AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
PLUS
24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Question 1) Discuss various tasks of a professional manager. Describe the survival and growth options
which your organization has adopted or any organization you are familiar with. Describe
the organization you are referring to.
2) Express various models of decision making process. Describe a model which is most
suitable to your organization or any organization you are familiar with and why? Describe
the organization you are referring to.
3) Explain the process of conflict. Discuss the impact of conflict on the performance of an
organization you are working in or any organization you are acquainted with. Describe
the organization you are referring to.
4) Explain various channels of communication .Describe the importance of grapevine
communication. Illustrate from an organization you are familiar with. Describe the
organization you are referring to.
Answer JOHN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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1)Discuss various tasks of a Professional Manager. Describe the survival and growth options which your organization has adopted or any organization you are familiar with. Describe the organization you are referring to.
I have outlined a very broad guideline for a manager position.
Since you did not specify the role / the type of business,
I took the liberty of giving a broad outline.
MOST MANAGEMENT POSITIONS HAVE A FUNCTIONAL R-ESPONSIBILITIES
-marketing manager
-manufacturing manager
-production manager
-sales manager
-human resource manager
-warehousing manager
-customer service manager
etc etc
================================================
CHECKLIST OF ROUTINE MANAGERIAL DUTIES
*Analyze, on a periodic basis, workload and personnel needs of an organizational unit.
*Recommend changes in the staff level of the work unit.
*Review documentation for new positions and positions that have been revised.
*Obtain approval to modify positions.
*Interview candidates for employment and make hiring decision or recommendations.
*Orient new subordinates concerning policy and procedures, work rules, and performance expectation
levels. Review position responsibilities.
*Plan, delegate, communicate and control work assignments and special projects concerning
subordinates.
*Establish and maintain specific work goals and objectives or quantitative and qualitative work standards
to be achieved by subordinates.
*Train, develop, and motivate subordinates to improve current performance and to prepare for higher‑ level
jobs.
*Determine significant changes in responsibilities and major duties of subordinates by reviewing their job
responsibilities on a regular basis.
*Evaluate the performance of subordinates. Document and discuss present and past
*performance with each direct report. Keep supervisor informed of results.
*Review salaries of subordinates and recommend changes according to policy and procedures.
*Recommend personnel actions such as promotions, performance awards, demotions, etc., according
to budget guidance and policy.
*Advise superiors and subordinates of developments that impact job duties. Ensure proper
communications.
*Maintain discipline, recommend and administer corrective action according to policy and procedures.
*Communicate and administer personnel programs in accordance with design and objectives.
*Maintain proper documentation on all subordinates.
*Direct the business activities of the company for the achievement of short and long term business/policy objectives, increased profit, production activity, or market share.
*Establish the business's objectives, policies and programmes within the context of the overall Corporate plan and, where appropriate, recommend standards and set targets (may include manufacturing, sales, marketing, distribution and administration).
*Prepare, or arrange for the preparation of the business's budgets, reports and forecasts, and ensure they are presented in a timely manner to the MANAGEMENT.
*Appraise the activities of the BUSINESS according to overall strategies and objectives, and monitor and evaluate branch and division performance, the efficiency of staff, procedures and production costs.
*Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.
*Oversee the development and implementation of all BUSINESS activities including production, distribution and sales, to protect the funds invested.
*Plan and review the BUSINESS operating costs particularly with regard to production, output, quality and quantity, cost, time available, labour requirements, planned production programmes and control activities, inventory levels, freight and advertising.
*Direct the preparation of marketing plans, key customer strategies and sales forecasts recommended by subordinate managers and ensure adequate support is provided in all branches/areas.
*Control use of production plant facilities by planning maintenance, designating operating hours and supply of parts and tools.
*Direct research into new and improved production methods and products, changes in selling policies, and other areas necessary to ensure the continued growth of the business.
*Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.
*Provide overall direction and management of the business, including personnel, technological resources and assets. Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of the business.
*Ensure all the business's activities comply with relevant Acts, legal demands and ethical standards.
=======================================================
The three parts are:
achieving the task
managing the team or group
managing individuals
***Your responsibilities as a manager for achieving the TASK are:
identify aims and vision for the group, purpose, and direction - define the activity (the task)
identify resources, people, processes, systems and tools (inc. financials, communications, IT)
create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics
establish responsibilities, objectives, accountabilities and measures, by agreement and delegation
set standards, quality, time and reporting parameters
control and maintain activities against parameters
monitor and maintain overall performance against plan
report on progress towards the group's aim
review, re-assess, adjust plan, methods and targets as necessary
***Your responsibilities as a manager for theGroup / team are:
establish, agree and communicate standards of performance and behaviour
establish style, culture, approach of the group - soft skill elements
monitor and maintain discipline, ethics, integrity and focus on objectives
anticipate and resolve group conflict, struggles or disagreements
assess and change as necessary the balance and composition of the group
develop team-working, cooperation, morale and team-spirit
develop the collective maturity and capability of the group - progressively increase group freedom and authority
encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose
identify, develop and agree team- and project-leadership roles within group
enable, facilitate and ensure effective internal and external group communications
identify and meet group training needs
give feedback to the group on overall progress; consult with, and seek feedback and input from the group
***Your responsibilities as a manager for each INDIVIDUAL are:
understand the team members as individuals - personality, skills, strengths, needs, aims and fears
assist and support individuals - plans, problems, challenges, highs and lows
identify and agree appropriate individual responsibilities and objectives
give recognition and praise to individuals - acknowledge effort and good work
where appropriate reward individuals with extra responsibility, advancement and status
===========================================================
Describe the organisation you are referring to
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
=====================================================
various survival & growth options
A number of programs were put into
place, both with the intention of
-surviving the competition
-maintaining a growth of 20% a year for 5 years.
*Technical training for all company sales staff.
*Management development programs for middle managers.
*Pay for performance , with built-in incentives.
*Introduction to more innovative products.
*Training of the sales staff of the various channels.
*Improvements in customer coverage.
*Improvements in product ranging.
*Introduction ERP software for cost reduction/ efficiency improvements.
*Organization restructure to make the ''VALUE CHAIN'' more effective.
*Outsourcing some activities like warehousing etc.
*Introduction of e-commerce.
*Introduction of e-learning.
============================================
2) Express various models of decision making process. Describe a model which is most suitable to your organization or any organization you are familiar with and why? Describe the organization you are referring to.
Models of Decision Making
1.
• The Rational Model
– Consists of a structured four-step sequence:
• identifying the problem
• generating alternative solutions
• selecting a solution
• implementing and evaluating the solution
2.
Simon’s Normative Model
- Based on premise that decision making is not
rational
- Decision making is characterized by
* limited information processing
* use of rules of thumb or shortcuts
* satisficing
3.
Assets of Group Decision
Making
• Groups can accumulate more knowledge and facts
• Groups have a broader perspective and consider more
alternative solutions
• Individuals who participate in decisions are more satisfied
with the decision and are more likely to support it.
• Group decision making processes serve an important
communication function as well as a useful political
function.
4.
Liabilities of Group Decision
Making
• Groups often work more slowly than individuals.
• Groups decisions involve considerable compromise that
may lead to less than optimal decisions.
• Groups are often dominated by one individual or a small
clique, thereby negating many of the virtues of group
processes.
• Overreliance on group decision making can inhibit
management’s ability to act quickly and decisively when
necessary.
Individual vs. Group Decision
Making
• In establishing objectives, groups are probably superior to
individuals because of the greater amount of knowledge
available to groups.
• In identifying alternatives, the individual efforts of group
members encourage a broad search in various functional
areas of the organization.
• In evaluating alternatives, the collective judgement of the
group, with its wider range of viewpoints, seems superior
to that of the individual decision maker.
===============================================
THE COMPANY USING THE RATIONAL APPROACH.
Basic Guidelines Decision Making
1. Define the problem
This is often where people struggle. They react to what they think the problem is. Instead, seek to understand more about why you think there's a problem.
Defining the problem: (with input from yourself and others)
Ask yourself and others, the following questions:
a. What can you see that causes you to think there's a problem?
b. Where is it happening?
c. How is it happening?
d. When is it happening?
e. With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When we're stressed, blaming is often one of our first reactions. To be an effective manager, you need to address issues more than people.)
f. Why is it happening?
g. Write down a five-sentence description of the problem in terms of "The following should be happening, but isn't ..." or "The following is happening and should be: ..." As much as possible, be specific in your description, including what is happening, where, how, with whom and why. (It may be helpful at this point to use a variety of research methods. Also see http://www.managementhelp.org/research/research.htm.
Defining complex problems:
a. If the problem still seems overwhelming, break it down by repeating steps a-f until you have descriptions of several related problems.
Verifying your understanding of the problems:
a. It helps a great deal to verify your problem analysis for conferring with a peer or someone else.
Prioritize the problems:
a. If you discover that you are looking at several related problems, then prioritize which ones you should address first.
b. Note the difference between "important" and "urgent" problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.
Understand your role in the problem:
a. Your role in the problem can greatly influence how you perceive the role of others. For example, if you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others.
----------------------------------------------
2. Look at potential causes for the problem
a. It's amazing how much you don't know about what you don't know. Therefore, in this phase, it's critical to get input from other people who notice the problem and who are effected by it.
b. It's often useful to collect input from other individuals one at a time (at least at first). Otherwise, people tend to be inhibited about offering their impressions of the real causes of problems.
c. Write down what your opinions and what you've heard from others.
d. Regarding what you think might be performance problems associated with an employee, it's often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem.
e.Write down a description of the cause of the problem and in terms of what is happening, where, when, how, with whom and why.
----------------------------------------------------
3.Define the Goal or Objective
In a sense, every problem is a situation that prevents us from achieving previously determined goals. If a personal goal is to lead a pleasant and meaningful life, then any situation that would prevent it is viewed as a problem. Similarly, in a business situation, if a company objective is to operate profitably, then problems are those occurrences which prevent the company from achieving its previously defined profit objective. But an objective need not be a grand, overall goal of a business or an individual. It may be quite narrow and specific. "I want to pay off the loan on my car by May," or "The plant must produce 300 golf carts in the next two weeks," are more limited objectives. Thus, defining the objective is the act of exactly describing the task or goal.
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4. Identify alternatives for approaches to resolve the problem
a. At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem). Brainstorm for solutions to the problem. Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea. It's critical when collecting the ideas to not pass any judgment on the ideas -- just write them down as you hear them.
-------------------------------------------------------------
5. Select an approach to resolve the problem
When selecting the best approach, consider:
a. Which approach is the most likely to solve the problem for the long term?
b. Which approach is the most realistic to accomplish for now? Do you have the resources? Are they affordable? Do you have enough time to implement the approach?
c. What is the extent of risk associated with each alternative?
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6. Plan the implementation of the best alternative (this is your action plan)
a. Carefully consider "What will the situation look like when the problem is solved?"
b. What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? Don't resort to solutions where someone is "just going to try harder".
c. How will you know if the steps are being followed or not? (these are your indicators of the success of your plan)
d. What resources will you need in terms of people, money and facilities?
e. How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success.
f. Who will primarily be responsible for ensuring implementation of the plan?
g. Write down the answers to the above questions and consider this as your action plan.
h. Communicate the plan to those who will involved in implementing it and, at least, to your immediate supervisor.
(An important aspect of this step in the problem-solving process is continually observation and feedback.)
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7. Monitor implementation of the plan
Monitor the indicators of success:
a. Are you seeing what you would expect from the indicators?
b. Will the plan be done according to schedule?
c. If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed?
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8. Verify if the problem has been resolved or not
One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization. Still, you should consider:
a. What changes should be made to avoid this type of problem in the future? Consider changes to policies and procedures, training, etc.
b. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge, understanding and/or skills.
c. Consider writing a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates
=======================================================
THE ORGANIZATION I AM ASSOCIATED WITH
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
==============================================
THE COMPANY ANALYSES THE FOLLOWING DATABASE
AND APPLYS THE PROBELM SOLVING/ DECISION
MAKING APPROACH / FINALIZES THE PLAN.
1. External Assessment
Areas for opportunities and threats
* Markets [ what is the market situation, which is forcing the change requirements
*Customers [ how can service the customer -internal / external -better .
* Industry [ is the industry trend ]
* Competition [ is it the competitive situation
*Factors of business [ causing the change]
* Technology [ is it technology change ]
2. Internal Assessment
Areas for strengths, weaknesses, and barriers to success
ORGANIZATION DIMENSIONS
*Culture [ is the working culture change ]
* Organization [ is the organization demanding change ]
* Systems [ is it the systems change ]
* Management practices [ change in managemement process]
OTHER KEY DIMENSIONS
*Cost‑efficiency[ is it for cost efficiency ]
* Financial performance [ is it for financial performance improvement ]
* Quality [ is it for quality performance improvement
*Service [ is it for service performance improvement
*Technology[ is it for technology performance improvement
* Market segments [ is it for sales performance improvement
* Innovation[ is it for performance improvement
*new products[ is it for new product performance improvement
*Asset condition[ is it for financial performance improvement
*productivity[ is it for financial performance improvement
3. Source Strategic objectives and programs
The critical issues that must be addressed if the organization
Is to succeed
Strengths
Weaknesses
Opportunities
Threat
PRIORITY ISSUES
FROM THE ABOVE , DETERMINE THE CORE ISSUES
WHICH NEEDS TO SOLVED WITH YOUR INVESTMENT.
STRATEGIC PROGRAMS
FROM THE ABOVE CORE ISSUES , DETERMINE YOUR
STRATEGIC PROGRAMS.
Mission STATEMENT
VISION STATEMENT
Your CORE PURPOSE
Your CORE OBJECTIVES
Your Core markets;
Your CORE strategic thrusts.
BUSINESS DEFINITION:
The arena of products, services, customers, technologies, distribution methods, and geography in which you'll compete to get results.
VALUES:
Desired attitudes and behavior toward internal and external stakeholders that
will yield the culture and business results you want and that you will execute and turn into
action through
Product Convenience
Service Image
Target customer Geography
Distribution Product design
Delivery Quality
Value Reliability
Pricing Advertising/promotion
INTERNAL STRATEGIES
People/skills / Facilities
Organizational / Product
structure / development
Management style /Incentives/rewards
Training Spending
Equipment Sourcing/
manufacturing
technology / Systems
R&D / Service
FINANCING / Quality
Strategy Statement Content
v Priorities and Posture
Business unit
Market
Product
Strategic thrust/competitive advantage
External strategies
Internal strategic thrust
Internal strategies
Strategic fixes
8. Strategic
Program Content
LEADERSHIP: who
OBJECTIVES
KEY STEPS: who, what, when
FINANCIAL AND STRATEGIC
GAIN AND COST
PEOPLE: numbers and skills
COORDINATION REQUIREMENTS:
People and organizational units outside your control who must contribute
LEVERAGE: the high leverage individuals and units who must contribute at lower levels
Strategic
‑Accountability~/Reviews
QUARTERLY: Programs and strategic numbers' progress
INDIVIDUAL OBJECTIVES:
Performance appraisal
REWARDS AND CONSEQUENCES: Based on strategic performance of teams and individuals
MONITORING SYSTEM
=============================================
THE COMPANY ARRIVES AT THE FOLLOWING
DECISIONS AT THE END OF THE SESSIONS:
8.PRODUCTIVITY IMPROVEMENT %
9.PROFITABILITY INCREMENT %
10. RETURN ON INVESTMENT.
==============================================
THE ONLY CHANGE I WOULD MAKE
-seek more time for this workshop exercise,
as we often work in tight time frame.
===========================================
3) Explain the process of conflict. Discuss the impact of conflict on the performance of an organization you are working in or any organization you are acquainted with. Describe the organization you are referring to.
PROCESS OF CONFLICT
In sum, then, the conflict process constitutes five phases .
Phase I has three subphases.
-The first our coexistence in the sociocultural space of meanings, values, norms, status and class. This is the space of potentiality, of possibility, but not of actual tendencies, interests, and conflicts. Its nature is defined by our sociocultural dimensions; within this nature lie the seeds of all our conflicts.
The second subphase results from the transformation of potentiality into dispositions--tendencies to have opposing interests--which are clusters of attitudes connected to our needs, that lie along the major social distances separating us. Moreover, the full development of this phase requires our mutual awareness of our differences and similarities.
Awareness plus attitudes tending to opposition form the structure of conflict. Opposing attitudes can become activated by our needs. Infused with energy, they may become opposing interests, each driving towards satisfaction. This opposition develops in the context of our mutual expectations about each other in some situation, our capabilities to gratify these interests and our will to do so. The transformation of attitudes into interests initiates the third subphase. Interests along with capabilities and expectations define the situation of conflict.
Phase I is the latent conflict phase, since no overt conflict occurs. What follows is the initiation of conflict,
Phase II, which is triggered by some event stimulating the will to manifest opposing interests. This is a situation of uncertainty, for the other's reaction to such an attempt is unknown, and the risks are objectively incalculable. But the will has decided and prepared for the actual confrontation of interests, of powers--
Phase III, the balancing of powers.
The balancing phase involves three periods.
1.The first is the status quo testing period, the preliminary assessment of the initial rights and benefits one can assert against another, and the capabilities and will he appears to have.
2.The second period is the clash of social powers, the attempt by each party to manifest his interests over the other. Any and all forms of social powers may be involved, but we should discriminate between the confrontation of coercive and noncoercive powers.
3.The final period involves accommodations--an adjustment of interests in the light of the knowledge created, the uncertainty reduced by the confrontation.
In the case of coercive powers, the clash may lead to the use of force, the use of physical power to manifest one's interests in spite of the resistance of the other self. Accommodation is a negotiation among selves; force is the physical bypassing of another self.
The balancing of powers phase may manifest conflict interaction, as powers conflict and accommodations are reached. Violence may also occur in the application of deprivation or implementation of threats. Moreover, if coercion leads to force, violence will certainly be involved.
Whether through force or accommodation, this final period leads to a balance of powers, and structure of expectations,
Phase IV. This constitutes the network of formal or informal understandings and agreements based on a balancing among interests, capability, and wills. It is a structure of expectations, which involves at its core a status quo, a system of understandings concerning who owns or has other rights to what.
Nonconflict social interaction occurs within this structure, but such interaction is itself a process of learning more about another, through which the structure becomes gradually reinterpreted and incrementally altered. Such change is small and limited, for the structure is based on a given balance of powers, a specific historical triangle of interests, capability, and wills.
This triangle also changes: interests, capabilities, and wills shift in time, sometimes rapidly and radically. Thus, the structure of expectations becomes increasingly or is suddenly incongruent with the underlying state of affairs.
Finally,
Phase V of the conflict process is disruption. Although a structure of expectations may end simply as a result of one party moving away or dying, ordinarily the structure will be disrupted. Changes in social conditions (a promotion, a hospitalization, an accident), or natural disasters (fire, flood, earthquake), or events (war, revolution, terrorism) which can upset a structure whether it is congruent with the underlying triangle or not. Often, however, an increasingly incongruent structure continues to exist, in which case there is corresponding likelihood that some small and chance event--a trigger--will disrupt it.
Once disrupted, the relations between the parties may return to that of potentiality, if they completely separate, or a structure of conflict if their interests are no longer opposing but there is some awareness--some contact between them. Often, however, social relationships are continuous, as with husband and wife. Then, upon disruption the process of conflict returns to the situation of uncertainty. The resulting balancing of power, the establishing of a new structure, reorders nonconflict interaction in line with new interests, capabilities, and credibility.
This rephasing of the conflict process, this re-enactment of the previous phases, is not a simple rewriting on an erased slate. The preceding experiences, balances, and their structures inform the new balancing, the new balance. Therefore, this conflict process represents more a helix than a cycle, a process spiraling upward in learning and adjustments. And unless there is a change in the fundamental conditions of the relationship, the helix will lead to greater cooperation and less conflict.
THE EIGHT STEPS TO CONFLICT RESOLUTION.
Create an Effective ATMOSPHERE.
Clarify PERCEPTIONS
Focus on Individual and SHARED NEEDS.
Build SHARED POSITIVE POWER.
LOOK TO THE FUTURE , then Learn from the Past
Generate OPTIONS.
Develop DOABLES.
Make MUTUAL BENEFITS AGREEMENTS.
The " process" is based on the following five principles. Keep them in mind whenever you are involved in a conflict:
Think "we," rather than "I versus you" - working together helps solve conflicts.
Try to keep in mind the long term relationship.
Good conflict resolution will improve the relationship.
Good conflict resolution benefits both parties.
Conflict resolution and relationship building go hand in hand.
----------------------------------------------------------------------------
THE ORGANIZATION IS THE SAME AS LISTED IN THE
ABOVE 2 QUESTIONS.
WE FOLLOW THESE STEPS IN MANAGING THE CONFLICTS
BETWEEN TWO DEPARTMENTS IN CORPORATE PLANNING
SESSIONS.
The Eight Steps
Step 1 - Create an Effective Atmosphere
Creating an effective atmosphere is a very important step in the conflict resolution process. It is more likely for mutual agreements be reached when atmosphere is given careful consideration. When thinking about atmosphere, remember these ideas:
Personal preparation -- doing all you can to ready yourself in positive ways to approach issues honestly and openely.
Timing -- choosing a time that is best for all parties involved. A time in which no one is feeling pressed to move on or pressured in other ways.
Location -- where you meet is as important as when you meet. It is best to pick a place where all parties can feel comfortable and at ease.
Opening statements -- try to start out on a good note. Good openings are ones that let others know you are ready and willing to approach conflict with a team-like attitude that focuses on positive ends. They should also ensure the trust and confidentiality of the parties involved.
Step 2 - Clarify Perceptions
Clarify individual perceptions involved in the conflict. You can't solve a problem if you don't know what it is about.
Sort the parts of the conflict - ask what it is about.
Avoid ghost conflicts -- get to the heart of the matter and avoid side issues.
Clarify what, if any, values are involved.
Recognize that the parties involved need each other to be most effective.
Additionally, clarify your perceptions of the other party.
Avoid stereotyping.
Listen carefully.
Recognize the other's needs and values.
Empathize - ask why they feel the way they do.
Clear up misconceptions you may have of them.
Step 3 - Focus on Individual and Shared Needs
Expand on shared needs. Realize that you need one another in order to successfully resolve conflicts. Be concerned about meeting others needs as well as your own. When you take the time to look, you will recognize that individuals often share needs in common.
Step 4 - Build Shared Positive Power
Power is made up of people's outlooks, ideas, convictions, and actions. A positive view of power enables people to be most effective. A negative outlook on power proves disempowering. Instead of "power with," it encourages "power over." Positive power promotes building together and strengthening partnerships. When parties in conflict have this outlook, they can encourage each other to use shared positive power. This gives an ultimate advantage to all involved because each person's positive energy is being drawn upon for a worthwhile solution.
Step 5 - Look to the Future, then Learn from the Past
Don't dwell on negative past conflicts, or you won't be able to deal positively in the present or the future. Try to understand what happened in the past, and avoid repeating the same mistakes over. Don't get stuck in a rut; learn from past conflicts and be forgiving. Let others know "I'm not mad at you, I'm mad at what you did."
Step 6 - Generate Options
Beware of preconceived answers.
Look for common threads.
Make sure options are workable for all parties involved.
Set aside disagreements and focus on options that seem most workable.
Avoid spin-off conflicts by bypassing options that won't work for all involved.
In Generating Options:
Ask first for the conflict partner's options -- listen and learn.
Try free-flowing options:
make new suggestions
write them down
wait to discuss them till they're all out on the table
group similar options together
narrow down the list
predict possible outcomes
look at all ideas, no matter how silly they may seem
Imagine
Identify Key Options; these are ones that will:
meet one or more of the shared needs
meet individual needs and are compatible with other's needs
use mutual positive power
improve the relationship
be at least acceptable but preferably satisfying to all involved
When looking at options, don't let past experiences cloud present perceptions and decisions.
Step 7 - Develop "Doables" -- Stepping-Stones to Action
Doables are specific actions that have a good chance at being successful. Doables are:
the ideas that have the best chance at success
steps that never promote unfair advantages on any sides
found on shared input and information from all parties
trust builders - they add confidence in working together
actions that meet shared needs
Step 8 - Make Mutual Benefit Agreements
Mutual-Benefit Agreements should give you lasting solutions to specific conflicts.
Instead of demands, focus on developing agreements and find shared goals and needs.
Build on "Doable" things by working on the smaller stepping-stone solutions.
Pay attention to the needs of the other person in addition to your own interests.
Recognize the "givens" - basic things that cannot be altered or compromised.
Clarify exactly what is expected of you in the agreement - your individual responsibilities.
Keep the conflict partnership process going by using and sharing these skills with others.
Handling Anger
It's alright to feel anger, but we should not allow it to rule. Instead, we should identify the source of our anger and then try to move past it. When this is done, we can focus on the positive steps of conflict resolution. In partnerships, the idea is not to break down - it is to focus on building up.
Dealing With People Who Only Want Things Their Way
Effective conflict resolution is not deciding who gets their way. Using conflict partnership skills can help you find a resolution that is "getting our way," even with people who seem locked in a pattern of "either your way or mine."
When the other party seems to be defining conflict resolution as an "I-versus-you" struggle:
try extra hard to set a partnership atmosphere
state clearly that you see conflict resolution as a process in which you need each other
focus on shared needs and shared power
generate specific options and doables that will improve the relationship for both of you
If the other party is focusing on power or control and thinking losing either will weaken them:
focus on developing an "our" power attitude
recall times that effective shared power has worked for the relationship in the past
When the other party focuses on controlling the situation rather than on the needs of the situation:
encourage them to talk about what they think the needs of the situation really are
try to come up with doables based on those needs
Dealing with Conflicts that Involve an Injustice
An injustice involves a violation of values or principles that are important to you.
Make sure that you understand the differences between behavior that is unjust and behavior you simply do not like.
If you're confident that a conflict does indeed involve an injustice, you need to tell the other party involved how see what has occurred.
Focus on the behavior, not on the person. In injustice situations, we often hear people saying, "You aren't fair!" This kind of statement could result in a reply such as "Well, if you think I'm an unfair person, then I guess we have nothing to talk about." A better way to handle this would be to start with a positive opening statement such as, "I feel what you did was unfair, and I want to understand why you did it. Were you aware I might feel unjustly treated? Would you feel unjustly treated if someone did that to you?" This is more likely to result in a positive response and some feedback.
Clearly state when you think an injustice has been done. Do it in a way that encourages positive behavior and successful resolution.
You could:
Ask what alternate behavior could have been used.
Ask them to put themselves in your shoes to understand how you were affected by their behavior.
Focus on the positive by reminding them of past examples when their fair behavior resulted in good partnership resolution.
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4) Explain various channels of communication .Describe the importance of grapevine
communication. Illustrate from an organization you are familiar with. Describe the
organization you are referring to.
Clearly, informal discussions are and important component of organizational communication. This “grapevine” dialogue can be healthy and offer management critical insight as to what is on the hearts and minds of the employees. Many times however, without the benefit of a more formal mechanism of imparting factual information, the “grapevine” can play an unhealthy and counter-productive role by distorting realities into distracting rumors. It is impossible to eliminate the grapevine because it is a part of organizational life.
It is important that organizations share information and communicate details to reduce the need for rumors and gossip that naturally spread on the grapevine. employee communications promote clear communication, improved employee/management relations and positive morale.
grapevine
The Grapevine is the informal, but powerful communication medium in every organization. The grapevine is pervasive and, according to my research, highly persuasive.
We can’t stop the grapevine. And we can’t outrun it. Word spreads like wildfire from person to person. And now blogs have become the “grapevine on steroids.”
While formal communications are important and effective, informal channels should not be ignored. Understood and optimized, the grapevine can be a powerful vehicle to align the company around important messages.
Grapevine activity accelerates
• When there is a lack of formal communication.
• Anytime there is an ambiguous or uncertain situation
• When there are no sanctioned channels for venting
• When change is impending, and
• When there are heavy-handed efforts to shut it down.
There is a perception gap between senior and lower management. Lower managers are more likely to recognize the existence, the conditions under which the rumor mill accelerates, and the benefits of tapping into the grapevine.
Managers can influence the grapevine by
• Understanding the conditions that increase grapevine activity
• Respecting employees’ desire to know
• Increasing participation and influence
• Sharing the bad news as well as the good,
• Monitoring the grapevine, and
• Acting promptly to correct mis-information.
The grapevine may in fact be beneficial for an organization
• Some information that people can only get from the grapevine. “If you want to see what insurance coverage is offered, check the brochure or intranet. But if you want to know what it really takes to be successful around here, ask the grapevine.”
People can also . . .
• Spot problems and prepare. Compare reactions for appropriateness.
• Identify and seize opportunities early on.
• Build a reputation by positioning yourself as a “hub” in the grapevine network.
• Bond with co-workers. “Gossip greases the social wheel.”
• Weed out cheaters and liars. The grapevine exposes “free riders” – those individuals who don’t contribute, but benefit from the group’s efforts.
• Let off steam.
• Gain power and control. Those who are connected to the grapevine know more about what’s going on their companies than people who don’t gossip.
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VARIOUS TYPES OF COMMUNICATION SYSTEMS
NEWSLETTERS
E-BULLETINS
Explain new policies and initiatives
State of the organization updates
Feature stories about product/industry
Culture reinforcement
Employee highlights
Promotions, retirements, awards
Suggestion program feedback
BULLETIN BOARD
VIDEO MESSAGES
COMMUNICATION SYSTEMS
Communication systems can be divided into those
- using an intranet,
- using the written word such as magazines, newsletters, bulletins and notice‑boards,
- using oral methods such as meetings, briefing groups and public address systems.
The aim should be to make judicious use of a number of channels to make sure that the message gets across.
Communications through an intranet system
Organizations are increasingly relying on an internal e‑mail system (the intranet) to communicate information, especially in workplaces where all or most of the employees have direct or indirect access to a computer. The advantage of intranet communications is that they can be transmitted swiftly to a wide audience. They can also be used for two‑way communications ‑ employees can be invited to respond to questions or surveys.
Magazines
Glossy magazines or house journals are an obvious way to keep employees informed about the company and are often used for public relations purposes as well. They can extol and explain the achievements of the company and may thus help to increase identification and even loyalty If employees are encouraged to contribute (although this is difficult), the magazine can become more human. The biggest danger of this sort of magazine is that it becomes a public relations exercise which is seen by employees as having little relevance to their everyday affairs.
Newsletters
Newsletters aim to appear more frequently and to angle their contents more to the immediate concerns of employees than the glossier form of house magazine. To be effective, they should include articles specifically aimed at explaining what management is planning to do and how this affects everyone. They can also include more chatty 'human interest' material about the doings of employees to capture the attention of readers. Correspondence columns can provide an avenue for the expression of employees' views and replies from management, but no attempt should be made to censor letters (except those that are purely abusive) or to pull punches in reply. Anonymous letters should be published if the writer gives his name to the editor.
The key factor in the success of a newsletter or any form of house magazine is the editor, who should be someone who knows the company and its employees and can be trusted by everyone to be frank and fair. Professional expertise is obviously desirable but it is not the first consideration, as long as the editor can write reasonably well and has access to expert help in putting the paper together. It is often a good idea to have an editorial board consisting of management and employee representatives to advise and assist the editor.
Organizations often publish a newsletter in addition to a house magazine, treating the latter mainly as a public relations exercise and relying on the newsletter as the prime means of communicating with employees.
Bulletins
Bulletins can be used to give immediate information to employees which cannot wait for the next issue of a newsletter; or they can be a substitute for a formal publication if the company does not feel that the expense is justified. Bulletins are useful only if they are distributed quickly and are seen by all interested employees. They can simply be posted on notice‑boards or, more effectively, given to individual employees and used as a starting point for a briefing session if they contain information of sufficient interest to merit a face‑to‑face discussion.
Notice‑boards
Notice‑boards are an obvious but frequently misused medium for communications. The biggest danger is allowing boards to be cluttered up with uninteresting or out‑ofdate material. It is essential to control what goes on to the boards and to appoint responsible people to service them by removing out‑of‑date or unauthorized notices.
A more impressive show can be made of notices and other material if an information centre is set up in the restaurant or some other suitable place where the information can be displayed in a more attractive and compelling manner than on a typical notice‑board.
Employee involvement
Employee involvement through such means as consultative committees provides a channel for two‑way communication. Sometimes, however, they are not particularly effective, either because their thunder has been stolen by union negotiation committees, or because their proceedings are over‑formalized and restricted and fail to address the real issues. It is essential to disseminate the information revealed at committees around the offices and works, but it is impossible to rely on committee members to do this. Minutes can be posted on noticeboards, but they are seldom read, usually because they contain too much redundant material.
Videos
Specially made videos can be a cost‑effective method of getting across personal messages (eg from the chief executive) or information about how the company is doing. They can, however, be regarded by employees as too impersonal and/or too slick to have any real meaning.
EMPLOYEE SUGGESTIONS PROGRAM MANAGEMENT
Giving employees the opportunity to suggest changes or ways in which operations could be improved
Cost saving reward system design
Safety suggestions
Motivational ideas
Morale improvement strategies
channel communication
The company should appoint a ROUNDTABLE TEAM . Each of the DEPARTMENTS has a representative on the Roundtable. Their function is to serve as a communication conduit. They will meet regularly with STAFF to hear their problems, concerns, ideas and complaints and then pass the information along to the SENIOR MANAGEMENT. They also will share information with STAFF about the company progress.. The Roundtable is not intended to circumvent departmental heads or managers , but to enhance communication between staff and management.
crisis communication
JUST like a marketing plan, a financial plan, HR plan etc., the company should plan a crisis communication plan.
These plans are effective in helping them manage organizational crises.
internal blogging
We are hearing and reading a lot these days about the new Age of Transparency, in which organizations must go beyond traditional, tightly controlled communication and engage in a conversation with their customers, communities, employees and other stakeholders. Blogs are now big, but not yet big in the corporate world. We’re seeing a few high-profile corporate blogs, but apart from some noteable exceptions it doesn’t seem as if there’s a big stampede to adopt blogging as a corporate communication channel.
It’s easy to see why. Blogging is by its very nature a decentralized, uncontrolled style of communication that encourages dialogue and spiritied debate, and breaks down traditional boundaries. And large corporations, particularly publicly traded ones with investors to serve, are naturally centralized and tightly controlled when it comes to disclosing information.
So how can an organization reconcile the need to open up conversations with its stakeholders with the requirement for full, plain, timely and true disclosure to its investors, who are supposed to have the right to hear about important information at the same time? Ironically, the rules of disclosure have been getting stricter and more limiting even as technology is providing ways of opening things up.
And when it comes to employee communications, we know that there has always been a strong desire to control information. Anyone who has had to get an internal story approved has experienced this first hand.
So, here’s a question: what do companies need to do to encourage lively conversations among their employees without risking unwanted external leaks, and without exposing themselves to the kind of anarchy, and even bitter insurrection, that many leaders fear would come with losing control of internal communications?
It may well be time to open the shutters of the corporate bellfry and let in the fresh breeze of real human dialogue, but how?
And what role will communicators play in this new world of social media? Do we need to lead, follow, or just get out of the way?
using influencers
IT is a fact that employees receive 70% of their information from informal networks vs. only 30% from formal communications. Yet, most employee communications programs (even those employing first-line supervisors) focus almost exclusively on the formal communications and hierarchy, ignoring informal interactions within networks. What would happen if we looked at the grapevine not as a problem, but as an additional communication channel to be optimized?
In any organization, there are a small number of people whose opinions are highly sought and respected. Identified in a number of ways, these “influencers” can be a communicator’s biggest asset.
To influence the influencers,
• Find out what they think, feel and are currently saying about the organization.
• Train them to maximize their communication skills
• Inform them upfront about the back story (the process we went through to come to these conclusions)
• Solicit their opinions, ask their advice and utilize their feedback.
• Influencing the conversation: “You must encapsulate the spirit of your organization, package it in strategic statements and then emphasize those statements repeatedly – so the message becomes part of the conversation.”
The question for communicators: How do we engage the influencers around conversations that matter?
• Have your senior executives talk about the elephants in the room – the big issues that execs hope nobody will notice or bring up. Addressing these issues will
• Future forecasting: talk about trends and what it might mean for your company.
• Business literacy: You can’t have a conversation about the organization if people don’t know what it takes to make a buck in business.
• Change communications: facts – fast – frequent
• Starting rumors: The most powerful rumors are those based on executive behavior that is symbolic of the message you want to communicate.
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The organization, I am referring.
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
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The following communication channels are used.
*NEWSLETTERS
-monthly newsletters are used regularly covering such
news as staff , new products etc.
-Employee highlights
-Promotions, retirements, awards
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*INTRANET
-Explain new policies and initiatives
-PRODUCT KNOWLEDGE / APPLICATIONS.
-State of the organization updates
-Feature stories about product/industry
-Culture reinforcementS
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*Suggestion program feedback BOX.
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*BULLETIN BOARD
-announcements.
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*VIDEO MESSAGES
-management messages
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