Camama, McJahn Miguel V.

PCEIT-09-101A
Finals GE05/Purposive Communication

ANSWER THE FOLLOWING QUESTIONS WITH CONVICTIONS. COPY THE

QUESTION BEFORE YOU ANSWER.

1. There are two communication networks in the workplace, the formal and informal,
under the formal communication network, discuss the following flow of communication
and provide at least two examples for each (15 pts each).
a. Downward communication
Downward communication pertains to the conveyance of messages from
higher-ranking individuals to their subordinates, encompassing diverse forms of
guidance within an organizational context. Job instructions entail offering explicit
directives on tasks, such as directing employees to place new merchandise behind
existing stock when replenishing shelves. Job rationale involves elucidating the
interconnectedness of tasks, exemplified by the rotation of stock to prevent customers
from receiving stale products. Additionally, communication on procedures and practices
imparts information on rules, regulations, policies, and benefits, including advising
employees not to engage in disputes with dissatisfied customers and encouraging them
to seek managerial assistance when necessary. Feedback communication serves the
purpose of informing individuals about their performance, providing positive
reinforcement like acknowledging rapid learning and the potential for advancement to
an assistant manager role. Moreover, indoctrination communication strives to motivate
employees by emphasizing the organization's mission and clarifying how individuals
should align with it, such as motivating employees to attract customers through quick
and pleasant service. In summary, downward communication involves the dissemination
of instructions, explanations, rules, positive reinforcement, and motivational messages
to facilitate effective collaboration and achieve collective objectives within the
workplace.
Examples:
 1. In a retail setting, a supervisor might provide job instructions to an employee,
directing them to rearrange product displays to highlight new arrivals.
2. In a corporate office, downward communication on procedures and practices
could involve disseminating information about updated HR policies and benefits to all
staff members.
b. Upward communication

Upward communication occurs when individuals at lower hierarchical levels

share their thoughts and messages with those higher up in the organizational structure.
It's intriguing to note the endorsement of this approach by many successful businesses,
with Sam Walton, the founder of Wal-Mart, valuing input from regular store workers like
clerks and stockboys, considering their ideas as valuable as anyone else's.

Contrary to mere gossip, upward communication proves to be quite useful,

encompassing updates on ongoing activities, identification of problems requiring
attention, suggestions for improvement, and insights into interpersonal dynamics and
job satisfaction. Surprisingly, a survey suggests that within organizations, people
consider upward communication to be the most crucial and satisfying mode of
interaction in the workplace. Remarkably, this dynamic appears to be even more
significant for women, as those who engage in frequent communication with their
superiors tend to progress faster in their careers compared to those who don't. This
could be attributed to the lesser connectivity of women to informal networks, highlighting
the increased importance of direct communication with higher-ups for efficient task
completion. In essence, in the absence of casual connections, official communication
takes on heightened significance.

Examples:

1. In a retail setting, an employee might engage in upward communication by

sharing insights with the store manager about customer preferences and suggestions
for improving the shopping experience.
 2. In a corporate environment, an entry-level staff member could use upward
communication to convey concerns about a project's timeline directly to their
department head, seeking guidance and potential solutions.

c. Horizontal or lateral communication

Horizontal communication, often known as lateral communication, entails the

exchange of messages among individuals holding equivalent positions within an
organization. This typically involves individuals within the same division or department,
like colleagues in an office or peers on a construction site, sharing information,
coordinating tasks, and collaboratively addressing problem-solving.

However, what adds intrigue to horizontal communication is its ability to extend

beyond immediate divisions, creating connections across various areas within the
organization. For instance, the accounting department might communicate with
maintenance to address a machine issue, or hospital admissions might coordinate with
intensive care to secure a bed. This lateral communication transcends functional
boundaries, fostering collaboration and information flow.

Exploring the purposes of horizontal communication, it serves firstly to coordinate

tasks, such as setting up a production schedule collaboratively. Secondly, it plays a
crucial role in problem-solving, addressing issues like streamlining bureaucratic
processes. Thirdly, it facilitates the sharing of vital information, ensuring everyone stays
informed about important events, such as an upcoming convention. Additionally,
horizontal communication acts as a conflict resolution tool, providing a direct avenue for
individuals to address concerns. Lastly, it contributes significantly to building rapport
among colleagues, appreciating each other's efforts, exemplified by expressions of
gratitude for a job well done and gestures like buying lunch. It transcends mere
conversation, emphasizing collaborative problem-solving and fostering positive
relationships within the organizational structure.

Examples:
 1. In a technology company, members from the software development team
might engage in horizontal communication with the quality assurance team to address
and resolve coding issues collaboratively.

2. In a hospital setting, nurses from different shifts might communicate

horizontally to share insights on patient care and discuss strategies for handling
challenging situations efficiently.

2. During the interview, what are the possible questions the interviewer might ask the
interviewee? Differentiate the following questions (15 pts each).
a. Open and Closed questions
Closed questions, in the context of interviews, place limitations on the responses
provided by the interviewee. These questions often present a set range of answers from
which the respondent must choose. Examples include inquiries about shift preferences,
job suitability among candidates, or departmental choices. Some closed questions seek
specific data, such as the duration of one's employment or the expected completion
time for an order. They are structured to elicit concise, often yes or no, responses. In
contrast, open questions encourage a more expansive and detailed range of answers,
inviting the interviewee to share insights and experiences. Examples of open questions
delve into motivations for wanting to work for a company, prompting the interviewee to
narrate their background or present their problem-solving approach.

For instance, open-ended queries like, "What makes you interested in working for
this company?" or "Start at the beginning and tell me about the problem" allow for richer,
more nuanced responses. Additionally, open questions may include hypothetical
scenarios like "What would you do if you were in my position?" encouraging the
interviewee to express their thought processes. Importantly, when faced with closed
questions, interviewees may find opportunities to turn them into open-ended ones,
enabling them to share additional information. This adaptive approach can lead to a
more comprehensive understanding of the candidate's qualifications and perspectives.
 Take the example question, "Do you have any experience as a manager?" The
response transforms this closed question into an open one, revealing the interviewee's
academic background in management and enthusiasm for applying learned skills. This
showcases the value of converting closed questions into open ones as a strategy for
offering more substantial information during interviews. Such flexibility in questioning
techniques can contribute to a more insightful and thorough evaluation of candidates.

b. Factual and Opinion questions

In interviews and discussions, questions can be broadly categorized into two

types: factual and opinion questions. Factual questions aim to investigate objective
matters, seeking information based on verifiable facts. Examples include inquiries about
academic qualifications, willingness to relocate, or specific terms in a business
agreement. These questions prompt straightforward, concrete responses that contribute
to a clearer understanding of the interviewee's qualifications or preferences.

On the other hand, opinion questions, as the name suggests, delve into the
respondent's subjective judgment or viewpoint. These questions inquire about personal
assessments, beliefs, or preferences, such as opinions on service quality from a vendor,
sincerity of a colleague, or the perceived worth of an investment. The responses to
opinion questions are inherently subjective and reflective of the individual's perspectives
and attitudes.

The choice between asking factual or opinion questions can significantly impact
the outcome of a conversation or investigation. For instance, a manager aiming to
resolve a dispute might approach the situation subjectively by asking a broad
opinion-seeking question like, "What's the source of this problem?" However, such a
question can lead to differing viewpoints and potential disagreement between the
parties involved. In contrast, a more factual approach would involve asking specific
questions, such as "Tell me when you first noticed the problem, and describe what
happened." This shift to factual questioning aims to gather objective details, promoting a
clearer understanding of the timeline and events related to the dispute.
 Understanding the distinction between these question types is crucial in various
contexts, including interviews, conflict resolution, or decision-making processes, as it
influences the nature of the information gathered and the depth of insights obtained
from the respondents. Balancing both factual and opinion questions strategically
enhances the effectiveness of communication and decision-making.

c. Primary and Secondary questions

In conversations and interviews, questions can be broadly classified into two
types: primary and secondary questions. Primary questions serve as conversation
starters, introducing new topics or areas within existing topics. They are designed to
gather initial information and insights. Examples of primary questions include inquiries
about how someone learned about a company, whether there are any questions for the
interviewer, or the frequency of using public transit. On the other hand, secondary
questions are posed to delve deeper into a topic that has already been introduced.
Instead of initiating a new subject, secondary questions seek additional information or
clarification about a previously discussed matter. Examples of secondary questions
involve asking for further details, seeking explanations for terms or concepts, or
inquiring about specific aspects related to the initial topic.

The application of secondary questions proves valuable in various

circumstances. For instance, when a respondent's previous answer is incomplete, a
secondary question can be employed to prompt them to provide more comprehensive
information. Similarly, if the initial response is superficial or vague, a secondary question
can seek clarification and a more detailed explanation. Secondary questions also come
into play when the initial answer seems irrelevant to the context or when there is a
perception of inaccuracy in the information provided. Consider a scenario where an
interviewer asks about a candidate's interest in a job, and the response is focused on
personal enthusiasm. A secondary question, such as inquiring about the candidate's
training in the relevant field, becomes instrumental in gaining a more thorough
understanding of their qualifications. Additionally, when there is a potential discrepancy
in the information provided, secondary questions can be employed to verify facts or
address inconsistencies, ensuring a more accurate and reliable exchange of
information.

Understanding the distinction between primary and secondary questions

enhances communication by guiding the flow of conversation, encouraging elaboration,
and enabling a deeper exploration of relevant topics. The strategic use of secondary
questions contributes to more comprehensive and meaningful exchanges, facilitating a
clearer understanding of the subject matter at hand.
d. Hypothetical questions

Hypothetical questions are a unique type of inquiry that seeks the respondent's
response to a "what-if" scenario. These questions serve as a valuable tool for indirectly
uncovering a person's beliefs or attitudes. For instance, one might ask, "If we were to
take a poll about the morale level around here, what do you think the results would be?"
This approach allows individuals to share their perceptions and insights in a speculative
manner, offering a glimpse into their opinions without directly confronting them.

Moreover, hypothetical questions prove instrumental in gauging how individuals

might respond in specific situations. Consider a scenario where a bank manager is
evaluating candidates for a promotion. The manager might pose a hypothetical question
like, "Suppose you became assistant operations manager, and you had to address a
teller about her demeanor towards customers. What would you do if she accused you of
acting bossy and forgetting your friends since your promotion?" While hypothetical
answers do not guarantee an accurate representation of a person's real behavior, the
specificity and realism of the scenario provide valuable clues about their
problem-solving skills, interpersonal approach, and ability to navigate challenging
situations.

The use of hypothetical questions extends beyond the interview room and into
various contexts, including scenario planning, decision-making, and strategic thinking.
By presenting individuals with hypothetical scenarios, it becomes possible to explore
potential reactions and outcomes without the constraints of actual consequences. This
method allows for a deeper understanding of individuals' thought processes and
problem-solving capabilities. However, it is important to recognize the limitations of
hypothetical questions. Responses to such inquiries may not always align with actual
behavior, as people might provide answers based on idealized or aspirational
considerations. Despite this, the specificity and realistic nature of hypothetical questions
contribute to their effectiveness in offering insights into how individuals conceptualize
and approach complex situations. Overall, the strategic use of hypothetical questions
proves beneficial for understanding perspectives, evaluating problem-solving skills, and
exploring potential scenarios in a controlled and speculative manner.

3. Identify the different types of meetings. Discuss each (10 pts each).
a. Information Sharing

In various organizations, the regular exchange of information is a common

practice to ensure everyone is on the same page and well-informed. This is particularly
evident in professions like law enforcement and healthcare, where police officers and
nurses, at the beginning of each shift, conduct meetings to brief their incoming
colleagues about recent occurrences and crucial details. Similarly, in the realm of
medical research, teams working on experimental drugs often convene regularly to
share and compare notes on their findings.

Moreover, the significance of information sharing extends to office environments,

where Monday morning meetings serve as vital tools for keeping team members
informed about recent developments, emerging trends, and the tasks planned for the
upcoming week. These routine gatherings foster collaboration, provide updates on
ongoing projects, and ensure that everyone is aware of the collective goals and
responsibilities. Information sharing in these settings not only enhances communication
but also plays a crucial role in promoting a collaborative and informed working
environment. It allows teams to align their efforts, stay updated on progress, and
collectively address challenges or changes in the workflow. In essence, these regular
information-sharing practices contribute to the overall effectiveness and coordination
within diverse organizational settings.

b. Problem Solving or Decision Making

During various meetings, groups often find themselves engaged in

problem-solving or decision-making processes. This involves deliberating and reaching
conclusions on potential actions or changes in existing policies and procedures.
Questions like "Which supplier should we contact?" or "Should we introduce a new
product line?" exemplify the practical nature of these discussions. Decision-making may
extend to considerations such as whether to delay production to address a design flaw
in a new typewriter or identifying areas to cut costs if sales do not improve. Additionally,
discussions may revolve around more logistical matters like optimizing vacation
schedules.

Problem-solving and decision-making are integral aspects of group dynamics

within organizations. These processes require collective input, analysis of available
information, and consideration of various factors before arriving at a resolution. The
outcomes of these discussions can significantly impact the course of action taken by the
group or organization, influencing operational strategies, product offerings, and
resource allocation. Furthermore, these decision-making moments offer opportunities
for teams to demonstrate critical thinking, collaboration, and adaptability, fostering a
dynamic and responsive organizational culture. Effective problem-solving not only
resolves immediate challenges but also contributes to the organization's overall
resilience and ability to navigate complex scenarios. Ultimately, these decision-making
processes form an essential part of organizational functioning, allowing groups to adapt
to changing circumstances, make informed choices, and pursue strategies aligned with
their goals.

c. Virtual Meetings
 The idea of a meeting typically brings to mind people sitting around a table
conducting business in person. However, technological advancements have changed
this traditional notion, allowing for meetings to occur even when participants are
geographically dispersed. These gatherings, termed "virtual meetings," come in various
forms, including teleconferences, online meetings, and videoconferences.
Teleconferences involve participants connecting through the telephone, while online
meetings utilize internet platforms, and video conferences provide a visual element,
enabling real-time face-to-face interactions. Virtual meetings offer benefits like cost
savings and increased flexibility, particularly relevant in the current era of remote work.
Despite these advantages, challenges such as technical issues and potential
miscommunication exist. In the contemporary landscape, where remote collaboration is
common, virtual meetings have become a fundamental aspect of organizational
communication, facilitating real-time interactions and decision-making. As technology
continues to progress, virtual meetings are likely to play an even more pivotal role in
shaping the dynamics of remote collaboration.
d. Ritual Activities

In certain meetings, the social aspect takes precedence over specific tasks,
emphasizing camaraderie and interpersonal connections. For example, in one
company, Friday afternoon "progress review sessions" are held in a local coffee shop,
presenting a seemingly informal and social setting that outsiders might perceive as a
weekend party rather than a business meeting. Despite this casual atmosphere, these
gatherings serve essential purposes. Firstly, these meetings reinforce the commitment
of members to each other and the company. Choosing to spend time socializing with
colleagues rather than rushing home signifies a sense of belonging and mutual care.
Secondly, these sessions provide an opportunity to exchange valuable ideas and stories
that might not be suitable for the formal office environment. Participants can discuss
matters such as who might be facing challenges or gain insights into the boss's true
expectations.

Moreover, ritual meetings serve as a unique benefit, conferring a sense of status

upon the members. The designation as a "progress review committee" member comes
with privileges, including charging expenses to the company and leaving work early to
attend. Being invited to participate in these sessions becomes a symbolic indication of
having achieved a certain standing within the company, contributing to a sense of
recognition and accomplishment. In essence, these seemingly informal gatherings play
a crucial role in fostering relationships, sharing information, and creating a sense of
prestige among the members.