CH 1:IP process why study an activity u have don ur entire life? ther are 3 reasons:1.studing IPC will give u a new look at a familiar topic. for instance, ina few pages u will find that some people can go years--even a life time --without communicating n a truly IP manner. in this sense exploring human comm is rather like studing anatomy botany-every day objects & processes take on new meaning.2..has to do with the staggering amount of time we spend on communicating.e.g.a study of over 1000 employees revealed that workers send & receive an average of 178 msg every working day.another survay revealed that business professionals spend 80% of their day communicatig with colleagues & clients.3.compelling reasons 4 studying IPC is to put it bluntly ,all of us could learn to communicate more effectively.Our friendships,jobs & studies suffer b/c we fail deal with others as effectively as is necessary.a group of senior executives cited lack of IP skills as one of the top 3 skill deficits in today workforce. why we communicate: we all need people.we all seed to commct 1.Physical needs:-comm is so imptnt that is presence r absence can affect phy health.recent studies confirm that people who process -ve experience by talking about report improved life satisfaction,as well as enhanced mental & phy health,relative to those think privately about it.n extremes cases comm can even become a matter of life r death.Research demonstrates the imprtnc of satisfying persnal relationshp,& it explain the conclusion of social scientst that comm is essential.not every one needs the same amount of contact ,& the quality of comm is almost certanly imp as quantity.nonetheless,the point remains:Personal comm is essentail 4 our well-being. 2..Identity needs:-comm does more than enable us to survive.it is the way--indeed,the major way--we learn who we r.our sense of identity comes frm d way we interact with other people.r v smart r stipid ,attcactive r ugly? d ans to these quesn don`t come frm looking n d mirror.v decide who v r based on how others react to us.deprived of comm with others,v would hav no sense of identity.some stories suggest each of us enters the worle with r no sense of identity.v gain an idea of who v r frm d way others define us. 3..Social needs:-besides helping defin who v r,some social scientst hav argued that comm is d principal way relationships r created.sometimes v deal with social needs directly by discusng our relationships with ithers.but more often ,comm satisfies a variety of socail needs without our ever addressing them overtly.Rebecca Rubin has identified 6 catagories of social needs we satisfy by commtng:pleasure(b/c it is fun,to hav a good time),affection(to help others,to let others know I care),inclusion(b/c i need someone to talk to r b with,b/c it makes me less lonely),escape(to put off somthing i should b doing).ralaxation(bib it allows me to unwind),& control(b/c i want someone to do somthing 4 me,to get something i don`t hav).imagin how impossible life would b without comm.b/c relationships with others r so vital,som theorists hav gon so far as to argue that comm is d primary goal of human existence. 4..Practical needs:-v should not overkook d everyday,imp functions comm serves.comm is the that let us till d hairstylist to take just a little off d sides,direct d doctor to where it hurts.a wealth of research demonstrates that comm is an essential part of effectiveness n a variety of everyday settings.a survey over 90% of d personnel officials at 500 U.S.businesses stated tha increased comm skills r needed 4 sucess n 21st century.a recent 1 founded that employers & businesspersons agreeing that IP skills r d most imp 1 sougth n a job applicant. functions of non-verbal communication Functions of Silence • impression mgt(body size,skin color,dress etc) 1. Time to Think • forming & defining relations(1.communicate closeness 2.signal dominance) 2. Hurt Others 3. Nothing to Say • structuring conversation & social interaction(turn-taking cues) 4 . Response to Anxiety • influence(signals truth r deception) 5. Prevent Communication • emotional expression(revealing emotions through nonverbals) 6. Communicate Emotional Responses 7. Achieve Specific Effects The Importance of Interpersonal Skills Challenges and Opportunities for OB • Understanding OB helps determine manager effectiveness 1. Responding to Globalization 2. Managing Workforce Diversity – Technical and quantitative skills important 3. Improving Quality and Productivity 4. Improving Customer Service – But leadership and communication skills are CRITICAL 5. Improving People Skills 6. Coping with “Temporariness” • Organizational benefits of skilled managers 8. Working in Networked Organizations – Lower turnover of quality employees 9. Helping Employees Balance Work-Life Conflicts – Higher quality applications for recruitment 10. Creating a Positive Work Environment – Better financial performance 7. Stimulating Innovation and Change 11. Improving Ethical Behavior • Responding to Globalization •Profiling – Increased foreign assignments. – A form of stereotyping in which members of a
1
– Working with people from different cultures group are singled out for intense scrutiny based – Coping with anti-capitalism backlash on a single, often racial, trait. – Overseeing movement of jobs to countries with low-cost labor – Managing people during the war on terror Shaping: A Managerial Tool:=Systematically reinforcing each Causes of Job Satisfaction successive step that moves an individual closer to the desired response • Pay influences job satisfaction only to a point. •Four Methods of Shaping Behavior: – After about $40,000 a year (in the U. S.), there is no – Positive reinforcement relationship between amount of pay and job satisfaction. • Providing a reward for a desired behavior (learning) – Money may bring happiness, but not necessarily job satisfaction. – Negative reinforcement • Personality can influence job satisfaction. • Removing an unpleasant consequence when the desired behavior – Negative people are usually not satisfied with their jobs. occurs (learning)= – Those with positive core self-evaluation are more satisfied with their jobs . – Punishment Types of Employee Involvement Programs • Applying an undesirable condition to eliminate an undesirable • Participative Management behavior (“unlearning”) – Subordinates share a significant degree of decisionmaking – Extinction = power with their immediate superiors • Withholding reinforcement of a behavior to cause its cessation = • Representative Participation (“unlearning”)= – Works Councils • Groups of nominated or elected employees who must be consulted What Are the Major Job Attitudes? = for any personnel decisions • Job Satisfaction – Board Representative • Job Involvement • An employee sits on a company’s board of directors and represents • Psychological Empowerment the interests of the firm’s employees. – Belief in the degree of influence over the job, • Quality Circle competence, job meaningfulness, and autonomy. – A work group of employees who meet regularly to discuss their • Organizational Commitment quality problems, investigate causes, recommend solutions, and take corrective actions – Identifying with a particular organization and its goals, = Group Decision Making vs. Individual Choice while wishing to maintain membership in the organization. = • Group Strengths: – Three dimensions: = – Generate more complete information and knowledge • Affective – emotional attachment to organization = – Offer increased diversity of views and greater creativity • Continuance Commitment – economic value of staying = – Increased acceptance of decisions • Normative – moral or ethical obligations = – Generally more accurate (but not as accurate as the most – Has some relation to performance, especially for new = accurate group member) Employees. = • Group Weaknesses: – Less important now than in past – now perhaps more of = – Time-consuming activity occupational commitment, loyalty to profession rather = – Conformity pressures in the group than to a given employer.= – Discussions can be dominated by a few members • Perceived Organizational Support (POS) – A situation of ambiguous responsibility – Degree to which employees believe the organization = Why Have Teams Become So Popular? values their contribution and cares about their well-being.= • Great way to use employee talents – Higher when rewards are fair, employees are involved in = • Teams are more flexible and responsive to changes in the environment decision-making, and supervisors are seen as supportive. = • Can quickly assemble, deploy, refocus, and disband – High POS is related to higher OCBs and performance. = • Facilitate employee involvement • Employee Engagement • Increases employee participation in decision making – The degree of involvement, satisfaction with, and = • Democratize an organization and increase motivation enthusiasm for the job. = • Note: teams are not ALWAYS effective
2
– Engaged employees are passionate about their work and = Differences between Groups and Teams Company. = • Work Group – A group that interacts primarily to share information Defining Motivation and to make decisions to help each group member perform within his or her area of responsibility The result of the interaction between the individual and = – No joint effort required the situation. = • Work Team – Generates positive synergy through coordinated •The processes that account for an individual’s = effort. The individual efforts result in a performance intensity, direction, and persistence of effort toward = that is greater than the sum of the individual inputs attaining a goal – specifically, an organizational goal.= Beware! Teams Aren’t Always the Answer •Three key elements: = Teams take more time and resources than does individual work. – Intensity – how hard a person tries. = • Three tests to see if a team fits the situation: – Direction – effort that is channeled toward, and consistent = 1. Is the work complex and is there a need for different with, organizational goals. = perspectives: will it be better with the insights of more than one person? – Persistence – how long a person can maintain effort.= 2. Does the work create a common purpose or set of goals Reasons For and Against Telecommuting for the group that is larger than the aggregate of the goals for individuals? Advantages Disadvantages 3. Are members of the group involved in interdependent tasks? – Larger labor pool • Employer What Employers Expect – Higher productivity – Less direct supervision of employees = • Communicating with diverse groups – Less turnover – Difficult to coordinate teamwork= • Obeying regulations and guidelines – Improved morale – Difficult to evaluate non-quantitative performance= • Using time productively – Reduced office-space costs • Writing and speaking effectively •Employee – May not be as noticed for his or her efforts Interpersonal Communication Creating a Positive Organizational Culture • Oral Communication = • Positive Organizational Culture – Advantages: Speed and feedback = – A culture that: – Disadvantage: Distortion of the message= • Builds on employee strengths • Written Communication = – Focus is on discovering, sharing, and building on the strengths of – Advantages: Tangible and verifiable= individual employees – Disadvantages: Time-consuming and lacks feedback = • Rewards more than it punishes • Nonverbal Communication = – Articulating praise and “catching employees doing something right” – Advantages: Supports other communications and provides= • Emphasizes individual vitality and growth observable expression of emotions and feelings = – Helping employees learn and grow in their jobs and careers – Disadvantage: Misperception of body language or gestures= • Limits of Positive Culture: can influence receiver’s interpretation of message = – May not work for all organizations or • Blogs: websites about a single person (or entity) that = everyone within them are typically updated daily = Etiquette in the Workplace – A popular but potentially dangerous activity:= • Three principles • Employees may post harmful information = – Respect • Such comments may be cause for dismissal= – Courtesy
3
• No First Amendment rights protection = – Common sense • Can be against company policy to post in the blog during= Business IM Benefits company time and on company equipment/connections= • Rapid response • Transformational vs. Charismatic Leadership:= • Reduced costs – Similar concepts, but transformational leadership may be= • Conversational aspects considered a broader concept than charisma = • Wide availability – Instrument-based testing shows the measures to be roughly= Business IM Concerns Equivalent= • Technical issues Contrasting Leadership and Power = – Security and privacy Leadership Power = – User identification – Focuses on goal – Used as a means for= – Message logging achievement achieving goals = – Incompatible systems – Requires goal compatibility – Requires follower= Effective Workplace IM with followers dependency = Things to Avoid Things to Do – Focuses influence – Used to gain lateral and= Wasting time Purposeful messages downward upward influence = Personal messages Scheduled messages • Research Focus • Research Focus = Complex messages Confidential messages – Leadership styles and – Power tactics for gaining = Multiple conversations “Spam” protection relationships with followers compliance = Using Blogs in Business What About Ethics Training? = • Project Management •Employee Recruiting Argument against Argument for = •E-Mail Replacement •Policies and Issues – Personal values and value – Values can be learned and= •Company News •Crisis Communication systems are fixed at an changed = •Customer Support •Market Research early age – Training helps employees = •Public Relations •Brainstorming recognize ethical dilemmas and issues= •Employee Engagement •Viral Marketing – Training reaffirms the = Using Podcasts in Business organization’s expectation= • Audio-video • Training sessions that members will act Ethically= • Product brochures • Virtual tours • Types of Stress= The Podcasting System – Challenge Stressors = • Basic options ((PC microphone ,PC sound card ,PC software )) • Stress associated with workload, pressure to= • Advanced options(( Audio processor ,Mixer and complete tasks and time urgency= microphone, Advanced software)) – Hindrance Stressors = Barriers to
Listening • Stress that keeps you from reaching your goals, such as red tape = reception
• Physical
4
• Cause greater harm than challenge stressors= • Selective listening Distributive versus Integrative Bargaining = • Prejudgment Bargaining Characteristic = Distributive Bargaining = Integrative Bargaining = • Selective perception Goal = Get all the pie you can Expand the pie = • Little common ground Motivation= Win-Lose Win-Win = • Memory problems Focus = Positions Interests = Resolving
Team Conflict Information Sharing= Low methods Duration of Relationships =Short-Term Communication 3. Openness
High = Long-Term=
Teams ÷
6. Fair play 7. Alliance Advantages Disadvantages = Proposals •More information •Groupthink = linked documents •Diversity of views •Hidden agendas= documents •Support for solutions •Free riders = Proposal-writing software •Improved performance •High costs= messaging 3. User content sites 6. Podcasts
• Seven 1. Proaction 2. 4. Research 5. Flexibility Technology for Reports and 1. Templates 2. Embedded and 3. Electronic forms 4. Electronic 5. Multimedia documents 6.. Media for Brief Messages 1. Social networks 2. Text 4. Blogs 5. Electronic mail 7. Instant messages
8. Online video Matrix Structure Advantages Disadvantages • Facilitates the use of • Can cause uncertainty and specialized personnel, lead to intense power equipment and facilities struggles • Provides professionals with a • Working relationships become broader range of responsibility more complicated and experience • Decisions may take longer Pros and Cons of Barrier-Free Structures Pros Cons • Leverages the talents of all • Difficult to overcome political and Employees authority boundaries inside and • Enhances cooperation, outside the organization coordination, and information • Lacks strong leadership and sharing among functions, common vision, which can lead to divisions, SBUs, and external coordination problems Constituencies • Time-consuming and difficult-to• Enables a quicker response to manage democratic processes market changes through a single– • Lacks high levels of trust, which goal focus can impede performance • Can lead to coordinated win-win initiatives with key suppliers, customers, and alliance partners Pros and Cons of Modular Structures Pros Cons • Directs a firm’s managerial and • Inhibits common vision through technical talent to the most critical reliance on outsiders
5
Activities • Diminishes future competitive • Maintains full strategic control over advantages if critical technologies most critical activities—core or other competences are Competencies outsourced • Achieves “best in class” • Increases the difficulty of brining performance at each link in the back into the firm activities that value chain now add value due to market shifts • Leverages core competencies by • May lead to an erosion of crossoutsourcing with smaller capital functional skills Commitment • Decreases operational control and • Encourages information sharing potential loss of control over a and accelerates organizational supplier Learning Pros and Cons of Virtual Structures Pros Cons • Enables the sharing of costs and • Harder to determine where one Skills company ends and another • Enhances access to global begins, due to close Markets interdependencies among players • Leads to potential loss of • Increases market responsiveness operational control among partners • Creates a “best of everything” • Results in loss of strategic control organization since each partner over emerging technology brings core competencies to the Alliance • Requires new and difficult-toacquire managerial skills • Encourages both individual and organizational knowledge sharing and accelerates organizational Learning
6
7
8
