Unit 4 Portfolio, University of the People
Recall our discussion of perceptions and how they influence our behavior. In organizational communication, perceptions play a big part in our thinking and response mechanisms; thus, affecting how we behave. We encounter barriers and noise that only compound the decision-making process. This dynamic is in motion each time we face a situation at work or anywhere we may be.
Respond to the following work scenarios according to this scale:
A – Always
B – Sometimes
C – Never
Grade: 9/10 (502 words)
1.I believe and trust everything that my superior tells me.
C – Never
I thought superiors were right, so I trusted everything that directors said to me before. For example, I thought my boss's idea is better than mine because his workplace title is higher than mine. Also, he has a Master's degree from a prestigious university in the U.S and a Ph.D. from a top Japanese university. However, I realized my suggestion sometimes better than the boss's idea, and my assumptions are right. Then, I realized I was affected by Halo-effect, "A halo effect uses one attribute to develop an overall impression of a person or situation" (Hunt et al., 2010). After this experience, I am careful not to think people have higher educational backgrounds or titles are not always right.
2.With communication, I process and filter the details to my advantage.
C – Never
Filtering what we see and hear to suit our own needs is called selective perception. Selective perception saves time because it is a way of assuming something based on limited information. However, at the same time, it can lead to misunderstanding. (Bauer & Erdogan, 2012)
My work is explaining the study abroad programs held by my university to students. Therefore, avoiding misunderstandings of students' needs and conveying correct information is one of the most significant matters. To prevent processing and filtering, I paraphrase what I heard from students, and I ask them my understanding is right or not. I also use this confirmation process with my colleagues. Even though sometimes I misunderstand others' words, but it is not to my advantage.
3.Information is shared across my organization efficiently.
B – Sometimes
For example, some critical meeting' records are shared with all employees, so we know essential information effectively. However, it is a written communication channel and one-way communication. As I explained about selective perception, people can misunderstand the information. The other example is that when we ask other departments questions, most people do not ask the person in charge directly, but they tend to ask acquaintances. Sometimes, it takes too much time to get accurate information.
4.Open and honest communication is always encouraged.
B – Sometimes
Typically, open and honest communication could be interpreted as rude manners in Japanese society. Most Japanese companies are organized based on seniority, and people consider "WHO is saying" is more important than " a person says WHAT." On the other hand, juniors' suggestions are not always denied because perception and understanding are different depending on people, so some superiors embrace open and honest communication.
5.Rumors and grapevine are effectively managed.
C – Never
Basically, rumors and grapevine are not effectively managed. I experienced my words are changed when other people explain my comments. This kind of situation happens because people's perception is different, so the interpretations are different. Therefore rumors and grapevine convey the information unintentionally. As Hunt pointed out, "Rumors can be very dysfunctional, both to people and to organizations" (Hunt et al., 2010).
References
Bauer, T. & Erdogan, B. (2012)An Introduction to Organizational Behavior. (n.p.). Retrieved from
Hunt, J., Osborn, R., Schermerhorn, J. & Uhl-Bien, M (2010) Organizational Behavior, 11th Edition. New York: John Wiley and Sons.
