Management 300 Dr. Steven Brown Monday Night class

Managers as Communication Champion (Strategic Conversation)

1. Open Communication; 2. Listening; 3. Dialogue; 4. Feedback

Determine of Team Cohesiveness

1. Team interaction; 2. Share Goals; 3. Personal attraction to the team

Market Value Added (MVA)

Adds another dimension because it measures the stock market's estimate of the value of company's past and projected capital investment project

Group/Team

An employer, a teacher or a coach can put together; of people and never building

Total Quality Management

Another popular approach based on a decentralized control philosophy; an organization wide effort to infuse quality into every activities in a company through continuous improvement

Committee

Another type of horizontal team; is generally long-lived and may be a permanent part of the organization's structure

Routine Message

Are simple and straightforward

Noise

Background acts as filters and create; when translating from symbols to meaning

Decentralized Control

Based on values and assumptions that are almost opposite to those of hierarchical control

Norming

Conflict is resolved and team harmony and unity emerge

Communication apprehension

Describes this avoidance behavior and is defined as "an individual's level of fear or anxiety associated with either real or anticipated communication

Two- way

Feedback is a powerful aid to communication effectiveness, because it enables the sender to determine whether the receiver correctly interpreted the message

Purpose directed

In that it directs everyone's attention toward the vision, values and desired goals of the team or organizational and influences people to act in a way to achieve the goals

Group Thinking

In which people are so committed to a cohesive team that they are reluctant to express contrary opinion

Upward Communication

Includes messages that flows from the lower to the higher levels in the organization's hierarchy

Bottom line

Indicate the net income--profit or loss -- for the given time period

Result Orientation

Individual members set aside personal agendas; focus on what is best

Message

Is the tangible formulation of the idea that is sent to the receiver

Distributive Negotiation

On the other hand, assumes the "size of the pie" is fixed and each partly attempts to get as much of it as they can

Productive Output

Pertains to the quality and quantity of task outputs as defined by team goals

Organizational Control

Refers to the systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets and standards of performances

Income Statement

Sometimes called a profit and loss statement or P&L for short, summarizes the firm's financial performance for a given time interval usually one year

Centralized Network

Team members must communicate through one individual to solves problems or make decision

Performing

The major emphasis is on problem solving and accomplishing the assigned task

Task force

The team might be used to create a new product in a manufacturing organization or a new history curriculum in a university

Mediation

Using a third parties to settle a dispute is referred

Activity Based Costing (ABC)

With a shift to more horizontal flexible organizations has come a new approach; which allocates costs across business process

Personal attraction to the team

meaning that members have similar attitudes and value and enjoy being together

The Importance of Quality Improvement Programs (Six Sigma Amounts to)

1) 1 pieces of lost first class mail every two hours 2) 3 mishandled checks each day 3) 8 defective computers shipped each month 4) 9 seconds per month with electricity

Manager as Communication Champion (Purpose Directed)

1. Direct attention to vision, value, desired outcomes; 2. Influence employee behavior

The manager as Communication Champion

1. External Information; 2. Internal Information; 3. Manager as Communication Champion

5 Stage of Team Development

1. Forming; 2. Storming; 3. Norming; 4. Performing; 5. Adjuourning

Conflict

Antagonistic interaction in which one party attempts to block the intentions or goals of another

Expense Budget

Anticipated and actual expenses for each responsibility center for the total organization

Formal Team

Are created by the organization as part of the formal organization structure

Global Team

Are cross-border work teams made up of members of different nationalities whose activities span multiple countries

Formal communication channels

Are those that flow within the chain of command or task responsibility defined by the organization

Responsibility Center

As any organizational department or unit under the supervision of a single person who is responsible for its activity

Benchmarking

As the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders to identify areas for improvement

Proclaiming

Crucial for successful management

Activity Ratio

Measures internal performance with respect to key activities defined management

Feedback

Occurs when the receiver responds to the sender's communication with the return message

Climate of trust and openness

Perhaps the most important thing managers can do to enhance organizational communication is to create

Leverage

Refers to finding activities with borrowed money

Balance Sheet

Shows the firm's financial position with respect to assets and liabilities at a specific point in time

Task Specialist Role

Spend time and energy helping the team reach its goal(s)

Socieoemotional Role

Support team members emotional needs and help strengthen the social entity

Superordinate Goal(s)

The large objectives that cannot be attained by a single party

Decodes

The symbol to interpret the meaning of the message

Functional Team or Command Team

The vertical team may in some cases include 3 or 4 levels of hierarchy within the functional department

Social facilitation

To the tendency for the presence of others to enhance one's motivation and performance

Non routine message

Typically are ambiguous, concern novel events, and involve great potential for misunderstanding

Vocal

Which includes pitch, tones, and timbre of a person's voice

Two major dimensions are the extent to which and individual is assertive vs. cooperative in his or her approach to conflict

1. Competing Style; 2. Avoiding Style; 3. Compromising Style; 4. Accommodating Style; 5. Collaborating Style

Organizational wide communication typically flow in three directions

1. Downward; 2. Upwards; 3. Horizontal

The type of Listening

1. Effective; 2. Poor; 3. Good

Work Team Effectiveness

1. Productive output; 2. Personal Satisfaction; 3. Capacity to adapt and learn

Effective Team Characteristics

1. Trust; 2. Health Conflict; 3. Commitment; 4. Accountability; 5. Result Orientation

Using technology to building relationships

1. bring attention to and appreciate diverse skills and opinions; 2. Use technology to enhance communication and trust; 3. Ensure timely responses online; 4. Manage online socialization

Open Book Management

Allows employees to see for themselves through charts, computer printouts, meetings, and so forth the financial condition of the company

Instant Message (IM)

Allows users to see who is connected to a network and share short hand messages or document with them instantly

Bottom up Budgeting

Although the top down process provides some advantages the movement toward employee empowerment, participation and learning means that many organization are adopting; A process in which lower level managers anticipate their departments' resource needs and pass them up to top management for approval

Top down budgeting

Budgeting is an important part of organizational planning and control. Many traditional companies use; which means that the budgeted amounts for the coming year are literally imposed on middle and lower level managers

Cash Budget

Estimates receipts and expenditures of money on a daily or weekly to ensure that an organization has sufficient cash to meet its obligations

Personal Communication Channel

Exist outside of the formally authorized channels

Potential for learning and growth

Focusing on how well resources and human capital are being managed for the company's future

Grapevine

Gossip typically travels along the; an informal person to person communication network that is not officially sanctioned by the organization

Lack of Commitment

If people are afraid to express their true opinion, it is difficult to gain their true commitment to decisions

Liquidity ratio

Indicates an organization's ability to meet its current debt obligations

Customer Services

Indicators measure things such as how customers view the organization, as well as customer retention and satisfaction

Decentralized Network

Individuals can communicate freely with other team members

Relationship Conflict

Interpersonal incompatibility that creates tension and personal animosity among people

Hierarchical Control

Involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms

Listening

Involves the skills of grasping both facts and feelings to interpret a message's genuine meaning

Balance Scorecard

Is a comprehensive management control system that balance traditional financial measures with operational measures relating to a company's critical successful factors

Quality Circle

Is a group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work

Cross Functional Team

Is a group of employees from different departments formed to deal with a specific activity and existing only until the task is completed

Six Sigma

Is a highly ambitious quality standard that that specifies a goal of no more than 3.4 defects per million parts

Team

Is a unit two or more people who interacted and coordinate their work to accomplish a common goal(s) for which they are committed and hold themselves mutually accountable

Team Norms

Is an informal standard of conduct that is shared by team members and guides their behavior

Sender

Is anyone who wishes to convey an idea or concept to others, to seek information to express a thought or emotion

Integrative Negotiation

Is based on win-win assumption in that all parties want to come up with a creative solution that can benefit both sides

Vertical Team

Is composed of a manager and his or her subordinates in the formal chain of command

Horizontal Team

Is composed of employees from about the same hierarchical level but from different areas of expertise

Team Cohesiveness

Is defined as the extent to which members are attracted to the team and motivated to remain in it

Channel Richness

Is the amount of information that can be transmitted during a communication espiode

Continuous Improvement

Is the implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis

Horizontal Communication

Is the lateral or diagonal exchange of messages among peers or coworkers

Communication

Is the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior

Revenue Budget

List forecasted and actual revenues of the organization

Capital Budget

List planned investment in major assets such as buildings, heavy machinery, or complex information technology systems, often involving expenditures over more than a year

Debt Ratio

Managers therefore take their; total debt divided by total assets to make sure

Economic Value Added (EVA)

Measurement systems as a new way to gauge financial performance; as a company's net (after tax) operating profit minus the cost of capital invested in the company's tangible assets

Health Conflict

Members feel comfortable disagreeing and challenging one another in the interest of finding the best solution

Accountability

Members hold one another accountable rather than relying on managers as the source of accountability

Inattention to Result

Members put personal ambition or the needs of their individual departments ahead of collective result

Trust

Members trust one another on deep emotional level; feel comfortable being vulnerable with one another

Adjourning

Occurs in a committees and teams that have a limited task performance and are disbanded afterward

Negotiation

One distinctive type of conflict management; whereby people engage in give and take discussions and consider various alternatives to reach a joint decision that is acceptable to both parties

Verbal

One researcher found 3 sources of communications cues during face to face communication; which are the actual spoken words

Satisfaction

Pertains to the team's ability to meet the personal needs of its members and hence maintain their membership and commitment

Task Conflict

Refers to disagreements among people about the goals to be achieved or the content of the task to be performed

Nonverbal Communication

Refers to massages sent through human actions and behaviors rather than thought words

Strategic Conversation

Refers to people talking across boundaries and hierarchical levels about the team or organization's vision, critical strategic themes, and the values that help achieve important goals

Personal Networking

Refers to the acquisition and cultivation of personal relationships that across departmental, hierarchical and even organizational boundaries

Formal Communication Channel

Second, manages should develop and use; in all directions

Special Purpose Team

Sometimes called project teams, are created outside the formal organization structure to undertake a project of special importance or creativity

Forming

Stage of development is a period of orientation and getting acquainted

Capacity/adapt and learn

The ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond to new threats or opportunities in the environment

Encodes

The ideas by selecting symbols with which to compose a message

Downward Communication

The most familiar and obvious flow of formal communication; refers to the messages and information sent from top management to subordinates in a downward direction

Self-Directed Team are permanent teams that typically include the following elements (Part 3)

The team is empowered with decision making authority, which means that members have the freedom to select new members, solving problems, spend money, monitor results, and plan for the future. Self-directed team can enable employees to feel challenged, find their work meaningful, and develop a stronger sense of identity with the organization.

Free Rider

To a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work

Cycle Time

To the steps taken to complete a company process, such as making an airline reservation, processing an online order, or opening a retirement fund

Corporate Governance

Traditionally defined as the ways in which an organization safeguards the interests of shareholders; has been expanded to refer to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationship with all stakeholders

Self-Directed Team

Typically consist of 5 to 20 multi-skilled workers who rotate jobs to produce an entire product or service or a least one complete aspect or portion of a product or service

Strategic Conversations

Using open communication, actively listening to others, applying the practice of dialogue, and using feedback for learning and change

Profit margin on sales

Which is calculated as net income divided by sales

Channel

Which is the communication carrier

Opacity Index

Which offers some indication of the degree to which various countries are open regarding economic matters

ISO 9000 Standards

Which represent an international consensus of what constitutes effective quality management as outlined by the International Organization for Standardization

Profitability Ratio

Which state profits relatives to source of profits such as sales, or assets

Standard of Performance

With in the organization's overall strategic plan, managers define goals for organizational departments in specific, operational terms that include; against which to compare organization activities

Storming

individual personalities emerge; people become more assertive in clarifying their roles and what is expect of them

Honeywell explain its dedication to Six Sigma and what it means to reach this high level of performance

1) If your water heater operated at Four Sigma (not Six), you would be without hot water for more than 54 hours each year. 2) At Six Sigma, you would be without hot water for less than two minutes a year. 3) If your cell phone operated at Four Sigma, you would be without service for more than four hours a month. 4) At Six Sigma, it would be about nine seconds a month. 5) A Four Sigma process will typically result in one defective package of product for every 3 truckloads shipped. 6) A Six Sigma process means one defective package for every 5,350 truckloads

Open Book Management

1. Allows employees to see for themselves through charts, computer printouts, meeting and so forth the financial condition of the company; 2. Shows the individual employee how his or her job fits into the big picture and affects the financial future of the organization; 3. Ties employee rewards to the company's overall success

Ten Keys to Good Listener

1. Ask questions, paraphrases what is said; 2. Looks for new learning; 3. Gives full attention, fight distractions, maintains concentration; 4. Mentally summarizes; weighs the evidence; 5. Nods and shows interest; 6. Judges content, skips over delivery errors; 7. Does not judge until comprehension is complete; 8. Listen to central Themes; 9. Works hard, exhibits active body state and eye contact; 10. Use heavier material and exercise for the mind

Here are few tips from one expert network for building a personal communication network

1. Build it before you need it; 2. Never eat lunch alone; 3. Make it win-win; 4. Focus on diversity

Shape Culture through Technology

1. Create a psychologically safe virtual culture; 2. Share members' special experience and strengths; 3. Engage members from cultures where they may be hesitant to share ideas

Socioemotional-They display the following behavior

1. Encourage; 2. Harmonize; 3. Reduce tension; 4. Follows; 5. compromise

Feedback Control Model

1. Establish standard of performance (adjust Standards); 2. Measure actual performance (Adjust performance); 3. Compare performance to standard [1. If adequate: do nothing or provide reinforcement; 2. If Inadequate: Take corrective action]

Team Type

1. Formal; 2. Self-directed; 3. Virtual; 4. Global

Groups

1. Has a designated strong leader; 2. Holds individuals accountable;3. Set identical purpose for group and organization; 4. Has individual work product; 5. Runs efficient meetings; 6. Measure effectiveness indirectly by influence on business; 7. Discusses, decides, delegates work to individual

Downward

1. Implementation of goals, strategies; 2. Job instructions and rationale; 3. Procedures and practices; 4. Performance feedback; 5. Indoctrination

Task Specialist Roles-They often display the following behavior

1. Initiate ideas; 2. Give opinions; 3. Seek information; 4. Summarize; 5. Energize

Horizontal

1. Interdepartmental problem solving; 2. Interdepartmental coordination; 3. change initiatives and improvements

Ten Keys to Poor Listening`

1. Is passive, laid back; 2. Tunes out dry subjects; 3. Is easily distracted, answer phone or send text message; 4. Tends to daydream; 5. Avoids eye contact, is minimally involved; 6. Tunes out if delivery is poor; 7. Has preconceptions; 8. Listen for facts; 9. Shows no energy, forget what the speaker says; 10. Resists difficult material is favor of light, recreational material

Team Composition

1. Knowledge; 2. Cost; 3. Benefits; 4. Cost

5 Common Dysfunctions of Team

1. Lack of trust; 2. Fear of conflict; 3. Lack of Commitment; 4. Avoidance of Accountability; 5. Inattention to Result

Organizational Context

1. Leadership; 2. Environment; 3. Culture; 4. Strategy; 5. Reward system; 6. Control System

Ten Keys to Effective Listening

1. List actively; 2. Find areas of interest; 3. Resist distractions; 4. Capitalize on the the fact that thought is faster; 5. Be responsive; 6. Judge content, not delivery; 7. Avoid premature judgement; 8. Listen for ideas; 9. Work at listening; 10. Exercise one's mind

Work Team Effectiveness Model

1. Organizational Context;2. Team type; 3. Team Characteristics; 4. Team Composition; 5. Team Processes; 6. Work Team effectiveness

3 important types of personal communication channel

1. Personal Networks; 2. Grapevine; 3. Written Communication

Upwards

1. Problems and exceptions; 2. Suggestions for improvement; 3. Performance reports; 4. Grievances and disputes; 5. Financial and accounting information

In addition to managing internal processes, there are three specific ways in which leaders contribute to team success:

1. Really people around a compelling purpose; 2. share power; 3. Admit ignorance

Managers can improve their written skills by following these guideline

1. Respect the reader; 2. Know your point and get to it; 3. Write clearly rather than impressively; 4. Get a second opinion

Manager as Communication Champion (Methods)

1. Rich Channels; 2. Upwards, downwards, horizontal channel; 3. Nonverbal communication; 4. Personal Network

Monitor Progress and Rewards

1. Scrutinize electronic communication patterns; 2. Post targets and scorecards in virtual work space;3. Reward people through online ceremonies recognition

Rules of Reaching a Win-Win Solution

1. Separate the people from the problem; 2. Focus on interests, not current demands; 3. Generate many alternatives for mutual gain; 4. Insist that results be based on objective standard

Teams

1. Share or rotates leadership role; 2. Holds team accountable to each other; 3. Sets specific team vision or purpose; 4. Has collective work product; 5. Runs meetings that encourage open-ended discussion and problem solving; 6. Measures effectiveness directly by assessing collective work; 7. Discusses,decides, share work

Team Characteristics

1. Size; 2. Diversity; 3. Roles

Team Processes

1. Stage of development; 2. Cohesiveness; 3. Conflict Resolution; 4. Norms

Managers can develop 4 primary skills for communication in a crisis

1. Stay clam, listen hard; 2. Be visible; 3. Get the awful truth out; 4. Communicate a vision for the future

Research suggest the use of superordinate goals, mediation, and negotiation for resolving conflict among people or department

1. Superordinate goals;2. Mediation

The capacity of an information channel is influenced by 3 characteristics

1. The ability to handle multiple cues simultaneously; 2. The ability to facilitate rapid, two-way feedback; 3. The ability to establish a personal focus for the communication

The definition of a team has four components

1. Two or more people are required; 2. People in a team have regular interaction; 3. People in a team share a performance goal(s); 4. People in a team are committed to the goal(s) and hold themselves mutually accountable for performance

Each of these areas is discussed in more detail below

1. Using technology to building relationship; 2. Shaping Culture through technology; 3. Monitoring progress and rewarding members

There are 3 primary reason teams present a dilemma for many people

1. We have to give up our independence; 2. We have to put up with free riders; 3. Teams are sometimes dysfunctional

Climate of Trust and Openness

1. perhaps the most important thing manger can do enhance organizational communication is to create a climate of trust and openness; 2. Mangers should develop and use formal communication channels in all directions; 3. Managers should encourage the use of multiple channels, including both formal and informal communication; 4. The structure should fit communication needs

Two factors in the team's context also influence group cohesiveness

1. presence of competition, when a team is moderate competition with order teams, its cohesiveness increases as it strives to win; 2. Team success and the favorable evaluation of the team by outsider add to cohesiveness

Accommodating Style

A high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussion

Commitment

Because all ideas are put on the table, people can eventually achieve genuine buy in around important goals and decisions

Collaborating style

Both a high degree of assertiveness and cooperativeness; enables both parties to win, although it may require substantial bargaining and negotiation

Current Ratio

Current assets divided by current liabilities

Inventory Turnover

Dividing total sales by average inventory

Face readers

Facial expression can be misinterpreted suggesting that managers need to ask questions to make sure that they are getting the right message

Decentralized/Hierarchical

In connection with the shift to employee participation and empowerment, many companies are adopting a; control process

Conversion Ratio

Is purchase order divided by customer inquires

Gross Margin

Is the gross profit divided by total sales

Budgetary control

One of the most commonly used methods of managerial control, is the process of setting targets for an organization's expenditures, monitoring results and comparing them to the budget and making changes needed

Avoidance of Accountability

People do not accept responsibility for outcomes, engage in finger pointing when things go wrong

Lack of trust

People do not feel safe to reveal mistakes share concerns, or express ideas

Fear of Conflict

People go along with others for the sake of harmony; do not express conflicting opinion

Financial Performance

Perspective reflects a concern that the organization's activities contribute to improving short and long term financial performance

Compromising Style

Reflects a moderate amount of both assertiveness and cooperativeness; it is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference or when people need to arrive at temporary or expedient solution under time pressure

Competing Style

Reflects assertiveness to get one's own way and should be used when quick, decisive action is vital on important issues or unpopular actions

Avoiding Style

Reflects neither assertiveness nor cooperativeness

Fallibility Model

That lets people know that lack of knowledge, problems, concerns and mistakes can be discussed openly without fear of appearing incompetent

Fit communication needs

The structure should

Self-Directed Team are permanent teams that typically include the following elements (Part One)

The team includes employees with several skills and functions, and the combined skills are sufficient to perform a major organizational task. A team may include members from the foundry, machining, grinding, fabrication, and sales departments, with members cross-trained to perform one another's jobs. The team eliminates barriers among departments, enabling excellent coordination to produce a product or service.

Self-Directed Team are permanent teams that typically include the following elements (Part 2)

The team is given access to resources such as information, equipment, machinery, and supplies needed to perform the complete task.

Multiple Channels

Third managers should encourage the use of; including both formal and informal communication

Team Interaction

When team members have frequent contact, they get to know one another, consider themselves a unit, and become more committed to the team

One-way

Without feedback the communication

The Importance of Quality Improvement Programs (99 Percent Amounts to)

i) 117,000 pieces of lost first class mail per hour ii) 800,000 mishandled personal checks each day iii) 23,087 defective computers shipped each month iv) 7.2 hours per month without electricity

Quality Program Success Factor (Negative Factor)

i) Management expectations are unrealistically high ii) Middle managers are dissatisfied about loss of authority iii) Workers are dissatisfied with other aspects of organizational life iv) Union leaders are left out of QC discussions v) Managers wait for big, dramatic innovations

Quality Program Success Factor (positive)

i) Task make high skill demands on employees ii) TQM serves to enrich jobs and motivate employees iii) Problem solving skills are improved for all employees iv) Participation and teamwork are used to tackle significant problems v) Continuous improvement is a way of life

Share Goal(s)

if team members agreee on purpose and direction, they will be more cohesive