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
