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Human Rescue

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Örgütsel fonksiyonlarda iletişimin önemi, örgütsel kuramcı ve uygulayıcıları tarafından gayet iyi bir şekilde anlaşılmıştır. Etkin bir örgütsel işleyişin temelinde iletişimin yer aldığı çok uzun zamandır bilinmektedir. Rogers and Rogers (1976) “İletişimin örgütün can damarı olduğunu ve eğer bir şekilde örgüt içinden iletişim akışını kaldırabilirseydik, bir örgüt var olamazdı.” iddiasında bulunmuşlardır.

Kişiler arası iletişim ve yönetsel etkinlikler üzerine yapılan deneysel araştırmalar önemlidir. Örneğin; etkin iletişim iş tatmini, işgören performansı, iş stresi liderlik, yöntemleriyle ilişkilidir (Pettit, 1997; Downs,1988;Penley, 1991 ; Smeltzer, 1987).

Örgüt içinde etkin iletişimin oluşturulabilmesi için insanlar arasında otantik ilişkilerin kurulması gereklidir. Argyris(1962) etkin örgütler için aşağıdaki beş koşulun gerekli olduğunu belirtir; a. Geri bildirim alıp vermek, b. Fikirlerini, değerlerini, davranış ve duygularını koruması için diğer insanlara yardım etmek, c. Başkalarının açık fikirlilikleri geliştirmeye çalıştığımız gibi kendimizin de yeni değerlere, tutumlara ve duygulara açık olması, d. Yeni fikir, tutum, davranış ve değerleri deneyimlemek, e. Yeni fikir, tutum, davranış ve değerlerler ile ilgili riskleri göze alabilmek.

Vaught ve Pettit (1983,1986) , yönetici ve çalışanlara uygulanabilecek bir iletişim yeterlilik modeli geliştirmişlerdir. Kişiler arası yetkinlik, çalışan kaynaklı sorunların çalışan ve yöneticilerin karşılıklı memnuniyetlerini sağlayarak çözme becerisidir. İletişim modeli öncelikle iki değişkenden ( empati ve yönlendirme) oluşmaktadır. Empati kullanarak iletişim, yöneticinin çalışanına bir insan olarak yüksek düzeyde saygı, güven, samimiyet ve takdirle karşılık vermesi anlamına gelmektedir. Yönlendirme, yöneticinin sorunların çözüm yollarını bulabilmesi için gerekli iletişimi sağlaması anlamına gelmektedir.

Yöneticiler çeşitli seviyelerde iletişim yeterliliklerine sahiptirler. Bazı yöneticiler, empati ve yönlendirmenin her ikisine de sahip “ çalışan odaklı iletişim” kabiliyetine sahiptirler. Bu tarz etkin yöneticiler, çalışanın duygularına samimi olarak ilgi gösterirler ve aynı zamanda çalışanlarına sorunlarını çözmesi için gerekli anlayışı da kazanmaları için yardım ederler. Yönetici odaklı iletişimde ise yöneticinin hemen çalışanını eleştirip problem çözümüne yönelik herhangi bir işlem yapmaması anlamına gelmektedir.

Amaç ve Metodoloji

Bu araştırmanın amacı aşağıdaki üç başlık altında toplanabilir;

a. İki endüstriyel işetmede görevli Porto Rikolu yöneticilerden seçilmiş bir grubun, kişiler arası iletişim yeterliliklerini incelemek,

b. Seçili demografik değişkenler (yönetsel tecrübe, eğitim, yaş )ile kişiler arası iletişim yeterliliği arasındaki bağıntıları incelemek, c. İletişim kuramı geliştirme çalışmaları ile uygulamalı iletişim araştırmalarına etkilerini tartışmak.

Condon ve Yousef (1975), “evrensel iletişimcinin” bir hayal olduğunu ileri sürmüşlerdir. Bu noktada, kültürler arasında farklılıklara göre liderlik davranışlarındaki çalışmalar ile bu görüş arasında uyumlu bulgular ortaya çıkmıştır.

Vaught ve Pettit (1983,1988) tarafından geliştirilen modelin üzerine kurulu olan test, çalışan kaynaklı bir seri sorunun, yönetici ve çalışan memnuniyeti sağlanarak çözümlenebilmesi kabiliyetini ölçmektedir.

“Kişilerarası İletişim Yetkinliği İndeksi (Index of Interpersonal Communicative Competence)” olarak tanımlanan testte sekiz adet tipik çalışan ve yönetici sorunları ele alınmıştır. Deneklerden her bir sorunu okuyup en uygun iletişim reaksiyonunu verecekleri alternatifleri 1’den 5’e kadar seçmeleri istenmektedir. Deneklerin aldıkları puan 8’den 40’a kadar sıralanabilmektedir. Yüksek puan(40’dan başlayarak aşağıya) yüksek iletişim yeterliliğini, düşük puan(8’den başlayarak yukarı doğru) alçak iletişim yeterliliğini göstermektedir. Seviye 1 (8-12), seviye 2 (13-20), seviye3 (21-28), seviye 4 (29-36), seviye 5 (37-40) olarak sıralanmaktadır.

Geliştirilen indeksin, test tekrar test güvenilirliği 0,81 Cronbach Alfa, iç tutarlılık ölçeği 0,68 olarak hesaplanmıştır. İngilizce sürüm, konularında uzman iki İspanyol profesör tarafından İspanyolcaya çevrilmiştir. İspanyolcaya çevrilen indeksin okunabilirlik ve anlaşılabilirliği üniversitedeki MBA öğrencileri tarafından ayrıca incelenmiştir. Daha sonra test Porto Riko’daki iki ilaç firmasında çalışan 105 İspanyolca konuşan yöneticiye uygulanmıştır.

Bulgular

Toplam 72 adet test, ofis içerisindeki mail yoluyla insan kaynakları birimlerine geri dönüş yapmıştır. Yaş ortalaması ve iş tecrübesi sırasıyla 38 ve 8,6 olarak belirlenmiştir.

Sadece 1 yönetici seviye 1’de, katılımcıların çoğunluğu(%75) seviye 2’de yer almıştır.
Daha küçük bir grup (%22,2) seviye 3’de ve 1 yönetici seviye 4’ de ölçülmüştür. En yüksek olan iletişim yetkinliği olan seviye 5’ de hiçbir yönetici yer alamamıştır. Tüm ankete katılanların ortalama puanı, standart sapma puanı (3,2) ile beraber 18,3 olarak hesaplanmıştır.

Teste katılan yöneticilerin ortalaması seviye 2 ile tavsiye veren çıkmakta fakat empati olmadan kurulan yönlendirme iletişimi olarak ortaya çıkmaktadır.

18,3 ortalama puanlı Porto Riko’lu yöneticiler ile 21,7 ortalama puanlı Amerikalı yöneticiler birbiriyle kıyaslanabilir.

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