Communication Climate at Saddle Creek Deli

1. Communication Climate at Saddle Creek Deli

     The communication at Saddle Creek Deli became poor after hiring of McCarthy. The communication was not only one way but was hierarchical type and close typed where no employees were involved in discussion with each other or with top management.

     Purvis entrusted McCarthy and gave him total management of Deli. The business was going fine and no complaints came from any of customers. Soon McCarthy’s autocratic behavior and cost cutting management for his own favor put deli business on oxygen! If Purvis had given him guidelines or instructions to manage the deli, the things wouldn’t have changed as mentioned.

     McCarthy’s autocratic behavior accepted by employees and they feared to complain. Fall in service and food quality seen by increased customer complains. There were no direct communication link among Purvis, McCarthy and Deli Employees. McCarthy was serving as intermediary channel between Purvis and Deli employees and Purvis convinced that there were no negative effects on business due to cost cutting program.

     However the communication between Purvis and Ron revealed the weaken situation at Deli. Thus Purvis was informed by third party about business downturn at Deli.

     The whole climate resulted in customer dissatisfaction and fair quality of service. Thus the close communication climate could not resolve until Purvis involve in direct communication with Deli employees, its customers and McCarthy. The communication scenario at Deli could be described as below (pg. 2)

Chart: Communication Climate at Saddle Creek Deli

2. Communication Improvement at Saddle Creek Deli

     The overhaul and autocratic behavior of McCarthy’s cost cutting program had adverse effect on Deli business. McCarthy created totally absence of communication among Purvis, Deli employees and customers. In this communication crisis, Purvis need to established effective channel of communication among deli employees and consumers as well as with McCarthy. The crisis could not be resolved until Purvis involve in active and direct communication. Purvis could improve the communication between McCarthy and Employees in following ways;

·         Arrange face to face meeting with McCarthy and employees once or twice in a week to discuss the quality of service and customer feedbacks.

·         Purvis must attend the meetings and try to resolve conflicts between employees and McCarthy.

·         Purvis need to listen what customer says, in short direct contact with customers and asking them question and asking them how to improve the service and quality of food.

·         Purvis must acquire the discernment to read under the line. Discernment will help Purvis to detect unarticulated messages hidden below the surface of spoken interaction, complaints, behavior and action (p.269).

·         Sending e-mails and text messages to employees and manager and constantly getting feedbacks from customers.

·         Use of stories and metaphors to connect employees and customers at intellectual and emotional level.

·         This could help Purvis to inspire employees and to learn them how to take actions in difficult situations.

·         Developing an informal communication i.e. boundary less communication where everyone can talk to top management i.e. with owner – Purvis easily and can provide suggestions and comments. Electronic media could perform well. For instance use of blog for Saddle Creek Deli not only expands the network of communication but also increase the communication richness.

·         Application of face to face meetings and online blog or two way communications could improve communication between McCarthy and employees and also it would be benefit customers to provide feedbacks and suggestions. 

3. Development of Communication Effectiveness and Improvement

     Communication development is an essential and crucial part of an effective leadership. A manager must turn in to the leader for effective leadership. To reframe the communication structure at Saddle Creek Deli, manager should consider following ways to increase communication effectiveness.

·         Manager should act as an “information processor” that means manger must spent ample amount of time to communicate with employees, customers and clients / suppliers.

·         Development of an open communication climate that means a manger and / or a leader should share all kind of information throughout the company and across all level (p.264).

·         Considering the atmosphere of Deli, an openness communication could be developed by manager by direct contact with customers; taking feedbacks from customer could enhance the service quality and business.

·         As a manager, an upward communication could be established by designing feedback forms, online blog – which is open for all where customers post their ideas and give valuable feedbacks.

·         A manager should involve in active listening and frequently ask questions to improve quality of service and to develop more effective way of communication.

·         An effective way of high channel richness of communication could be developed at Deli when manager meet every customer face to face and welcome then either at the entrance or at the cash counter at least once a time.

·         A manager must use stories and metaphors during crisis time to inspire employees and motivate them.

·         Development of an informal communication that means no hierarchical barriers among employees, manager and customers could enhance communication process and can enhance business at Deli.

     Thus an effective and efficient communication strategy could be developed at Deli for upward and openness of communication which could result in service of excellence at Saddle Creek Deli.

Reference

Draft R., L.(2009). The Saddle Creek Deli: Leadership Communication: The Leadership Experience 5e. (pp. 288-289). South-Western, OH, USA.