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MGMT311 Organizational Behavior

Published : 08-Sep,2021  |  Views : 10


Issue of a feedback and its vital role in in assisting a leader to determine the appropriate leadership style to use for a specific situation. in our discussion of organizational communication we also considered the importance of feedback. from the work force to the manager in order to improve the overall performance of the organization. in terms of upward communication flow within an organization. most bosses believe that employees feel free to communicate and provide vital feedback. in reality this is often not the case.
What do you think are two primary barriers to the willingness of employees to provide feedback to management of a company?
What two behavioral implementations would you offer to managers in order to improve the quantity and quality pf feedback that they receive?


1.Drawback & Limitations of upward communication/ Flaw in the feedback process in upward communication

Upward communication can be understood as the transfer of information from the subordinates to the superior, or from the subordinates to the top management. Feedback is essential for organizations to grow. But there are certain barriers towards the effectiveness of this communication flow (Bovee, Thill & Raina, 2016)

  • Adverse effect- At times the subordinates think that he communicating some information to the management could be taken otherwise, there might be a possibility if he comes with a concern the management might think that the subordinate himself is not capable enough for his job duties, hence he shies away from giving the right information.
  • Flattery-Another big drawback seen with upward communication is of flattery. Sometimes the subordinate in order to score brownie points in front of the management gives a deceiving picture of the organization or his immediate manager to be in good books, losing the purpose of the communication.

Behavioural implementation for the managers

  • Openness in communication- If the managers maintain a cordial relationship with the employees, the subordinates will feel more connected and in this way an honest communication can happen between the two. Build trust with the employees goes a long way in receiving the correct feedback
  • Analyse and address the concern- It is often seen that manager keep on sitting with a problem employee has raised to him; this certainly is like losing out on the purpose of upward communication. Hence, it is very much advised for the managers to analyse and address the concern raised to him.

2: Top 3 conditions of effective leadership

Leadership is certainly not an easy job, and it takes more than just the leadership style to be an effective, influential and a controlling leader. Some of the most important conditions for leadership can be:

Trust & Integrity: A leader should be a person on whom everyone can rely upon, is seen with the eyes of trust and integrity. Once the team believes their leader is trustworthy and imbibes integrity in his personal and professional life, the entire team starts respecting and obeying him. One of the most important conditions for being a leader.

Effective Communication: There have been many crazy scientists or technologist or some other people in their own domain, but sadly none of them could become effective leaders, reason being not able to effectively communication the goals, vision, strategy, mission etc. to the team. Lack of effective communication leaves lacunae between the organizational goals and the team objectives (Tourish, 2014)

Self-Leadership: A leader is a person who motivates others to do a great job. In self-leadership he promotes other to lead them, set personal goals and achieves them, he creates an environment of self-leadership and rewards; all this is very much appreciated by the employees and helps in increasing their productivity.


Bovee, C. L., Thill, J. V., & Raina, R. L. (2016). Business communication today. Pearson Education India.

Tourish, D. (2014). Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership, 10(1), 79-98.

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