Poor communication in business whether written or oral can obstruct the efficiency of your organization or a specific department. For instance, vague email messages that require clarification, documents that need rewriting due to errors, and uninformed presentations and speeches, can greatly affect the flow of work in the company. Effective business communication skills are crucial to successfully completing any project, large and small. When multiple employees or company departments team up to complete a large project, the value of each department skills will increase exponentially. Without implementing clear communication practices, however, company projects will be slow and inefficient too.
From the moment employees step into their workplaces they should have a proper understanding of what’s expected in the role they are fulfilling. Most jobs do this by providing employees with a job description and list of duties, but it’s also important to sit with employees and come up with measurable goals. By communicating this information to employees up front, it’s easier for employers to communicate responsibilities, get feedback on the status of ongoing projects and solicit ideas and suggestions later on.
When employees aren’t properly trained upon joining a company, it can wreak havoc on communications down the line. The more employees know about the company, how each department works together and how their roles affect the overall success of the company, the better the employee is at communicating with management, co-workers, and customers. Poor training leads to employees transferring incorrect information both internally and externally.
Business communication skills impact the motivation of employees. A highly communicative and collaborative work environment promotes employee productivity, creativity, and inspiration. If communication skills are poor, employees lack enthusiasm in doing their assignments and will question the value of such products. Poor business communication skills will also demoralize the employees because they will be forced to sit through dull and boring presentations where they are provided with unclear instructions on projects, leading to confusion and monotony. If poor communication skills result in the inadequate handling of important projects, this can cripple the company’s innovation and capacity to make positive contributions to society. The capacity to innovate is proportional to the capacity to communicate directions and to communicate new and exciting ideas and improvements.
Machine breakdown is often an important factor in the throughput of manufacturing systems.
Throughput is one of the most significant performance measures in a production system. Companies need to reach the target throughput which was planned before. While system throughput is decreasing, customer needs cannot be met and deadlines have to be revised by the production planners. This situation causes companies to lose their customers, which also means money loss. Therefore, a production system has to meet deadlines using available resources, despite a disturbed environment.
Nowadays, manufacturing industries are facing a greater competition in the market. Because of this, they try to improve and increase both quality and productivity continuously. One way to increase the productivity is to increase the availability of existing machines; Total productive maintenance aims to increase the availability of existing equipment so no further capital investment is needed. Availability of machines can be increased by reducing the downtime or Breakdowns of the machines. It is necessary to reduce the breakdown (downtime) of the machine or equipment in the company for the efficient nonstop production to meet the demands. Breakdowns are the most common causes of efficiency loss in manufacturing. Eliminating unplanned downtime is critical to improving Overall Equipment Efficiency. It is not only important to know how much Down Time your process is experiencing (and when) but also to be able to attribute the lost time to the specific source or reason for the loss.
Effective maintenance management is critical to the operation of the machines. Taking into consideration various concepts of programs, managers may plan and undertake maintenance activities proactively or reactively. A reactive approach initiates maintenance activities after some failure or problem occurs. This approach is typical for traditional manufacturing organizations where maximum throughput is the highest priority or where there is a low investment in re-configuring manufacturing systems. Due to growing pressure on manufacturing companies for improvements on productivity, industrial companies’ maintenance managers take preventive measures before crises occur in order to maintain machine tool availability.
Organizational culture defines the way employees complete tasks and interact with each other in an organization. The cultural paradigm comprises various beliefs, values, rituals and symbols that govern the operating style of the people within a company. Corporate culture binds the workforce together and provides a direction for the company. In times of change, the biggest challenge for any organization may be to change its culture, as the employees are already accustomed to a certain way of doing things.
The complete knowledge and awareness of organizational culture should help to improve the ability to examine the behavior of organization which assists in managing and leading (Brooks, 2006).
Strong corporate cultures indicate that employees are like-minded and hold similar beliefs and ethical values. When these beliefs and ethical values align with business objectives, they can prove to be effective in building teams because rapport and trust quickly ensue. The bonds that the teams build help them avoid conflicts and focus on task completion. Strong corporate cultures ease communication of roles and responsibilities to all individuals. Employees know what is expected of them, how management assesses their performance and what forms of rewards are available.
Organizational cultures can have varying impacts on employee performance and motivation levels. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact employee performance. For example, if the organization maintains a reserved “talk when necessary” culture, employees may work accordingly; however, if the organization allows one area, say the sales team, to be outspoken and socially active, the organization may experience rivalries among areas. Thus, allowing an area to set up their own culture can affect the performance of the employees deployed elsewhere in the company. Organizations must structure their recruitment processes to attract and engage incumbents with the same beliefs and values that constitute the organization’s culture. This ensures the new employee’s assimilation to the company and further strengthens corporate culture. Companies should also ensure that they align corporate culture with performance management systems. When culture and management systems are not aligned, management must redirect them so that employee behavior results in the achievement of organizational goals.
The culture of an organization is considered strong, where the greater part of the employees holds the same type of beliefs and values as a concern to the organization Culture. A weak culture of organization could be one that is loosely knit. Sometimes, it may push individual thought, contributions and in a company that needs to grow through innovation, it could be a valuable asset, sometimes not. According to Deal and Kennedy (1982), a weak culture of organization could be one of that is loosely joined. Rules are imposed strictly on the employees that may create diversity between the person’s personal objectives and organizational goals. The organization is believed strong, where the greater part of the employees embraced the same sort of beliefs and values as a concern to the organization (Deal and Kennedy, 1982). They agreed that managers should try to reduce the gap between employees to develop a strong relationship. Management also considered that employees are more important than rules in the organization. Good cultures are characterized by norms and values supportive of excellence, teamwork, profitability, honesty, a customer service orientation, pride in one’s work and commitment to the organization. Most of all they are supportive of adaptability – the capability to thrive over the long run despite new competition, new regulations, new technological developments, and the strains of growth.
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