BUSINESS COMMUNICATION SKILLS (Q1132)

Reading - Writing Mock Exam

ARTICLE REVIEW

Instructions for students

You will be given a short academic article on an aspect of business communication to read. Read the article and take notes on the main points in it.

This should take around 30 minutes.

You should then write a short critical review of the article in 350-500 words.

This should take around 2 hours.

The review should:

a.  include a summary and paraphrase of the main points highlighted in the article.

b.  include a brief comment on how the article relates to your own personal knowledge and / or experience of the topic.

Guidelines

Below are some questions to think about before and after writing.

When reading / before writing:

A: Summarising & reviewing the article:

•      When was the text written, by whom and where was it published?

•      What is the purpose of this text?

•      What is the main argument made by the author/ authors?

•      Are there other views or counterarguments given by the author/authors? How does the author view these arguments?

•       Briefly explain how the author has used key sources and/ or theories to support their ideas.

B: Personal & critical evaluation:

•      What is your response to the arguments outlined in part A of your answer (above)?

•      Are you convinced by the arguments presented in the text? Why /why not?

•       Can you relate the points in the text to what you have studied / read so far or your own experience? In what way?

•       Does the text support your experience and knowledge or contradict it? In what way?

Before writing, write a brief plan of what you want to include.

Remember to:

•       Include in-text citations using the Harvard system (you do not need to include a reference list).

•       Organise your text into clearly defined paragraphs.

•       Check your language for errors and accuracy.

Journal of Social & Business Media

Business Communication: Formats & New Media

H. J. Schwartz & M. Powell 2012

[Note: Text adapted for exam purposes] Introduction

[p.54] When an organization chooses which channel of communication to use , this usually depends on its customer and workforce characteristics, the diversity and expectations and globalization of labor and its customer markets, economies, and information (Axley, 2000). Although the benefits of effective face-to-face communication between managers and staff are widely appreciated, the costs associated with this mode of communication require organizations to make

[p.55] decisions about when scarce resources should be allocated for face-to-face communication and when the alternative, less costly resource of electronic communication could be used instead (O’Mara, 1999).

Indeed, rapid developments in communication technologies have radically changed the nature of human communication between individuals and organizations in today’s workplace (H. Lee, Shin, & Higa, 2007; Turek, 2004). The evolution of communication technologies has redefined not only the channels of workplace communication but also overall workplace structures and organizational design: “The speed of development and spread of advanced information technology is for many organizations the issue to consider” (Furnham, 2005, p. 657). Neher (1997) cautions us to be ever careful of the consequences that these technological developments have on communication, which is fundamental to the creation and maintenance of organizations. Bland (2005) highlights the human element: “People management is about interaction and conversation; technology should not de-humanize that interaction or you will drift away” (p. 63).

Technology and the development of the Internet and Intranet in recent years have arguably made the greatest impact on communication channels/media (Axley, 2000; Brock & Zhou, 2005; Clampitt, 2005). Electronic  communication innovations for transmitting types of information such as e-mail, video-conferencing, instant messaging, and mobile phones affect the way daily work tasks are carried out, with e-mail being the most widely used communication technology over the past decade (Katz & Rice, 2002; Minsky & Marin, 1999). Although computer-mediated communication (CMC) is contributing to new forms of interaction in organizations that mix e-mail, instant messaging, face-to-face, and telephone communication for internal and external interactions, workers do not choose CMC simply because it is cheaper and more convenient. They normally use computers because “they are  sitting at keyboards and screens all day, they habitually use computers for many tasks, and they regard computers offhandedly as routine means of communication rather than exotic media for special circumstances” (Quan-Haase & Wellman, 2004, p. 14).

[p.56] Comfort and convenience may encourage CMC across geographically dispersed areas and different time zones, but regarding this communication offhandedly as routine presents an potential danger to organizations (Hinds & Kiesler, 1999). Complex interactions exist among the technology, existing organizational structures, and the actions of individual employees and work groups (Aydin & Rice, 1992). The implementation of technologies brings with it new communication challenges as organizations struggle to effectively integrate the right technologies into established work practices and to modify those practices to take advantage of new technical opportunities (Ruhleder & Jordan, 2001).

Although the rush of instant communication has vastly increased data points of information for workers, the depth of interpretation of this information has diminished. The effect of increased data points of information is the potential for misinterpretation and miscommunication. It is no wonder that workers have trouble effectively managing their office activities and coping with information, given the complexity of tasks (Kirsh, 2000). Technologies are useful time management tools that can enhance productivity when properly managed (Flora & Miles, 2003;

Wasson, 2004). But the same technologies that allow information on demand, hold data of shared knowledge, and allow real-time communication to occur globally have also contributed to information overload with too much information supply and too much information demand (Albrecht, 2001; Kirsh, 2000), constant multitasking (Caroli & Van Reenen, 2001; Wasson, 2004).

Productivity can be lost where office workers may spend as much as a quarter of their day reacting to interruptions and distractions—wasting time and money (Wallis, Steptoe, & Cole, 2006; see also Cotton & Hart, 2003; Rubinstein, Meyer, & Evans, 2001). The constant bombardment of information along with interruptions and distractions can also negatively affect worker health because of the stress that accompanies information overload (De Croon, Sluiter, Kuijer, Frings-Dresen, 2005.[…] This lost productivity and the negative effects on health contribute to diminishing returns on technology investment for organizations.

For this reason, the purpose of this study was to determine employee perceptions about the specific types of information that management could productively communicate with them through electronic communication to support face-to-face contact with employees. […]

Findings & Discussion

[p.73] Employees perceived that information that was not confidential— such as meeting times, training times, policy changes, system problems, and information with numerous details—were just as productive to receive through e-mail. Very specific times existed when face-to-face communication was the only mode of communication that was productive for employees. Management did not send confidential information through e-mail, but rather handled such matters face-to-face. Employees also responded that e-mail was the only mode of communication that was productive in time-sensitive situations. […]

[p.74] The studies by Grunig, Grunig, and Dozier (2002) showed that face-to-face communication is the most productive way to build strong relationships based on mutual respect and an ongoing dialogue. It was not surprising that employees in the present study wanted to find meaning in a message communicated from their manager, especially at times when feedback on performance or other sensitive information was being shared. Face-to-face meetings allow lots of context cues to be present and appear to be essential for developing trust and assessing the trustworthiness of the other person (Nohria & Eccles, 1992; Robert & Dennis, 2005). […]

[p.75] In today’s workforce where technology innovations are apparently the way for organizations to maintain a competitive advantage in most industries, the effective use of electronic communication to support face-to-face communication and the knowledge management that goes with it may actually be the key to success (Ulrich, 1997).