Transcript MGT 304 Principles of Management

MGT 304 Principles of
Management
Chapter 7
Communication
& Change
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Communication-(technical Definition)
The transmission of data between a
sender and a receiver through a
media / medium.
OF the 500 most used words in the
English Language, they have over
14,000 different meanings (exp-for)
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Communication – (English Def.)
the process of exchanging
information between a sender
and a receiver.
Communication – the transfer of
information, ideas, understanding
and feelings among people.
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EFFECTIVE Communication-the RIGHT
people received the RIGHT information
in a timely manner.
“The best Business plan is meaningless
unless everyone is aware of it.
Communication is the lifeblood of the
plan.”
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Communication is the lifeblood of the
business.
Can we operation a business without
effective communication?
“The person that controls the channels of
communication will control the
organization.”
John Gardner
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10 Commandments of Good Communication
Clarify your ideas before communication
Know what your about to say
Try not to “Wing it”
 Examine the true purpose of each communication
What is the value of your communication
If none, keep your mouth shut.
Consider the total human and physical setting
Be aware of the environment
Be aware of whats going on
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10 Commandments of Good Communication
Consult with others in planning communication
Get input from others
More (trusted) people, more ideas, better results
Be aware of the overtones as well as the content of
your message
“Not what you say, but how you say it”
Obtain feedback to check the accuracy of listener
perception
The $15,000 MISTAKE
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10 Commandments of Good Communication
Take every opportunity to communication something
of value or help to the receiver
Communication for tomorrow as well as for today
Don’t use “tunnel vision”
Be sure your actions support your words
“Practice what you preach”
Be A Good LISTENER!!!!!!!!!!!!!!!!!
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Research shows we have between 16 and
46 communication episodes every hour.
At the low of 16, that is one every 4
minutes.
There is Distortion in every Communication
7% of what you say is what they heard
38% is perception “How you say it”
55% is Body Language Interpretation
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Types of Interpersonal Communication
Oral
• Spoken
• Most prevalent form of communication
Written
• Letters
• Reports
• Emails, etc
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Types of Interpersonal Communication
Nonverbal
Physical or Symbolic Language
• Traffic lights
• Sirens
• Status Symbols (size of office, titles)
Body Language
• Facial Expressions, posture , eye contact
• Crossing of arms
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Major Influences of Interpersonal Comm.
Social Influences
Status Barriers
Race
Gender
Education levels
Titles
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Major Influences of Interpersonal Comm.
Perception
The extent to which employees accurately receive
job instructions from supervisors may be
influenced by their opinions of the supervisors. If
an employee has stereotyped the boss as
incompetent, chances are that little the boss says
will be regardless seriously. Exp-Parents that
threaten children, but never carry them out
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Major Influences of Interpersonal Comm.
Interaction Involvement
Effective communication can be effected and
influenced by the extent to which one or both
parties are actually involved in the conversation.
• Letting things go in one ear and out the other
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Major Influences of Interpersonal Comm.
Organization Design
Decentralization leads to better communication
Fewer layers, better communication
When messages travel through less layers, the less
chance for distortion
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Direction of Organizational Comm.
Downward-managers use to direct and
influence the activities of those below.
Upward-Communication moving up the
ranks
Horizontal-means of coordinating
activities between departments
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Original Message
100% Top management understanding
63% Vice Presidents Understanding
56% General Managements Understanding
40% Plant Managers Understanding
30% Foreman's Understanding
20% Production Worker Understanding
Final Message
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Change is a fact of life
Organizations must be adept to change
Change must not be random or initiated
simply for the sake of change
Managing the “Change Process” is a skill a
manager needs to develop
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Internal Forces of Change
Changes in the composition of employees
Exp-Going from more experienced to less exp.
Changes in job technologies
Robots to replace line workers
Changes in Organizational structure
New divisions, E-Business
Corporate Culture-distrust, hostility, etc
Organizational Goals
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External Forces of Change
Economic or Market Conditions (Gas Prices)
Technology (Internet)
Legal or Political situations
Availability of Resources
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Resistance to Change
Individual
Misunderstanding of the purpose
Failure to see the need for change
Fear of unknown
Fear of loss of status, security, power, etc
Lack of identification / involvement with change
Habit
Vested interests in the status quo
Conflicting personal objectives
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Resistance to Change
Organizational
Reward system may reinforce the status quo
Interdepartmental rivalry
Sunk costs in past decisions or actions
Change will upset the balance of power
Structural rigidity
Poor choice of methodology for introducing
change
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The Glass Ceiling
Women make up 46% of total labor force
Women make up 41% of lower mangement
ranks
Women make up 3% of senior Executives
Business Week, “Corporate Women”
June 8, 1992, pp74-83
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Change process
Recognize need for change
Create the proper climate for change
Diagnosis of the problem
Search for appropriate change strategies
Selection of change strategy
Implementation
Evaluation
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Puzzle of the Week
Remember the phonograph record?
If a 33 1/3 RPM record has 6 songs
on each side, how many grooves
would it have?
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