Organizational Culture and Communication Competence Workshop: Masters Plan B
This project began as an attempt to understand how events, such as the “Great Resignation” (i.e., an unprecedented mass exit of employees from the U.S. workforce), have impacted the way in which organizations are attempting to mitigate employee turnover. In addition, this project examined what role...
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DigitalCommons@USU
2022
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| Online Access: | https://digitalcommons.usu.edu/gradreports/1656 https://digitalcommons.usu.edu/context/gradreports/article/2690/viewcontent/auto_convert.pdf |
| Summary: | This project began as an attempt to understand how events, such as the “Great Resignation” (i.e., an unprecedented mass exit of employees from the U.S. workforce), have impacted the way in which organizations are attempting to mitigate employee turnover. In addition, this project examined what role managers might play in promoting a positive organizational culture. A review of literature identified Schein’s (1990) model of organizational culture and Spitzberg and Cupach’s (1984) conceptualization of communication competence as useful frameworks for helping managers understand and promote positive organizational culture and employee mental health and well-being. In addition, the review of literature pointed to key skills that could be developed to increase the communication competency of managers. Those skills were identified as, but are not limited to, perception checking, cognitive complexity, empathy, and role-taking. These four skills were the focus of a proposed workshop that is aimed at promoting positive organizational culture and improving managers communication competences. |
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