surface on a project are actually the results of poor communication. Poor communication can lead to the following trouble areas. In addition, some of the managers need to strive to ensure that everyone associated with the project has a common set of expectations in terms of what is to be delivered, when and at what cost. However, many  managers do not keep key stakeholders updated as expectations get changed and as simple as some stakeholders thinking that the project is going to be completed on July 31, when it has been extended until Sept 30 (Connolly and Syer 1996; Ernest, Stech, and Ratliffe, 1985).   Aside, people make decisions based on the best information they have at the time, if the project manager does not keep everyone under expectation, things can start to get conflicting fast. Furthermore, proactive communication means that you raise the potential of missing deadlines and became an added risk. People get angry and frustrated when they find out bad news at the last minute, when there is no time left to have an impact on the situation. The communication is short and terse and does not give the reader a real sense as to what is going on. Once more, people cannot make the best decisions if they do not have good information. If they are not sure about what is going on, they have to spend spare time following up for further information (Lauer 2006; Lemmex, 2004; Mayer, 2006).   Moreover, small decoration institution employees can be  impacted by the project at the preceding minute, main cause of communication problems, the project manager does not communicate proactively with other people about things that will impact them. When the communication does occur, it is at the last minute and everything is rush. For example, this happens when the project manager does not tell resource managers that team members are becoming available until the day they are released. Thus, team members don't know what is expected of them. In the prior problem situations, communication problems surfaced between the team and outside parties. However, poor communication occurs within a project team.   Some project managers do poor job of talking with their own team to explain what they are expected to do, manager has vision of what a deliverable looks like but does not communicate that to the person assigned until the first attempt come back incorrect. Sometimes the manager does not communicate clearly and team members spend time on work that is not necessary. There should  communicate clearly within the team, don't consider communication to be a necessary wicked, use it in advantage to help your project go smoothly with less frustration, less uncertainty and no surprises (Lauer 2006; Shave 2006). Truly, having great understanding of the dynamics of their work relationship will help both parties appreciate where their perspectives are similar and where they differ. This mutual understanding will result into productive and positive working relationship.   References   Bradley, J. and Hebert, F. "The Effect of Personality Type on Team Performance." Journal of Management Development, Vol. 16 no 5, 1997.   "Communication Errors Undermining Business." Society for Advancement of Consulting (2005). Print Delivery. LexisNexis. UC Davis, Davis. 30 May 2006. Keyword: poor communication errors.   Connolly, Christopher, and John Syer. How Teamwork Works. London: McGraw-Hill Company, 1996.   Ernest, Stech, and Sharon A. Ratliffe. Effective Group Communication How to Get Action by Working in Groups. Lincolnwood: National Textbook Company, 1985.   Lauer, Larry D. "How to Improve Internal Communication: Guidelines for the Nonprofit Manager." Nonprofit World os 12.3 (1994): 34-38. Business Source Premier. EBSCO. UC Davis, Davis. 22 May 2006. Keyword: communication breakdown.   Lemmex, Steve. "Communication Breakdown and Conflict with Teams." Global Knowledge Network os (2004). Business Source Premier. EBSCO. UC Davis, Davis. 22 May 2006. Keyword: communication breakdown.   Shave, David W. Communication Breakdown. St. Louis: Warren H. Green, Inc., 1975 Quinn, John P. "How to Avoid Communication Breakdowns." Logistics Management Apr. 2006: 37+. Business Source Premier. EBSCO. UC Davis, Davis. 22 May 2006. Keyword: Communication Breakdown.