MGT502 Business Communication Report 1 Part A Sample

MGT502 Business Communication. Ass 1 Part A

Management – Report

Assessment Task

Select 10 resources on a topic related to communication and write a 1500-word annotated bibliography summarizing the central theme and scope of the resources.

Please refer to the Instructions for details on how to complete this task.

Context

Creating an annotated bibliography calls for the application of succinct analytical and reflective skills, as well as informed online and library research. This assessment provides experience and understanding of information literacy and the analysis and synthesis of a range of resources involved in academic research and writing. In doing so, this assessment gives you an opportunity to develop skills and knowledge in sourcing books, periodicals and other documents, as well as evaluating the relevance, accuracy, and quality of the materials.

Instructions

1. A topic related to communication will be given to you by your Learning Facilitatorin Module 1.1. The selected topic will be posted in the Announcements section in Blackboard.

This topic will form the basis for research for Assessment 1 Part A, Assessment 1Part B, Assessment 2 and Assessment 3.

 
2. Apply your research skills to identify, select and analyse resources related to the topic. Locate resources (books, periodicals, white papers and other documents) that may contain useful information and ideas on the issue.

3. Briefly examine and review the resources and select 10 that represent a variety of perspectives on the topic.

4. Write an annotation of 150 words for each resource, summarizing its’ central theme and scope. The annotation should:

• evaluate the authority or background of the author
• comment on the intended audience
• compare and contrast this work with another you have cited
• explain how this work inform your topic

5. Please note that the issue and resources used in Assessment 1 Part A will also form the basis for Assessment 1 Part B.

6. When writing the annotated bibliography, you are required to:

• Include a title page with student details (i.e. student name, ID number, subject code & name, assessment number and title).
• Use at least 1 in-text citation per annotation.
• Adhere to the word limit of 1500 words.

7. You are strongly advised to read the rubric, which is an evaluation guide with criteria for grading your assignment

Solution

Article 1: Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The leadership quarterly, 26(6), 1080-1094. https://doi.org/10.1016/j.leaqua.2015.07.007 

The authors have backgrounds in department of management and psychology in renowned universities. Apart from this, no other information has been provided here. The intended audience of the study includes company managers, future leaders and academic scholars for which the research has been conducted. As per the MBA Assignment Expert, In this study, the authors have displayed the importance of effective communication and trust as key leadership skills that help in enhancing both team performance and creativity in the organisations (Boies, et al., 2015). Here, the article of Yang, Kuria and Gu (2020) have opined that project managers use effective communication styles for building trust with the subordinates to keep them engaged and committed towards their work.

The selected article has contributed towards communication and leadership by showing how transformational leaders use communication and trust in the teams for building rapport and relationships with the members (Boies, et al., 2015). This further helps in positively affecting the team outcomes through improved team performance and creativity.

Article 2: Van Wart, M., Roman, A., Wang, X., & Liu, C. (2019). Operationalizing the definition of e-leadership: identifying the elements of e-leadership. International review of administrative sciences, 85(1), 80-97. https://doi.org/10.1177/0020852316681446 

The authors are either professors or associated professors of renowned universities, who are researching on various topics of leadership, management, ethics, human resources and others. Here, the intended audience mainly includes company managers and leaders who are depending on e-leadership strategies with ICT technologies. In this article, the authors have displayed how e-leadership depends largely on the efficient use of electronic and traditional methods of communication (Van Wart, et al., 2019). This electronic communication involves various communication channels by using ICTs. Contreras, et al. (2020) has also argued about the emergence of e-leadership using teleworking as an opportunity for remote working and increasing productivity during the times of COVID-19.

The selected article has contributed towards the topic by demonstrating the importance of e-communication, e-social skills, e-technology skills, building and change management for blending both traditional and ICT technologies for communication and leadership (Van Wart, et al., 2019). This communication method has become important for e-leadership in both inside and outside parts of organisation.

Article 3: Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), 101779. https://doi.org/10.1016/j.pubrev.2019.04.012 

Here, not much information about the authors’ background has been provided except that they belong to the department of public relations, journalism and communication. 
The intended audience of the study includes public relations professionals, organisational leaders and change communication managers. In this article, the authors have opined that organisational trust acts as a mediator amongst transformational leadership and transparent communication for enhancing employees’ willingness and openness to change (Yue, et al., 2019). Transparent communication of leaders helps in improving organisational trust. Here, Sihite, et al. (2020) also supports this by stating that employees can be made open to change and policies when transformational leaders apply transparent and open communication.

The selected study contributes towards the topic by showing that perceived transparent communication helps in increasing trust and credibility of the leaders, which leads to successful implementation of change initiatives (Yue, et al., 2019). This is because leadership communication is essential for reducing information gaps and enhancing relationships with employees.

Article 4: Ramadanty, S., & Martinus, H. (2016). Organizational communication: Communication and motivation in the workplace. Humaniora, 7(1), 77-86. https://doi.org/10.21512/humaniora.v7i1.3490 

The authors are from marketing communications department of Bina Nusantara University. Here, the intended audience mainly includes organisational leaders and managers alongside other firms. In this article, the authors have argued that various types of communication are undertaken in the organisations for motivating the employees (Ramadanty & Martinus, 2016). Here, nonverbal communication, communication climate and interpersonal communication leadership act as intermediaries for enhancing employee motivation at the workplace. However, Osborne & Hammoud (2017) have opined that leaders communicate organisational vision for securing employee support to achieve desired goals. Effective communication plays a significant role in enhancing employee engagement through autonomy, influence and intrinsic rewards at the workplace.

The selected article has shown that nonverbal communication, interpersonal communication of leaders and communication climate all have a positive role in influencing employee motivation (Ramadanty & Martinus, 2016). This is because these elements help in enhancing trust of the organisational leaders with their employees.

Article 5: Ruben, B. D., & Gigliotti, R. A. (2016). Leadership as social influence: An expanded view of leadership communication theory and practice. Journal of Leadership & Organizational Studies, 23(4), 467-479. https://doi.org/10.1177/1548051816641876 

Here, no information about the background of the authors has been provided in the study. The audience includes all organisational leaders and managers working in the complex dynamic business environment. The article has provided an expanded view about the communication process in leadership that helps in generating a social influence for motivating subordinates in the organisation (Ruben & Gigliotti, 2016). Thus, here communication has been considered as an effective leadership strategy or tool. However, Daniëls, et al. (2019) has argued that effective communication is a significant necessity in educational settings for school teachers to undertake leadership strategies and decision-making alongside communicating vision and achievement standards.

The selected article has focused on human communication as a view of leadership for exerting social influence (Ruben & Gigliotti, 2016). This influence takes place through both verbal and nonverbal communication for achieving the desired outcomes. Thus, communication approach in leadership focuses on relational and informational outcomes of the social influence.

Article 6: Ariratana, W., Sirisookslip, S., & Ngang, T. K. (2015). Development of leadership soft skills among educational administrators. Procedia-Social and Behavioral Sciences, 186, 331-336. https://doi.org/10.1016/j.sbspro.2015.04.016 

The authors have background of educational studies with graduation from universities of Malaysia and Thailand. The intended audience of this study include all educational administrators who are required to display leadership skills. In this article, the authors have opined about the importance of communication skills for proper leadership abilities (Ariratana, et al., 2015). Leaders should focus on improving their communication skills to enhance organisational awareness and ensure continuous improvement. Cleverley-Thompson (2018) has supported this view by arguing that communication is an essential skill for leaders as they need to engage in storytelling for helping students at various educational institutions.

The selected article has further contributed to the research topic by showing that communication has emerged as important soft skill that makes successful leaders (Ariratana, et al., 2015). This is because educational administrators need to communicate with various other academic staff, students, administrative staff and stakeholders in the educational settings. Thus, communication and presentation has been considered as a key leadership skill. 

Article 7: Hamrin, S. (2016). Communicative leadership and context: Exploring constructions of the context in discourses of leadership practices. Corporate Communications: An International Journal, 21(3), 371-387. https://doi.org/10.1108/CCIJ-09-2015-0056 

The author has background in department of media and communication in Mid Sweden University. The audience includes organisational leaders and employees and change agents of the firms. In this article, the authors have opined how organisations need to make efforts for developing leadership and communication skills (Hamrin, 2016). Here, communicative leadership has been identified as valuing team members, dislike of self-interest and participation from both leaders and employees. On the contrary, Bornman & Puth (2017) have argued that leadership communication is essential for modifying and shaping employee attitudes and behaviours. This communication is essential for performing management functions, encouraging innovation and initiating required change.

The selected study has further contributed towards the topic by showing how employees’ perceptions about communication style of leaders can develop trust and motivate them to achieve organisational goals (Hamrin, 2016). This is because it helps in strengthening relationships between leaders and non-leaders, thereby impacting the entire workplace positively.

Article 8: Mikkelson, A. C., York, J. A., & Arritola, J. (2015). Communication competence, leadership behaviors, and employee outcomes in supervisor-employee relationships. Business and Professional Communication Quarterly, 78(3), 336-354. https://doi.org/10.1177/2329490615588542 

No adequate information has been provided about authors’ background except that the corresponding author is from the department of communication studies at Whitworth University. The intended audience includes organisational leaders planning to develop training and development in firms (Mikkelson, et al., 2015). In this article, the authors have pointed out the importance of communication competence for leaders as leadership can be enacted through the communication process. Level of communication competence of the leaders determine the achievement of organisational objectives and fulfilment of employees’ needs. Here, Cherkowski & Ragoonaden (2016) have shown that intercultural communication competence is required for educational leadership undertaken at diverse global environment. This helps educational leaders in understanding and meeting diverse needs of international students at urban centres.

The selected article has contributed towards the topic by displaying how communication competence enables leaders in increasing motivation, organisational commitment and job satisfaction of the employees (Mikkelson, et al., 2015). This competence is essential for engaging in appropriate interactions with subordinates at the workplace.

Article 9: Othman, A. K., Hamzah, M. I., Abas, M. K., & Zakuan, N. M. (2017). The influence of leadership styles on employee engagement: The moderating effect of communication styles. International Journal of Advanced and applied scienceS, 4(3), 107-116. https://doi.org/10.21833/ijaas.2017.03.017 

Here, the authors are the faculty of business and management of a university in Malaysia. The intended audience of this study includes organisational leaders and managers. In this article, the authors have opined that communicating styles exert a moderating influence on the leadership styles undertaken in an organisation, which further influence employee engagement (Othman, et al., 2017). Here, supportive leaders and clear communications are essential for enhancing social connectedness with subordinates, thereby increasing employee engagement. However, Wikaningrum & Yuniawan (2018) have argued that communication skills and task or relationship-oriented leadership styles can influence employees’ attitudes including their satisfaction with the relationships with their leaders. Thus, both communication skills and leadership styles affect employee satisfaction in the organisations.

The selected article has shown that joining communication style by involving employees in setting the target and determining ways of achieving it can be more beneficial for employee-oriented leadership (Othman, et al., 2017). This can position employees’ needs and abilities at the right direction for satisfying them.
Article 10: Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation. Global journal of management and business research, 15(A9), 1-5.

No adequate information has been provided about the authors’ backgrounds in this article. The intended audience involves organisational leaders and managers and change agents of the firms. The authors have pointed out how leaders should use teamwork and communication skills for motivating employees in creating innovative ideas and producing intended outcomes in the firm (Hao & Yazdanifard, 2015). Clear communication from leaders also encourages employees to interact with each other that can help in implementing required change. Here, Stouten, et al. (2018) has opined that leaders should engage in open and honest communication for involving every stakeholder in the change process. This is also essential for communicating vision to the employees for motivating them to achieve desired goals.

The selected article has also shown that effective leadership and communication are required for successful change management and implementation (Hao & Yazdanifard, 2015). It helps in motivating and encouraging people for adapting to the dynamic business environment by generating innovative ideas.

Reference List

Ariratana, W., Sirisookslip, S., & Ngang, T. K. (2015). Development of leadership soft skills among educational administrators. Procedia-Social and Behavioral Sciences, 186, 331-336. https://doi.org/10.1016/j.sbspro.2015.04.016 

Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The leadership quarterly, 26(6), 1080-1094. https://doi.org/10.1016/j.leaqua.2015.07.007

Bornman, D. A. J., & Puth, G. (2017). Investigating employee perceptions of leadership communication: A South African study. Journal of Contemporary Management, 14(1), 1-23. https://journals.co.za/doi/pdf/10.10520/EJC-55bdc80d6 

Cherkowski, S., & Ragoonaden, K. (2016). Leadership for diversity: Intercultural communication competence as professional delveopment. Teacher Learning and Professional Development, 1(1), 33-43.

Cleverley-Thompson, S. (2018). Teaching storytelling as a leadership practice. Journal of Leadership Education, 17(1), 132-140. https://doi.org/10.12806/V17/I1/A1 

Contreras, F., Baykal, E., & Abid, G. (2020). E-leadership and teleworking in times of COVID-19 and beyond: What we know and where do we go. Frontiers in psychology, 11, 590271. https://doi.org/10.3389/fpsyg.2020.590271

Daniëls, E., Hondeghem, A., & Dochy, F. (2019). A review on leadership and leadership development in educational settings. Educational research review, 27, 110-125. https://doi.org/10.1016/j.edurev.2019.02.003 

Hamrin, S. (2016). Communicative leadership and context: Exploring constructions of the context in discourses of leadership practices. Corporate Communications: An International Journal, 21(3), 371-387. https://doi.org/10.1108/CCIJ-09-2015-0056 

Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation. Global journal of management and business research, 15(A9), 1-5.

Mikkelson, A. C., York, J. A., & Arritola, J. (2015). Communication competence, leadership behaviors, and employee outcomes in supervisor-employee relationships. Business and Professional Communication Quarterly, 78(3), 336-354. https://doi.org/10.1177/2329490615588542 

Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 50-67. https://doi.org/10.5590/IJAMT.2017.16.1.04 

Othman, A. K., Hamzah, M. I., Abas, M. K., & Zakuan, N. M. (2017). The influence of leadership styles on employee engagement: The moderating effect of communication styles. International Journal of Advanced and applied scienceS, 4(3), 107-116. https://doi.org/10.21833/ijaas.2017.03.017 

Ramadanty, S., & Martinus, H. (2016). Organizational communication: Communication and motivation in the workplace. Humaniora, 7(1), 77-86. https://doi.org/10.21512/humaniora.v7i1.3490 

Ruben, B. D., & Gigliotti, R. A. (2016). Leadership as social influence: An expanded view of leadership communication theory and practice. Journal of Leadership & Organizational Studies, 23(4), 467-479. https://doi.org/10.1177/1548051816641876 

Sihite, O. B., Andika, C. B., & Prasetya, A. B. (2020). A Literature Review: Does Transformational Leadership impact and Effective in the Public Bureaucratic. International Journal of Social, Policy and Law, 1(1), 44-50. https://doi.org/10.8888/ijospl.v1i1.16 

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788. https://doi.org/10.5465/annals.2016.0095

Van Wart, M., Roman, A., Wang, X., & Liu, C. (2019). Operationalizing the definition of e-leadership: identifying the elements of e-leadership. International review of administrative sciences, 85(1), 80-97. https://doi.org/10.1177/0020852316681446

Wikaningrum, T., & Yuniawan, A. (2018). The relationships among leadership styles, communication skills, and employee satisfaction: A study on equal employment opportunity in leadership. Journal of Business and Retail Management Research, 13(1), 138-147. https://jbrmr.com/cdn/article_file/2018-10-03-13-48-52-PM.pdf 

Yang, Y., Kuria, G.N. and Gu, D.X., 2020. Mediating role of trust between leader communication style and subordinate’s work outcomes in project teams. Engineering Management Journal, 32(3), pp.152-165. https://doi.org/10.1080/10429247.2020.1733380

Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), 101779. https://doi.org/10.1016/j.pubrev.2019.04.012