Barriers to communication

Barriers – make communication not as effective as it should be, disturb comm. process

• Filtering ((manipulation of info to make it favourable)

• Info overload (info is greater than capacity)

• Jargon (special terminology to communicate)

• Emotions (how receiver feels)

• Depensiveness (verbally attract others, sarcastic remarks)

• National culture

Overcome barriers:

1. Use feedback

2. Simplify language

3. Listen actively

4. Constrain emotions

5. Watch nonverbal cues

Formal comm. – takes place within prescribed org. arrangements

Informal communication – communication that is not defined by org. hierarchy

Open workplaces:

Worklplaces- places with few physical barriers and enclosures.( how workplace is designed can affect productivity) Advantages: + visibility, + face to face communication, +supports collaboration, +socialization and constant learning.

Ethics:

Ethical communication – includes all relevant info, is true in every sense, not deceptive in any way. “e.g. establish clear guidelines for ethical behaviour”

THEORIES OF MOTIVATION

Motivation – process by which a persons’ efforts are energized, directed and sustained toward attaining the goal.

Maslow Hierarchy of needs:

• Human needs physiological, safety, social esteem and self actualization for a hierarchy. (на верхушке пирамиды последнее и дальше)

McGregor X & Y:

• Theory X – assumption that employees dislike work, are lazy, avoid responsibility

• Theory Y – assumption that employees are creative, enjoy work and seek responsibility

Herzberg’s Two factor theory

• Theory that claims that intrinsic values are related to job satisfaction, whereas extrinsic factors are associated with job dissatisfaction.

Hygiene factors – eliminate job dissatisfaction (supervision, policies, supervisor relationship, salary..)

Motivators – increase job satisfaction (motivation, recognition, responsibility, growth)

McClelland theory:

Three needs theory – sites three acquired needs (achievement, power, affiliation) as major motives at work.

• Need for achievement – drive to succeed

• Need for power – make others behave they wouldn’t behave otherwise

• Need for affiliation – desire for friendly/close relationships

Contemporary theories

Goal setting Proposition that specific goals increase performance, and difficult goals ether. Icl. Goal specifity May depend on the national culture

Reinforcement Behaviour is a function of its consequences Reinforces: Some behaviour can increase probability that it will be repeated (-) ignores needs (+) cause high engagement (+) influence behaviour

Equity Theory Suggests that employee compares his job input outcome ratio with relevance of others and makes then corrections. Referents – persons, systems against which individuals compare themselves Distributive justice – perceived fairness and allocation of rewards (перерисуй картинку)

Expectancy theiry An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome. Expectancy relationships- Perceived probability that an individual’s effort will result in a certain level of performance -Instrumentality Perception that performance will result in attaining a desired outcome - Valence – attractiveness of the reward (outcome)

TYPES OF LEADERS

Leader - Someone who can influence others and who has managerial authority.

Leadership - What leaders do; the process of influencing a group to achieve goals.

Contemporary Views of Leadership

• Transactional Leadership - leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

• Transformational Leadership - leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.

• Charismatic Leadership - an enthusiastic, self-confident leader whose personality and actions influence people behave in certain ways.

Characteristics of charismatic leaders:

• Have a vision,• articulate the vision,• willing to take risks, achieve the vision,•sensitive to the environment,• Exhibit behaviours that are out of the ordinary

• Visionary Leadership – A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.

Visionary leaders have the ability to:

Explain the vision to others, Express the vision through behaviour, Extend the vision to different leadership contexts

MANAGING POWER

Managing Power

– Legitimate power - the power a leader has as a result of his or her position.

– Coercive power - the power a leader has to punish or control.

– Reward power - the power to give positive benefits or rewards.

– Expert power - the influence a leader can exert as a result of his or her expertise, skills, or knowledge.

– Referent power - the power of a leader that arises because of a person’s desirable resources or admired personal traits.

Employee empowerment - Increasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems-

Why Empower employees?

> Quicker responses to problems and faster decisions

> Addresses the problem of increased spans of control in relieving managers so they can

address other problems

THE CONTROL PROCESS

Controlling - the process of monitoring, comparing, and correcting work performance.

The controlling process:

1. Measure actual performance

2. Compare actual performance against standard

3. Take managerial action

Measuring: How and what to measure?

Sources of Information (How) Personal observation (+)coverage of work activities, (-) personal biases Statistical reports: (+) show relationships, (-)info is limited Oral reports: (+)get info fastly, (-)cant be documented Writte reports: (+)comprehensive, formal, (-)take more time to prepare

Control Criteria (What) Employees: Satisfaction Turnover Absenteeism Budgets: Costs Output Sales

Taking Managerial Action

> Immediate corrective action - corrective action that corrects problems at once in order to get performance back on track.

> Basic corrective action - corrective action that looks at how and why performance deviated before correcting the source of deviation

ORGANIZATIONAL PERFOMANCE

> Performance - the end result of an activity.

> Organizational performance - the accumulated results of all the organization’s work activities.

Types of control:

• Feed forward - control - control that takes place before a work activity is done.

• Concurrent control - control that takes place while a work activity is in progress.

• Walking around - a term used to describe when a manager is out in the work area interacting directly with employees.

• Feedback control -control that takes place after a work activity is done.

Financial Controls (Traditional Controls)

Ratio analysis

1. Liquidity (tests ability to meet short term obligations)

2. Leverage (total debt/total assests), (profits befre interests&taxes / total interest)

3. Activity (Sales/Inventory, Sales/Total assests)

4. Profitability (identifies generated profits, can measure efficiency of assets)

Budget Analysis:

1. Quantitative standards,

2. Deviations