okay upload of part a for ob group assignment!
i forggot the order, so someone edit to rearrange them! <3 Kaela=D

liy's not received yet, mine, will be up asap=D

Amal's:

The advantage of MBWA is that there is direct communication between the employees and the management (Wood et al, 2004). The management can also understand the internal organizational problems better (McShane and Travaglione, 2005). The active listening and MBWA that John practiced improved communication and relationship with the employees. However, overcoming the communication barrier in the communication barrier in the organisation alone will not improve the situation much.

Qiu's:

AUTHOR’S APPROACH TO COMMUNICATION BARRIERS

The author has employed the management by walking around (MBWA) method to find out more about the barriers in AEC (McShane and Travaglione 2007). Through this, he made use of verbal communication, “written or oral use of words” and non-verbal communication which involves “elements and behaviours not coded into words” to win the trust of the floor employees (Bartol et. Al. 2005 p.433). He made an effort to be around the shop floor staff frequently. By playing the role of an active listener to many of the shop floor members, he empathised with them and made sure not to demand anything from them. The author was also able to communicate with them verbally as he became the messenger for the management and floor staff.

Jiali's:

COMMUNICATION BARRIERS THAT EXISTED IN AEC

STRUCTURAL BARRIERS AND PERCEPTION DIFFERENCES

In AEC, the management is regarded with authority by employees. Employees are not given opportunities to express their opinions as management does not involve them in meetings. Separate facilities for the management exist as structural barriers resulting in social interaction being affected. Hence, employees view themselves unimportant as compared to the management staff as they do not feel as valued.

INFORMATION OVERLOAD

AEC’s vice-president, George, faces friction with his employee John and usually sends written memos instead of having direct confrontations. These memos result in information overload as they convey important and complex instructions for production. Employees are likely to misinterpret these memos.

FILTERING AND LANGUAGE BARRIERS

John refused to voice out his frustrations and practised filtering to delete negative information so that events sound more favorable. Many employees behave similarly to earn the management’s approval. Additionally George’s compliments to John were misinterpreted, showing that language is yet another barrier.