Communication Styles and the Business Communication Process Anthony Peter Manupella III Organizational Communications 527 January 24, 2013 David Radcliff Communication Styles and the Business Communication Process * Establishment of a mobility program with return rights related to professional staff * Leadership within the agency was confirming the requirements for the establishment of return rights and mobility program as it relates to professional staff. * Background * The discussion centered on the security products division overseas professional staff, and if these personnel qualified for returns rights and mobility program. During the startup of the security products division it was assumed without extensive research by leadership that professional staff would be required to sign a mobility agreement upon hiring. This discussion went on for years within the agency to address the plan to rotate personnel from overseas locations thought to have valid return rights under the mobility program. After assuming my current leadership position those personnel affected by the mobility agreements voiced their concern about the agreements and its application during office visits. Through my extensive research of the program and its application to the personnel my findings were presented to the agency leadership. It was determined by the agency that it did not meet the criteria for the mobility program. Also any signed mobility agreements documents were to be voided. I immediately informed all of my affected subordinate personnel to let them know of their status, and to ensure them that I would do everything in my power to assist them in staying with the security products division. Quantitative research is often used to measure the impact of communication on organizational performance. Such issues as trust of management, understanding of company goals, employee attitudes, evaluation of work environment and job satisfaction are communication issues that can be measured. (Williams, 2002). * The communication style used during the conversation by myself and others involved. * I took on many roles during the communication process as identified by Carl Jung's four communication styles; analyzer, collaborator, analyzer, and socializer. According to Hanke (2009) "We have preferences-certain skills and behaviors that make us who we are. Recognizing styles in yourself and others can help you influence and build relationships and become a better communicator." (p. 1). While meeting one-on-one with the affected personnel during office visits, I took on the analyzer communication style during office visits. According to Hanke (2009) the analyzer is "detail-oriented, logical thinkers and analyze others and situations. Work best alone to come up with solutions so may take more time to make decisions and take action." (p. 2). I understood the emotion and frustration by the affected personnel, and I promised them was to work as hard as I could to come up with a definitive answer for them on their status. We also established a working group internally to discuss and develop courses of action to address the problem and present recommendations for the chain of command. * While briefing my chain of command, I took more of a collaborator style of communication. As a brand new manager, I needed to establish myself through networks and business relationships throughout the agency, so I reached out to each individual manager to introduce myself and ask his or her thoughts on the program. According to Hanke (2009) the collaborator is "easy-going, relationship-oriented and enjoy working with people to work toward consensus." I knew this could be a very contentious topic because personnel were inadvertently informed by the chain of command on their