Communication Process

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To fulfill this mission, the University supports the full range of scholarship, from undergraduate to advanced graduate and professional instruction, and from basic research to its application in public service. While being a comprehensive research university, Emory limits its academic scope to those fields in which, by virtue of its history and location, it can excel. Hence its academic programs focus on the arts and sciences, business, law, theology, and the health professions. These disciplines are unified by their devotion to liberal learning; by cooperative interdisciplinary programs; and by the common pursuit of intellectual distinction.

The Emory community is open to all who meet its high standards of intelligence, competence, and integrity. It welcomes a diversity of ethnic, cultural, socioeconomic, religious, national, and international backgrounds, believing that the intellectual and social energy that results from such diversity is a primary asset of the University.

In keeping with the demand that teaching, learning, research, and service be measured by high standards of integrity and excellence, and believing that each person and every level of scholarly activity should be valued on its own merits, the University aims to imbue scholarship at Emory with

• A commitment to humane teaching and mentorship and a respectful interaction among faculty, students, and staff;

• Open disciplinary boundaries that encourage integrative teaching, research, and scholarship;

• A commitment to use knowledge to improve human well-being; and

• A global perspective on the human condition.

The University, founded by the Methodist Episcopal Church, cherishes its historical affiliation with the United Methodist Church. While Emorys programs are today entirely nonsectarian (except for those at the Candler School of Theology), the University has derived from this heritage the conviction that education can be a strong moral force in both society and the lives of its individual members.

Before coming to the College, I worked with the Dean's Office of the School of Medicine. Each section of the Dean's Office submits a yearly strategic plan for their section, which is merged into a comprehensive document representing the entire School of Medicine. In it would be the prospectus for future goals for each area. Each member of every section contributes to the strategic plan. The information in the strategic is an assessment of what "we believe" we can accomplish at the end of the period.

The strategic plan of each institution is then submitted to the President's office. It is then merged into an even larger document that is edited and available for the review of the Board of Directors and the public.

Productive Communication

Information is dissimilated through various mediums. We have town hall meetings where the entire Emory Community gets together to here where the institution is going. There are meetings for each division and level. President Wagner meets with each institution once a year. It is very rare when information is not relayed accurately. Every community meeting is transcribed and forwarded to all staff, faculty and students through email and "snail" mail.

My office is the Emory College Office of Research (EC/OR) and all information is forwarded through email and inter-office mail. The email generates an automatic receipt notification upon opening the mail. If there is hard copy information to be reviewed by individuals, we must initial the form and then forward it to the next person on the list. It is important that we make every effort to minimize the possibilities of misinformation. As stated in the text, "effective communication is described in Organizational Behavior as a communication that is perceived the same way that the source intended it to be Schermerhorn, J. R., Jr., Hunt, J. G., & Osborn, R. N. (00). The communication process/flow is extremely important in my organization. We would not be effective without it.

Unsuccessful Communication

Now this has happened recently. Two of my faculty members (names are withheld to protect the innocent), wanted to submit a proposal to the NIMH (National Institute of Mental Health). The deadline for this proposal was October 1. It was the 15th of October when they brought the information. Funding agencies very rarely (1%) accept late proposals, but our policy is to put together all proposal for submission. I put this proposal on my agenda as priority, worked on the proposal, completed the necessary information, and returned the completed package to the faculty member. All my work was based on the information given to me.

The proposal is submitted to the Office of Sponsored Programs and the faculty member goes on vacation to Mexico. The next day, it is confirmed that the funding agency does "not" accept late proposals. OSP therefore declines the proposal and sends it back to the faculty member's department through interoffice mail. The proposal sits in his mailbox for a week. He comes back from vacation and is extremely displeased. Why? It was late. But there is additional information. What the faculty member did not state is that the proposal was a revision and that he had a conditional approval if he got the proposal in within the week. The result being the faculty person is upset with us for not following his requests and yet he did not present all the required information. Extreme miscommunication!

Conclusion

As you can see in the example, lack of communication can cause ramifications that no one really want to accept responsibility for. As state in the text, Schermerhorn et al (00) explains, the receiver may or may not give feedback to the source (p. 10). Without feedback and open lines of communication opportunities can be lost.

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