1 prepared by 1. mr. somchan sovandara (s. leader) 2. mr. chhim phanna 3. mr. soun sear 4. mr. sean...
TRANSCRIPT
1
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
PRINCIPLES OF MANAGEMENT
ContentsChapter 1. ManagementChapter 2. Planning Decision Making Chapter 3. Organizing Chapter 4. Control System Chapter 5. Motivation and Rewarding
Employees Performance Chapter 6. Managing Employee Attitude and
Well Being Chapter 7. Effective Leadership Chapter 8. Communication
3
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 1. MANAGEMENT
Learning Objectives1. Describe the basic functions of management2. Identify where in an organization managers are located3. Discuss the challenges people encounter as they become first-line managers4. Describe the roles managers adopt to perform the basic functions of management5. Outline the competencies managers must have to be effective
Management and Managers
Management: The art of getting things done through people in the organization
Managers: Give organizations a sense of purpose
and direction Create new ways of producing and
distributing goods and services Change how the world works through their
actions
Leaders versus Managers
Source: Adapted from “Leadership versus management: What’s the difference?”, The Journal for Quality and Participation, 2006
Process Management Leadership
VisionEstablishment
* Plans and budgets* Develops process steps
and set timelines
* Set the direction and develops the vision
* Develops strategic plans to achieve the vision
Development and
Networking
* Organizes and staffs* Maintain structure
* Aligns organization* Communicates the vision,
mission, and direction
Vision Execution
* Controls processes* Identifies problems
* Motivates and inspires* Energizes employees to
overcome barriers to change
Vision Outcome
* Manages vision order and predictability
* Provides expected results
* Promotes useful and dramatic changes
Functions of Management
Planning & Strategizing
Controlling Organizing
Leading & Developing
Planning & Strategizing
Planning – a formal process whereby managers choose goals, identify actions, allocate responsibility for implementing actions, measuring the success of actions, and revising plans
Planning is used to develop overall strategies
A strategy is an action that managers take to attain the goals
Planning goes beyond strategy development to include the regulation of a wide variety of organizational activities
Strategizing – the process of thinking through on a continual basis what strategies an organization should pursue to attain its goals
Who Makes the Strategic Decisions?
By Senior Groupincluding CEO
With Formal StrategicPlanning Process
By Business UnitLeaders
By CEO or Equivalent
By Others
Source: Improving Strategic Planning: A McKinsey Survey, The McKinsey Quarterly, September 2006
Organizing
Organizing involves deciding: Who will perform the task? Where will decisions be made? Who reports to whom? How will different parts of the organization
fit together to accomplish the common goal?
Controlling
The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action
First step – Drafting plans
Important aspect is creating incentives that align employees’ and organization’s interests
Benefits & Incentives
1. Performance Bonuses2. Health Benefits3. Performance-based Time Off 4. Education and Learning5. Recognition and Awards6. Retirement Planning and 401(k)7. Promotion8. Child Care and Elder Care Assistance
Leading & Developing
Leading – is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.
Developing employees – the task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.
Skilled Leaders:
Drive strategic thinkingHave a plan for organizationProactively structure the organizationExercise control with a deft handUse the right kind of incentivesGet the best out of peopleBuild a high-quality team
Types of Managers
General Managers
Functional Managers
Frontline Managers
Multi-divisional Management Hierarchy
Becoming a ManagerFrom Specialist to Manager
Journey begins when people are successful at a specialist task that they were hired to do
Need to be able to get things done through other people
Mastering the Job Tends to be a large difference between
expectations and realityWorkload is tremendousBiggest challenge within the first year =
“People challenges”
Management Roles
Interpersonal RolesRoles that involve interacting with other people
inside and outside the organizationManagement jobs are people-intensiveInterpersonal roles:
Figureheads: Greet visitors, Represent the company at community events, Serve as spokespeople, and Function as emissaries for the organization
Leader: Influence, motivate, and direct others as well as strategize, plan, organize, control, and develop
Liaison: Connect with people outside their immediate unit
Informational Roles
Collecting, Processing and Disseminating
Roles: Monitor, disseminator, and spokesperson
Decisional RolesWhereas interpersonal roles deal with people and
informational roles deal with knowledge, decisional roles deal with action
Decisional roles: Entrepreneur: Managers must make sure their
organizations innovate, change, develop, and adopt Disturbance handler: Addressing unanticipated
problems as they arise and resolving them expeditiously
Resource allocator: How best to allocate scarce resources
Negotiator: Negotiation is continual for managers
Alan Mulalley, CEOBoeing Commercial Airplanes
Decisional Roles:1. After September 11 attacks, Mulalley had to renegotiate delivery of some 500 airplanes2. Cut jet production by more than half3. Fire 27,000 workers4. During the downturn, he focused on cutting waste and streamlining his airplane production lines 5. He then bet the company’s future on a set of new technologies that are now turning Boeing’s super efficient 787 Dreamliner into the hottest-selling new jetliner in history
Source: Best of 2005, Business Week, December 19, 2005
Management Competencies
Skills
Motivational Preferences
ValuesIncludes
Managerial Skills
Conceptual Skills
Technical Skills
Human Skills
Managerial Values
•Enacted Values
•Espoused Values
•Shared Values
•Ethical Values
Managerial Motivation
Desire to Compete
Desire to Exercise Power
Desire to be Distinct
Desire to Take Action
Review Questions
1. Explain the basic functions of management?2. What are benefits & incentives?3. Describe the leading & developing.4. What are the skilled Leaders?5. How to become a manager?6. Explain in detail of the interpersonal roles, informational roles, and decisional roles.7. What are the managerial values?8. What are the managerial motivation?
28
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 2. Planning and Decision Making
Learning Objectives
1) Describe the different levels of planning in an organization.Explain the difference between strategic, tactical, operating, and unit plans.2) Outline the value of simple-use plans, standing plans, and contingency plans.3) Describe the main components of a typical strategic planning system.4) Identify the main pitfalls that managers encounter when engaged in formal planning processes, and describe what can be done to limit those pitfalls.5) Discuss the major reasons for poor decisions, and describe what managers can do to make better decisions.
Steps in Planning
Choose goals
Identify actions
Allocate responsibility
Review Performance
Make adjustments
Unit plans (heads of departments, teams, individuals
Levels of Planning
Operating plans (heads of functions)
Business-level strategic plan(heads of businesses)
Sh
ape
d b
y in
put f
rom
Set
s th
e co
ntex
t fo
rCorporate-level
Strategic plan (CEO)
Types of PlansStrategic plans: A plan that outlines the major goals of an
organization and the organization wide strategies of attaining those goals.
Operating plans: Plans that specify goals, actions, and responsibility for individual functions.
Tactical plans: The action managers adopt over the short to medium term to deal with a specific opportunity or threat that has emerged.
Unit plans: Plans for departments within functions, work teams, or individuals.
Types of PlansSingle-use plans: Plans that address unique events that do not
reoccur.
Standing plans: Plans used to handle events that reoccur frequently.
Contingency plans: Plans formulated to address specific possible future events that might have a significant impact on the organization.
Crisis management planning: Plan formulated specifically to deal with possible future crises.
Scenario planning: Plans that are based on “what if” scenarios about the future.
Scenario Planning
Identify different
Possible futures
(scenarios)
Formulate plans to deal
with those futures
Invest in oneplan but …
Hedge your betsby preparing forother scenarios
and …
Switch strategy iftracking of signposts
shows alternativescenarios becoming
more likely
Scenario Planning Traps
Treating scenarios as forecastsFailing to make scenarios global enough in
scopeFailing to focus scenarios in areas of potential
impactTreating scenarios as informational onlyNot using an experience facilitator
The Strategic Planning Process
FeedbackMission, vision,
values, and goals
SWOT analysisformulate strategies
Draft action plans
ImplementReview progress
against plan
Externalanalysis
(opportunities andthreats)
Internalanalysis
(strengths andweaknesses)
Assign subgoals,roles,
responsibilities,timelines,
and budgets
Setting the Context: Mission, Vision, Values, and Goals
Mission: The purpose of an organization.
Vision: A desired future state.
Values: The philosophical properties to which managers are committed.
Goals: A desired future state that an organization attempts to utilize.
Mission Checklist
Ends, not meansEffortVerbsNouns embodying
activitiesThe Unidentifiable
Brevity
Broad vs. narrow
Value added
Unique
Characteristics of Goals
They are precise and measurable.
They address important issues.
They are challenging but realistic.
They specify a time period in which they should be achieved.
10 Ingredients for Successful Goals
Specific
Simple
Significant
Strategic
Rational
MeasurableTangibleWrittenSharedConsistent with
your values
The Benefits of Planning
Planning gives direction and purpose to an organization; it is a mechanism for deciding the goals of the organization.
Planning is the process by which management allocates scarce resources, including capital and people, to different activities.
Planning drives operating budgets-strategic, operations, and unit plans determine financial budgets for the coming year.
Planning assigns roles and responsibilities to individuals and units within the organization.
Planning enables managers to better control the organization.
Countering the Pitfalls of Planning
Pitfall
Too centralized;top-down
Failure to question
assumption
Failure toimplement
Failure toanticipate
rivals’ actions
Decentralizedplanning
Scenario planning;devil’s advocate
Link to goals;tie to budgets
Role-playing
Solution
The Rational Decision-Making Model
Identify theproblem
Identifydecisioncriteria
Weightcriteria
Generatealternativecourses of
action
Choose onealternative
Implementalternative
Continue with course of action
Evaluate
outcome
Does not meetexpectations
Meetsexpectations
Bounded Rationality and Satisficing
Bounded rationality: Limits in human ability to formulate complex problems, to gather and process the information necessary for solving those problems, and thus to solve those problems in a rational way.
Satisfice: Aiming for a satisfactory level of a particular performance variable rather than its theoretical maximum.
Decision-Making Heuristics and Cognitive Biases
Decision heuristics
80-20 rule
Cognitive bias
Prior hypothesis bias
Framing bias
80-20 Rule
Performing in your 20 percent if you’re: Engaged in activities that advance your overall
purpose in lifeDoing things you have always wanted to do not what
others want you to do Hiring people to do the tasks you are not good at or
don't like doing. Smiling.
Improving Decision MakingDevil’s advocacy: The generation of both a
plan and a critical analysis of the plan by a devil’s advocate.
Dialectic injury: The generation of a plan (a thesis) and a counterplan (an antithesis) that reflect plausible but conflicting courses of action.
Outside view: Identifying a reference class of analogies past strategic initiatives, determining whether those initiatives succeeded or failed, and evaluating a project at hand against those prior initiatives.
Review Questions
04/21/2348
1. Identify all steps of planning?
2. How many levels of planning? What are they? Describe them.
3. Explain all types of plans in detail, please?
4. What are the mission, vision, values, and goals of an organization?
5. How to improving your decision making?
6. What is the mission checklist?
7. What are the 10 ingredients for successful goals?
8. Describe the benefits of planning please.
49
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 3. ORGANIZING
Learning objectives
1. Explain what is meant by organization architecture.2. Explain the advantages and disadvantages of centralization and decentralization.3. Discuss the pros and cons of tall versus flat structures.4. Outline the different kinds of structure a firm can operate within and explain how strategy should determine structure.
Learning objectives (cont’d)5. Describe the different integrating mechanisms
managers can use to achieve coordination within a firm, and explain the link between strategy, environment, and integrating mechanisms.
Organization Architecture
Organization architecture: The totality of a firm’s organization, including formal organization structure, control systems, incentive systems, organizational culture, and people.
Organization structure: The location of decision-making responsibilities in the firm, the formal division of the organization into subunits, and the establishment of integrating mechanisms to coordinate the activities of subunits.
Organization Architecture (cont’d)
Controls: Metrics used to measure the performance of subunits and to judge how well managers are running those subunits.
Incentives: Devices used to encourage desired employee behavior.
Organizational culture: Values and assumptions that are shared among the employees of an organization.
Organization Architecture (cont’d)
People: The employees of an organization, the strategy used to recruit, compensate, motivate, and retain those individuals, and the type of people they are in terms of their skills, values, and orientation.
Organization Architecture (cont’d)
PeopleControls Incentives
Structure
Culture
Designing Structure
Vertical differentiation: The location of decision-making responsibilities within a structure.
Horizontal differentiation: The formal division of the organization into subunits.
Integrating mechanisms: Mechanisms for coordinating subunits.
Centralization Versus Decentralization
Centralization: The concentration of decision-making authority at a high level in a management hierarchy.
Decentralization: Vesting decision-making authority in lower-level managers or other employees.
Arguments for Centralization
Centralization can facilitate coordination.
Centralization can help ensure that decisions are consistent with organizational objectives.
Centralization can avoid duplication of activities by various subunits within the organization.
Arguments for Centralization (cont’d)By concentrating power and authority in one
individual or a management team, centralization can give top-level managers the means to bring about needed major organizational changes.
Top management can become overburdened when decision-making authority is centralized.
Motivational research favors decentralization.
Arguments for Centralization (cont’d)
Decentralization permits greater flexibility—more rapid response to environmental changes.
Decentralization can result in better decisions.
Decentralization can increase control.
Centralization vs. Decentralization in Purchasing
Centralize for greater cost control and corporate leverage
Decentralize for nimbler procurement responsiveness
Centralize procurement of common productsDecentralize procurement of specialized
productsAlign purchasing structure with corporate
strategy, structure, and size
Decentralization and Control
Decentralization ofdecisions to a
subunit …
Increases responsibility …
Which increases
accountability
Thereby enhancing
control.
The Starfish and the SpiderOri Brafman and Rod Beckstrom show why
businesses need to embrace their own decentralized systems in their book called The Starfish and the Spider.
The book's central metaphor recognizes that if you cut the leg off of a spider, you have at best a (crippled) spider. But if you cut off the leg of a starfish, the starfish will grow a new leg.
The Starfish and the Spider (cont’d)
Traditional centralized organizations are the spiders, and traditional decentralized organizations are the starfish.
Tall Versus Flat Hierarchies
Tall hierarchies: Organizations with many layers of management.
Flat hierarchies: Organizations with few layers of management.
Flat at IDEOIDEO is a product design company comprising
14 studiosEach studio comprises 15 to 35 people with one
head responsible for profit/lossIndividuals are allowed to be best in what their
passion is rather then take up managerial positions
Concept of Hot Teams is encouraged with autonomy
Flat at IDEO (cont’d)Mobility from one studio to another is encouragedBottom line structure: very flat
Problems in Tall Hierarchies
There is a tendency for information to get accidentally distorted as it passes through layers in a hierarchy.
There is also the problem of deliberate distortion by midlevel managers who are trying to curry favor with their superiors or pursue some agenda of their own.
They are expensive.
Types of StructuresFunctional structure: A structure that follows
the obvious division of labor within the firm, with different functions focusing on different tasks.
Multidivisional structure: A structure in which a firm is divided into different divisions, each of which is responsible for a distinct business area.
Types of Structures (cont’d)
Geographic structure: A structure in which a firm is divided into different units on the basis of geography.
Matrix structure: An organization with two overlapping hierarchies.
Hybrid Structure at Ranbaxy
Ranbaxy Laboratories – An India-based generic drug maker
The company redesigned the organization in internationalizing its operations
Developed a hybrid structure: it placed R&D in a global unit and other functions in several geographic units.
Result: Ranbaxy's managers adopted a global mind-set and began spending a substantial amount of time in their most important market—the United States.
Formal Integrating MechanismsDirect contact: This is the simplest
integrating mechanism. Managers of the various subunits just contact each other whenever they have a concern.
Liaison roles: This is a bit more complex than direct contact. As the need for coordination between subunits increase, integration can be improved by assigning a person in each subunit to coordinate with another subunit.
Formal Integrating Mechanisms (cont’d)
Teams: When the need for coordination is greater still, firms use temporary or permanent teams composed of individuals from the subunits that need to achieve coordination.
Matrix structure: When the need for integration is very high, firms may institute a matrix structure, in which all roles are viewed as integrating roles.
Integrating Mechanisms
High
Low
Ne
ed
for
coor
din
atio
n
Simple ComplexIntegrating mechanisms
Centralization
Directcontact
Liaisonroles
Teams
MatrixstructureFavored by firms in
rapidly changing andhigh-technologyenvironments
Favored by firmsin stable and
low-technologyenvironments
Informal Integrating Mechanisms: Knowledge Networks
Knowledge network: A network for transmitting information within an organization based on informal contacts between managers within an enterprise and on distributed information systems.
A
B
C D
F
EG
Strategy, Coordination, and Integrating Mechanisms
All enterprises need coordination between subunits, whether those subunits are functions, businesses, or geographic areas.
There is a high need for coordination in firms that face an uncertain and highly turbulent competitive environment, where rapid adaptation to changing market conditions is required for survival.
Strategy, Coordination, and Integrating Mechanisms (cont’d)
In contrast, if a firm is based in a stable environment characterized by little or no change, and if developing new products is not a central aspect of firm’s business strategy, the need for coordination between functions may be lower.
Review Questions
1. What is an organization architecture?2. What is an organization structure?3. Explain designing structure.4. Explain the arguments for centralization.5. Explain the types of structures.6. What is the Starfish and the Spider? 7. Identify the hybrid structure at Ranbaxy?8. Explain the formal integrating mechanisms.
79
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 4. CONTROLL SYSTEM
Learning Objectives
1. Discuss the attributes of a typical organizational control system.
2. Describe the different kinds of controls that are used in organizations.
3. Explain how different controls should be matched to the strategy and structure of an organization.
4. Outline the features of the balance score card approach to control metrics, and explain why it is useful.
5. Discuss informal or backchannel control methods.
Control System
Control: The process through which managers regulate the activities of individuals and units.
Standard: A performance requirement that the organization is meant to attain on an ongoing basis.
Sub-goal: An objective that, if achieved, helps an organization attain or exceed its major goals.
A typical Control System
Establish goalsand standards
Takecorrective action
Measureperformance
Providereinforcement
Variance betweenperformance and
goals and standards
Compareperformance againstgoals and standards
Performance meetsor exceeds
goals and standards
Establishing Goals and Standards
Most organizations operate with a hierarchy of goals.
In the case of a business enterprise, the major goals at the top of the hierarchy are normally expressed in terms of profitability and profit growth.
Establishing Goals and Standards
These goals are normally translated into sub-goals that can be applied to individuals or units within an organization.
As with major goals, sub-goals should be precise and measurable, address important issues, be challenging but realistic, and specify a time period.
Big Hairy Goal
Most individuals probably have a lot of goals, but do they have a Big Hairy goal?
A big hairy goal (BHG) is a goal that is so far from where you are in your career now that you will have to push yourself incredibly hard to achieve it.
Achieving Your Own BHG
1. Ask yourself honestly: Is this a wish, a dream, or a BHG?
2. Tell yourself that quitting is not an option.3. Hang in there and keep fighting.4. Surround yourself with successful people.5. Gonzalez says the path to reaching your BHG
boils down to this: First, you dream it. Then you struggle. Finally, you emerge victorious.
6. Stay focused.
Measuring Performance
Once goals, sub-goals, and standards have been established, performance must be measured against the criteria specified.
This is not as easy as it sounds. Information systems have to be put in place to collect the required data; and the data must be compiled into usable form and transmitted to the appropriate people in the organization.
Measuring Performance (cont’d)
Reports summarizing actual performance might be tabulated daily, weekly, monthly, quarterly, or annually.
With the massive advances in computing power that have occurred over the last three decades, managers have seemingly infinite quantitative information at their disposal.
Comparing Performance Against Goals and Standards
The next step in the control process is to compare actual performance against goals and standards.
If performance is in line with goals or standards, that is good. However, managers need to make sure the reported performance is being achieved in a manner consistent with the values of the organization.
If reported performance falls short of goals and standards, managers need to find the reasons for the variance.
Taking Corrective ActionVariance from goals and standards require that
managers take corrective action.When actual performance easily exceeds a goal,
corrective action might be increasing the goal.When actual performance falls short of a goal,
depending on what further investigation reveals, managers might change strategy, operations, or personnel.
Radical change is not always the appropriate response when an organization fails to reach a major goal.
Providing Reinforcement
If the goals and standards are met or exceeded, managers need to provide timely positive reinforcement to those responsible.
Positive reinforcement could include the following: congratulations for a job well done, awards, pay increases, bonuses or enhanced career prospects.
Providing positive reinforcement is just as important an aspect of a control system as taking corrective action.
Methods of ControlPersonal controlsBureaucratic controlsOutput controlsCultural controlsControl through incentivesMarket controls
Personal ControlPersonal control: Making sure through personal inspection
and direct supervision that individuals and units behave in a way that is consistent with the goals of an organization.
Personal control can be very subjective, with the manager assessing how well subordinates are performing by observing and interpreting their behavior.
Personal control has serious limitations. For example, excess supervision can be demotivating. Employees may resent being closely supervised and perform better with a greater degree of freedom.
Bureaucratic ControlsBureaucratic controls: Control through a formal
system of written rules and procedures.
The great German sociologist Max Weber was the first to describe the nature of bureaucratic controls.
Bureaucratic controls rely on prescribing what individuals or units can and cannot do—this is, on establishing bureaucratic standards.
Almost all large organizations use some bureaucratic controls.
Output Controls
Output controls: Setting goals for units or individuals to achieve and monitoring performance against those goals.
Output controls can be used when managers can identify tasks that are complete in themselves in the sense of having a measurable output or criterion of overall achievement that is visible.
Output Controls (cont’d)
The great virtue of output controls is that they facilitate decentralization and give individual managers within unit much greater autonomy than either personal controls or bureaucratic controls
Cultural Controls
Cultural control: Regulating behavior by socializing employees so that they internalize the values and assumptions of an organization and act in a manner that is consistent with them.
Self-control: Occurs when employees regulate their own behavior so that it is congruent with organizational goals.
Although cultural control can mitigate the need for other controls, thereby reducing monitoring costs, it is not universally beneficial.
Control Through IncentivesIncentives: Devices used to encourage and
reward appropriate employee behavior.Many employees receive incentives in the form of
annual bonus pay.The idea is that giving employees incentives to
work productively cuts the need for other control mechanisms.
Control through incentives is designed to facilitate self-control—employees regulate their own behavior in a manner consistent with organizational goals to maximize their chance of earning incentive-based pay.
Control Through Incentives (cont’d)
When incentives are tied to team performance they have the added benefit of encouraging cooperation between team members and fostering a degree of peer control.
Peer control: Occurs when employees pressure others within their team or work group to perform up to or in excess of the expectations of the organization.
In sum, incentives can reinforce output controls, induce employees to practice self-control, increase peer control, and lower the need for other control mechanisms.
Market ControlsMarket controls: Regulating the behavior of
individuals and units within an enterprise by setting up an internal market for some valuable resource such as capital.
Market controls are usually found within diversified enterprises organized into product divisions, where the head office might act as an internal investment bank, allocating capital funds between the competing claims of different product divisions based on an assessment of their likely future performance.
Market Controls (cont’d)
The main problem with market controls is that fostering internal competition between divisions for capital and the right to develop new products can make it difficult to establish cooperation between divisions for mutual gain.
Review Questions
1. What is the control system consist of?2. Define a big hairy goal? 3. What are the methods of control?4. What is personal controls?5. Explain bureaucratic controls.
Review Questions6. Define output controls?7. Describe the cultural controls.8. What is control through incentives?9. What is market controls?
104
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 5. MOTIVATION AND REWARDING EMPLOYEES
PERFORMANCE
Learning Objectives
1. Diagram and summarize the MARS model.2. Describe four-drive theory and explain how these drives influence motivation and behavior.3. Describe the characteristics of effective goal setting and feedback.4. Diagram the expectancy theory model and discuss its practical implications for motivating employees.
Learning Objectives (cont’d)5. Discuss the advantages and disadvantages of the four reward objectives.6. Discuss ways to measure employee performance more accurately.7. Summarize the equity theory model, including how people try to reduce feelings of inequity.8. Diagram the job characteristics model of job design.9. Define empowerment and identify strategies to support empowerment.
Employee Engagement
Employees emotional and rational motivationTheir perceived ability to perform the jobTheir clear understanding of the organization’s
visionTheir belief that they have been given the
resources to get the job done
It encompasses the four main factors that contribute to employee performance
Motivation: True or False?
I can motivate peopleFear is a damn good motivatorI know what motivates me, so I know what
motivates my employeesIncreased job satisfaction means increased job
performance
Source: Managementhelp.org
MARS Model
Ability
Employee behavior and
results
Motivation (effort)
*Direction *Intensity
*Persistence
Role Perceptions
Situational factors
Ability & Role Perceptions
Ability – consists of both the natural aptitudes and learned capabilities required to successfully complete a taskImportant factor of employee development
Role perceptions – they understand the specifics, importance, and preferred behaviors of the tasks. Ways to improve is through job description and ongoing coaching
Managing Employee Motivation
1. Drives and needs
Employee behavior and
results
Motivation (effort)
*Direction *Intensity
*Persistence
2. Goals, expectations, and feedback
3. Extrinsic and intrinsic
rewards
Maslow’s Needs Hierarchy
Self-actualization
Esteem
Belongingness
Safety
Physiological
Challenging tasks, freedom to try new ideas
Job status, recognition, mastering the job
Human interaction, being accepted as a team member
Job security, employee benefits, safe workplace
Work hours, nourishments, air quality, temperature
Called in Sick?
0
510
1520
2530
3540
4550
Need a break Illness in family Errands
Workers who took a sick daywhen not sick
Source: USA Today Snapshots
Management Implications of Maslow’s Theory
1. Employees have different needs at different times
2. Employees have several interdependent needs, not just one dominant need
3. At some point, most employees want to achieve their full potential (self-actualization)
4. Employee needs are influenced by values and norms
Learned Needs Theory
Need for Achievement
(nAch)
Need for Affiliation
(nAff)
Need for Power (nPow)
Four-Drive Theory Motivation
Drive to acquire
Drive to bond
Drive to learn
Drive to defend
Mental skill set resolves competing
drive demands
Goal-directing choice and effort
Social norms
Personal values
Past experience
Goal Setting The process of motivating employees
and clarifying their role perceptions by establishing performance objectives
A goal is a desirable future state that an organization or person attempts to realize
Goal setting improves role perceptions and consequently clarifies the direction of employee effort
Expectancy Theory of Motivation
Effort
Outcome 1 + or -
Outcome 1 + or -
Outcome 1 + or -
Performance
E-to-P expectancy (probability that
effort will result in a specific level of
performance)
P-to-O expectancy (probability that performance will result in specific
outcomes)
Outcome valence (the outcome’s positive or negative value to the
employee)
Rewards
Extrinsic Rewards – anything received from another person that the recipient values and is contingent on his or her behavior or resultsPaychecks, performance bonuses, praise, and other forms of recognition
Rewards (cont’d)Intrinsic Rewards – a positive
emotional experience resulting directly and naturally from the individual’s behavior or resultsLearning a new task, feeling of accomplishment, etc.
Motivation Through Extrinsic Rewards
Membership & seniority-based rewards
Nonfinancial rewards
Job status-based rewards Improving performance appraisals
Competency-based rewards Rewards employees equitably
Performance-based rewards
How to Accurately Evaluate Employee Performance?
1. Use more objective measures of performance2. Use anchored performance appraisal instruments3. Use multiple sources of performance information4. Use performance appraisal training
Best Practices at NucorPay for performance – On average two-thirds of
a Nucor steelworker’s pay is based on a production bonus
Listen to the frontline – According to the Execs, almost all of the best ideas come from the factory floor
Push-down authority – minimizing layers of management
Protect your culture –compatibility of culture with its egalitarian philosophy and team spirit is a big focus of its acquisition research
Source: Business Week, May 1, 2006
Correcting Inequity Feelings
Change Inputs
Change Outcomes
Change Perceptions
Leave the Situation
Job Characteristics Model
Critical psychological states
Meaningfulness
Responsibility
Knowledge of results
Individual differences *Knowledge and skill *Context satisfaction
*Growth need strength
Core job characteristics
Skill variety Task identity
Task significance
Autonomy
Feedback from job
Outcomes
Work motivation
Growth satisfaction
General Satisfaction
Work effectiveness
Core Job Characteristics
Skill variety – the use of different skills and talents to complete a variety of work activities
Task identity – the degree to which a job requires completion of a whole or identifiable piece of work
Task significance – the degree to which the job affects the organization and society
Core Job Characteristics (cont’d)
Autonomy – provide freedom, independence, and discretion in scheduling work and procedures
Job feedback – the degree to which employees can tell how well they are doing
Job enrichment
A job design practice in which employees are given more responsibility for scheduling, coordinating, and planning their own workCombine highly interdependent
tasks into one jobEstablishing client relationshipsGive employees more autonomy
over their work
Loyal vs. Trapped?
28
29
30
31
32
33
34
Loyal High risk Trapped
Workers
Source: CIO, October 1, 2003
Empowerment
A psychological concept represented by four dimensions:
Self-determination – they have freedom, interdependence, and discretion over their work activities
Meaning – they care about their work and believe that what they do is important
Competence – their ability to perform the work well and have a capability to grow with new challenges
Empowerment (cont’d)
Impact – Active participants in the organization; that is, their decisions and actions influence the company’s success
Inspiring Employees
Don’t ask for worker input – use it.Tell your people you care about them.Show employees what they are learningSupport people when they make a mistake.Set clear goals and celebrate accomplishments.
Source: Business Week, May 1, 2006
Review Questions1. What is mean by ability & role perceptions?2. Explain the Maslow’s Needs Hierarchy.3. Identify the management implications of Maslow’s theory?4. Describe in detail of Goal Setting?5. How many kinds of rewards? What are they? Explain, please.6. How to Accurately Evaluate Employee Performance?7. What are the Best Practices at Nucor?
Review Questions (cont’d)
8. Describe in detail of Core Job Characteristics.9. Explain the four dimensions of Empowerment.10. What is the inspiring employees?
135
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 6. MANAGING EMPLOYEE ATTITUDE AND WELL-BEING
Learning Objectives
1. Describe the effect of emotions and attitudes on employee behavior.2. Identify four ways in which employees respond to job dissatisfied.3. Explain how job satisfaction relates to customer service and satisfaction.4. Distinguish organizational commitment from continuance commitment, including their effects on employee behavior.5. Discuss ways to strengthen organizational commitment.
Learning Objectives
6. Describe the stress experience and its consequences.7. Summarize three common sources of stress in the workplace.8. List five ways to manage work-related stress.9. Discuss how managers can help employees improve their work-life balance.10. Identify the “Big Five” personality dimensions.11. A. Explain how personality influences emotions, well-being, job performance, and career satisfaction.
Emotions, Attitudes, & Behavior
Emotions – are physiological, behavioral, and psychological episodes experienced toward an object.
Attitudes – clusters of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event.Beliefs – These are established perceptions about
the attitude object-what you believe to be true.Feelings – represent your positive or negative
evaluations of the attitude object.Behavioral intentions – your motivation to engage
and attitudes are connected to each other and to behavior.
Model of Emotions, Attitudes, and Behavior
Perceived Environment
Behavior
Beliefs
Behavioral intentions
Feelings
Att
itud
e
Cognitive process Emotional process
Emotional episodes
Cognitive Dissonance
Cognitive Dissonance An uncomfortable tension experienced when behavior is inconsistent with our attitudes.
Depends on how much the behavior is:
Public Important Voluntary
Job Satisfaction
It is the appraisal of the perceived:
Job characteristicsWork environment Emotional
experiences at work
Job Satisfaction A person’s evaluation of his or her job and work context.
EVLN Model
EXIT – leaving the organization, transferring to another work unit, or at least trying to make these exits
LOYALTY – Employees who respond to dissatisfaction by patiently waiting.
NEGLECT – reducing work effort, paying less attention to quality, and increasing absenteeism and lateness
VOICE – any attempt to change, rather than escape from, a dissatisfying situation.
Employee-Customer-Profit-Chain Model
Organizational Practices
Employee satisfaction with job and company
•Lower turnover•Friendly service•Motivated staff Clients perceive higher-value
service
•Satisfied clients•More returning clients•More client referrals
Higher Revenue and Profits
Organizational Commitment (OC)
Organizational Commitment - An employee’s emotional attachment to, identification with, and involvement in a particular organization.
Continuance commitment – An employee’s calculative attachment to an organization. Motivated to stay only because it is costly to leave.
Organizational Commitment (OC)(cont’d)
Building OCJustice and supportShared valuesTrustOrganizational comprehensionEmployee involvement
StressStress – an adaptive response to a situation that
is perceived as challenging or threatening to a person’s well-being.
The stress response is a complex emotion that produces physiological changes to prepare us for “fight or flight”Heart rate increases, muscles tighten, and
breathing speeds up
Stress (cont’d)
Two types of stressDistress (negative) – physiological,
psychological deviation from healthy functioning.
Eustress (positive) – it activates and motivates people to achieve goals, change their environments, and succeed in life’s challenges
Consequences of Distress
Tension headachesMuscle pain
Cardiovascular disease
Impaired job performance
Lower organizational commitment
Depression
Moodiness
Job dissatisfaction
Aggressive behavior
Workplace accidents
Poor decision making
Consequences
Stressors
Low Task Control
Harassment and Incivility -Psychological harassment -Sexual harassment
Work Overload
Workplace-Related Stress Management Practices
Stress Management Strategy
Examples
Withdraw from the stressor. Work breaks, days off, vacations, and sabbaticals.
Change stress perceptions. Increasing employee confidence, providing humor.
Control stress consequences. Relaxation and meditation techniques, wellness programs.
Receive social support. Supportive leadership, social interaction, support groups.
Remove the stressor. Reassign employees; minimize noise, unsafe conditions, harassment.
Support Work-life Balance
Offer flexible work hours in which employees can arrange to begin and end their workdays earlier or later
Job-sharing – a position is split between two people
Support Work-life Balance (cont’d)
Personal leave – time and flexibility to raise a family, care for elderly, or take advantage of a personal experience
Telecommuting – employees work from home or a remote site, usually with a computer connection to the office.
Big 5 Personality Dimensions
Big Five Dimension People with a high score on this dimension tend to be more:
Conscientiousness Careful, dependable, self-disciplined
Agreeableness Courteous, good-natured, empathetic, caring
Neuroticism Anxious, hostile, depressed
Openness to Experience Sensitive, flexible, creative, curious
Extroversion Outgoing, talkative, sociable, assertive
Effects of Personality
Performance
Personality
Stress & Well-Being
Emotions & Attitudes
Career Satisfaction
Holland’s Six Types of Personalities
Type Personality Traits
Realistic Practical, shy, materialistic, stable.
Investigative Analytic, introverted, reserved, curious, precise, independent.
Artistic Creative, impulsive, idealistic, intuitive, emotional.
Social Sociable, outgoing, conscientious, need for affiliation.
Enterprising Confident, assertive, energetic, need for power.
Conventional Dependable, disciplined, orderly, practical, efficient.
Review Questions
1. What is emotions?2. What is attitudes?3. What is beliefs and feelings?4. Define behavioral intentions?5. Explain EVLN Model.6. What is organizational commitment and continuance commitment? 7. What is stress? And explain the stress response.
Review Questions8. Explain the components of effects of Personality?9. Describe the Holland’s six types of personalities.
158
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 6. MANAGING EMPLOYEE ATTITUDE AND WELL-BEING
Learning Objectives
1. Describe the effect of emotions and attitudes on employee behavior.2. Identify four ways in which employees respond to job dissatisfied.3. Explain how job satisfaction relates to customer service and satisfaction.4. Distinguish organizational commitment from continuance commitment, including their effects on employee behavior.5. Discuss ways to strengthen organizational commitment.
Learning Objectives
6. Describe the stress experience and its consequences.7. Summarize three common sources of stress in the workplace.8. List five ways to manage work-related stress.9. Discuss how managers can help employees improve their work-life balance.10. Identify the “Big Five” personality dimensions.11. A. Explain how personality influences emotions, well-being, job performance, and career satisfaction.
Emotions, Attitudes, & Behavior
Emotions – are physiological, behavioral, and psychological episodes experienced toward an object.
Attitudes – clusters of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event.Beliefs – These are established perceptions about
the attitude object-what you believe to be true.Feelings – represent your positive or negative
evaluations of the attitude object.Behavioral intentions – your motivation to engage
and attitudes are connected to each other and to behavior.
Model of Emotions, Attitudes, and Behavior
Perceived Environment
Behavior
Beliefs
Behavioral intentions
Feelings
Att
itud
e
Cognitive process Emotional process
Emotional episodes
Cognitive Dissonance
Cognitive Dissonance An uncomfortable tension experienced when behavior is inconsistent with our attitudes.
Depends on how much the behavior is:
Public Important Voluntary
Job Satisfaction
It is the appraisal of the perceived:
Job characteristicsWork environment Emotional
experiences at work
Job Satisfaction A person’s evaluation of his or her job and work context.
EVLN Model
EXIT – leaving the organization, transferring to another work unit, or at least trying to make these exits
LOYALTY – Employees who respond to dissatisfaction by patiently waiting.
NEGLECT – reducing work effort, paying less attention to quality, and increasing absenteeism and lateness
VOICE – any attempt to change, rather than escape from, a dissatisfying situation.
Employee-Customer-Profit-Chain Model
Organizational Practices
Employee satisfaction with job and company
•Lower turnover•Friendly service•Motivated staff Clients perceive higher-value
service
•Satisfied clients•More returning clients•More client referrals
Higher Revenue and Profits
Organizational Commitment (OC)
Organizational Commitment - An employee’s emotional attachment to, identification with, and involvement in a particular organization.
Continuance commitment – An employee’s calculative attachment to an organization. Motivated to stay only because it is costly to leave.
Organizational Commitment (OC)(cont’d)
Building OCJustice and supportShared valuesTrustOrganizational comprehensionEmployee involvement
StressStress – an adaptive response to a situation that
is perceived as challenging or threatening to a person’s well-being.
The stress response is a complex emotion that produces physiological changes to prepare us for “fight or flight”Heart rate increases, muscles tighten, and
breathing speeds up
Stress (cont’d)
Two types of stressDistress (negative) – physiological,
psychological deviation from healthy functioning.
Eustress (positive) – it activates and motivates people to achieve goals, change their environments, and succeed in life’s challenges
Consequences of Distress
Tension headachesMuscle pain
Cardiovascular disease
Impaired job performance
Lower organizational commitment
Depression
Moodiness
Job dissatisfaction
Aggressive behavior
Workplace accidents
Poor decision making
Consequences
Stressors
Low Task Control
Harassment and Incivility -Psychological harassment -Sexual harassment
Work Overload
Workplace-Related Stress Management Practices
Stress Management Strategy
Examples
Withdraw from the stressor. Work breaks, days off, vacations, and sabbaticals.
Change stress perceptions. Increasing employee confidence, providing humor.
Control stress consequences. Relaxation and meditation techniques, wellness programs.
Receive social support. Supportive leadership, social interaction, support groups.
Remove the stressor. Reassign employees; minimize noise, unsafe conditions, harassment.
Support Work-life Balance
Offer flexible work hours in which employees can arrange to begin and end their workdays earlier or later
Job-sharing – a position is split between two people
Support Work-life Balance (cont’d)
Personal leave – time and flexibility to raise a family, care for elderly, or take advantage of a personal experience
Telecommuting – employees work from home or a remote site, usually with a computer connection to the office.
Big 5 Personality Dimensions
Big Five Dimension People with a high score on this dimension tend to be more:
Conscientiousness Careful, dependable, self-disciplined
Agreeableness Courteous, good-natured, empathetic, caring
Neuroticism Anxious, hostile, depressed
Openness to Experience Sensitive, flexible, creative, curious
Extroversion Outgoing, talkative, sociable, assertive
Effects of Personality
Performance
Personality
Stress & Well-Being
Emotions & Attitudes
Career Satisfaction
Holland’s Six Types of Personalities
Type Personality Traits
Realistic Practical, shy, materialistic, stable.
Investigative Analytic, introverted, reserved, curious, precise, independent.
Artistic Creative, impulsive, idealistic, intuitive, emotional.
Social Sociable, outgoing, conscientious, need for affiliation.
Enterprising Confident, assertive, energetic, need for power.
Conventional Dependable, disciplined, orderly, practical, efficient.
Review Questions
1. What is emotions?2. What is attitudes?3. What is beliefs and feelings?4. Define behavioral intentions?5. Explain EVLN Model.6. What is organizational commitment and continuance commitment? 7. What is stress? And explain the stress response.
Review Questions8. Explain the components of effects of Personality?9. Describe the Holland’s six types of personalities.
181
Prepared by1. Mr. Somchan Sovandara (S. Leader)2. Mr. Chhim Phanna 3. Mr. Soun Sear 4. Mr. Sean Vuthy
Edited by1. Mr. Srey Bundoeun: Head of Academic Councils2. Mr. Say Rotanak : Dean of Faculties of Business and
Tourism
Copyright © 2014 04/21/23
Chapter 8. COMMUNICATION
Learning Objectives
1. Outline the main elements of a communication system.
2. Explain why it is important to match media to a message.
3. Discuss the formal and informal channels through which information flows in organizations.
4. Identify the sources of noise that lead to miscommunication within organizations.
5. Discuss the steps managers can take to counteract noise and improve communication within their organizations.
Communication
The process by which information is exchanged and understood between people
Transmitting the sender’s intended meaning is the essence of good communication
Managers Use Communication to:
Transmit information about their goals, strategies, expectations, management philosophy, and values
Build commitment among subordinates to their programs and policies, convince allies in their network to support them, persuade their bosses that they are performing well, and influence stakeholders
Achieve coordination between different units within an organization, such as R&D, marketing, and production
Help shape the image of themselves that they present to the world
Professional Business Communication Advice
Don’t interrupt – this is really looked down uponUse meetings to get to know your co-workersLet speakers in meetings speak freely about their
needsAmericans value time, so stick to the issues on the
agendaAvoid personal confrontations Don’t tell foreign jokes, they don’t work in
translation
Model of the Communication Process
Encode message
Form message
Decode feedback
Receive encoded feedback
Form feedback
Encode feedback
Decode message
Receive encoded message
Sender ReceiverTransit message
Noise
Transit feedback
Communication Channels
Verbal Communication
Nonverbal Communication
Verbal Communication
Any oral or written means of transmitting meaning through words including face-to-face meetings, telephone conversations, written memos, and e-mail messages
Media richness – The volume and variety of information that a sender and receiver can transmit during a specific time
Flaming – The act of sending an emotionally charged message to others
Europe Heads for the E-mail
Company AudienceReach* 5/04
Country
1. Google 36.7% U.S.
2. MSN 35.7% U.S.
3. Microsoft.com 33.3% U.S.
4. Ebay 20.7% U.S.
5. Yahoo! 19.7% U.S.
6. Wanadoo** 13.2% France
7. Tiscali** 10.1% Italy
8. Lycos Europe** 9.8% Spain
9. Amazon 9.6% U.S.
10. T-Online** 9.3% Germany
Nonverbal Communication
Any part of communication that does not use words
Messages sent through human actions and behavior rather than words
Facial gestures, voice intonation, posture, physical distance, and silence
Emotional contagion – the automatic process of “catching” or sharing another person’s emotions by mimicking that person’s facial expressions and other nonverbal behavior
Media Richness1. Rich media simultaneously use multiple communication methods
2. Rich media such as face-to-face communication allow immediate feedback from receiver to sender, whereas feedback in lean media, such as written reports, is delayed or nonexistent
3. Rich media let the sender customize the message to the receiver. Most face-to-face conversations are developed specifically for one or a few people.
Matching Media to the Situation
Rich
Medium
Richness of the
Communication
Medium
Lean
Medium
Routine/ Communication situation Nonroutine/
clear ambiguous
Overload zone Face-to-face
Video conference
Telephone
Instant massaging
Web-logs
Newsletters
Financial statement
Oversimplified zone
Can We Talk?Face-to-face meetings can trump technologyThe CEO of PBD Worldwide Fulfillment Services in
Alpharetta, GA., launched a “no e-mail Fridays” policyHe suspected that overdependence on e-mail at
PBD, which offers services like a call center management and distribution, was hurting productivity and perhaps sales
In less than four months, the simple directive has resulted in quicker problem-solving, better team-work, and best of all, happier customers.
Recent research suggests that the perils of e-mail are greater than many assume.
Writing Skills MatterBusiness undergraduates facing challenge — writing mature
research papers for general courses and expressing themselves clearly, confidently, and concisely for a professional audience
Only 51% of all high school students who took the college entrance exams are prepared for college-level reading, according to a report released last month by the American College Testing Program (ACT)
Strong writing skills are crucial for business majors looking to enter the corporate world.
Top of the list of recruiting companies’ desired traits: The ability to communicate
Organizational Communication
Formal Communication Channels
Informal Communication Channels
Formal CommunicationSystems of officially sanctioned channels within an
organization that are used regularly to communicate information
Downward communication – occurs when information flows from higher levels within an organization hierarchy
Upward communication – occurs when information flows from lower to higher levels within an organization hierarchy
Horizontal communication – relationships between individuals
Informal Communication
Unofficial communication channels not formally established by managers
Personal networks – relationships between individuals
Grapevine –the spread of unsanctioned information (rumor or gossip) through personal networks
Communication Barriers & Breakdowns (Noise)
Perceptions
Cultural Differences
Information Overload
Language BarriersFiltering
Gender Differences
Perceptions
The process of attending to, interpreting, and organizing information
Selective Perception
StereotypingAttribution
Process
Fundamental Attribution Error Self-Serving Bias Recency Effect
Vague Resume Statements
12.6 Communication skills
7.2 Team player
5.5 Interpersonal skills
4.8 Interpersonal skills
4.3 Driven
4.2 Detail-oriented
3.8 Results-oriented
3.8 Self-motivated
3.2 Problem solver
3.1 Highly motivated
The online consultant, ResumeDoctor.com, looked at 160,000 resumes and found the most common vague statements (% of resumes):
Language Barriers
Jargon – technical language and acronyms as well as recognized words with specialized meaning in specific organizations or social groups
Drop-off – distortion in the content of a message as it passes through a communication system
Information Overload
Time
Info
rmat
ion
Loa
d
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
Employee’s information processing capacity
Episodes of information
overload
Improving Communication
IMPROVING IMPROVING COMMUNICATIONCOMMUNICATION
Match media to message
Facilitate communication
through workspace design
Communicate directly with employees
Proactively use the
grapevine
Engage in active listening
Get your message across
Reduce information
overload
Active Listening
Responding *Show interest *Clarify the message
Evaluating *Empathize *Organize information
Sensing *Postpone evaluation *Avoid interruptions *Maintain interest
Active Listening
Communicate Directly With Employees
Management By Walking Around
effective way to counteracting filtering, and it can teach the
manager things that might not be transmitted upward through
formal channels
Review Questions
1. What is Communication?2. How managers use communication?3. What are the professional business communication advice?4. Explain the model of the communication process? 5. How many types of communication? What are they? Explain each of them, please.
Review Questions (cont’d)
6. Describe the formal and informal communication.7. What are the communication barriers?8. How to improve communication?9. How do manager communicate with their employees?