“I don’t want excuses, I just want results,” Mike, the regional sales manager sa
ID: 1127616 • Letter: #
Question
“I don’t want excuses, I just want results,” Mike, the regional sales manager says to the sales executives. He is frustrated by the results from most of the sales executives. Since sales executives are always in field, he writes emails and makes phone calls to be in touch with them. However, he feels that they just do not follow his suggestions. The sales teams also share similar feelings. They find him insensitive to their needs and think that he does not see things their way. However, they do not express their issues to him. When Mike was asked if there are any problems with his staff, he replied, “We just can’t seem to communicate.” Using the scenario above as a basis, describe at least three major different barriers to communication and suggest good ways to overcome these barriers. In addition, describe how Mike might manage the potential conflict with others most effectively.
Explanation / Answer
1. Distance – Since the executives stay in field most of the time, there is a communication barrier between them that comes due to distance. The executives do not meet their manager at a specific office location and it could be leading to ineffective communication between them. Mike must sales executives more frequently than ever and foster a camaraderie that will help to build a good relationship with them.
2. Interpersonal Barriers – is another type of communication barrier. It happens since both parties are unable to form a genuine connection with each other. The manager is not able to convey effectively what he wants from the staff. Likewise, the staff is not able to express their challenges on the field to anyone. This can be resolved by engaging in conversations more often. The Mike also needs to learn to provide constructive criticism rather than venting out on field agents.
3. Attitudinal barriers – These are specific type of behavior that prevents employees from communicating effectively. Attitudes can be formed on individual opinions on basis of certain prejudices, stereotypes or even recent poor performance. They act as a barrier of effective communication. In above case, we find that manager really doesn’t want to engage in active communication as he feels team is not performing well. Likewise, the team feels the same about him. Both has shaped attitudinal barrier that obstructs communication. Mike must shed the attitudinal barriers if any and encourage his team to do the same.
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