The paper "Analysis of Interpersonal Communication" is an impressive example of a Management case study. This report examines a dysfunctional communications environment at the Griffith Hotel, which is exemplified by a poor customer interaction between Samantha, a front desk clerk, and Mr. Branson, a guest. The problem fundamentally is very poor managerial communications on the part of the Front Office Manager, Simon, who takes a hierarchical, directive approach that is wholly ineffective in communicating with the staff, with the results being interpersonal conflicts and poor customer service. The reasons for the problems in communication are explained by interaction adaptation theory, which describes the ways in which people choose how they will interact with others based on their own needs, expectations, and desires (Berger, 2005).
When this orientation closely matches other people’ s reciprocal, productive communication can occur; when it does not, it leads to conflict as in the present case. A significant factor in the ability of people to adopt an interaction position that meshes well with others is the ability to recognise the factors that affect the way others communicate, such as gender, the emotional demands of the job positions they fill, and their cultural background, including their professional culture. Unfortunately, the biggest failure in this understanding at the Griffith Hotel lies with the manager, Simon.
A first step in correcting this problem and applying some of the valuable theoretical concepts to management practice is to encourage feedback and more two-way communication between the staff and the management. This will reveal where specific communications problems exist, and where employee perceptions and goals differ too greatly from the hotels. 1. Introduction 1.1 Brief Summary of the Case Study and Outline of this Report This report examines the communications issues revealed by problematic customer interaction with the front desk staff of the Griffith Hotel.
Mr. Branson, an attendee at a conference being held at the hotel, arrived for check-in after a long journey only to be told by Samantha, a front desk clerk, that his reservation for a room at the special conference rate could not be found in the hotel’ s reservation system. In the sections that follow, a number of key issues and problems in interpersonal communication, are identified and examined in a theoretical context, and evidence from the research literature is presented to fully illustrate the main problem, which is an overall ineffective communications framework within the department, beginning with Simon, the Front Office Manager.
A hypothetical example of how the conversation with Mr. Branson should have been conducted is then presented, followed by a few recommendations for improving communications amongst the front desk staff and managers. 1.2 Issues Raised by the Case Study By working backward from the outcome of the incident with Mr. Branson, which was a complaint raised to the General Manager of the hotel, the issues in communications that need to be addressed can be identified.
First, there was a conflict between the information Mr. Branson had, and the information Samantha the front desk clerk had; Mr. Branson was certain he had a reservation at the special conference rate, while as far as Samantha could tell he did not. Second, this conflict seems to have been aggravated by the emotional approach both parties had to the exchange; Mr. Branson was tired and impatient from a long journey, and Samantha, besides being busy and somewhat stressed with her work at that time, was affected by her own past experience with difficult customers and her perceptions of her own work expertise, which caused her to form a prejudice against Mr.
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