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Goodwill Corporation Ltd

The president of Goodwill Corporation ltd, Mr Abhishek Mukherji, wanted to facilitate upward communication. He believed an open door policy was a good option. He announced that his own door was open to all employees and encouraged senior managers to do the same. He felt this would give him a way to get early warning signals that would not be filtered or redirected through the formal chain f command. Mr Mukherji found that many employees who used the open-door policy had been with the company for years and were comfortable talking to the president. Sometimes messages come through about inadequate policies and procedures. Mr Mukherji would raise this issue and explain any changes at the next senior managers meetings. The most difficult complaints to handle were those from people who were not getting alone with their bosses. One employee, Anand, complained bitterly that his manager had over committed on behalf of the department and put everyone under tremendous pressure. Anand argued that long hours and low morale were major problems. However, he would not allow Mr Mukherji to either bring the manager into the discussion or seek out other employees to confirm the complaint. Although Mr Mukherji suspected Anand might be right, he could not let the matter lie and said, Have you considered that leaving the company? This made Anand realizes that a meeting with his immediate boss was unavoidable. Before the three party meeting, Mr mukherji contacted Anands manager and explained what was going on. He insisted that the manager come to the meeting willing to listen and without hostility towards Anand. During the meeting, Anands manager listened attentively and displayed no ill will. He learned the problems Anands perspective and realized he was over his head in new job. After the meeting, the manager said he was relieved. He had been promoted into the job from a technical position just a few months earlier and no management or planning experience. He welcomed Mr Mukherjis offer to help him do a better job of planning.

Questions:1.) What techniques increased Mr Mukherjis communications effectiveness? 2.) Do you think that an open-door policy was the right way to improve upward communication? What other technique would you suggest? 3.) What problem s do you think an open-door policy creates? Do you think many employees are reluct ant to use it? Give reasons for your answer. 4.) Experience from the case and learning from the module.

Answer:Q.1: what techniques increased Mr. Mukherjis communication effectiveness? Ans.: Mr. Abhishek Mukherji believed in open door communication policy. He announced that his own door was open to all employees and encouraged senior managers to do the same. With this technique many employees who used the open door policy had been with the company for year and were comfortable talking to the president. Mr. mukherji would raise this issue and explain any change at the next senior managers meeting. This type of techniques increased Mr. mukherjis communications effectiveness.
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Q.2: Do you think an open-door policy was the right way to improve upward communication? What other technique would you suggest? Ans.: Yes, Upward communication means employees to managers communication. In upward communication employees give information to higher level them about work. If employees not give information properly so that time upward communication doesnt work properly. In organization higher level use open door policy for upward communication. In open door communication if any employee faces any problem in work then he directly go to higher level for complain. If manager know what is problem of employees? So he easily solve problem. With use of this technique manager easily know every work going proper or not. In this way open-door policy is the right way to improve upward communication.
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Q.3: What problems do you think an open-door policy creates? Do you think many employees are reluctant to use it? Give reason for your answer. Ans.: yes many employees are reluctant to use it. The open-door policy may result in the owner of the company having to spend a significant portion of his day listening to employees vent their concerns. This is time taken away from the owners important responsibilities and duties. In addition, the conversation may stray from business matters to no work-related topics, such as

hobbies, sports and current events, which may of be little or no interest to the owner. The company owner must make it clear that the open-door policy is a problem-solving mechanism designed to help the company run more efficiently not an excuse to socialize on company time. An open-door policy can cause employees to become too dependent on the company owner instead of learning how to take the initiative to solve problems that come up themselves. A business owners open-door policy can have the unintended effect of disrupting the reporting relationships he has put in place. A lower-level employee may ask to come into his office and ask for him to mediate a conflict he/she is having with the supervisor to whom he/she directly reports. If the supervisor finds out the employee has gone over his head and talked to the owner, it may result in the employee being disciplined for violating the chain of command. Also, it puts the owner in the awkward position of trying to decide whether the employee had a legitimate grievance or whether he/she was in the wrong for involving him in the issue.
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Q.4: Experience from the case and learning from the module. Ans.: With this case study I learn this policy work successfully when if all workers are come with real problem. Its dont work in small business & also where employees are not educated because they dont try to solve problem and they directly come to manager office thats why manager was disturb and dont work properly. In this policy if manager believe on employees so its not sure that worker is right or not.