Research Paper (15 toward final grade) – Due end of Week 5.docx

Research Paper: (15% toward final grade) – Due end of Week 5
Prepare an individual research paper (7-10 pages of content -
exclusive of title and reference pages) on a topic regarding
Organizational Communication, Conflict, and/or Negotiation
that can assist you in your own professional development.
Possible topics for research papers can include any aspect of
organizational communication For example: consider topics
from your text as well as the topics covered in the weekly
lessons and discussions: communication styles, culture,
organizational interdependencies, motivation and feedback,
groups and teams, power and politics, leadership, negotiation,
conflict management, perception, emotional intelligence,
groupthink, communication climates, etc.
This paper is expected to show academic scholarship, both in
content and presentation. The paper should be formatted to
APA, contain a reference list of at least five sources with in-
text citations throughout the paper, be free of plagiarism,
grammar, and spelling errors. The paper should have a title
page, abstract, an introductory section, a literature review of
current journal articles or studies that have been accomplished
in the topic area, and a conclusion section.
The title page should include the student’s name, course ID
(MG5415), assignment name, date, and professor’s name.
Include page numbers top right (beginning on the title page),
running head left justified all in caps, headings to separate ideas
within the paper, proper spacing, formatting (one inch margins
and Times New Roman (or similar), 12 point font), and a
reference page (APA format).
The following links can assist you with APA formatting:
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa

_style_introduction.html
http://www.apastyle.org/
Research Paper Rubric
Criteria
Exemplary
Proficient
Needs Improvement
Unsatisfactory - Beginning
Paper Focus:
Purpose/
Position Statement
18-20 points
Identifies a relevant research topic and a thesis that provides
direction for the paper that is engaging and thought provoking.
The thesis clearly and concisely states the position, premise, or
hypothesis and is consistently the focal point throughout the
paper.
16-17 points
Identifies a relevant research topic and a thesis that provides
adequate direction for the paper with some degree of interest for
the reader.
The thesis states the position, premise, or hypothesis, and is the
focal point of the paper for the most part.
14-15 points
Identifies a research topic but may be too broad in scope and/or
the thesis is somewhat unclear and needs to be developed
further.
Focal point is not consistently maintained throughout the paper.
0-13 points
Fails to identify a relevant research topic or is not clearly

defined and/or the paper lacks focus throughout.
Analysis
27-30 points
Demonstrates a sophisticated understanding and careful, critical
analysis of the research topic and thesis (argument).
Compares/contrasts perspectives, considers counter arguments
or opposing positions, and draws original and thoughtful
conclusions with future implications.
24-26 points
Demonstrates an understanding and some critical analysis of the
research topic and thesis (argument). Adequately
compares/contrasts perspectives, counter-arguments, or
opposing positions but broader connections and/or implications
are not as thoroughly explored.
21-23 points
Demonstrates general understanding with limited critical
analysis of the research topic and thesis (argument).
Summarizes perspectives, counter-arguments, or opposing
positions.
0-20 points
Demonstrates a lack of understanding and inadequate analysis
of the research topic and thesis. Analysis is superficial based on
opinions and preferences rather than critical analysis.
Evidence (Sources)
27-30 points
Provides compelling and accurate evidence to support in-depth
the central position beyond the required (5) research sources

with at least 1 source from a periodical database. Research
sources are highly relevant, accurate, and reliable and add to the
strength of the paper; and are effectively referenced and cited
throughout the paper.
24-26 points
Provides essential, accurate evidence to support the central
position with the required (5) research sources including 1
source from a periodical database that are mostly relevant,
accurate, and reliable. Sources are referenced and cited
appropriately throughout the paper for the most part.
21-23 points
Provides some evidence to support the central position with
only a few research sources. Some sources may not be relevant,
accurate, and reliable and/or appropriately referenced and cited
in the paper.
0-20 points
Lacks sufficient research sources to support the central position
and/or, if included, are generally not relevant, accurate, or
reliable. Contains numerous factual mistakes, omissions, or
oversimplifications. Sources, if included, are not properly
referenced and cited in the paper.
Organization
9-10 points
Paper is effectively organized. Ideas are arranged logically,
flow smoothly, with a strong progression of thought from
paragraph to paragraph connecting to the central position.
Includes all required components (introduction, body,
conclusion, Reference List, etc.).
8 points
Paper is adequately organized. Ideas are arranged reasonably
with a progression of thought from paragraph to paragraph
connecting to the central position. Includes required

components (introduction, body, conclusion, Reference List,
etc.) for the most part.
7 points
Paper is somewhat organized, although occasionally ideas from
paragraph to paragraph may not flow well and/or connect to the
central position or be clear as a whole. May be missing a
required component and/or components may be less than
complete.
0-6 points
Paper lacks logical organization and impedes readers’
comprehension of ideas. Central position is rarely evident from
paragraph to paragraph and/or the paper is missing multiple
required components.
Writing Quality & Adherence to Format Guidelines
9-10 points
Paper is well written and clear using APA guidelines and
standard English characterized by elements of a strong writing
style. Free from grammar, punctuation, spelling, usage, or
formatting errors.
Research Paper is at least 7-10 pages in length.
8 points
Paper shows above average writing style and clarity in writing
using standard English and following APA guidelines. Minor
errors in grammar, punctuation, spelling, usage, and/or
formatting.
Research paper is 6 pages in length.
7 points
Paper shows an average and/or casual writing style using

standard English and following APA guidelines. Some errors in
spelling, grammar, punctuation, usage, and/or formatting.
Research paper is 5 pages in length.
0-6 points
Paper shows a below average/poor writing style lacking in
elements of appropriate standard English and following proper
APA guidelines. Frequent errors in spelling, grammar,
punctuation, spelling, usage, and/or formatting.
Research paper is less than 5 pages in length.
Paper 1
The Gospel according to [Your Name] (modern-day
communication project)
Prompt:
From the link below rewrite a passage of the gospel based on
your minimal research, knowledge of the text book and the
bible. Write this paper in the format of a creative journal,
online newspaper article, blog. Your paper could include a
series of twitter feeds or Facebook post.
What do I mean by minimal research? – only 1-2 other outside
material.
Use one or two of the biblical criticism tools to help narrow
your focus. For example: Will your paper focus be on a
historical view, literary form, text, sociological and so on. (Ch.
3 of Powell 2nd ed., Ch.2 of Powell 1st Ed.) If you choose a
historical focus you may decide to research a cultural practice.
What do I mean by rewrite the gospel?
In a creative and fun manner write what you feel needs to be
communicated to a modern-day audience using the tools of
biblical criticism yet keeping true to the original text

Format:
3-4 pages and MLA bibliography, 12pt font, Times New Roman,
can be in traditional paper form or blog, journal, newspaper and
can include Facebook promotion post, or series of twitter feeds.
HAVE FUN!!!!!
Bible Passages:
http://www.bible-researcher.com/parallels.html
Grading: Total of 15pts – this is worth 15% of Final Grade
Grammar/ Mechanics- 2pts
Source interaction/ content- 10pts
Format/creativity/on time- 3pts
CROSS CULTURAL COMMUNICATION
5
A Winning Concept:
The Benefits of Organizational Communication
Prepared by Student Name
Date
New England College
Course MG5415
Organizational Communication for Leaders
Julie Zink, Ph.D.
Abstract
Communication is a critical and effective medium that conveys
information to a recipient or a group. While it is important to

convey a message concisely, an effective communicator
commands undivided attention. The benefits of effective
organizational communication when executed well, cultivates a
sense of commitment and loyalty within its employees, as well
as instilling that they are an essential component to the overall
success of the organization.
Keywords: Organizational communication, strategy, leader,
vision, mission, goals, management
A Winning Concept: The Benefits of Organizational
Communication
“One of the greatest responsibilities of an organization’s
leadership is to communicate with unwavering clarity the values
on which the organization has been built (Vern Dosch, 2016).”
Introduction
Communication is a fundamental and essential function of
civilization from the cradle to the grave. It is the backbone of
the universe’s existence as we know it, creating and cultivating
a type of social bondage that occurs between human beings and
living things alike. In the business world, it is the absolute
nucleus that determines how effectively we will communicate,
react, interact, and share information with each other. In fact, if
we are to consider organizational communication as a field in
its own right, it would be apt to label it as a subcategory of a
much larger and broader discipline of communication studies.
As a subcategory, organizational communication’s composition
comprises analysis, consideration, and criticism of the role of
communication in organizational contexts.
Defined, organizational communication is, “the way in which an
organization gives the public and its employee’s information
about its aims and what it is doing (Cambridge, n.d.).”
Organizational communication is also a component of effective

management in a workplace environment. The main functions
are not only to inform but persuade and promote both support
and goodwill. Communication is the lifeline of an organization,
always providing the necessary information to ensure effective
performance in all business activities. Communication in an
organization is fundamental to running a successful business. It
also requires active participation that encompasses the Board of
Trustees and or Directors, Chief Executive Officer and or
President, C-Suite leaders, management, and the teams that
report to the managers. While management is the means to
achieving organizational goals, efficiency and effectiveness of
management depends on effective communication. Every minute
aspect of management hinges upon successful communication.
Without effective communication, an organization cannot
feasibly create and convey its credo: its vision and mission
statement, the strategic plan, conveying how one shares or
disseminates information, or even actively communicating
within the organization, one’s clients, providers, and even
vendors.
Factors That Contribute to Successful Organizational
Communication
Factors that contribute to successful organization
communication include a clear vision and mission statement, a
current strategic plan, clear goals and objectives, and a
steadfast commitment to the company’s success. In fact there
are a number of areas that support successful organizational
communication that include processes, structures, and even
forms of communication that transpire between the Board of
Directors, the leadership, and of course the different layers of
management.
In order to set up a safe structure for an organization to
successfully promote effective organizational communication, it
should be readily adaptable to the situations at hand and

responsive to the needs of the outside environment. There
should be open and frequent communication within the
organization through various mediums, in addition to
potentially developing internal/external newsletters, media
campaigns, and holding meetings or even conferences
depending on the size of the organization. Within the structure
itself, there should be clearly defined roles and policy
guidelines for the employees. By empowering employees with
open decision making at all tiers, members should also share a
stake in the organization’s process and outcomes.
Leaders should lead by example which means leadership should
begin at the very top. Membership of the Board should exhibit
not only mutual respect but understanding and trust as a whole.
They should demonstrate a willingness to compromise or
collaborate in the best interests of the organization.
Effective Leadership and the Management Paradox
The term “Leadership” is somewhat loosely defined, since there
is no clear or consistent language to determine the meaning of
leadership. For many, it denotes providing a clear vision, the
ability to lead others, completing tasks, or motivating others to
succeed within their defined roles and goals. It is important to
note that while there are leaders, there are also leaders who are
not so effective in their roles. Leaders need to be visionaries
who steadfastly steer a course for their organization regardless
of the obstacles they will need to overcome. While a leader may
not be born with the necessary abilities or skill sets, they may
be acquired along the way by learning through experience and
through example. In fact, by relying on different types of
behavioral traits, a leader may successfully influence others, in
addition to executing and accomplishing the organizations goals
regardless of the circumstances.
Souba (2006), suggests that there is a clearly defined

misalignment between that of leadership and its management.
While leadership is focused on change, creating a new strategic
vision, and transforming the corporate culture, management’s
focus is more aligned with creating and maintaining order,
maintaining a level of consistency, standardization, meeting
goals and budget, in addition to being ever efficient and
effective.
Bernard Bass, a specialist in transformational leadership, once
stated that, "Leaders manage and managers lead, but the two
activities are not synonymous (Coutts, n.d.).” Paradoxically,
this equates to managers not actually making good leaders and
good leaders not actually making good managers.
Managers are typically responsible for the planning,
investigating, and organization of business processes. Leaders
deal with the interpersonal aspect of a manager’s position. To
be a good leader, we need to be confident within ourselves.
The Four Stages of Organizational Change (OLC)
The concept of organizational change was first introduced in
1950 by British economist and philosopher, Kenneth Boulding
(Nasar, 1993). More than half a century later, Boulding’s
concept has been adapted to fit many different disciplines that
include, but are not limited to, management, marketing, and
public administration. According to Boulding’s concept, the
organizational life cycle may be segmented into four stages
similar to that of a natural living life cycle: Birth, youth,
maturity, and decline/death (Ionescu et al., 2007).
Organizations, like all living things, have a limited lifespan.
While some lives span a longer duration than others, each stage
of development is both predictable and sequential, from the
cradle to the grave. In order for an organization to be
successful, it must have a strong foundation in organizational
communication. Furthermore, it is important for leaders to truly

understand and realize exactly which phase their organization is
in, in order for them to adopt strategies that best suits their
current situation. It is important to note, however, that both
external environmental events and internal circumstances can
clearly impact the success of an organization. According to an
article by Inc., (n.d.), “The OLC model's prescription is that the
firm's managers must change the goals, strategies, and strategy
implementation devices to fit the new set of issues. Thus,
different stages of the company's life cycle require alterations
in the firm's objectives, strategies, managerial processes
(planning, organizing, staffing, directing, controlling),
technology, culture, and decision-making.”
Organization Stages of Development (Daft E5-6 p.175)
Source: www.unc.edu
The Power of Negotiation
Negotiation is prevalent everywhere throughout our daily lives
be it at a personal level or through the daily business
communications that we conduct internally or with the outside
world. It can be as simple as negotiating with a toddler to get
them to do what you want, making a deal with your team if you
reach a certain goal, or even contracting a negotiation.
There are three forms of negotiation:
· Soft negotiation
· Hard negotiation
· Principled negotiation
According to Fisher et al., (2011), the soft negotiator is

determined to avoid any type of personal conflict at all costs.
These individuals will make concessions readily in order to be
able to make an agreement. The outcome for this type of
negotiation is typically unpleasant and the soft negotiator nearly
always walks away feeling completely exploited.
For some individuals, using the hard approach creates a better
outcome though potentially at a higher cost, straining the
relationship that actually began the negotiation in the very first
place. For the hard negotiator, this is a battle of the wills.
Neither side is willing to retreat, ultimately resulting in a stale
mate, since neither side is willing to give concession to their
own demands.
The final type of negotiation is a strategic combination of soft
and hard skills. The objective is to look at the mutual gains
wherever possible and when there is conflict, ensure that the
results are based on some form of fair standard that is
“independent of the will” on either side: Hard on merits, and
soft on people. This is deemed to be the fairest and most
satisfactory form of negotiation and both parties walk away
feeling quite successful regardless of the outcomes.
Groupthink
Groupthink is a psychological phenomenon that occurs when a
group of individuals actively focus on minimizing any type of
conflict. It is the influence to which these individuals have the
overall desire for conformity rather than conflict. It is the
conscientious ability to reach a consensus decision without any
form of critical evaluation or even counter viewpoints. For
smaller organizations, the concept of Groupthink may be
considered beneficial but for larger organizations which deal
with much more complex issues, avoiding Groupthink may be
beneficial to their business practices, since it cultivates open
discussion rather than conformity (Cain, 2012).

The Manager’s Hot Seat: Problem Solving
Building critical thinking and decision making skills is an
integral part of organizational communication. On a daily basis
we are faced with distractions and yet it appears that there is
never enough time to dedicate to effective problem solving. For
many leaders, being able to solve the problem quickly and move
on, alleviates the immediate issues at hand. Yet, whether we see
the glass as half-full or half-empty, determines how we view
problems that are presented to us. For many it is one more
obstacle, but for others it is yet another opportunity to improve.
Llopis (2014) noted that problem solving is the essence of what
leaders do. He further states that, “As leaders, the goal is to
minimize the occurrence of problems—which means we must be
courageous enough to tackle them head-on before circumstances
force our hand. “
The Employee Brand
While a brand is an organization’s identity, an organization
does not have the luxury of creating its own brand. Its brand
evolves through the product and the type of clientele that it
attracts. Furthermore, employee branding actually shapes its
employees behavior so that they emulate the brand identity
through their everyday work behavior.
A strong brand, not only serves to position the organization at a
desired level but invokes trust and loyalty enabling
organizations to create long term sustainable relationships with
their employees and customers.
Conclusion
Today’s challenges in the workplace include incorporating
innovative and engaging ways to involve and motivate
employees while at the same time, meeting and enhancing the

organization’s bottom line. Organizational communication is a
critical element in a company’s success, especially if a leader is
to lead and be the perpetrator of change. Valuable skills of
organizational communication include interpersonal
communication, small group communication, conflict
management, inter-cultural communication, writing, and
managing organizational change.
Great leadership starts at the top. It is this type of leadership
that is indicative in an organization when problem solving
appears completely seamless. Such an ability, enables both
employee and organization to continually grow and improve,
strategically. When problem solving results in chaos, sadly, it is
indicative of a serious leadership deficiency.
To stay true, organizations must concentrate on developing
organizational leaders who will stay focused on their core
mission, maintain effective management practices and
communication, drive “program” effectiveness, and hold team
members accountable. Effective organizational communication
is the backbone of corporate success. It is through this, that
employees become more committed and loyal to their
organization with the knowledge that they are a valued and
essential component of their company’s success.
References
Cain, S. (2012, January 13). The Rise of the New Groupthink.
Retrieved September 26, 2016,
from http://www.nytimes.com/2012/01/15/opinion/sunday/the-
rise-of-the-new-
groupthink.html?_r=0
Coutts, P. (n.d.). Leadership vs. Management. Retrieved
September 28, 2016, from
http://www3.telus.net/public/pdcoutts/leadership/LdrVsMngt.ht
m

Davenport, B. T. (2015, February 20). The 4 Stages of the
Employee Value Proposition.
Retrieved September 26, 2016, from
http://www.eremedia.com/tlnt/the-4-stages-of-the-
employee-value-proposition/
Dosch, V. (2016). Quotes About Organizational Leadership (73
quotes). Retrieved September
26, 2016, from
http://www.goodreads.com/quotes/tag/organizational-leadership
Fisher, R., & Ury, W. (2011). Getting to yes: Negotiating
agreement without giving in (p. xxviii).
New York, NY: Penguin.
Ionescu, G. G., & Negrusa, A. L. (2007, December). The Study
about Organizational Life Cycle
Models. The Study about Organizational Life Cycle
Models,8(4), 5-17. Retrieved
http://www.rmci.ase.ro/Login/no8vol4/Vol8_No4_Article1.pdf
Kinicki, A, Fugate, M. (2016). Organizational Behavior: A
Practical, Problem Solving Approach
(p.256). New York, NY. McGraw Hill.
LLopis, G. (2013, November 4). The 4 Most Effective Ways
Leaders Solve Problems. Retrieved

http://www.forbes.com/forbes/welcome/?/sites/glennllopis/2013
/11/04/the-4-
most-effective-ways-leaders-solve-problems/
Mosley, R. (2015, May 11). CEOs Need to Pay Attention to
Employer Branding. Retrieved
September 26, 2016, from https://hbr.org/2015/05/ceos-need-
to-pay-attention-to-
employer-branding
Nasar, S. (1993, March 20). Kenneth Boulding, an Economist,
Philosopher and Poet, Dies at 83.
Retrieved September 28, 2016, from
http://www.nytimes.com/1993/03/20/obituaries/kenneth-
boulding-an-economist-
philosopher-and-poet-dies-at-83.html
Organizational communication Definition in the Cambridge
English Dictionary. (n.d.). Retrieved
http://dictionary.cambridge.org/us/dictionary/english/organizati
onal-communication
Organizational Life Cycle. (n.d.). Retrieved September 25,
2016, from
http://www.inc.com/encyclopedia/organizational-life-cycle.html

Soci110 module 5. (n.d.). Retrieved September 28, 2016, from
http://www.unc.edu/~nielsen/soci410/nm8/nm8.htm
Souba, W. W. (2006, December 30). The Leadership Dilemma.
Journal of Surgical Research,
138(1), 1-9. doi:10.1016/j.jss.2007.01.003
Research Paper
By: Santosh Marripalli
References:
Intercultural communication in contexts Author by : Judith N
Martin/Thomos K Nakayama
Handbook Of Intercultural Communication Author by : Helga
Kotthoff
Intercultural Communication A Reader Author by : Larry A.
Samovar
Inter Cultural Communication Author by : Anastacia Kurylo
Globalizing Intercultural Communication Author by : Kathryn
Sorrells

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