CE Test #2 - Management side

Describe Employees & Social Media and how it '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

#7 - Owned vs. Disowned (Principles of Supportive Communications)

-"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!

Legal and Security issues when communicating in an Internet world:

-Inappropriate language, jokes -Don't joke. Emails are also regulated. -Cybersecurity - Sensitive, proprietary information is at risk -Electronic information is potentially admissible in court

Lattice Network

"flat organization" - emphasis on innovation, networks, decentralized decisions -Zappos! Owned by Amazon

Applying the Strategic Management Process

(look at photo)

Exhibit 11-2 Holland's Personality-Job Fit

(look at photo)

Deflecting (2nd Type of Response after Supportive Listening)

-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

Five Categories of Interpersonal Responses to Conflict (Table 7.2) - bookmark!

1) Forcing Response 2) Avoiding Response 3) Accommodating Response 4) Compromising Response 5) Collaborative Response

Five Factor Personality Trait Model - "Big Five"

(look at photo) 1. Extraversion - degree which someone is assertive, talkative, social 2. Agreeableness - good natured, cooperative, trusting 3. Conscientiousness - responsible, dependable, achievement oriented 4. Emotional Stability - calm, enthusiastic (positive) vs. tense, nervous (negative) 5. Openness to experience - intellectual, imaginative

Read this Chart about the details of Barriers to Effective Communication:

(look at photo) Ex for language: "Straight away" Ex for culture: sarcasm not common in some places, so different

Personality Traits Across Cultures

-"Big 5" appear in most cultures (variation on dimensions) -Locus of Control: The degree to which people believe they control their own fate. National cultures differ in terms of the degree to which people believe they control their environment. -Importance of global management skill development!

The Big 'WHY' of understanding personality traits ...

-... enables manager to be more effective: -Job-person compatibility - 62% of companies are using -Understanding different approaches to work - matching workers to job descriptions ... balanced against the demands of business! -Continuous improvement in management skills - IQ, EQ, performance management

#3 - Perception (Four psychological factors play a role for managers in understanding OB)

-... impacts everything we think, feel, and do -Perception is a process by which individuals interpret their sensory impressions in order to give meaning to their environment. The importance of: -Context - location, lighting, prior knowledges -Interpretation based upon personal characteristics - Past experiences, attitudes, interests, expectations -Examples: recruiting process ... context!

What are the implications of 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!

#3: Problem or Issues Oriented Feedback vs. Person Oriented (Principles of Supportive Communications)

-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"

Probing (3rd Type of Response after Supportive Listening)

-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?"

Business communication

-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)

What are some 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 -Culture!

#5 - Be Specific & Timely (useful) vs. Too General (non-useful) (Principles of Supportive Communications)

-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... (can be some of the most meaningful!) -Best known areas of nonverbal communication is body language and verbal intonation: 1) Body language: Hand motions, gestures, facial expressions, etc. (ex: smiles, snarls, shaking) -60 ish % of communication is non-verbal 2) Verbal intonation: soft, sarcastic "it's not what you say, but how you say it" Refers to the emphasis someone gives to words or phrases. -Artifacts: Queues, silent actions, symbols, attire -People will react more-so to body language

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

Recap: Behavioral Guidelines for Practicing Supportive Communications (bookmark!)

-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.

Personality: Emotional Intelligence (vs.) IQ

-Emotional Intelligence (EI): The ability to notice and to manage emotional cues and information (yours and others) -Skills, capabilities, competencies that influence ability to handle 'environmental' demands and pressures -Ability to get along with others: coworkers, team members, bosses, customers, etc. -Understanding EI is of growing importance in people management (hiring, retaining)

A Way to Think About Attribution Theory (employee performance example)

-Employee performs on a consistent basis across a task - low distinctiveness (solid performer) -Employees mostly perform differently on similar tasks - low consensus (variation from standardized training, why?) -Employee performance is consistent over time - high consistency (sweet spot)

#4 - Validating vs. Not Validating (Principles of Supportive Communications)

-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!

What is the Essence of Entrepreneurship?

-Essence of Entrepreneurship: new business ideas and/or doing things differently -Examples: cattle industry vs. 'fake meat'; Uber vs. taxis; AirBnb vs. Hoteliers; airlines: point to point vs. hub-n-spoke

Ethical Communications

-Ethical communications: presented material that contains all relevant information, is true in every sense, and is not deceptive in any way. -Accuracy, understandability -Legal is the RED line (stuff you MUST not do) This is more navigating that grey area. -But... "When in doubt, dont to it!" -Anything put in electronic communications is there permanently

Effective Integrative Negotiations - Working Relationships

-Everyone is trying to grow the pie not split the pie. -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!

Consistency between Attitudes and Behaviors

-Generally, people seek consistency ... aligning their attitudes and behaviors to appear rational and consistent. (ex: Laura always says she hates American made cars but when she gets one for her birthday she changes her mind to be consistent and says it is great) 'Cognitive Dissonance' in Management, a reality -People will alter one or the other to reduce inconsistencies between attitude & behavior -Employees who are uncomfortable with situation/task, will try to reduce that discomfort Example: corporate restructuring - benefits the company and shareholder long term, may mean layoffs though - "a manager believes that layoffs should be done vs. role as a leader and decision maker in a company"

#1 - Congruent Communications (Principles of Supportive 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"

Value of a Support System

-Identify your business network, relative expertise therein -Leverage them - solid business (like a building) is built upon many support systems

Management - Negotiating & Resolving Conflict

-Important to note: Conflict is natural! ... build your skills! -Counseling and/or Coaching - team leader, peers, networks, professors -'Stretch' your comfort zone - skills development on conflict management! -Remember the guidelines for supportive communications! -Team Charter - good time to revisit your 'rules of engagement'

Mobile Communications

-In a mobile communication system, employees can be connected without being physically "plugged in" at work. Managers and employees keep in touch using smartphones, tablets, etc. Mobile communications work everywhere! -Delivered through wireless devices, such as cell phones, computers, etc. -Employees don't need to be physically at the office to communicate, collaborate, and share information with managers and colleagues.

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 - i.e., your Team! Important though, to strike a reasonable balance between specialization & human motivation (i.e., Amazon) -Job enrichment -Job rotation

Key Management Process

-Key Management Process 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

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

#2 - Compatibility and Personality (Four psychological factors play a role for managers in understanding OB)

-Like attitude, understanding personalities affects how & why people behave the way they do Personality defined: unique combination of emotional, thoughts, and behavioral patterns that affects how a person reacts to situations and interacts with others. -78 percent of employers say that personality is the most important attribute in a job candidate.

Managing Organizational & Interpersonal Communication (bookmark)

-Managing effective communications ... it's how business 'connects'! -Verbal, written, non-verbal, interpersonal -Continuous professional development matters -... a differentiator for leaders and managers!

Reflecting (4th Type of Response after Supportive Listening)

-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

Describe the Importance of Delivery

-The fact that every oral communication also has a nonverbal message cannot be overemphasized. Why? Because the nonverbal component is likely to carry the greatest impact. -Researchers found that 65 to 90% of face-to-face conversation is communicated through body language!

What are some Behavioral Guidelines for Supportive Communications?

-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.

What is the Personal Management Interview (aka, the one-on-one) ?

-Not only are the 8 attributes of supportive communication effective in normal discourse and problem-solving situations, but they can be most effectively applied when specific interactions with direct-reports are planned and conducted frequently. -One important mechanism for applying supportive communications and direct reports with development + feedback opportunities is to implement a PMI program -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) -PMIs have an enduring effect on an employee's development. Have to be structured and managed. Interviewer might seek feedback as well.

Organizing Guidelines - An Enduring Framework

-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 1) Formal Structures (Mechanistic): -Defined and depicted relationships -Organization charts - typically represents ... 2) Informal Structures (Organic): -System or networks of interpersonal relationships that exist within an organization -loosely coupled networks of workers -More spontaneous ... Remember Groups & Teams!

Management: Matching Personalities to Jobs

-Personality Traits Can Predict Work-Related Behaviors Holland's Personality-Job Fit Theory: Employee satisfaction is highest and turnover lowest when personality and occupation are compatible -Six personality types - by - personality characteristics - by - sample occupations

Perception - your reality?: Exhibit 11-3 Perceptual Challenges—What Do You See?

-Photo of illusions - People see different things (ex: old vs. young lady, two faces vs. cup, a knight on a horse)

Describe the importance of Effective Communication

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

Evaluating Your Entrepreneurial Orientation:

-Potential entrepreneurs need to consider a number of issues about themselves before starting a new business -Three primary areas of focus - will help shape the analysis and perspective of the emerging business idea: 1. Risk tolerance 2. Prior experiences & Skills evaluation: -Management -Leadership -Level of Expertise(s) - many hats 3. Personality orientation of the individual

Advising (1st Type of Response after Supportive Listening)

-Provides direction, evaluation, personal opinion, or instruction -Creates listener control over the topic -Watch: can produce dependence - ensure transfer of knowledge

More Cognitive Dissonance Examples

-Rationalizing 'missed targets' ("they were too aggressive anyway") -Driving & texting ("I'll keep my eye on the road") I'm a safe driver (yet creates unsafe conditions or rationalizes that it won't hurt anyone.) -Directives vs. participation in actions & decisions - '... had no choice' vs. 'input, collaboration' -Inadequate evaluation of a new market entry

What is the value of positive relationships?

-Research supports the idea that positive interpersonal relationships are a key to creating positive energy in people's lives. Positive relationships create positive energy. -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 dysfunctional communications: complimentary feedback is 'easy'; difficult feedback is 'hard' -Strengthen individual performance, relationships, ultimately the team

How can we overcome barriers to Effective Communication?

-Seek feedback (check the accuracy), -Simplify language, -Listen actively (listen/talk ratio), -Constrain emotions, -Watch nonverbal cues (actions speak louder than words)! Listen/talk ratio: Great listeners/speakers usually have a ratio of: 70-80% listen, 20-30% talk Why use feedback? Many communication problems are attributed to misunderstandings and innacuricies. These problems are less likely to occur if the manager gets feedback both verbal and nonverbal.

What % of the GDP do small businesses contribute to? How many new jobs do they create in a given year?

-Small businesses contribute to over 50% of GDP -Can generate up to 70% of the new jobs in any given year -They are a significant part of local economies!

Building the businesses' reputation, one transaction at a time:

-Small orders at first, build to larger -Prompt payments -Pre and post sales support

Supportive Communications + the benefits

-Supportive communications is a 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)

Behavior in the Workplace - Management Response

-Survey of U.S. Employees: 10% witnessed rudeness daily; 20% were targets of incivility at least once/week -Must acknowledge it! Don't pretend it isn't happening. Resources available for managers: -Skills & Judgment; -Network; -Colleagues -Human Resource professionals -Leadership Managers have an obligation to learn how to improve their understanding of Individual Behaviors!

2nd Element - Prior Experience Influencers

1) Individuals each have different experiences, history, culture, and family values ... help individuals interpret the world -Place boundaries on what a decision maker will consider as he or she makes decisions 2) Establish what people consider to be both possible and practical -Referred to as an individual's bounded rationality -Often leading to fresh insights on business ideas, models, etc. 3) Individuals' decision making is bounded by their own version of rationality

Advantages for New Businesses

1) New businesses can be more nimble than their larger counterparts -Owned and run by the same persons -Decisions making more quickly 2) Increased flexibility - no layers of buy-in, little hand-offs 3) Ability to fill niches in demand for products and services -Lack of economies of scale offset by fulfillment of smaller markets

What are some challenges with electronic communications?

1) Tendency for high quantity, low quality -Ex: sending too many emails 2) Limited context, can lack true meaning & intent 3) Interpretation of information depends on relationship with sender 4) Watch the 'need for speed' -Ex: clogging up communications in the group texts -Has to be thoughtful! 5) 'A few seconds to thoughtfulness' -Does everybody really need to know?

Generally, four psychological factors play a role for managers in understanding OB:

1. Attitudes 2. Personality 3. Perception 4. Learnings

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. Emphasizes the Importance of Ability to Negotiate Effectively ...

Six Important Behaviors:

1. Employee productivity 2. Absenteeism 3. Turnover 4. Organizational citizenship 5. Job satisfaction 6. Workplace misbehavior Managers are concerned with explaining, predicting, and influence behaviors.

Division of Labor 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

Common Barriers to Effective Communications

1. Filtering - deliberate filtering by sender - the 'spin' for favorability 2. Perception - receiver's side of filtering 3. Information overload - When the amount of info one has to work with exceeds one's processing capacity - be judicious! 4. Emotions - "10 second rule" How a receiver feels when a message is received. 5. Language - Words have different meanings to different people - industry jargon, buzzwords, technicals 6. Culture - nuances ... 7. Gender - style differences ... acknowledge ... situational

1. Forcing Response: Assertive, Uncooperative

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 be used when it is important, unpopular, or urgent ... and you know you are right ... be aware of the wake!

Job Related Attitudes Impact ...

1. Job Satisfaction - general attitude towards you work "I enjoy what I am doing" 2. Job Involvement - Degree to which an emplyee identities with their job, participates in it, and considers their performance important for self-worth. Engagement, active participation; reflection of self-worth & contribution Quality work; 'extra-curricular' activities 3. Organizational Commitment - loyalty; level of identification to the organization

Management Researcher Henri Fayol's 16 general guidelines for organizing resources (Organizing Guidelines):

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.

Sources of the Interpersonal Conflicts - 4 Common Types

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 -Perceptions and expectations 2. Informational Deficiencies: -Misinterpretations, 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 -Goals and responsibilitites 4. Environmental Induced Stress: -'Uncertainty!' vs. poor risk assessment! -Conflict results from the stressful events of the organizational environment. -Resource scarcity and uncertainty -i.e. Pandemic impact (airline, hotel, cruise industries)

Six Important Organizational Behaviors Defined

1. Productivity: A performance measures of both work efficiency (time, resource use) and effectiveness ('getting things done'). 2. Absenteeism: physically & mentally 'in the game'; costs organization an average of 35% of payroll. Failure to show up for work. 3. Turnover: Voluntary and involuntary permenant withdrawal from an organization. Can be disruptive, costly (pre-pandemic low UE today!) - recruiting, selection, training 4. Organization Citizenship: Discretionary behavior that is not part of an employee's formal job requirements, but that promotes the effective running of an organization. Teamwork, 'above & beyond', avoiding unhealthy conflicts, volunteering, etc. 5. Job Satisfaction: An employee's general attitude toward his or her job. Satisfied employees are more likely to show up for work, have higher levels of performance, and stay with an organization. 6. Workplace Misbehavior: Any intentional employee behavior that is harmful to the organization or to individuals within the organization: -Shows up in organizations in four ways: deviance, aggression, antisocial behavior, and violence.

Business Writing: 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' - 'rule of 3' 4. 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 to impress -If an email is longer than the screen, it's too long.

Five Dimensions of Emotional Intelligence

1. Self-awareness - Being aware of what you are feeling 2. Self-management - Managing your own emotions and impulses 3. Self-motivation - Persisting in the face of setbacks and failures 4. Empathy - Sensing how others are feeling 5. Social skills - Adapting to and handling the emotions of others

What are the steps of the Communications Model?

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? Ultimately, communication in business directly relates to the marketing, production of goods & services, purchasing, selling, distribution and to all other business activities.

Organization Charts - Two Dimensions

1. Vertical dimension - top-down; 'chain of command' Refers to the extent to which an organization uses vertical levels to separate job responsibilities. Scalar relationship - chain of management from 'C-suite' to the lowest identified organizational level. (authority levels start at the strongest then go down to the weakest) -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 Difference: 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 Examples of Hierarchy: McDonald's; Tata; VG What is a typical span of control?

Typical Matrix Organization: Leveraging 'Centers of Excellence' (can you have 2 bosses?)

2 bosses can cause confusion. Does not always work.

2. Avoiding Response: Uncooperative, Unassertive

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!

Classic Organizing Theory

3 Major components of classical organizing theory: Weber's bureaucratic model, division of labor, and structure. 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.' 3 components: -Detailed procedures and rules -Clearly outlined an organizational hierarchy -Impersonal relationships among organization members Criticisms of the Model: -Ignores the human variables (people management) -Can lead to inefficiencies (hierarchies)

3. Accommodating Response: Cooperative, Unassertive

3. Accommodating Response: Cooperative, Unassertive -Satisfy the other party's concerns but neglect your own. -Preserve a relationship at the expense of genuine appraisal of issues. -Outcome: Other people take advantage of you; decreased power and credibility.

What are the Four Types of Responses (after Supportive Listening) ? (bookmark!)

4 Major response types are arranged on a continuum from the most directive and closed to most nondirective and open. Closed vs. Open: -Closed responses eliminate discussion and provide direction to individuals (associated with coaching). -Open responses allow both the communicator and listener to control the conversation topic. (associated with counseling) Directive vs. Nondirective: -Directive responses: generally useful when coaching -Nondirective responses: generally useful when counseling 1) Advising 2) Deflecting 3) Probing 4) Reflecting Figure 7.3 Response Types in Supportive Listening (look at photo) (bookmark!)

Four Phases of Collaborative Problem Solving

4 Phase Collaborative Problem Solving Process: 1. Problem identification 2. Solution generation 3. Action plan formulation and agreement 4. Implementation and follow-up Logical process, aligns with Planning, Decision Making concepts

What are the factors affecting encoding?

4 conditions affect the encoded message (converting a message into symbolic form): 1. Skill - the importance of solid writing skills! (but also includes speaking, reading, listening + reasoning skills as well) 2. Attitudes - predispositions (biases, more in Behaviors chapter) 3. Knowledge - 'can't communicate what you don't know' vs. watch being too extensive (if our knowledge on a topic is too extensive it is possible our receiver won't understand what we are talking about) 4. Social-cultural system - our culture, beliefs, values influence how we communicate

4. Compromising Response: Moderate Cooperation & Assertiveness

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

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 true "win-win" strategy out of the five categories -Aligned with Chapter 6 concepts: "supportive communications in building positive relationships"

Some Additional Attribution Theory Examples ...

External attributions for losing a basketball game could be because the referees made bad calls, the coach did not know what he was doing, or everyone did not do their part in order to win the game. Internal attributions for losing the basketball game might be it is my entire fault, I did not make the last shot, or I did not play good defense because the person I was guarding scored too many points. Internal or external?: Blaming your inability to say 'no' and your tendency to be forgiving of others as the reason why your friend borrowed money from you and never paid it back. - Internal!

Message

A purpose for communicating that's to be conveyed. The message is the actual physical product from the source that conveys some purpose.

Execution/Implementation

A set of coherent actions to implement the entrepreneur's strategy, like big business, some less complex at first ...

Summary Model of Conflict Management Figure 8.4: Summary Model of Conflict Management

A summary model of conflict management is shown in Figure 8.4. The model contains 4 elements: (1) diagnosing the sources of conflict; (2) selecting an appropriate conflict management strategy; (3) effectively implementing the strategy and using a collaborative problem-solving process when possible; and (4) successfully solving the dispute.

Explain some 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 the 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!

Grammatical Errors, Editing, Proofing

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

Cognitive Dissonance

Any incompatibility or inconsistency between attitudes or between behavior and attitudes. The theory argues that inconsistency is uncomfortable and that individuals will try to reduce the discomfort and thus the dissonance.

Five Categories of (typical) Interpersonal Responses to Conflict Across Two Dimensions:

Approaches to Conflict Resolution: Figure 7.2 Two-Dimensional Model of Conflict Behavior (bookmark!) 1. Forcing 2. Accommodating 3. Avoiding 4. Compromising 5. Collaboration Balance along: Assertiveness and Cooperativeness Dimensions A cooperative response focuses on the concerns of another person, while an assertive response focuses on one's own concern.

Attribution Theory

Attribution Theory: The theory used to explain how we judge people differently, based on what meaning we attribute to a given behavior. -How we explain someone's behavior by crediting either the situation or the person's disposition Determination of internally vs. externally driven behaviors by individuals: Internal - under control by individual External - outside forces cause behavior Three factors must be considered: 1. Distinctiveness - behaviors in consistent situations vs. a unique behavior in a situation 2. Consensus - everyone respond similarly 3. Consistency - engages in behaviors regularly

Why is attribution theory important for organizations/managers?

Attribution theory is important for organizations because it can help managers understand some of the causes of employee behavior and can assist employees in understanding their thinking about their own behaviors. If you can understand why you behave a certain way, and why others around you do so, then you have a better understanding of yourself, others, and your organization. Become a more effective manager!

Organizations Change As They Mature

Based on firm size and organizational complexity, organizations can start with a simple structure and eventually evolve into a functional structure, multi-divisional structure, and matrix structure.

#2 - Descriptive not Evaluative Communication (Principles of Supportive Communications)

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."

Behavior vs. Organizational Behavior

Behavior: The actions of people Organizational Behavior: The study of the actions of people at work.

What is the "grapevine" and how should we respond to it?

Beware of the 'grapevine' - 'rumor-mill' -Unofficial way communication takes place in an organization. An unofficial channel! (word of mouth) -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!

A Bit More On Business Communication Skills - Supplement to Text

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' -A life-long skill

Describe some 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 -Have Contingencies! -Have to have the mechanisms to communicate effectively

Behavioral Judgment Errors - Be Aware

Can Attributes be Distorted? Fundamental attribution error: The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. i.e., poor sales performance - not meeting quotas due to # of visits only vs. competitor's superior product line Self-serving bias: The tendency for individuals to attribute their success to internal factors while putting the blame for failures on external factors. Overestimating one's ability! What Perceptual Shortcuts do we use? Selectivity: The tendency for people to only absorb parts of what they observe, which allows them to speed read others. 'speed judging' person/situation Stereotyping: Judging others based upon the perception of a group. May result in distorted judgments. Assumed similarity: People assume that others are like them. Avoids understanding differences Halo Effect: People form a general impression based upon a single characteristic. Fails to take into account the whole picture.

What Is Your Personality?

Can you describe yourself? Would others describe you the same way? Two Models: 1. Myers-Briggs Model -A personality assessment that uses 4 dimensions of personality to identify different personality traits. 2. Big Five Personality Traits Model -Examines 5 traits (extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience)

Supportive Communication Techniques: Coaching & 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"

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

How to Let Employees Know Their Input Matters?

Companies need to get input from their employees. Managers need to be open to bad news and contrary opinions. These are some suggestions for letting employees know their opinions matter: -Hold town-hall meetings -Provide information -Invest in training -Analyze problems together -Make it easy (online suggestion box)

Conflict and its effects:

Conflict - usually perceived as something that is negative. Conflict in organizations is inevitable. But not all conflict is unproductive. -Healthy conflict - competing business idea, solutions, sometimes can cause creativity -Devil's advocacy decision making! (someone assigned to argue against a proposal) That said, invariably, conflict can have: -A detrimental impact on the achievement of the project team's goals & objectives. -Harms the team's ability to perform efficiently and/or effectively -Can damage team cohesion & the work product/deliverable As managers, it is important to take a skills-based approach to conflict resolution. The skill-based approach is broad and comprehensive. We begin by examining the process of negotiation, then examine conflict and conflict resolution.

Management - Resolve Conflicts Successfully

Conflicts are inevitable in any organization Two primary tools for managing conflict: 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 (Principles of Supportive Communications)

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 -Figure 7.2 The Continuum of Conjunctive Statements (look at photo) (bookmark!)

What are the 'headwinds' for Building Positive Relationships? (bookmark!)

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 -Note: the value of live learning!

Framework for Collaborative Problem Solving

Create the backdrop and context (negotiation prep.!): -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.

Customer Departmentalization (organizations)

Customer Pros: -Allows managers to focus on and cater to the most important customers. -Relatively easy to assign credit or blame regarding customer relationships Cons: -May prove difficult to coordinate across various customers -May introduce complexities as customers span different products and geographic areas.

Customer and Client Engagement when communicating in an Internet world:

Customer and Client Engagement - what is your process? -Finding out what customer needs are, meeting those needs, and following up to make sure those needs were met satisfactorily.

Two Major Obstacles to Supportive Communication (bookmark!)

Defensiveness: -One individual feels threatened or attacked as a result of the communication. -Self-protection becomes paramount. -Energy is spent on constructing a defense rather than on listening. -Aggression, anger, competitiveness, and avoidance are common reactions. Disconfirmation: -One individual feels incompetent, unworthy, or insignificant as a result of the communication. -Attempts to reestablish self-worth take precedence. -Energy is spent trying to portray self-importance rather than on listening. -Showing off, self-centered behavior, withdrawal, and loss of motivation are common reactions.

Principles of Supportive Communications (overcoming defensiveness and disconfirmation)

Eight attributes of Supportive Communications: not mutually exclusive! 1. Congruent (vs. incongruence) - a focus on honest messages in which verbal statements match thoughts and feelings ("Your behavior upset me" NOT "Do I seem upset? No I'm fine") 2. Descriptive (not evaluative) - A focus on describing an objective occurrence, describing your reaction to is, and offering a suggested alternative. ("Here is what happened and this is my reaction and suggestion NOT "You are wrong and at fault for what you did") 3. Problem-Oriented (vs. person-oriented) - A focus on problems and issues that can be changed rather than on people and their characteristics ("How can we solve this?" NOT " This problem is because of how you are.") 4. Validating (vs. vagueness) - A focus on statements that communicate respect, flexibility, collaboration, and areas of agreement (I have some ideas, do you have any? NOT "You wouldn't understand so we will do it my way") 5. Specific (vs. too broad, general) - A focus on specific events or behaviors and avoiding general, extreme, or either-or statements ("You interrupted me 3 times during the meeting NOT "You always try to get attention") 6. Conjunctive (stay on point with the point!) - A focus on statements that flow from what has been said previously and facilitate interaction ("Relating to what you said" NOT "I want to say something else") 7. Owned (take responsibility) - A focus on taking responsibility for your own statements by using personal ("I") words ("I have decided to turn down your idea because..." NOT "You have a good idea but it won't get approved") 8. Supportive Listening (vs. One-way, Talk/Listen Ratio) - A focus on using a variety of appropriate responses, with a bias toward reflective responses ("I believe I heard you say this, correct?" NOT "As I said before, I don't understand you.") -Delivering outstanding customer service is almost impossible without supportive communication. -Managers must also help their subordinates develop this competency.

1st - Risk Tolerance: Perspective for Entrepreneurs

Entrepreneurs must evaluate: 1) Whether they have the risk tolerance to start a new business 2) Level of risk they will accept in a given business situation., I.e. Level of personal savings vs. debt contributions -Individual entrepreneurs must be aware of their risk tolerance and establish a business consistent with that tolerance Specifically, it takes time for the business to reach the break-even point, where revenue sufficiently covers expenses -Guidance established in the business plan -Financial risks, strategic risks, market retaliation risks, etc.

Bounded rationality

Establishing what people consider to be both possible and practical Referred to as an individual's bounded rationality Often leading to fresh insights on business ideas, models, etc.

Triggers for Starting a Business:

Events or conditions within an individual's environment come from either positive or negative stimulus ... Examples: -Been thinking about it since high school -Downsized from current company or other life event -Being approached with a new business idea -The risk return level is financially tolerable -Evidence an idea for improvement is doable -Being spurred to action by a book, seminar, and so on -Leverage corporate experiences ... 'things have changed' -Observing community business development efforts -Desire to be one's own boss!

Goals managers should focus on (develop skills):

Explain - why employees engage in certain behaviors Predict - how employees might respond (anticipate) Influence - educated, lead/guide in advance of actions & decisions (i.e. "Here is why ...")

Myers-Briggs Type Indicators (MBTI)

Extraversion vs. Introversion: E = outgoing, external; I = quiet, inner focus Sensing vs. Intuition: S = Routine oriented, facts; N = 'big picture', idealistic Thinking vs. Feeling: T = logical, analytical; F = values, beliefs, impact on others Judging vs. Perceiving: J = planning, orderly; P = spontaneous, flexible Example MBTI: ESFP = outgoing, friendly, spontaneous, enjoys working with others, learns best by trying a new skill with other people

Effects of Personal Management Interview

Figure 4.4 Effects of an Ongoing Personal Management Interview Program (look at photo) -Performance keeps improving.

What is the relationship between Communication and Interpersonal Relationships (bookmark!)

Figure 7.1 Attributes of High-Quality Connections 4 Attributes characterize high-quality connections: 1. Respectful engagement: sending a message to another to let them know they are valued and respected. This can be done simply through eye contact, pleasant voice, etc. (verbal + nonverbal) The way you communicate is a key part. 2) Task Enabling: Refers to helping another person solve a problem, achieve a goal, or move forward. The way you communicate is a key part. 3) Trusting: Convey trust shows you are open and honest. Authentic and sincere. The way you communicate is a key part of conveying trust. 4) Play: Playfulness in an interaction can be communicated with humor, smiling, exuding positive energy, and being vulnerable. The way you communicate is a key part.

Types of Conflict - Focus & Source Determinants: Figure 8.1 Categorizing Different Types of Conflict (bookmark!)

Figure 8.1 presents a categorizing device for diagnosing the type of conflict, based on 2 critical identifying characteristics: focus and source. By understanding the focus, we gain an appreciation for the substance of the dispute (what is fueling the conflict). By understanding the source of the conflict/origins, we better understand how it got started (the igniting spark). As with medicine, a correct diagnosis is essential for effective treatment. Table has sections for whether it is an issue or people-based conflict AND whether it is about personal differences, informational deficiencies, incompatible roles, and environmental stress.

What are the two communication channels?

Formal channels + Informal channels

Formal Channels

Formal channels - established by the organization (i.e. corporate email systems meetings)

Difference between Large Organizations and Entrepreneurial Businesses:

Large organizations/corporations: -No one person is crucial to the survival of the business -Knowledge is widely dispersed -Greater excess resources & organizational slack -Abundance of policies, procedures ... Entrepreneurial businesses: -Dependent on individuals/founders ... more critical role to the firm than senior leaders of large organizations -Concentration of knowledge -Limited slack resources means rigorous allocations

Functional Departmentalization (organizations) - Figure 10.4 Departments by function at Sony

Functional Pros: -Power of functional heads promotes consistency (consistent marketing messages) -Relatively easy to assign blame or credit for the performance of a function (ex: marketing) Cons: -May prove difficult to coordinate between various functions -Difficult to assign credit or blame when a product performs well or poorly.

Functional Conflict Can Increase Performance if...

Functional Conflict Can Increase Performance if... managed well! The sweet spot/most positive outcomes is at the peak - where there is moderate intensity appropriate conflict. (fuels creativity) Must be managed well.

What are the two types of communication?

General Communication & Business Communication

General communication

General communication is a transfer of understanding and meaning from one person to another.

Geography Departmentalization (organizations)

Geographic Pros: -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 Cons: -May prove difficult to coordinate between various regions -May prove difficult to assign credit or blame based on the performance of a particular product.

3rd - Personality Orientation of the Individual - familiar?

Gives you a perspective on your relative strengths, characteristics, how you deal with people and the environment Myers-Briggs focuses on four pairs of variables 1. Extroversion-introversion - outward vs. internal focused 2. Sensing-intuiting - how you gather information 3. Thinking-feeling - decision making processes 4. Judgment-perception - order vs. flexibility Big Five Test looks at five factors: 1) Open-mindedness, 2) conscientiousness, 3) agreeableness, 4) emotional stability, and 5) extroversion Example: Facebook - Mark Zuckerman vs. Sheryl Sandberg

Informal Channels

Informal channels - more personal, social oriented

Collaborative Problem Solving - Phase 2 - Solution Generation

Initiator -Focus on commonalities as the basis for requesting a change. Responder -Ask for suggestions of acceptable alternatives. Mediator -Explore options by focusing on interests, positions; create agreement on action plan and follow-up. All parties, Phase 3 & 4: action plan; implementation; follow-up!

Knowledge Management when communicating in an Internet world:

Have continuous Knowledge Management: Cultivating a learning culture - organizational members systematically gather knowledge and share it with others. Knowledge management involves cultivating a learning culture in which organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.

Horizontal Dimensioning - Departmentalization

Horizontal dimensioning: refers to the extent to which firms use lateral subdivisions or specialities within the organization. Overall, to build organizations horizontally, organizations establish departments. Departmentalizing: establishing the relevant department with the management system -Lateral subdivisions or specialties within an organization Departments: a unique group of resources established by management to perform organizational tasks

Contemporary Issues Facing Management:

How do generational differences affect the workplace? -Members of Baby Boomers, Gen x, y, and z, all have significantly different attitudes on a range of work-related issues including communication, use of technology, work/life balance, and preferred leadership styles. How do managers deal with negative behavior in the workplace? -The main thing is to recognize that it's there. Pretending it doesn't exist will only confuse employees.

Marketing matters! Identify the basic steps:

Identify your market - geographic area ... Target Customer - particular segment of the market ... Pricing Model - start with the break-even ... loss leader? ... cost plus? Promotional Strategy - social media; trade shows; print Sales Management - forecasting, distribution channels

Networked Communication Applications

In a networked communication system, organizational computers are linked through compatible hardware and software, and employees communicate with each other via networked computers. 1. E-mail 2. Instant messaging (IM) 3. Voice mail 4. AR and VR 5. Electronic Data interchange (EDI) 6. Teleconference and videoconference meetings 7. Organizational intranet - inside 8. Organizational extranet - outside 9. Internet-based voice/video communication - i.e. Zoom, M/S Teams 10. Etc.! Holograms coming!

Collaborative Problem Solving - Phase 1 - Problem Identification

Initiator - frame what you will say, wait until emotions subside ... -Maintain personal ownership of problem -Describe problem in terms of behaviors, consequences, and feelings -Avoid drawing conclusions and attributing motives -Persist until understood -Encourage two-way discussion -Approach problems incrementally - build rapport & understanding Responder: -Establish a climate for joint problem-solving. -Seek additional information by asking questions. -Agree with some aspects of the concern complaint expressed Things that should concern you (where you may become the initiator!): -Reduced assignments, others are doing your work -Peers are working harder than you are -You're out of the loop -Molehills become mountains in times of stress Mediator's Role - HR Director, Colleague, etc.: Establish a problem-solving framework. -Maintain a neutral posture regarding the disputants. -Serve as facilitator, not judge. -Ensure discussion to ensure fairness. -Focus on interests, not positions. -Ensure all parties agree on the solution.

Organizational Behavior (OB) focuses on 3 Major Areas - What are they?

Individual Behavior - This area includes such topics as attitudes, personalities, learning, motivation. Group Behavior - Includes norms, roles, team building, leadership, and conflict. (topic we've previously covered, related to your Teams!) Organizational aspects - Includes structure, culture, HR policies and procedures. This chapter = focus on Individual Behavior, for Management

Organizing: Division of Labor & Coordination

Individual tasks require coordination: -Synchronizing tasks to complete the overall task and the organization's 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

Job-Related Attitudes Lead to...

Job-Related Attitudes Lead to Employee Engagement! Employee Engagement Matters: Highly engaged = -connected to, satisfied with, enthusiastic! -Leads to higher retention rates and performance Disengaged = -'check-out/not into it'; no energy or passion -Gallup Organization engagement model - an example ... You may not be able to control the environment, but you can control your attitude!

How do the fundamentals of management matter?

Leadership - commitment; courage Organization Structure, Governance, Controls -Simple, low complexity ... at first *** plus *** Motivation - adequate evaluation of your skills, risk tolerances Culture - values system; type of environment you want to create Resource Allocation - time management! Policies/Procedures Systems Ethics Evaluate results: Effectiveness & Efficiency

Value of cross-disciplinary study/knowledge:

Learnings from Sociologists & Psychologists

TeamHelper Errors - What to Avoid

Leniency -- Nobody should get less than a "B" -Don't want to hurt others' feelings -Emphasis on professionalism Severity - "No one is good enough for an "A" Central Tendency -- Give everyone the same score Fundamental Attribution Error/Self-serving Bias Lack of candor, vagueness

Describe the 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 -Training, etiquette, etc.

Management is an ___ and a ______

Management is an art and a science.

Managerial Challenges - Multigenerational Workforce

Managing diversity ... five generations in the workforce ... perspectives, attitudes and behaviors vary! 1. 'Traditionals' - pre-1945 - work ethic ... 2. Baby Boomers - 1945-1964 - competitive, long hours ... 3. Generation X - 1965-1977 - prioritize family over work ... 4. Gen. Y (Millennials) - 1978-1994 - work/life balance ... 5. Generation Z - 1995-2010 - purpose in work ... Considerations: communication styles; leadership styles; technology; work/life balance; 2nd careers

Matrix Departmentalization (organizations)

Matrix Pros: -Allows the firm to pool human resources for both short-term and long-term projects -Allows firm to maintain flexibility over time Cons: -Difficult for employees to understand power structure within a firm -Difficult for employees to prioritize responsibilities based on multiple authority figures.

Negotiation

Negotiation - process by which multiple parties come to an agreement Two broad categories: 1. Distributive negotiation -"win-lose", a battle so to speak. What most people think of when they view negotiation! It is when there is a winner and a loser. -Better suited for non-repeated negotiations -Lack building relationships; contentious (i.e. over money; Hostile M&A) 2. Integrative negotiation - "win-win", cede less important items ... Focuses on getting each party the best possible outcome! -Each party focuses on the best outcome/solution for all -i.e. employment bonuses; construction contracts w/ preferred subcontractors

Behavior Patterns - Attribution Theory - Individuals

Observation + Interpretation: Does person behave this way in other situations? (YES: Low distinctiveness, NO: High) Do other people behave the same way in a similar situation? (YES: High consensus, NO: Low) Does person behave this way consistently? (YES: High consistency, NO: Low)

Opportunities for a support system:

Opportunities among: Family - level of commitment, benefits and drawbacks ... Social Networks - key 'go-to' people, personal Board of Directors Community - EDC's; Chamber of Commerce, Universities Sources of Financial Resources - be realistic, cash flow matters! Business Network - like minded entrepreneurs ....

Organization Design Matters!

Organizational decisions have a 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

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

Product/Service Departmentalization (organizations) - 10.5 Departments by product at Sony

Product Pros: -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 Cons: -Focus on product may force managers to miss differences in customers or geographic regions -May be difficult to coordinate across products.

#8 - Supportive Listening (Principles of 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 25% of what is communicated. (think about your listen/talk ratio) 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". (Not what you say, but how you say it) -Managers need to be flexible in response types to varying situations

How does the Workplace Design Fuels Communication?

Research shows that a workplace design should successfully support 4 types of employee work: 1) Focused work- concentrating 2) Collaborative work - working together 3) Learning work - training 4) Socializing work - gather informally to exchange ideas/chat -Hybrid Considerations! Think you're going to have your own desk at your job? That's not so likely in today's workplace! How do you feel about that? (Open workplaces: workplaces that have few physical barriers and enclosures)

What is the value of 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. Enhanced physiological changes ... you just 'feel' better!

Vertical Dimensioning - Table 10.1 Major Factors That Influence the Span of Management (bookmark!)

Span of Management: the number of individuals a manager supervises. The more individuals, the greater the span. The fewer, the smaller. Major factors that influence the span: 1) Similarity of function Factor has tendency to increase span of management when: Subordinates have similar functions Factor has tendency to decrease span of management when: Subordinates have different functions 2) Geographic Contiguity Factor has tendency to increase span of management when: Subordinates are physically close Factor has tendency to decrease span of management when: Subordinates are physically distant 3) Complexity of Functions Factor has tendency to increase span of management when: Subordinates have simple tasks Factor has tendency to decrease span of management when: Subordinates have complex tasks 4) Coordination Factor has tendency to increase span of management when: Work of subordinates needs little coordination Factor has tendency to decrease span of management when: Work of subordinates needs much coordination 5) Planning Factor has tendency to increase span of management when: Manager spends little time planning Factor has tendency to decrease span of management when: Manager spends much time planning

Figure 10.2 The five main steps of the organizing process (Organizing process)

Step 1: Reflect on plans and objectives Step 2: Establish major tasks Step 3: Divide major tasks into subtasks Step 4: Allocate resources and directives for subtasks Step 5: Evaluate results of organizing strategy As the figure implies, managers should continually repeat these steps. Through repetition, managers obtain feedback that will help them improve their existing organization.

Situational Factors to Consider: (reference Table 8.3)

Table 8.3 identifies 4 important situational attributes that can be used to select the appropriate conflict management approach. Select your conflict management approach based upon: Issue importance - How important is the issue? (High is very important, Low is not important) Relationship importance - How important is the relationship? (High means ongoing vs. Low means one-time) Relative power - What is the relative power between the disputants? boss?, peer?, consultant? (High signified that the actor has higher status while low means low status and equal means equal status) Time constraints - To what extent is time a significant constraint in resolving the dispute? How urgent? (High signifies that it must be resolved quickly while Low signifies time is not an important factor) Of all the approaches, collaboration generally yields the best outcomes; however, it is also the most difficult to implement!

Management Goals of Organization Behavior

The goals of OB are to explain, predict, and influence behavior. Managers need to be able to explain why employees engage in some behaviors rather than others, predict how employees will respond to various actions and decisions, and influence how employees behave. Why do people behave the way they do? Why is it an important consideration for management?

#1 - Role of Attitudes (Four psychological factors play a role for managers in understanding OB)

What are attitudes? ... Evaluative statements, either favorable or unfavorable, concerning people, objects, or events. Plus reflects how individuals 'feel' about something (positive or not so positive) Three components - cognitive; affective; behavioral: Cognitive = beliefs, opinions, knowledge, and opinions held by a person (ex: Jane feels strongly that smoking is unhealthy.) Affective = emotional, feeling of an attitude (ex: I don't like Jack because he smokes.) Behavioral = intention act in a certain way base upon the cognitive and affective components (Jane avoids jack because of her feelings about smoking)

Types of Departmentalization - Table 10.2 Advantages & Disadvantages of Departmentalization Modes

Types of Departmentalization: 1) Functional 2) Product 3) Geographic 4) Customer 5) Matrix

Understanding Attitudes Makes More Effective...

Understanding Attitudes Makes More Effective Managers! Attitudes influence behaviors ... which correlate with job satisfaction which leads to productivity, low turnover Accordingly, managers should focus on factors which leads to job satisfaction: -Challenging and interesting work (evaluative) -Equitable rewards systems (allocation) -Coaching and support (continuous) Additive approach to above ... companies consider attitude and personality surveys to gain insights

Organizational Behavior: study of the actions of people at work - Exhibit 11-1 Organization as Iceberg Metaphor

Visible Aspects: -Strategies -Objectives -Policies and procedures -Structure -Technology -Formal authority -Chain of command Hidden Aspects: -Attitudes -Perceptions -Group norms -Informal interactions -Interpersonal and intergroup conflicts

Describe how the Communication Process works?

WHAT is communicated? -The three I's: Information, Ideas, Instructions -Communication can be thought of as a process or flow. Communication problems occur when deviations or blockages disrupt the flow. -Noise: Biases, etc. 7-Part Process of Communication: -Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a source (the sender) and a receiver. The message is encoded (converted to symbolic form) and is passed by away of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is communication, which is a transfer of understanding and meaning from one person to another.

Focus of the Conflicts (2 Types)

We can categorize conflicts as primarily focused on either people or issues. 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

Describe Written vs. Verbal Communications

Written -Includes memos, letters, e-mails, etc. -Pros: Tangible verifiable, more permanent than oral. Also more likely to be well-thought-out i.e. Marketing Plan, Management Assignments -Cons: Tend to consume more time to produce/edit, etc. vs. oral, also lack of feedback Oral communications: -Enables a more rapid response and dialogue -Prompt & better feedback mechanisms -I.e. Receiver can quickly summarize

Are the management fundamentals the same for small businesses?

Yes, the Management Fundamentals are the same! (Planning, Organizing, Controlling, Leading,)

Negotiating Effectively - General Principles + Terms

Zone of Possible Agreement (ZOPA) -Refers to the range in which an agreement might be met that would satisfy the needs of both parties in the negotiation. -Frames the matter -Boundaries for the negotiation ... sets context ... forethought -i.e. buying an automobile; eBay transactions; Trade deals (ex: John is not willing to sell his car for less than 12k, Mark wants to buy a car and his budget is 18k. Their ZOPA is between 12 and 18k) Best Alternative to a Negotiated Agreement (BATNA) -Your most desirable options in challenging negotiations balanced against what you are willing to accept -Best outcome you can reach if the other party refuses to negotiate -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') -Know when you will walk away from a negotiation! ex: not willing to pay beyond 20k for a car so 20k is your reservation price. Anchoring -Setting an expectation for what an acceptable offer is for you -Set the expectation for an acceptable offer -i.e., 'do your homework' - seek related deals; comparables -Compensation negotiations; commodities ... -Selling a car you bought for 5k. You want to make a profit so you set it higher. Goals -Perhaps obvious, though clearly defined goals are needed! -Distributed (buy for as low as possible) vs. Integrative (build LT relationships) -i.e. supply chain management (seek 3% reduction in pricing)

Examining organizations typically covers...

strategy, structure, policies, etc. ... tangible, visible