Communication in the workplace

Communication in the Workplace
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Abstract
Communication is at the core of human interaction. Human beings depend on communication to understand each other. Therefore, any breakdown in the chain of communication often results in misinformation and at worst, misunderstandings. Organisations rely on their communication systems to interact with employees. The type of communication that exists in a given organization determines; the effectiveness of the employees, the general input and consequently the general output of the organization. Therefore, in cases where there is lack of communication or miscommunication, the organization would face a number of challenges which may, more often than not, culminate in decreased sales and ultimate shut down of the organization. It is, therefore, necessary that communication in an organization is considered as an important factor in the day to day activities to avoid any challenges that may arise. However, some challenges exist in organizations, which affect communication. One of such challenges is, the different generations working together.

Communication forms an integral part of any organization. It is the fabric that holds the organization together. Any breakdown in communication may result in catastrophic implications for the organization (Godfrey & Mahoney, 2014). For instance, a manager may intend to communicate to the employees that a project should include certain elements. If communication were to be distorted at any point, it would result in miscommunication, and the project will not be done as instructed.

The management has the responsibility of ensuring that the communication system in the organization ensures that employees get the required information as exactly communicated at all times (Carter, DeChurch, Braun & Contractor, 2015).
In any organization, there is in existence factors that may prove problematic to the aspect of communication. To be brief, some of these factors are; retention, benefits, employees from diverse backgrounds and the different generations working together. This paper will particularly focus on different generations working together (“Beginning Organizational Change v1.0,” 2012). It is common knowledge that different people, coming from different backgrounds have different beliefs and are driven by different notions of life. For instance, an individual that has been brought up believing in the value of time will ensure that whatever work they engage in, be it private or by contract is done within the required time frame. On the other hand, a person that has not been brought up with a similar belief is unlikely to maintain the same work ethic in his life or employment. An example rather close to the topic with regard to communication is where one individual prefers face to face communication while another prefers the use of technology.
Today, four generations are present in the workplace. First, the silent generation. Mainly comprises of those that were born during the Great Depression. While it is true that some of them have retired from the workforce, it is also true that some are still working to date (Wasserman, 2007). Their childhood was characterized by hard work and the notions that discipline and good work comes with rewards in the form of financial stability. Their discipline is their defining factor, and they need not interact directly with other generations since they know what needs to be done. It is upon the manager to foster a relationship with them and have a cohesive communication approach.
Second, “The Baby-Boomers.” These are the people born between 1946 and 1964. They are characterized by stability and affluence (WSJ, n.d). They are more optimistic than other generations having been brought up in a stable household. They tend to be focused on what each can achieve for himself. Their positive outlook on life makes them easy to communicate with. However, they tend to feel threatened by the Silent Generation and must take the initiative of communicating with them and establishing a good working rapport.
Third, The Generation X. This involves persons born between 1965 and 1976. This generation is different from the previous generations because of its characterization by family instability and the concept of independence. They had to work hard to raise themselves since their parents had to go to work, more often at the time, being raised by single mothers. Due to this, they are resilient and believe that they can do what is required of them without constant supervision. This generation poses a challenge to organizational communication since they do not require constant feedback. All they require are the instructions and space to do their work without being constantly bombarded with information.
Fourth, the Millennial Generation. This consists of persons born between 1977 and 1998. This is the predominant generation in most organizations. In as much as the individuals might seem carefree, they value the personal relationship that should exist between the employer and the employee. They value teamwork and are confident in their work. They have had a chance to experience all forms of communication, from face to face, that would otherwise be valued by the Silent and X generations, to the use of digital communication. Millennials depend on the existing structures in organizations. They believe in the hierarchical nature of the workforce and respect authority. They are essentially good, as long as they get the support they need, which may be coupled with constant feedback.
From the above, it is clear that the organization will find itself in a situation where it must have a communication system that caters for all the four generations. While digital communication may work for the millennials and members of Generation X, the same may not prove helpful with the Baby-boomers and Silent generations. Further, while constant feedback may work for the millennials, the same may not be viable for the Generation X. From the above, it is important that a solution to this challenge is formulated, one that would ensure good communication across all generations.
To ensure optimum working relationships between the generations, the organization should endeavor to engage in communication that is employee oriented. That is, managers should employ a question and answer approach. Where the employees are asked what their input would be on a project while their ideas are being heard by the managers on a personal level. This will not only foster a good relationship between the management and the employees but also that between the employees since they will understand each other better.
Another solution would be to integrate their work such that each generation is connected to another. This will foster good communication and understanding between the generations. It will also enable them to share the skills and wisdom they have acquired. The managers can also create an environment in which the employees are allowed to voice their views without any fear of being shut down. Such an environment will allow them to interact on a different level and realize that each of them has a contribution to make.
In conclusion, any organization that intends to prosper must foster communication between the different generations. The generations are differentiated by various factors, like time but are connected by the desire to do the work assigned to them. Therefore, an organization that allows for open communication on a personal level is sure to combat the challenges posed by the generational differences of the employees.

ReferencesGodfrey, P. C., & Mahoney, J. T. (2014). The functions of the executive at 75: An invitation to reconsider a timeless classic. Journal of Management Inquiry, 23(4), 360-372.
Beginning of Organizational Change v.1.0 (2012). In Creative Commons. Retrieved from https://2012books.lardbucket.org/books/beginning-organizational-change/index.html
Carter, D. R., DeChurch, L. A., Braun, M. T., & Contractor, N. S. (2015). Social network approaches to leadership: An integrative conceptual review. Journal of Applied Psychology, 100(3), 597.
Wasserman. I., Generations Working Together (2007). Entrepreneur. Retrieved from https://www.entrepreneur.com/article/183720WSJ, How to Manage Different Generations (n.d). WSJ, Retrieved from http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/