Table 9 Distribution of population according to post title [629576]
The Islamic University-Gaza
Graduates Studies Deanery
College of Commerce
Business Administration Department
The Role of Business Communication in
Decision Making Process:
Case Study – Palestinian Telecommunication
Company (PalTel)
Submitted By
Ziad Rafiq El-Shikhdeeb
Supervised By
Professor: Yousif Hussein Ashour
Submitted in Partial Fulfillment of the Requirements of MS
Degree in Business Administration
October, 2008
II
Dedication
To my beloved parents, wife, and children whom
without them I could not finish this work
III
Acknowledgement
First, I wish to express my deep sens e of gratitude to Professor Yousif
Ashour, my advisor who supported me with full gaudiness from his expert
proficiency, experience, and inspiring attitude.
Second, it's my pleasure to than ks many thanks and appreciation to my
dissertation committee members Dr. Sa mi Abu Alrous and Dr. Faris Abu
Moammar. I am proudly gr ateful for dedicating their valuable time, assistance,
and advice to my research. Third, I would like to thank PalTel Group top management personals
specifically "Dr. Abdel Malek Jaber (Vice Chairman of the Board)'', Eng.
Muhannad Heajawi (Paltel-General Manage r), and Eng, Yousif Al-Qerim
(Technical Department Director) for t heir support, assistance, and cooperation
financially and emotionally. Fourth, the most respect and deep appr eciation goes always to my lovely
parents who taught me and guided me thr ough their long experience in how to
be a hard working and committed in achieving my goals Fifth, many thanks are dedicated to my wife and sons (Mohammed and
Abed Alatheem), & daughters (Leila and Haneen). For their continuous
encouragement to achieve this aim I thank them for their patience, attention and
understanding the moments they deprived for achieving that target successfully.
Finally, I would like in this regard to express my acknowledgement to all
my friends and colleagues for their s upport and encouragement to pursue this
noble achievement.
IVTable of Contents
Dedication……………………………………………………………………………………………………… … II
Acknowledgement ……………………………………………………………………………………………. III Table of Contents………………………………………………………………………………………………IV
List of Figures……………………………………………………………………………………………….. VI II
List of Tables ………………………………………………………………………………………………….. .IX
List of Abbreviations …………………………………………………………………………………………XI List of appendices …………………………………………………………………………………………….XII
Chapter One: General Introduction……………………………………………………………………….. 1
1.1 Introduction:……………………………………………………………………………………………… 2 1.2 Research Problem: …………………………………………………………………………………….. 2 1.3 Research Objectives:………………………………………………………………………………….. 3 1.4 Significance of the study: …………………………………………………………………………… 3 1.5 Hypotheses:………………………………………………………………………………………………. 3 1.6 Research Variables: …………………………………………………………………………………… 4 1.7 Research Methodology: ……………………………………………………………………………… 5
Chapter Two: Literature Review ………………………………………………………………………….. 6
2.1 Business Communication …………………………………………………………………………… 7 2.1.1 Functions of Communication……………………………………………………………………. 7 2.1.2 The nature of communication…………………………………………………………………… 8
2.1.3 Communication Barriers…………………………………………………………………….. 10
2.1.3.1 Communication Apprehension: …………………………………………………….. 10 2.1.3.2 Physical Distractions: ………………………………………………………………….. 10 2.1.3.3 People's Perceptual ……………………………………………………………………… 11 2.1.3.4 Cultural Differences…………………………………………………………………….. 11 2.1.3.5 Status Effects ……………………………………………………………………………… 12 2.1.3.6 Filtering processes ………………………………………………………………………. 12 2.1.3.7 Absence of Feedback…………………………………………………………………… 12 2.1.3.8 Semantic Problems ……………………………………………………………………… 13
2.1.4 Organizational Communication…………………………………………………………… 13
2.1.4.1 Formal and Informal communications:…………………………………………… 13 2.1.4.2 Communication Flows and Directions: ………………………………………….. 14
2.1.5 Communication as a Decision-Making Tool …………………………………………. 16
2.1.5.1 Written Communication as a Decision-Making Tool……………………….. 16 2.1.5.2 Oral Discussion as a Decision-Making Tool …………………………………… 16
2.1.5.3 Visual Communication as a Decision-Making Tool…………………………. 17
2.1.6 Communications Networks…………………………………………………………………. 17 2.1.7 Improving Communication Skills……………………………………………………….. 18
2.1.7.1 Listening ……………………………………………………………………………………. 18 2.1.7.2 Speaking and presenting skills………………………………………………………. 19 2.1.7.3 Writing………………………………………………………………………………………. 19 2.1.7.4 Running effective meeting……………………………………………………………. 20 2.1.7.5 Language……………………………………………………………………………………. 21
2.1.7.6 Nonverbal…………………………………………………………………………………… 21
2.1.8 Electronic Communications………………………………………………………………… 22
2.2 Managerial Decision Making…………………………………………………………………….. 23
2.2.1 Characteristics of Managerial Decisions ………………………………………………. 23
2.2.1.1 Decision Environments………………………………………………………………… 24 2.2.1.2 Types of Decisions………………………………………………………………………. 24
V2.2.1.3 Conflict ……………………………………………………………………………………… 25
2.2.2 Decision-making Process……………………………………………………………………. 25 2.2.3 Barriers to Decision-making……………………………………………………………….. 28
2.2.3.1 Psychological Biases……………………………………………………………………. 29 2.2.3.2 Time Pressures……………………………………………………………………………. 30 2.2.3.3 Social Realities …………………………………………………………………………… 31 2.2.3.4 Organizational structure……………………………………………………………….. 31 2.2.3.5 Degree of Certainty……………………………………………………………………… 31
2.2.4 Group Decision-making……………………………………………………………………… 31
2.2.4.1 Potential Advantages of Using a Group …………………………………………. 32
2.2.4.2 Potential Problems of Using a Group …………………………………………….. 32 2.2.4.3 Managing Group Decision-making ……………………………………………….. 33
2.2.5 Organizational Decision-making …………………………………………………………. 35
2.2.5.1 Negotiation and Decision-making …………………………………………………. 35 2.2.5.2 Decision–Driven Organization ……………………………………………………… 35 2.2.5.3 Organizational Constr aints on Decision-making……………………………… 36
2.2.6 Computer-Mediated Decision-Making…………………………………………………. 36
2.2.6.1 Advantages of Electronic Meetings……………………………………………….. 37 2.2.6.2 Disadvantages of Electronic Meetings …………………………………………… 37
2.3 Business Communication and Decision-making at PalTel…………………………….. 37
2.3.1 Vision………………………………………………………………………………………………. 38 2.3.2 Mission…………………………………………………………………………………………….. 38 2.3.3 Strategy ……………………………………………………………………………………………. 38 2.3.4 Main objectives…………………………………………………………………………………. 39
The main objectives are as following: ……………………………………………………………… 39
2.3.5 Achievements and Main Difficulties ……………………………………………………. 39 2.3.6 Modes of Communications Used by PalTel ………………………………………….. 41
2.3.6.1 Traditional Communication………………………………………………………….. 41 2.3.6.2 Modern Technology Communication…………………………………………….. 42
Chapter Three: Previous Studies…………………………………………………………………………. 46
3.1 Introduction…………………………………………………………………………………………….. 47 3.2 Arabic Studies…………………………………………………………………………………………. 47
3.2.1 (Al- Manye, 2006): ……………………………………………………………………………. 47 3.2.2 (Al – Buheisy 2005):………………………………………………………………………….. 47 3.2.3 (Al – Shehri, 2004): …………………………………………………………………………… 47 3.2.4 (Al- Zoghby 2004)…………………………………………………………………………….. 48 3.2.5 (Abu Al- Ghanam 2002):……………………………………………………………………. 48 3.2.6 (Al- Hawamda 2002): ………………………………………………………………………… 49 3.2.7 (Al- Lozi, 1999):……………………………………………………………………………….. 49
3.3 International Studies ………………………………………………………………………………… 50
3.3.1 (Smyth, 2008): ………………………………………………………………………………….. 50 3.3.2 (Berry, 2006):……………………………………………………………………………………. 50 3.3.3 (Byrne and May, 2006):……………………………………………………………………… 51 3.3.4 (Michie et al., 2006):………………………………………………………………………….. 51 3.3.5 (Caballer et al, 2005): ………………………………………………………………………… 52 3.3.6 (Dearing, 2005):………………………………………………………………………………… 52 3.3.7 (Pissarra and Jesuino, 2005): ………………………………………………………………. 53 3.3.8 (Cai, 2003): ………………………………………………………………………………………. 53 3.3.9 (Johnson, 2003):………………………………………………………………………………… 54 3.3.10 (Colquitt et al, 2002):……………………………………………………………………….. 54
VI3.3.11 (Citrin, 2001): …………………………………………………………………………………. 55
3.3.12 (Cortesi, 2001): ……………………………………………………………………………….. 55 3.3.13 ( Huisman, 2001): ……………………………………………………………………………. 56 3.3.14 (Purdy and Nye, 2000):…………………………………………………………………….. 56 3.3.15 (Bhappu, 1999): ………………………………………………………………………………. 57 3.3.16 (Citera, 1998):…………………………………………………………………………………. 57 3.3.17 (King and Xia, 1997): ………………………………………………………………………. 57 3.3.18 (Alexander et al, 1991): ……………………………………………………………………. 58
3.4 Conclusion ……………………………………………………………………………………………… 58
Chapter Four: Research Methodology…………………………………………………………………. 59
4.1 Introduction…………………………………………………………………………………………….. 60 4.2 Data Collection ……………………………………………………………………………………….. 60
4.2.1 Secondary data………………………………………………………………………………….. 60 4.2.2 Primary data……………………………………………………………………………………… 60 4.2.3 Data Measurement …………………………………………………………………………….. 60
4.3 Statistical Analysis Tools………………………………………………………………………….. 61 4.4 Validity and reliability of the questionnaire ………………………………………………… 61
4.4.1. Pilot Study……………………………………………………………………………………….. 61 4.4.2Validity of the Questionnaire……………………………………………………………….. 62
4.4.2.1 Criterion Related Validity…………………………………………………………….. 62 4.4.2.2 Structure Validity of the Questionnaire………………………………………….. 67
4.4.3 Reliability of the Research………………………………………………………………….. 67
4.5 Research Population and Sample Selection…………………………………………………. 68
4.5.1 Research Population ………………………………………………………………………….. 68 4.5.2 Sample Selection……………………………………………………………………………….. 68
4.6 Characteristics of the Sample ……………………………………………………………………. 69
4.6.1 Gender……………………………………………………………………………………………… 69 4.6.2 Age………………………………………………………………………………………………….. 69 4.6.3 Marital Status……………………………………………………………………………………. 70 4.6.4 Qualification …………………………………………………………………………………….. 70 4.6.5 Experience ……………………………………………………………………………………….. 71 4.6.6 Managerial Level ………………………………………………………………………………. 71 4.6.7 Duty Station ……………………………………………………………………………………… 72 4.6.8 Department……………………………………………………………………………………….. 72 4.6.9 Number of training courses in the field of business communication: ……….. 73
4.6.10 Percentage of time allocated for communication …………………………………. 73
Chapter Five: Empirical Framework Hypothesis Testing & Discussion…………………… 74
5.1 Introduction…………………………………………………………………………………………….. 75 5.2 Analyzing and Discussing the Dimensions of the Questionnaire……………………. 75
5. 2.1 Analyzing the First dimension……………………………………………………………. 75 5.2.2 Analyzing the second dimension …………………………………………………………. 84 5.2.3 Analyzing the Third dimension …………………………………………………………… 90
5.3 Testing the Study Hypotheses………………………………………………………………….. 102
5.3.1 Testing Hypothesis 1 ……………………………………………………………………….. 102 5.3.2 Testing Hypothesis 2 ……………………………………………………………………….. 103 5.3.3 Testing Hypothesis 3 ……………………………………………………………………….. 104 5.3.4 Testing Hypothesis 4 ……………………………………………………………………….. 106
5.3.4.1 Gender……………………………………………………………………………………… 106 5.3.4.2 Duty Station ……………………………………………………………………………… 107 5.3.4.3 Age………………………………………………………………………………………….. 108
VII5.3.4.4 Marital Status……………………………………………………………………………. 108
5.3.4.5 Qualification …………………………………………………………………………….. 109 5.3.4.6 Experience ……………………………………………………………………………….. 110 5.3.4.7 Managerial Level ………………………………………………………………………. 111 5.3.4.8 Department……………………………………………………………………………….. 112 5.3.4.9 Number of training courses…………………………………………………………. 113 5.3.4.10 Percentage of time allocated for communication …………………………. 113 5.3.4.11 Percentage of Time Allocat ed for Communication and Managerial
Level ………………………………………………………………………………………………….. 114
Chapter Six: Results and Recommendations………………………………………………………. 115
6.1 Introduction…………………………………………………………………………………………… 116 6.1 Introduction…………………………………………………………………………………………… 116 6.2 Results………………………………………………………………………………………………….. 116
6.3 Recommendations………………………………………………………………………………….. 118 6.4 Proposed Future Studies …………………………………………………………………………. 120
References……………………………………………………………………………………………………… 121
VIIIList of Figures
Figure 1 A diagram showing the relationship between the dependent variable and the
independent ones………………………………………………………………………………………………… 4
Figure 2 A General Model of the Communicat ion Process (Source: Bateman and Snell,
2004) ………………………………………………………………………………………………………….. ……. 9
Figure 3: Directions for information flows in organizations (Source: Schermerhorn et al,
2002) ………………………………………………………………………………………………………….. ….. 15
Figure 4 Three Communication Networks (Source: Harem, 2004)………………………….. 17 Figure 5 Furniture placement and nonverb al communication in the office (Source:
Schermerhorn et al, 2002)………………………………………………………………………………….. 22 Figure 6: the Steps of Decision-making ………………………………………………………………. 26 Figure 7: Managing Group Decision-maki ng (Source: Bateman and Snell, 2004)…….. 33
Figure 8 the increase in Fixed Lines subscr ibers (Source: PalTel's Annual Report, 2007)
………………………………………………………………………………………………………………. ……… 40
Figure 9 the increase in ADSL s ubscribers and internet speed ……………………………….. 40
IXList of Tables
Table 1: Distribution of population according to managerial level ……………………………. 5
Table 2 :Responsibility of Actions ……………………………………………………………………… 21 Table 3 Pros and Cons of Using a Group to Make Decisions (Source: Harem, 2004)… 32
Table 4 Correlation coefficient of each paragraph of the effect of using MCTs on
decision-making process at PalTel dime nsion and the total of this part……………………. 63
Table 5 Correlation coefficient of each pa ragraph of the effect of communication
methods on decision-making pr ocess at PalTel and the total of this part………………….. 64
Table 6: Correlation coefficient of each paragraph of the effect of employee's
communication skills on decision-making process at PalTel and the total of this part.. 65
Table 7 Correlation coefficient of each field and the whole of questionnaire……………. 67
Table 8 Cronbach's Alpha for each filed of the questionnaire and all the questionnaire 68
Table 9 Distribution of population according to post title………………………………………. 68
Table 10 Sample selection by usi ng stratified random sampling …………………………….. 69
Table 11 Distribution of sample according to gender…………………………………………….. 69 Table 12 Distribution of sample according to Age………………………………………………… 70 Table 13 Distribution of sample according to marital status…………………………………… 70 Table 14 Distribution of sample according to qualification ……………………………………. 71 Table 15 Distribution of sample according to experience ………………………………………. 71 Table 16 Distribution of sample according to managerial lecel ………………………………. 72 Table 17 Distribution of sample according to duty station……………………………………… 72 Table 18 Distribution of sample according to department ……………………………………… 72 Table 19 Distribution of sample according to nu mber of training courses in the field of
business comunication ………………………………………………………………………………………. 73 Table 20 Distribution of sample according to percentage of time allocated for communication…………………………………………………………………………………………………. 73
Table 21 Mean and Sign test fo r each paragraph of the firs t dimension and the total of
this dimension………………………………………………………………………………………………….. 75
Table 22 Mean and Sign test for each paragr aph of the second dimension and the total
of this dimension………………………………………………………………………………………………. 8 4
Table 23 Mean and Sign test fo r each paragraph of the thir d dimension and the total of
this dimension………………………………………………………………………………………………….. 91
Table 24 Correlation coefficient between the modern business communications technologies and decision-making process in PalTel …………………………………………… 102 Table 25 Correlation coefficient between the business communications methods decision-making process in PalTel ……………………………………………………………………. 103 Table 26 Correlation coefficient between the personnel communications skills and
decision-making process in PalTel ……………………………………………………………………. 105 Table 27 Mann-Whitney test of the dimensi ons and their p-values (Sig.) for Gender106
Table 28 Mean Ranks for th e dimensions for Gender ………………………………………… 106
Table 29: Mann-Whitney test of the dimens ions and their p-values (Sig.) for Gender
………………………………………………………………………………………………………………. ……. 107
Table 30: Mean Ranks for the dimensions for Duty Station ……………………………….. 107
Table 31: Kruskal-Wallis test of the dimens ions and their p-values (Sig.) for Age…. 108
Table 32: Kruskal-Wallis test of the dimens ions and their p-values (Sig.) for Marital
Status…………………………………………………………………………………………………………. …. 108
Table 33: Kruskal-Wallis test of the dimensions and their p-values (Sig.) for Qualification ………………………………………………………………………………………………….. 1 09
XTable 34: Kruskal-Wallis test of the dimensions and their p-values (Sig.) for
Experience …………………………………………………………………………………………………….. 1 10
Table 35: Kruskal-Wallis test of the dimensions and their p-values (Sig.) for Managerial Level ……………………………………………………………………………………………. 111 Table 36: Mean Ranks for the di mensions for Managerial Level ………………………… 112
Table 37: Kruskal-Wallis test of the dimensions and their p-values (Sig.) for Department…………………………………………………………………………………………………….. 1 12
Table 38: Kruskal-Wallis test of the dimensi ons and their p-values (Sig.) for Number of
training courses………………………………………………………………………………………………. 11 3
Table 39: Kruskal-Wallis test of the dimensi ons and their p-values (Sig.) for Percentage
of time allocated for communication…………………………………………………………………. 113 Table 40: Pearson Chi-Square test of th e relation between managerial level and
percentage of time allocated for communication…………………………………………………. 114
XIList of Abbreviations
Meaning Abbreviation Number
Asynchronous high density subscriber Line ADSL 1
Employee Self Services ESS 2
Internet Protocol IP 3
Integrated Service Digital Network ISDN 4
Internet Service providers ISPs 5
Modern Communication Technologies MCTs 6
Manager Self Service MSS 7
Next Generation System NGS 8
Palestine Telecommunications Company PalTel 9
Video Conference VC 10
Virtual Private Network VPN 11
XII
List of appendices
Page Subject Number
126 Final Questionnaire In Arabic A.
132 Final Questionnaire In English B.
137 Referees who judge the relia bility of the questionnaire C.
XIIIﺍﻟﺭﺤﻴﻡ ﺍﻟﺭﺤﻤﻥ ﺍﷲ ﺒﺴﻡ
ﺍﻟﻤﻠﺨﺹ
ﺔѧѧاﻟﺪراﺳ ﺬﻩѧѧه ﺪﻓﺖѧѧﻰه ѧѧﺮإﻟѧѧاﻟﺘﻌ ﺼﺎﻻتѧѧاﻻﺗ ﺮѧѧأﺛ ﻰѧѧﻋﻠ ﺔف ѧѧﻲاﻹدارﻳѧѧﻓ ﺮآﺔѧѧﺷ ﻲѧѧﻓ ﺮاراتѧѧاﻟﻘ ﺎذѧѧاﺗﺨ ﺔѧѧﻋﻤﻠﻴ
ﺼﺎﻻتѧﺴﻄﻴﻨﻴﺔاﻻﺗѧѧاﻟﻔﻠ ѧѧوﺳ و ﺔѧѧاﻟﺤﺪﻳﺜ ﺼﺎلѧاﻻﺗ ﺎتѧѧﺗﻘﻨﻴ ﻦѧѧﻣ ﻞѧѧآ ﺮѧѧأﺛ ﺎنѧﺑﻴ ﻼلѧѧﺧ ﻦѧѧﻣ ﺼﺎلѧѧاﻻﺗ اﻹداريﺎﺋﻞ ﺎراتѧѧوﻣﻬ
اﻟﻌﺎ ѧاﻟﻘ ﺎذѧاﺗﺨ ﻋﻤﻠﻴﺔ ﻋﻠﻰ اﻟﺸﺮآﺔ ﻓﻲ ﺮاراتﻣﻠﻴﻦ . ﺼﺎﻻتѧاﻻﺗ ﺮآﺔѧﺷ ﻲѧﻓ ﺎﻣﻠﻴﻦѧاﻟﻌ ﻊѧﺟﻤﻴ ﻦѧﻣ ﺔѧاﻟﺪراﺳ ﻊѧﻣﺠﺘﻤ ﻮنѧﻳﺘﻜ
اﻟﻤﺴﺘﻮﻳﺎت ﻓﻲ اﻹدارﻳﺔاﻟﻔﻠﺴﻄﻴﻨﻴﺔ ﺪدهﻢѧﻋ ﺎﻟﻎѧواﻟﺒ واﻟﻌﻠﻴﺎ واﻟﻮﺳﻄﻰ اﻟﺪﻧﻴﺎ) 446 (ﻣﻮ ﻒѧﻇ. وﻟ ﺔѧاﻟﺪراﺳ ﺪافѧأه ﻖѧﺘﺤﻘﻴ
اﺧﺘﻴﺎر ﺗﻢ اﻟﻤﺴﺘﻮى ﺣﺴﺐ ﻋﺸﻮاﺋﻴﺔ ﻃﺒﻘﻴﺔ ﻋﻴﻨﺔ اﻹداري ﻟﻀﻤﺎن أن اﻟﻤﺴﺘﻮﻳﺎت ﺟﻤﻴﻊ ﺔѧاﻹدارﻳ ﺗﻤ ﺔѧﻣﻤﺜﻠ ﻲѧﻓ ﺪاѧﺟﻴ ﻴﻼѧﺜ
اﻟﻌﻴﻨﺔ ، اﻟﻌﻴﻨﺔ ﺣﺠﻢ ﺑﻠﻎ ﺣﻴﺚ) 340 ( اﻟﻐﺮض ﻟﻬﺬا ﺧﺼﻴﺼﺎ أﻋﺪت اﺳﺘﺒﺎﻧﺎت ﻋﻠﻴﻬﻢ ﺗﻮزﻳﻊ ﺗﻢ ﻣﻮﻇﻒ ، ѧﺗ ﺪѧوﻗ ﺘﻌﺎدةѧاﺳ ﻢ
)279 (ﻣﻨﻬﺎ اﺳﺘﺒﺎﻧﺔ ، ﻧﺴﺒﺘﻪ ﻣﺎ أي) 82.1 (% اﻟﻤﻮزﻋﺔ اﻻﺳﺘﺒﺎﻧﺎت ﻣﻦ ، وﺟﺪ ﺻﺎﻟﺤﺔأنﺣﻴﺚ ﻏﻴﺮ ﻣﻨﻬﻢ ﺳﺒﻌﺔ .
ﺗﻮﺻﻠﺖ وﻗﺪ هﺬﻩ اﻟﺪراﺳﺔ إﻟﻰ ﻋﻼﻗﺔ وﺟﻮد ذات ﺔѧدﻻﻟ ﺼﺎﺋﻴﺔѧإﺣ ﺔѧوﻋﻤﻠﻴ ﺔѧاﻟﺤﺪﻳﺜ ﺼﺎلѧاﻻﺗ ﺎتѧﺗﻘﻨﻴ ﻴﻦѧﺑ ѧﺎذاﺗﺨ
اﻟﻘﺮارات ، اﻟﺪراﺳﺔ وﺟﺪت أنﺣﻴﺚ ﺎذѧﻻﺗﺨ ﺔѧاﻟﻼزﻣ ﺎتѧاﻟﻤﻌﻠﻮﻣ ﻰѧﻋﻠ ﺼﻮلѧاﻟﺤ ﺮﻋﺔѧﺳ ﺗﻮﻓﺮ اﻟﺤﺪﻳﺜﺔ اﻻﺗﺼﺎل ﺗﻘﻨﻴﺎت
ﺮاراتѧѧاﻟﻘ ﺸﺮآﺔѧѧاﻟ ﻲѧѧﻓ ﺎﻣﻠﻴﻦѧѧاﻟﻌ ﻴﻦѧѧﺑ ﺼﺎلѧѧاﻻﺗ ﺔѧѧﻓﻌﺎﻟﻴ ﺎدةѧѧزﻳ ﻰѧѧﻋﻠ ﻞѧѧوﺗﻌﻤ ﺎﻓﺔ،ѧѧﺑﺎﻹﺿ ﻰѧѧإﻟ ﺎѧѧأﻧﻬ ﻰѧѧﻋﻠ ﺎﻣﻠﻴﻦѧѧاﻟﻌ ﺰѧѧﺗﺤﻔ
ﺑﺄﻓﻜﺎرهﻢاﻟﻤﺸﺎرآﺔ ﺆديѧﻳ ﻣﻤﺎ ﻰѧإﻟ ﻞѧاﻟﻌﻤ ﺸﻜﻼتѧﻣ ﻞѧﻟﺤ ﺪاﺋﻞѧاﻟﺒ ﻦѧﻣ ﺮѧآﺒﻴ ﺪدѧﻋ ﻮﻓﻴﺮѧﺗ . ﺼﺎلѧاﻻﺗ ﺎتѧﺗﻘﻨﻴ ﻮﻓﺮѧﺗ ﺬﻟﻚѧآ
ﻗﺎ ﻋاﻟﺤﺪﻳﺜﺔ ﺴﺎﻋﺪѧوﺗ ﺎѧﺗﻄﻮره ﻣﺮاﺣﻞ وﻣﻌﺎﻳﺸﺔ اﻟﻌﻤﻞ ﻣﺸﻜﻼت ﻓﻬﻢ ﻋﻠﻰ ﺗﺴﺎﻋﺪ ﺑﻴﺎﻧﺎت ﺪة ﻀﺎѧأﻳ ﺴﺆوﻟﻴﺎتѧﻣ ﺪѧﺗﺤﺪﻳ ﻲѧﻓ
ﻟﻠﻌﺎﻣﻠﻴﻦ واﺿﺤﺔ اﻻﺗﺼﺎ، ﻓﺮص زﻳﺎدة ﻓﻲ اﻻﻧﺘﺮﻧﺖ ﻣﻦ اﻻﺳﺘﻔﺎدة ﻳﺘﻢ واﻟﻤﻮزﻋﻴﻦآﺬﻟﻚ واﻟﻮآﻼء ﺑﺎﻟﺰﺑﺎﺋﻦ ل .
اﻟﺪراﺳﺔ هﺬﻩ ﺗﻮﺻﻠﺖ آﺬﻟﻚ ﻰѧإﻟ ذات ﺔѧﻋﻼﻗ ﻮدѧوﺟ ﺔѧدﻻﻟ ﺼﺎﺋﻴﺔѧإﺣ ﺼﺎﻻتѧاﻻﺗ ﺎﺋﻞѧوﺳ ﻴﻦѧﺑ ﺔѧاﻹدارﻳ ﺔѧوﻋﻤﻠﻴ
اﻟﻘﺮارات اﺗﺨﺎذ ، ﺘﺨﺪامѧاﺳ ﺘﻢѧﻳ ﻪѧواﻧ ﺪةѧاﻟﻤﻌﻘ ﺸﻜﻼتѧاﻟﻤ ﻞѧﺣ ﻲѧﻓ ﺸﻔﻮيѧاﻟ ﺼﺎلѧاﻻﺗ ﺎﺋﻞѧوﺳ ﺘﺨﺪامѧاﺳ ﺘﻢѧﻳ ﻪѧاﻧ وﺟﺪ ﺣﻴﺚ
ا ﺣﻞ ﻓﻲ اﻟﻤﻜﺘﻮﺑﺔ اﻻﺗﺼﺎل وﺳﺎﺋﻞ ﺗﺤﺘﺎج اﻟﺘﻲ إﻟﻰﻟﻤﺸﻜﻼت اﻟﺮﺳﺎﺋﻞ ﺗﺤﻠﻴﻞ ، ﺘﺨﺪامѧاﺳ ﻦѧﻣ ﺘﻔﺎدةѧاﻻﺳ ﺘﻢѧﻳ ﻪѧاﻧ ﺪѧوﺟ آﻤﺎ
اﻟﺮﺳﺎﻟﺔأآﺜﺮ ﻣﻦ اﻟﻤﻄﻠﻮب اﻟﻬﺪف ﺗﺤﻘﻴﻖ ﻟﻀﻤﺎن واﺣﺪ وﻗﺖ ﻓﻲ اﺗﺼﺎل وﺳﻴﻠﺔ ﻣﻦ .
ﺔѧاﻟﺪراﺳ ﺬﻩѧه ﻠﺖѧﺗﻮﺻ ﺪѧوﻗ ﺬاѧه ﻰѧإﻟ ﺔѧدﻻﻟ ذات ﺔѧѧﻋﻼﻗ ﻮدѧوﺟ ﺼﺎﺋﻴﺔѧإﺣ ﺎﻣﻠﻴﻦѧѧاﻟﻌ ﺪىѧﻟ ﺼﺎلѧاﻻﺗ ﺎراتѧﻣﻬ ﻴﻦѧﺑ
اﻟﻘﺮار اﺗﺨﺎذ ،اتوﻋﻤﻠﻴﺔ اﻟﻤﻬﺎرات أآﺜﺮ ﻣﻦ اﻟﺠﻴﺪ اﻻﺳﺘﻤﺎع ﻣﻬﺎرات آﺎﻧﺖ ﺣﻴﺚ ﺄﺛﻴﺮاѧﺗ ﺮاراتѧاﻟﻘ ﺎذѧاﺗﺨ ﺔѧﻋﻤﻠﻴ ﻰѧﻋﻠ ،
وﺟﺪ أنوﻗﺪ اﻻﺗﺼﺎل ﻋﻤﻠﻴﺔ وﻓﺎﻋﻠﻴﺔ آﻔﺎءة ﻣﻦ ﻳﺰﻳﺪ ﻣﺴﺒﻘﺎ اﻻﺗﺼﺎل ﻋﻤﻠﻴﺔ ﻣﻦ اﻟﻬﺪف ﺗﺤﺪﻳﺪ ، ﺬﻩѧﻟﻬ ﺔѧاﻟﻬﺎﻣ اﻟﻨﺘﺎﺋﺞ وﻣﻦ
اﻟﺘﺄﺛﻴﺮاﻟﺪراﺳﺔ ﺮاراѧاﻟﻘ ﺎذѧاﺗﺨ ﻲѧﻓ ﺎﻣﻠﻴﻦѧاﻟﻌ ﻣﺸﺎرآﺔ ﻟﻌﻤﻠﻴﺔ اﻻﻳﺠﺎﺑﻲ ت ، ﺎﻓﺔѧﺑﺎﻹﺿ ﻰѧإﻟ ﺪѧوﺟ ﻪѧاﻧ أن ﺮضѧاﻟﻌ ﺎراتѧﻣﻬ
وإدارة ﺬةѧاﻟﻤﺘﺨ ﺮاراتѧاﻟﻘ ﻮدةѧﺟ ﻦѧﻣ ﺪѧوﺗﺰﻳ ﺸﻜﻼتѧاﻟﻤ ﻞѧﻟﺤ ﺔѧاﻟﻤﻤﻜﻨ ﺪاﺋﻞѧاﻟﺒ ﻋﺪد ﻣﻦ ﺗﺰﻳﺪ اﻻﺟﺘﻤﺎﻋﺎت ، ﺪѧوﺟ ﺎѧأنآﻤ
ﺼﺎلѧاﻻﺗ ﻋﻤﻠﻴﺔ آﻔﺎءة ﻣﻦ ﺗﺰﻳﺪ اﻟﻠﻔﻈﻴﺔ ﻏﻴﺮ اﻟﺮﺳﺎﺋﻞ . ﺔѧاﻟﺪراﺳ ﺬﻩѧه ﺪتѧوﺟ ﻞѧاﻟﻤﻘﺎﺑ ﻲѧأنوﻓ ﺔѧاﻟﺤﺪﻳﺜ ﺼﺎلѧاﻻﺗ ﺎتѧﺗﻘﻨﻴ
وﺗﺨﻠﻮ أﺛﺟﺎﻓﺔ اﻟﻘﻠﻖ ﻣﻦ ﻳﻌﺎﻧﻮن اﻟﻌﺎﻣﻠﻴﻦ وان اﻟﻤﺸﺎﻋﺮ ﻣﻦ اﻻﺗﺼﺎل ﻋﻤﻠﻴﺔ ﻨﺎء .
ﺔѧاﻟﺤﺪﻳﺜ ﺼﺎلѧاﻻﺗ ﺎتѧﺗﻘﻨﻴ ﻮريѧﻣﺤ ﻊѧﻣ ﻪѧﻋﻼﻗﺘ ﻲѧﻓ ﻨﺲѧاﻟﺠ ﺮѧﻟﻤﺘﻐﻴ ﺮѧأﺛ ﻮدѧوﺟ اﻟﺪراﺳﺔ هﺬﻩ ﻧﺘﺎﺋﺞ أﻇﻬﺮت وﻗﺪ
ﺼﺎلѧاﻻﺗ وﺳﻴﻠﺔ اﺧﺘﻴﺎر ﻣﺤﻮر ﺑﺎﺳﺘﺜﻨﺎء اﻟﺬآﻮر وﻟﺼﺎﻟﺢ ﻣﺠﺘﻤﻌﺔ اﻟﻤﺤﺎور ﺟﻤﻴﻊ وﻣﻊ اﻟﻌﺎﻣﻠﻴﻦ ﻟﺪى اﻻﺗﺼﺎل وﻣﻬﺎرات
اﻟﻤﻨﺎﺳﺒﺔ ، اﻟﻤﺴﺘﻮى ﻟﻤﺘﻐﻴﺮ أﺛﺮ وﺟﻮد اﻹداريوﺑﻴﻨﺖ اﻻﺗﺼﺎل وﻣﻬﺎرات اﻟﻤﻨﺎﺳﺒﺔ اﻻﺗﺼﺎل وﺳﻴﻠﺔ اﺧﺘﻴﺎر ﻣﺤﻮري ﻣﻊ
ﻣﺠﺘﻤﻌﺔ اﻟﻤﺤﺎور ﺟﻤﻴﻊ وﻣﻊ اﻟﻌﺎﻣﻠﻴﻦ ﻟﺪى . ﺔѧاﻟﺪراﺳ ﺧﻠﺼﺖ اﻟﻨﺘﺎﺋﺞ هﺬﻩ ﺿﻮء وﻓﻲ ﻰѧإﻟ ﺎѧأهﻤﻬ ﻴﺎتѧاﻟﺘﻮﺻ ﻦѧﻣ ﺪدѧﻋ -:
اﻟ ﺼﺎلѧѧاﻻﺗ ﺎتѧѧﺗﻘﻨﻴ ﻮﻳﺮѧѧﺗﻄ ﺎلѧѧﻣﺠ ﻲѧѧﻓ ﺘﺜﻤﺎرѧѧاﻻﺳ ﺎدةѧѧزﻳ ﺮورةѧѧﺔﺿ ѧѧﺤﺪﻳﺜ ، ﻴﻦѧѧﺑ ﺪاﺧﻠﻲѧѧاﻟ ﺼﺎلѧѧاﻻﺗ ﺴﻴﻦѧѧﺗﺤ ﺮورةѧѧوﺿ
اﻹدارﻳﺔاﻟﻤﺴﺘﻮﻳﺎت ﻣﻬﺎرات ﺗﻄﻮﻳﺮ وﻣﻮاﺻﻠﺔ اﻟﻤﺨﺘﻠﻔﺔ اﻟﻌﺎﻣﻠﻴﻦاﻻﺗﺼﺎل ﻟﺪى .
XIVAbstract
This study aims at investigating the effect of business communication on
decision-making process in PalTel by exam ining the role of Modern Communication
Technologies (MCTs), business comm unication methods, and employee's
communication skills on decision-making proce ss. The research population consists of
all PalTel's employees in the low level management, middle level management, and top level management (446 in number). A stratified random sample method according to managerial level was utilized in order to ensure that particular managerial levels within the study population are adequately represented in the sample. Three hundred and forty employees were participated in a survey. A total of 279 questionnaires were returned for a response rate of 82.1%, and seven of them were not valid.
The results of this study revealed that there is a significant correlation between
MCTs and decision-making process. MCTs f ound to make attaining information easier
and to increase the efficiency through team work and effective decision-making. MCTs
also found to motivate employees to partic ipate with their ideas. Moreover, MCTs
found to create records of discussion, which leads to creating database to document team members' expectations and responsibilities. Internet-based communication found to increase communication opportunities with stockholders. In addition, this study revealed that there is a significant correlation between business communication methods and decision-making process. Employees found to use oral communication methods for complex tasks. This study also found out that written communication methods are utilized to easily identify the problems encountered. Employees found to use the
advantages of using more than one co mmunication methods at the same time for
sending important messages.
The analysis of this study revealed that there is a significant correlation between
the personnel communication skills and decisi on-making process. Listening skills is
ranked the highest communication format. Specifying the concerned objective before initiating the communication process found to improves the effectiveness and efficient of the communication process as whole. One of the important findings of this study was
the positive effect of engaging the employees in decision-making process. Further, running effective meetings and successful presentations were found to increase the
quality and quantity of the decisions. In addition, this study revealed that nonverbal messages enhanced the effectiveness of the communication process. On the other hand,
the study revealed that MCTs are impersona l, some of the employees suffer from
communication apprehension.
The results of this study also revealed that males responses are more agree than
females for MCTs, Employee's communication sk ills, and all dimensions together. This
study also found that that the respondents’ Managerial Level has an effect on the
respondents’ agree to Communication methods, Employee's communication skills, and
all dimensions together. The researcher recommends increasing the investments on
MCTs, improving the organizational communi cation, and continuing developing the
employee's communications skills.
1
Chapter One: General Introduction
CHAPTER OUTLINE
1.1 Introduction 1.2 Research Problem 1.3 Research Objectives 1.4 Significance of the Study 1.5 Hypothesis 1.6 Research Variables 1.7 Research Methodology
21.1 Introduction:
In a world where speed and adaptab ility can make or break a business,
organization increasing is how compan ies win and keep on winning (Cook and
Macaulay, 2004). What separates the winners is the ability to make the rest important
decisions well-and then to make them happen. The key is not structure but rather an
integrated organizational system. Decisions, if you can't make them; you won't be an effective manager. It requires getting the ri ght people focused on those decisions at the
right time. That's true whether the decisions involve the largest issues that a company
faces (what’s our strategy?) or more tactical, day-to-day concerns (should we buy more components now or next month? Should we accept this customer's return?)(Bateman
and Snell, 2004).
Survival and long-term success will often depend on finding the right solution. To
take the right decision is typically not a si mple matter, as most decision problems are
highly complex in nature. A key issue for a ll managers is how far they should share
decisions with their team or colleagues (Ada ir, 2007). Integral to decision-making is the
management and creation of shared meaning, focusing on the mastery of communication is inseparable from effective decision-making.
Communication is the lifeblood of ev ery organization (Nelson and Economy,
2005). Communication is the specific proce ss through which vital information moves
and is exchanged throughout an organizati on. Information flows through both formal
and informal structures and it flows downwar d, upward, and laterally (Schermerhorn et
al. 2002). Today, more than ever before, communication plays a major role in how managers get important things done in tim ely, and high quality ways. If they can
communicate effectively, they can overcome many challenges (Durham et al. 2005).
1.2 Research Problem:
In the present time, PalTel, which, is c onsidered as one of the biggest foundations
in Palestine, faces many challenges and threats that imposes on it deal with them seriously and properly. As business grows mo re complex, it's ability to act quickly and
adapt to change can get stretched thin. It faces increasingly dynamic, complex and unpredictable environment where technology, the nature of competition, industry
boundaries and the rules of the game are changing dramatically. It must deal with a playing field that has become global, wh ile customers are separating into "micro
segments". Data cascades into companies, at the risk of obscuring meaningful
information. The need to control cost and increase efficiency coupled with increasing
customer expectations mean that an effec tive organization is vital to succeed (Salaman
and Asch, 2003).
One study found that, including meeting a nd interacting with customer and
colleagues, managers spent 60% to 80% of their time communicating (Dessler, 2004).
Managers that do not develop and encourage the use of such processes give up optional
competitive advantages, and may underutilize company's strengths. More than before, organizations need to promote communica tion skills to facilitate precise decision-
3making that keeps them competitive. Moreover, manager's need to understand that the
role of communication on decision-making is growing as the technological advance
offers them more communication options. As access to technologies such as computer chat and videoconferencing increases, decision makers are choosing to use or to avoid
these media without knowing the impact of th eir choices on their decisions(Vickery and
Hein, 1999). Thus, it is clear, the role that business communication plays in decision-
making and hence the effect on the success of the organization. So, the researcher is
conducting this study on business communication and its role on decision-making, as a result of his awareness of the importance of this study in improving the process of
decision-making in PalTel. Accordingly we can say that the research problem is to
identify to what extent can the use of business communication take part in
improving the decision making in PalTel.
1.3 Research Objectives:
The present study seeks to measure the following objectives:
1. Determine the effect of MCTs on decision-making process in PalTel.
2. Determine the effect of communications methods on decision-making process in
PalTel.
3. Examine the effect of communications skills on decision-making process in
PalTel.
4. Realize the constraints that restrict proficiency of communications systems in
process of decision-making process in PalTel.
5. Identify extent of discrepancy of samp le's personnel vision to various study's
pivots according to their individual and professional difference.
1.4 Significance of the study:
In this research, information about the effects of business communication on
decision-making will be integrated in orde r to assess objective and subjective decision-
making outcomes, across communication me dia richness (face-to-face) computer-
mediated-communication, Video conference, telephone, E-mail …etc, and to identify
any obstacles at present and draw some recommendation that may help in improving the existing situation of using business communi cation system at PalTel. The results may
also provide links with previous studies : for example, Almanye's (2006) work on
implementing the new communication technol ogy in public security and Zinta and
Elaine's (2006) work on effect of different levels of media on the satisfaction in and
perceived quality organizational communications.
1.5 Hypotheses:
Hypothesis 1: There is a significant correlation between the modern communications
technologies and decision-making process in PalTel?
Hypothesis 2: There is a significant correlation between the business communications
methods and decision-making process in PalTel?
4Hypothesis 3: There is a significant correlation between the personnel communications
skills and decision-making process in PalTel?
Hypothesis 4: There is a significant statistical difference of sample's personnel
opinions of various study's pivots accordi ng to their individual and professional
differences.
1.6 Research Variables :
This study has one dependent variable, which is decision-making process, and
four independent variables which are:
1- Modern Communication Technologies.
2- Communication methods.
3- Personnel communications skills.
4- Professional and Personnel characteristics.
The theoretical underpinnings of the current study primarily come from the concepts
developed in the fields of communicati ons and decision-making. Based on these
concepts, the following diagram is proposed (see Figure 1). In the diagram, there are three key dimensions of the business co mmunication, which are MCTs, communication
methods, and communication skills. This diagra m proposes that these three dimensions
of communication influence the decision-making process.
Figure 1 A diagram showing the relationship between the dependent variable and
the independent ones
CCoommmmuunniiccaattiioonn MMeetthhooddss::
1- Oral
2- Written
3- Nonverbal
Decision-making process:
1- Recognize and define the
problem or opportunity
2- Generate and evaluate
alternative solutions
3- Choose a preferred course of
action
4- Implement the preferred course of action
5- Evaluate the results and
follow up
Communication Skills:
1- Listening 2- Speaking & presenting
3- Writing
4- Running effective meeting
5- Language
6- Nonverbal
MCTs:
1-Computer mediated-communication
2- E-mail
3- Video conferencing 4- Telecommuting
5- Internet-Based
communications 6- Electronic meeting
7- Internet & Intranet
51.7 Research Methodology:
The analytical descriptive methodology wa s applied. The research population
consists of all PalTel's employees in the low level management, middle level management, and top level management ( 446 in number). A stratified random sample
method according to managerial level was used in order to ensure that particular
managerial levels within the study population are adequately represented in the sample. Table (1) sheds more light on the dist ribution of study population according to
managerial level:
Table 1: Distribution of populatio n according to managerial level
Total Number of employees
at West Bank Number of employees
at Gaza Strip Managerial level
39 36 3 Top Management
100 81 19 Middle Management
307 227 80 Low level Management
446 Total
6
Chapter Two: Literature Review
CHAPTER OUTLINE
2.1 Business Communication
2.2 Managerial Decision Making 2.3 Busi ness Communication and De cision Making at PalTel
7
2.1 Business Communication
The act of communicating is so basic a nd so fundamental that most people don’t
think much about it. It happens all day, every day and in every corner of the globe. It happens using the telephone, the fax machin e and the computer. Thanks to modern
satellite technology, it can even happen be tween two people standing on opposite poles
of the earth. In virtually every way that ma tters, it could be argued that the world today
is built to support communication.
Effective communication occurs when the intended meaning of the source and the
perceived meaning of the receiver are virt ually the same (Schermerhorn et al. 2002).
Although this should be the goal in any communication, it is not always achieved. Efficient communication occurs at minimum co st in terms of resources expended. Time,
for example, is an important resource (Alamry and Alghalby, 2007).
On the other hand, if a company’s empl oyees lack communication skills, not only
could teams not coordinate their efforts and individuals seek feedback from and
communicate their successes to their managers, but also customers would have a pretty tough time placing orders, and services would have a pretty tough time being delivered.
When this happens, the company will falte r and ultimately fail (Nelson and Economy
2005). Managers and companies that do not develop and encourage the use of communication process give up potential co mpetitive advantages and may underutilize
company strengths (Vicker and Hein 1999).
This section discusses important comm unication concepts and some practical
guidelines for improving communication effectiveness. Moreover, both interpersonal
and organizational communication will be discussed
.
2.1.1 Functions of Communication
Communication serves four major functi ons within a group or organization:
control, motivation, emotional expression, and information. Communication acts to
control member behavior in several ways. Or ganizations have authority hierarchies and
formal guidelines that employees are require d to follow. When employees, for instance,
are required to communicate any job-related grievance to their immediate boss, to
follow their job description, or to comply with company policies, communication is
performing a control function. But informal communication also controls behavior. When work group tease or harass a member who produces too much (and makes the rest
of the group look bad), they informally communicating with, and controlling, the member's behavior (Abedalbaqi 2003).
Communication fosters motivation by clarifyi ng to employees what is to be done,
how well they are doing, and what can be done to improve performance if it's subpar. Formation of specific goals, feedback on progress toward the goals, and reinforcement of desired behavior all stimulate motiv ation and required communication (Hareem,
2004).
8
For many employees, their work group is a primary source for social interaction.
The communication that takes place within the group is a fundamental mechanism by which members shoe their frustration and feeling of satisfaction. Communication,
therefore, provides a release for the emotiona l expression of feelings and for fulfillment
of social needs (Robbins, 1996).
The final function that communication performs relates to its role in facilitating
decision-making. It provides the information that individuals and groups need to make
decisions by transmitting the data to identify and evaluate alternative choices (Robbins,
2003). No one of these four functions should be seen as being more important than the
others. For groups to perform effectively, they need to maintain some form of control over members, stimulate members to perform, provide a means for emotional expression, and make decision choices. Y ou can assume almost every communication
interaction that takes place in a group or or ganization; perform one or more of these
four functions.
2.1.2 The nature of communication
The Latin root of the word communicate is communicare, which means to make
common or to share. Communication, therefore, is the transmission of information and meaning from one party to another through the use of shared symbols (Bateman and
Snell, 2004). An Idea, no matter how great, is useless until it is transmitted and understood by others. Effective communication would exist when a thought or an idea
was transmitted, so the mental picture percei ved by the receiver was exactly the same as
that envision by the sender (Robbins, 1996).
Figure (2) shows a general model of the communication process. The sender is a
person or group trying to communicate with someone else. The sender seeks to communicate, in part, to change the attitudes, knowledge, or behavior of the receiver. A
team leader, for example, may want to comm unicate with a division manager in order to
explain why the team needs more time or res ources to finish an assigned project. This
involves encoding the process of transla ting an idea or thought into a message
consisting of verbal, written, or nonverbal symbols, or some combination of them (Alamian 2005).
Such messages are transmitted or sent through various communication channels,
such as face-to-face meetings, electronic mail, written letters and telephone communications or voice – mail, among others . The choice of channels can have an
important impact on the communication process; some communication channels convey more information than others. The amount of information a medium conveys is called media richness. The more information or cu es a medium sends to the receiver, the
"richer" the medium. The richest media ar e more personal than technology, provide
quick feedback, allow lots of descriptive language and send different types of cues.
Thus, face-to-face communication is the riches t medium because it offers a variety of
cues in addition to words: tone of voice, facial expression, body language, and other
nonverbal signals. It also allows more de scriptive language, say, a memo does. In
9addition, it affords more opportunity for th e receiver to give feedback to and ask
questions of the sender (Bateman and Snell, 2004).
Figure 2 A General Model of the Communi cation Process (Source: Bateman and
Snell, 2004)
The telephone is less rich than face-to-f ace communication, electronic mail is less
rich than yet, and memos are the least rich medium. In general, you should send
difficult and unusual messages through richer media, transmit simple and routine messages through less rich media like memos, and use multiple media for important messages
that you want to ensure people attend to and understand. In the earlier case of
the team leader communicating with the di vision manager, for example, it can make
quit a difference whether the message is sent face-to-face, in written memo, by voice-mail, or by Email.
The communication process is not complete d just because a message is sent. The
receiver is the individual or group of indivi duals to whom a message is directed. In
order for meaning to be assigned to any received message, its contents must be
interpreted through decoding. This proce ss of translation is complicated by many
factors, including the knowledge and expe rience of the receiver and his or her
relationship with the sender (Alamian 2005).
The top half of the model in Figure (2 ) is operating in on-way communication,
where, information flows in only one directi on from the sender to the receiver, with no
feedback loop. A manager sends a memo to subordinate without asking for response. A boss gives an order over the phone, when receiver provide feedback to the sender by encoding a message, in response to the se nder's message, completing the Figure (2)
models, two-way communication has to occurred.
The communication process often is hamp ered by noise or interference in the
system that blocks perfect understanding. Nois e could be anything that interferes with
accurate communication ringing telephones, t houghts about other things, or simple
fatigue or stress (Schermerhorn et al, 2002).
3. Communication
channel
8. Communication
channel Person A
Sender
1. Intended meaning
2. Encoding
10. Perceived
meaning
9. Decoding
ReceiverPerson B
Receiver
4. Decoding
5. Received meaning
Sender
6. Perceived
meaning
7. Encoding
One-way
Communication
Two-way
Communication if B
sends feedback to A
10The model in Figure (2) is more than a theoretical treatment of the communication
process. It points out the key ways in wh ich communication can break down. Mistakes
can be made at each stage of the model. A manager who is alert to potential problems
can perform each step carefully to ensure more effective communication. The model
also helps explain communication pitfalls, misperception, and the various communication channels.
2.1.3 Communication Barriers
Unfortunately, most of the stages in the process model have the potential to create
distortion and therefore the sender's intended message dose not always get across to the
receiver. In the encoding stage, words can be misused, decimal points typed in the
wrong places, facts left out, or ambiguous phrases inserted. In the transmission stage, a
memo gets lost on a cluttered desk, or words are spoken with ambiguous inflection.
Decoding problems arise when the receiver doesn't listen carefully or reads too quickly and overlooks a key point. And, of course, receivers can misinterpret the conclusion
from unclear memo, or a listener takes a general statement by the boss too personally.
More generally, it is important to unders tand the following sources of noise that
are common to most interpersonal Exchange s: Communication Apprehension, physical
distraction, cultural differences, semantic probl ems, absence of feedback, status effects,
people's perceptual, and filtering processes.
2.1.3.1 Communication Apprehension:
Some people – an estimated 5 to 20 percent of the population – suffer from
debilitating communication apprehension or a nxiety. Communication apprehension is a
very serious problem because it affects a w hole category of communication techniques.
People who suffer from it experience undue tens ion and anxiety in oral communication,
written communication, or both. For exampl e, oral apprehension may find it extremely
difficult to extremely anxious when they ha ve to use the telephone. As a result, they
may rely on memos or letters to convey me ssages when a phone call would not only be
faster but more appropriate (Robbins, 1996).
2.1.3.2 Physical Distractions:
Any number of physical distractions can interfere with the effectiveness of a
communication attempt (Bateman and Snell, 2004). Some of these distractions are
evident in the following conversation be tween an employee, Mohammad, and his
manager. Okay, Mohammad, let's hear your problem (phone ring, boss picks it up,
promises to deliver the report, "just as s oon as I can get it done"). Uh, now where were
we – oh, you are having a problem with marketi ng. They (the manger's secretary brings
in some papers that need immediate signature s; he scribbles his name and the secretary
leaves) … you say they are not cooperative? I tell you what, Mohammad, why do not
you (phone rings a gain, lunch partner drops by) … Uh, take a stab at handling it
yourself. I have to go now.
11Besides what may have been poor inte ntions in the first place, Mohammed's
manager allowed physical distractions to creat e information overload. As a result, the
communication with Mohammad was suffered. This mistake can be eliminated by
setting priorities and planning. If Mohammad has something to say, his manager should
set aside adequate time for the meeting. In addition, interruption such as telephone calls, drop-in visitors, and the like, shoul d be prevented at minimum, Mohammad's
manager could start by closing the door to th e office and instruct his secretary not to
disturb them.
2.1.3.3 People's Perceptual
Perception is the process of receiving a nd interpreting in formation. As you
know, such processes are not perfectly objective. They are subjective, as people's self-
interested motives and attitudes toward the sender and toward the message create biased interpretations. People often assume that ot hers share their views, and naturally pay
more attention to their own views than to those of others (Alamian 2005).
However, perceptual differences get in the way of shared consensus. It helps to
see others viewpoints as legitimate and incorporate others perspectives into your interpretation of issues. Generally, adopting another person's viewpoints is fundamental
to working collaboratively. And at a more personal level, your ability to take other's perspectives can lead to higher assessments of your performance.
2.1.3.4 Cultural Differences
People must always exercise caution when they are involved in cross-cultural
communication—whether between persons of different geographical or ethnic
groupings within one country, or between persons of different national cultures.
A common problem is ethnocentrism—the tendency to believe one’s culture and
its values are superior to those of others . It is often accompanied by an unwillingness to
try to understand alternative points of view and to take the values they represent
seriously. This mindset can easily creat e communication problems among people of
diverse backgrounds (Maher, 2000).
The difficulties with cross-cultural comm unication are perhaps most obvious in
respect to language differences. Advertising messages, for example, may work well in
one country but encounter difficulty when tr anslated into the language of another.
Problems may accompany with the introduction of Ford’s European model, the “Ka,” in
Japan. In Japanese, Ka means mosquito and an alysts wonder if a car that is named for a
disease-carrying pest can ever sell well. Gestur es may also be used quite differently in
the various cultures of the world. For exam ple, crossed legs in the United Kingdom are
quite acceptable, but are rude in Saudia Arabia if the sole of the foot is directed toward
someone. Pointing at someone to get their a ttention may be acceptable in Canada, but in
Asia it is considered inappropriate (Dessler 2005).
122.1.3.5 Status Effects
Status differences in organizations create potential communication barriers
between persons of higher and lower ranks. On the one hand, given the authority of
their positions, managers may be inclined to do a lot of “telling” but not much
“listening.” On the other hand, we know that communication is frequently biased when
flowing upward in organizational hierarchie s. Subordinates may filter information and
tell their superiors only what they think th e boss wants to hear (Alamry and Alghalby,
2007). Whether the reason is a fear of retribution for bringing bad news, an
unwillingness to identify personal mistakes, or just a general desire to please, and the result is the same: The higher-level decision maker may end up taking the wrong actions because of biased and inaccurate information supplied from below. This is sometimes called the MUM effect in referen ce to tendencies to sometimes keep “mum”
from a desire to be polite and a reluctance to transmit bad news.
To avoid such problems, managers and group leaders must develop trust in their
working relationships with subordinates and team members, and take advantage of all
opportunities for face-to-face communications . Management by wandering around, or
MBWA for short, is now popularly acclaimed as one way to achieve this trust. It simply means getting out of the office and talking to people regularly as they do their jobs.
Managers who spend time walking around can greatly reduce the perceived “distance”
between themselves and their subordinates. It helps to create an atmosphere of open and
free-flowing communication between the ranks. As a result, more and better
information is available for decision-making, and the relevance of decisions to the needs
of operating workers increases (Schermerhorn et al, 2002)
2.1.3.6 Filtering processes
Filtering is the process of with holding, ignoring, or distorting information.
Senders do this, for example, when they tell the boss what they think the boss want to hear, or give unwarranted compliments rather than honest criticism. Receivers also filter information they may fail to recognize an important message, or attend to some aspects of the message but not others (Abedalbaqi 2003).
2.1.3.7 Absence of Feedback
One-way communication flows from sender to receiver only, as in the case of a
written memo or a voice-mail message. There is no direct and immediate feedback from
the recipient. Two-way communication, by c ontrast, goes from sender to receiver and
back again. In these constructive exchanges, information is shared between both parties
rather than delivered from one person to the other. It is more accurate, fewer mistakes
occur, and fewer problems arise. It is characterized by the normal interactive
conversations in our daily experiences. Res earch indicates that two-way communication
is more accurate and effective than is one -way communication, even though it is also
more costly and time consuming (Schermerhorn et al, 2002). Because of their
13efficiency, however, one-way forms of communication—memos, letters, E-mail, voice-
mail, and the like are frequently used in work settings. One-way messages are easy for
the sender but often frustrating for the receiver, who may be left unsure of just what the
sender means or wants done.
2.1.3.8 Semantic Problems
Semantic barriers to communication involve a poor choice or use of words and
mixed messages (Dessler 2004). The following illu strations of the “bafflegab” that once
tried to pass as actual “executive communication” are a case in point:
A. “We solicit any recommendations that you wish to make, and you may be assured
that any such recommendations will be given our careful consideration.”
B. “Consumer elements are continuing to stress the fundamental necessity of a
stabilization of the price structure at a lower level than exists at the present time.”
One has to wonder why these messages were n’t stated more simply as: (A) “Send
us your recommendations. They will be caref ully considered.", and (B) “Consumers
want lower prices.” In this regard, th e popular KISS principle of communication is
always worth remembering: “Keep it short and simple.”
2.1.4 Organizational Communication
No organization exists solely in isola tion with one member who has no contact
with any one or anything. The exchange of ideas, information or instructions is a
fundamental of all organizations. This ex change may take place internally between
different sectors or departments, or extern ally with other organizations. Organizational
Communication is the specific process th rough which information moves and is
exchanged throughout an organization. In formation flows through both formal and
informal structures, and it flows downward, up ward, and laterally (Schermerhorn et al,
2002) .
2.1.4.1 Formal and Informal communications:
Information flows in organizations through both formal and informal channels of
communication. The formal communication in an organization sets out the command
structure and interrelationships between the departments within it. A company organization chart will usually out line th e chain of command and responsibility and
hence indicate the likely information flow within that organization. Flows of
communication can move upward, downward. Ho rizontally or diagonally and often are
prearranged and necessary for performing some tasks.
Informal communications tend to co-exist alongside the formal structures that are
established by management. In this way indivi duals formal networks and information is
communicated as people chat during tea break s, over the photocopier and as they pass
14in corridors. Such informal networks arise due to social needs and to fill the information
gaps left by the formal communication (Hareem, 2004).
One familiar information channel is the gr apevine or network of friendships and
acquaintances through which rumors and othe r unofficial information are passed from
person to person (Bateman and Snell 2004). Gr apevines have the advantage of being
able to transmit information quickly and e fficiently. Grapevine also helps fulfill the
need of people involved in them. Being part of a grapevine can provide a sense of
security from "being in the know" when impor tant things are going on. It also provides
social satisfaction as information is exchanged interpersonally. The primary disadvantage of grapevine occurs when they transmit incorrect or untimely information;
Rumors can be very dysfunction to both pe ople and organization (Schermerhorn et al,
2002).
2.1.4.2 Communication Flows and Directions:
Communication can flow vertically or la terally. The vertical dimension can be
further divided into downward and upward directions.
a) Downward Communication
Downward refers to the flow of information from higher to lower level in the
organization hierarchy, as shown in Figur e (3) Lower level personnel need to know
what higher levels are doing and to be regular ly reminded of a key policies, strategies,
objectives, and technical developments. People must receive the information they need
to perform their jobs and become loyal member s of the organization. But they often lack
adequate information. One problem is information overload; they are bombarded with so much information that they fail to absorb everything (Whetten and Cameron 2005). Much of the information is not very im portant, but it causes a lot of relevant
information to be lost.
A second problem is a lack of openne ss between managers and employees.
Managers may believe "No news is good news" "I don't have time to keep them informed of everything they want to know", or "It's none of their business, any way"
some managers with hold information even if sharing it would be useful. Executives
often are proud of their newsletters, staff meeting, videos, and other vehicles of
downward communication. More often than not, the information provided concerns
company sports teams, birthday and new copy machine. But today a more
unconventional philosophy is gathering steam . Open book management is the practice
of sharing with employees at all levels of the organization vital information previously
meant for management's eyes only. This includes financial goals, income statements, budgets, sales, forecasts, and other releva nt data about company performance and
prospects (Bateman and Snell 2004).
15Figure 3: Directions for information flows in organizations (Source: Schermerhorn
et al, 2002)
b) Upward Communication
Upward communication is the flow of messages from lower to higher levels
(Alamry and Alghalby, 2007). As shown in Figure (3) it serves several purposes.
Upward communication keeps higher levels informed about what lower level employees are doing, what their problems are, what suggestions they have for
improvement, and how they feel about the organization and their jobs. The problems
common in upward communication are similar to those for downward communication. Managers like their subordinates, are bombard ed with information and may neglect or
miss information from below. Furthermore, some employees are not always open with
their bosses; in other words filtering occurs upwards as well as downward.
People tend to share only good news with their bosses and suppress bad news,
because they; (1) want to appear competent; (2) mistrust their boss and fear that if he or
she finds out about something they have done they will be punished ; (3) fear the boss
will punish the message, even reported problem is not that person's fault; or (4) believe
they are helping their boss if they shield hi m or her from problems. For these and other
reasons, managers may not learn about importa nt problems. Therefore, managers should
facilitate upward communication. For exampl e, they could have an open-door policy
and encourage people to use it, have lunch or coffee with employees, or institute a program for productivity suggestions (Alamian 2005).
To Influence:
Strategies
Objectives Instructions Policies
Feedback Superior
Manager Peer Peer Downward Communication
To Coordinate:
Problems
Needs
Advice
Feedback Lateral Communication To Inform:
Problems Results
Suggestions
Questions
Needs
Upward Communication
Subordinates
16c) Lateral communication:
Such communication can take place among members of the same work group,
among members of work groups at the same le vel, among managers at the same level,
or among any horizontally equivalent personne l. Horizontal communication has several
important functions. First, it allows sharing of information, coordination, and problem
solving among units. Second, it helps solve conflicts. Third, by allowing interaction
among peers, it provides social and emotional support to people (Hareem, 2004).
2.1.5 Communication as a Decision-Making Tool
At least one historian of corporate management has argued that increased
availability and effectiveness of communi cation technology allowed management to
develop as a systematic method of cont rolling business organizations (Whetten and
Cameron 2005). Certainly, the practice of management consists primarily of
communication activities, and most of that communication is devoted to decision-making processes of one kind or another.
2.1.5.1 Written Communication as a Decision-Making Tool
When documents are well written, their management function can be invisible.
The writer and reader create a relationship, share information and take action. Although
they will tend to describe themselves as implementing strategy, solving a problem, or
making a decision, it was the successful inter action, effective articulation of ideas, and
creation of shared meaning that allowe d those decisions to be made. Written
communication plays a special role in th is process by virtue of its permanence ,
consistency , and precision :
The decision-making importance of documents becomes most apparent when they
fail. When people neglect to prepare the reports and documentation the company needs to operate, or individuals cannot easily inte rpret and use them for communication, the
efficiency and effectiveness of the entire organization can suffer.
2.1.5.2 Oral Discussion as a Decision-Making Tool
Given the significant advantages of written communication, it is perhaps
surprising that the bulk of managerial d ecision-making is oral (Abedalbaqi 2003). For
most practicing managers, the time and care required to create written documents is simply more than they can spend in the whir lwind of day-to-day activities. Instead, most
decisions are made “on the fly” as small gr oups of individuals meet, consider a problem
and its potential solutions, and agree on a plan of action.
Oral decision-making is particularly us eful in facilitating an exchange of
information, and in contextually groundi ng decisions. By definition, an oral
communication event involves the give and take of a conversational exchange. The
17immediacy of feedback, including the subtle physical cues that indicate confusion,
disagreement or support, allows communicators to quickly verify that information has been successfully exchanged (Bateman and Snell 2004).
2.1.5.3 Visual Communication as a Decision-Making Tool
Visual diagram can be particularly helpful when it comes to explaining
relationships between facts, things or idea. Words are a basic part of communication, but they come out in a long, long string. That can make it difficult to see the connections between something said in the firs t paragraph and something said in the last
paragraph. A writer or speaker has to provide a new paragraph to explain the relationship—perhaps after the reader or liste ner has already forgotten the details of the
first paragraph.
2.1.6 Communications Networks
The volume of communication an individua l receives depends in part on his or
her position in decision-making structure (s ee Figure 4). Independent, decentralized
decision makers have the lowest communicati on needs. Local store managers or local
banks managers may make their own decisi ons without conferring with other stores,
branches, or headquarters. More centralized decision makers need and receive greater
volume of relevant information from differe nt sites and from people both inside and
outside the firm. Having such a central location in a network helps your job
performance-unless the network is made up of people who don't like each other and
hinder each other's careers. Some decentrali zed decision makers are so interconnected
that they require even more information th an centralized ones. They make independent
decisions, but their decisions must be ba sed on vast amounts of information from
remote sites available through electronic or other networks. As shown in Figure (4),
information needs to be brought to all the decentralized decision makers, not just a single centralized one (Bateman and Snell, 2004).
Figure 4 Three Communication Networks (Source: Harem, 2004)
Note
O = Places where actions are taken and information is generated
X = Centralized decision maker
Independent,
decentralized
decision makers
(cowboys ) Centralized
decision makers
(commanders) Connected,
decentralized
decision makers
(cyber-cowboys )
182.1.7 Improvi ng Communication Skills
Good communication skills are fundamental to all relationships and a key to
business success. When individuals do not sp eak clearly, listen accurately or assert
themselves effectively, the result is reduced profit, diminished self-esteem and lowered
company morale (Mckenna, 1998).
In a recent survey of recruiters from companies with more than 50.000 employees,
communication skills were cited as the singl e more important decisive factor in
choosing managers. the survey, conducted by the university of Pittsburgh's Katz
Business School, points out that communication skills , including written and oral presentations, as well as an ability to work with others, are the main factor contributing to job success (Manktelow, 2004).
In every organization, the lion's share of business communication occurs in six
different formats:
1- Listening
2- Speaking and presenting 3- Writing 4- Running Effective Meeting 5- Language 6- Nonverbal
Each format is used in greater or lesser frequency and is, therefore, more or less
important to those in the organization (Nelson and Economy, 2005).
2.1.7.1 Listening
Improving listening may result in better relationships and better understanding
of those with whom we communicate, provi de information, stimulate new ideas, and
motivate others to improve listening skills. Here are some tips for becoming a better and more effective listener: 1. Ask questions. When you ask questions, you really do two different things. In
the first case, you are showing the speaker that you are interested in what he or she speaker say. In the second case, you' re ensuring that communication is clear
and that you understand exactly what is being said.
2. A basic technique called reflection will help a manager listen effectively.
Reflection is a process by which a person summarizes what the speaker says and
then repeats it to him or her, the result is more accurate two-way communication (Nelson and Economy, 2005).
3. Be interested in the other person. Most people are pretty perceptive, and they
can tell when (meaning you) is interested in what they have to say. when
manager takes time to really listen to and get to know people, they think, '' He's showing an interest in me" or " she values my idea and contribution " Trust
develops ( Bateman and Snell , 2004).
194. Avoid interruptions. Do not continually interrupt the speaker. Close the door.
Stop receiving calls. Don't look out the wi ndow or papers on your desk. Respect
the speaker by giving him or her you full attention (Maher, 2000).
5. Note all cues. Remember that not all communication is verbal. Facial
expressions and gestures reveal feeling, too (Dessler, 2004).
2.1.7.2 Speaking and presenting skills
As a manager, you will be called on freque ntly to ''stat your case'' on a variety
of issues. You will have information and perhaps an opinion or proposal to present
to other. Typically, your goal will be to ''sell'' your idea (Bateman and Snell, 2004).
Since we assume you already know how to speak, this section is going to focus on
the art of making effective presentation. Following are some tips for getting ready
for that:
1. Understand exactly what it is you want to accomplish. Why are you giving the
presentation in the first place? Wh at do you hope to accomplish during the
presentation? What do you hope attendees will do after your presentation? Who
will be in the audience, and what w ill they be hoping to gain from your
presentation? Determine your goals for the presentation and the information
your listeners will need to receive fo r you to achieve your goals (Nelson and
Economy, 2005).
2. Do not write a speech. Reading from a wr itten script is guaranteed to make you
look stilted and dry while putting your a udience to sleep. An outline provides
you with the thought prompts you’ll need during your presentation, allowing you to fill in the blanks yourself—mak ing for a much more interesting
presentation (Maher, 2000).
3. Write your introduction and conclusion. Every presentation needs a beginning
(introduction) and an end (conclusi on). Your introduction should do three
things: (1) Explain to your audience wh at they’re going to gain from your
presentation, (2) explain to your audien ce Why the presentation is important to
them, and (3) get your audience’s attention. Similarly, your conclusion should also do three things: (1) Summarize your key points, (2) refer your listeners back to the introduction, and (3) inspire your audience to action. The next time you
have the opportunity to experience a good presentation, see how the speaker
uses these techniques to build compelling introductions and conclusions.
4. Practice, practice, practice. The old sayi ng really is true: Practice makes perfect.
If the presentation you’re making is an informal one to your work team, you’ll
need little in the way of practice— you might need none at all. But if the
presentation is to your board of director s, then putting some significant time into
practice before you make your presentation is an investment that will surely pay
off (Durham et al., 2005).
2.1.7.3 Writing
Most managers spend a significant portion of the workday generating e-mail,
memos, and letters. They also frequently write reports, proposals, and requests for
proposals. Thankfully, today’s technology makes memo, letter and proposal writing
much easier by providing reliable tools that check and even correct misspelled words and incorrect grammar use. Unfortunately, th ese tools are not fail proof and will require
20your support. Making your knowledge in this area is very important. Here are some of
the best ways to improve your writing skills:
• Think before you write. Before you start writing, you need to think seriously. It is
extremely important to spend a couple of minutes just thinking about your purpose
and your readers. Following some questions , you may wish to ask yourself in the
prewriting phase; what do my readers know? What do they need to know? What decisions will be based on this informati on? Am I writing to increase knowledge? Am
I trying to urge action? Know what motivates your readers (Vicker and Hein, 1999).
• Organize. Before you start to write, organi ze your thoughts and this can be
accomplished by sketching out an outline of major points, or simply taking time to
visualize the final written product (Maher, 2000).
• Make it short . Get to the point quickly, and make your points clearly. Take the reader
into consideration. Take some time to revi se your drafts. Go through your entire letter,
memo, or report and delete all unnecessary words, sentences, and paragraphs. Use
specific, concrete words rather than ab stract phrases. Unless the document you are
working on is a technical report containing pa ge after page of test results (Bateman
and Snell, 2004).
2.1.7.4 Running effective meeting
While meetings are very important tool for generating ideas, expanding on
thoughts and managing group activity, this cont act with team members and colleagues
can easily fail without adequate preparation and leadership. The success of the meeting
is hinged on the skills displayed by the meeti ng leader. As a meeting leader to make
sure your meeting and negotiation skills ar e fine-tuned and ready to take to the
boardroom, the following important areas should be touched: – Preparing Launch the meeting. To ensure everyone involved has the opportunity to
provide their input, start your meeting off on the right foot by designating a meeting
time that allows all participants the tim e needed to adequately prepare. Once a
meeting time and place has been designated, make yourself available for questions that may arise as participants prepare for the meeting. If you are the meeting leader,
make a meeting agenda, complete with deta iled notes. In these notes, outline the goals
and proposed structure of the meeting, and sh are this with the participants (Nelson and
Economy, 2005).
– Managing the Meeting. Choosing the right participants is a key to the success of any
meeting. Make sure all participants can contribute and choose good decision-makers
and problem-solvers. Try to keep the numbe r of participants to a maximum of 12,
preferably fewer. When an agenda item is resolved or action is agreed upon, make it
clear who in the meeting will be responsible for this. In an effort to bypass confusion
and misunderstandings, summarize the action to be taken and include this in the
meeting’s minutes (Mina, 2002).
– Issuing Minutes. The style of the minutes issued depends on the circumstances, in
situations of critical importance and where the record is important, then you may need
to take detailed minutes. Where this is not th e case, then minutes can be simple lists of
decisions made and of actions to be take n with the responsible person identified (see
Table 2).
21Table 2 :Responsibility of Actions
Individual Responsible for action items:
Mohammed 3and 4 solo, 5 jointly with Ehab
Mumen 2
Ehab 1 solo, 5 jointly with Mohammad
Abeer 6
Generally, they should be as short as po ssible as long as all key information is
shown, this makes them quick and easy to pr epare and digest. It is always impressive
if the leader of a meeting issues minutes within 24 hours of the end of the meeting, it
is even better if they are issued on the same day.
2.1.7.5 Language
Words mean different things to differe nt people. Word choice can enhance or
interfere with communication effectiveness. In an organization, employees usually
come from diverse backgrounds and, therefore, have different patterns of speech. Additionally, the grouping of employees in to departments creates specialist who
develop their own jargon or technical language when the receiver is unfamiliar with the
jargon, misunderstanding result (Hareem, 2004). Therefore, whether speaking or
writing, you should consider the receive r's background and adjust your language
accordingly. When you are receiving, don't a ssume that your understanding is the same
as the speaker's intentions. Japanese people us e the simple word bai (yes) to convey that
they understand what is being said; it does not necessarily mean that they agree (Bateman and Snell, 2004) when conducting bus iness overseas, try to learn some thing
about other country's language and customs.
2.1.7.6 Nonverbal
In verbal communication, an active dialogue is engaged with the use of words. At
the same time; however, non-verbal co mmunication takes place through facial
expression, body position, eye contact, and ot her physical gestures. Often, nonverbal
cues make a greater impact than other si gnals (Bateman and Snell, 2004). The following
suggestions can help you send positive nonverbal signal: – Use time appropriately. Avoid keeping your employees waiting to see you. Devote
sufficient time to your meeting with them, and communicate frequently with them to
signal your interest in their concerns.
– Make your office arrangement conducive to open communication. Nonverbal
communication can also take place through the physical arrangement of space, such as
that found in various office layouts. Proxemi cs, the study of the way space is utilized,
is important to communication (Schermer horn et al, 2002). Figure (5) shows three
different office arrangements and the messages they may communicate to visitors
.
22Figure 5 Furniture placement and nonverbal communication in the office (Source:
Schermerhorn et al, 2002).
– Several nonverbal body signals convey a positive attitude toward the
other person: assuming a position cl ose to the person; gesturing
frequently; maintaining eye contact; Smiling; having an open body orientation, such as facing the othe r person directly; uncrossing the arms;
and leaning forward to convey interesting what the other person saying.
– Effectively use your body language. Re search indicates that facial
expression and tone of voice can account for 90 percent of the
communication between two people (Bateman and Snell, 2002).
2.1.8 Electronic Communications
Electronic communications have revol utionized both the ability access other
people and to reach them almost instantaneous ly. We have moved from the world of the
telephone, mail, photocopying, and face-to-face meetings into one of voice-mail, E-
mail, facsimile transmission, computer-media ted conferencing, and use of the Internet
and Intranets. Managers use computers not only to gather and distribute data but also to talk with others electronically. In elect ronic decision rooms, software supports
simultaneous access to shared files and a llows people to share views and do work
collectively.
Advances in electronic communication t echnology are allowing organizations to;
(1) distribute information much faster than before; (2) make more information available than ever before; (3) allow broader and more immediate access to this information; (4) encourage participation in the sharing and use of information; and, (5) integrate systems
and functions, and use information to link with environments in unprecedented ways
(Whetten and Cameron 2005).
The potential disadvantages of electr onic communications must also be
recognized. To begin, the technologies are largely impersonal; people interact with
machines, not with one another. Electroni cs also removes nonverbal communications
from the situation—aspects that may otherwis e add important context to an interaction.
"Forget I am the boss , let's talk." "I am the boss, but let's talk." "I am the boss!"
23In addition, the electronic medium can influence the emotional aspects of
communication. Some argue, for example, that it is far easier to be blunt, overly critical,
and insensitive when conveying messages elect ronically rather than face-to-face. The
term “flaming” is sometimes used to describe rudeness in electronic communication (Schermerhorn et al, 2002). In this sense, the use of computer mediation may make people less inhibited and more impatient in what they say.
Another risk of the new communication technologies is information overload. In
some cases, too much information may find its way into the communication networks
and E-mail systems and basically overloa d the systems—both organizational and
individual. Individual users may have difficulty sorting the useful from the trivial and
may become impatient while doing so. In all this, one point remains undeniable: New communication technologies will continue to k eep changing the nature of work and of
office work in particular. The once-conventi onal office is fast giving way to new forms
such as telecommuting and the use of electr onic networks. Workers in the future will
benefit as new technologies allow them to spend more time out of the traditional office and more time working with customers on term s that best fit individual needs (Dessler
2004).
2.2 Managerial Decision Making
One of the most important activities engaged in by any organization is decision-
making: the process of deciding what action to take; it usually involves choice between
options (Adair, 2007). Obviously, the quality a nd timeliness of decisions made and the
processes through which they are arrived at can have an important impact on organization effectiveness. Every success, every mishap, every opportunity seized or
missed is the result of a decision that so meone made or failed to make. Never mind
what industry you’re in, how big and well known your company may be, or how clever
your strategy is. If you can’t make the right decisions quickly and effectively, and
execute those decisions consistently, your business will lose ground (Rogers and
Blenko, 2006).
Major business decisions are not simply choices, but processes through which
groups of people harmonize their thinking such that they come to share perceptions,
goals, and values. Many researchers have c ontributed to this field over the years.
However, only recently have the roles of both knowledge and expertise in Decision-
Making become better understood and more explicit as a result of work in cognitive sciences, psychology, knowledge management, and related fields (wiig, 2004).
This section discusses the kinds of deci sions managers face, how they are made,
and how they should be made.
2.2.1 Characteristics of Managerial Decisions
Managers face problems constantly, some problems that require a decision are
relatively simple; others seem overwhelming. Some demand immediate action, while others take months or even years to unfold (Bateman and Snell, 2004).
242.2.1.1 Decision Environments
Problem-solving decisions in organiza tions are typically made under three
different conditions or environments: cer tainty, risk, and uncertainty. Certain
environments exist when have all the information you need, and can predict precisely
the consequences of your action. When a person invests money in a savings account, for example, absolute certainty exists about the interest that will be earned on that money in
a given period of time. Certainty is an id eal condition for managerial decision-making.
But perfect certainty is rare (Hareem, 2004).
Risk environments exist when you can estimate the likelihood of various
consequences, but still do not know with certainty what will happen. For instance, managers can make statistical estimates of quality rejects in production runs, or a senior
production manager can make similar estimates based on experience. Risk is a common decision environment in today’s organizations.
Uncertain environments exist when you has insufficient information to know how
the consequences of different actions. Uncerta inty is a key difficulty in decision-making
(Simon, 2000). It forces decision makers to rely heavily on individual and group creativity to succeed in problem solving. It requires unique, novel, and often totally
innovative alternatives to existing patterns of behavior. Responses to uncertainty are
often heavily influenced by intuition, educat ed guesses, and hunches. Furthermore, an
uncertain decision environment may also be characterized as a rapidly changing
organizational setting in terms of (a) external conditions, (b) the information technology requirements called for to analyze and make decisions, and (c) the personnel influencing
problem and choice definitions (Schermerhorn et al, 2002).
2.2.1.2 Types of Decisions
The many routine and nonroutine problems in the modern workplace call for
different types of decisions. Routine probl ems arise on a regular basis and can be
addressed through standard responses, calle d programmed decisions. These decisions
have been encountered and made before. Th ey have objectively correct answers and can
be solved by using simple rules, policies, or numerical computation (Bateman and Snell,
2004). Examples of programmed decisions are reordering inventory automatically when
stock falls below a predetermined level and issuing a written reprimand to someone who
violates a certain personnel procedure.
If most important decisions were progr ammed, managerial life would be much
easier. But managers typically face nonroutine problems. These nonprogramed
decisions are new, novel, complex, and having no certain outcomes. There are varieties
of possible solutions. The decision maker must create or impose methods for making
the decision; there is no predetermined structure on which to rely (Alamry and
Alghalby, 2007). An example is a senior marketing manager who has to respond to the introduction of a new product by a foreign competitor. Although past experience may
help deal with this competitive threat, the immediate decision requires a creative
solution based on the unique characteristics of the present market situation.
252.2.1.3 Conflict
Conflict, exists when the manager mu st consider opposing pressures from
different sources, and this make the important decisions to become more difficult (Hareem, 2004). This conflict occurs at two levels. First, individual decision makers experience psychological conflict when several options are attractive, or when none of the options is attractive. For instance, a manager may have to decide whom to lay off, when he doesn't want to lay off anyone. Sec ond, conflict arises between individuals or
groups. The chief financial officer argues in favor of increasing long-term debt to
finance an acquisition. The chief executive officer, however, prefers to minimize such
debt and find funds elsewhere. The marketi ng department wants more product lines to
sell to its customers, and the engineers want higher-quality products. But the production
people want to lower costs by having longer production runs of fewer products with no
changes. Few decisions are without conflict (Bateman and Snell, 2004).
2.2.2 Decision-making Process
In decision-making, there is a classic five-step approach that decision maker
should find extremely helpful. That does not mean he would follow it blindly in all
situations. It is a fairly natural sequence. Of thought, however, and so even without the
formal framework he would tend to follow th is mental path. The advantage of making it
conscious is that it is easier to be swiftly aware when a step is missing or – more
probably – has been performed without understanding or intention (Adair, 2007).
More formally, as Figure (6) illustrates, decision makers should (1) Recognize
and define the problem or opportunity, (2) Ge nerate and evaluate alternative solutions,
(3) Choose a preferred course of action, (4) Implement the preferred course of action,
and (5) Evaluate the results and follow up as necessary.
Step 1. Recognize and define the problem or opportunity
The first stage in the decision-making proce ss is to recognize that a problem exists
and must be solved. A discrepancy exists between some current state of affairs and
some desired state. Such discrepancies- say, in organizational or unit performance- may
be detected by comparing current performan ce against (1) past performance, (2) the
current performance of other organizations or units, or (3) future expected performance
as determined by plans and forecasts (Bateman and Snell, 2004). Recognizing that a problem exists is only the beginning of this stage. The decision maker also must dig in
deeper and attempt to define the true cau se of the problem (Alamry and Alghalby,
2007).
For example, a sale manager knows that sales have dropped drastically; he should
not automatically reprimand his sales staff, add new people, or increase the advertising
budget. He must analyze why sales are down a nd then develop a solution appropriate to
his analysis. Asking why, of yourself and ot hers, is essential to understand the real
problem.
26Figure 6: the Steps of Decision-making
A great deal of communication might be necessary for a group to quantify the
problem, explore the extent of its effect, a nd determine whether other stakeholders have
differing views of the problem. There shoul d be agreement on the definitions and
significance of the problem before the decisi on-makers proceed to finding solutions to
it. It is a good principle not to make decisi ons in the absence of critically important
information that is not immediately to hand, provided that a planned delay is acceptable.
The rapid growth of methods of communica tion such as faxes, voice mail, e-mail,
junk mail and the internet has now contributed to a new disease: Information Overload
Syndrome. A recent international survey of 1,300 managers listed the new disease’s symptoms, which included a feeling of inability to cope with the incoming data as it
piles up, resulting sometimes in mental stress and even physical illness requiring time off work. The survey found that such overl oad is a growing problem among managers –
almost all of whom expect it to become worse (Adair, 2007).
Step 2. Generate and Evaluate Alternative Solutions
The second stage in the decision-making process is to explore alternative
solutions to the problem identified in the previous stage. Decision-making experts call
alternatives "the raw material of decisi on-making." (Dessler, 2004). This step really
consists of two parts: – Generating alternatives – Evaluating alternatives
There are several ways to generate g ood alternatives. Following are three common
ways to do that: Recognize and define the
problem or opportunity
Generate and evaluate
alternative solutions
Choose a preferred
course of action Implement the preferred course
of action Evaluate the results and
follow up as necessary
271- Brainstorming. Brainstorming can be done individually or in a group.
Brainstorming requires an environment in which the participants (individuals or group members) are free to “think out loud. ” Participants blurt out as many ideas
as possible within a specified time period. No evaluation of ideas is permitted so
as to encourage the free flow of creative ideas. These ideas are recorded. When the
specified time period ends, then evaluation of the ideas begin (Dessler, 2004).
2- Surveys. Surveys economically tap the ideas of a large group of respondents.
Surveys present respondents with the problem and a series of alternative solutions.
3- Discussion groups . Discussion groups should consist of those who are directly
involved in decision-making. In gene rating alternatives, the group members
should: Be comprehensive. Avoid initial judgments (as in brainstorming). Focus
on the problem, not on the personalities of the people involved in the decision-
making process (Alateia, 2003).
After you have generated alternative so lutions, you must have some means of
evaluating them. Fundamental to this process is to predict the consequences that will
occur if the various options are put into e ffect. Of course, you must attempt to predict
the effects on financial or other performan ce measures. Another part of evaluation is
identifying contingencies alternative courses of action that can be implemented based
on how the future unfolds (Alamry and Alghalby, 2007).
Step 3. Choose a preferred course of action
The third step in the decision-making proce ss is to select one of the alternatives
explored in Step 2 for implementation. Th e critical preliminary activity here is to
establish the selection Criteria (Adair, 2007). After you have evaluated each alternative,
one should stand out as coming closest to ma king the decision with the most advantages
and fewest disadvantages. Important concep ts here are maximizing, satisfying, and
optimizing.
Maximizing is making the best possible decision. In other words, maximizing
results in the greatest benefit at lower cost, with the largest expected total return. It
requires searching thoroughly for a complete range of alternatives, comparing one to
another, and then choosing or creating the ve ry best. Satisfying is choosing the first
solution that is minimally acceptable or adequa te; the choice appears to meet a targeted
goal or criterion. It means that a search for alte rnatives stops at the first one that is okay.
Commonly, people do not expend the time or energy to gather more information.
Instead, they make the expedient decision based on readily available information.
Let's say you are purchasing new equipmen t and your goal is to avoid spending
too much money. You would be maximizi ng if you checked out all your options and
their prices, and then bought the cheapest one that met your requirements. But you
would be satisfying if you bought the firs t one you found that was within your budget
and fail to look for less expensive options. Optimizing means that you achieve the best possible balance among several goals. Perh aps, in purchasing equipment, you are
interested in quality and durability as well as price. So, you buy the one with the best
combination of attributes, even though there may be options that are better on the price
28criterion and others are better on the quality and durability criterion (Bateman and Snell,
2004).
Step 4. Implement the pref erred course of action
The decision-making process does not e nd once a choice is made. The chosen
alternative must be implemented. People who implement the decision must understand
the choice and why it was made. They also must be committed to its successful
implementation. These needs can be met by i nvolving those people in the early stages of
the decision process (Alamry and Al ghalby, 2007). Managers should plan
implementation carefully through developing an action plan, determining objectives,
identifying needed resources, building a plan, and implementing the plan.
Step 5. Evaluate the results and follow up as necessary
The final stage in the decision-making process is evaluating the decision. This
means collecting information on how well the d ecision is working. Quantifiable goals (a
20 percent increase in sales, a 95 percent reduction in accidents, 100 percent on-time deliveries) can be set before the solution to the problem is implemented. Then objective
data can be gathered to accurately determine the success (or failure) of the decision (Bateman and Snell, 2004).
Decision evaluation is useful whether the feedback is positive or negative.
Feedback that suggests the decision is wo rking implies that the decision should be
continued and perhaps applied elsewhere in the organization. Negative feedback, indicating failure, means that either (1) implementation will require more time, resources, effort, or thought or (2) the d ecision was bad one. If the decision appears
inappropriate, it's back to the drawing board. Then the process cycles back to the first
stage: (re)definition of the problem. Th e decision-making process begins anew,
preferably with more information, new sugge stions, and an approach that attempts to
eliminate the mistakes made the first time around (Hareem, 2004).
2.2.3 Barriers to Decision-making
Full execution of the five-stage decision- making process is the exception rather
than the rule in managerial decision-making. But research shows that when managers
use such rational process, better decisions resu lt. Mangers that make sure they engage in
these processes are more effective (Bateman and Snell, 2004).
Why don't people automatically invoke such rational processes? It is easy to
neglect or improperly execute these processes. The problem may be improperly defined, or goals misidentified. Not enough solutions may be generated, or they may be
evaluated incompletely. A satisfying rath er than maximizing choice may be made.
Implementation may be poorly planned or ex ecuted, or monitoring may be inadequate
or nonexistent. And decisions are influen ced by subjective Psychological biases, time
pressure, social realities, Organizational structure, and degree of certainty.
292.2.3.1 Psychological Biases
One set of barriers that influence decisi on-making stems from human nature itself.
Decision makers are far from objective in the way they gather, evaluate, and apply
information toward making their choices. Fo llowing are some examples that represent
documented subjective biases:
a) The Availability Bias
Managers tend to use only the information av ailable and give more weight to more
recent behavior. This is because of that, the managers use information readily available
from memory to make judgments. The bias , of course, is that readily available
information may not present a complete pictur e of a situation. For example, if you had a
perfect on-time work attendance record for nine months but then were late for work four
days during the last two months because of traffic, shouldn’t your boss take into account
your entire attendance history when considering you for a raise?
b) Illusion of Control
It is a belief that one can influence even ts even when one has no control over what
happen. Gambling is one example: Some people believe they have the skills to beat the
odds even though most people, most of the time, cannot. In business, such overconfidence can lead to failure because decision makers ignore risks and fail to objectively evaluate the odds success. Relatedly, they may have an unrealistically positive view of themselves or their compan ies believe they can do no wrong, or hold a
general optimism about the future that can lead them to believe they are immune to risk
and failure (Bateman and Snell, 2004).
c) The Representativeness Bias
This is an example of the tendency to ge neralize from a small sample or a single
event. The bias here is that just because something happens once, that doesn’t mean it is
representative that it will happen again or w ill happen to you. For example, just because
you hired an extraordinary sales representative from a particular university, that doesn’t
mean that same university will provide an equally qualified candidate next time. Yet
managers make this kind of hiring decision all the time ( Alateia, 2003).
d) Framing Effects
Framing effects refer to how problems or decision alternatives are phrased or
presented, and how these subjective influences can override objective facts. In one example, managers indicated a desire to inve st more money in a course of action that
was reported to have a 70 percent chance of pr ofit than in one said to have a 30 percent
of loss. The choices were equivalent in their chances of success; it was the way the
options were framed that determined the ma nagers' choices. Thus, framing can exert an
undue, irrational influence on people's decisions.
30e) The Anchoring Bias
Managers tend to make decisions based on an initial figure. The bias is that the
initial figure may be irrelevant to market r ealities. For instance, mangers will often give
their employees a standard percentage raise in salary, basing the decision on whatever the workers made the preceding year. They may do this even though the raise may be
completely out of alignment with what ot her companies are paying for the same skills
(Dessler, 2004).
f) The Escalation of Commitment Bias
If you really hate to admit you are wrong, you need to be aware of the whereby
decision makers increase their commitment to a project despite negative information
about it (Robbins, 2003). This is called escalating commitment—continuation and
renewed efforts on a previously chosen course of action, even though it is not working.
Decision makers may rationalize negative fee dback as a temporary condition, protect
their egos by not admitting that the original decision was a mistake, or characterize any
negative results as a “learning experience” that can be overcome with added future effort. The self-discipline required admitting mistakes and change direction, however, is sometimes difficult to achieve.
Escalating commitments are a form of deci sion entrapment that leads people to do
things that the facts of a situation do not justify. We should be proactive in spotting
“failures” and more open to reversing decisi ons or dropping plans that do not appear to
be working. But again, this is easier sa id than done. Good decision makers know when
to call it quits. They are willing to reverse previous decisions and stop investing time and other resources in unsuccessful cour ses of action. Escalating commitment is
reflected in the popular adage, “If at first you don’t succeed, try, try, again.” (Schermerhorn et al, 2002).
2.2.3.2 Time Pressures
While a certain amount of analysis is required to make informed, today’s fast-
changing business environment might not wa it around for you to make a decision that
takes too long. If you are slowing dow n the decision-making process in your
organization to a snail’s pace, there’s a good chance that you’ve become someone who
is resisting change rather than embr acing it (Nelson and Economy, 2005). The most
conscientiously made business decisions can become irrelevant and even disastrous if managers take too long to make them. A recent study of decision-making processes in microcomputer firms which are a high-tech, and fast paced industry, showed some
important differences between fast –acting and slower-acting firms. The fast-acting
firms realized significant competitive advantag es without sacrificing the quality of their
decisions (Bateman and Snell, 2004).
312.2.3.3 Social Realities
Many decisions are made by a group rather than by an individual manager. In
slow-moving firms, interpersonal factors d ecrease decision-making effectiveness. Even
the manager acting alone is accountable to the boss and to others and must consider the
preferences and reactions of many people. Im portant managerial decisions are marked
by conflict among interested parties. Ther efore, many decisions are the result of
intensive social interactions, bargaining, and politicking (Alamry and Alghalby, 2007).
2.2.3.4 Organizational structure
There may be so much organizational red tape that decision-making is limited to
decision by president. Department managers may lack sufficient authority to make
decisions and may be required to submit to a committee process for some decisions. Decisions made in other departments may, in turn, affect their own, but they may have
no influence in those areas. There may be a lack of sufficient coordination in decision-
making throughout the organization.
2.2.3.5 Degree of Certainty
Degree of certainty under which decisions are made tends to impose limits on
choice. Under conditions of high certainty, th e risk involved in decision-making is low
and decisions may become routine (Hareem, 2004). After they have been standardized
through the use of policies, procedures, and rules, routine decisions may be made at
lower levels of the organization. Conditions of relative uncertainty obviously increase
risk, and managers attempt to evaluate alte rnatives in terms of probable payoff (Alamry
and Alghalby, 2007). Statistical analysis of data, market research, and forecasting are a
few of the decision-making tools that ma y be employed in assessing comparative
probability. Decisions made under great uncerta inty involve the highest level of risk,
and the burden for making such decisions belongs to the top echelons of the
organization.
2.2.4 Group Decision-making
Important decisions are often made by accountable managers working within
small groups of people, most, or all, of whom have information that could be utilized in
the decision-making process. Obviously, se veral individuals who are involved in
decision-making bring together a larger fund of experience, knowledge and creative
insights. If enough time is available, groups usually make higher-quality decisions than
most individuals acting alone (Goodwin and wright, 2004).
The basic philosophy behind using group to make decisions is captured by the
adage "two heads are better than one." (B ateman and Snell, 2004). However, groups
often are inferior to the best indivi dual. How well the group performs on how
32effectively it capitalizes on the potential advantages and minimizes the potential
problems of using a group. Table (3) summarizes these issues.
Table 3 Pros and Cons of Using a Group to Make Decisions (Source: Harem, 2004)
Potential Advantages Potential Problems
1. Larger pool of information. 1. One person dominates.
2. Diversity of information. 2. Time consuming.
3. Intellectual stimulation. 3. Satisficing. 4. Acceptance of the decision. 4. Ambiguous responsibility.
5. People are committed to the decision. 5. Groupthink.
2.2.4.1 Potential Advant ages of Using a Group
Using groups to make a decision offers at least five potential advantages.
1. More complete information and knowledge. By aggregating the resources of
several individuals, more input is applied to the decision process (Alamry and Alghalby, 2007).
2. Increased Diversity of views. The probl em may be new to one group member but
familiar to another (Robbins, 1996). Or th e group may need to consider other
viewpoints such as financial, legal, ma rketing, human resource, and so on to
achieve an optimal solution.
3. Group discussion provides an opportunity for intellectual stimulation. It can get
people thinking and unleash their creativity to a far extent than would be possible
with individual's decision-making (Bateman and Snell, 2004).
4. Increased acceptance of the solution. Peopl e who participate in a group discussion
are more likely to understand why the deci sion was made. This will be translated
into more support for the decision and hi gher satisfaction among those required to
implement it.
5. Higher level of commitment to the decisi on. Group discussion typically leads to a
higher level of commitment to the decision.
2.2.4.2 Potential Proble ms of Using a Group
Of course, group decisions are not without drawbacks. Their major disadvantages
include the following:
1. Domination by the few. Some times one group member dominates the discussion.
Individual dominance has two disadvantages. First, the dominate person does not necessarily have the most valid opini ons, and may even have the most unsound
ideas. Second, even if that person's pr eference leads to a good decision, convening
as a group will have been a waste of everyone else's time (Robbins, 1996).
2. Time consuming. It takes times to asse mble a group. The interaction that takes
place once the group is in place is frequently inefficient. The result is that groups
take more time to reach a solution than would be the case if an individual was
33making the decision. This can limit management's ability to act quickly when
necessary (Hareem, 2004).
3. Satisfying is more likely with groups. Mo st people don't like meetings and will do
whatever they can to end them. This may include criticizing members who want to continue exploring new and better alterna tives. The result is a satisfying rather
than an optimizing or maximizing decision.
4. Ambiguous responsibility. Group member s share responsibility, but who is
actually accountable for the final outcome? In an individual decision, it is clear
who is responsible. In a group decision, the responsibility of any member is
watered down.
5. Pressure to avoid disagreement can lead to a phenomenon called groupthink.
Groupthink occurs when people choose not to disagree or raise objections because they don't want to break up a positive team spirit. Pressure to go along with the
group's preferred solution stifles creativity and the other behaviors characteristic
of vigilant decision-making (Robbins, 2003).
2.2.4.3 Managing Group Decision-making
In order to take full advantage of the group as a decision-making resource, care
must be taken to manage group dynamics to balance individual contributions and group
operations. Effective managers should pay close attention to the group process, and they should manage it carefully. Figure (7) illu strates the requirements for effective
managing group decision-making: (1) an appropriate leadership style; (2) the constructive use of conflict; and (3) the enhancement of creativity.
Figure 7: Managing Group Decision-making (Source: Bateman and Snell, 2004)
Leadership
1. Avoid domination.
2. Encourage input.
3. Avoid satisfying.
4. Remember goals. Constructive conflict
1. Air legitimate
differences.
2. Stay task-related.
3. Be impersonal.
4. Play devil's advocate.
Effective group
Decision-making
Creativity
1. Brainstorm.
2. Avoid criticizing.
3. Exhaust ideas.
4. Combine ideas.
34
1) Leadership style
The leader of a decision-making body must attempt to minimize the process losses
that often occur in free-flowing meetings, such as a committee deliberation or a staff
meeting on a specific problem. In these setti ngs, the risk of social pressures to
conformity, domination, time pressures, and even highly emotional debates may detract
from the purpose at hand. At the same time, the leader should not allow the group to
pressure people into conforming. The leader s hould alert to be to the dangers satisficing.
Also, he should be attuned to indications that group members are losing sight of the
primary objective: to come up with the best possible solution to the problem
(Schermerhorn et al, 2002).
2) Constructive Conflict
Total and consistent agreement among group members can be destructive. It can
lead to uncreative solutions, and a waste of the knowledge and divers viewpoints that
individuals bring to the group. Thus, a cer tain amount of constructive conflict should
exist. Some companies, including Sun Mi crosystems, Compaq, and United Parcel
Service, take steps to ensure that conflict and debate are generated within their management teams (Bateman and Snell, 2004) . Constructive conflict, results in positive
benefits to individuals, the group, or the organization.
On the positive side, conflict can bring important problems to the surface so that
they can be addressed. It can cause decisi ons to be considered carefully and perhaps
reconsidered to ensure that the right path of action is being followed. It can increase the
amount of information used for decision-making. And it can offer opportunities for creativity that can improve individual, team, or organizational performance. (Schermerhorn et al, 2002).
3) Encouraging Creativity
Creativity in decision-making involves the development of unique and novel
responses to problems and opportunities. In a dynamic environment full of non-routine
problems, creativity in crafting decisions often determines how well people and
organizations do in response to complex ch allenges. We examined the group as an
important resource for improving creativity in decision-making. A common used
technique is brainstorming. In brainstorm ing, group members actively generate as many
ideas and alternatives as possible, and they do so relatively quickly and without
inhibitions (Dessler, 2004).
Four rules typically govern the brainstorming process. First, all criticism is ruled
out. No one is allowed to judge or evaluate any ideas until the idea-generation process has been completed. Second, “freewheeling” is welcomed. The emphasis is on
creativity and imagination; the wilder or more radical the ideas, the better. Third,
quantity is wanted. The emphasis is also on the number of ideas; the greater the number,
the more likely a superior idea will appear . Fourth, “piggy-backing” is good. Everyone
is encouraged to suggest how others’ ideas can be turned into new ideas or how two or
35more ideas can be joined into still another new idea. Typical results include enthusiasm,
involvement, and a free flow of ideas usef ul in creative problem solving (Robbins,
2003).
2.2.5 Organizational Decision-making
In organizations decisions are consta ntly made by individuals and groups
(Gruning and Kuhn, 2005). To understand deci sion-making in organizations, a manager
must consider a number of additional concepts and processes, including (1) Negotiation and Decision-making, (2) Decision–Drive n Organization, (3) Organizational
Constraints on Decision-making, and (4) Ho w Decisions are made in Organizations.
2.2.5.1 Negotiation and Decision-making
Negotiation has special significance in wo rk settings, where disagreements are
likely to arise over such diverse matters as wage rates, task objectives, performance
evaluations, job assignments, work schedules , work locations, and more. Negotiation is
the process of communicating back and fo rth for the purpose of reaching a joint
decision. This process can break down becau se of a telling problem—the parties don’t
really talk to one another, at least not in the sense of making themselves truly understood. It can also be damaged by a h earing problem—the parties are unable or
unwilling to listen well enough to understand what each other is saying. Indeed, positive
negotiation is most likely when each party engages in active listening and frequently asks questions to clarify what the other is saying. Each party occasionally needs to
“stand in the other party’s shoes” and to view the situation from their perspective
(Goodwin and Wright, 2004).
2.2.5.2 Decision–Driven Organization
The defining characteristic of high-perfor ming organizations is their ability to
make good decisions and to make them happen quickly. The companies that succeed tend to follow a few clear principles. So me decisions matter more than others . The
decisions those are crucial to building value in the business the ones that matter most. Some of them will be the big strategic decisions, but just as important are the critical operating decisions that drive the business day to day and are vital to effective
execution.
. A company that makes good decisions quickly has a higher metabolism, which
allows it to act on opportunities and overcom e obstacles. The best decision makers
create an environment where people can come together quickly and efficiently to make
the most important decisions (Rogers and Blenko, 2006).
Decision roles trump the organizational chart. No decision-making structure will
be perfect for every decision. The key is to involve the right people at the right level in
the right part of the organization at th e right time. A well-aligned organization
reinforces roles. Clear decision roles are critical, but they are not enough. If an
organization does not reinforce the right approach to decision-making through its
measures and incentives, information flows, and culture, the behavior will not become
36routine. Practicing beats preaching. Involve the people who will live with the new
decision roles in designing them. The very process of thinking about new decision
behaviors motivates people to adopt th em. How clear decision roles, enhance
organizational performance (Rogers and Blenko, 2006) .
2.2.5.3 Organizational Cons traints on Decision-making
The organization itself constrains decision makers, for instance, shapes their
decisions to reflect the organization's perf ormance evaluation and reward system and
organizationally imposed time constraints. Pr evious organizational decisions also act as
precedents to constrain current decisions.
a) Performance Evaluation
Managers are strongly influenced in their decision-making by the criteria by
which they are evaluated (Hareem, 2004). If a division manager believes that the
manufacturing plants under his responsibility are operating best when he hears nothing
negative, we should not be surprised to find that his plants managers spend a good part
of their time ensuring that negative information does not reach the division boss.
b) System-Imposed Time
Constraints Organizations impose datelines on decisions. For instance, department
budgets need to be completed by next Friday. Or the report on new product developments to be ready for the executiv e committee to review by the first of the
month. A host of decisions has to be made quickly in order to stay ahead of the
competition and keep customers satisfied. Moreover, almost all important decisions
come with explicit deadlines. These cond itions time pressures on decision makers and
often make it difficult, if not impossible, to gather all the information they might like
before having to make a final choice (Adair, 2007).
c) Cultural Differences
Cultural background of the decision maker can have significant influence on his or
her selection of problems, depth of an alysis, the important placed on logic and
rationality, or whether organizational decisions should be made autocratically by an individual manager or collectively in groups. For instance, Arab don't necessarily make
decisions the same way that Canadians do (Robbins, 2003).
2.2.6 Computer-Mediated Decision-Making
As in nearly every other aspect of busine ss life, computers have entered the area of
decision-making, where they are useful not only in collecting information more quickly
but also offering several advantages, in cluding the benefits of anonymity, greater
number of ideas generated, efficiency of r ecording and storing for later use, ability to
handle large groups with geographically disper sed members, and in reducing roadblocks
to group consensus (Schermerhorn et al, 2002).
37Computer support for group decision-maki ng, including developments with the
Internet and with intranets, has broken the decision-making meeting out of the confines
of face-to-face interactions. With the softwa re now available, problems can be defined
and decisions can be made through virtua l teamwork by people in geographically
dispersed locations. We know that group decisi on software can be especially useful for
generating ideas. The growing use of electronic brainstorming is one example of the
trend toward virtual meetings. Assisted by special software, participants use personal
computers to enter ideas as will, either through simultaneous interaction or over a
period of time. The software compiles and disseminates the results.
2.2.6.1 Advantages of Electronic Meetings
– Usually less costly than face-to-face mee tings. There is no travel, accommodation,
or meeting room costs involved.
– Less disruptive. Members can participate fr om the comfort of their own offices or
homes. If it is not practical to start a vi rtual meeting on time, members can work on
other things while they are waiting in their own offices or homes.
– Tend to be more efficient, focused, and businesslike than face-to-face meetings.
Members are less likely to digress, ramble, or be casual about the meeting.
– Are ideal for simple decisions that need to be made between face-to-face meetings.
A face-to-face meeting becomes something to look forward to, since it is more substantive issues (Mina, 2002)..
2.2.6.2 Disadvantages of Electronic Meetings
– It is difficult to respond to facial and vocal expressions. Members may be listening
or reading the words, but may miss the ideas and the passion behind them.
Therefore, the decisions may not be as holistic as they need to be.
– It is difficult to detect an emotional reac tion to the discussion and respond to it with
a supportive statement, without seeing the individual who may need this support.
– It is easy to tune out in a virtual m eeting, without anyone knowing that you are
doing it
– Virtual meetings do not engage people on a hum an or social level to the extent that
face-to-face meetings do. The business may indeed be done efficiently, but without the social and human interaction, there is no real opportunity to build cohesion, teamwork, synergy, and loyalty to the organization.
– It is more challenging to maintain privacy and confidentiality in a virtual meeting,
e.g., an e-mail exchange or an electr onic meeting may offer less protection of
information. Therefore, people may be less comfortable discussing sensitive issues (Mina, 2002).
2.3 Business Communication a nd Decision-making at PalTel
Established in 1995 as a public shareholding company, Palestine
Telecommunications Company (PalTel) comme nced its operations on the first, of
38January 1997 as an operator and provider of all types of telecommunication services
including fixed lines, cellular, Internet, da ta communications services, Payphones, and
next generation services in addition to cr eating the backbone for other related telecom
service. With a capital of JOD 131.625 million, PalTel has become one of the major
foundations of the Palestinian economy, a pillar for its growth and progress, and a compass for investment. With a team of over 1560 employees, 15.6% of which are females, PalTel is considered the largest employer in the Palestinian market (PalTel's
annual report, 2007).
PalTel strives to offer the best quality services at competitive tariffs. It has
attained noticeable results at the local, nati onal and international levels during the past
few years. Accordingly, PalTel manage d to improve its economic and competitive
position to be able to match other internationally accredited telecommunications companies. PalTel continuously endeavors in developing and upgrading its commercial,
operational and managerial capabilities and business activities. Moreover, PalTel is committed to developing its employee's sta ndards and qualifications through training
that is held locally or abroad and through workshops and conferences ( www.paltel.ps
).
2.3.1 Vision
Aiming at being the sector leader, through building a strong and advanced
infrastructure for telecommunication sector and to enter international telecommunication technologies to provide a wide variety of telecommunication related
products and services to all subscribers and customers in all Palestinian localities.
2.3.2 Mission
PalTel focused to reach the highest st andards of advancement in serving its
subscribers and providing them with the latest and up-to-date services in a timely manner and at affordable and cost effectiv e levels. In addition, the company always
aimed to realize good return expectations are met.
2.3.3 Strategy
PalTel continues operating according to an overall strategy and key business
drivers that evolve around maximizing the cu stomer's satisfaction. PalTel assure
customer's satisfaction through providing up- to-date technology, and expanding as well
as diversifying the services provided into integrated packages. By being committed to
supplying the best available and affordable quality services to its subscribers and
customers, PalTel aims at winning customer trust and loyalty. This is clearly seen
through:
391. Improving the culture of the company in the field of serving the customers
through increasing the care of them and the type of service provided.
2. Expanding the distribution of the fixed lin es and its added services since it is
has high quality and competitive price.
3. Continuous investment in the network backbone and infrastructure. and the
genuine interest in spreading out internet, data culture, and literacy.
4. Providing a wide range of services to its subscribers with special focus on the
Internet protocol (IP) including the voice and video services.
5. Building on its renowned local success, Pa lTel seeks to invest regionally and
internationally.
6. Expanding the data and Internet services provided to the business sector into
integrated packages.
2.3.4 Main objectives
The main objectives are as following:
a- Providing a wide variety of telecommunica tions related products and services to
all subscribers and customers in all the Palestinian localities.
b- Providing the latest and most advan ced telecommunication, information
systems, data, value added services and third generation technologies in order to
be able to positively respond to customers demands in the various Palestinian localities.
c- Realizing good return on investment a nd assuring that investors are kept
informed of the company plans, short a nd long-term objectives and ensure them
that their expectations are met.
d- As part of its networking with the co mmunity and the Palestinian society at
large, PalTel is actively involved a nd is continuously participating and
contributing to the development efforts of building the new Palestinian society through providing support to unique social, educational, health, economic and telecommunications infrastructure activities and initiatives. The company sees this as part of its responsibility to creat e a modern society that will help position
Palestine to be an active player worldwide and will help realize the Palestinians aspirations and ambitions.
2.3.5 Achievements and Main Difficulties
PalTel, during 2007, faced a lot of obst acles, difficulties and challenges due to
closures and occupation policy. This, as a re sult, hindered PalTel's efforts and plans.
Despite all that, PalTel with its strong w ill and persistence managed to successfully
overcome these difficulties, and achieved the set goals. The previous years were rich with great achievements that empowered the company with more excellence and
reliability. These efforts resulted in the in crease of the number of subscribers from
about 111 thousand subscribers at dec- 1997 to about 350 thousand at dec-2007 as
shown in Figure (8) (PalTel's annual report, 2007).
40Figure 8 the increase in Fixed Lines subs cribers (Source: PalTel's Annual Report,
2007)
Indicator Main
switcssServed
Areas No.of
Working
lines Pentration
(line/ 100
Population)Customer
Servic
centers
Dec-97 15 74 110.893 4% 10
Dec-98 28 210 167.271 6% 18
Dec-99 35 345 222.198 8% 21
Dec-00 52 453 272.212 9% 22
Dec-01 54 460 292.022 9% 23
Dec-02 53 498 301.579 9% 26
Dec-03 53 499 252.038 9% 25
Dec-04 50 518 290.101 8% 25
Dec-05 52 533 348.968 9% 25
Dec-06 50 545 341.33 9% 30 Year
Dec-07 46 546 350.442 9% 30 050100150200250300350400No. o f wor king
lin e s
19971998199920002001200220032004200520062007
Moreover, PalTel enhanced the utilizati on and penetration of the internet in
Palestine by expanding the Asynchronous high De nsity subscriber lines (ADSL) project
which enabled the majority of Palestinians to enjoy browsing the internet with a cost
effective level and high quality Figure (9) s hows the continuous increase in the number
of ADSL subscribers and Internet speed.
Figure 9 the increase in ADSL subscribers and internet speed
(Source: PalTel's Annual report, 2007)
The last years were full of obstacles and difficulties for PalTel. Despite that,
PalTel with its steadfastness and determination, managed to overcome the restrictions and difficulties created by the occupation and siege accomplished goals and objectives.
The following were some of the main difficulties that PalTel had to deal with and
concur:-
1- The segregation wall has created new complications which directly affected the
infrastructure of PalTel in several areas. There was a need for building new
infrastructure, which required additional hard work for PalTel's engineers and 0100200300400500600700800900100011001200
1998
1999200020012002
2003
2004200520062007yearMbps اﻟﺨﻄﻮط ﻋﺪد
0100200300400500600700800900100011001200
1998
1999200020012002
2003
2004200520062007yearMbps اﻟﺨﻄﻮط ﻋﺪد
0100200300400500600700800900100011001200
1998
1999200020012002
2003
2004200520062007yearMbps اﻟﺨﻄﻮط ﻋﺪد
41employees who had to work under very ha rd and risky conditions in order to
ensure the continuity of service for areas under siege. This required providing
alternative locations for serving the customers and fulfilling their needs.
2- PalTel's staff especially maintenance technicians faced mobility and traveling
restrictions and difficulties created by th e occupation. At instances, staff had
difficulties in reaching the worksite due to Israeli checkpoints spread all over Palestine especially in the southern area.
3- PalTel staffs were exposed to several da ngers and aggression: Zuhdi Al-Masri was
shot by one Israeli sniper and suffered sever wounds while performing his duty in
Nablus.
4- Many essential imported shipments, deliveries, and materials stocked and blocked
for more than a year at Karni Main Israel border check point until this current day.
5- Certainly with no any doubt the frequent demonstrated continues Israeli martial
invasions at most Gaza areas and territories caused and resulted in making huge destructions, demolitions, loses, and damages in most PalTel external access
network ; For example, Biet-Hanoon access network was completely destroyed
three times by the invasions, and cost PalTel high Budget to maintain and build it again.
6- Indeed Israeli degraded curfew on the en tire areas of Gaza, which exceeded more
than one year, caused tremendous loses, shortages, and lacks in the most
important needed materials and items. Those in used for both PalTel's access network and internal backbone infrastructures. In additional the curfew paralyzed
all technical, HR, and commercial activates and maintenance operations, even
training targets of PalTel team were badly effected .
In spite all the above mentioned obstacles and damages PalTel teams and
personals overcome that situation by de veloping their own skills and thoughts in
achieving the main PalTel's goals. Some of their ideas were to manufacturing the
essential needed maintenance materials locally at Gaza factories, for example, Plastic
Disruption Boxes, and Card Readers of Pay-Phone, and External Cabinets were
produced successfully, other were the use of the modern communications
technologies tools such as Video Conference, E-Mail, and computers’ inter-networking technologies, which PalTel uses and implements in solving and dealing
quickly with the most above obstacles and risks.
2.3.6 Modes of Communications Used by PalTel
2.3.6.1 Traditional Communication
Before we consider modern communicati ons technologies, it will be useful to
look at some of the basic f eatures of more traditional communication method that used
by PalTel. This provides contrast with MCTs.
a) Face-to-Face Interaction
PalTel's employees are very familia r with face-to-face situations, where
communication is immediate and any response or feedback is also immediate. In
addition they are able to use body language a nd voice tone in the communication to help
42add extra emphasis to particular points or to convey doubts and feeling. As there is no
other form of communication where employees can make this claim, PalTel sets face-to-face communication apart as being special. One of the disadvantages of this tool is that both the communicator and the receiver must be in the same place at the same time.
b) Telephone
This tool is used at PalTel to fulf ill many of the advant ages of face-to-face
interaction in that there is immediacy bot h in conveying the information and response,
and voice tone can be used to enhance the message. But there are also some of the disadvantages. The possibility of misundersta nding is probably even as there is no body
language to clarify meaning. Whilst both comm unicator and receiver are not in the same
place, they must be present at the same time. Answer machines and voice mails give
some flexibility in this respect. We will shortly see that the telephone features strongly in some MCTs.
c) Letters
This traditional method is used for getting information to people without being in
the same place at the same time and it is rea lly suited for formal communication such as
initial introduction, contracts and specifications.
d) Memos
This means of communication allows employ ees to get basic information to others
within the company. The assumption is that the recipient will understand the full
context. Nowadays, memos have been replaced by electronic mail (e-mail).
e) Fax or Facsimile
Fax is a method of sending a hard (p aper) copy of some document over the
telephone. It allows letter type communication without the delay of carrying the specific
piece of paper from the communicator to the recipient. The original document needs to
be read electronically and it is the elect ronic version that is transmitted over the
telephone system. At the receiving end, the electronic document is printed onto paper
before becoming accessible to the recipient.
2.3.6.2 Modern Technology Communication
A variety of MCTs ranging from simple applications like fixed telephone, to
more advanced tools, like the internet-bas ed inter-organizational systems which have
been adapted by PalTel for meeting its communication needs & purposes. These MCTs
have been already become an important a lternative to traditional communication media,
such as memo, fax and original mail.
43Following headline items are a brief description of the most widely used
communication tools and how these techniques are used at PalTel:-
1) E-mail
E-mail is probably the most commonly used communication tool for sending and
receiving updated files, duties, records, in formational data, applications, and tasks
within PalTel and its boundaries. It is an asynchronous method of electronically
transmitting texts, graphs, audios, videos a nd other types of sharing files from one
computer terminal to another as one formal network (Dessler, 2004).
Moreover, the used e-mail system at PalTel has several features that facilitate
employees’ tasks, such as, allowing them to transceiver information to many people &
parties simultaneously, in order to store & back up a huge number of contacts details for
example, their names, e-mails, addresse s, phone numbers, mobile numbers, est.,
.Moreover that also providing them to use an advanced calendar of making new
appointments, daily events, and meeting requests. E-mail most useful applications at PalTel are the following business’ purposes:
• Task- related use, which allows employees to disseminate information, obtain
feedback, solve problems, and coordinate with each other parties.
• Social-related use, which enables employees to participate in interesting
educational/entertainment activities, create and maintain personal contact, and
seeks job’s diversion.
• Broadcast use, which permits user to distribute & announce on line information
to many people simultaneously.
2) Videoconferencing (V.C.)
This communication tool allows PalTel to bring two or more people from
different locations’ areas to watch, see, ta lk and hear each other at the same time on
line, also sometimes involving a sharing co mputer applications’ facility beyond this
service. This Videoconference system has a screen monitor, a camera, a microphone,
and output speakers. Integrated Services Digital Network (ISDN) technology is used at PalTel to make the connection core link of the V.C. technology. It is economical,
professional and high quality of service backbone tool. PalTel uses the benefits of this
communication medium in the following ways:
• Enhancing the access connections among headquarters at Nablus, Ram-Allah
and Gaza Region, especially where a live vi sit is not possible because of Israeli
closure & curfew.
• Improving the participants’ communication and presentation skills as each
participant can share, communicate and aware of the other involved members’
thoughts and ideas.
• Saving time and resources, video conferen cing is usually easier than on site
visiting journey, so communications can be more appropriate and cost effective.
• Motivating & moderating the members’ and the employees’ skills in making
quick, reliable, and convenient decisions.
44
3) Virtual Private Network (VPN)
Virtual private network uses internet tec hnology. Whether the individual is sited at
a desk in Head office or in a back room of their own house is of no consequence to the
technology. Communication is just as fast and just as complete. PalTel used this
technology to give its employees the access to its archives, libraries, e-mail, and software applications. PalTel considerably benefits from this communication medium in
the following fields:-
a- Increasing the productivity in the manner of employees’ efforts and head
managers of making, the right fast concerned actions & instructions.
b- Reducing the total costs and time eff ective those involve in grouping up and
gathering the related parties and member s from many different locations, sites,
and cites in one brilliant network.
4) Chatting Room
Chatting room methodology is also a fre quent in use tool for holding common
meetings for most PalTel's managers. It allows managers from a plenty of places and sites to share the meeting by calling the ch atting room number from their own offices
telephone sets. This process is secured by a password .Every one should enter his/her name to access the Chatting room; any shared member can be indicated of someone
new enters to the meeting. PalTel's managers have been able to reduce costs for their corporate meetings by using the chatting room, and saving many administrative procedures to achieve that purpose. That helps and supports of taking a quick related in
advanced steps & actions in solving problems and issues.
5) Internet-based inter-organizational system (NGS)
PalTel technical team has implemented this Internet technology, which capable of
supporting an updated, organized on time appli cations and requests of all related new,
faulty, transfer, disconnected ,and freezed ADSL, VPN, private Internet, Leased Lines and multi-services deals for all concerned pa rties such as, Internet Service Providers
ISPs, Commercial & financial Dep., Techni cal personals, and main head managers.
Next Generation System (NGS) gives PalTel the facility of inter-firm communication needs. It enables PalTel to customize & f eedback recent database records of all its
multimedia services applications and cases in the manner of showing and analysis the
numbers of active, on waiting demand lists, and cancelled lines.
Trading partners can obtain as much relevant information as they desire from
PalTel main computer servers through the in ternet NGS tool. Such precisely tailored
information made these trading partners serve the company more effectively &
efficiently. NGS is one of the most essential intercommunication mechanisms. Which
build up updated official bonds and ties am ong all the related parties, members,
departments, teams, managers, and ISPs. It combines and assists all the different
PalTel's categories, departments, and head managers through one unique network table
to implement and make the right reliable quick cost effective decisions and instructions
to other concerned members.
45
6) Human Resource program
PalTel increasingly depends on MenaMe internet-based network to link its
employees electronically, and to, therefore, provides instantaneous communicational & organizational sidewise. Since almost all empl oyees already have internet access, PalTel
decided to use the Internet's low-cost and inte ractive features to create an Internet-based
employee communication network. PalTel added a communication application which
later called by MenaME source to its intern et system. MenaME is an employee self
services program that consists of two major parts.
The first part is the Employee Self Services (ESS), which is the employees’ portal
with the HR Department. Each employ ee can inquire his personal profile and
transactions, submit a request from his managers, view and print his salary slip, file in his training needs, and plan his annual reac tion ahead. The second part is the Manager
Self Services (MSS), which
is the managers’ portal with the HR department. Each
manager can monitor his employees under his supervision, analyze their needs, and submit some requests from the HR department for improving his employees’ abilities and skills.
7) Oracle Financial System
Oracle Financial System captures all the transactions related to inventory
management, procurement, suppliers, capital projects, fixed assets, customers, cash management and general accounting and provi des accurate and timely financial reports.
PalTel is considered one of the first comp anies that has implemented oracle successfully
in Palestine (PalTel's Annual report, 2004).
8) Intranet
The Intranet that is used by PalTel pr ovides a single point of access to internal
systems and documents by using a Web interf ace. Intranet is used to create online
repositories of information, which is conti nually updated. Moreover, Intranet provide a
rich set of tools for creating collaborative environments in which members of PalTel
can exchange ideas and share information. Information from many different sources and
media, including text, graphs, video and even digital slides cab be displayed, shared,
and accessed across the company through a simple common interface.
46
Chapter Three: Previous Studies
CHAPTER OUTLINE
3.1 Introduction
3.2 Arabic Studies 3.3 International Studies 3.4 Conclusion
47
3.1 Introduction
Business communication and decision-making have been examined with many
different research strategies. In this chapter, we will shed more lights on some of Arabic
and International studies.
3.2 Arabic Studies
3.2.1 (Al- Manye, 2006):
This study aimed at assessing the situati on in public security establishment in
Kingdom of Saudi Arabia regarding the im plementation of communication technology,
and tried to identify any obstacles facing the improving of decision-making process,
which in turn facing the level of performa nce of the employees. The research applied
the analytical descriptive method. A small random sample that represents 40% of the society was chosen.
The research found that the implicati on of communication technologies has a
great impact on the efficiency of the em ployees in the establishment. The major
obstacles that hinder the use of these technol ogies are the shortage in the number of the
equipments. In addition, the employee, do not receive adequate training to use the equipment properly. Finally, the available equipment suffer from lack of updating and
preventive maintenance, consequently most of them remain out of order most of time.
3.2.2 (Al – Buheisy 2005):
This study aimed at explaining the advantag es of using new technologies such as
Internet, Intranet and Extranet by the Pa lestinian firms and the role that this
technologies can play at the decision-making process. Moreover, the author of this
study has tried to discover the level of us ing such technology by the Palestinian firms
thorough an empirical study. The author has a pplied the analytical descriptive method.
126 employees from the Palestinian firm s participate in a survey, 38% were
commercial, 18% were industrial, 37% were se rvices, and 7% were trading. 71 out of
the participants responded with a response rate of 56.3 percent.
The results of this study show us that only a small part of the Palestinian firms use
(partially) this technology, also it indicates us that the firm size, mangers qualifications,
training courses obtained by them and their English level are key words in using this technology in these firms.
3.2.3 (Al – Shehri, 2004):
This research aimed at examining the role of administrative communication in
performance from the point view of crimin al security staff members in Riyadh city.
This researcher used the survey anal ytical methodology via social survey by
48questionnaire as a research instrument to co llect data. A comprehensive survey has been
used by applying the questionnaire on the tota l population, which consisted of criminal
security staff members in Riyadh city (122 employees).
This research found that administrative communication plays an important role
in solving criminal security staff memb er's problems through the following positively
reflected aspects: accuracy in providing empl oyees with suitable instructions to face
problems and saving time and effort. Moreover, this research found that communication
technologies play an important role in improving staff member's occupational
performance level. This research suggests future studies to examine the effect of administrative communication in facing security problems at other Arab countries.
3.2.4 (Al- Zoghby 2004)
This study aimed of recognizing the extent of communication skills availability of
the head managers at government of ins titutions for stat of Al- karak from the
subordinates point view, then examined the effect of that on the administrative
communication efficiency. A random sample that represents (25%) of the society which
consists of all the employees of public sect or of the stat of Karak (704 employees) has
been chosen. 357 questionnaires have been distributed, 272 out of them responded with
a response rate of (76.2) percent.
The results indicated that the degree of both communication skills availability and
nonverbal messages skills availability are moderated. This study also found that there is a statistical significant correlation between administrative communication skills and administrative communication efficiency, as well as, between the nonverbal messages elements and administrative communication. Th e research suggested future studies in
Jordon to examine other variables in Jordon to examine other variables that effect the
administrative communication such as informal communication.
3.2.5 (Abu Al- Ghanam 2002):
This study aimed at investigating the effect of nonverbal messages in the
administrative communication efficiency on the st at directorates in Deban. To achieve
the purposes of the study, the researcher designed a questionnaire. A small random
sample that represent (48.48%) of the society has been chosen. The sample of the study consisted of 350 employees. (305) out of them responded, with a response rate of
(87.14) percent.
The study revealed that there is a statistical significance correlation between
nonverbal messages and the efficiency of th e administrative communication. Also,
there is a statistical significant correlati on between the responses perception of the
nonverbal messages and the modified variables (leadership type, information characteristics, department , and organizational design), as well as, between the responses perception of the administrative communication efficiency and the modified
variables. This study suggested future studi es examine the effect of nonverbal messages
on the organizational culture.
493.2.6 (Al- Hawamda 2002):
This study aimed at examining the effect of decisions information characteristics
on the ability of organizations to adapt to th e task environment. The sample of this
study consisted of all administrators in the biggest companies in the southern region of
Jordan (cement, potash, salt, and phosphates) . A total of (335) questionnaires were
distributed, of which (245) retuned and were found suitable for statistical analysis.
Descriptive static, Simple Regression Analys is multiple and stepwise Regression were
conducted to test the hypotheses.
The study found that there is a statica lly significant relationship between the
characteristics of information and the ability of the companies to adapt to the task
environment, and the information of char acteristics of information explained about
(78.1%) of the variance from the independe nt variable. This study suggested future
research to examine the relationship between the decisions information characteristics
such as the bias, trust satisfaction and the ab ility of organizations to adapt to the task
environment.
3.2.7 (Al- Lozi, 1999):
This Study investigated the competency of administrative communications at
Jordanian governmental institutions as conceived by its employees in relation to gender, experience, job level and qualification. In this study a total of 658 employees from 12 governmental institutions (93337 working employees) were chosen randomly. The research instrument consisted of two parts: personal information about research subject which formed the independent variables, and a questionnaire to identify their conception of administrative communications competency which consisted of four
major areas: Openness, validity, and explicitness of communication system; communicating the necessary information and in good time; Fitting in with aspirations,
expectations and values; and choosing the appropriate method for communication behavior.
The research findings showed a positive level of employee's conceptions of
Administrative Communications competency in general. The field of openness, validity, and explicitness of communication system refl ected the highest level while the field of
communicating the necessary information and in good time was the lowest. The result also showed that there were no consider able effects of either academic rank or
experience in relation with the competency of Administrative Communications. It was
also found that the conceptions of male employees towards communication competency
were higher than those of female employees in all fields of study except for choosing
the appropriate method for communication behavi or. In addition, job level had an effect
in the field of fitting in with aspirations , expectations, and values; and communicating
the necessary information and in good time and in favor of managers, whereas it had no
considerable effect with its relation to the other two fields.
The research suggests future studies to explore the effect of new variables on
administrative communications efficiency in general and specially on the formal and
informal communications. Moreover, this re search suggests making the same study in
the private sector in Jordan.
503.3 International Studies
3.3.1 (Smyth, 2008):
This article discussed the meaning and value of employee engagement. A
research was undertaken by the author of th is article as a temporary organizational
fellow with McKinsey of & co. among 59 organizations worldwide. This research concluded that the primary driver resulting in engaged leaders and employees is the
appetite and ability of leaders at every leve l to engage their subordinates in every
decision-making and bigger-ticker change. In other word, to share their power and
reach down to those who deliver the service or make change happen on the front line.
Power sharing from the author point vi ew means admitting as a leader that you
don't know all the answers, and being able to lead, and manage or supervise as a guide.
More over, the author also found that leader s who engage the right groups in every day
decisions and in designing and executive change will benefit both in terms of the quality of decisions and the speed of execution that derives from people who feel ownership of
the out come. Finally, the author explained the hereunder seven key points that leaders
should remember about employee engagement:
1- Past Patterns are the best predictors of future behavior.
2- Leader's approaches to employee engagement are often instinctive and
irrational.
3- The primary driver of employee engagement is opening up decision-making.
4- Look within for good examples of employee engagement.
5- Look for obstacles to change among the senior leadership.
6- Engage people in solving crises as well as identifying opportunities.
7- Engagement is a terrific opportunity for communicators.
3.3.2 (Berry, 2006):
This article examines 25 years of business communication and management
literature to reach and understanding of how computer- Mediated Asynchronous
Communication CMAC can improve organizational communication team processes and
decision-making. This article found that CM AC has brought about radical changes in
understanding communication teamwork and decision-making. Computer-Mediated teams do not have to be co present in time or space to collaborate, share information or
make decision. CMAC allows the creation of virtual teams and input from the many
instead of just the few.
CMAC teams can quickly be changed in size to include additional experts as
needed or to from sub teams. CMAC can allows time for research or for seeking outside counsel and discussion and information are easily shared electronically among a large
number of team members. CMAC creates permanent and evolving record of
discussions, creating a database to docum ent the expeditions and responsibilities of
team members. This article raises several questions that need further clarification and research such as:
51a- How can organization create a sense of urgency and responsibility within
CMAC teams so that decisions made?
b- How is motivating team members differe nt in CMAC teams compared with
synchronous face-to-face teams?
3.3.3 (Byrne and May, 2006):
This study examines the effect of different levels of media (from lean to rich) on
the satisfaction in and perceived quality of organizational Communications, as well as
perceived quality of urgent news. In this study 598 employees from the US based offices of a thriving high t echnology oriented organization participate in a survey. 162
managed at least one other individual, the rest were individual contributors with no
management responsibility, 65% were males, 30% females, while 5% chose not to indicate their gender; 52.8% indicated they had been with the organization between one
and 5 years, 24% between 6 and 10 years; 24% reported between 31 and 40 years of age
and 26% reported being between 41 and 50 years of age.
The results of this study showed that employees derived most of their satisfaction
with the information they received about th eir job from rich communication channels
such as face-to-face meetings, phone conversa tions, and departmental meetings with
their bosses. Lean communication mechanisms such as the quarterly meeting, the
employee newsletters, or written memos and notices contributed a small addition to
their satisfaction level in information about their jobs. E-mail and the internet (moderate
communication mechanism) contribute nothing in additional to the rich and lean media.
The study found the opposite results for information about the company and
urgent news. Employees were more satisfied with information about the company when
it delivered via lean communication media as compared to tech media. This study also
found that employees rated their perceived quality of information received from their supervisor higher when it received via a rich medium as compared to lean medium.
3.3.4 (Michie et al., 2006):
This study explored the interviewing pro cesses that link top management team
(TMT) diversity and organizational performance. This study proposed a model that incorporated both moderating and mediating influences by using Fiol's concept of
unified diversity and employing an informa tion processing perspective of strategic
decision-making; and they tested the hypothe ses using data from specific strategic
decisions faced by 85 top-level decision-making teams within the health care industry.
Results of this study were found to suppor t the expectation of the authors; the
goal consensus moderates the relationship be tween informational diversity and decision
quality within the management teams. In addition, team member collaboration was found to partially mediate this effect. The aut hors of this research suggest future studies
to examine the potential moderating and mediating roles of team process variables of top management teams, such as decision sp eed, commitment and some forms of shared
52framing which could be tested as possible mediators of effects of TMT informational
diversity on decision processes .
3.3.5 (Caballer et al, 2005):
This paper analyzed the direct and combined effects of the communication
media ad time pressure in group work on th e effective's responses of team members
while they were performing intellective tasks. A laboratory experiment was carried out with 124 subjects: all of whom were graduate students of psychology. The majority of
the participants were female (n= 101, 81 percent), and the average age was 21.3 years. The subjects were randomly placed in 31 groups of four members each. A 2X3 factorial
design with three media (face-to-face, video- conference, and e-mail) and time pressure
(with and without time pressure) was used to determine the direct and combined effects
of these two variables on group members satis faction with the process and with the
results, and on members commitment with the decision.
Of the 31 groups, ten groups worked in a face-to-face condition, ten groups
worked in the e-mail condition, and 11 groups worked in the videoconference condition,
half of the groups in every condition work ed under time pressure, and the other half
worked without a time limit. Participants were randomly assigned to the direct and
combined effects of these two variables on group members' satisfaction with the process
and with the results, and on member's commitment with the decision.
Result show a direct effect of comm unication media on satisfaction with the
process, with confirm the pred iction of the media-task fit model, and a negative effect
of time pressure on satisfaction with group results and commitment to those results.
Most interestingly, the interaction eff ects for the three dependent variables are
significant and show that the most deleterious effects of time pressure are produced in
groups working face-to-face, while groups me diated by videoconference improve their
affective responses under time pressure.
3.3.6 (Dearing, 2005):
This article suggested eight simple prac tices to increase the quality and quantity
of output from leadership team meetings. These eight tactics will help leaders make and communicate clear decisions about their organizations:
1- Know the Agenda in Advance. Pick a da y at a reasonable interval before the
meeting, and make it the due date for the agenda. Communicate the agenda deadline to all direct reports.
2- Have a process. Use the same process for every leadership team meeting. Don't
follow the process so rigidly that it becomes a liability.
3- Identify Decisions. At the beginning of the meeting, turn each agenda item into a
question. Then have the whole team fo cus on answering that question. This
approach greatly simplifies decision-making.
4- Set a Decision-making Threshold. Reme mber that different threshold pose
different trade offs. Picture a conti nuum, with a single decision maker on one
53end, and 100% team consensus on the other. Be willing to change your
threshold if necessary to get the job done.
5- Put Staff Experts to Work. Before the mee ting, put a staff member in charge of
each decision to be made. Ask them to create tight, concise briefs Summarizing the following; the decision to be made; the main pros and cons;
and implications of the possible outcomes.
6- Summarize Decisions. Never leave a decisi on or subject and go on to the next
without writing out the basics of what the team decided.
7- Create a Record. Have someone take not es of your meeting. Choose a note
taker who has knowledge of the team.
8- Assign Communication. At the end of ev ery meeting, review the outcomes.
Decide who should communicate what, to whom, for each item. Set firm
"communicate by" dates.
3.3.7 (Pissarra and Jesuino, 2005):
This study examined the effect of the technology and anonymity condition on
the quality, quantity and diversity of the ge nerated ideas, as well as on group member's
satisfaction. The study used 2*2 factoria l design combining two group support system
tools (topic commenter VS Electronic br ainstorming) X anonymity (anonymity of
sources VS identification of sources). A total of 150 volunteer college undergraduates
have participated in this study; 60 male a nd 90 female with an average of 20.653 years
old.
The results of this study showed a positive effect of anonymity on the
satisfaction of group members, on the num ber of good ideas and on the semantic
diversity. It was Cleary found that anonymity positively affects group's performance in
idea generation, reducing the evaluation effect and the fear of disagreeing. A marginal effect on satisfaction was also found to be rela ted with the type of tools. Contrary to
expectations, this study found that electroni c brainstorming didn't generate greater
diversity of ideas. Moreover, this study found that there was an impact of technology on
the flow of ideas and on the emergence of new conceptual categories.
3.3.8 (Cai, 2003):
This study examined the decision theory, pa rticularly in terms of the antecedents
and consequences of adopting and implementing inter-organizational internet communication and related decision-making pr ocesses. The author first identified
the following three key dimensions of in ternet communication behaviors based on
the relevant literature review: frequency, diversity, and formality. Then the author conducted a series of one-to-one telephone interviews. Finally, the author collected data from 284 Chinese manufacturing firms a nd analyzed the data using structural
equation modeling technique.
The results of both interviews and structural equation model test revealed that
the frequency and diversity of internet communication played an important role in
54determining the level of purchasing perfor mance, while formality was critical to
managing information flows over the internet and preventing potential internet information security risks. Further, this study showed that two factors, such as
perceived internet security risks and nor ms of internet information sharing,
significantly influenced internet comm unication behaviors. Finally, this study
suggested future research to test proposed model of this study in a different country
setting and in the context service companies.
3.3.9 (Johnson, 2003):
This research examined how media richness affects decision-making, subjective
judgment, and risk propensity. In this research, different communications channels are used in a laboratory setting (3*2 factorial design) to investigate how media
richness affects decision-making under certa inty. One hundred and eighty four (184)
students were recruited from the student popula tion at Baruch College, city university of
New York. Subjects were randomly assigned one of two roles, either buyer or seller,
and paired for participation. At the st art of the experiment, Subjects completed a
questionnaire, which elicited information about their abilities to make inferences from
information communicated by a telephone or a computer. This questionnaire was also used to gather demographic information. After the questionnaire was completed,
subjects were given instructions on how to complete the experimental task.
This research found that increasing or decreasing richness of media dose not
uniformly alter decision-making constructs , such as message significance, message
reorientation, and subjective judgment. Th e findings indicate, among other things, that
individuals tend to center their decision-making on fewer unrelated ideas or less divergent perspectives in rich media; and th at irrespective of the risk induced preference
situation, individuals tend to ascribe more importance and meaning to messages
conveyed when using an instant messaging communications systems.
3.3.10 (Colquitt et al, 2002):
This study examined the effects of computer-assisted communication on team
decision-making performance as function of th e team's openness to experience. Seventy –
nine teams performing multiple cue probability learning tasks were randomly assigned to
1 of 2 experimental conditions; a) Verbal communication or (b) computer-assisted
communication (which combined verbal and computerized communication).
The results indicated that access to com puter-assisted communication improved the
decision-making performance of teams. More over, the beneficial effects of openness in computer-assisted conditions were mediated by the efficiency with team's integrated
verbal and computerized forms of communications.
553.3.11 (Citrin, 2001):
This study examined the impact of communication media characteristics on
information quality perceptions in an indus trial purchasing context. A mail survey
of 1000 of the purchasing managers from the transportation equipment manufacturers in the United States was conducted to gather cross-sectional data. This survey was designed to examin e the impact of communication media
characteristics, such as speed and quality of feedback, and the presence of multiple cues on information quality perceptions in a business-to-business purchasing context.
This study found that feedback quality is an important predictor of all the
different dimensions of information qua lity (clarity, relevance, accuracy, and
timeliness) for the three communication media examined (salesperson, technical literature, and web information sources). Feedback speed was found to affect
significantly perceptions of information accu racy and timeliness only. The impact
of multiple cues was somewhat less uniform and varied with the information quality
dimension and the medium conveying the information.
This study raise that marketers need further research to provide valuable
information to examine the impact of the different dimensions of information quality on the use of that information for different stages in the purchase decision-making process; such as information search, alternative evaluation, and
product/vendor choice.
3.3.12 (Cortesi, 2001):
This study investigated the effect of communication channel (face-to-face,
audio-conferencing, and videoconferencing) on group composition (group size, gender,
age, and organizational level), participation (level and equality of participation, and performance (achievement, efficiency, and satisfaction). The field study investigated
"traditional" groups facing real, not experiment ally contrived, problems. They worked
on two types of meeting tasks including convergent tasks, which require more interpersonal interaction and produce more conflict (such as decision-making), and divergent tasks, which require less interpersonal interaction and produce less conflict (such as idea generation).
The study used a multi-method approach and included both qualitative and
quantitative data collection procedures. These including structured non-participant observation during meetings, as well as group member's surveys following the meetings. The study was accomplished over the period of six month at a 400-employee research organization located in the northeastern United States. This study found that communication ch annel had a significant effect on group
composition. Participation and performan ce were also highly dependent on channel.
Group members participated more often in face-to-face meetings but more equally in
56audioconferecing. Groups produced more id eas face-to-face and were least efficient
using videoconferencing to generate ideas and decisions. Finally, group satisfaction
was perceived to be highest for face-to-f ace meetings. This study recommended a future
studies to consider the effect of newer Internet-based communication technology on composition, participation, and performance.
3.3.13 ( Huisman, 2001):
This study is specifically aimed at providing an interactional linguistic
conceptualization of decision-making process. In this study conversation analysis is
used to identify those interactions and linguis tic features at four Dutch organizations, in
order to examine decision-making in the par ticular context of management meetings.
The research highlights the ways in wh ich organizational members collaboratively
create the future of their organization.
The results of this study show that the formulation and content of decisions is
inextricably connected to the situations in which they are produced and decisions
depend on the communicative norms of th e group. The study demonstrated that
decision-making processes incorpor ate at least three key elements , first, a decision is
a formulated future state of affairs that is positively assessed by relevant participants,
second, decision actually is depends on the cu lture of a team, and finally, the research
has demonstrated the importance of considering the subjective, situational and interpretive characteristics of formulations.
3.3.14 (Purdy and Nye, 2000):
This study examined the impact of Media richness on both objective and
subjective negotiation outcomes. In this study, 150 undergraduate students enrolled in business administration classes at two campuses of a western V.S. university.
Participants average 9.8 years of work experience. The sample was 56% female with a mean age of 30 years. Participants were randomly assigned to one of four media conditions: face-to-face, video c onference, telephone or computer talk. Each participant
was assigned to the role of retail store ma nager (buyer) or manufacturer's representative
(seller) and charged with negotiating the sale of a man's clothing line. After completing
the negotiation, participants responded to a post-negotiation questionnaire.
This research found that rich communica tion media are more likely to encourage
collaborative behavior than poorer media are. Another important finding of this research
is that the face-to-face and videoconference conditions generated similar joint profits
and satisfaction levels. More over, the research found that media richness directly reduced bargaining time, but did not affect profits. Media richness dose not directly
affect subjective bargaining outcomes, but rath er affects them indirectly by influencing
the bargaining process and objectives outcomes.
573.3.15 (Bhappu, 1999):
This research tried to understand how demographic diversity affects individuals in
teams by examining the team decision-making process in depth. The research studied the intervening process variables of conf lict and miscommunication, as well as the
outcome variables of team identity and decision quality. It also examined how
communication media affect individuals in th ese same teams. A field experiment was
conducted. Subjects were assigned to cond itions based on their actual roles in an
organization. Using a balanced 2*2 design, this research constructed demographically
diverse and homogenous work teams along the dimensions of organizational function,
racial-ethnic minority status, and sex. Teams communicated face-to-face or using
computer-mediated communication technology.
This research found that demographic diversity has both a positive and negative
effects on the ability of individuals to identif y with their team and to negotiate higher
quality decisions. Moreover, the results of this research showed that when teams
communication was computer mediated, indivi duals in these teams had weaker team
identity and lower decision quality.
3.3.16 (Citera, 1998):
This study examined the differences in individual influence and decision quality
across communication media. Sixty-four par ticipants (35 females and 29 males) were
recruited from introductory psychology course . The subjects were placed in 32 groups
of two participants each. All groups comm unicated over all three media: face-to-face
telephone, and computer. Participants complete d three different tasks. Each task was
performed over different type of communication media.
The results showed that influence for dom inating participants remained stable
across the three media conditions. Less domina ting participants, on the other hand, had
higher levels of influence in the telephone condition. Influence for less dominating participants, computer-mediated conditions. Furthermore, quality of decision did not
differ across communication media. This study suggested a future research in the area
of comparing media effects on group pro cesses and output using different tasks.
3.3.17 (King and Xia, 1997):
This paper examined the effect of lear ning experiences with nine communication
media, based on perception changes of me dia appropriateness. Two hundred ninety-
five MBA students participated in longitudi nal quasi-experimental study. Students were
taught to use new media to communicate with team members in addition to the use of
familiar media. The average age of the subj ects was 27 years old with an average of
four years work experience. Thirty-one percent of the subjects were women and 30%
were international students. Results of this paper indicate that traditi onally rich media such as face-to-face, group
meetings, and telephone were consistently perceived to be more appropriate than
58emerging new media over time. In addition, changes in perception of media
appropriateness were directly related to the participants learning experience, and were particularly salient with new media. Furt hermore, increased use of some media was
found to be associated with decreased use of other media. This paper demonstrates that
deliberate technology-use mediation can be an effective management mechanism to
facilitate an individual's ability to gain experience in the use of new technology. This paper suggests making future research to see if increased experience with media affects
performance.
3.3.18 (Alexander et al, 1991):
This study examined two potential indivi duals difference measures (communicate
apprehension and self-monitoring) and their eff ect on media choice. Data were gatherer
from middle-and upper- level managers of banks in the state of Arizona. Questionnaire
was mailed to 743 banking managers in the st ate. A total of 396 questionnaires were
returned for a response rate of 53%. Res pondents classified into three levels of
management with 11.5% first-level Mana gers, 74.1% middle-level managers, and
14.4% upper-level managers. There were 125 women (31.6% of respondents) and 271
men (68.0) in the sample. Mean age of respondents was 45; and the median level of
education was "some college".
This study found that individuals who experience higher levels of oral
communication apprehension are fewer me dium sensitive than are their less
apprehensive counter parts. Individuals' differences in communication apprehension do
have stronger impact on media sensitivity in cases of low message equivocally than in
those of high equivocally. Managers drama tically prefer face-to-face interactions for
high-equivocally messages, and they prefer the telephone for low-equivocally one. This
study suggests that future researchers should attempt to identify the types of personality
variables that have more pronounce effects on media choice.
3.4 Conclusion
Some aspects that affect business communication and decision-making were
briefed from the previous researches. Those studies used different types of
methodologies, some of them applied the an alytical descriptive method, and another
part of them carried laboratories experime nts, while others used proposed modules.
Moreover these studies were conducted on diffe rent types of organizations including the
governmental institutions, public security establishments, and private sector's firms. These studies conducted on different countries with different societies, environments
and cultures such as Saudi Arabia, Palestine, Jordan, USA, and China in the period between 1991 and 2008. The applied samples vary in their types, such as MBA students
and firm's managers. Part of the results that were found through out this study come on
line with the previous researches and other findings were the privilege of this study.
59
Chapter Four: Research Methodology
CHAPTER OUTLINE
4.1 Introduction
4.2 Data Collection 4.3 Statistical Analysis Tools 4.4 Validity and Reliabi lity of the Questionnaire
4.5 Research Population and Sample Selection 4.6 Characteristics of the Sample
60
4.1 Introduction
To accomplish the research objectives sp ecified in chapter 1, this study was
conducted in two phases. In the first phase, the relevant literature on business
communication and decision-making were re viewed. Based on the literature review
results, related hypotheses were produced. In the second phase, an initial survey
questionnaire that measures the variables and their relations was developed. After revising and refining the initial questionnaire through a pretest and subsequently a pilot study, a final of the questioner was generate d and then was administered to a large
group of PalTel's employees in the three most important managerial levels (Top
management, middle management, and low level management) The data collected from the survey were analyzed to test their related hypotheses.
4.2 Data Collection
As the study follows the analytical descriptive methodology, different tools to
collect primary and secondary data were utilized as follows:
4.2.1 Secondary data
To introduce the theoretical literature of the subject, the following data sources
were used:
– Books and references in both English and Arabic about business
communication and decision-making.
– Periodicals, published papers and articles. – PalTel's reports and statistics – Web sites.
4.2.2 Primary data
To collect the primary data of the re search, a questionnaire was developed and
distributed to the sample of the study. This questionnaire consists of two parts:
Part one: Include the personal and professional information about the subjects. Part two: Include the three dimensions of the study, which are:
1- The effect of using MCTs on decision-making process at PalTel.
2- The effect of communication methods on decision-making process at PalTel.
3- The effect of employee's communication skills on decision-making process at
PalTel.
4.2.3 Data Measurement
In order to be able to select the appr opriate method of analysis, the level of
measurement must be understood. For each type of measurement, there is/are an appropriate method/s that can be applied and not others. In this research, ordinal scales
were used. Ordinal scale is a ranking or a rating data that normally uses integers in ascending or descending order. The numbers assi gned to the important (0, 1, 2, 3, 4) do
61not indicate that the interval between scales are equal, nor do they indicate absolute
quantities. They are merely numerical labe ls. Based on Likert scale we have the
following:
Item Strongly
Disagree Disagree Neutral Agree Strongly Agree
Scale 0 1 2 3 4
4.3 Statistical Analysis Tools
The researcher used data analysis both qualitative and quantitative data analysis
methods. The Data analysis will be made utilizing (SPSS 15). The following statistical
tools were utilized:
1. Cronbach's Alpha for Reliability Statistics
2. Spearman Rank correlation for Validity
3. Frequency and Descriptive analysis
4. Nonparametric Tests (Mann-Whitney and Kruskal-Wallis)
5. Chi-square Test of Independence
4.4 Validity and reliabilit y of the questionnaire
This section presents the pilot study a nd tests of reliability and validity of
questionnaire.
4.4.1. Pilot Study
Several steps were taken to pretest the questionnaire. First of all, the researcher,
who is a native Arabic, converted the Englis h version of the questionnaire into Arabic.
Then, one researcher, who is fluent in both Arabic and English, translated the Arabic
version back into English to check for c onsistency with the original. Moreover, one
doctor, who is Arabic-English bilinguals, in one major university in Gaza Strip
examined both the Arabic and the English ve rsions and concluded that the translation
was accurate.
The second pretest was conducted using in-dep th interviews with five individuals
from different management's levels. This helped clarify the questionnaire and highlighted certain aspects of the communication situation, which had to be included in the questionnaire. Then, twelve research experts examined the questionnaire for face validity. The names of questionnaire referees are listed in (Appendix D). After some
alterations to the wording of some questi ons, the questionnaire was administered to 40
employees within PalTel. The result of the pretest indicated that the questionnaire took
approximately 15 minutes to complete and th at a majority of the respondents appeared
to find it interesting to answer (probably due to the relevance of the questionnaire
content to the respondents' typical work).
624.4.2Validity of the Questionnaire
Validity refers to the degree to which an instrument measures what it is supposed
to be measuring (Pilot and Hungler, 1985). Va lidity has a number of different aspects
and assessment approaches. Statistical validity is used to evaluate instrument validity,
which include criterion-related validity and construct validity.
Statistical Validity of the Questionnaire
To insure the validity of the questionnaire, two statistical tests should be applied.
The first test is Criterion-related validity test (Spearman test) which measures the correlation coefficient between each paragra ph in one field and the whole field. The
second test is structure validity test (Spearman test) that used to test the validity of the
questionnaire structure by testing the validity of each field and the validity of the whole
questionnaire. It measures the correlation coe fficient between one filed and all the fields
of the questionnaire that have the same level of similar scale.
4.4.2.1 Criterion Related Validity
Internal consistency of the questionnaire is measured by a scouting sample, which
consisted of 40 questionnaires through measur ing the correlation coefficients between
each paragraph in one field and the whole filed.
Based on the pilot sample statistical analysis, six paragraphs were deleted.
Paragraphs 2 and 17 were dele ted from the first dimension “The effect of using MCTs
on decision-making process at PalTel” because the Sig. (p-values) were equal 0.087 and
0.356, respectively which greater than 0.05. Paragraphs 9 and 14 were deleted from the
second dimension “The effect of communi cation methods on decision-making process
at PalTel” because the Sig. (p-values) we re equal 0.064 and 0.371, respectively which
greater than 0.05. Paragraphs 3 and 14 were deleted from the third dimension “The third dimension: The effect of employee's co mmunication skills on decision-making process
at PalTel” because the Sig. (p-values) we re equal 0.129 and 0.066, respectively which
greater than 0.05.
In addition, four paragraphs were modified, paragraph 13 from the second
dimension and paragraphs 6, 11 and 15 from the third dimension.
-Correlation Coefficient of each paragr aph of the effect of using MCTs on
decision-making process at PalTel dimension and the total of this part.
Table (4) clarifies the correlation coeffici ent for each paragraph of the effect of
using MCTs on decision-making process at Pa lTel and the total of the field. The p-
values (Sig.) are less than 0.05, so the correla tion coefficients of this field are significant
at α = 0.05, so it can be said that the paragraphs of this field are consistent and valid to
be measure what it was set for.
63
Table 4 Correlation coefficient of each pa ragraph of the effect of using MCTs on
decision-making process at PalTel d imension and the total of this part
No. Paragraphs Spearman
Correlation
Coefficient P-Value
(Sig.)
1. MCTs (E-mail, V.C., Internet, Intranet etc) enhance
the efficiency of communication among employees. .431 0.003*
2. MCTs make attaining information easier. .397 0.006*
3. MCTs assist in assigning clear responsibilities for
the employees .644 0.000*
4. MCTs at PalTel assist in providing updated Data
Base of understanding works’ obstacles and their on line developing stages. .488 0.001*
5. MCTs enhance positive relations among
employees. .502 0.000*
6. Modern communication techniques assist in
implementing decentralization in decision-making .577 0.000*
7. PalTel does not exaggerate in stressing the
confidentiality of information exchanged which leads to employees being effectively benefited from modern communication techniques. .470 0.001*
8. MCTs are effectively used to increase
communication opportunities between clients and distributors. .378 0.008*
9. PalTel uses MCTs that motivate employees to
participate which consequently lead to numerous
alternatives to the problems encountered. .417 0.004*
10. Communication technologies are frequently
updated at PalTel to adapt with the rapid acceleration in technologies .447 0.002*
11. MCTs are impersonal (no human feelings and
senses) .381 0.008*
12. MCTs help me organize the daily work job .413 0.004*
13. MCTs assist in reducing mistakes committed at
work. .298 0.031*
14. E-mail is used for routine communications which
do not need sending complicated information .484 0.001*
15. E-mail is not improperly used in unnecessary
communication.(not related to work job) .577 0.000*
16. Electronic communications’ methods enable me to
follow up my tasks remotely (away from the office). .436 0.002*
17. Intranet and internet networks are efficiently and
effectively used for they include attainable essential information. .390 0.006*
18. MCTs enhance PalTel staff members’ abilities to
adopt decisions on the team level. .488 0.001*
* Correlation is significant at the 0.05 level
64- Correlation Coefficient of each paragr aph of the effect of communication
methods on decision-making process at PalT el dimension and the total of this part.
Table 5 Correlation coefficient of each pa ragraph of the effect of communication
methods on decision-making process at PalTel and the total of this part
No. Paragraphs Spearman
Correlation
Coefficient P-Value
(Sig.)
1. Oral communication methods (personal
interviewees, telephone calls, meetings, presentations etc.) encourage employees to pose questions for vague issues that they may face. .422 0.003*
2. Work meetings enhance creative thinking which
assists in adopting proper decisions. .620 0.000*
3. Oral communication methods provide employees
with simultaneous feed back which enhance the efficiency of communication process. .563 0.000*
4. Written communication methods (reports, memos,
letters, etc.) provide employees with the ability to analyze massages. .565 0.000*
5. Periodic reports are properly utilized to easily and
quickly identify the problem encountered. .367 0.010*
6. Written communication methods provide
employees with the ability to send messages to the different concerned parties. .559 0.000*
7. More than one communication method can be used
at once to achieve the related target (example: sending a written massage and then follow it up with telephone call for clarifying the issue). .680 0.000*
8. I prefer handling the complicated problems through
oral communication. .285 0.037*
9. Brainstorming sessions can be utilized to explore
many alternative for the problem encountered. .512 0.000*
10. Personal interviewees provide employees with the
ability to exchange information, signals, sings, and
emotions that assist in overcoming complicated obstacles. .619 0.000*
11. I resort to written communication methods to
address my direct supervisors at work. .481 0.001*
12. Informal communication channels (social relations
among individuals and or groups at the company) are properly used to deliver essential information. 0.461 0.001*
13. Horizontal communications contribute to solving
problems among the existing departments. .473 0.001*
* Correlation is significant at the 0.05 level
65Table (5) clarifies the correlation coeffici ent for each paragraph of the effect of
communication methods on decision-making process at PalTel and the total of the field.
The p-values (Sig.) are less than 0.05, so th e correlation coefficients of this field are
significant at α = 0.05, so it can be said that the paragraphs of this field are consistent
and valid to be measure what it was set for.
– Correlation Coefficient of each pa ragraph of the effect of employee's
communication skills on deci sion-making process at PalT el dimension and the total
of this part.
Table 6: Correlation coefficient of each paragraph of the effect of employee's communication skills on decision-making pr ocess at PalTel and the total of this
part
No. Paragraphs Spearman
Correlation
Coefficient P-Value
(Sig.)
1. I listen carefully during the communication
process. .472 0.001*
2. I do not hesitate to repeat the points that I
understood to confirm my understanding. .491 0.001*
3. During listening, my direct supervisor tends to
reduce interruption and noise. (Example: close the door, stop receiving calls etc.,) through addressing listening operations. .663 0.000*
4. Direct supervisors do not stress on their opinions
and always listen to others. .710 0.000*
5. I do collect the substantial related information
about the work problems before making decisions. .276 0.045*
6. Employees tend to select the most proper time for
communication process. .627 0.000*
7. I tend to use precise statements that express my
ideas. .429 0.003*
8. I tend to used proper tones and voice pitch during
the communication process. .310 0.026*
9. I tend to comprehend letters without any personal
bias. .526 0.000*
10. I specify the precise objective before initiating the
communication process. .290 0.035*
11. I use the most suitable communication method to
ensure the achievement of my predetermined objectives. .368 0.010*
12. PalTel employees enjoy the required
competencies to prepare the required reports professionally. .352 0.013*
13. PalTel employees have the required skills to deal
with the English correspondences. 0.480 0.001*
14. Office designs at the company assist in enhancing
the efforts of communication process. .515 0.000*
66
Cont.: Table 6 Correlation coefficient of each paragraph of the effect of employee's
communication skills on decision-making proces s at PalTel and the total of this part
15. Conflict among employees is properly used to
increase the quality of decision-making at PalTel. .483 0.001*
16. I take the nonverbal expressions and behaviors
into consideration. .387 0.007*
17. I feel that decisions at PalTel are taken on time .539 0.000*
18. A detailed plan is sent to the employees who will
participate in the meeting prior to holding the meeting .730 0.000*
19. All concerned departments are adequately
represented in the meeting .693 0.000*
20. During the meeting I feel that all participants are
motivated and participate in their opinions. .537 0.000*
21. During the meeting and in the end period of each
section discussions related be summarized and setting the most essential points and
recommendations simultaneously before jumping
to the next bullet .721 0.000*
22. All meetings minutes, recommendations, and
duties are documented, determined and specified to their related in charge parties with their time schedule. .750 0.000*
23. I ensure that the presentation includes
introduction to show the importance of the presentations to the participants. .416 0.004*
24. During the presentation I use convenient
clarification tools (such as, drawing tables, graphics, formats related, etc.) to ease the understanding and comparison of information. .312 0.025*
25. I use a concluding statement in my presentation
to ensure that participants are motivated to take decisions. .281 0.040*
26. Employees skills and competencies are enriched
and developed through utilizing different communication methods .449 0.002*
27. PalTel uses effective programs to encourage
employees to participate in their ideas. .430 0.003*
* Correlation is significant at the 0.05 level
Table (6) clarifies the correlation coeffici ent for each paragraph of the effect of
employee's communication skills on decision-maki ng process at PalTel and the total of
the field. The p-values (Sig.) are less than 0.05, so the correlation coefficients of this
field are significant at α = 0.05, so it can be said that the paragraphs of this field are
consistent and valid to be measure what it was set for.
674.4.2.2 Structure Validity of the Questionnaire
Structure validity is the second statistical te st that used to test the validity of the
questionnaire structure by testing the validity of each field and the validity of the whole
questionnaire. It measures the correlation coe fficient between one filed and all the fields
of the questionnaire that have the same level of liker scale.
The researcher assessed the field's structu re validity by calculating the correlation
coefficients of each field of the questionnaire and the whole of questionnaire .
Table 7 Correlation coefficient of each field and the whole of questionnaire
No. Dimension Spearman
Correlation
Coefficient P-Value
(Sig.)
1. The effect of using MCTs on decision-making
process at PalTel .879 0.000*
2. The effect of communication methods on
decision-making process at PalTel .692 0.000*
3. The third dimension: The effect of employee's
communication skills on decision-making process at PalTel .876 0.000*
* Correlation is significant at the 0.05 level
Table (7) clarifies the correlation coe fficient for each filed and the whole
questionnaire. The p-values (Sig.) are less th an 0.05, so the correlation coefficients of
all the fields are significant at α = 0.05, so it can be said that the fields are valid to be
measured what it was set for to achieve the main aim of the study.
4.4.3 Reliability of the Research
The reliability of an instrument is the degree of consistency which measures the
attribute; it is supposed to be measuring (Polit & Hunger, 1985). The less variation an instrument produces in repeated measurements of an attribute, the higher its reliability.
Reliability can be equated with the stability, consistency, or dependability of a measuring tool. The test is repeated to th e same sample of people on two occasions and
then compares the scores obtained by computing a reliability coefficient (Polit & Hunger, 1985).
Alpha Cronbach’s Coefficient
This method is used to measure the re liability of the questionnaire between each
field and the mean of the whole fields of the questionnaire. The normal range of
Cronbach’s coefficient alpha value between 0. 0 and + 1.0, and the higher values reflects
a higher degree of internal consistency. The Cronbach’s coefficient alpha was calculated for each field of the questionnaire.
68Table 8 Cronbach's Alpha for each fi led of the questionnaire and all the
questionnaire
No. Dimension Cronbach's Alpha
1. The effect of using MCTs on decision-making
process at PalTel 0.784
2. The effect of communication methods on decision-
making process at PalTel 0.711
3. The third dimension: The effect of employee's
communication skills on decision-making process
at PalTel 0.878
All Paragraphs 0.903
Table (8) shows the values of Cronb ach's Alpha for each filed of the
questionnaire and the entire questionnaire. Fo r the fields, values of Cronbach's Alpha
were in the range from 0.711 and 0.878. Th is range is considered high; the result
ensures the reliability of each field of the questionnaire. Cronbach's Alpha equals 0.903
for the entire questionnaire which indicates an excellent reliability of the entire
questionnaire. Thereby, it can be said that the researcher proved that the questionnaire
was valid, reliable, and ready for distribution for the population sample.
4.5 Research Population and Sample Selection
4.5.1 Research Population
The research population consists of all employees in the low level management,
middle level management, and top level management (446 in number). Table (9) sheds more light on the distribution of study population according to post title:
Table 9 Distribution of population according to post title
4.5.2 Sample Selection
The research utilized stratified random method according to managerial level in
collecting the sample. The percent that each post title represents in the total number of
employees was multiplied by the required numbe r of sample, which is 340. Table (10)
shows the distribution of stratified random sample among post titles: Total Number of
employees at West
Bank Number of
employees at Gaza
Strip Post Title
39 36 3 Top Management
100 81 19 Middle Management
307 227 80 Low level Management
446 Total
69Table 10 Sample selection by using stratified random sampling
Response Sample percentage No. of employees Post Title No.
30 30 8.74% 39 Top
management 1.
60 76 22.42% 100 Middle
management 2.
182 234 68.84% 307 Low
management 3.
272 340 100% 446 Total
Three hundred and fourty questionnair es were distributed. The response
percentage was 82.1% i.e. 279 out of 340 ques tionnaires were collected, and seven were
not valid.
4.6 Characteristics of the Sample
This section examined the personal and orga nizational characteristics of the sample.
4.6.1 Gender
Table (11) below, presents that there wa s 89% of respondents are males and 11% of
respondents are female.
Table 11 Distribution of sample according to gender
Gender Frequency Percent
Male 242 89.0
Female 30 11.0
Total 272 100.0
4.6.2 Age
Table (12) below, shows that there was 0.7% of respondents are less than 25
years, 5.9% of respondents are from 25 to < 30 years, 25.4% of the respondents are from 30 to < 35 years, 28.7% of the respondents are from 35 to < 40 years, while 24.3% of the respondents are from 40 to < 45 years (), and the last category "> 45" represent
15.1% of the respondents. These results imply that 78.4% of the research sample are from 30 to < 45 years old.
70
Table 12 Distribution of sample according to Age
Age Frequency Percent
Less than 25 years 2 0.7
From 25 to less than 30 16 5.9
From 30 to less than 35 69 25.4
From 35 to less than 40 78 28.7
From 40 to less than 45 66 24.3
45 Years and more 41 15.1
Total 272 100. 0
4.6.3 Marital Status
Table (13) below shows that there wa s 5.1% of the respondents are single,
93.8% of the respondents are married and 1.1% of the respondents are in other status.
Table 13 Distribution of sample according to marital status
Marital Status Frequency Percent
Single 14 5.1
Married 255 93.8
Divorced 2 0.7
Widow 1 0.4
Total 272 100.0
4.6.4 Qualification
Table (14) below shows that most of th e employees has bachelor or equivalent
70.6% of the respondents, this table also s hows that 14% of the respondents has higher
education and this is a normal situation since PalTel is High Technology company and
provide its customers with most up to date services. Moreover, this table shows that
12% of the respondents has diploma, while 2.9% of the respondents has secondary
school certificate and 0.4% of the responde nts has a certificate less than secondary
school.
71Table 14 Distribution of sample according to qualification
Qualification Frequency Percent
Less than Secondary 1 0.4
Secondary 8 2.9
Diploma 33 12.1
Bachelor or Equivalent 192 70.6
High Education 38 14.0
Total 272 100.0
4.6.5 Experience
Table (15) below shows that there was 4. 4% of the respondents have less than 5
years experience, 18.4% of the respondents have from 5 to < 10 years experience,
60.7% of the respondents have from 10 to < 15 years experience, and 16.5% of the
respondents have more than 15 years experience. These results reflect that 95.6% of the
sample has 5 years and more experience, which probably reflects capabilities of the sample.
Table 15 Distribution of sample according to experience
Experience Frequency Percent
Less than 5 years 12 4.4
From 5 to less than 10 50 18.4
From 10 to less than 15 165 60.7
15 years and more 45 16.5
Total 272 100.0
4.6.6 Managerial Level
Table (16) below shows that there was 11.8% of the respondents are classified from
the top management, 22.1% of the respondents are classified from the middle management, while more than 66% of the respondents are from the low management
level, and this results from the fact that the number of the employees at the low level
management are more than those at the middl e and top management levels and that the
response rate is more than the required sample in the top management level.
72Table 16 Distribution of sample according to managerial lecel
Managerial Level Frequency Percent
Top Management (Chief / Director) 32 11.8
Middle Management (District Manager) 60 22.1
Low Management (Senior Engineer – Supervisor – Head
of Section – Administrator – … ) 180 66.2
Total 272 100.0
4.6.7 Duty Station
Table (17) below shows that there was 32.7% of the respondents are working at
Gaza Strip, while 67.3% of the respondents are working at West Bank and this is consistence with the percentage of the numbe r PalTel's customers at Gaza Strip and the
existence of the Head quarter of the comp any at West Bank which increase the number
of the needed employees there.
Table 17 Distribution of sample according to duty station
Duty Station Frequency Percent
Gaza Strip 89 32.7
West Bank 183 67.3
Total 272 100.0
4.6.8 Department
Table (18) shows that there was 51.1% of the respondents are working at the
technical department which is more than ha lf of the sample, 23.9% of the respondents
are working at the commercial department, 11% of the respondents are working at the
financial department, and 14% of the res pondents are working at the human resource &
administrative affairs department. These results reflect that PalTel continued operating according to its strategy that evolves around maximizing the customer satisfaction and
providing the latest up-to-date technology through several running projects.
Table 18 Distribution of sample according to department
Department Frequency Percent
Technical 139 51.1
Commercial 65 23.9
Financial 30 11.0
Human Resource & Administrative Affairs 38 14.0
Total 272 100.0
73
4.6.9 Number of training courses in the field of business communication:
Table (19) shows that 70.6% of the respondents got from 0 to 3 training courses in
the field of business communication, 23.5% of the respondents got from 4 to 7 training
courses in the field of business communicati on, and 5.9% of the respondents got 8 and
more training courses in the field of business communication. Moreover, the average number of training courses in the field of business communication is approximately
three training courses (Exactly 2.88) . These results reflect that the majority of the
sample got training courses in the field of business communication, which probably
reflects capabilities, and efficiency of the sample.
Table 19 Distribution of sample according to number of training courses in the
field of business comunication
Number of Training Courses Frequency Percent
0-3 192 70.6
4-7 64 23.5
8 and more 16 5.9
Total 272 100.0
4.6.10 Percentage of time a llocated for communication
Table (20) shows that there was 14.7% of the respondents allocate from 0% to
20% of their working time for communication, 22.8% of the respondents allocate from
21% to 40% of their working time for communication, 17.3% of the respondents
allocate from 41% to 60% of their work ing time for communication, 32.4% of the
respondents allocate from 61% to 80% of their working time for communication, and
12.9% of the respondents) allocate from 81% to 100% of their working time for
communication. Moreover, the average percentage of time allocated for communication is 54.2%; which is close to the results of so me studies that found managers spent 60% to
80% of their time communicating (Dessler, 2004).
Table 20 Distribution of sample accordin g to percentage of time allocated for
communication
Percentage of Time Allocated for Communication Frequency Percent
0%-20% 40 14.7
21%-40% 62 22.8
41%-60% 47 17.3
61%-80% 88 32.4
81%-100% 35 12.9
Total 272 100.0
74
Chapter Five: Empirical Framework Hypothesis Testing & Discussion
CHAPTER OUTLINE
5.1 Introduction
5.2 Analyzing and Discussing the Dimensions of the
Questionnaire
5.3 Testing the Study Hypotheses
75
5.1 Introduction
This chapter presents the analysis of the su rvey data and the results of the tests of
the hypotheses proposed in chapter one. This chapter is organized into three major
sections as follow. The first section exam ines the type of data. The second section
analyzes and discusses the dimensions of th e questionnaire. The final section presents
the hypotheses test results.
5.2 Analyzing and Discussing the Dimensions of the Questionnaire
5. 2.1 Analyzing the First dimension
First dimension: The effect of using MC Ts on decision-making process at PalTel
Table 21 Mean and Sign test for each pa ragraph of the first dimension and the
total of this dimension
No. Paragraphs Mean Proportional
Mean Sign
Test P-Value
(Sig.) Rank
1. MCTs (E-mail, V.C., Internet,
Intranet etc) enhance the efficiency of communication among employees. 3.6 91.2 16.2 0.000*
2
2. MCTs make attaining information easier. 3.7 93.1 16.3 0.000* 1
3. MCTs assist in assigning clear responsibilities for the employees 3.1 78.0 14.6 0.000* 9
4. MCTs at PalTel assist in providing updated Data Base of understanding works’ obstacles and their on line developing stages.
3.2 78.8 14.6 0.000*
8
5. MCTs enhance positive relations among employees. 2.8 70.2 12.0 0.000* 13
6. Modern communication techniques assist in implementing decentralization in decision-making
2.5 61.6 7.4 0.000*
16
7. PalTel does not exaggerate in stressing the confidentiality of information exchanged which leads to employees being effectively benefited
from modern communication
techniques. 2.6 65.0 9.7 0.000*
15
76Cont.: Table 21 Mean and Sign test for each paragraph of the first dimension and the
total of this dimension
8. MCTs are effectively used to increase
communication opportunities between
clients and distributors. 3.0 76.0 13.8 0.000*
10
9. PalTel uses MCTs that motivate employees to participate which consequently lead to numerous alternatives to the problems
encountered.
3.2 79.6 14.9 0.000*
7
10. Communication technologies are frequently updated at PalTel to adapt
with the rapid acceleration in technologies 3.2 80.4 15.1 0.000*
5
11. MCTs are impersonal (no human feelings and senses) 2.2 53.8 1.7 0.095 17
12. MCTs help me organize the daily
work job 3.2 81.2 15.5 0.000* 4
13. MCTs assist in reducing mistakes committed at work. 2.9 73.7 13.6 0.000* 12
14. E-mail is used for routine
communications which do not need
sending complicated information 2.7 67.7 9.2 0.000*
14
15. E-mail is not improperly used in
unnecessary communication.(not
related to work job) 1.8 46.0 -3.1 0.002**
18
16. Electronic communications’ methods
enable me to follow up my tasks
remotely (away from the office). 3.2 79.8 12.9 0.000*
6
17. Intranet and internet networks are efficiently and effectively used for
they include attainable essential information. 3.4 84.6 14.9 0.000*
3
18. MCTs enhance PalTel staff members’ abilities to adopt decisions on the team level.
3.0 74.9 13.8 0.000*
11
All Paragraphs 3.0 74.2 16.1 0.000*
* Mean is significantly great er than 50% (Middle percentage)
** Mean is significantly smaller than 50% (Middle percentage)
Following are the analysis of the paragraphs of table (21) according to the ranking
of each paragraph:
– The mean of paragraph #2 “MCTs make atta ining information easier” equals 3.7 (The
maximum value = 4) and the proportional mean equals 93.1%. The value of sign test
equals 16.3 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragraph. This result
shows that indeed MCTs is essential fast re liable factor tool in collecting and gathering
the required information, it allows input from the many instead of just the few and
77allows information to be easily shared electronically among a large number of team
members. This result is logic since most PalTel's employees have computers, e-mail
accounts, and Internet access, which facilitate their ability to get the required information, thus enhancing organizationa l communication, team collaboration, and
decision-making process.
– The mean of paragraph #1 “ MCTs (E-mail, V.C., Internet, Intranet etc) enhance the
efficiency of communication among employees. ” Equals 3.6 (The maximum value = 4) and
the proportional mean equals 91.2%. The valu e of sign test equals 16.2 with sig. (p-
value) equals 0.000 which is smalle r than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the
value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this paragraph. The re sult of this paragraph indicates that MCTs,
which used by PalTel enable the company to increase team member participation, offer
flexibility over time and distance, and archiv e a permanent record of all discussion. In
this regard, PalTel encourages its employees to use e-mail, video conferencing, and Internet communication, because it is a cheape r alternative than ha ving a team meeting
at a common location. Moreover, this helps PalTel to overcome some of it's constrains
such as time pressure and the geogr aphic distribution of team members.
– The mean of paragraph #17 “
Intranet and internet networks are efficiently and effectively
used for they include atta inable essential information. ” Equals 3.4 (The maximum value = 4)
and the proportional mean equals 84.6%. The valu e of sign test equals 14.9 with sig. (p-
value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This an swer confirms that PalTel's Internet and
Intranet serve PalTel's employees and promote a sense of community among them
regardless of their location in Palestine. They have the required policies, work procedures, employees' insurance details, and news. Other recently launched pages
include the market studies page and th e Saving Fund page, both allowing employees
easy access to useful information and forms. Moreover, the intranet includes other
useful links that provide access to important telecom-related sites. This event-driven
publishing enables the company to respond more rapidly to changing conditions than traditional paper-based publishing while eliminating paper, printing, and distribution costs. Moreover, an Internet-based inter-organizational system NGS has been adapted by PalTel for meeting its inter-firm communication needs and enhancing cooperation with its trading partners.
– The mean of paragraph #12 “
MCTs help me organize the daily work job. ” Equals 3.2 (The
maximum value = 4) and the proportional mean equals 81.2%. The value of sign test
equals 15.5 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. From this
result, we can say that there was a consensus from most of the respondents about the
78benefit of modern communications technologi es in organizing their daily work job
duties. This answer is logic since these technologies make the creation of memo, letter and proposal writing easier by providing reliable tools to correct misspelled words, and
Grammars errors. Moreover, it provides th e ability to set up calendar and schedule for
meetings, visiting surveys and interviews, which make work-achieving tasks easier more organized successfully.
– The mean of paragraph #10 “
Communication technologies are frequently updated at PalTel
to adapt with the rapid acceleration in technologies. ” Equals 3.2 (The maximum value = 4)
and the proportional mean equals 80.4%. The valu e of sign test equals 15.1 with sig. (p-
value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This resu lt is as expected since PalTel continues to
use the most up-to- date technologies in order to increase the performance of the
employees and to maximize the customer's satisfaction. For example, PalTel added last year a communication application to its internet system to link its employees
electronically since almost all the employees have internet access. This communication
program is called MenaMe and it is an employee self service program. Managers through this program can monitor their subordinates, analyze their needs, and submit some requests from the Human Resource department for improving their employee's abilities. Nowadays, PalTel is implementing a new Internet base application which
called Siebel, this application is designed to make all the service orders to be done electronically without using any hard copy. Moreover, this application will link all
PalTel's departments electronically.
– The mean of paragraph #16 “
Electronic communications’ methods enable me to follow up
my tasks remotely (away from the office). ” Equals 3.2 (The maximum value = 4) and the
proportional mean equals 79.8%. The value of sign test equals 12.9 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This answer indi cates that PalTel today increasingly relies on
electronic communication to link employees el ectronically and to, therefore, provide
instantaneous communication organization wi de. PalTel used the internet technology
such as VPN and dial up to give its manage rs and supervisors the access to its archives,
libraries, e-mail, and software applications . This enables the employees to follow up
their work while they are at home which accordingly, increase the productivity, reduce the costs and make them use the time effectively.
– The mean of paragraph #9 “
PalTel uses MCTs that motivate employees to participate which
consequently lead to numerous alte rnatives to the problems encountered. ” Equals 3.2 (The
maximum value = 4) and the proportional mean equals 79.6%. The value of sign test
equals 14.9 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
79is an agreement from the respondents' point of view about this paragraph. This result
shows a positive effect of the MCTs that us ed by PalTel (electronic brainstorming and
electronic meeting) in the ideas generation process, because these technological tools
are less disruptive, more efficient, and more focused than traditional methods such as
face- to –face meetings. Although these tec hnological tools motivated the employees to
participate and increased the number of ideas generated, a special care should be taken to over come the disadvantages of these tools such as the difficulty to respond to facial
expression and difficulty to detect the emotional reactions.
– The mean of paragraph #4 “
MCTs at PalTel assist in providing updated Data Base of
understanding works’ obstacles and their on line developing stages. ” Equals 3.2 (The
maximum value = 4) and the proportional mean equals 78.8%. The value of sign test
equals 14.6 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This answer
shows that MCTs used by PalTel ensure that information is available where the work is
being done through some used tools such as on line reports, management presentations,
and data mining systems. These information enable both the control where decisions are
taken and ensure that top management can update the strategy with new insights. As
such diagnostics simultaneously serve the learning about future opportunities and the
managements of current performance.
– The mean of paragraph #3 “
MCTs assist in assigning clear responsibilities for the
employees ” equals 3.1 (The maximum value = 4) and the proportional mean equals
78.0%. The value of sign test equals 14.6 w ith sig. (p-value) equals 0.000 which is
smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This indicates that there is a clear responsibility at PalTel. It is already
defined who has responsibility to make decisions, who has input and who is charged with putting the decisions into action. MCTs helped in setting that through the formal
communications and the used systems. For example, the oracle financial system has
clear responsibilities for cash management leve l starting from the approvals on projects
and ending by closing these projects after the implementation.
– The mean of paragraph #8 “
MCTs are effectively used to increase communication
opportunities between clients and distributors. ” Equals 3.0 (The maximum value = 4) and
the proportional mean equals 76.0%. The value of sign test equals 13.8 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This result indicts that PalTel has recognized the
importance of inter- organizational communicati on to an effective management of broad
supply chains. As mentioned in chapte r 4, this internet technology has been
implemented by PalTel to communicate with the internet service providers ISP's for
80ADSL and Data lines application. Although this step is very important, many steps
should be taken by PalTel to implement th ese MCTs in other fields such as the
purchasing process.
– The mean of paragraph #18 “
MCTs enhance PalTel staff members’ abilities to adopt
decisions on the team level. ” Equals 3.0 (The maximum value = 4) and the proportional
mean equals 74.9%. The value of sign test e quals 13.8 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. The positive answer to this paragraph supports the previous answers,
which were obtained from respondents in this dimension. These technologies allow the
possibility of creating a greater quantity and quality of information in the decision-making process through the creation of many ideas and the simultaneous evaluation of
many alternatives by a large number of people. As well, these technologies increase the
possibility for rapid decisions because of the simultaneous consideration of multiple
alternatives. Moreover, MCTs allow rapi d strategy or process change as new
information becomes available, and this rapidity can result in a more effective communication because all team members are immediately informed of these shifts instead of continuing to work toward old objectives or under old understandings instead
of waiting weeks for the next face-to-face meeting only to discover such a shift in
direction or strategy is a classic consequence of ineffective teamwork and communication in synchronous teams.
– The mean of paragraph #13 “
MCTs assist in reducing mistakes committed at work. ”
Equals 2.9 (The maximum value = 4) a nd the proportional mean equals 73.7%. The
value of sign test equals 13.6 with sig. (p-v alue) equals 0.000 which is smaller than the
level of significance α = 0.05, so the mean of this pa ragraph differs significantly from
the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. As expected,
this positive result supports the respondent's answer of paragraph #12 in this dimension. The MCTs have advanced tools that eliminate the employee's mistakes and facilitate their work.
– The mean of paragraph #5 “
MCTs enhance positive relations among employees. ” Equals
2.8 (The maximum value = 4) and the propor tional mean equals 70.2%. The value of
sign test equals 12.0 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This result
shows one of the advantages of MCTs esp ecially in our country where employees are
facing mobility and traveling difficulties created by the Israeli occupation. For example,
video conferencing allows PalTel's employees fr om different areas to see, talk, and hear
each other and make business meeting at the same time through this tool.
81- The mean of paragraph #14 “ E-mail is used for routine communications which do not need
sending complicated information ” equals 2.7 (The maximum value = 4) and the
proportional mean equals 67.7%. The value of sign test equals 9.2 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result cl arifies that respondents when dealing with
difficult situations which need complicated information prefer to use face-to-face
communication because sending someone an e-mail is a far less personal way of
communicating than simply speaking him face-to-face, and it often results in
misunderstanding on the part of the person who receives the message.
– The mean of paragraph #7 “
PalTel does not exaggerate in stressing the confidentiality of
information exchanged which leads to employ ees being effectively benefited from modern
communication techniques. ” equals 2.6 (The maximum value = 4) and the proportional
mean equals 65.0%. The value of sign test equals 9.7 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This indicates that the respondents are satisfied with their authorities to access the company's resources to get the requi red information that needed to perform
their tasks by using the modern communication tools that used at PalTel.
– The mean of paragraph #6 “
Modern communication techniques assist in implementing
decentralization in decision-making .” equals 2.5 (The maximum value = 4) and the
proportional mean equals 61.6%. The value of sign test equals 7.4 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This indicates that respondents can make their own decisions
without conferring with other par ties. This type of decision is very essential for PalTel
since it is a service company and customer sa tisfaction is a very important issue for it.
MCTs that in use at PalTel help in providing decision makers with needed vast amount of information from people both, inside and outside the company.
– The mean of paragraph #11 “
MCTs are impersonal (no human feelings and senses) .”
equals 2.2 (The maximum value = 4) and the proportional mean equals 53.8%. The value of sign test equals 1.7 with sig. (p-value) equals 0.095 which is larger than the level of significance α = 0.05, so the mean of this paragraph dose not differ from the
middle point 50% (Neutral). So we conclude there is an average agreement from the respondents' point of view about this paragr aph. This result shows that the used MCTs
generally filters out nonverbal and related status cues, and this filtering from the respondent's point of view is likely both an advantage and a constraint on effective
communication, depending on the situation. Using MCTs can benefit those who may
feel shy speaking in public or those w ho are discounted in face-to-face discussion
82because of status effects. The lack of visu al cues in MCTs may allow more focus on the
task and less focus on the social and personal aspects of interaction.
– The mean of paragraph #15 “E-mail is not used in sending unnecessary
communication.(not related to work job)” e quals 1.8 (The maximum value = 4) and the
proportional mean equals 46.0%. The value of si gn test equals -3.1 with sig. (p-value)
equals 0.002 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of
sign test is negative , then the mean of this paragraph is significantly smaller than the
middle point 50%, so we conclude there is disagreement from the respondents' point
of view about this paragraph . This result indicates that the company is facing a
problem with the most commonly used comm unication tool, which is the e-mail. Many
unrelated to job messages are transmitte d through this system. These messages
consumed too much time and waste employee's efforts. Moreover, this could cause an information overload where employees may have difficulty sorting the useful from the
trivial messages and may become impatient while doing so.
Previous results indicate that there was cons ensus from most of the respondents that the
MCTs are positively related to decision-making pr ocess. In other words, PalTel uses the
advantages of these technologies effectivel y and efficiently to enhance the decision-
making process. As shown in table (21) th e mean of the total dimension equals 3.0
(The maximum value = 4) and the proportiona l mean equals 74.2%. The value of sign
test equals 16.1 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this dime nsion differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this dimension is significantly greater than the middle point 50%, so we could conclude
there is an agreement from the respondents' point of view about this dimension. This
result is supported by the finding of the following previous studies:
1- Al- Manye (2006); this research found that the implication of
communication technology has a great im pact on the efficiency of the
employees in public security establishment.
2- Berry (2006); this article found that Computer-Mediated Communication
has brought about radical change in understanding communication
teamwork and decision-making. Computer-Mediated Communication allows time for research and discussion and information are easily shared electronically. Moreover, it creates permanent and evolving record of discussion, creates a data-base to document the expedition and responsibilities of team members.
3- Caballer et al. (2005); this paper found that groups mediated by video-
conference improve their affective responses under time pressure.
4- Al- Shehri (2004); this researcher found that communication technologies
play an important role in impr oving staff member's occupational
performance level.
835- Cai (2003); this study found that the frequency and diversity of internet
communication played an important role in determining the level of purchasing performance.
6- Al- Hawamda (2002); this study found that there is statically significant
relationship between the characteristic s of information and the ability of
companies to adapt to task environment.
7- Colqitt et al. (2002); this study found that access to Computer-Assisted
Communication improved the decision-making performance of teams.
On the other hand, this result is inconsistent with other previous studies:
1- Al- Buheisy (2005); this article found that only a small part of the
Palestinian firms us (partially) this t echnology. The author of this article
related this result to two main dependable factors, which are the following: a- Manager's lack of knowledge in using the Internet technology.
b- Manager's weakness of manipulating English language.
One reason for this inconsistency is that; this study had been conducted on
year 2005, which the period of Internet limited in its availability for all business categories. But, recently a nd during through the last three years
since 2005 to 2008 there is tremendous expansion, enhancement, development, and availability of the Internet technology for all types of
users. Another reason is that the popul ation of this study consisted from
different types of firms.
2- Pissarra and Jesuino (2005); this study found that electronic brainstorming
didn't generate greater diversity of ideas. This result was due to using of stude nts (volunteer college undergraduates)
as subjects, and running of the experimental work in a scholarly context.
3- Cortesi (2001); this study found that groups were least efficient using video
conferencing.
It is clear that this study had been accomplished on year 2001 at a subjects
located in USA, which the period of starting the use of video conferencing
technology.
4- Bhappu (1999); the result of this re search showed that when teams
communication was computer mediated, individuals in these teams had lower decision quality. The author of this research refer th is result to the poor communication and
the conflict that existed between the individuals in diverse work team
because of that, those individuals are so different from each other. From my
point of view, the year of conducting this research and the type of computer
applications that used in this research are also key factors of this result.
845.2.2 Analyzing the second dimension
Second dimension: The effect of co mmunication methods on decision-making
process at PalTel
Table 22 Mean and Sign test for each pa ragraph of the second dimension and the
total of this dimension
No. Paragraphs Mean Proportional
Mean Sign
Test P-
Value
(Sig.) Rank
1. Oral communication methods
(personal interviewees, telephone
calls, meetings, presentations etc.) encourage employees to pose questions for vague issues that they may face. 3.3 81.5
15.6 0.000*
1
2. Work meetings enhance creative
thinking, which assist in adopting proper decisions. 3.3 81.4
15.5 0.000*
2
3. Oral communication methods
provide employees with simultaneous feed back which
enhance the effectiveness of
communication process. 3.1 78.0
15.0 0.000*
4
4. Written communication methods
(reports, memos, letters, etc.) provide
employees with the ability to analyze massages. 3.1 77.2
14.7 0.000*
5
5. Periodic reports are properly utilized
to easily and quickly identify the problem encountered. 3.1 76.6
14.4 0.000*
6
6. Written communication methods
provide employees with the ability to send messages to the different concerned parties. 2.8 70.6
9.5 0.000*
10
7. More than one communication
method can be used at once to achieve the related target (example:
sending a written massage and then
follow it up with telephone call for clarifying the issue). 3.0 75.6
12.1 0.000*
7
8. I prefer handling the complicated
problems through oral communication. 2.6 64.6
7.1 0.000*
12
9. Brainstorming sessions can be
utilized to explore many alternative for the problem encountered. 2.9 72.5
12.9 0.000*
9
10. Personal interviewees provide
employees with the ability to exchange information, signals, sings, and emotions that assist in overcoming complicated obstacles. 3.2 79.0
15.2 0.000*
3
85Cont. Table 22 Mean and Sign test for each paragraph of the second dimension and the
total of this dimension
11. I resort to written communication
methods to address my direct
supervisors at work. 2.7 66.4
8.7 0.000*
11
12. Informal communication channels
(social relations among individuals and or groups at the company) are properly used to deliver essential
information. 2.4 59.4
6.4 0.000*
13
13. Horizontal communications
contribute to solving problems
among the existing departments. 3.0 74.1
14.1 0.000*
8
All Paragraphs 2.9 73.6 16.1 0.000*
* Mean is significantly greater than 50% (Middle percentage)
Following are the analysis of the paragraphs of table (22) according to the ranking
of each paragraph:
– The mean of paragraph #1 “Oral communi cation methods (personal interviewees,
telephone calls, meetings, presentations etc.) encourage employees to pose questions for
vague issues that they may face.” equals 3.3 (The maximum value = 4) and the
proportional mean equals 81.5%. The value of sign test equals 15.6 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. It is clear from this result; most of the respondents rely more
on oral communication method for addressi ng ambiguous and fast-changing situations.
This method is the richest medium, it is mo re accurate, more extensive use of direct
person-to-person interaction of decisions, fewer mistakes occurs, and fewer problems
arise.
– The mean of paragraph #2 “Work meetings enhance creative thinking which assists in
adopting proper decisions.” equals 3.3 (The maximum value = 4) and the proportional mean equals 81.4%. The value of sign test e quals 15.5 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result confirms the resu lt of paragraph #1 in this dimension since,
business meetings is useful in facilitating an exchange of information and in contextually grounding decisions. Meetings are very important tool that used by PalTel
for generating ideas, expanding thought, and enhancing creative thinking, which can
dramatically impact the ultimate success of decisions. This result is expected since
meetings are characterized by a use of personal narratives, examples, and experiences.
– The mean of paragraph #10 “Personal interviewees provide employees with the ability
to exchange information, signals, sings, and emotions that assist in overcoming
86complicated obstacles.” equals 3.2 (The ma ximum value = 4) and the proportional mean
equals 79.0%. The value of sign test equals 15.2 with sig. (p-value) equals 0.000 which
is smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. It is not surprising that there is a consensus from most of the respondents about the important of nonverbal message s since nonverbal messages can support or
undermine the stated message. Research ha s been estimated that in conversation
involving two people, verbal aspects of a message account for less than 5% of the
meaning, whereas nonverbal aspects of a message account for 95% of the meaning
(Dessler, 2004). Nonverbal communication ta kes place through facial expression, body
position, eye contact, and other physical gestures.
– The mean of paragraph #3 “Oral communi cation methods provide employees with
simultaneous feed back which enhance the effectiveness of communication process” equals 3.1 (The maximum value = 4) and the proportional mean equals 78.0%. The value of sign test equals 15.0 with sig. (p-v alue) equals 0.000 which is smaller than the
level of significance α = 0.05, so the mean of this pa ragraph differs significantly from
the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This answer
confirms the previous results of paragraphs #1 and #2 in this dimension that most of the
respondents prefer to use the oral communica tion method. PalTel's employees are very
familiar with oral communications (face-to-f ace discussion, telephone conversation, and
formal presentations and speeches) wher e communication is immediate and any
response or feedback is immediate. In a ddition they are able to use body language and
voice tone in the communication to help add extra emphasis to particular points or to
convey doubts and feeling. Because it is mo re accurate and effective than other
methods, PalTel sets oral communication apart as being special.
– The mean of paragraph #4 “Written communication methods (reports, memos, letters,
etc.) provide employees with the ability to analyze massages.” equals 3.1 (The maximum value = 4) and the proportional mean equals 77.2%. The value of sign test
equals 14.7 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This result
indicates that written communication plays an important role in decision-making
process at PalTel. Employees are familiar with written communication (memos, letters, reports, e-mail, computer files, and other written documents). Benefits of using written messages are that the messages can be revised several times, it can be saved, the receiver has more time to analyze the messages, and employees separated by both time and space can participate in decision-making process.
– The mean of paragraph #5 “Periodic reports are properly utilized to easily and quickly
identify the problem encountered.” equals 3.1 (The maximum value = 4) and the
proportional mean equals 76.6%. The value of sign test equals 14.4 with sig. (p-value)
87equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result is logic because as listed in chapter 4, PalTel increasingly depends on communication applications (ex. MenaMe, oracle financial system, faulty lines system…) that provi de managers and supervisors accurate and
timely reports to help them identify and anal yze problems. An example of using reports
in decision-making process at PalTel is th e service of fixing the faulty lines. This
service is very important for PalTel since customer's satisfaction is one of its top
priorities. This process begins with reporting 166 for any fault, and then the fault will be
registered on the faults system. After that this fault will appear to the exchange in
charge of fixing the faults on the program. Then, the process of fixing and checking the
line starts. When everything is right and the lin e is fixed they register the time of fixing.
The system generates a fault report including the following important details: number of faulty lines, type of faults, faults carried ove r for more than 24 hours, historical data of
faulty lines, and number of faults repaired. These reports are analyzed by the technical
mangers in a daily basis in order to take identify the problems and make the required
decisions to improve the quality of this service.
– The mean of paragraph #7 “More than one communication method can be used at once
to achieve the related target (example: sending a written massage and then follow it up
with telephone call for clarifying the issue).” equals 3.0 (The maximum value = 4) and
the proportional mean equals 75.6%. The value of sign test equals 12.1 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This answer indicates that the respondents wisely
use the advantages of more than one co mmunication method for sending the important
messages in order to achieve the target of se nding these messages and to be sure that the
messages are received clearly and timely. By using this way, they stimulate a number of the receiver's senses. An e-mail and a phone ca ll, for example, provide sight and sound.
Moreover, repeating a message by using a different channel act to reinforce it and decrease the likelihood of distortions.
– The mean of paragraph #13 “Horizontal communications contribute to solving
problems among the existing departments.” equals 3.0 (The maximum value = 4) and the proportional mean equals 74.1%. The value of sign test equals 14.1 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This results shows that there is a tone in PalTel that
encourages employees to participate th e communication between departments or
between employees in the same department. Moreover, I think PalTel's structure is open to free communications and this help the employees communicate easily with
colleagues through the chain of command. In spite of the positive result of this
paragraph, we can say that managers need to take more steps to improve organizational
88communication. This means improving upward, downward, and horizontal
communications flow. Doing so helps management know whether employees
understand essential types of information re garding, for instance, job instructions,
policies, and rational for jobs (how jobs are related to other jobs and positions).
– The mean of paragraph #9 “Brainstorming sessions can be utilized to explore many
alternative for the problem encountered.” equals 2.9 (The maximum value = 4) and the proportional mean equals 72.5%. The value of sign test equals 12.9 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result show s that PalTel encourage employees to use
brainstorming which is one of the creativity techniques to improve the quality of their
decisions. One important point here is that management should make sure that the
corporate environment allows employees to execute what they've achieved.
– The mean of paragraph #6 “Written comm unication methods provide employees with
the ability to send messages to the different concerned parties.” equals 2.8 (The
maximum value = 4) and the proportional mean equals 70.6%. The value of sign test
equals 9.5 with sig. (p-value) equals 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this para graph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about this paragraph. This result
shows clearly that even so most of the respondents rank oral communication as it is
more important than written method, but wr itten communication is also an important
method since so much communications such as memos, e-mail messages and reports
used as evidence of previous discussions and agreements. It provides the history of
project or collaboration. It justifies an activity and provides back-up and proof. This
help employees share information and take action. A decision process is not limited to
those individuals who happen to be in the room. An e-mail for example can sent to
every member of the company in order to make successful interaction, effective
articulation of ideas and creation of shared meaning that allow decisions to be made.
– The mean of paragraph #11 “I resort to written communication methods to address my
direct supervisors at work” equals 2.7 (The maximum value = 4) and the proportional mean equals 66.4%. The value of sign test equals 8.7 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result shows that ther e is a problem in the upward communication,
respondents of this paragraph preferred to use the written communication method in
messaging their managers. This caused by the status differences, which creates communication barriers between managers and their subordinates. One expert says, "By
far the most effective way of tapping the ideas of subordinates is sympathetic listing in
the many day-to-day informal contacts within department and out side the work place."
(Dessler, 2004). To avoid such problem, mana gers and group leaders must develop trust
89in their working relationships with subordina tes and team members, and take advantage
of all opportunities for face-to-face communication and start using management by wandering around.
– The mean of paragraph #8 “I prefer ha ndling the complicated problems through oral
communication.” equals 2.6 (The maximu m value = 4) and the proportional mean
equals 64.6%. The value of sign test equals 7. 1 with sig. (p-value) equals 0.000 which is
smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result supports the resu lt from dimension 1 paragraph #14 on that in
complicated situations oral communication method is preferred to other methods because of its media richness. It provides instantaneous audio and visual feedback, not just through the person's words, but through his or her body language and tone as well.
At the other extreme, unaddressed documents (like companywide memos impersonally distributed to all employees) are low in media richness.
– The mean of paragraph #12 “Informal communication channels (social relations
among individuals and or groups at the company) are properly used to deliver essential information.” equals 2.4 (The maximum value = 4) and the proportional mean equals 59.4%. The value of sign test equals 6.4 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. In one study to discover what excellent, highly innovative companies
were doing that caused them to be excellent , one of the notable finding was that these
firms put enormous effort into fosteri ng informal communication (Dessler, 2004). In
spite of this agreement, PalTel should pay more attention to manage the informal communication; this will in order enable it to be quicker on its feet, and also more
innovative.
Results of the paragraphs in the second dimension show that most of the respondents
agree on that the type of used communica tion methods positively related to decision-
making process. Most of them prefer to use the oral communication method for solving
complicated problems since oral comm unication provides ability to exchange
information, signals, signs, emotions, and fa st feedback. As shown in table (22) the
mean of the total dimension equals 2.9 (The maximum value = 4) and the proportional mean equals 73.6%. The value of sign test e quals 16.1 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this dimension
differs significantly from the mi ddle point 50% (Neutral). Since the value of sign test is
positive, then the mean of this dimension is significantly greater than the middle point
50%, so we conclude there is an agreement from the respondents' point of view about
this dimension. . This result is supported by the finding of the following previous studies:
1- Byrne and May (2006); the result of this study showed that employees derived
of their satisfaction with the information they received about their job from rich
90communication channels such as face-to -face meeting, phone conversations, and
departmental meetings with their mana gers. Lean communication such as news
letters, or written memos and notices contributed small addition to their satisfaction level in information about their jobs.
2- Caballer et al. (2005); result of this study show a direct effect of communication
media on satisfaction with the effectives responses of team members while they
were performing intellective tasks.
3- Al- Shehri (2004); this research found that administrative communication plays
an important role in solving staff member's problems through the accuracy in providing employees with suitable instru ctions to face problems and saving time
effort.
4- Al- Ghnam (2002); this study found that there is a statistical significance
between nonverbal messages and the e fficiency of the administrative
communication.
5- Cortesi (2001); this study found that participation and performance
(achievement, efficiency, and satis faction) were highly dependent on
communication channel. Group members participated more often in face-to-face meeting. Group produces more ideas face-to-face. Finally, Group satisfaction was perceived to be highest for face-to-face.
6- Citrin (2001); this study found that feedback quality is an important predictor of
all the different dimension of information quality (clarity, relevance, accuracy, and timeliness). Feedback speed was found to affect significantly perceptions of
information accuracy and timeliness.
7- Purdy and Nye (2000); this research f ound that rich communication media are
more likely to encourage collaborative behavior than poorer media are. Moreover, the research found that medi a richness directly reduced bargaining
time.
On the other hand, this result is incons istent with the following previous study:
1- Johnson (2003); this research found that increasing or decreasing richness of
media dose not uniformly alter decision- making constructs, such as message
significance, message reorientation, and subjective judgment.
5.2.3 Analyzing the Third dimension
Third dimension: The effect of employee's communication skills on decision-making process at PalTel
91Table 23 Mean and Sign test for each pa ragraph of the third dimension and the
total of this dimension
No. Paragraphs Mean Proportional
Mean Sign
Test P-
Value
(Sig.) Rank
1. I listen carefully during the
communication process. 3.5 87.3
16.2 0.000*
1
2. I do not hesitate to repeat the
points that I understood to confirm my understanding. 3.0 75.9
13.8 0.000*
11
3. During listening, my direct
supervisor tends to reduce interruption and noise. (Example: close the door, stop receiving calls etc.,) through addressing listening operations.
2.5 62.1
8.0 0.000*
22
4. Direct supervisors do not
stress on their opinions and always listen to others. 2.4 60.3
7.0 0.000*
23
5. I do collect the substantial
related information about the work problems before making decisions. 3.3 83.4
16.0 0.000*
4
6. Employees tend to select the
most proper time for communication process. 2.5 63.7
9.1 0.000*
19
7. I tend to use precise
statements that express my ideas. 3.2 79.9
15.4 0.000*
6
8. I tend to used proper tones and
voice pitch during the communication process. 3.1 76.8
14.1 0.000*
10
9. I tend to comprehend letters
without any personal bias. 3.3 83.0
15.5 0.000*
5
10. I specify the precise objective
before initiating the communication process. 3.4 86.1
16.3 0.000*
2
11. I use the most suitable
communication method to ensure the achievement of my predetermined objectives. 3.4 85.0
16.1 0.000*
3
12. PalTel employees enjoy the
required competencies to prepare the required reports professionally. 2.6 65.2
9.2 0.000*
18
13. PalTel employees have the
required skills to deal with the English correspondences. 2.1 51.7
0.8 0.399
27
92
Cont.: Table 23 Mean and Sign test for each paragraph of the third dimension and the
total of this dimension
14. Office designs at the company
assist in enhancing the efforts of communication process. 2.4 59.2
6.0 0.000*
24
15. Conflict among employees is
properly used to increase the quality of decision-making at PalTel. 2.1 52.3
1.9 0.052
26
16. I take the nonverbal expressions
and behaviors into consideration. 2.7 67.2
10.4 0.000*
16
17. I feel that decisions at PalTel are
taken on time 2.1 53.2
2.8 0.005*
25
18. A detailed plan is sent to the
employees who will participate in the meeting prior to holding
the meeting 2.5 62.6
8.1 0.000*
21
19. All concerned departments are
adequately represented in the meeting 2.8 70.1
12.3 0.000*
15
20. During the meeting, I feel that
all participants are motivated and participate in their opinions. 2.5 63.3
8.4 0.000*
20
21. During the meeting and in the
end period of each section discussions related be summarized and setting the most essential points and recommendations simultaneously before jumping to the next bullet
2.7 66.9
10.5 0.000*
17
22. All meetings minutes,
recommendations, and duties are documented, determined and specified to their related in charge parties with their time schedule.
2.9 72.1
13.1 0.000*
13
23. I ensure that the presentation
includes introduction to show the importance of the presentations to the participants. 3.1 77.3
14.9 0.000*
9
24. During the presentation I use
convenient clarification tools (such as, drawing tables, graphics, formats related, etc.) to ease the understanding and comparison of information.
3.1 78.2
15.0 0.000*
7
93Cont.: Table 23 Mean and Sign test for each paragraph of the third dimension and the
total of this dimension
25. I use a concluding statement in
my presentation to ensure that participants are motivated to take decisions. 3.1 78.1
15.0 0.000*
8
26. Employees skills and
competencies are enriched and developed through utilizing
different communication
methods 2.9 71.3
12.8 0.000*
14
27. PalTel uses effective programs
to encourage employees to participate in their ideas. 3.0 75.0
13.5 0.000*
12
All Paragraphs 2.8 70.6 16.0 0.000*
* Mean is significantly greater than 50% (Middle percentage)
Following are the analysis of the paragraphs of table (23) accord ing to the ranking of
each paragraph:
– The mean of paragraph #1 “I listen car efully during the communication process.”
equals 3.5 (The maximum value = 4) a nd the proportional mean equals 87.3%. The
value of sign test equals 16.2 with sig. (p-v alue) equals 0.000 which is smaller than the
level of significance α = 0.05, so the mean of this paragraph differs significantly from
the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragraph. This result
indicates that listening is ranked the highe st communication format . This result was
expected since listening is at least as important as delivering messages. One research found that 40 percent of manage r's salary is earned by li stening. This percentage
increased as he climbs the professional la dder. Eighty percent of a CEO's salary is
earned through listening (Mckenna, 1998). A nother research f ound that good listening
skills account for 40 percent of the variance s in effective leadership (Whetten and
Cameron, 2005). Despite this result, and despite its important in managerial success, I think most of us have undeve loped listening skills and bein g a good listener is neither
easy nor automatic. It requires developing the ability to hear and understand the
received message.
– The mean of paragraph #10 “I specify th e precise objective be fore initiating the
communication process.” equals 3.4 (The maximum value = 4) and the proportional
mean equals 86.1%. The value of sign test e quals 16.3 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This resu lt indicates that most res pondents are well aware of the
importance of specifying the concerned objec tive before initiating the communication
94process. Since communication in not only the what, but also the how, this improves the
effectiveness and efficient of the communication process as whole through:
• Deciding what they want the employees to do/know after the communication.
• Defining the target audiences.
• Determining the content of the message.
• Identifying the most effective and efficient media to use.
• Choosing the best time for sending the message.
This result is supported by the results of paragraphs #6, #7, #11, and #19 of this
dimension.
– The mean of paragraph #11 “I use the mo st suitable communication method to ensure
the achievement of my predetermined objecti ves.” equals 3.4 (The maximum value = 4)
and the proportional mean equals 85.0%. The value of sign test equals 16.1 with sig. (p-value) equals 0.000 which is smalle r than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the
value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this paragraph. This re sult shows that respondent s do care to select
the convenient communication channels to ac hieve the concerned target. As we noticed
from the results of most the paragraphs in the second dimension, choosing the suitable
communication channel have an important role on the communication process. Some
communication channels convey more inform ation, while other is more personal,
provide quick feedback, and send different types of cues. Therefore, they use the
appropriate channel according to the type of the messages. For example, they send
difficult messages through richer media like face-to-face, and tran smit routine messages
through less rich media like e-mail.
– The mean of paragraph #5 “I do collect th e substantial related information about the
work problems before making decisions.” equa ls 3.3 (The maximum value = 4) and the
proportional mean equals 83.4%. The value of sign test equals 16.0 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middl e point 50% (Neutral). Since the value of
sign test is positive, then the mean of this paragraph is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result show s that respondents benef it from the available
resources to collect the required informati on in order to recognize the problem, explore
its effect, and minimize the degree of uncer tainty. Several decision-making tools such
as statistical analysis of data, market res earch and forecasting are employed in assessing
comparative probability. Moreover, the used MCTs help in collecting information
quickly and in generating great er number of ideas. In addition, they benefit from using
the group decision-making to get information that is more complete.
– The mean of paragraph #9 “I tend to co mprehend letters without any personal bias.”
equals 3.3 (The maximum value = 4) a nd the proportional mean equals 83.0%. The
value of sign test equals 15.5 with sig. (p-v alue) equals 0.000 which is smaller than the
level of significance α = 0.05, so the mean of this paragraph differs significantly from
the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
95is an agreement from the respondents' point of view about this paragraph. This result
indicates that the employees do care in comp rehensive reading messa ges and trying to
understand the concept through the lines withou t personal discrimination. This helps to
see other's viewpoints as reasonable, and in corporate other's pers pectives into their
interpretation of issues.
– The mean of paragraph #7 “I tend to use pr ecise statements that express my ideas.”
equals 3.2 (The maximum value = 4) a nd the proportional mean equals 79.9%. The
value of sign test equals 15.4 with sig. (p-v alue) equals 0.000 which is smaller than the
level of significance α = 0.05, so the mean of this paragraph differs significantly from
the middle point 50% (Neutral). Since the value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragraph. This result
shows that the respondents count business wr iting as one of the most important and
significant part of their job dutie s. In order to address their ideas, they make their entire
letter, memo, or report specific, short, and clear.
– The mean of paragraph #24 “During the pr esentation I use conve nient clarification
tools (such as, drawing tables , graphics, formats related, etc.) to ease th e understanding
and comparison of information.” equals 3.1 (The maximum value = 4) and the proportional mean equals 78.2%. The value of sign test equals 15.0 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middl e point 50% (Neutral). Since the value of
sign test is positive, then the mean of this paragraph is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result reveal s that respondents gave high rating to this
statement due to that PalTel's team lead ers are frequently called to present their
information and perhaps an opinion or proposal on a variety of issu es. Therefore, they
have the required presentation skills to achie ve that. Here, visual communication is used
as a decision-making tool. Several tools such as tables, charts, diagrams, and graphics
are used to explain and simplify the relati onships between facts, things or ideas
– The mean of paragraph #25 “I use a concludi ng statement in my presentation to ensure
that participants are motivated to take decisions.” equals 3.1 (The maximum value = 4) and the proportional mean equals 78.1%. The value of sign test equals 15.0 with sig. (p-value) equals 0.000 which is smalle r than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the
value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this para graph. This result supports th e agreement obtained from the
result of paragraph #24. In addition to usi ng the visual communication, team leaders use
a conclusion at the end of each presentation to summarize the key points and motivate the audience to action.
– The mean of paragraph #23 “I ensure that the presentation includes introduction to
show the importance of the pres entations to the participants.” equals 3.1 (The maximum
value = 4) and the proportional mean equals 77.3%. The value of sign test equals 14.9
with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05,
96so the mean of this paragraph differs signi ficantly from the middle point 50% (Neutral).
Since the value of sign test is positive, then the mean of this paragraph is significantly
greater than the middle point 50%, so we co nclude there is an agreement from the
respondents' point of view about this paragra ph. This result indicates an introduction is
used at the beginning of the presentation to explain to the audiences the purpose and the
importance of the presentation.
– The mean of paragraph #8 “I tend to used proper tones and voice pitch during the
communication process.” equals 3.1 (The maximum value = 4) and the proportional
mean equals 76.8%. The value of sign test e quals 14.1 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result indicates that non- verbal messages, such as tone of voice and
facial expression, are used to support the stat ed messages that increa se the effectiveness
of the communication process.
– The mean of paragraph #2 “I do not hesitate to repeat th e points that I understood to
confirm my understanding.” equals 3.0 (The maximum value = 4) and the proportional
mean equals 75.9%. The value of sign test e quals 13.8 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result confirms th e result of paragraph #1 since seldom can
effective listening be separa ted from reflecting response. Reflecting response is to
mirror back to the communicator the message that heard, this allows the speaker to feel
listened to, understood, and free to explore the topic in more depth.
– The mean of paragraph #27 “PalTel uses effective programs to encourage employees
to participate in thei r ideas.” equals 3.0 (The maximu m value = 4) and the proportional
mean equals 75.0%. The value of sign test e quals 13.5 with sig. (p-value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result shows clearly that PalTel continuously makes great efforts to
keep its employees motivated to participate by in their ideas. PalTel Star and Spark are
two examples of the currently used programs for Idea Generation. The employees can access a website designed specially for this pur pose and inter their ideas that helping the
business grow profitability and reducing the co sts. A committee evaluates these ideas in
order to reward the owners of the app licable ones. Recently, these programs are
connected to the result of the performance appraisal system to encourage the employees
to participate in these programs.
– The mean of paragraph #22 “All meetings minutes, recommendations, and duties are
documented, determined and specified to their related in charge parties with their time
97schedule.” equals 2.9 (The maximum valu e = 4) and the proportional mean equals
72.1%. The value of sign test equals 13.1 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. Meetings leaders issue mi nutes of meeting which record the decisions
of the meeting and the actions agreed. They provide a record of the meeting and,
importantly, they provide a review document for use at the next meeting so that
progress can be measured, this makes th em a useful discip lining technique as
individuals' performance and non-performance of agreed actions is given high visibility.
– The mean of paragraph #26 “Employees sk ills and competencies are enriched and
developed through utilizing different comm unication methods” equals 2.9 (The
maximum value = 4) and the proportional mean equals 71.3%. The value of sign test
equals 12.8 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragr aph. This result is
supported by the positive results of most the paragraphs in this dimension and the result
of item number nine of the first part of th e questionnaire where table (20) shows that the
average number of training course that respondents got in the field of business
communication is approximately three training courses. These results reflects that
PalTel provide good training and development to its employees in order to enjoy higher
productivity, faster problem solv ing, and higher quality outputs.
– The mean of paragraph #19 “All concerned departments are adequately represented in
the meeting” equals 2.8 (The maximum value = 4) and the proportional mean equals 70.1%. The value of sign test equals 12.3 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result shows that m eetings leaders invite the people with the
necessary information for the items listed in the meeting agenda. Those participants can
contribute and make good decisions.
– The mean of paragraph #16 “I take the nonverbal expressions and behaviors into
consideration” equals 2.7 (The maximum va lue = 4) and the proportional mean equals
67.2%. The value of sign test equals 10.4 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs
significantly from the middle point 50% (Neu tral). Since the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result supports the pr evious agreement result that was obtained
from paragraph #8 in this dimension. Using the non-verbal messages is an important aspect of communication between the em ployees since reading people's facial
expression will give clues to their respons es to the received verbal messages.
98
– The mean of paragraph #21 “During the mee ting and in the end period of each section
discussions related be summarized and setting the most essential points and
recommendations simultaneously before jumpi ng to the next bullet” equals 2.7 (The
maximum value = 4) and the proportional mean equals 66.9%. The value of sign test
equals 10.5 with sig. (p-value) equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this paragraph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragraph. This result
supports the result of paragraph #19 in that the meetings leaders at PalTel have the
required skills for managing the meetings. As time dwindles for each item on the
distributed agenda, leaders stop the discus sion, then summarize the debate on that
agenda item and move on the next item on the agenda.
– The mean of paragraph #12 “PalTel employ ees enjoy the required competencies to
prepare the required reports professionally.” equals 2.6 (The maximum value = 4) and
the proportional mean equals 65.2%. The value of sign test equals 9.2 with sig. (p-value) equals 0.000 which is smalle r than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the
value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this paragraph. This re sult shoes that the employees have the claver-
needed skills those required in making prof essional reports. This accordingly improves
the chance that the decisions will be made su ccessfully. In one example, a quality report
is prepared periodically to a ssist the quality of service that provided to the customers in
the field of repairing the faulty lines. Several tools are used in this report such as tables,
charts, numerical relationships, graphs, and percentages. This report represents the data
in a way that help the decision maker increase decision quality.
– The mean of paragraph #6 “Employees tend to select the most proper time for
communication process.” equals 2.5 (The maximum value = 4) and the proportional
mean equals 63.7%. The value of sign test eq uals 9.1 with sig. (p -value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result shows that em ployees use time appropr iately and recognize
the timing of the communication, whatever its format, can be crucial to the decision-
making process. Timing is thought of in severa l senses. For example, the entire range of
competing demands on person's time, personal ity, attention, and moods are taken into
account when choosing the best time for part icular audience to receive a particular
message. Moreover, Timeliness of the response is also considered to meet any deadlines
since timely reports, presentations, and e-mails are always taken as a sign of good communication.
– The mean of paragraph #20 “During the mee ting, I feel that a ll participants are
motivated and participate in their opinions.” equals 2.5 (The maximum value = 4) and
the proportional mean equals 63.3%. The value of sign test equals 8.4 with sig. (p-
99value) equals 0.000 which is smalle r than the level of significance α = 0.05, so the mean
of this paragraph differs significantly from the middle point 50% (Neutral). Since the
value of sign test is positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this paragraph. This result shows that mee tings leaders, work
diligently to ensure everyone’s thoughts a nd ideas are heard by guiding the meeting so
that there is a free flow of debate with no individual dominating and no extensive
discussions between two people.
– The mean of paragraph #18 “A detailed plan is sent to the employees who will
participate in the meeting prior to holding th e meeting” equals 2.5 (The maximum value
= 4) and the proportional mean equals 62.6%. The value of sign test equals 8.1 with sig. (p-value) equals 0.000 which is sma ller than the leve l of significance α = 0.05, so the
mean of this paragraph differs significantly from the middle point 50% (Neutral). Since
the value of sign test is positive, then the m ean of this paragraph is significantly greater
than the middle point 50%, so we conclude there is an agreement from the respondents'
point of view about this paragraph. This re sult indicates that mee tings participants at
PalTel are prepared for the meetings in advance, this multiply the meetings
effectiveness many times over, and create oppor tunities for managers and employees to
work together to achieve common goals and here the clarity will help the group discuss
issues and make decisions in a deliberate and confident manner .
– The mean of paragraph #3 “D uring listening, my direct supervisor tends to reduce
interruption and noise (Example: close the door, stop receiving calls etc.,) through
addressing listening operations.” equals 2.5 (The maximum value = 4) and the
proportional mean equals 62.1%. The value of sign test equals 8.0 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
paragraph differs significantly from the middl e point 50% (Neutral). Since the value of
sign test is positive, then the mean of this paragraph is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. This result indicat es that physical distr actions are eliminated
by setting priorities and preven ting interruptions such as te lephone calls, drop-in visitors
and the like. – The mean of paragraph #4 “Direct supe rvisors do not stress on their opinions and
always listen to others.” equals 2.4 (T he maximum value = 4) and the proportional
mean equals 60.3%. The value of sign test eq uals 7.0 with sig. (p -value) equals 0.000
which is smaller than the level of significance α = 0.05, so the mean of this paragraph
differs significantly from the mi ddle point 50% (Neutral). Sin ce the value of sign test is
positive, then the mean of this paragraph is significantly greater than the middle point 50%, so we conclude there is an agreement from the respondents' point of view about
this paragraph. This result indicates that mangers motivate their subordinates to provide valid ideas, which in order will enha nce the upward communication and decision-
making process.
– The mean of paragraph #14 “Office designs at the company assist in enhancing the
efforts of communication process.” equals 2.4 (The maximum value = 4) and the
proportional mean equals 59.2%. The value of sign test equals 6.0 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
100paragraph differs significantly from the middl e point 50% (Neutral). Since the value of
sign test is positive, then the mean of this paragraph is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this paragraph. Office arrangement, which is a nonverbal communication
format, can especially facilitate or compli cate the task of communicating messages. For
one thing, office arrangements have di fferent meaning regarding the way they
organized. Despite the positive agreement about this paragraph, I think this issue should
be restudied taking into consideration the ch aracteristics of the Palestinian society.
– The mean of paragraph #17 “I feel that de cisions at PalTel are taken on time” equals
2.1 (The maximum value = 4) and the propor tional mean equals 53.1%. The value of
sign test equals 2.8 with sig. (p-value) equa ls 0.000 which is smaller than the level of
significance α = 0.05, so the mean of this paragraph differs significantly from the
middle point 50% (Neutral). Since the value of sign test is positive, then the mean of
this paragraph is significantly greater than the middle point 50%, so we conclude there
is an agreement from the respondents' point of view about this paragraph. This result
shows that PalTel's leaders achieved the fast ac ting. To do so, they use two tactics. First,
they focus on real-time information: current information obtained with little or no time
delay (supported by the result of paragraph #2 of the first dimension). For example, they
constantly monitor daily opera ting measures like work in pr ocess rather than checking
periodically the traditional accounting-based indicators such as profitability (supported
by the result of paragraph #5 of the sec ond dimension). Second, they involve people
more efficiently in the deci sion-making process (supported by the results of paragraph
#9 of the first dimension and paragraph #19 of the third dimension). They rely heavily
on trusted experts, and this yields both good advice and the confidence to act quickly
despite uncertainty. They also take a realistic view of co nflict: They value differing
opinions (supported by the result of pa ragraph #15 of the third dimension).
– The mean of paragraph #15 “Conflict among employees is properly used to increase
the quality of decision-making at PalTel.” e quals 2.1 (The maximum value = 4) and the
proportional mean equals 52.3%. The value of sign test equals 1.9 with sig. (p-value)
equals 0.052 which is larger than the level of significance α = 0.05, so the mean of this
paragraph dose not differ from the middle point 50% (Neutral). So we conclude there is
an average agreement from the respondents' poi nt of view about this paragraph. This
result indicates that the em ployees know their individual ro les and responsibilities and
the line of reporting and account ability, which in order prevent tensions. On the other
hand, they should believe that each conflict bri ngs with it opportuni ties to learn and
strengthen the group and its decision-making
– The mean of paragraph #13 “PalTel employees have the required sk ills to deal with
the English correspondences.” equals 2.1 (The maximum value = 4) and the
proportional mean equals 51.7%. The value of sign test equals 0.8 with sig. (p-value)
equals 0.399 which is larger than the level of significance α = 0.05, so the mean of this
paragraph dose not differ from the middle point 50% (Neutral). So we conclude there is
an average agreement from the respondents' poi nt of view about this paragraph. In
English language, in particular, we face the danger of miscommunication with one
another. This problem generally leads to restricted communication flow, inaccurate
messages and misinterpretation of meani ngs. Fortunately, PalTel had made much
progress recently in improving employees English languages skills, primarily through
101an agreement with the AMIDEAST institute in West Bank and Gaza Strip especially for
this purpose. Major strides have been take n to enhance oral, written, and listening
English language skills. However, compar able progress has not occurred in the
interpersonal aspects of comm unication. Employees still afraid in using the language,
make insulating statements, and communicate clumsily.
Results of the paragraphs in the third di mension show that most of the respondents
agree on that employee's communication sk ills positively related to decision-making
process. Listening skills and identifying the most appropriate communication method
were the most important skills from the respondents point view. As shown in table (23) the mean of the total dimension equals 2.8 (The maximum value = 4) and the
proportional mean equals 70.6%. The value of sign test equals 16.0 with sig. (p-value)
equals 0.000 which is smaller than the level of significance α = 0.05, so the mean of this
dimension differs significantly from the middl e point 50% (Neutral). Since the value of
sign test is positive, then the mean of this dimension is significantly greater than the
middle point 50%, so we conclude there is an agreement from the respondents' point of
view about this dimension. This result is supported by the finding of the following
previous studies:
1- Smythe (2008); this research concluded that the prim ary driver resulting in
engaged leaders and employees is the appe tite and ability of leaders to engage
their subordinates in every decisi on-making and bigger-ticker change.
2- Al – Manye (2006), this research found that the lack receiving adequate training
is one of the major obstacles that hi nder the use of commu nication technologies
in public security establishmen t in kingdom of Saudi Arabia.
3- Al – Buheisy (2005), this study showed th at the English level of the employees
at the Palestinian firms is a key word in using new technologies such as internet, intranet, and extranet.
4- Dearing (2005); this articl e suggested eight simple pr actices to increase the
quality and quantity of output from leader ship team meeting and to help them
make and communicate clear decisions a bout their organizations: (1) Know the
agenda in advance; (2) Have a process; (3) Identify decisions; (4) Set a decision-
making threshold; (5) Put staff expert to work; (6) Summarize decisions; (7)
Create a record; and (8) Assign communication.
5- Al – Zoghby (2004); this result found that there is statistical significant
correlation between administrative comm unication skills and administrative
communication efficiency.
6- Abu Al-Ghnam (2002), this study showed th at there is a stat istical significant
correlation between the responses per ception of nonverbal messages and the
modified variables.
7- Alexander et al. (1991); th is study found that individua ls who experience higher
levels of oral communication apprehension are fewer medium sensitive than are their less apprehensive counter parts.
1025.3 Testing the Study Hypotheses
The study hypotheses are as following:
Hypothesis 1: There is a significant correlation between the modern communications
technologies and decision-making process in PalTel?
Hypothesis 2: There is a significant correlation between the business communications
methods and decision-making process in PalTel?
Hypothesis 3: There is a significant correlation between the personnel communications
skills and decision-making process in PalTel?
Hypothesis 4: There is a significant statistical di fference of sample's personnel opinions
of various respondents' pivots acco rding to their individual and
professional differences.
5.3.1 Testing Hypothesis 1
Hypothesis 1 : There is a significant correlation between the modern business
communications technologies and decision-making process in PalTel
Table 24 Correlation coefficient between the modern business communications
technologies and decision-making process in PalTel
Dimension Spearman
Correlation
Coefficient P-Value
(Sig.)
The effect of using MCTs on decision-making process at PalTel .879 0.000*
* Correlation is significant at the 0.05 level
Table (24) shows that the spearman corre lation coefficient between the modern
business communications technologies and deci sion-making process in PalTel equals
0.879 and The p-values (Sig.) equals 0.000 wh ich is less than 0.05, so there is a
significant correlation between the modern business communications technologies and
decision-making process in PalTel . This resu lt agrees with the following prior studies:
1- Berry (2006); this article found th at Computer-Mediated Asynchronous
Communication CMAC has brought about radical changes in understanding
communication teamwork and decision-making.
2- Al- Manye (2006); this rese arch found that the implication of communication
technologies has a great impact on the effici ency of the employees in the field of
decision-making process.
3- Pissarra and Jesuino (2005); this study f ound that there was an impact of
communication technology on the flow of ideas and of group's performance.
1034- Al- Shehri (2004); this research found that administrative communication plays
an important role in solving criminal security staff members problems. Moreover, this research found that communication technologies play an
important role in improving staff memb er's occupational performance level.
5- Cai (2003); this study found that usi ng the inter-organizational internet
communication play an important role on d ecision-making process in the field of
purchasing performance.
6- Colquitt et al (2002); the results of this study indicated that access to computer-
assisted communication improved the d ecision-making performance of teams.
On the other hand, this result disagrees with the following studies:
1- Al- Buheisy (2005); this article found that there was no consid erable effect of
modern technologies in decision-making pr ocess in the Palestinian firms. The
author of this article refer this result to two reasons, the first is the qualifications of these firm's managers that not related to neither commercial science nor information technology. The second reas on is that those managers did not
receive any training courses in the field of MCTs. Moreover, this study had been
conducted on a previous time and had b een applied on a diffe rent population as
listed before in this chapter.
2- Bhappu (1999); the result of this research showed that individuals in teams had
weaker team identity and lower deci sion quality when teams communication
was computer mediated. From my opinion, this negative result was because this
research was conducted on 1999 at the begi nning of the internet revolution.
5.3.2 Testing Hypothesis 2
Hypothesis 2 : There is a significant correlation between the business communications
methods and decision-making process in PalTel
Table 25 Correlation coefficient between the business communications methods
decision-making process in PalTel
Dimension Spearman
Correlation
Coefficient P-Value
(Sig.)
The effect of busine ss communication methods
on decision-making process at PalTel .692 0.000*
* Correlation is significant at the 0.05 level
Table (25) shows that the spearman corre lation coefficient between the business
communications methods and decision-making process in PalTel equals 0.692 and The
p-values (Sig.) equals 0.000 which is less th an 0.05, so there is a significant correlation
104between the business communications methods and decision-making process in PalTel.
This result agrees with the following prior studies:
1- Caballer et al (2005); this paper showed a direct eff ect of communication media
on satisfaction with group results and commitment to those results.
2- Cortesi (2001); this study found that communication channel had a significant
effect on group composition. Participat ion and performance were also highly
dependent on communication channel.
3- Huisman (2001); the result of this study s howed that the form ulation and content
of decisions is inextricably connected to the situation in which they are produced.
4- Purdy and Nye (2000); this research f ound that rich communication media are
more likely to encourage collaborative behavior than poorer media are. More
over, the research found that media ric hness directly reduce bargaining time and
indirectly affect subjective bargaining outcomes.
On the other hand, this result disagrees with the following studies:
1- Johnson (2003); this research found that increasing or decreasing richness of
media dose not uniformly alter decision- making constructs, such as message
significance, message reorientati on, and subjective judgment.
2- Citrin (2001); this study found that communication media characteristics such
as feedback quality is an important predictor of all the different dimensions of information quality (clarity, relevance, accuracy, and timeliness) for the three communication media examined (salespe rson, technical literature, and web
information sources).
3- Citera (1998); this research found that quality of decision did not differ across
communication media.
5.3.3 Testing Hypothesis 3
Hypothesis 3: There is a significant correlation between the personnel communications
skills and decision-making process in PalTel
105Table 26 Correlation coefficient between the personnel communications skills and
decision-making process in PalTel
Dimension Spearman
Correlation
Coefficient P-Value
(Sig.)
The third dimension: The effect of employee's communication skills on decision-making process at PalTel .876 0.000*
* Correlation is significant at the 0.05 level
Table (26) shows that the spearman correlation coefficient between the
personnel communications skills and decision-making process in PalTel equals 0.876
and The p-values (Sig.) equals 0.000 which is less than 0.05, so there is a significant correlation between the personnel communicati ons skills and decision-making process
in PalTel. This result agrees with the following prior studies:
1- Smyth (2008); this research concluded that the primary driver resulting in
engaged leaders and employees is the appetite and ability of leaders at every level to engage their s ubordinates in every decisi on-making. Moreover, the
author of this research found that leaders who engage the right groups in every
day decisions and in designing and executiv e change will benefit both in terms
of the quality of decisions and the speed of execution that derives from people who feel ownership of the outcome.
2- Al- Manye (2006); this research found that improving the employees skills
through adequate training will enhance thei r ability to use modern technologies
in decision-making process.
3- Al- Buheisy (2005); this research indicated that managers English level is a key
word in using modern technologi es in decision-making process.
4- Dearing (2005); this articl e suggested eight simple pr actices to he lp leaders
make and communicate clear decisions a bout their organizations. These eight
tactics will increase the quality and qua ntity of output from leadership team
meetings by increasing the leader's sk ills in effectively managing meetings.
5- Al- Zoghby (2004); this study found that th ere is a statistic al significant
correlation between administrative comm unication skills and administrative
communication efficiency, as well as, be tween the nonverbal messages elements
and administrative communication.
6- Huisman (2001); the result of this study s howed that the form ulation and content
of decisions is connected to the situations in wh ich they are produced and
decisions depend on the communicative norms of the group.
1065.3.4 Testing Hypothesis 4
Hypothesis 4: There is a significant statistical di fference of sample's personnel opinions
of various study's pivots according to their individual and professional
differences
Mann-Whitney test was used to determine whether there is a significant
statistical difference of sample's personnel opinions of various study's pivots according
to Gender and Duty Station.
The result for every dimension is shown in the following Tables:
5.3.4.1 Gender
Table 27 Mann-Whitney test of the dimensions and their p-values (Sig.) for
Gender
Dimension Test value P-value(Sig.)
MCTs 2.992 0.003*
Communication methods 0.580 0.562
Employee's communication skills 2.681 0.007*
All dimensions 2.636 0.008*
* The mean difference is significan t at 0.05 level of significant
Table (27) shows that the p-value (Sig.) is less than α = 0.05 (α is the level of
significance) for MCTs, Employee's communica tion skills, and all dimensions together.
We conclude that there is a significant difference in rank means between males and
females for these dimensions. On the other hand, the p-value (Sig.) is greater than α =
0.05 for Communication methods. We conclude that there is no significant difference in
rank means between males and females for this dimension.
Table 28 Mean Ranks for the dimensions for Gender
Mean Ranks Dimension Males Females
MCTs 141.52 96.03
Communication methods 135.53 144.33
Employee's communication skills 141.00 100.20
All dimensions 140.93 100.80
Table (28) shows that the rank means for males are higher than the females for
MCTs, Employee's communication skills, and a ll dimensions together. We conclude
that the respondents’ gender has an effect on the respondents’ agreement for these
dimensions. This means that males responses are more agree than females for these
dimensions. A possible explanation is that women's absenteeism rates tend to be higher
than those of men. This allows men to pl ay a more active role in problem solving,
communication styles, and analytical skills. A nother explanation is that men and women
use communication for different reasons. Me n use it to emphasize status, where as
107women use it to create connection (Robbins, 2003). What is happening is that when
men hear a problem, they want to assert their desire for independence and control by providing solutions. Women, on the other hand, view relating as a way to promote closeness. Women present the problem to gain support and connection, not to get the men's advice. This result agrees with the following prior study:
– Al- Lozi (1999); this research found th at the conceptions of male employees
towards communication competency were highe r than those of female employees in
all fields of study except for choosing the appropriate method for communication
behavior.
5.3.4.2 Duty Station
Table 29: Mann-Whitney test of th e dimensions and their p-values (Sig.) for
Gender
Dimension Test value P-value(Sig.)
MCTs 1.047 0.295
Communication methods 0.748 0.454
Employee's communication skills 0.210 0.834
All dimensions 0.285 0.776
Table (29) shows that the p-value (Sig.) is greater than α = 0.05 (α is the level of
significance) for each dimension. We conclude that there is no significant difference in
rank means between Gaza strip and West bank for all dimensions.
Table 30: Mean Ranks for the dimensions for Duty Station
Mean Ranks Dimension Gaza Strip West Bank
MCTs 129.35 139.98
Communication methods 141.61 134.02
Employee's communication skills 135.07 137.20
All dimensions 134.55 137.45
Table (30) shows that the rank means for Gaza strip and West bank respondents
are approximately equal for all dimensions t ogether. We conclude that the respondents’
Duty Station has no effect on the respondents’ agree for these dimensions. This means
that there is agreement between Gaza strip and West bank respondents for all
dimensions. This is due to the fact that the employees at both Gaza strip and West bank
are working at the same environments, us ing the same communication technologies and
methods, and getting the same training course. – The Kruskal-Wallis test is a statistical test that is used to compare the ranks means
between three or more samples. We examine a nd if there is any signi ficant difference in
point of view of the responde nts regarding the dimensions and affected by Age, Marital
108Status, Qualification, Experience, Managerial Level, Department, Number of training
courses, Percentage of time allocated for communication The result for every dimension is shown in the following Tables:
5.3.4.3 Age
Table 31: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for Age
Dimension Test Value df* Sig.
MCTs 9.001 5 0.109
Communication methods 3.182 5 0.672
Employee's communication skills 6.625 5 0.250
All dimensions 7.937 5 0.160
* df: Degrees of Freedom
Table (31) shows that the p-value (Sig.) is greater than α = 0.05 (α is the level
of significance) for each dimension, so ther e are no significant differences between the
respondents age categories regarding their re spondent agree to all dimensions. So, we
conclude that the respondents’ age has no e ffect on the respondents’ agree. This could
be due to the fact that 54.1% of the resear ch sample is from 30 to <40 years old and
78.4% of the research sample is from 30 to < 45 years old as shown in table (12). This result agrees with the following prior study:
– Al- Shehri (2004); this research found that criminal security staff members have
a similar point of view towards the ro le of administrative communications in
occupational performance regardless their age.
On the other hand, this result is inconsistence with the following prior study:
– Al- Manye (2006); this research found that there are significance differences between the respondents age regarding to th eir agreement to the role of modern
technologies in performance on public security establishment.
5.3.4.4 Marital Status
Table 32: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Marital Status
Dimension Test Value df* Sig.
MCTs 1.857 2 0.395
Communication methods 0.217 2 0.897
Employee's communication skills 3.930 2 0.140
All dimensions 3.334 2 0.189
* df : Degrees of Freedom
Table (32) shows that the p-value (Sig.) is greater than α = 0.05 (α is the level
of significance) for each dimension, so ther e are no significant differences between the
109respondents Marital Status categories regarding their respondent agree to all
dimensions. So, we conclude that the res pondents’ Marital Status has no effect on the
respondents’ agree. This result indicates th at the individual's personality is developed
across time toward increased maturity, whic h reflects the way they go about gathering
and evaluating information in solving problems and making decisions.
5.3.4.5 Qualification
Table 33: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Qualification
Dimension Test Value df* Sig.
MCTs 8.087 4 0.088
Communication methods 2.542 4 0.637
Employee's communication skills 2.090 4 0.719
All dimensions 3.575 4 0.467
* df : Degrees of Freedom
Table (33) shows that the p-value (Sig.) is greater than α = 0.05 (α is the level
of significance) for each dimension, so ther e are no significant differences between the
respondents Qualification categories regarding their respondent agree to all dimensions.
So, we conclude that the respondents’ Qua lification has no effect on the respondents’
agree. This could be due to the fact that 84.6% of the research sample has bachelor and higher education certificate as shown in table (14). Moreover, the places of employment for a considerable number of them are not consistence with their qualifications. This
result agrees with the following prior studies:
1- Al- Shehri (2004); this research found th at there are no significance differences
between the respondents qualification regard ing to their agreement to the effect
of administrative communication in occ upational performance on public security
officers.
2- Al-Lozi (1999); this result showed that there is no considerable effect of
academic rank in relation with competency of administrative communication.
On the other hand, this result is inconsistence with the following prior study:
– Al- Manye (2006); this research found th at there are significance differences
between the respondents qualifications rega rding to their agreement to the role
of modern technologies in improving performance on public security establishment.
1105.3.4.6 Experience
Table 34: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Experience
Dimension Test Value df* Sig.
MCTs 1.376 3 0.711
Communication methods 2.280 3 0.516
Employee's communication skills 2.706 3 0.439
All dimensions 1.510 3 0.680
* df : Degrees of Freedom
Table (34) shows that the p-value (Sig.) is greater than α = 0.05 (α is the level
of significance) for each dimension, so ther e are no significant differences between the
respondents Experience categories regarding their respondent agree to all dimensions. So, we conclude that the respondents’ E xperience has no effect on the respondents’
agree. This result is logic and was expected since 95.6% of the sample has 5 years and
more experience (as shown in table (15). Most of them enter the organization together
or at approximately the same time and have tremendous experience with the different
types of communication media. This experi ence with media increased the employee's
skill, comfort, and use of media. For example, communication media choice is determined by the fit of the perceived media richness and perceived information
richness. These perceptions are built upon prev ious experience with media. This result
agrees with the following prior studies:
1- Al- Manye (2006); this research found th at there are no significance differences
between the respondents experience regarding to their agreement to the effect of
communication methods, employees communication skills , and MCTs in developing performance on public security Establishment.
2- Al- Shehri (2004); this research found that criminal security staff members have
a similar point of view towards the ro le of administrative communications in
occupational performance regardless their experience.
3- Al-Lozi (1999); this result showed that there is no considerable effect of
experience in relation with competency of administrative communication.
On the other hand, this result is inconsistence with the following prior study:
1. King and Xia (1997); this paper indicated that traditionally rich media such as
face-to-face, group meetings, and telephone were consistently perceived to be more appropriate than emerging new medi a over time. In addition, changes in
perception of media appropriateness were directly related to the participants learning experience, and were particul arly salient with new media. This
inconsistency came from the fact that indi viduals in this paper have high level of
expertise and familiarity with face-to -face and telephone communication. As a
111result, they would naturally prefer these media over other unfamiliar ones as
argued by the author of this paper, whic h is not the case in PalTel since its
employees, are familiar with all types of communication media.
5.3.4.7 Managerial Level
Table 35: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Managerial Level
Dimension Test Value df* Sig.
MCTs 3.339 2 0.188
Communication methods 6.599 2 0.037**
Employee's communication skills 8.351 2 0.015**
All dimensions 9.296 2 0.010**
* df : Degrees of Freedom
** The mean difference is signifi cant at 0.05 level of significant
Table (35) shows that the p-value (Sig.) is smaller than α = 0.05 (α is the level of
significance) for Communication methods, Em ployee's communication skills , and all
dimensions together, so there are signi ficant differences between the respondents
Managerial Level categories regarding their respondent agree to theses dimensions. So,
we conclude that the respondents’ Manageri al Level has an effect on the respondents’
agree. On the other hand, the p-value (Sig.) is greater than α = 0.05 for MCTs, so there
is no significant differences between the respondents Managerial Level categories
regarding their respondent agree for this dimension. So, we conclude that the
respondents’ Managerial Level has no effect on the respondents’ agree. This result is
logic since the same used MCTs are availabl e for almost all the employees without any
distinction according to their managerial level. This result agrees with the following prior study:
– Al- Manye (2006); this research found th at there are no significance differences
between the respondents experience regarding to their agreement to the effect of
communication technologies in devel oping performance on public security
Establishment.
On the other hand, this result is inconsistence with the following prior study:
– Al- Lozi (1999); this study found that job level had no considerable effect with
its relation to choosing the appropria te method for communication behavior.
One possible explanation of this inconsistency is that PalTel belongs to the private
sector where the speed and accuracy in decision-making is much more important than the public sector. In addition, the private sector pays more attention to the development and training of its employees as it fits with their managerial levels.
112Table 36: Mean Ranks for the dimensions for Managerial Level
Mean Ranks
Dimension Top
Management
(Chief /
Director) Middle
Management
(District
Manager) Low Management
(Senior Engineer –
Supervisor – Head
of Section –
Administrator – … )
MCTs 155.64 143.51 130.76
Communication methods 153.89 153.44 127.76
Employee's communication skills 139.42 161.43 127.67
All dimensions 146.03 161.26 126.55
The rank mean for Top Management (Chief / Director) is higher than the other
Managerial Level for Communication methods. The rank means for Middle
Management (District Manager) is higher than the other Managerial Level for Employee's communication skills, and all dimens ions together. We conclude that the
respondents’ Managerial Level has an e ffect on the respondents’ agree for these
dimensions.
5.3.4.8 Department
Table 37: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Department
Dimension Test Value df* Sig.
MCTs 2.466 3 0.482
Communication methods 3.517 3 0.319
Employee's communication skills 3.398 3 0.334
All dimensions 2.710 3 0.439
* df : Degrees of Freedom
Table (37) shows that the p- value (Sig.) is greater than α = 0.05 (α is the level of
significance) for each dimension, so there are no significant differences between the
respondents Department categories regarding their respondent agree to all dimensions.
So, we conclude that the respondents’ De partment has no effect on the respondents’
agree. This result was expected since all employees of the company regardless of their
related departments use the same communi cation technologies and methods, and gain
training courses in this field. In addition, certainly most and even all common shared applications among the departments use the same communication technologies to achieve task's work duties. For example, PalTel uses Telco program, which is startup
its procedures with commercial department by receiving the customer's applications those transferred to the technical department to manage the availability then approved, and end up by financial department. This result agrees with the following prior study:
– Al- Manye (2006); this research found that there are no significance differences
between the respondents department regardi ng to their agreement to the effect of
113communication technologies in devel oping performance on public security
Establishment.
5.3.4.9 Number of training courses
Table 38: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Number of training courses
Dimension Test Value df* Sig.
MCTs 3.836 2 0.147
Communication methods 4.088 2 0.130
Employee's communication skills 4.806 2 0.090
All dimensions 5.464 2 0.065
* df : Degrees of Freedom
Table (38) shows that the p- value (Sig.) is greater than α = 0.05 (α is the level of
significance) for each dimension, so there are no significant differences between the
respondents “Number of training courses” cat egories regarding their respondent agree
to all dimensions. So, we conclude that th e respondents’ “Number of training courses”
has no effect on the respondents’ agree. Th is could be due to the fact that the
respondents are familiar with the concepts of business communication since most of
them have gained training courses in the field of business communication. The average
number of training courses is approximately three training courses.
5.3.4.10 Percentage of time allocated for communication
Table 39: Kruskal-Wallis test of th e dimensions and their p-values (Sig.) for
Percentage of time allocated for communication
Dimension Test Value df* Sig.
MCTs 3.126 4 0.537
Communication methods 4.543 4 0.337
Employee's communication skills 7.117 4 0.130
All dimensions 6.035 4 0.197
* df : Degrees of Freedom
Table (39) shows that the p- value (Sig.) is greater than α = 0.05 (α is the level of
significance) for each dimension, so there are no significant differences between the
respondents “Percentage of time allocated for communication” categories regarding their respondent agree to all dimensions. So, we conclude that the respondents’
“Percentage of time allocated for communi cation” has no effect on the respondents’
agree. This result could be due to the fact that the average percentage of time allocated
for communication is 54.2%; which is close to the results of some studies that found
managers spent 60% to 80% of their time communicating (Dessler, 2004).
1145.3.4.11 Percentage of Time Allocate d for Communication and Managerial
Level
Table 40: Pearson Chi-Square test of the relation between managerial level and
percentage of time allocated for communication
Percentage of time allocated for communication
0%-
20% 21%-
40% 41%-
60% 61%-
80% 81%-
100%
Count 2 4 2 15 9 Top Management (Chief /
Director) % 6.3% 12.5% 6.3% 46.9% 28.1%
Count 2 9 12 29 8 Middle Management
(District Manager) % 3.3% 15.0% 20.0% 48.3% 13.3%
Count 36 49 33 44 18 Managerial
Level
Low Management (Senior
Engineer – Supervisor –
Head of Section –
Administrator – … ) %
20.0% 27.2% 18.3% 24.4% 10.0%
Pearson Chi-Square = 34.775 , degrees of freedom = 8, Sig. (P-value) = 0.000
Table (40) shows that Sig. (P-value) =0 .000 which is smaller than the level of
significance 0.05, so there is significant relationship between Managerial Level and
Percentage of time allocated for communication.
115
Chapter Six: Results and Recommendations
CHAPTER OUTLINE
6.1 Introduction
6 . 2 R e s u l t s 6.3 Recommendations 6.4 Proposed Future Studies
1166.1 Introduction
The aim of this research was to examin e the impact of business communication on
decision-making process in PalTel. Four hypothe ses were tested for this purpose. In the
first hypothesis, we assumed that there is a significant correlation between the modern
business communications technologies and decision-making process in PalTel. The
results revealed that the relationship exists and further revealed that there is a significant positive correlation between modern business communications technologies and decision-making process in PalTel and ev idently indicates that the hypothesis is
statistically valid. In the second hypothesis, we assumed that there is a significant correlation between business communications methods and decision-making process in
PalTel. The results revealed that the relations hip exists, further revealed that there is a
significant positive correlation between business communications methods and decision-making process in PalTel, and ev idently indicates that the hypothesis is
statistically valid.
In the third hypothesis, we assumed that there is a significant correlation between
the personnel communication skills and decisi on-making process in PalTel. The results
revealed that the relationship exists and fu rther revealed that there is a significant
positive correlation between the personnel communication skills and decision-making process in PalTel and evidently indicates that the hypothesis is statistically valid. In the
last hypothesis, we assume that there is a significant statistical difference of sample's
personnel opinions of various respondents' pivots according to their individual and
professional differences. Analysis of this hypothesis revealed that there is a significant difference in rank means between males and females for MCTs, Employee's communication skills, and all dimensions togeth er. In managerial level, we found that
there are significant differences between th e respondents Managerial Level categories
regarding their respondent agree to Communication methods, Employee's communication skills, and all dimensions together.
This chapter discusses the major findings of this study. Results and
recommendations, as well as, future research direction, are also provided.
6.2 Results
The study revealed that there is a positive impact of business communication on
decision-making process. Hereinafter, we highlight the findings that the study reached:
1. Modern Communication Technologies (MCTs) make attaining information
easier.
2. MCTs increase the efficiency and productivity through effective teamwork and
effective decision-making.
3. MCTs as revealed by respondents creat e permanent and evolving records of
discussion, which leads to creating database to document team members' expectations and responsibilities.
4. MCTs motivate employees to participate with their ideas consequently leading
to generating ideas that are more creative.
1175. Internet based communication increases communication opportunities with
stakeholders.
6. MCTs are frequently updated, and that they enable PalTel's employees to follow
up day-to-day tasks remotely.
7. E-mail is improperly used as it is sometim es used in sending unrelated to work
messages.
8. MCTs are impersonal and do not involve feelings.
9. The result revealed that the employees use oral communication methods for
complex tasks.
10. Feedback speed in oral communication methods was found to affect positively
the effectiveness of communication process.
11. Multiple cues in oral communication methods were found to assist in
overcoming complicated obstacles.
12. Oral communication methods found to encourage collaborative behavior and
creative thinking.
13. Written communication methods are utilized to easily and quickly identify the
problems encountered.
14. Written communication methods provide em ployees with the ability to analyze
messages.
15. Employees, wisely use the advantages of using more than one communication
method for sending the important messages in order to achieve the target of
sending these messages and to be sure th at the messages are received clearly and
timely.
16. Informal communication channels are found to be properly used to deliver
essential information.
17. Employees, resort to written communication methods to address their direct
supervisors, which mean that some of them suffer from communication
apprehension.
18. Good listing skills are ranked the highest important communication format.
19. Specifying the concerned objective befo re initiating the communication process
improves the effectiveness and efficient of the communication process as whole
through; Deciding the required action af ter the communication, Defining the
target audiences, Determining the conten t of the message, Identifying the most
effective and efficient media to use, and Choosing the best time for sending the
message.
20. Engaging the employees in decision-making process positively affect this
process.
21. Running effective meetings were found to increase the quality and quantity of
the decisions.
22. Successful presentations were found to motivate participants to make good
decisions.
23. Nonverbal messages enhanced the effectiveness of the communication process.
24. There is a significant difference in rank means between males and females for
MCTs, Employee's communication skills, and all dimensions together.
25. There are significant differences between the respondents Managerial Level
categories regarding their respondent agree to Communication methods,
Employee's communication skills, and all dimensions together.
1186.3 Recommendations
1- Achieving the maximum benefit out of Internet communication with trading
partners through increasing the investments on advanced Internet communication tools such as Internet-based communication and Extranets. These tools can significantly increase information trans action speed, reduce information costs,
accelerate order fulfillment cycle time, a nd enhance customer service quality, for
example this tool could be implemented in the field of purchasing process.
2- Increasing the commitment of managers to the importance of communication.
Managers should spend significant amount of their time talking with employees,
responding to questions, listening to thei r concerns, and conveying the company's
vision to them.
3- Promoting upward communication through which management knows whether
subordinates understand legislations and instructions or not. It encourages
subordinates to contribute by their crea tive ideas. Communication also provides
management with valuable input upon which decisions can be based. . In addition, it cultivates acceptance and commitment by giving employees an opportunity to express ideas and suggestions. The follo wing points could help foster upward
communication:
a- Social gathering (including department al parties, picnic, and recreational
events) provides opportunities for informal and casual communication.
b- Regular meetings with subordinates can be a good source of information.
c- A suggestion system, even a suggestion box, can encourage upward
communication.
d- An open door policy enables employees express concerns through a channel
outside the normal chain of command.
e- E-mail: Top management should encourage all employees to e-mail concerns
and questions directly to them.
f- Improving manager's skills on feedback techniques and rewarding them for
using it.
4- Improving downward communication. Downward communication includes a
variety of essential types of informa tion regarding for instance, company's
mission, organizational policies and practices, job instructions, and employee's appraisal results. Following are some si mple effective methods for fostering
upward communication:
a- Fostering trust and commitment among employees by treating them, more
like partners than employees.
b- Motivating all employees to focus on he lping, the businesses grow profitably
by sharing the financial data, explaini ng its numbers for them, and rewarding
them for improvements in performance.
c- Using the body language effectively when communicating with subordinates
such as maintaining eye contact, smiling, and using open- handed gestures.
1195- Improving horizontal communication. Each employee is depending on his
colleagues for help to get his job done, and his day-to-day peace of mind usually depends, to some extent, on how he gets along with his peers. Following are some
ways to improve horizontal communication;
a- Organizing committees and task forces.
b- Using independent integrators to improve communication among
departments.
6- Increasing the benefits of informal communications. Rich informal
communication leads to more action, mo re experiments, more learning, and
simultaneously leads to stay in touch and on top of things. Here are some simple
ways to accomplish this:
a- Maintaining communication intensity at extraordinary level. Encouraging an
open exchange of ideas, in which peopl e are blunt and straightforward in
going after the issues.
b- Providing physical support for inform al communication. Encouraging
managers to get out of their offices, walk around, and strike up conversation
with employees in and outside their own department.
c- Emphasizing informality.
7- Resuming the special English language training courses and programs that were
initiated for all PalTel employees as th ese courses will enhance the employee's
ability and skills to use the Modern communication technologies MCTs.
8- Giving free access opportunity for all Field workers to use e-mail, Intranet, and
Internet special work programs.
9- Management should make sure that the corporate environment allows executing
the creative ideas generated by the employees.
10- Carrying on the process of updating MCTs in order to maximize the benefits of
using these technologies.
11- Controlling the use of e-mail system specially in reducing the unrelated to job
messages that consumed employee's time and efforts.
12- Promoting the use of face-to-face communication media in addressing
complicated situations. This method allows employees exchange information, get immediate feedback, and use nonverbal messages, which add extra emphasis to complicated points.
13- Developing employee's skills in preparing, reading and analyzing the work
reports.
12014- Management has to exert more effort to enhance trust between managers and
subordinates in work relationships.
15- Improving the employee's listening skills by developing their abilities to hear and
understand the received messages.
16- Management has to pay more attention to the elements of nonverbal messages,
specially the shape, office arrangements, and time that affect the message's
elements.
6.4 Proposed Future Studies
Future studies may need to consider:
– The effect of Internet-based communication technologies on participation and
performance, since communication technology is evolving rapidly.
– The impact of communication technologies on competitiveness of PalTel.
– The effect of information overload on decision-making and ways to manage it.
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126)A( Appendix
Final Questionnaire In Arabic
اﻟﺮﺣﻴﻢ اﻟﺮﺣﻤﻦ اﷲ ﺑﺴﻢ
ﺍﻹﺴﻼﻤﻴﺔ ﺍﻟﺠﺎﻤﻌﺔ– ﻏﺯﺓ ﺍﻻﺴﺘﺒﺎﻨﺔ ﺭﻗﻡ :
ﺍﻟﻌﻠﻴﺎ ﺍﻟﺩﺭﺍﺴﺎﺕ – ﺍﻷﻋﻤﺎل ﺇﺩﺍﺭﺓ ﻤﺎﺠﺴﺘﻴﺭ
ﺍﻻﺴﺘﺒﺎﻨﺔ ﺘﻌﺒﺌﺔ ﺘﺎﺭﻴﺦ:
ﻟﺘﺎﺭﻴﺦﺍ: 21 /7 / 2008
ﺍﻟﻜﺭﻴﻡ ﺃﺨﻲ/ ﺍﻟﻜﺭﻴﻤﺔ ﺃﺨﺘﻲ
ﻭﺒﺭﻜﺎﺘﻪ ﺍﷲ ﻭﺭﺤﻤﺔ ﻋﻠﻴﻜﻡ ﺍﻟﺴﻼﻡ …
ﺃﻴﺩﻴﻜ ﺒﻴﻥ ﻴﻀﻊ ﺒﺄﻥ ﺍﻟﺒﺎﺤﺙ ﻴﺘﺸﺭﻑ ﺒﻌﻨﻭﺍﻥ ﺍﺴﺘﺒﺎﻨﺔ ﻡ" ﻋﻤﻠﻴـﺔ ﻋﻠﻰ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ ﻨﻅﻡ ﺃﺜﺭ
ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ : ﺤﺎﻟﺔ ﺩﺭﺍﺴﺔ – ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ ﺸﺭﻜﺔ " ﺩﺭﺠﺔ ﻋﻠﻰ ﺍﻟﺤﺼﻭل ﻤﺘﻁﻠﺒﺎﺕ ﻻﺴﺘﻜﻤﺎل
ﺍﻹﺴﻼﻤﻴﺔ ﺍﻟﺠﺎﻤﻌﺔ ﻤﻥ ﺍﻷﻋﻤﺎل ﺇﺩﺍﺭﺓ ﻓﻲ ﺍﻟﻤﺎﺠﺴﺘﻴﺭ- ﺒﻐﺯﺓ .
ﺠﺯﺃﻴﻥ ﻤﻥ ﺍﻻﺴﺘﺒﺎﻨﺔ ﻫﺫﻩ ﺼﻤﻤﺕ ﺍﻟﺩﺭﺍﺴﺔ ﻤﻥ ﺍﻟﻬﺩﻑ ﻭﻟﺘﺤﻘﻴﻕ :
ﺍﻷﻭل ﺍﻟﺠﺯﺀ: ﺍﻷﻭﻟﻴﺔ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻋﻠﻰ ﻴﺸﺘﻤل .
ﺍﻟﺜﺎﻨﻲ ﺍﻟﺠﺯﺀ: ﻫﻲ ﺭﺌﻴﺴﺔ ﻤﺤﺎﻭﺭ ﺜﻼﺜﺔ ﺨﻼل ﻤﻥ ﺍﻟﺘﺨﺼﺼﻴﺔ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻋﻠﻰ ﻴﺸﺘﻤل :
ﺍﻷﻭل ﺍﻟﻤﺤﻭﺭ : ﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻋﻤﻠﻴﺔ ﻓﻲ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺍﺴﺘﺨﺩﺍﻡ ﺃﺜﺭ
ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ .
ﺍﻟﺜﺎﻨﻲ ﺍﻟﻤﺤﻭﺭ : ﺍﻹﺩﺍ ﺍﻻﺘﺼﺎﻻﺕ ﻭﺴﺎﺌل ﺃﺜﺭ ﺸـﺭﻜﺔ ﻓـﻲ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻋﻤﻠﻴﺔ ﻓﻲ ﺭﻴﺔ
ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ.
ﺍﻟﺜﺎﻟﺙ ﺍﻟﻤﺤﻭﺭ : ﺍﻟﻌـﺎﻤﻠﻴﻥ ﻟﺩﻯ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻋﻤﻠﻴﺔ ﻓﻲ ﺍﻻﺘﺼﺎﻻﺕ ﻤﻬﺎﺭﺍﺕ ﺘﻭﻓﺭ ﺃﺜﺭ
ﺍﻟﻔﻠﺴﻁﻴﻨﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ ﺸﺭﻜﺔ ﻓﻲ .
ﻋﻼﻤﺔ ﺒﻭﻀﻊ ﺍﻹﺠﺎﺒﺔ ﺜﻡ ﻭﻤﻥ ﻭﻋﺒﺎﺭﺍﺘﻪ، ﻤﺤﻭﺭ ﻜل ﺒﻘﺭﺍﺀﺓ ﺘﻜﺭﻤﻜﻡ ﺁﻤل) X ( ﺍﻟﻌﺒـﺎﺭﺓ ﺤﻘل ﻓﻲ
ﺘﺭﻭ ﺍﻟﺘﻲ ﻋﻠﻰ ﺍﻟﺤﺼﻭل ﻓﻲ ﺍﻷﺜﺭ ﺃﻜﺒﺭ ﻟﻬﺎ ﺴﻴﻜﻭﻥ ﺍﻻﺴﺘﺒﺎﻨﺔ ﺘﻌﺒﺌﺔ ﻓﻲ ﻤﺴﺎﻫﻤﺘﻜﻡ ﺃﻥ ﺍﻟﻌﻠﻡ ﻤﻊ ﻤﻨﺎﺴﺒﺔ، ﻨﻬﺎ
ﺍﻟﻤﺭﺠﻭﺓ ﺍﻟﻨﺘﺎﺌﺞ. ﺍﻟﻌﻠﻤﻲ ﺍﻟﺒﺤﺙ ﺃﻏﺭﺍﺽ ﻓﻲ ﻓﻘﻁ ﻭﺴﺘﺴﺘﺨﺩﻡ ﺘﺎﻤﺔ، ﺒﺴﺭﻴﺔ ﺍﻟﺒﻴﺎﻨﺎﺕ ﻤﻊ ﺍﻟﺘﻌﺎﻤل ﺴﻴﺘﻡ .
واﻻﺣﺘﺮام، اﻟﺘﻘﺪﻳﺮ ﻓﺎﺋﻖ ﺗﻘﺒﻠﻮا
اﻟﺒﺎﺣﺚ
دﻳﺐ اﻟﺸﻴﺦ رﻓﻴﻖ زﻳﺎد
ﻳﻮﻟﻴﻮ 2008
127 اﻷولاﻟﺠﺰء : اﻟﻤﻌﻠﻮﻣﺎت
اﻟﺸﺨﺼﻴﺔ :
1- ﺍﻟﺠﻨﺱ :
ﺫﻜﺭ ﺃﻨﺜﻰ
2- ﺍﻟﻌﻤﺭﻴﺔ ﺍﻟﻔﺌﺔ :
ﻤﻥ ﺃﻗل 25 ﺴﻨﺔ ﻤﻥ 25 ﻤﻥ ﺃﻗل ﺇﻟﻰ ﺴﻨﺔ 30 ﺴﻨﺔ
ﻤﻥ 30 ﻤﻥ ﺃﻗل ﺇﻟﻰ ﺴﻨﺔ 35 ﺴﻨﺔ ﻤﻥ 35 ﻤﻥ ﺃﻗل ﺇﻟﻰ ﺴﻨﺔ 40 ﺴﻨﺔ
ﻤﻥ 40 ﺇﻟﻰ ﺴﻨﺔ ﻤﻥ ﺃﻗل 45 ﺴﻨﺔ 45 ﻓﺄﻜﺜﺭ ﺴﻨﺔ
3- ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺍﻟﺤﺎﻟﺔ :
ﺃﻋﺯﺏ ﻤﺘﺯﻭﺝ
ﺃﺭﻤل ﻤﻁﻠﻕ
4- ﺍﻟﺘﻌﻠﻴﻤﻲ ﺍﻟﻤﺴﺘﻭﻯ :
ﻋﺎﻤﺔ ﺜﺎﻨﻭﻴﺔ ﻤﻥ ﺃﻗل ﻋﺎﻤﺔ ﺜﺎﻨﻭﻴﺔ
ﺩﺒﻠﻭﻡ ﺒﻜﺎﻟﻭﺭﻴﻭﺱ
ﻋﻠﻴﺎ ﺩﺭﺍﺴﺎﺕ/ ) ﺤﺩﺩ/ﻱ –––- – ––– – –––(:
5- ﺍﻟﺨﺒﺭﺓ ﺴﻨﻭﺍﺕ :
ﻤﻥ ﺍﻗل 5 ﺴﻨﻭﺍﺕ ﻤﻥ 5 ﻤ ﺃﻗل ﺇﻟﻰ ﺴﻨﻭﺍﺕ ﻥ10 ﺴﻨﻭﺍﺕ
ﻤﻥ 10 ﻤﻥ ﺍﻗل ﺇﻟﻰ ﺴﻨﻭﺍﺕ 15 ﺴﻨﺔ 15 ﻓﺄﻜﺜﺭ ﺴﻨﺔ
6- ﺍﻹﺩﺍﺭﻱ ﺍﻟﻤﺴﺘﻭﻯ :
ﻋﻠﻴﺎ ﺇﺩﺍﺭﺓ ) ﺭﺌﻴﺱ / ﺇﺩﺍﺭﺓ ﻤﺩﻴﺭ ( ﻭﺴﻁﻰ ﺇﺩﺍﺭﺓ) ﺩ ﻤﺩﻴﺭ ﺍﺌﺭﺓ (
ﺩﻨﻴﺎ ﺇﺩﺍﺭﺓ ) ﺃﻭل ﻤﻬﻨﺩﺱ- ﻤﺸﺭﻑ – ﻭﺭﺸﺔ ﺭﺌﻴﺱ– ﺨﺩﻤﺎﺕ ﻤﺭﺍﻗﺏ- ﺇﺩﺍﺭﻱ … (-
7- ﺍﻟﻌﻤل ﻤﻜﺎﻥ :
ﻏﺯﺓ ﻗﻁﺎﻉ ﺍﻟﻐﺭﺒﻴﺔ ﺍﻟﻀﻔﺔ
8- ﺍﻹﺩﺍﺭﺓ
ﺍﻟﻔﻨﻴﺔ ﺍﻟﺘﺠﺎﺭﻴﺔ
ﺍﻟﻤﺎﻟﻴﺔ ﺍﻟﺒﺸﺭﻴﺔ ﻭﺍﻟﻤﻭﺍﺭﺩ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻟﺸﺅﻭﻥ
9- ﺍﻹﺩﺍﺭﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ ﻤﺠﺎل ﻓﻲ ﺍﻟﺘﺩﺭﻴﺒﻴﺔ ﺍﻟﺩﻭﺭﺍﺕ ﻋﺩﺩ ﺘﺩﺭﻴﺒﻴ ﺩﻭﺭﺓ ﺔ.
10- ﺃﻗﻀﻴ ﺍﻟﺫﻱ ﺍﻟﻭﻗﺕ ﻨﺴﺒﺔ ﺍﻻﺘﺼﺎل ﻋﻤﻠﻴﺎﺕ ﻓﻲ ﻪ) ﻫﺎﺘﻔﻴﺔ ﺍﻟﻤﻜﺎﻟﻤﺎﺕ ﺍﻻﻴﻤﻴﻼﺕ، ﺍﻟﺘﻘﺎﺭﻴﺭ، ﺇﻋﺩﺍﺩ ﺍﻟﻌﻤل، ﺍﺠﺘﻤﺎﻋﺎﺕ ،
ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﻤﻘﺎﺒﻼﺕ…( ﻋﻤل ﻴﻭﻡ ﺨﻼل ) ﻤﺌﻭﻴﺔ ﻨﺴﺒﺔ ﺘﺤﺩﻴﺩ ﺍﻟﺭﺠﺎﺀ(.
128اﻟﺜﺎﻧﻲ اﻟﺠﺰء: اﻟﺘﺨﺼﺼﻴﺔ اﻟﺒﻴﺎﻧﺎت :
اﻷول اﻟﻤﺤﻮر: اﺳﺘﺨﺪام اأﺛﺮ ﻋﻤﻠﻴﺔ ﻓﻲ اﻟﺤﺪﻳﺜﺔ اﻻﺗﺼﺎل ﺗﻘﻨﻴﺎت اﻟﻔﻠﺴﻄﻴﻨﻴﺔ اﻻﺗﺼﺎﻻت ﺷﺮآﺔ ﻓﻲ اﻟﻘﺮارات ﺗﺨﺎذ :
) ﺇﺸﺎﺭﺓ ﺒﻭﻀﻊ ﺍﻟﺘﺎﻟﻴﺔ ﺍﻟﺒﻨﻭﺩ ﻋﻥ ﺍﻹﺠﺎﺒﺔ ﺃﺭﺠﻭ X ﻤـﻥ ﺍﻹﺠﺎﺒـﺎﺕ ﺘﺘـﺩﺭﺝ ﺒﺤﻴﺙ ﺭﺃﻴﻙ، ﻤﻊ ﻴﺘﻭﺍﻓﻕ ﺍﻟﺫﻱ ﺍﻟﻤﻜﺎﻥ ﻓﻲ
ﺍﻻﺴﺘﺠﺎﺒﺎﺕ ﻜﺄﺩﻨﻰ ﺒﺸﺩﺓ ﻤﻭﺍﻓﻕ ﻏﻴﺭ ﺇﻟﻰ ﺍﻻﺴﺘﺠﺎﺒﺎﺕ ﻜﺄﻋﻠﻰ ﺒﺸﺩﺓ ﻤﻭﺍﻓﻕ.(
ﻤﺜﺎل:
ﺍﻟﺸ ﺩﺍﺨل ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﻓﻲ ﺒﺎﻟﻤﺸﺎﺭﻜﺔ ﺭﻜﺔﺃﺴﺘﻤﺘﻊ : ﺩﺭﺠﺔ ﺘﺤﺕ ﺍﻟﺜﺎﻨﻴﺔ ﺍﻟﺨﺎﻨﺔ ﻓﻲ ﺘﻘﻊ ﻤﻭﺍﻓﻕ ﻤﺜﻼ ﺍﻹﺠﺎﺒﺔ) 3( ﻫﻭ ﻜﻤﺎ ،
ﺍﻟﺘﺎﻟﻲ ﺍﻟﺠﺩﻭل ﻓﻲ ﻤﻭﻀﺢ :
ﺒﺸﺩﺓ ﻤﻭﺍﻓﻕ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
1 ﺒﺸﺩﺓ ﻤﻭﺍﻓﻕ ﻏﻴﺭ
0
X
ﺍﻟﺒﻨﺩ ﻤﻭﺍﻓﻕ
ﺒﺸﺩﺓ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻏﻴﺭ
ﻤﻭﺍﻓﻕ
1 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
ﺒﺸﺩﺓ
0
1. ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﻌﻤل ) ﺍﻻﻟﻜﺘﺭﻭﻨـﻲ ﺍﻟﺒﺭﻴﺩ ، ﻜـﻭﻨﻔﺭﻨﺱ ﺍﻟﻔﻴـﺩﻴﻭ ، ﺍﻻﻨﺘﺭﻨـﺕ ،
،ﺍﻻﻨﺘﺭﺍﻨﺕ ..( ﻓﻲ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻴﻥ ﺍﻻﺘﺼﺎل ﻓﻌﺎﻟﻴﺔ ﺯﻴﺎﺩﺓ ﺍﻟﺸﺭﻜﺔﻋﻠﻰ .
2. ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻋﻠﻰ ﺍﻟﺤﺼﻭل ﻓﻲ ﺍﻟﺴﺭﻋﺔ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﻭﻓﺭ .
3. ﻟﻠﻌﺎﻤﻠﻴﻥ ﻭﺍﻀﺤﺔ ﻤﺴﺅﻭﻟﻴﺎﺕ ﺘﺤﺩﻴﺩ ﻓﻲ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﺴﺎﻋﺩ .
4. ﺘﻌﻤل ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﻋﻠﻰ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻤﺴﺘﺨﺩﻤﺔ ﺘﺴﺎﻋﺩ ﻤﻌﻠﻭﻤﺎﺕ ﻗﺎﻋﺩﺓ ﺘﻭﻓﻴﺭ
ﺘﻁﻭﺭﻫﺎ ﻤﺭﺍﺤل ﻭﻤﻌﺎﻴﺸﺔ ﺍﻟﻌﻤل ﻤﺸﻜﻼﺕ ﻓﻬﻡ ﻋﻠﻰ .
5. ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻤﺴﺘﺨﺩﻤﺔ ﺒﻴﻥ ﺍﻻﻴﺠﺎﺒﻴﺔ ﺍﻟﻌﻼﻗﺎﺕ ﺘﻌﺯﻴﺯ ﻋﻠﻰ ﺘﻌﻤل
ﻭﺍﻟﻤﺭﺅﻭﺴﻴﻥ ﺍﻟﺭﺅﺴﺎﺀ .
6. ﺍﻟﺤﺩﻴﺜ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺔﺘﺴﺎﻫﻡ ﺍﻟﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﻓﻲ ﺍﻟﺸﺭﻜﺔ ﺍﺘﺨـﺎﺫ ﻓﻲ ﺍﻟﻼﻤﺭﻜﺯﻴﺔ ﺘﻁﺒﻴﻕ
ﺍﻟﻘﺭﺍﺭﺍﺕ .
7. ﻻ ﺇﻟﻰ ﻴﺅﺩﻱ ﻤﻤﺎ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺨﺼﻭﺼﻴﺔ ﻋﻠﻰ ﺍﻟﺘﺸﺩﻴﺩ ﻓﻲ ﻤﺒﺎﻟﻐﺔ ﻴﻭﺠﺩ ﺍ ﺍﻟﻌـﺎﻤﻠﻴﻥ ﺴﺘﻔﺎﺩﺓ
ﻓﻌﺎل ﺒﺸﻜل ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﻤﻥ .
8. ﺍﻻﺘـﺼﺎل ﻓـﺭﺹ ﺯﻴـﺎﺩﺓ ﻓـﻲ ﺍﻟﺤﺩﻴﺜـﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﺘﻡ ﺒـﺎﻟﻭﻜﻼﺀ
ﻭﺍﻟﻤﻭﺯﻋﻴﻥ .
9. ﺘﺴﺘﺨﺩﻡ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻌـﺎﻤﻠ ﺘﺤﻔـﺯ ﺃﻥ ﺸﺄﻨﻬﺎ ﻤﻥ ﺍﻟﺘﻲ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﻋﻠـﻰ ﻴﻥ
ﺇﻟﻰ ﻴﺅﺩﻱ ﻤﻤﺎ ﺒﺄﻓﻜﺎﺭﻫﻡ ﺃﻜﺒﺭﺍﻟﻤﺸﺎﺭﻜﺔ ﺘﻭﻓﻴﺭ ﺍﻟﻤﺸﻜﻼﺕ ﻟﺤل ﺍﻟﺒﺩﺍﺌل ﻤﻥ ﻤﻤﻜﻥ ﻋﺩﺩ .
10. ﺍﻟﺘﻜﻨﻭﻟﻭﺠﻴـﺔ ﺍﻟﺘﻁـﻭﺭﺍﺕ ﻴﻭﺍﻜﺏ ﺒﺸﻜل ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻤﺴﺘﺨﺩﻤﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﺤﺩﻴﺙ ﻴﺘﻡ
ﻴﻌﺔﺍﻟﺴﺭ .
11. ﺠﺎﻓﺔ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ) ﻭﺍﻷﺤﺎﺴﻴﺱ ﺍﻟﻤﺸﺎﻋﺭ ﻤﻥ ﺘﺨﻠﻭ (.
12. ﺍﻟﻴﻭﻤﻲ ﺍﻟﻌﻤل ﻤﻬﺎﻡ ﺘﻨﻅﻴﻡ ﻋﻠﻰ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﺴﺎﻋﺩﻨﻲ .
13. ﺍﻟﻌﻤل ﻓﻲ ﺃﺨﻁﺎﺌﻲ ﻋﺩﺩ ﺘﻘﻠﻴﺹ ﻓﻲ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺘﺴﺎﻫﻡ .
14. ﺍﻟﺘﻲ ﺍﻟﺭﻭﺘﻴﻨﻴﺔ ﺍﻟﻤﺭﺍﺴﻼﺕ ﻓﻲ ﺍﻻﻴﻤﻴل ﺍﺴﺘﺨﺩﺍﻡ ﻻﻴﺘﻡ ﻤﻌﻠﻭﻤﺎﺕ ﺇﺭﺴﺎل ﺘﺤﺘﺎﺝ ﻤﻌﻘﺩﺓ .
15. ﺍﺴﻻ ﻏﻴﺭﻴﺘﻡ ﺍﻟﺭﺴﺎﺌل ﺇﺭﺴﺎل ﻓﻲ ﺍﻻﻴﻤﻴل ﺘﺨﺩﺍﻡ ﺍﻟ ﻀﺭﻭﺭﻴﺔ)ﺍﻟﻌﻤل ﺘﺨﺹ ﻻ ﺍﻟﺘﻲ (.
16. ﻋـﻥ ﺒﻌﻴـﺩﺍﹰ ﺘﻭﺍﺠـﺩﻱ ﺃﺜﻨﺎﺀ ﻋﻤﻠﻲ ﻤﺘﺎﺒﻌﺔ ﺇﻤﻜﺎﻨﻴﺔ ﻟﻲ ﺘﻭﻓﺭ ﺍﻻﻟﻜﺘﺭﻭﻨﻴﺔ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل
129
ﺍﻟﺒﻨﺩ ﻤﻭﺍﻓﻕ
ﺒﺸﺩﺓ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻏﻴﺭ
ﻤﻭﺍﻓﻕ
1 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
ﺒﺸﺩﺓ
0
ﺍﻟﻤﻜﺘﺏ .
17. ﻫ ﻜﻭﺴﻴﻠﺔ ﻭﺍﻻﻨﺘﺭﺍﻨﺕ ﺍﻻﻨﺘﺭﻨﺕ ﺸﺒﻜﺘﻲ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﺘﻡ ﻟﻤـﺎ ﺍﻻﺘـﺼﺎل ﻭﺴـﺎﺌل ﻤﻥ ﺎﻤﺔ
ﺇﻟﻴﻬﺎ ﺍﻟﻭﺼﻭل ﻴﺴﻬل ﻫﺎﻤﺔ ﻤﻌﻠﻭﻤﺎﺕ ﻤﻥ ﺘﺤﺘﻭﻴﻪ .
18. ﺍﻟﻌﺎﻤﻠﻴﻥ ﻗﺩﺭﺓ ﻤﻥ ﺘﺯﻴﺩ ﺍﻟﺤﺩﻴﺜﺔ ﺍﻻﺘﺼﺎل ﺘﻘﻨﻴﺎﺕ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺒـﺸﻜل ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻋﻠﻰ
ﺠﻤﺎﻋﻲ .
اﻟﺜﺎﻧﻲ اﻟﻤﺤﻮر : اﻟأﺛﺮ اﻻﺗﺼﺎﻻت ﺷﺮآﺔ ﻓﻲ اﻟﻘﺮارات اﺗﺨﺎذ ﻋﻤﻠﻴﺔ ﻓﻲ اﻹدارﻳﺔ اﻻﺗﺼﺎﻻت وﺳﺎﺋﻞ ﻔﻠﺴﻄﻴﻨﻴﺔ :
ﺍﻟﺒﻨﺩ ﻤﻭﺍﻓﻕ
ﺒﺸﺩﺓ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻏﻴﺭ
ﻤﻭﺍﻓﻕ
1 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
ﺒﺸﺩﺓ
0
1. ﺍﻟﺸﻔﻭﻱ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل ﺘﻭﻓﺭ ) ﺍﻻﺠﺘﻤﺎﻋـﺎﺕ، ﺍﻟﻬﺎﺘﻔﻴﺔ، ﺍﻟﻤﻜﺎﻟﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ، ﺍﻟﻤﻘﺎﺒﻼﺕ
ﺍﻟﻌﺭﺽ…( ﺍﻟﻐﺎﻤﻀﺔ ﺍﻟﻨﻘﺎﻁ ﻻﺴﺘﻴﻀﺎﺡ ﺍﻟﻔﻭﺭﻴﺔ ﺍﻷﺴﺌﻠﺔ ﻁﺭﺡ ﺇﻤﻜﺎﻨﻴﺔ .
2. ﺘﻭﻟﻴ ﺇﻟﻰ ﺍﻟﻌﻤل ﺍﺠﺘﻤﺎﻋﺎﺕ ﺍﻟﻤﻨﺎﺴﺒﺔﺘﺅﺩﻱ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻓﻲ ﺘﺴﺎﻫﻡ ﺇﺒﺩﺍﻋﻴﺔ ﺃﻓﻜﺎﺭ ﺩ .
3. ﺍﻻﺘﺼﺎل ﻋﻤﻠﻴﺔ ﻓﺎﻋﻠﻴﺔ ﻤﻥ ﻴﺯﻴﺩ ﻤﻤﺎ ﻓﻭﺭﻴﺔ ﺭﺍﺠﻌﺔ ﺘﻐﺫﻴﺔ ﺍﻟﺸﻔﻭﻱ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل ﺘﻭﻓﺭ .
4. ﺍﻟﻤﻜﺘﻭﺒﺔ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل ﺘﻭﻓﺭ ) ﺍﻟﻤﺨﺎﻁﺒـﺎﺕ ﺍﻟﻤﺫﻜﺭﺍﺕ، ﺍﻟﺘﻘﺎﺭﻴﺭ، …( ﺘﺤﻠﻴـل ﺇﻤﻜﺎﻨﻴـﺔ
ﺍﻟﺭﺴﺎﺌل .
5. ﺍﻟﺘﻘﺎﻴ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﺍﻟﺩﻭﺭﻴﺔﺘﻡ ﻓﻲﺭﻴﺭ ﺍﻟﻤﺸﻜﻠﺔ ﺘﺤﺩﻴﺩ ﺴﺭﻋﺔ ﺯﻴﺎﺩﺓ .
6. ﺇﻤﻜﺎﻨﻴﺔ ﺍﻟﻤﻜﺘﻭﺒﺔ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل ﺘﻭﻓﺭ ﺇﺭﺴﺎل ﺍﻷﺸﺨﺎﺹﺍﻟﺭﺴﺎﺌل ﻤﻥ ﻜﺒﻴﺭ ﻋﺩﺩ ﺇﻟﻰ .
7. ﺍﻟﻤﻁﻠﻭﺏ ﺍﻟﻬﺩﻑ ﺘﺤﻘﻴﻕ ﺃﺠل ﻤﻥ ﻭﺍﺤﺩ ﺁﻥ ﻓﻲ ﺍﺘﺼﺎل ﻭﺴﻴﻠﺔ ﻤﻥ ﺃﻜﺜﺭ ﺍﺴﺘﺨﺩﺍﻡ ﻴﺘﻡ) ﻤﺜﺎل:
ﻟ ﻫﺎﺘﻔﻴﺔ ﺒﻤﻜﺎﻟﻤﺔ ﺇﺘﺒﺎﻋﻬﺎ ﺜﻡ ﻭﻤﻥ ﻤﻜﺘﻭﺒﺔ، ﺭﺴﺎﻟﺔ ﺍﻟﻤﻭﻀﻭﻉﺇﺭﺴﺎل ﺘﻭﻀﻴﺢ (.
8. ﺍﻟﺸﻔﻭﻱ ﺍﻻﺘﺼﺎل ﻭﺴﺎﺌل ﺨﻼل ﻤﻥ ﺍﻟﻤﻌﻘﺩﺓ ﺍﻟﻤﺸﻜﻼﺕ ﺤل ﺃﻓﻀل.
9. ﻟﺤـل ﺍﻟﺒـﺩﺍﺌل ﻤـﻥ ﻤﻤﻜﻥ ﻋﺩﺩ ﺃﻜﺒﺭ ﻻﻜﺘﺸﺎﻑ ﺍﻟﺫﻫﻨﻲ ﺍﻟﻌﺼﻑ ﺠﻠﺴﺎﺕ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﺘﻡ
ﺍﻟﻤﺸﻜﻼﺕ .
10. ﻓـﻲ ﺘﺴﺎﻋﺩ ﺍﻟﺘﻲ ﻭﺍﻟﺘﻌﺎﺒﻴﺭ ﻭﺍﻹﺸﺎﺭﺍﺕ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺘﺒﺎﺩل ﺇﻤﻜﺎﻨﻴﺔ ﺘﻭﻓﺭ ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﻤﻘﺎﺒﻼﺕ
ﺍﻟﻤﻌﻘﺩﺓﺤل ﺍﻟﻤﺸﻜﻼﺕ .
11. ﺍﻟﻌﻤل ﻓﻲ ﺭﺅﺴﺎﺌﻲ ﻤﺨﺎﻁﺒﺔ ﻋﻨﺩ ﺍﻟﻤﻜﺘﻭﺒﺔ ﺍﻟﻭﺴﺎﺌل ﺍﺴﺘﺨﺩﺍﻡ ﺃﻓﻀل .
12. ﺍﻟﺭﺴﻤﻲ ﻏﻴﺭ ﺍﻻﺘﺼﺎل ﻗﻨﻭﺍﺕ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﺘﻡ ) ﺃﻭ ﺍﻻﻓـﺭﺍﺩ ﺒـﻴﻥ ﺍﻻﺠﺘﻤﺎﻋﻴـﺔ ﺍﻟﻌﻼﻗﺎﺕ
ﺍﻟﺸﺭﻜﺔ ﺩﺍﺨل ﺍﻟﻤﺠﻤﻭﻋﺎﺕ( ﺘﻭﺼﻴل ﻓﻲ ﺍﻟﻬﺎﻤﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻟﻠﻌﺎﻤﻠﻴﻥ .
13. ﻓ ﺘﺴﺎﻫﻡ ﺍﻷﻓﻘﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔﺍﻻﺘﺼﺎﻻﺕ ﺍﻷﻗﺴﺎﻡ ﺒﻴﻥ ﺍﻟﻌﻤل ﻤﺸﻜﻼﺕ ﺤل ﻲ .
130اﻟﺜﺎﻟﺚ اﻟﻤﺤﻮر: اﻟﻘﺮاراتأﺛﺮ اﺗﺨﺎذ ﻋﻤﻠﻴﺔ ﻓﻲ اﻟﻌﺎﻣﻠﻴﻦ ﻟﺪى اﻻﺗﺼﺎﻻت ﻣﻬﺎرات ﺗﻮﻓﺮ :
ﺍﻟﺒﻨﺩ ﻤﻭﺍﻓﻕ
ﺒﺸﺩﺓ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻏﻴﺭ
ﻤﻭﺍﻓﻕ
1 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
ﺒﺸﺩﺓ
0
1. ﺍﻻﺘﺼﺎل ﻋﻤﻠﻴﺔ ﺃﺜﻨﺎﺀ ﺍﻟﺠﻴﺩ ﺍﻹﻨﺼﺎﺕ ﻋﻠﻰ ﺃﺤﺭﺹ .
2. ﻋﻤ ﻗﺒﻠﻲﺃﺜﻨﺎﺀ ﻤﻥ ﻓﻬﻤﻬﺎ ﺘﻡ ﺍﻟﺘﻲ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻟﻨﻘﺎﻁ ﺫﻜﺭ ﺇﻋﺎﺩﺓ ﻓﻲ ﺃﺘﺭﺩﺩ ﻻ ﺍﻻﺴﺘﻤﺎﻉ ﻠﻴﺔ .
3. ﺍﻟﻤﻘﺎﻁﻌﺔ ﺃﺴﺒﺎﺏ ﺘﺨﻔﻴﻑ ﻋﻠﻰ ﺍﻻﺴﺘﻤﺎﻉ ﻋﻤﻠﻴﺔ ﺃﺜﻨﺎﺀ ﺍﻟﻌﻤل ﻓﻲ ﺭﺅﺴﺎﺌﻲ ﻴﺤﺭﺹ
ﻭﺍﻟﺘﺸﻭﻴﺵ)ﻤﺜل: ﺍﻟﺒﺎﺏ، ﺇﻏﻼﻕ ﻫﺎﺘﻔﻴﺔ، ﻤﻜﺎﻟﻤﺎﺕ ﺍﺴﺘﻘﺒﺎل ﻋﺩﻡ ..(.
4. ﻴﺼﺭ ﺍﻟﻤﺴﺌﻭﻟﻴﻥﻻ ﺁﺭﺍﺌﻬﻡ ﺒﺴﻤﺎﻉﻋﻠﻰ ﻭﻴﻬﺘﻤﻭﻥ ﺍﻵﺨﺭﻴﻥ ﺃﻓﻜﺎﺭ .
5. ﺒﺸﺄﻨﻬﺎ ﺍﻟﻘﺭﺍﺭ ﺍﺘﺨﺎﺫ ﻗﺒل ﺍﻟﻌﻤل ﺒﻤﺸﻜﻼﺕ ﻭﺍﻟﻤﺘﻌﻠﻘﺔ ﺍﻟﻜﺎﻓﻴﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﺒﺠﻤﻊ ﺃﻗﻭﻡ .
6. ﺍﻻﺘﺼﺎل ﻟﻌﻤﻠﻴﺔ ﺍﻟﻤﻨﺎﺴﺏ ﺍﻟﻭﻗﺕ ﺍﺨﺘﻴﺎﺭ ﻋﻠﻰ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻴﺤﺭﺹ .
7. ﺍﻷﻓﻜﺎﺭ ﻋﻥ ﺘﻌﺒﺭ ﻤﺨﺘﺼﺭﺓ ﻋﺒﺎﺭﺍﺕ ﺍﺨﺘﻴﺎﺭ ﻴﺘﻡ ﺃﻥ ﻋﻠﻰ ﺍﻻﺘﺼﺎل ﻋﻤﻠﻴﺔ ﺃﺜﻨﺎﺀ ﺃﺤﺭﺹ
ﺍﻟﻤﻁﺭﻭﺤﺔ .
8. ﺍﻻﺘﺼﺎل ﻋﻤﻠﻴﺔ ﺃﺜﻨﺎﺀ ﺍﻟﻤﻨﺎﺴﺒﺔ ﺍﻟﺼﻭﺕ ﻨﺒﺭﺍﺕ ﺒﺎﺨﺘﻴﺎﺭ ﺃﻫﺘﻡ .
9. ﺸﺨﺼﻲ ﺘﺤﻴﺯ ﺩﻭﻥ ﺍﻟﻤﻜﺘﻭﺒﺔ ﺍﻟﻌﺒﺎﺭﺍﺕ ﻓﻬﻡ ﻭﻤﺤﺎﻭﻟﺔ ﻟﻠﺭﺴﺎﺌل ﺍﻟﻤﺘﺄﻨﻴﺔ ﺒﺎﻟﻘﺭﺍﺀﺓ ﺃﻫﺘﻡ .
10. ﻤﺴﺒﻘﺎﹰ ﻤﻨﻬﺎ ﺍﻟﻬﺩﻑ ﺃﺤﺩﺩ ﺍﻻﺘﺼﺎل ﺒﻌﻤﻠﻴﺔ ﻗﻴﺎﻤﻲ ﻗﺒل .
11. ﺍﻟﻤ ﺍﻟﻬﺩﻑ ﻟﺘﺤﻘﻴﻕ ﺍﻟﻤﻨﺎﺴﺒﺔ ﺍﻻﺘﺼﺎل ﻭﺴﻴﻠﺔ ﺍﺨﺘﻴﺎﺭ ﻋﻠﻰ ﻁﻠﻭﺏﺃﺤﺭﺹ .
12. ﺍﻟﻌﺎﻤﻠﻭﻥ ﺍﻟﺸﺭﻜﺔﻴﻤﺘﻠﻙ ﻓﻲ ﺒﺸﻜل ﻭﺍﻟﻤﺭﺍﺴﻼﺕ ﺍﻟﺘﻘﺎﺭﻴﺭ ﻹﻋﺩﺍﺩ ﺍﻟﻼﺯﻤﺔ ﺍﻟﻤﻬﺎﺭﺍﺕ
ﻤﻬﻨﻲ .
13. ﺘﺘﻡ ﺍﻟﺘﻲ ﺍﻟﻤﺭﺍﺴﻼﺕ ﻤﻊ ﻟﻠﺘﻌﺎﻤل ﺍﻻﺴﺎﺴﻴﺔ ﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻌﺎﻤﻠﻭﻥ ﻴﻤﺘﻠﻙ
ﺍﻻﻨﺠﻠﻴﺯﻴﺔ ﺍﻟﻠﻐﺔ ﺒﺎﺴﺘﺨﺩﺍﻡ .
14. ﻋﻤﻠﻴﺔ ﻓﻌﺎﻟﻴﺔ ﺯﻴﺎﺩﺓ ﻓﻲ ﻴﺴﺎﻋﺩ ﺍﻟﺸﺭﻜﺔ ﻓﻲ ﺍﻟﻤﻜﺎﺘﺏ ﺍﻻﺘﺼﺎلﺘﺼﻤﻴﻡ .
15. ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﺠﻭﺩﺓ ﺘﺤﺴﻴﻥ ﻓﻲ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺒﻴﻥ ﺍﻟﻌﻤل ﻨﺯﺍﻋﺎﺕ ﻤﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻴﺘﻡ .
16. ﺃﻫﺘﻡ ﻭﺍﻟﺘﺼﺭﻓﺎﺕ ﺒﺎﻟﺘﻌﺒﻴﺭﺍﺕ ﺍﻵﺨﺭﺍﻟﻏﻴﺭ ﺍﻟﻁﺭﻑ ﻤﻥ ﺘﺼﺩﺭ ﺍﻟﺘﻲ ﻠﻔﻅﻴﺔ .
17. ﺍﻟﻤﻨﺎﺴﺏﺃ ﺍﻟﻭﻗﺕ ﻓﻲ ﺍﻟﺸﺭﻜﺔ ﺩﺍﺨل ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﺘﺨﺎﺫ ﻴﺘﻡ ﺃﻨﻪ ﺸﻌﺭ .
18. ﻟﻼﺠﺘﻤ ﺍﻹﻋﺩﺍﺩ ﻋﻤﻠﻴﺔ ﺠﻤﻴﻊﺃﺜﻨﺎﺀ ﺇﻟﻰ ﻴﺭﺴل ﺒﺎﻻﺠﺘﻤﺎﻉ ﺨﺎﺹ ﻋﻤل ﺒﺭﻨﺎﻤﺞ ﺇﻋﺩﺍﺩ ﻴﺘﻡ ﺎﻋﺎﺕ
ﺍﻟﻤﺸﺎﺭﻜﻴﻥ .
19. ﺍﻻ ﺍﻻﺠﺘﻤﺎﻉﺃﺜﻨﺎﺀ ﻓﻲ ﻤﻤﺜﻠﺔ ﺒﺎﻟﻤﺸﻜﻠﺔ ﺍﻟﻤﻌﻨﻴﺔ ﺍﻷﻗﺴﺎﻡ ﺠﻤﻴﻊ ﺘﻜﻭﻥ ﺠﺘﻤﺎﻋﺎﺕ .
20. ﺃﺭﺍﺌﻬﻡ ﻭﺇﺒﺩﺍﺀ ﻟﻠﻤﺸﺎﺭﻜﺔ ﻤﺘﺤﻔﺯﻭﻥ ﺍﻟﻤﺸﺎﺭﻜﻴﻥ ﺠﻤﻴﻊ ﺃﻥ ﺃﺸﻌﺭ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﺃﺜﻨﺎﺀ
ﻭﺃﻓﻜﺎﺭﻫﻡ .
21. ﻭﺒﻌﺩ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﺃﺜﻨﺎﺀ ﻗﺒل ﻭﺍﻟﺘﻭﺼﻴﺎﺕ ﺍﻟﻨﻘﺎﻁ ﺃﻫﻡ ﺘﻠﺨﻴﺹ ﻴﺘﻡ ﺒﻨﺩ ﻜل ﻨﻘﺎﺵ ﻨﻬﺎﻴﺔ
ﺍﻟﺘﺎﻟﻲ ﺍﻟﺒﻨﺩ ﻤﻨﺎﻗﺸﺔ ﺇﻟﻰ ﺍﻻﻨﺘﻘﺎل .
22. ﻭﺘﺤﺩﻴﺩ ﺘﻨﻔﻴﺫﻫﺎ ﻋﻠﻰ ﺍﻻﺘﻔﺎﻕ ﺘﻡ ﺍﻟﺘﻲ ﺍﻟﻤﻬﺎﻡ ﺫﻜﺭ ﻤﻊ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ ﺠﻠﺴﺎﺕ ﺘﺩﻭﻴﻥ ﻴﺘﻡ
ﻤﻬﻤﺔ ﻜل ﺘﻨﻔﻴﺫ ﻭﺯﻤﻥ ﻤﺴﺅﻭﻟﻴﺔ .
23. ﺍﻟﻌﺭﺽ ﻴﺤﺘﻭﻱ ﺃﻥ ﻋﻠﻰ ﺃﺤﺭﺹ Presentation ﺒﻲ ﻤﻘﺍﻟﺨﺎﺹ ﺃﻫﻤﻴﻋﻠﻰ ﺘﻭﻀﺢ ﺩﻤﺔ ﺔ
ﺍﻟﻤﺴﺘﻤﻌﻴﻥﺍﻟﻌﺭﺽ ﺍﻫﺘﻤﺎﻡ ﻭﺘﺠﺫﺏ .
24. ﻤﺜل ﺍﻟﻤﻨﺎﺴﺒﺔ ﺍﻹﻴﻀﺎﺡ ﻭﺴﺎﺌل ﺍﺴﺘﺨﺩﻡ ﺍﻟﻌﺭﺽ ﺃﺜﻨﺎﺀ 🙂 ﺠﺩﺍﻭل ﺭﺴﻭﻤﺎﺕ، ﺒﻴﺎﻨﻴﺔ، ﺩﺍﻭلﺠ
131
ﺍﻟﺒﻨﺩ ﻤﻭﺍﻓﻕ
ﺒﺸﺩﺓ
4 ﻤﻭﺍﻓﻕ
3 ﻤﺤﺎﻴﺩ
2 ﻏﻴﺭ
ﻤﻭﺍﻓﻕ
1 ﻤﻭﺍﻓﻕ ﻏﻴﺭ
ﺒﺸﺩﺓ
0
ﻤﻘﺎﺭﻨﺔ…( ﺍﻟﻤﻁﻠﻭﺒﺔ ﺍﻟﻤﻌﻠﻭﻤﺎﺕ ﻭﻤﻘﺎﺭﻨﺔ ﻓﻬﻡ ﻋﻤﻠﻴﺔ ﺘﺴﻬل ﺍﻟﺘﻲ .
25. ﺍﻟﻌﺭﺽ ﻴﺤﺘﻭﻱ ﺃﻥ ﻋﻠﻰ ﺃﺤﺭﺹ Presentationﺒﻲ ﺍﻟﺨﺎﺹ ﻋ ﻴﺤﻔﺯﻠﻰ ﻤﻠﺨﺹ
ﺍﻟﻘﺭﺍﺭﺍﺘﻤﻌﻴﻥﺍﻟﻤﺴ ﺍﺘﺨﺎﺫ ﻋﻠﻰ ﺕ .
26. ﺍﻟﻤﺨﺘﻠﻔﺔ ﺍﻻﺘﺼﺎﻻﺕ ﻭﺴﺎﺌل ﺍﺴﺘﺨﺩﺍﻡ ﻓﻲ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻤﻬﺎﺭﺍﺕ ﺘﻨﻤﻴﺔ ﻴﺘﻡ .
27. ﺒﺄﻓﻜﺎﺭﻫﻡ ﺍﻟﻤﺸﺎﺭﻜﺔ ﻋﻠﻰ ﺍﻟﻌﺎﻤﻠﻴﻥ ﺘﺤﻔﺯ ﻓﻌﺎﻟﺔ ﺒﺭﺍﻤﺞ ﺍﻟﺸﺭﻜﺔ ﺘﺴﺘﺨﺩﻡ .
ﺍﷲ ﺒﺤﻤﺩ ﺘﻤﺕ …
ﺸﻜﺭﺍﹰ.
132)B( Appendix
Final Questionnaire In English
Dear Colleagues
The attached questionnaire is a tool of collecting data reference in order to
conduct a thesis about " The Effect of Business Co mmunication on Decision-
making Process: Case Study – Pa lestine Telecommunication Company
(PalTel)" to be submitted in partial fulfillment of the requirement for MS
Degree in Business Administration.
In accordance with achieving the aimed goal of this study; this questionnaire is
designed in two parts:
Part one
: Include the personal information.
Part two : Include the three dimensions of the study, which are:
The first dimension: The effect of using MCTs on decision-making
process at PalTel .
The second dimension : The effect of communication methods on
decision-making process at PalTel.
The third dimension: The effect of employee's communication skills on
decision-making process at PalTel .
Therefore, achieving this objective re quires your participation to answer
all questions thoroughly, honestly and subjectively. You are kindly reminded
that all submitted information will be tr eated as confidential and will be of
major concern to us.
Thank you for your cooperation
Researcher
Eng. Ziad Rafiq Elshikhdeeb
Islamic University
Graduates Studies Deanery Business Administration dept. College of Commerce Questionnaire No.
Date
133
Part one: Personal Information
1- Gender
Male Female
2- Age
Less than 25 years From 25 to less than 30
From 30 to less than 35 From 35 to less than 40
From 40 to less than 45 45 Years and more
3- Marital Status
Single Married
Divorced Widow
4- Qualification
Less than Secondary Secondary
Diploma Bachelor or Equivalent
High Education (Please Specify):
5- Experience
Less than 5 years From 5 to less than 10
From 10 to less than 15 15 years and more
6- Managerial Level
Top Management (Chief / Director)
Middle Management (District Manager)
Low Management (Senior Engineer – Supervisor – Head of
Section – Administrator – … )
7- Duty Station
Gaza Strip West Bank
8- Department
Technical Commercial
Financial Human Resource &
Administrative Affairs
9- Number of training courses in the fi eld of business communication:
training courses
10- Percentage of time alloca ted for communication
.
134
Part Two: Questionnaire dimension
The first dimension: the effect of using MCTs on decision-making
process at PalTel
Please indicate your agreement/di sagreement with the following
statements by putting the sign X in the appropriate location on a scale of
4-0 (4 = agree strongly and 0 = disagree strongly).
Item Strongly
Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly
Disagree
0
1. MCTs (E-mail, V.C., Internet , Intranet etc) enhance the
efficiency of communication among employees.
2. MCTs make attaining information easier.
3. MCTs assist in assigning clear responsibilities for the
employees
4. MCTs at PalTel assist in providing updated Data Base of
understanding works’ obstacles and their on line developing stages.
5. MCTs enhance positive relations among employees.
6. Modern communication techniques assist in implementing
decentralization in decision-making
7. PalTel does not exaggerate in stressing the confidentiality of
information exchanged which leads to employees being effectively benefited from modern communication techniques.
8. MCTs are effectively used to increase communication
opportunities between clients and distributors.
9. PalTel uses MCTs that motivate employees to participate
which consequently lead to numerous alternatives to the problems encountered.
10. Communication technologies are frequently updated at
PalTel to adapt with the rapid acceleration in technologies
11. MCTs are impersonal (no human feelings and senses)
12. MCTs help me organize the daily work job
13. MCTs assist in reducing mistakes committed at work.
14. E-mail is used for routine communications which do not
need sending complicated information
15. E-mail is not improperly used in unnecessary
communication.(not related to work job)
16. Electronic communications’ methods enable me to follow
up my tasks remotely (away from the office).
17. Intranet and internet networks are efficiently and
effectively used for they include attainable essential information.
18. MCTs enhance PalTel staff members’ abilities to adopt
decisions on the team level.
135The second dimension: The effect of communication methods on
decision-making process at PalTel.
Item Strongly
Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly
Disagre
e
0
1. Oral communication methods (personal interviewees,
telephone calls, meetings, presentations etc.) encourage employees to pose questions for vague issues that they may face.
2. Work meetings enhance creative thinking which assist in
adopting proper decisions.
3. Oral communication methods provide employees with
simultaneous feed back which enhance the effectiveness of communication process.
4. Written communication methods (reports, memos, letters, etc.)
provide employees with the ability to analyze massages.
5. Periodic reports are properly utilized to easily and quickly
identify the problem encountered.
6. Written communication methods provide employees with the
ability to send messages to the different concerned parties.
7. More than one communication method can be used at once to
achieve the related target (example: sending a written massage and then follow it up with telephone call for clarifying the issue).
8. I prefer handling the complicated problems through oral
communication.
9. Brainstorming sessions can be utilized to explore many
alternative for the problem encountered.
10. Personal interviewees provide employees with the ability to
exchange information, signals, sings, and emotions that assist in overcoming complicated obstacles.
11. I resort to written communication methods to address my
direct supervisors at work.
12. Informal communication channels (social relations among
individuals and or groups at the company) are properly used to deliver essential information.
13. Horizontal communications contribute to solving problems
among the existing departments.
The third dimension: The effect of employee's communication skills
on decision-making process at PalTel.
Item Strongly
Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly
Disagree
0
1. I listen carefully during the communication process.
2. I do not hesitate to repeat the points that I understood to
confirm my understanding.
3. During listening, my direct supervisor tends to reduce
interruption and noise. (Example: close the door, stop receiving calls etc.,) through addressing listening
136operations.
4. Direct supervisors do not stress on their opinions and
always listen to others.
5. I do collect the substantial related information about the
work problems before making decisions.
6. Employees tend to select the most proper time for
communication process.
7. I tend to use precise statements that express my ideas.
8. I tend to used proper tones and voice pitch during the
communication process.
9. I tend to comprehend letters without any personal bias.
10. I specify the precise objective before initiating the
communication process.
11. I use the most suitable communication method to ensure
the achievement of my predetermined objectives.
12. PalTel employees enjoy the required competencies to
prepare the required reports professionally.
13. PalTel employees have the required skills to deal with the
English correspondences.
14. Office designs at the company assist in enhancing the
efforts of communication process.
15. Conflict among employees is properly used to increase
the quality of decision-making at PalTel.
16. I take the nonverbal expressions and behaviors into
consideration.
17. I feel that decisions at PalTel are taken on time
18. A detailed plan is sent to the employees who will
participate in the meeting prior to holding the meeting
19. All concerned departments are adequately represented in
the meeting
20. During the meeting I feel that all participants are
motivated and participate in their opinions.
21. During the meeting and in the end period of each section
discussions related be summarized and setting the most essential points and recommendations simultaneously before jumping to the next bullet
22. All meetings minutes, recommendations, and duties are
documented, determined and specified to their related in charge parties with their time schedule.
23. I ensure that the presentation includes introduction to
show the importance of the presentations to the participants.
24. During the presentation I use convenient clarification
tools (such as, drawing tables, graphics, formats related, etc.) to ease the understanding and comparison of information.
25. I use a concluding statement in my presentation to ensure
that participants are motivated to take decisions.
26. Employees skills and competencies are enriched and
developed through utilizing different communication methods
27. PalTel uses effective programs to encourage employees to
participate in their ideas.
137
)C( Appendix
Referees Who Judge the Reab ility of the questionnaire
1. Professor Yousif Ashor The Islamic University of Gaza
2. Dr. Majed AL- Farra The Is lamic University of Gaza
3. Dr. Sami Abu El Rooss The Islamic University of Gaza
4. Dr. Yousif Bahar The Islamic University of Gaza
5. Dr. Samir Safi The Is lamic University of Gaza
6. Dr. Nafez Barakat The Islamic University of Gaza
7. Dr. Mohammad Megdad The Islamic University of Gaza
8. Dr. Mohammad El-Aydi (UNRWA)- Gaza Field Office
9. Dr. Said Ghabayen Un iversity of Palestine
10. Dr. Wael Thabet Al-Azhar University – Gaza
11. Dr. Marwan Ismail Pale stine Communication Compa ny
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