Remington's Case Study

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IV. Communication Channels A. Face-to-Face Most of the communication at Remington’s is done face-to-face. During a shift, directions, expectations, problems, solutions and changes are delivered verbally as they happen. Because of the constant changes and adjustments needed, face-to-face communication is the most effective and efficient channel for “immediate feedback and more consideration of nonverbal cues” (Miller, 2012, p. 52). It is also a typical channel of communication in human relations approaches, but can also work very well in human resource settings (Miller, 2012, p. 52-53). This notion fits with Remington’s being a mixture of both human relation and human resources approaches and transitions between different approach techniques.
B. Written
There is also some written communication used at Remington’s. As mentioned earlier, management often leaves short written notes to the staff notifying of changes or new information they need to know. Management also has printouts of position responsibilities located in specific stations that are also a good resource
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Being familiar with this system is crucial for employees to be successful. The system documents employee hours by pressing the “clock in” and “clock out” buttons once signing in to their account using their employee ID. Proficiency with the computer system is key in being efficient and precise while working. The menu items are all abbreviated and categorized in the computer system, and it can be very difficult to find items without knowledge of the terms and how to use the system. Backups are also a problem when multiple people need to use the computer at the same time. With only two computers to use in the front, speed of sending in orders becomes imperative, but failure to use the system correctly can cause wrong orders and lead to serious miscommunication and

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