chapter 15 managing communication. communication complexity communication is a complex process that...
TRANSCRIPT
Chapter 15Chapter 15
Managing Managing CommunicationCommunication
Communication Complexity
Communication Complexity
Communication is a complex process that requires constant attention so that intended messages are sent and received.
Communication is essential to management; it is the process through which things get done in organizations.Defining communication is relatively simple, but achieving high-quality communication is both complicated and difficult.
The Process of CommunicationThe Process of Communication
• Communication is a process that involves the transmission of meaningful information from one party to another through the use of shared symbols.
• Communication is successful when meaning is understood.
Elements in the Communication Process
Elements in the Communication Process
SenderSender EncodingEncoding DecodingDecoding ReceiverReceiverMessageMessage
Social context
NoiseNoise
NoiseNoiseNoiseNoise
NoiseNoise
FeedbackFeedback
Purpose 1. Understanding 2. Prompt action
Using symbols in a form the other person will understand
Channel
What do these symbols mean
Nonverbal CommunicationNonverbal Communication
Kinesic behavior, or body motion, such as gestures, facial expressions, and eye behavior.
Physical characteristics, such as body shape, physique, posture, height, and weight.
Paralanguage, such as voice quality, speech rate, pitch, and laughing.
Barriers to Effective Communication
Barriers to Effective Communication
• Barriers can disrupt the accurate transmission of information.
• These barriers take different forms:–Sender barrier–Encoding barrier–Communication channel barrier–Decoding barrier–Receiver barrier–Feedback barrier–Noise barrier
Don’t understand symbols
Barriers to Effective Communication
Barriers to Effective Communication
Frame of Reference
Selective Listening
Time Pressures
Filtering
Value Judgments
Source Creditability
Status Differences
Overload
Diversity
Communication Channels Ranked by Information Richness
Communication Channels Ranked by Information Richness
Richest Channel
Leanest Channel
Physical presence (face-to-face, meetings)
Interactive channels (telephone, electronic media, voice mail, e-mail)
Personal static channels (memos, letters, reports tailored to receiver)Impersonal static channels (fliers, bulletins, generalized reports)
Best for non-routine, ambiguous, difficult messages
Best for routine, clear, simple messages
Developing Constructive Feedback Skills
Developing Constructive Feedback Skills
–Give feedback that is specific rather than general.
–Focus feedback on behavior rather than the person, and focus it on behavior that can be changed.
–Keep personality traits out of your feedback by focusing on what rather than who.
–Feedback should be given as soon as possible.
– Provide feedback using descriptive information about what the person said or did.
– Avoid feedback using evaluative inferences about motives, intent, or feelings.
– Ensure privacy when giving feedback about negative behaviors.
– Give feedback when the receiver appears ready to accept it.
Developing Constructive Feedback Skills
Developing Constructive Feedback Skills
Guidelines for Active ListeningGuidelines for Active Listening
• Do create a supportive atmosphere.
• Do listen for feelings as well as words.
• Do note cues.
• Do occasionally test for understanding.
• Do demonstrate acceptance and understanding.
• Do ask exploratory, open-ended questions.
• Do create a supportive atmosphere.
• Do listen for feelings as well as words.
• Do note cues.
• Do occasionally test for understanding.
• Do demonstrate acceptance and understanding.
• Do ask exploratory, open-ended questions.
• Don’t try to change the other’s views.
• Don’t solve the problem for the speaker.
• Don’t give advice.• Don’t pass judgment.• Don’t explain or interpret
others’ behavior.• Don’t give false reassurances.• Don’t attack if the speaker is
hostile.• Don’t ask “why” the feelings.
• Don’t try to change the other’s views.
• Don’t solve the problem for the speaker.
• Don’t give advice.• Don’t pass judgment.• Don’t explain or interpret
others’ behavior.• Don’t give false reassurances.• Don’t attack if the speaker is
hostile.• Don’t ask “why” the feelings.
Communication Competency Challenges
Communication Competency Challenges
• Expect to be misunderstood by at least some listeners and readers.
• Expect to misunderstand others.
• Strive to reduce the degree of such misunderstandings, but never expect total elimination of them or the ability to anticipate all possible outcomes.
Chapter 16 & 17Chapter 16 & 17
Organizational Organizational ControlControl and and
Operational Operational ManagementManagement
Organizational Organizational ControlControl and and
Operational Operational ManagementManagement
What is Operations Management?
What is Operations Management?
• Operations management is the process an organization uses to:Obtain the materials or ideas for the product it
provides.Transform the materials or ideas into the product.Provide the final product to a user.
• Operations management is closely linked to:Strategic Management PlanningInformation Systems Management
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The Operations Management Process
The Operations Management Process
InputsInputs
Raw materialsRaw materials
LaborLabor
EnergyEnergy
KnowledgeKnowledge
• Inputs are the supplies needed to create a product.
• Materials requirements planning: analyzing a design to determine the materials and parts required in the production process.
• Inventory: the stock of raw materials, inputs, and component parts that the firm keeps on hand.
The Operations Management Process
The Operations Management Process
InputsInputs ConversionConversion
Raw materialsRaw materials
LaborLabor
EnergyEnergy
KnowledgeKnowledge
FacilityFacility
CapacityCapacity
ProcessProcess
ControlControl
• The stage in which the product’s inputs are converted to the final product.
• An effective conversion process:– Works to lower the
cost of creating the product
– Create a better product for the same or less cost.
Transformation
The Operations Management Process
The Operations Management Process
InputsInputs ConversionConversion
Raw materialsRaw materials
LaborLabor
EnergyEnergy
KnowledgeKnowledge
FacilityFacility
CapacityCapacity
ProcessProcess
ControlControl
• Key decision areas:– Designing the
process– Monitoring the
process
The Operations Management Process
The Operations Management Process
InputsInputs ConversionConversion OutputsOutputs
Raw materialsRaw materials
LaborLabor
EnergyEnergy
KnowledgeKnowledge
FacilityFacility
CapacityCapacity
ProcessProcess
ControlControl
GoodsGoods
ServicesServices
InformationInformation
Strategic management decisions involved in
operations management:
Strategic management decisions involved in
operations management:• Make-buy analysis: whether to produce an item or
to purchase it.• Capacity: firm’s ability to produce the product
during a given period.• Facilities: design and location of an operations
facility.• Process: how a product or a service will be
produced.• Facilities layout design: physical arrange-ment
that allows for efficient production
Designing the ProcessDesigning the Process
• Process design begins with analyzing the general operation and identifying:– Every major step that needs to be done.
– The order that the steps must take.
– The flow of the steps from start to finish (including their relationship to each other).
– The amount of time each individual step requires.
Process Design ToolsProcess Design Tools
• Gantt Charts: provide a visual sequence of the process steps.
• Load Charts: type of Gantt chart based on departments or specific resources that are used in the process.
• Program Evaluation and Review Technique (PERT) Network: tool for analyzing the conversion process.
Gantt ChartGantt Chart Start 1 2 3 4 5
Get permit ----------------------------------------------------
Order baking equipment -------------------
Paint interior -----------------------------
Install electrical fixtures ------------
Install floors ------------
Install baking equipment -----------
Test equipment -----------
WEEKSWEEKS
Start 1 2 3 4 5
Office Staff -------------------
Order department -------------------
Painter -----------------------------
Electrician ----------------------------------
Carpenter ------------
Load ChartLoad Chart
Example of a PERT NetworkExample of a PERT Network
StartStart Order baking equipmentOrder baking equipment Install baking equipmentInstall baking equipment Test Test equipmentequipment
Paint interiorPaint interior
Install electrical Install electrical fixturesfixtures
Install floorsInstall floors
Get permitGet permit
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11
11
11
11
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11
Organizational ControlOrganizational Control• Control is the process of comparing performance
to standards and taking corrective action.
• It ensures that:standards are meterrors are limitedquality is acceptableproducts are safethe company is performing at the highest possible level
• Control is closely associated with planning.
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
The systematic process to regulate organizational activities to make them consistent with the expectations
Did we do what we said we were going to?
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
Strategic GoalTactical (Functional) GoalOperational GoalIndividual/Task Goal
Specific, measurable
Closes the planning loop--begins with setting objectives/goals
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
quality charton time deliverycustomer satisfactionproductivity
budgetsincome statementenvironmental audit
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
Process of ControlProcess of Control
Set performance
standards
Measureactual
performance
Compareperformance
withstandards
Take nocorrective
action
Takecorrective
action
If deviations are acceptable
If deviations are unacceptable
Processequipmentprocedures
The Role of Productivity and Quality
The Role of Productivity and Quality
• Productivity– A measure of the efficiency with which
a firm transforms inputs into outputs, calculated as output divided by input.
Productivity =outputsinputs
Types of Bureaucratic Control
Types of Bureaucratic Control
•Feedforward controlDesigned to prevent problems before they occur
•Concurrent control–Takes place as the work process is being carried
out
•Feedback control–Occurs after a process has been completed
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Types of Financial Controls
Types of Financial Controls
Budgetary Control Financial Statements
Financial Ratios Activity-BasedCosting
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Balance SheetIncome StatementCash Flow
ROEROAROI
receiving and processing orders expediting supplies and production distribution
The Balanced ScorecardThe Balanced Scorecard
•A balanced scorecard is a technique designed to control and improve:customer servicelearning and growthfinanceinternal business processes
•Links strategy to action•Is more broad than bureaucratic control
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill
Managing QualityManaging Quality
lowers production costs, increasesprofitability, may lead to lowerprices, and attract new customers.
Quality – Defined by the customerQuality – Defined by the customerEnd customer orIndividual(s) who receive the output
• Consumer Perspective– Defined as the degree to which the product or service
meets the expectations of the customer.
• Producer Perspective– Defined as the degree to which the product or service
conforms to specifications.
Total Quality Management (TQM)
Total Quality Management (TQM)
• A systematic approach for enhancing products, services, processes, and operational quality control.
Total Quality Management (TQM)Total Quality Management (TQM)
• Continuous improvement should be main objectives of operations management.
• Each worker is responsible for improving quality.– Quality circles.– quality gap – the difference between
what customers want and what they actually get from the company.
Kaizen (Continuous Improvement) and
Efficiency
Kaizen (Continuous Improvement) and
Efficiency• The Japanese process of continuous
improvement in the organization’s production system from numerous small, incremental improvements in production processes.
• One of the main principles of kaizen is reducing waste in materials, inventory, production steps, and activities that do not add value.
Just-in-Time (JIT) Systems
Just-in-Time (JIT) Systems
• Just-in-time (JIT) – the concept behind creating the firm’s product in the least amount of time.
• Close coordination between manufacturers, suppliers, and customers.
• The firm’s inventory of inputs are kept at the lowest level possible.
• Inputs arrive at the organization when, not before, they are needed.
Process ReengineeringProcess Reengineering
• Method of changing the entire production process rather than making incremental changes.
• Involves fundamentally rethinking and radically redesigning the entire process including:– Cutting out steps that are not needed.– Reducing paperwork.
Statistical Process Control ToolsStatistical Process Control Tools
Check Check SheetsSheets
Pareto Pareto AnalysisAnalysis
Process Process Flow Flow
AnalysisAnalysisCause-and-Cause-and-
Effect Effect DiagramsDiagrams
Process Process Capability Capability MeasuresMeasuresControl Control
ChartsCharts
Chapter 17Chapter 17
Managing Information
Systems
Managing Information
Systems
GOOD LUCK GOOD LUCK
GETTING READY GETTING READY FOR THE FOR THE
FINALFINAL
Management Skills for Information Systems Management
Management Skills for Information Systems Management
• Analytical Skills. Managers need to be able to gather, synthesize, and compare data about their firms and about the options available to them.
• Organizational Skills. Managers need to be able to make sense of information by organizing data to facilitate analysis and comparison.
• Flexibility and Innovation Skills. Managers must be able to be flexible in adapting standard business practices to new information technologies.
Data and InformationData and Information
• Data: raw facts, such as the number of items sold or the number of hours worked in a department.
• Information: data that have been gathered and converted into a meaningful context.
• Databases: computer programs that assign multiple characteristics to data and allow users to sort the data by characteristic.
Data and Information (continued)Data and Information (continued)
• Data warehouses: massive databases that contain almost all of the information about a firm’s operations.
• Data mining: the process of determining the relevant factors in the accumulated data to extract the data that are important to the user.
Information TechnologyInformation Technology
• Technology is the means of transforming inputs into products.
• Technology has improved operations management, including productivity, efficiency, and customer responsiveness.
• A firm’s information technology may incorporate its operations technology.
Computer NetworksComputer Networks
Local Local Area Area
NetworksNetworks
InternetInternet
ExtranetExtranetss
IntranetIntranetss
LAN
Network of
Networks
WANLinks to suppliers, customers, etc.
Local, uses standards of Web- HR, Notice Boards
Enterprise Resource Planning (ERP) Software
Enterprise Resource Planning (ERP) Software
• Combines all of a firm’s computerized functions into a single, integrated software program that runs off a single database.
• This allows various departments to easily share information and communicate with each other.
Information SystemsInformation Systems
• Information systems combine computers, other hardware, software, and human resources to manipulate data into useable information.
• Operations information systems:– Process control systems– Office automation systems– Transaction-processing systems
• Expert systems Attempts to mimic the decision making process of experts, e.g.. Doctors
Management Information SystemsManagement Information Systems
• Management information system (MIS): an information system that provides information to managers to use in making decisions.
• Types of MIS used by businesses:– Information reporting systems– Decision support systems– Group decision support systems– Executive information systems
• Management Information Systems (MIS)– Focuses on the routine, structured, regular
reporting and information requirements of the organization.
• Decision Support Systems (DSS)– Computer-based information system that uses
imbedded analytical models to assist decision makers in analyzing and solving semistructured problems.
Applications of Computer-Based Information Systems
Applications of Computer-Based Information Systems
TelecommutingTelecommuting
• Telecommuting–The practice of working at a
remote site by using a computer linked to a central office or other employment location.
On to the Final
On to the Final