Methods essential alterations in the current benefit

Methods of communication

“The RBS CITIZENS” employs audiovisual presentation techniques to communicate with the employees since it is a helpful way of presenting the benefit plan (Beam & McFadden, 2004). It also explains essential alterations in the current benefit plans to existing workers. Moreover, it is effortless for workers to view audiovisual presentations as compared to reading written materials. Indeed, audiovisual presentations can express the employer’s concern for staff when properly done (Beam & McFadden, 2004).

They can explain how to utilize benefits in a clear manner as compared to printed materials. Furthermore, the method is effectual since the sender and the recipient of information can confer on concerns making the point comprehensible. This approach of communication allows the receiver of the communication to pass relevant responses (Beam & McFadden, 2004).

An additional effective technique that the entity uses during the communication progression is holding meetings with employees. The method is efficient while explaining benefit plans and reacting to inquiries. For small employers, the technique helps in presenting promotion strategies to new employees or explaining alteration in the present plans. Often, the “RBS CITIZENS” combines meetings with the audiovisual presentations.

Generally, the person conducting these meetings must be knowledgeable about the plan and possess the skills to communicate such knowledge to the workforce effectively (Beam & McFadden, 2004). The employer’s feelings towards a meeting can affect the organization’s productivity thus they should consider them as essential. They should view this as a technique of communicating their worries about the safety of their workforce and the gains on offer.

To attain the highest worker interest and attention, the procedures ought to present an admirable degree of comfort. Additionally, meetings should be held during regular operational time and not at the end of the workday since the staff may be worried whether the meeting will finish on time (Beam & McFadden, 2004).

An additional effective method that the entity uses is the “interactive voice-response” method through the telephone (Beam & McFadden, 2004). A telephone system is an easier and swifter way of passing messages to a significant proportion of workers regarding concerns such as times for employee gathering, target, and system alterations (Beam & McFadden, 2004).

Communication barriers

A significant communication barrier that the organization faces is the bureaucratic organizational structure. These are long lines of communication, which arise when an organization has a top-heavy, multileveled structure and each layer of management creates a roadblock to efficient communication.

Another communication obstacle in the organization is rivalry among employees where they compete with each other for recognition and advancement. This leads to misinterpretation of facts from one another and the administrative entities.

According to Ciletti (2010), the organization may reduce communication barriers through encouraging an open setting for interaction and feedback. Communication obstacles can be reduced significantly when the management seeks employee responses. Barriers reduction occurs when “RBS CITIZENS” compress their organizational arrangement. Currently businesses are reorganizing their operations and reducing bureaucratic levels thus shortening lines of contact.

Consequently, Information flows naturally and issues are solved faster when messages move shorter distances since they become less unclear. Furthermore, prevention of barriers is achievable by encouraging communication among peer groups. Communication builds bonds among workforce, boosts their morale and enriches the organization through the exchange of ideas (Ciletti, 2010).

Sources of Conflict

The conflicts present in RBS CITIZENS incorporate intrapersonal and role conflicts. The sources of intrapersonal conflicts are goal dissimilarities, unsuitable demand on capacity, business organization, administrative techniques, posts, and traits. Such sources of upheaval either reduce or generate conflicts.

The sources of role conflicts are misunderstanding of the potentials and instructions present in a given responsibility. Consequently, the effects of the role conflicts are work discontent, minimal work participation, lower job dedication, stress and tendency to quit working.

Role conflict also leads to incapability to control decision-making and lack of assurance in the organization. A noteworthy stratagem of solving disagreements is through negotiation meaning that when there are conflicts among parties they ought to negotiate. Negotiation skills are essential in managing diverse categories of conflicts (Beam & McFadden, 2004). Hence, managers need to spend supplementary time to study how to negotiate effectively.

Sometimes the managers are required to negotiate with their assistants or peers; furthermore, they may also be required to mediate on disagreements among their subordinates. Another stratagem for solving conflicts encompasses separating the people from the problem.

If parties can concentrate on substantive disagreements instead of affective conflict, they are likely to engage problem-solving procedures. Consequently, they can entwine themselves with the main attributes of a problem. Therefore, a problem should be untangled and dealt with unconnectedly before working on it.

Conclusively, issue solving should focus on benefits other than positions. This design component will overcome the problem associated with focusing on positions or parties. The goal of conflict management is to satisfy desires, address anxiety and worries. It is fundamental to solve disputes by initially finding out the underlying causal factors instead of focusing on the positions and parties (Rahim, 2010).


Beam, T. & McFadden, M. (2004).Employee Benefits. New York, NY: Dearborn Trade Publishing.

Ciletti, D. (2010). Marketing Yourself. Boston, MA: Cengage Learning.

Rahim, M. (2010).Managing conflict in organizations. New York, NY: Transaction Publishers.


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