Management Test 2

Lattice/ Network

("flat organization" - emphasis on innovation, networks, decentralized decisions

Zara's Secret to Fast Fasion

...

Factors Affecting Encoding

1.Skill - importance of solid writing skills! 2.Attitudes - predispositions (biases, more in Behaviors chapter) 3.Knowledge - 'can't communicate what you don't know' ... watch being too extensive 4.Social cultural system - our culture, beliefs, values influence how we communicate

Two Major Obstacles to Supportive Communication

Defensiveness and Disconfirmation

The Importance of Control

Examples- KFC in England- logistics error, Saudi Arabia Plant- cybersecurity and Oscars- wrong best picture

Continued Types of Deparmentalization

Geographic Advantages •Managers can focus on the various regions (and their differences) served by the company •Allows firms to develop human resources by rotating managers across different regions Disadvantages •May prove difficult to coordinate between various regions •May prove difficult to assign credit or blame based on the performance of a particular product Customer Advantages •Allows managers to focus on and cater to the most important customers •Relatively easy to assign blame or credit regarding customer relationships Disadvantages •May prove difficult to coordinate across various customers •May introduce complexities as customers span different products and geographic areas Matrix Advantages •Allows firm to pool human resources for both short-term and long-term projects •Allows firm to maintain flexibility overtime Disadvantages •Difficult for employees to understand power structure within the firm •Difficult for employees to prioritize responsibilities based on multiple authority figures

Employee Input and Information Sharing

Hold town hall- meetings, provide good and bad information, invest in training, analyze problems together, make it easy or employees to give input

2. Range of Variation

Next comes the step in which we compare the actual performance to the standard. Although some variation in performance can be expected in all activities, it's critical to determine an acceptable range of variation: financial performance +/- 3% of specs.

What is communicated?

The three I's- information, ideas, instructions

Value of Controls

critical link in management planning processes; empowering employees; protecting the workplace & its assets

4. Validating vs. Not Validating

•Ensure respectful collaborative interactions •Build to mutual recognition of problems and solutions •Recognizes that mistakes happen, now you (and all) need to be part of the solution •"Let's recover, we need your skills, suggestions, ideas, etc., to get back on track" •Avoid Non-Validating: 'put-downs'; 'one-upmanship'; indifference •Pay attention to your non-verbal persona!

Implications for Business Communications

•Management considerations: •Connecting the organization •Strike a 'strategic balance' •Global economy ... 24/7 •Strategic working relationships •Less face-to face communications •Trainings - etiquette, etc.

8. Supportive Communications

•Requires active listening and responding effectively to someone else's statements. •In skills important for managers, effective listening was ranked highest. •Individuals usually understand about a 4th of what is communicated. •I.e. Supportive listening vs. One-way listening: •"I believe I heard you say that you prefer to take this approach, is that correct?" NOT "As I said before, I don't understand your position".

Relationship Between Communication and Interpersonal Relationships

Playing (participating in activities with the intention of having fun), task enabling (helping to facilitate another person's successful performance), respectful engagement (engaging with another person in a way that sends a message of value and worth), and trusting (conveying to another person that he or she can be counted on to be dependable) all lead to high quality connections

Importance of Effective Communication

Poor communication can cost a business up to $5,200 per employee each year!2 A survey of employees found that the skill managers most need to improve is communication.3 Another employee survey found that over half the respondents said their workplace communication was "less than great."

5. Be Specific & Timely

•Communications are specific and identify something that can be understood and acted upon •Avoid focusing on extremes and absolutes which deny any alternatives. "My way or the highway!" •Ensure constructive (not destructive) feedback occurs as close as possible to the event occurrence ... recency matters!

Nonverbal communication- considerations

•Communications neither written nor spoken ... •Body language •Hand motions, gestures, facial expressions •Verbal intonation: soft, sarcastic •"it's not what you say, but how you say it" •Artifacts: Queues, silent actions, symbols, attire •People will react more-so to body language

Five Categories of Interpersonal Responses to Conflict

1.> Forcing Response: Assertive, Uncooperative •Satisfy personal needs at the expense of the other person. •Formal authority, bullying, manipulation, etc. •Outcome: You feel vindicated; other person feels defeated •Can use when it is important, unpopular, or urgent ... and you know you are right ... be aware to the wake! 2.> Avoiding Response: Uncooperative, Unassertive •Neglect interests of both parties by sidestepping or postponing. •Reflects inability to handle emotion of conflict; cooling off period? •Outcome: Nothing (or things get worse) ... long term frustration! 3.> Accommodating Response: Cooperative, Unassertive •Satisfy other party's concerns but neglect your own. •Preserve a relationship at the expense of genuine appraisal of issues. •Outcome: Other person takes advantage of you; decreased power and credibility. 4.> Compromising Response: Moderate Cooperation & Assertiveness •Seek partial satisfaction for both parties; temporary vs. enduring •Expedient, not effective, solutions - 'spread the pain' evenly •Outcome: Gamesmanship and suboptimal resolutions likely 5.> Collaborative Response: Cooperative, Assertive •Seek to address concerns of both parties. •No assignment of blame; agree on facts & solve the problem together •Outcome: when collaborating is possible, problem likely to be resolved •Only "win-win" strategy out of the five categories •Aligned with Chapter 6 concepts: "supportive communications in building positive relationships"

Business Writing

Business Writing: •Better writing skills are a differentiator, makes an impression at both the team and the individual levels •All in, effective writing skills are a lifelong skill which will benefit your academic, personal, and business 'lives' •For assignments, understand general expectations

Culture and Supportive Communications

•Language pattern and structures are dramatically different across cultures. •Importance of 'cultural immersion' trainings ... •There are, however, universal principles that apply to interpersonal problems. •Research indicates that cultural difference are not significant enough to negate the principles of supportive communications

Communicating in an Internet World

•Legal and security issues: •Inappropriate language, jokes •Cybersecurity - Sensitive, proprietary information is at risk •Electronic information is potentially admissible in court •Employees & Social Media: 'cuts' both ways ... •77 percent say they use social media to connect with colleagues. •35 percent say that social media has damaged a work relationship. •61 percent say that social media has led to new or better work relationships. •32 percent say they use social media to enhance work-related projects or solve problems.44

Gantt Chart Example: New Office Location

•Logic: •First activity must be completed •After this, company can begin to: hire workers; arrange for furnishings; arrange for phones •Activities 2, 3, 5 occur in sequence after Activity 1 •Activity 6, install the phones, after Activity 4 - furnishings are set up •Then, Activity 7 can occur - Move into office •Total time - estimated to be an 8-week project

Value of Positive Relationships

•Results in better physical and emotional well-being •Helps people perform better at work and concentrate more on the task at hand •Avoids distrust, hostility, defensiveness, feelings of low self esteem •Seek to avoid the dysfunctional communications: complimentary feedback is 'easy'; difficult feedback is 'hard' •Strengthen individual performance, relationships, ultimately the team

1. Measuring Performance

•Sources of information: 1.Personal observation 2.Statistical reports 3.Oral reports 4.Written reports 5.Budgets: planning & control 6.Audits 7.Benchmarking

Using Technology to Sell Pizza

...

Organizing Process

1. Reflect on plans and objectives 2. Establish major tasks 3. Divide major tasks into subtasks 4. Allocate resources and directives for subtasks 5. Evaluate results of organizing strategy FEEDBACK

Sources of the Interpersonal Conflicts

1.> Personal Differences: 'we all bring something different to the table': •Conflicts stem from personal values and needs. •Value of building and managing a diverse workforce 2.> Informational Deficiencies: misinterpetations, incompleteness, etc. •Conflicts evolve from misinformation and misunderstanding. •Usually less emotional, more easily resolved through clarification 3.> Role Incompatibility: •Conflicts evolve from the perception that assigned goals and responsibilities compete with those of others. •i.e. Forecasted vs. Actual Sales vs. Operations/production ... Tesla • 4.> Environmental Induced Stress: 'uncertainty!' •Conflict results from the stressful events of the organizational environment. •i.e. Pandemic impact (airline, hotel, cruise industries)

Organizational Charts: Two Dimensions

1.> Vertical dimension - top down; 'chain of command' •Scalar relationship - chain of management from 'C-suite' to the lowest identified organizational level. •A clear line of site facilitates communication for any organization to achieve its objectives •Unity of Command - individual has one 'boss' •Matrix management gaining momentum (more on this later) 2.> Horizontal dimension - span of control or management •Large spans tend to produce flatter structures •Vertical: 'watch the layers' ... leads to bureaucracy (Weber early model) •Horizontal: Important to strike the proper balance on efficiency vs. effectiveness (too many vs. too few for any given organization or underlying component) •Graicunas and Span of Management - excluded

Qualities of Effective Control

1.Accuracy - sources, audited ... 2.Timeliness - information quickly to stay the course or adjust 3.Flexibility - respond to changing conditions 4.Understandability - check in with your Team •Reasonable criteria •Emphasis on exceptions •Multiple criteria •Corrective action

Four Phases of Collaborative Problem Solving

1.Problem identification 2.Solution generation 3.Action plan formulation and agreement 4.Implementation and follow-up

Five Categories of Interpersonal Responses to Conflict

Figure on slide 21

Vertical Dimensioning

Look at Figure 10.2

The importance of delivery

Researchers found that 65 to 90% of face-to-face conversation is communicated though body language!

7. Owned vs. Disowned

•"Yep, this one's on me" •Take responsibility, avoid deflecting the matter & being defensive •Avoid 'dis-ownership': "Well, I assumed" ... or ... "Most students would do the same ..." ... or ... "Lot's of people say ..." •Hearsay is dangerous ... validate, do not carry forward •Own the matter, investing in yourself as both a key person and key team member!

Personal Management Interview

•A regularly scheduled, one-on-one meeting between management and subordinates ... commonplace for effective managers! •Formal structured interactions with direct-reports using supportive communication techniques •In general (similar principles to effective meeting management): •Step 1: A role-negotiation/clarification session which sets expectations of employees and managers •Step 2: A set of on-going one-on-one meetings to foster development and improvement •Personal time with the manager (issues, transfer information, coaching and counseling ... not performance appraisals)

Implications for Team Performance

•Achieving high performance must place emphasis on the importance of team communications •Make personal connections/interactions when at all possible •Evenly distribute communications •Communicate verbally as much as possible •Be clear, concise, ask for clarification •Use effective meeting management techniques •Avoid the 'barriers' noted above!

Resolve Conflicts Successfully

•Conflicts are inevitable in any organization •Two primary tools for managing: 1.Understanding the focus and source of a particular conflict •Diagnosing properly 2.Selecting the appropriate strategy/approach for resolution •Matching approach to situation

6. Conjunctive vs. Wandering/ Irrelevant

•Conjunctive communications/interactions joined to a previous message •"Staying on point" with the subject(s) at hand ... •Rigorous Interaction Management: Taking turns speaking; time management; topic control •Disjunctive communications/interactions: •Lack of opportunity for others to speak •Extended pauses •Minimal topic control

Framework for collaborative problem solving

•Create the backdrop and context (negotiation!): •Establish overarching goals. •Separate the people from the problem. •Focus on interests, not positions. •Invent options for mutual gains. •Use objective criteria for evaluating alternatives. •Define success in terms of real gains, not imaginary losses.

Organizing: Division of Labor

•Individuals specialize in doing a part of the task/responsibility vs. the entire task •Specialization - skills in performing the task increase •i.e. operations vs. project management •Builds efficiency and economic benefit in organizations •Important though, to strike a reasonable balance between specialization & human motivation •Job enrichment •Job rotation

CHAPTER 3: FUNDAMENTALS OF ORGANIZING

•Key Management Process to establish systematic uses for resources within an organization or team. •Enables organizations to achieve their goals & objectives •Two traditional components we will discuss: Division of Labor and Structures in organizations

What is control?

•Management function that involves monitoring activities to ensure that they're being accomplished as planned and correcting any significant deviations.

8. Supportive Listening and Ways to Respond

•Managers need to be flexible in response types to varying situations •Four Types of Responses (after Supportive Listening): 1.> Advising: •Provides direction, evaluation, personal opinion, or instruction •Creates listener control over the topic •Watch: can produce dependence - ensure transfer of knowledge 2.> Deflecting: •Switches the focus from communicator's problem to one selected by the listener •Appropriate if reassurance or expanded perspective is needed •Watch: must be clear not to imply that the communicator's issues are not important ... looking to boost morale 3.> Probing: •Asks questions about what the communicator said •Used to gather information •Four general ways to probe: 1.Elaboration - "can you tell me more?" 2.Clarification - "what do you mean by that?" 3.Repetition - "let's make sure we're clear." 4.Reflection - "hmm, how long has this been an issue?" 4.> Reflecting: •Mirror back to the communicator the message that was heard •Involves paraphrasing and clarifying •Shows understanding & empathy •Watch: could appear that the listener isn't listening

Learning to Negotiate Effectively

•Negotiation - process by which multiple parties come to an agreement •Two broad categories: 1.Distributive negotiation - "win-lose", a battle so to speak! •Better suited for non-repeated negotiations •Lack building relationships; generally contentious (i.e. over money) 2.Integrative negotiation - "win-win", cede less important items ... •Each party focuses on the best outcome/solution for all •i.e. employment bonuses; construction contracts w/ preferred subcontractors

Organizing Guidelines

•OG's are essential in developing a management system: •Each organizational resource represents an investment from which the management system must get a return. •Appropriate organization of these resources increases the efficiency and effectiveness of their use. •Henri Fayol (Management Researcher) developed 16 general guidelines for organizing resources.

Organization Charts

•Organization Chart - key management document! •Graphic illustration of firm's organization structure •Pyramid form ... the 'skeleton' of a company •Boxes are organizational entities represented by leadership & management positions •Lines designate formal communication lines

Formal and Informal Structures

•Organization must determine the appropriate structure given their stage in the life cycle •Formal Structures (Mechanistic): •Defined and depicted relationships •Organization charts - typically represents ... •Informal Structures (Organic): •System or networks of interpersonal relationships that exist within an organizations •More spontaneous ... remember Groups!

Focus of the Conflicts

•People-focused: •"In-your-face" confrontations in which emotions are fueled by moral indignation •Emotionally charged ... misperceptions; feelings of resentment •Issue-focused: •Negotiations in which participants agree how to allocate scarce resources •Capital allocations among SBU's

Communication trends

•Pervasiveness of technology: •Dominance of email, chat, texting, social media •New entries more commonplace: •remote working: Zoom, Web-ex, etc. •Reliance on technology: •Networked computer systems •Wireless capabilities

Controls are Applied to All Aspects of an Organization

•Processes - the many functional ones executed across the organization towards the achievement of organizational objectives •Quality of output •Financial processes •Resource allocation and utilization •Organizational & employee behavior: •Driven by: shared values, norms, traditions, ritual, beliefs, which permeate the organization (i.e. "got a minute"; the "blue blazer") •Work-related behaviors which are the 'generally accepted ones'

High Quality Connections: Both Temporary & Long Term

•Research support high quality connections yield: 1.Sense of energy & engagement for both parties 2.Sense of cooperation & responsiveness for both parties 3.Enhance physiological changes ... you just 'feel' better!

Challenges with Electronic Communications

•Tendency for high quantity, low quality •Limited context, can lack true meaning & intent •Interpretation of information depends on relationship with sender •Watch the 'need for speed' •'A few seconds to thoughtfulness'

Supportive Communications

•Type of communication that builds/strengthens interpersonal relationships •Seeks to preserve healthy relationships in positive & negative situations •Delivering both compliments and adverse feedback •Conveys feelings of mutuality and respect •Beyond just be a 'nice person' ... •Important in any customer service environment (i.e. service issues, customer complaints, misunderstandings)

Classic Organizing Theory

•Weber's (early management theorist) Bureaucratic Model •' ... bureaucracy is not an end in itself but rather a means to the end of a management system goal' •Detailed procedures and rules •Clearly outlined organizational hierarchy •Impersonal relationships among organization members •Criticisms of the Model •Ignores the human variables (people management) •Can lead to inefficiencies (hierarchies)

Five Categories of Interpersonal Responses to Conflict

•Which conflict resolution approach is best? •Collaboration tends to be the most often used •Though no single approach is the best ... situational •Effective managers use a variety of approaches •Congruence with personal preferences & situational factors •Personal = experience; cultural influence; continuous development •Situational Factors to Consider: (reference Table 7.3) •Select your conflict management approach based upon: •Issue importance - extremely high? •Relationship importance - ongoing vs. one-time? •Relative power - boss?, peer?, consultant? •Time constraints - how urgent?

Written vs. Verbal Communications

•Written - tangible verifiable, more permanent than oral •More likely to be well-thought out •i.e. Marketing Plan, Management Assignments •Tend to consume more time to produce/edit, etc. vs. oral •Oral communications: •enables a more rapid response and dialogue •Prompt & better feedback mechanisms •I.e. Receiver can quickly summarize

Negotiating Effectively- General Principles

•Zone of Possible Agreement (ZOPA) - frames the matter •Boundaries for the negotiation ... sets context ... forethought •i.e. buying an automobile; eBay transactions; Trade deals •Best Alternative to a Negotiated Agreement (BATNA) •Your most desirable options in challenging negotiations balanced against what you are willing to accept •Stronger BATNA = better positioned for the negotiation •i.e. You don't need to make this deal (2nd home purchase) •'Positioning' is fine though never misrepresent ... ethical negotiations! •Reservation Price - price you are willing to pay (part of BATNA) •Plan/know-in-advance - avoids mistakes, rushed decision •Important if part of a negotiating team (be on the 'same page') •Anchoring - set the expectation for an acceptable offer •i.e. 'do your homework' - seek related deals; comparables •Compensation negotiations; commodities ... •Goals - perhaps obvious, though clearly defined goals are needed! •Distributed (buy for as low as possible) vs. Integrative (relationships) •i.e. supply chain management - seek 3% reduction in pricing

Organizing Guidelines continued

1.> Judiciously prepare and execute the operating plan. 2.> Organize the human and material facets so that they are consistent with objectives, resources, and requirements of the concern. 3.> Establish a single competent, energetic guiding authority (formal management structure). 4.> Coordinate all activities and efforts. 5.> Formulate clear, distinct, and precise decisions. 6.> Efficient selection so that each department is headed by a competent, energetic manager, and all employees are placed where they can render the greatest service. 7.> Define duties. 8.> Encourage initiative and responsibility. 9.> Offer fair and suitable rewards for services rendered. 10.> Make use of sanctions against faults and errors. 11.> Maintain discipline. 12.> Ensure that individual interests are consistent with the general interests of the organization. 13.> Recognize the unity of command. 14.> Promote both material and human coordination. 15.> Institute and effect controls. 16.> Avoid regulations, red tape, and paperwork.

3. Adjustments/ Corrections for Variance To Plans

1.Do Nothing; Learn - variation is acceptable; or, clearly due to an extraordinary event is significant 2.Take action to correct the performance: i.e. trainings 3.Revise the standard: unrealistic?, too aggressive?, too lenient? 4.Revise the workplan: environment may have changed; hence, adjustment need to be made to your underlying assumptions •Target, Best Buy, IKEA - under-forecast on 'pandemic' related purchases

Examples for each

1.Feedback controls (input): advanced research on market opportunities 2. Concurrent controls: google monitoring online ads 3. Feedback controls (output): error rates; financial performance

Common barriers to effective communication

1.Filtering - deliberate filtering by sender - the 'spin' for favorability 2. Selective Perception - receiver's side of filtering, basis of needs, motivation, experience, background, etc 3.Information overload - be judicious 4.Emotions - "10 second rule" 5.Language - industry jargon, buzzwords, technicals 6.Culture - nuances ...Communication differences arising from the different languages that individuals use to communicate and the national culture of which they are a part. 7.Gender - style differences ... acknowledge ... situational

Three Steps to the Control Process

1.Measuring Actual Performance (business activities) 2.Comparing Actual Performance Against Expectations (a set standard) 3.Management Takes Action to Correct Any Variances

Tips to Improve, Mistakes to Avoid

1.Purpose - formal, informal •Just information - 'FYI', minutes, announcements •Response needed - request for information •Formal perspective, direction on a matter •Etc. 2.Audience - internship, professor, friend 3.Document design •Create an outline or a list on message •Determine the 'main theme' •Composition and Style •Paragraph - Headings, sub-headings •Sentence structure - 'reader-friendly' •Clear, readable charts & graphs •Word choice - simple, avoid jargon •Tone Clear & concise - don't ramble, overly try

Communications model briefly

1.Source or Sender = initiator 2.Encoding = skills, attitudes, knowledge, social cultural system 3.Channel = informal or formal medium 4.Decoding = translating the message 5.Receiver = skills, attitudes, knowledge, social cultural system 6.Feedback = message successfully understood?

Types and Timing of Controls: another way to 'think about' and institute controls

A few important performance indicators that executives in the intensely competitive call-center service industry measure are: cost efficiency, the length of time customers are kept on hold, and customer satisfaction with the service provided. To make good decisions, managers want and need the type of information that will help them control work performance. Management can implement controls before an activity begins (called feedforward control), while the activity is going on (called concurrent control), or after the activity has been completed (called feedback control). You can see this timing illustrated here in Exhibit 15-5. The most desirable type of control—feedforward control—prevents problems because it takes place before the actual activity starts. • For instance, when McDonald's opened its first restaurant in Moscow, it sent company quality control experts to help Russian farmers learn techniques for growing high-quality potatoes because McDonald's demands consistent product quality no matter the geographical location. • Another example of feedforward control is the scheduled preventive maintenance programs on aircraft done by the major airlines. However, feedforward controls require timely and accurate information that isn't always easy to obtain, so managers frequently end up using the other two types of control.

Defining the Organizing Function in a Firm

Organizing •Process of establishing orderly uses for resources within the management system Organizing Skill •Creating a network of people throughout the organization who can help solve implementation problems as they occur Organization •End-result of the organizing process

Importance of Clear Job Responsibilities

D.O.L. frames the organizational model: 1.Examine the objectives 2.Designate activities necessary to reach objective 3.Design jobs by grouping similar activities 4.Responsibilities & expectation of individuals •Job descriptions, performance management

Responding to Others

Figure 4.3

Types of Conflict- Focus and Source Determinants

Figure 7.1

Types of Departmentalization

Functional Advantages: •Power of functional heads promotes consistency (i.e., consistent marketing messages) •Relatively easy to assign blame or credit for the performance of a function (i.e., the performance of the company's marketing program) Disadvantages: •May prove difficult to coordinate between various functions •Difficult to assign credit or blame when a product performs well or poorly Product Advantages •Allows managers to focus on the products sold by the company •Relatively easy to assign credit or blame based on the performance of a product Disadvantages •Focus on product may force managers to miss differences in customers or geographic regions •May be difficult to coordinate across products

Organizations Change As They Mature

Organization Design Matters: •Organizational decisions have long term impact on the success of the company (strategy then structure!) •Structure •Span of Control •Must be willing to adapt to growth, changing industry, internal & competitive conditions •Making changes can be painful and slow and must be well communicated up & down the organization •Don't discount the power of the informal organization

Controls: Keeping Track of an Organization's Finances: Ratio Analysis

Some key areas that require control are finances, company information, and organizational performance. A balanced scorecard approach may be used. For a company to earn a profit, managers need financial controls. Traditional financial controls include ratio analysis. Ratios, like those seen in Exhibit 15-6, are calculated using selected information from the organization's balance sheet and income statement. •Management information system (MIS): a system (general term) used to provide management with needed information on a regular basis -Information security; data analytics; AI •Data Centers: hardware; software; accessibility

The Control Process: Three Steps

The control process has three steps: measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or to address inadequate standards. Here in Exhibit 15-2, we see how the control process works. Note that the control process assumes that performance standards already exist; these standards are the specific goals created during the planning process.

Networked Communication Applications

There are a variety of networked communication applications. E-mail is the instantaneous transmission of messages on linked computers. It's fast, cheap, efficient, and convenient. It allows messages to be read at the reader's convenience, and print if needed. On the down side, e-mail is slow and cumbersome. Some organization members use instant messaging (IM), interactive, real-time communication among computer users who are logged on to the computer network at the same time. It's instantaneous communication, without having to wait for colleagues to read email. But users must be logged on a the same time and there are potential network and data security breaches. A voice mail system digitizes a spoken message, transmits it over the network, and stores the message for the receiver to retrieve later. This capability allows information to be transmitted even though a receiver may not be physically present to take the information. Receivers can save, delete, or route the message to other parties. A downside to voice-mail is no immediate feedback for the caller. Fax machines transmit documents containing both text and graphics over ordinary telephone lines. On the plus side they allow organization users to quickly and easily share a printed form of information. On the down side, privacy can be compromised. Electronic data interchange (EDI) allows organizations to exchange business transaction documents—such as invoices or purchase orders—using direct computer-to-computer networks. This saves time and money by eliminating printing and handling of paper documents. Teleconferencing and videoconferencing meetings allow people to confer simultaneously by telephone, e-mail, or video screens. Participants don't need to be in the same physical location to share information and collaborate. This technology saves travel money. An organizational intranet is an organizational communication network that's accessible only to organizational employees. It allows employees to share information and collaborate on documents and projects. Employees can access company policy manuals and employee-specific materials, but there are concerns about possible network and security breaches. . An organizational extranet is an organizational communication network using Internet technology that allows authorized organizational users to communicate with certain outsiders such as customers or vendors. It allows for faster and more convenient communication but there are concerns about network and data security breaches. Finally, organizations are using Internet-based voice/video communication, through services such as Skype, Viber , FaceTime, Vonage, and Yahoo!. It allows for fast and convenient communication, but as with so many of these options, there are concerns about network and data security breaches.

How does the communication process work?

seven-part communication process of transferring and understanding meaning: (1) the communication source or sender; (2) encoding; (3) the message; (4) the channel; (5) decoding; (6) the receiver; and (7) feedback. • The sender is the source of the communication. • Encoding means converting a message into symbolic form. • The message is the purpose to be conveyed in the communication. • The channel is the medium by which a message travels. • Decoding means translating a received message. • The receiver is the recipient of the communication. • Feedback is checking to see how successfully a message has been transferred.

Important Business Communication Skills

•Active listening skills: Ability to listen to and incorporate other views in your communication. •Writing skills: Using specific data and examples in written communication to make a solid business case on topic at hand. •Verbal skills: The ability to communicate information (ideas, thoughts, opinions and updates) in a clear, concise manner. •Interpersonal communication skills: Building trust and strong relationships with key stakeholders in a business. •Teamwork skills: Effectively communicating with others who may have different opinions and skill sets. •Presentation skills: Communicating information (using data, examples) and ideas to an audience in a way that is engaging (storytelling), motivating, and effective. •Persuasion skills: Influence stakeholders to pursue an idea, decision, action; also, persuade team member(s) to buy into a project decision. •Negotiation skills: A mutually beneficial or "win-win" (what each side values) solution is one that both sides find favorable, maintaining positive relationships for future interactions. •Networking skills: people to rely on when you require help, information or services and vice-versa. •Not many people possess every business communication skill on above list •Mastering skills that aren't second nature require time, experience, practice and patience. •Identify which of these skills on which you all strongest (leverage them) and those you want to develop •Create a plan on how to improve these communication skills to work smarter and more •TeamHelper, HR Survey, Leverage your Network, Take advantage of opportunities!

3. Problem or Issues Oriented Feedback vs. Person Oriented

•Aligned with Descriptive, focus on behaviors or events •A "non-starter" - focusing on personality or traits (out of scope!) •Strive to link feedback to the norms/standards/expectations jointly developed and agreed upon by the Team •Team Charter based ... •"Reminder, we agreed to get the minutes out within 24 hours of the last meeting"

2. Descriptive not Evaluative Communication

•Basically, a three-step process ... quite logical: 1.Describe the event, behavior, circumstance ... objectively •Specific data, observations ... •"... notice you have been absent or late to the last two meetings where you had deliverables (be specific here). I also want to ensure everything is o.k.? 2.Focus on the behavior, reactions, possible consequences, impact to team •"I am worried as some key milestones will be slipping (note key dates)" 3.Focus on solutions, not the person •"We need to get back on track and I am open to your suggestions as to how to do so."

Grapevine issue

•Beware of the 'grapevine' - 'rumor-mill' •Managers need to be aware as it will always exist! •How should they respond if approached? •i.e. Corporate acquisition? Major layoffs? •Usually, evidence of truth but needs to be verified •Avoid perpetuating!

Supportive Communication Techniques: Coaching and Counseling

•Coaching focuses on abilities: •Giving advice, direction or information to improve performance •Lack of ability; insufficient information •"I can help you do this better" •Counseling focuses on attitudes : •Helping someone understand and resolve a problem him/herself by displaying understanding •Enhance understanding and increase insight •"I can help you understand the problem (opportunity) more clearly"

Additional Contemporary Considerations for Management

•Communication management in an Internet world •Managing the organization's knowledge resources •Communicating with customers •Getting employee input •Communicating ethically

Contemporary Issues for Management continued

•Continuous Knowledge Management: Cultivating a learning culture - organizational members systematically gather knowledge and share it with others. •Customer and Client Engagement - what is your process? •Finding out what customer needs are, meeting these needs, and following up to make sure those needs were met satisfactorily. •Ethical Communications - accuracy, understandability •Presented material that contains all the relevant information, is true in every sense, and is not deceptive in any way.

Headwinds for Building Positive Relationships

•Contributors to frequent organizational relationship problems (mentioned in Chapter 6!): •(over) Reliance on technology •Dominance of e-mail •Less face-to-face communication •Too much information, low quality

Horizontal Dimensioning- Departmentalization

•Departmentalizing - establishing the relevant department with the management system •Lateral subdivisions or specialties within an organization •Departments - unique group of resources established by management to perform organizational tasks

Recap

•Differentiate between coaching situations and counseling situations. •Communicate congruently. Match feelings and thoughts. •In communicating congruently, avoid creating defensiveness or disconfirmation. •Use descriptive, not evaluative, statements. •Use problem-oriented, not person-oriented statements. •Use validating statements that acknowledge the other person's importance and uniqueness. •Use specific rather than global statements. •Use conjunctive statements that flow smoothly from what was said previously. •Own your statements, encourage others to do likewise. •Demonstrate supportive listening. •Implement a personal management interview (PMI) program.

Management- Conflict Management

•Disagreements can arise through factors such as: •Conflicting working styles •Unspoken assumptions •Conflicting perceptions •Differing personal values •Emotions such as stress, fear and uncertainty •Conflicting roles •Miscommunication Fundamentally, the goals of conflict management are to: 1.Don't avoid the 'obvious' situation 2.Leverage the positive aspects of conflict (clarity!) 3.Resolve organizational and interpersonal conflict 4.Minimize the impact of conflict on team/project goals and objectives. Importance of Ability to Negotiate Effectively ...

Grammatical Errors, Editing, Proofing

•Editing & Proofing: •Nearly impossible to write perfectly the first time •Look for redundancies •Read aloud, read backwards •Don't ignore autocorrect, but check! •Multiple writers to One-VOICE •Unfamiliar proof-reader - do they 'get it'? •Complement/Compliment; Your/You're; etc. •Punctuation matters

Principles of Supportive Communications

•Eight attributes of Supportive Communications: not mutually exclusive! 1.Congruent (vs. incongruence) 2.Descriptive (not evaluative) 3.Problem-Oriented (vs. person oriented) 4.Validating (vs. vagueness) 5.Specific (vs. too broad, general) 6.Conjunctive (stay on point with the point!) 7.Owned (take responsibility) 8.Supportive Listening (vs. One-way, Talk/Listen Ratio)

Controls: Keeping track with a balanced scorecard approach

•Financial Metrics: ROIC •Customer: Revenue, Satisfaction •Internal processes: - Efficiency •Value creation: Innovation/growth assets; new product introduction; organizational learning The balanced scorecard approach looks at more than the financial perspective by typically looking at four areas that contribute to a company's performance: financial, customer, internal processes, and people/innovation/growth assets. According to this approach, managers are supposed to develop goals in each of the four areas and then measure whether the goals are being met.

Selection the Appropriate Conflict Management Approach

•Five Categories of Interpersonal Responses to Conflict Across Two Dimensions: 1.Forcing 2.Accommodating 3.Avoiding 4.Compromising 5.Collaboration •Balance along: Assertiveness and Cooperativeness Dimensions

Effective Integrative Negotiations- Working Relationships

•Focus on interests, not positions ... ask why? •Establish overarching, shared goals. •Use objective criteria for evaluating alternative agreements. •Deciding what makes most sense vs. 'getting what just you want' •Define success in terms of real gains, not imaginary losses. •i.e. seeking a raise or promotion •Invent options for mutual gains, what is important to each party •Build trust, active listening!

Workplace Design Fuels Communications

•Focused work •Collaborative work •Learning work •Socializing work

Communication Channels (formal/ informal)

•Formal channels - established by the organization (i.e. corporate email systems meetings) •Informal channels - more personal, social oriented

Communication is a Process

•General communication is a transfer of understanding and meaning from one person to another •Business communication is the process of transmitting information about and within the organization. •An example of a business communication is an email agenda sent to your Team with a list of items to be discussed at the next meeting (same for the minutes)

1. Congruent Communications

•Helps the sender communicate accurately and honestly without jeopardizing interpersonal relationships •Based on congruence: a match between what an individual is thinking and feeling ... minimize 'sugar-coating' •"The agenda should have been sent in advance" vs. "That's fine, we can figure it out during this meeting"

Controls: Keeping Track of Schedules: Gantt Charts

•Ideal for project management •Track's sequence of multiple tasks •Great for communication of status and progress (or lack thereof) •Needs to be kept "live" as conditions change •A 'less' sophisticated version of Critical Path Analyses, covered in detail in Operations Management course •Microsoft Project or Excel

Organizing: Division of Labor and Coordination

•Individual tasks require coordination: •Synchronizing tasks to complete overall task and the organizations objectives •Relationships, communications fuel effective coordination ... remember the team concepts •Coordination - development & implementation of effective process controls •Ensures unity of actions ... all about management! •Mary Parker Follett (early management consultant) Coordination Guidelines: •Peer discussions can create opportunities and resolve problems in the work environment •Horizontal relationships matter vs. vertical •Planned by managers (huddles; team building) •Management must adapt, evolve and continuously improve the coordination process •Why? innovations, new technologies, competition