For Joan and her staff when communicating using the computer programme that is used to check a rooms status Cleaning staff are the senders. As they send the message to Joan via the computer program to say whether they have finished cleaning a room and if it is ready so the new client to check in. In the interaction model the sender is the person who sends a message to a receiver.
In this instance Joan’s reception staff are the receivers that decode the message that has been placed in the computer programme as to whether a room is finished. Receivers are the people who receive a message from the sender via channel and if they have a message to send back they become the sender.
They channel is the way that the message is send from the sender to the receiver. To see if the rooms are ready the channel they use when they communicate is a computer program via a computer.
The problem that they have in this system is the noise. The noise in this communication is the problem they are having with the computer programme not getting the correct message across.
In short how the system works is the sender the cleaning staff encodes a message by putting on the computer system. The reception staff go into the computer system(channel) decode the message that was send and become the received. Along the way if the computer gives the incorrect message to the receiver or if the receiver reads the message wrong this is called noise. If the reception staff send a message back they then became the sender and the cleaning staff will become the receiver this is call feedback.
At Rural Retreat there is a high power balance, a high power balance is when the power is concentrated in a few people and there is a great distance in power held by these people (e.g managers) and the people below them (E.g ordinary employees). The high power balance is clear in the way that Tom the manager acts towards his staff and the way that his staff feel. The staff at Rural Retreat feels that it is only Toms point of view that matters and that it is pointless to make suggestion as they will not be listened to. At rural retreat direct confrontation and assertiveness are viewed negatively, especially when directed at tom. Tom point of view and decisions are what goes.
Toms attitude towards low context protocols are that they are very important this is displayed on how he interacts with others staff members as he make a very clear distinctions between himself as a manager and the rest of the staff. To Tom personal relationships are less important so little time is spend getting to know each other at meeting and conferences. His attitude towards high context protocols is very dim and does seem to care too much about high context protocols as his goals are most important.
3 Poor listening skills were as followed 1. Monopolizing- Tom was monopolizing when Sandra was talking, he continuously focused the conversation on himself instead of listening to what Sandra had to say. A perfect example is below a extract from the case study
Sandra: “people prefer to chat face to face rather than…”
Tom: “I couldn’t agree more!” said Tom, breaking in “By the way, call me Tom.
This is a monopolizing tactic by interrupting the conversation to divert attention from Sandra to himself, and change to a topic he was interested in talking about. Tom shows no interest in what Sandra is saying.
In this instance Tom should have waiting for Sandra to stop talking before interrupting her as he may have learnt something from her.
2. Defensive listening
Sandra: ‘I’m glad that you’re a computer enthusiast. They’ll certainly make my job easier, but we still need to talk to each other – otherwise computermediated communication has no context’
Tom: ‘Sandra, the owners of this hotel have put a lot of their money into a new booking and housekeeping system. It’s up to you to use it and make sure other staff know how to use it as